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"Competing on Analytics" is hardly the last word on the matter, but it is a useful primer for a business field that seems likely only to grow in importance.

Foreword by Gary Loveman

Acknowledgments

Part One The Nature of Analytical Competition

1 The Nature of Analytical Competition

2 What Makes an Analytical Competitor?

3 Analytics and Business Performance

4 Copeting on Analytics with Internal Processes

5 Competing on Analytics with External Processes

Part Two Building an Analytical Capbility

6 A Road Map to Enhanced Analytical Capabilities

7 Managing Analytical People

8 The Architecture of Business Intelligence

9 The Future of Analytical Competition

Notes

Index

About the Authors

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作者简介：Thomas H.Davenport

Thomas H.Davenport is the Presidents Distinguished Professor of Information Technology and Managment at babson College.

书籍介绍

You have more information at hand about your business environment than ever before. But are you using it to "out-think" your rivals? If not, you may be missing out on a potent competitive tool. In "Competing on Analytics: The New Science of Winning" , Thomas H. Davenport and Jeanne G. Harris argue that the frontier for using data to make decisions has shifted dramatically. Certain high-performing enterprises are now building their competitive strategies around data-driven insights that in turn generate impressive business results. Their secret weapon: Analytics: sophisticated quantitative and statistical analysis and predictive modeling. Exemplars of analytics are using new tools to identify their most profitable customers and offer them the right price, to accelerate product innovation, to optimize supply chains, and to identify the true drivers of financial performance. A wealth of examples - from organizations as diverse as Amazon, Barclay's, Capital One, Harrah's, Procter & Gamble, Wachovia, and the Boston Red Sox - illuminate how to leverage the power of analytics.

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数据分析竞争法:企业赢之道