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HBSP (USA)
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Nature of Analytical Competition: Using Analytics to Build a Distinctive Capability
Davenport, Thomas H.; Harris, Jeanne G.Book Chapter HBS-2193BC-EWhat does it mean to compete on analytics and how can companies move in that direction? This chapter lays out the general ideas around analytical competition, providing a few examples from the worlds of business and sports. This chapter was originally published as Chapter 1 of "Competing on Analytics."Starting at €8.20
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Analytics and Business Performance: Transforming the Ability to Compete on Analytics into a Lasting Competitive Advantage
Davenport, Thomas H.; Harris, Jeanne G.Book Chapter HBS-2197BC-EThis chapter explores the links between the extensive use of analytics and business performance, describing how several highly successful companies have transformed their ability to compete analytically into a key point of differentiation and long-term competitive advantage. This chapter was originally published as Chapter 3 of "Competing on Analytics."Starting at €8.20
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Competing on Analytics with External Processes: Customer and Supplier Applications
Davenport, Thomas H.; Harris, Jeanne G.Book Chapter HBS-2199BC-EBecause externally focused processes require cooperation from outsiders, as well as their resources, managing analytics related to external processes is a greater challenge than managing those related to processes within an organization's complete control. This chapter addresses applications of analytics to external relationships with customers and suppliers. This chapter was originally published as Chapter 5 of "Competing on Analytics."Starting at €8.20
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Managing Analytical People: Cultivating the Scarce Ingredient That Makes Analytics Work
Davenport, Thomas H.; Harris, Jeanne G.Book Chapter HBS-2201BC-EWhen most people visualize business analytics, they think of computers, software, and printouts or screens full of numbers. What they should be envisioning, however, are their fellow human beings. This chapter addresses the most important factor in making a company analytical: its people. This chapter was originally published as Chapter 7 of "Competing on Analytics."Starting at €8.20
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Data: The Prerequisite for Everything Analytical--How to Manage Your Data for More Effective General Management
Davenport, Thomas H.; Harris, Jeanne G.; Morison, RobertBook Chapter HBS-5741BC-EStrategyFor too long, managers have relied on their intuition or their "golden gut" to make decisions. Important decisions have been based not on data, but on the experience and unaided judgment of the decision maker. Sometimes intuitive and experience-based decisions work out well, but all too often they go astray, end in disaster, or result in money being left on the table. If you think that your organization ought to make more decisions based on facts...Starting at €8.20
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Leadership: The Deciding DELTA Factor--The Human Element Behind Analytical Mastery
Davenport, Thomas H.; Harris, Jeanne G.; Morison, RobertBook Chapter HBS-5745BC-EStrategyThere is no doubt that to be a full-fledged analytical competitor, you need the CEO in your corner. However, there is also no doubt that almost any employee can move an organization in a more analytical direction. In this chapter you will learn how you can make your organization more analytical, advocate for more fact-based decision making, and encourage your employees to become analytical leaders themselves, regardless of your position. By descr...Starting at €8.20
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Embed Analytics in Business Processes: A How-To Guide
Davenport, Thomas H.; Harris, Jeanne G.; Morison, RobertBook Chapter HBS-5751BC-EStrategyIf you really want to put analytics to work in your organization, you need to make them an integral part of everyday business decisions and business processes. A cross-functional process perspective enables you to appreciate how different parts of the business work together (or fail miserably in doing so) and to identify all the ways analytics might be used to create a better outcome for the enterprise. In this chapter, the authors of Competing o...Starting at €8.20
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El caso HBR: el lado oscuro del an lisis del consumidor
Davenport, Thomas H.; Harris, Jeanne G.; Jones, George L.; Lemon, Katherine N.; Norton, David P.; McCallister, Michael B.Article HBS-R0705AStrategySalud aseguradora IFA y ShopSense cadena de supermercados han formado una asociación interesante, pero amenaza con la tolerancia de las pruebas de los clientes para compartir información personal. Durante años, el gerente regional de IFA para las operaciones de la Costa Oeste, Laura Brickman, había estado defendiendo el uso de análisis de clientes - sacar conclusiones acerca de los comportamientos de los consumidores sobre la base de patrones que...Starting at €8.20
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What Makes an Analytical Competitor: Defining the Common Key Attributes of Such Companies
Davenport, Thomas H.; Harris, Jeanne G.Book Chapter HBS-2196BC-EIn this chapter, the authors describe the key attributes of companies that compete on analytics and the levels and stages of these attributes found through research on actual organizations. This chapter was originally published as Chapter 2 of "Competing on Analytics."Starting at €8.20
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Competing on Analytics with Internal Processes: Financial, Manufacturing, R&D, and Human Resource Applications
Davenport, Thomas H.; Harris, Jeanne G.Book Chapter HBS-2198BC-EThis chapter focuses on internal business processes and the challenge not only of identifying internal applications of business analytics, but of finding some applications that are clearly strategic and involve competitive advantage. This chapter was originally published as Chapter 4 of "Competing on Analytics."Starting at €8.20