000			02819cam a22003134a 4500
001			3899195
003			CaAEU
005			20240411144129.0
008			061026s2007 maua b 001 0 eng
010			_a 2006035422
015			_aGBA6A2644 _2bnb
020			_a9781422103326
035			_aocm74649067
040			_aDLC _beng _cDLC _dBAKER _dUKM _dBTCTA _dYDXCP _dC#P _dAEU
041			_aEnglish
050	0	0	_aHF5691 _b.D38 2007
100			_aDavenport, Thomas H. _d1954- _923221 _eauthor
245	1	0	_aCompeting on analytics _b: the new science of winning _c/ Thomas H. Davenport and Jeanne G. Harris.
260			_aBoston, MA : _bHarvard Business School Press, _c2007.
300			_axv, 218 pages : illustrations (black and white) ; 25 cm.
504			_aIncludes bibliographical references (pages 187-197) and index.
505	0		_aForeword / by Gary Loveman -- The nature of analytical competition -- What makes an analytical competitor? -- Analytics and business performance -- Competing on analytics with internal processes -- Competing on analytics with external processes -- Building an analytical capability -- A roadmap to enhanced analytical capabilities -- Managing analytical people -- The architecture of business intelligence -- The future of analytical competition.
520	1		_aIn Competing on Analytics: The New Science of Winning, Thomas H. Davenport and Jeanne G. Harris argue that the frontier for using data has shifted dramatically. Leading companies are doing more than just collecting and storing information in large quantities. They're now building their competitive strategies around data-driven insights that are, in turn, generating impressive business results. Their secret weapon? Analytics: sophisticated quantitative and statistical analysis and predictive modeling supported by data-savvy senior leaders and powerful information technology. Why compete on analytics? At a time when companies in many industries offer similar products and use similar technology, distinctive business processes count among the last remaining points of differentiation. Many previous bases for competition — such as geographical advantage or protective regulation — have been eroded by globalization- Proprietary technologies are rapidly copied, and breakthrough innovations in products or services are increasingly difficult to achieve. That leaves three things as the basis for competition: efficient and effective execution, smart decision-making and the ability to wring every last drop of value from business processes — all of which can be gained through sophisticated use of analytics.
650		0	_aData mining _97979
650		0	_aBusiness intelligence _97978
653			_aBibliography B2 PBT Principles of Programming
700			_aHarris, Jeanne G. _923222 _eauthor
942			_2lcc
999			_c3870 _d3870