Handbook of Marketing Decision Models (International Series in Operations Research & Management Science) Review

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Handbook of Marketing Decision Models (International Series in Operations Research & Management Science) ReviewAs a real world practitioner, I've found this book to be of limited use and little value for the money. The book's chapters are more like extended review papers, with disproportionate focus on complicated mathematical formulae and citations from academic papers. There are very few numerical examples, if any, and virtually no material at all about implementation in practice. This book is perhaps best suited for Ph.D. level graduate students who want to get a quick start in their field of study, rather than for practitioners. Unfortunately, marketplace is still severely lacking a book on marketing decision models that is useful for practitioners.Handbook of Marketing Decision Models (International Series in Operations Research & Management Science) Overview

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Competing on Analytics: The New Science of Winning Review

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Competing on Analytics: The New Science of Winning ReviewThis is the glib, anecdotal book built around a basic, almost stereotypic Harvard Business Review five-level model, this one focusing on various levels of use of analytical methods, systems and processes. At the lowest level, there is almost nothing going on in terms of analytics and, at the highest level, analytics are systematic, widespread and strategic. You can figure the middle three levels. In my experience, there would be some use in providing a zero-level or even negative-level use of analytics, those firms operating in the "data free" zone. They would provide some humor and color, not just useful references.
As to the subtitle, "The new science of winning," to be clear, "competing" and "winning" are not synonymous or even necessarily linked. Competing is not necessarily about winning and winning isn't as important as remaining competitive in the long run. Winning isn't everything and it is not the only thing.
The anecdotes tend towards Harrah's, the Boston Red Sox and several less-than-mainstream firms, along with a few data-crazed firms, e.g., Google. More and more detailed examples of the first-rate use of analytics by top competitors in the corporate world would have been welcome. Personally, Harrah's use of analytics to maximize gambling revenues strikes me as exploiting people's addictions. As to the Red Sox, at least they finally won a Series. As to data, the authors seem to think that 'data' is a singular noun, which leaves me somewhat perplexed as to the analytics applied to editing the text.
The book is shorter than the listed 240 pages. The anecdotes tend to be repetitive, the analytics more descriptive than analytic, and the five-level model gets driven home right away and then driven in repeatedly. We can probably all agree that the information age provides the capacity to mine data, to analyze it thoroughly, to disseminate it approporiately and widely, to use it strategically, and to provide the essential leadership to hire the people, structure the organization, and put the entire system in place in the first place.
"Competing" was not as boring as I expected it to be and not as informative as a I wanted it to be.Competing on Analytics: The New Science of Winning Overview

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