Seven charts, learn to do valuable business analysis

Many students do business analysis , It's like keeping a journal , Put the income every month 、 Cost indicators are pulled out, with a year-on-year comparison ,ppt Dozens of pages long , But was rated ：“ No dice ！”“ Don't just talk about numbers , Have an insight after the number ……” How to do useful business analysis ？ Let's take a look .

common problem

The phenomenon of roast in front , go by the name of “ Four ratio ” and “ Four points ”. This is the main content of many business analysis reports ！

The so-called four ratio , Namely ： Year on year 、 Chain ratio 、KPI Than 、 Time progress ratio , Four comparisons . For example, analyze the sales situation , Routine business analysis , The following indicators are generally used ：

The so-called four points , Namely ： By customer 、 By Region 、 By organization 、 By product , Four classification dimensions , For example, analyze the sales situation , Routine business analysis , Generally, the classification dimension is set like this （ As shown in the figure below ）：

Not just income , Cost can do the same . And the cost is one more category than the income ： Cost account . The report is more complicated , For example, statistics on the cost of the sales department , Maybe the following table ：

But it is this seemingly complex report , But it is often criticized . Because there are many data here , But almost all of it ： Presenting results , Lack of analysis and diagnosis . Even if there is no such report , The business department will also pay attention to itself KPI completion . Business departments often deal with customers on the front line , Which area 、 Which product 、 Which customer is hard to do , They have more intuitive feelings than analysts thousands of miles away .

therefore , It is necessary to show these result data , But you can't stay here , Don't indulge in it . If you just talk about it over and over ： This XX The indicators are not well done , Of course, the business will be dissatisfied . This kind of report is on the business analysis meeting , Often be business fancy roast ,“ of no avail ”“ I already knew ”“ What you said is nonsense ” It is a common three piece set .

that , How to make improvements ？ Take the seemingly simple sales analysis above , Take a small example .

One of the improvements ： Add process indicators

The complexity of the report is different from the fact that the report can tell the problem . Look back to the example above , If you analyze the sales situation , Just look at the income results , It's definitely impossible to understand how the problem came , We have to go deep into the process . also , A new customer / Old customers , Big customers / Small and medium-sized individual tourists , There may be different ways of selling , The data to be looked at is also different .

If it is a new customer , Maybe we should pay attention to the efficiency of getting customers . At this point, it depends on ： Where to get customer leads , How many leads are there , How effective is the transformation , Which links are stuck . If it's a regular customer , Then we should pay attention to the re purchase of customers . Whether the customer is active （ Keep in touch with our company ）, Whether it has reached the re purchase node , Whether there are new requirements , How about our bidding response .

These process indicators are added , Can better interpret ： Why didn't the income come out . In this pile of process indicators , Some rely solely on physical strength / Throw in what you can accomplish , For example, the number of new customer leads , Active number of regular customers . If these indicators decline , There is something wrong with the execution end , It can be said directly ：“ Do more ”. And some indicators need comprehensive interpretation , For example, conversion rate , We need to start with the product 、 Price 、 Interpretation of customer needs and other aspects , See if the products don't match , Or the cost cannot be controlled , It can still meet the needs of customers , But we don't want to do .

Improvement point 2 ： Get through the income and cost

Separate income from cost to assess , It's easy to make trouble . There is no ： Let the horse run again , And let the horse not eat grass . Especially with new customers 、 New product launch and other related promotion 、 Marketing costs , The market will not be used to you , Not willing to invest money is useless . therefore , Establish a link between cost and income , See specifically how each cost promotes revenue .

Because cost accounting takes time , Therefore, it is impossible to , All cost items are listed in detail . Therefore, it is necessary to distinguish between short-term 、 Long term output . In the short term （ Zhou / month ）, Pay attention to those with large investment 、 Easy to observe 、 Key costs that have a significant impact on revenue . Such as promotion expenses 、 Marketing expenses . If you find that the promotion effect is declining , Need to prompt the risk immediately , Control unnecessary losses of costs .

And in the long run （ month / quarter ）, Then we need to make a comprehensive cost review . If it is toB Class industry , Key customers are very important , Need to focus on customers , Accounting for all relevant costs , Control the investment . If it is the Internet industry , They tend to focus on products , Accounting promotion - operating - R & D cost . If it's the retail industry , Mainly through channels , Calculate the operating cost of each channel .

All in all , From a business perspective （ Instead of starting from the cost account ）, around “ Is it helpful for income ” Organization cost data , To better explain the problem .

The third improvement point ： Differentiate business priorities

Each company has its own key business , Very few businesses go hand in hand . For example, they are all expanding the market , It may be based on new products , It may be based on new channels , It may also be based on the maintenance of regular customers . At this time , You should not pull the crosstab randomly when presenting the result data . Take every branch in every detail 、 Each product 、 Revenue and expenditure details of each channel ,KPI The differences are listed , This will interfere with judgment .

Understand business strategy , To the point , Put the most important part of the current （ New products / New channels / Customer base ） Stand out , So that people who read the report can see the current problems at a glance . If you really find out , There is a problem with the current main strategy , That's big trouble , No matter how well other details are implemented , Have to do in-depth discussion .

Improvement point 4 ： Focus on continuous change

List all indicators year-on-year in every detail 、 Chain ratio , It is also a kind of interference . The focus of new and old business lines is different , We should remind everyone to pay attention to the real problems . For example, newly developed channels , Whether it can continuously bring traffic ; Newly acquired customers , follow-up X Months of retention / Transformation ; New online products , Whether the development trend is good . These data will be more meaningful year-on-year , And we should make continuous n Monthly data are plotted into a trend chart , Used to judge , It's not just a year-on-year job .

And the old business , For example, products that have been in business for many years 、 store 、 Customer base , We should pay more attention to ：“ Whether the trend of this year is consistent with that of last year ”. Because it has been operated for a long time , There are historical data , And as the environment changes , Maybe the old customers are losing , Old products are being phased out . This is the time to pay attention to the month on month . And we should cooperate with the macro environment analysis , To interpret the annual trend differences .

Summary

Summing up the above four points, we can see ： Blindly pile up year-on-year 、 Month on month data , There is no logical column, a pile of cross classification dimensions , Lack of process indicators , It is the root cause of the bloated and useless business analysis report . Clear up the business logic , Highlight the business focus , Grasp the trend of key indicators , Is the key to improving usefulness .

Not excluded , Some leaders especially like to watch four games 、 Quartile report , It does not rule out that some leaders particularly like to see the cost details . notice ppt There are many pages , The disassembly of indicators is particularly trivial , Ya felt great , Feel in control ！

It's just , There is a department in finance called cost accounting , They can show all kinds of cost reimbursement forms and statistical tables , These details control , You can see it in them until it's cool . Any business analysis report done , Want to analyze the problem in depth , All score points , Catch the key 、 Look at the process .

It's just , Some business problems can be complicated , Especially when it comes to ： Whether multiple product lines compete for traffic , Whether the marketing superimposed on normal sales works , brand 、 How to consider the benefits of long-term projects such as product research and development . These problems , It's not simple 1+1=2, Not linear income =a* input + Fixed demand . Not only test the ability of data analysis , It will also test the quality of decision makers , Later, we will share special topics .

Of course , In specific work , You will also encounter specific problems that are not mentioned in the article , Invite you to join the knowledge planet , We can discuss in Xingyou wechat Group , You can also add my own wechat , Discuss with me one-on-one .

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