5-step method! Quickly establish data analysis ideas

When doing data analysis , you will always face this kind of vague problem:

"Analyze the operation situation, go deeper"

"How are the recent sales? Analyze it."

"Analyze recent activities..."

In short, the fewer words, the more trouble . Because I really don't know what the person making the request wants to do. Moreover, it is usually the department leader who usually makes the suggestion and disappears after saying it, making it difficult to meet him/her face to face again. In the end, after working hard for a long time, one often gets asked, "Is this all you have analyzed? I knew it long ago." It is really miserable.

What to do? Let’s interpret the system today.

1. Basic methods of establishing ideas

We know nothing about these five key issues. These five questions determine whether the results of data analysis are recognized. Therefore, if you just listen to the sentence: "You analyze it" and then bury your head in work, it is basically digging your own grave. The harder you work, the deeper the grave you dig, and the more miserable you get.

The products output by data analysis are not like rice and flour that can directly fill people’s stomachs. The value of data analysis is relative . If you provide something that the other party already knows, no matter how much you give, it will not be recognized, and you may even be criticized: "You are too long-winded, get to the point."

Therefore, the standard way to sort out data analysis needs is to understand what the other party has done and what they want? (As shown below)

But please note that the above approach is for Party B to provide services to Party A/job seekers in going for interviews. If it is really used in an enterprise, everyone knows each other well, so there is no need for so much preparation in the early stages. At this time, you can use five progressive questions to find out how much the other party knows. (As shown below)

With the answers to these five questions, you can determine the focus of your analysis based on the other party’s understanding of the current business situation (as shown below).

BUT! This is for ordinary people. If facing the leader, many students dare not ask directly. Asking questions in a cold and cold manner is like interrogating a prisoner. Not only can you not open your mouth, but it may also cause the leader to complain: "I've thought it through, why do you need me to do that!" Therefore, there needs to be some more flexible and simple methods.

2. Five key points to get started quickly

Therefore, you can start with these five questions and use more relaxed and casual conversations to find a breakthrough.

▌Breakthrough 1: Who wants to watch?

With this information, it will be very clear what to do next!

▌Breakthrough 2: Why watch?

We really want to know the reason for looking at the data, but we are afraid that asking "why" directly is too blunt. At this time, you can use the fishing enforcement method, directly bring up some business topics, and test the other party's true intentions.

Knowing this information, the subsequent analysis will have a basic tone and can get straight to the core issue.

▌Breakthrough three: What are you looking at?

We really want to know the content of the output, but we are afraid that asking directly "What indicators do you want to see" is too blunt. At this time, you can proactively remind them: You can see XXX item and confirm on the spot whether it is what the other party needs.

Although it is unclear whether the conclusion is useful or not, at least the content is what the other party wants. When the data comes out, if you are not satisfied with the conclusion, we can look at the data together again to see what conclusion to draw, which will make it easier to get the result.

▌Breakthrough point 4: To what extent?

We really want to know the depth of the output content, but asking directly "What kind of analysis do you want to get?" is too confusing. At this time, you can change the way you ask: Tell him directly what the current status of the data is ! Then ask: Is there anything else he doesn’t know or particularly wants to know?

Of course, the basis for getting the hard goods is that you have to be strong enough yourself! Through regular indicator monitoring, you will have a clear understanding of the data results. This is the only way to ask the hard core questions. Or you have mastered the skills of making data MVP and have the ability to do MVP testing on site. Otherwise, it would be impossible to get this kind of hardcore information.

▌Breakthrough point 5: What to do after reading it?

We really want to know where the output content is finally used, but asking directly "What do you want to do?" seems too arrogant - what the leader does, when is the turn of a soldier to take charge! At this time, you can change the way you ask the question, directly throw out a possible course of action, and then ask: "Am I understanding it correctly?!" to find out the other party's true intentions.

This makes it clear what the questioner’s psychological assessment of the activity is, and also lets us know which outputs are useful. The follow-up is also clear.

3. Flexibly apply the five key points

Note: The five key points can be asked all at once or separately. There is no need to be rigid. Interestingly, leaders also have personal styles.

Generally, leaders who are hands-off can answer question 1 clearly. This kind of person likes to specify who will do what and leave the rest to themselves. Therefore, they will be clear about "who to show it to and what the use of it will be".

Generally, leaders with a technical background can answer questions 3 and 4 clearly. This type of person pays attention to details and thinks about problems with data thinking, so they can have very detailed conversations.

Generally, business-oriented leaders can answer questions 2 and 5 clearly. Although this type of person does not pay attention to technical details, he or she can clearly explain what needs to be done and what problems are encountered.

Therefore, students can choose appropriate questions according to their leadership style. This will not appear abrupt, will demonstrate your professional qualities, and will also clear obstacles for subsequent work.

Some students may ask: What should we do if we encounter a confused leader? !

Answer: It depends on whether the other party is truly confused or pretending to be confused. The so-called false confusion means that the other party is simply not clear about the current situation and therefore cannot make a judgment. At this time, you can first present the current data status (and it should be as comprehensive as possible) to help the other party make a judgment.

If the other party is truly confused, for example, an old fool who got to the top by relying on titles in big companies, bragging and flattery, eating, drinking, gambling, and seniority - then there is really nothing we can do. At this time, you can only wish for the best.

However, students who work with data still need to master the skills of sorting out needs and establishing ideas, so that they can judge whether the other party is confused or their own abilities are poor . Many students who work with data have a bad habit of ignoring the needs of the business side, not communicating the details, working in isolation, piling up indicators, and generating a bunch of useless data. In this case, it is your own problem, you cannot blame others. When the report comes out and people criticize it, I cry “Why didn’t you tell me earlier!”, only to be criticized back “You didn’t ask!”

Author: Down-to-earth Academy

Source: Down-to-earth School (gh_ff21afe83da7)