35 business models that data analysts need to master

From Medium Writer:DataScienceLover

Many people ask me how data analysts should grow and what skills to learn. My answer is that in addition to the data analysis skills, you have to understand the business better than the business, know the product better than the product manager, and you even need to think about the whole industry. If you do, then you are a very hot data analyst or data expert. Someone asked me, I don’t have data thinking, or I don’t think about the model. So I thought about it, it is better to share some thinking models to everyone. The thinking model will give you a perspective or frame of thinking to help you build perspectives on things and the world. By studying the thinking model, you can increase your chances of success and help you avoid failure.

Therefore, based on my own experience and understanding of data analysis, I have summarized my years of experience and knowledge into 35 thinking models & data models. Through these models, which can help you quickly get started with data analysis and reduce the detours in the process of self-exploration. I hope that through them, I can really help the students who have already fought on the road of data analysis.

I will share 15 (first, middle, and lower) this catalogue as follows:
1. KANO analysis model
2. 5W2H analysis model
3. Logical tree analysis model
4. Strategic clock analysis model
5. RFM customer value model
6. user behavior analysis model
7,.shopping basket analysis model
8. SWOT analysis model
9. fishbone diagram analysis model
10. Boston matrix analysis
11.Porter’s five-force analysis model
12. GE Industry Attraction Matrix
13. Boston, the three four matrix
14. Strategic Position and Action Evaluation Matrix
15. PDCA execution model

KANO analysis model

The KONO model is based on analyzing the impact of user needs on customer satisfaction and reflects the nonlinear relationship between product performance and customer satisfaction.
For example, if you do a KANO analysis model for a product, the starting step is:

(1) Recognize the needs of products or services from the perspective of customers;

(2) Design a questionnaire;

(3) Implement an effective questionnaire survey;

(4) Sort and summarize the survey results to establish a quality prototype;

(5) Analyze the quality prototype and identify the sensitivity of specific measurement indicators.

According to the relationship between different types of quality characteristics and customer satisfaction, the quality characteristics of product services are divided into five categories:

Charismatic factors: Unexpected by users, if this demand is not provided, user satisfaction will not be reduced, but when this demand is provided, user satisfaction will be greatly improved;

Expectation factor (one-dimensional factor): When this demand is provided, user satisfaction will increase, and when this demand is not provided, user satisfaction will decrease;

Prerequisites: When this demand is optimized, user satisfaction will not increase. When this demand is not provided, user satisfaction will be greatly reduced;

No difference factor: User satisfaction will not change whether or not this requirement is provided or not, and the user does not care at all;

Reverse factor: Users do not have this requirement at all, and the user satisfaction will decrease after the offer.

5W2H analysis model

As a model of the Wanjin oil, 5W2H can be used in all aspects of life and can of course be used in data analysis.

For example, you are an analyst of a large UAV (I recently studied drones, haha), you come to use 5W2H analysis.

Why: What is your motivation/purpose for purchase? For example, corporate use (filming, promotional film), personal use (player, photo) — new user registration

What: What are the main products purchased by users?

Who: User characteristics: gender composition, age distribution, geographical distribution, academic distribution, income distribution, registration time

When: purchase time distribution, purchase interval distribution

Where: purchase channels, such as: official website, app, Tmall flagship store, Jingdong, Suning, offline agents

How: User’s payment method sales distribution, what do users prefer to pay?

How much: price segment sales distribution (users are more likely to accept that price)

User purchase frequency distribution: How will the user purchase again?

Logical tree analysis model

The logical tree is also called the problem tree, the deductive tree or the decomposition tree. The most commonly used tool for many consulting companies to analyze problems is the “logical tree.” The logical tree is a hierarchical list of all the sub-problems of the problem, starting at the highest level and gradually expanding downward.

Think of a known problem as a trunk and then start thinking about the problem and what related issues or subtasks. Every time I think of it, I add a “twig” to the problem (that is, the trunk) and indicate what the “twig” represents. A large “twig” can also have small “twigs”, and so on, to find out all the associated items of the problem. The logic tree is mainly to help you sort out your own ideas, without repeating and unrelated thinking.

How does the logic tree be used for data analysis?
A Taobao shop found that the sales decline in the store in the past six months was very serious, but I don’t know what the problem is. At this time you can analyze according to the analysis framework of the logic tree. You list all the factors that affect the amount of presentation, and then analyze them one by one to see if it is the reason, so you can find out the problems in the store.

The biggest advantage of the logic tree analysis method is that it can help you sort out the analysis ideas. If there is no such analysis, you may be confused. Let’s analyze this one, analyze which one, and analyze the content repeatedly. Many meaningless thoughts. You have to think too much, and after you have done the logical tree framework, you can basically avoid these problems.

But the logical tree analysis also has a drawback, that is, he relies on one’s experience and professionalism in the business. For example, if you don’t know what factors affect the amount of presentation, then even if you analyze your problem is the amount of presentation, then you can’t continue the analysis below. If you are inexperienced and have low professional skills, it is easy for you to miss important places. For example, your ability to analyze competitive environments is not strong, so you may miss this piece and it may affect your presentation. It is the competitive environment. Therefore, if this happens, you may be biased.

Strategic clock analysis model

The “strategic clock” is a tool for analyzing the competitive strategy choices of enterprises. This model provides managers and data analysts with a way to think about competitive strategies and gain competitive advantage.

The strategic clock model assumes that the applicability of products or services of different companies is basically similar. Then, when customers purchase one of them instead of other companies, they may have the following reasons:

1) The price of the products and services of this company is lower than that of other companies;

2) Customers believe that the products and services of this company have higher added value.

The strategic clock model considers the product/service price and the added value of the product/service together, and the company actually completes the business operation along one of the following eight ways. Some of these routes may be successful routes, while others may lead to corporate failure.

Low-cost, low-value strategy: Companies adopting Approach 1 are concerned with market segments that are very price sensitive. Companies adopt this strategy to reduce the price of a product or service while reducing the added value of a product or service.

Low-cost strategy: The adoption of Approach 2 is a typical way to establish a competitive advantage, that is, the quality of the packaged product or service while reducing the price of the product or service. But this competitive strategy is easily imitated by competitors and lowers prices. In this case, if a company cannot lower the price below the price of the competitor, or if the customer is difficult to make an accurate judgment on the quality level of the product or service due to the low price, then the adoption of the low price strategy may not be worth the loss. To succeed in this way, companies must achieve cost leadership. Therefore, this approach is essentially a cost leadership strategy.

Differentiation strategy: Companies using Pathway 3 provide customers with perceived added value at the same and slightly higher prices than their competitors, with the aim of gaining more market share by offering better products and services, or by High prices increase income. Enterprises can adopt a tangible differentiation strategy, such as the uniqueness of products in terms of appearance, quality, function, etc., or adopt intangible differentiation strategies, such as service quality, customer service, brand culture, etc. to gain competitive advantage.

Hybrid strategy: Companies using Path 4 are offering perceived value added to their customers while maintaining low prices. The success of this high-quality, low-price strategy depends on the ability of the company to understand and meet customer needs, and on the cost basis of maintaining a low-price strategy, and is difficult to imitate.

Centralized differentiation strategy: Companies adopting Path 5 can compete in the industry with high-quality, high-price strategies that provide users with added value for higher products and services at a particularly high price. But adopting such a competitive strategy means that companies can only participate in operations and competition in specific market segments.

High-priced rouge strategy: Companies adopting routes 6, 7, and 8 are generally in a monopoly position, regardless of the cost of the product and the added value of the product or service team. The premise for companies to adopt this business strategy is that no competitors provide similar products and services in the market. Otherwise, competitors can easily gain market share and quickly weaken the position of companies adopting this strategy.

RFM Customer Value Model

The RFM model is an important tool and means to measure customer value and customer profitability. The RFM model is widely mentioned in numerous customer relationship management (CRM) analysis models. The model describes the value of a customer’s value through a customer’s recent purchase behavior, the overall frequency of purchases, and how much money was spent.

Data source preparation requires only four fields: customer name, transaction date, transaction number/frequency, transaction amount.

If you have such a data source on hand, try this model. The following three pages are about what RFM is：

User behavior analysis model

User behavior refers to the various actions that a user takes to obtain or use a product or service. First, you must be familiar with it, then try it out, then decide whether to continue to consume and use it, and finally become a loyal user of the product or service.

The analysis of the above user behavior requires the burying of the PC and APP. The process complexity of the buried point and the complexity of the business scenario are the same. The home page, registration, payment, etc. may be tens of hundreds of pages. Simply speaking, the end user behavior The five business scenarios corresponding to the analysis are:

Pull new, that is, get new users.

Conversions, such as e-commerce, pay special attention to order conversion rates.

Promote how to make users use our products frequently.

Retain, find out in advance that users may be lost, and reduce the churn rate.

Realize cash, find high-value users, and improve sales efficiency.

These data analysts not only analyze the data, but also follow up the data changes after analysis to achieve the goal of data-driven business growth.

Shopping basket analysis model

The basket refers to the supermarket for customers to use the shopping basket. The customer pays for some shopping baskets. The salesperson registers the payment and settles the record. The so-called “Market Basket Analysis” shows the information displayed by these shopping baskets. Looking for things should be put away by customers to buy customers and some customers to buy some products to find related associations (association) rules companies to gain profits and establish competitive advantage through some rules:

Display method
For example, a retail store attracts customers’ business packages by analyzing the arrangement or design of the shelf goods. For example, the most famous beer and diapers, of course, this beer and diapers are completely impossible in China. This will not be discussed in detail.

Bundle sales & user recommendations
I have been working for the New Year, and I have been working on a certain treasure and a certain concentration. I chose the drinks, cigarettes, dairy products, dried fruits, and health products, and put them in the shopping cart first. This prompt box appears below, 199–50? Wow, the discount is so big, and some recommended products are just what I want, but I forgot to put it in the shopping cart. Get together, it’s 199 right away.

In fact, such product recommendation is obtained after the analysis of the shopping basket through the consumer purchase behavior data. You feel that the merchant service is “very intimate” and the merchants have made money and are happy.

SWOT analysis model

First of all, the conclusion: SWOT is a common strategic model, data analysts should not master, the answer is: Of course! In the current strategic planning report, SWOT analysis should be considered a well-known tool. SWOT analysis from McKinsey & Company, including analysis of firm strengths, weaknesses (Weaknesses), opportunities (Opportunities) and threats (Threats). Therefore, SWOT analysis is actually a way to synthesize and generalize all aspects of internal and external conditions of the enterprise, and then analyze the advantages and disadvantages of the organization, the opportunities and threats. SWOT analysis can help companies gather resources and actions in their strengths and where they have the most opportunities; and make the company’s strategy clear.

Case: Amazon SWOT analysis (from the network)

1.Advantage

o Brand recognition: Amazon is synonymous with online sales services, and Amazon focuses on improving customer satisfaction in its operations.

o Pioneer advantage: Amazon is undoubtedly the leader in the online retail industry.

o Cost structure: Amazon effectively uses cost advantages, operates on thin profits, and is still profitable in transactions.

o Business development: Amazon continues to improve its service level and provide diversified services.

2. Disadvantages

o Low profit margins: Amazon has a very thin profit margin to maintain its cost leadership strategy. But low profit margins make companies vulnerable to external shocks and crises, as well as other market changes.

o Seasonal: Amazon’s income and business scope exist quarters

3. Opportunity

o Diversification of e-commerce business today

o Audience’s continued focus on private label products and services

o Amazon develops more local websites to participate in the international market. With the international expansion of Amazon, some local businesses have the opportunity to enter the international market.

o Promote strategic cooperation between Amazon E-commerce and its related affiliated industries, which will lead to the benign development of the industry

4. Threat

o Loss of profits due to low profit margins

o Amazon’s patent infringement and other aspects of litigation

o The weakening of entry barriers in the e-commerce industry

o Network security issues

After understanding the strengths and weaknesses and identifying opportunities and threats, what do you need to do next? Let’s take a look at how Amazon has seized the opportunity to transform itself from an e-commerce to a leading global technology company! When Amazon realized the limitations of the retail industry, it expanded its business boundaries in a timely manner. In addition to cloud computing and smart voice, Amazon has also contacted third-party platforms such as logistics and suppliers, and even invested in the film and television industry, making its business model more contacts.

In 2008, Bezos realized that content could attract and extend the user’s stay on the platform, and began to provide original content on Amazon’s mainstream media video platform Prime Instant Video, and as part of the Prime membership service. Amazon’s ecology can be portrayed as a rotating flywheel. This flywheel is centered on the Prime membership system, and new rights are added to it, gradually creating an all-encompassing ecosystem. While continually attracting new users, it has promoted the development of Amazon’s e-commerce and other new businesses, and so on.

Fishbone diagram analysis model

Let’s imagine a scenario:

How often do you meet?

At the meeting, your thoughts can show __%?

To what extent are these meetings effective?

The same problem always appears many times, how to avoid it?

How can I find the root cause of the problem? Avoid such problems?

Definition of fishbone diagram analysis:

In 1953, the Japanese management master Mr. Shi Chuanxin proposed a very convenient and effective method to grasp the results (characteristics) and causes (the factors that affect the characteristics), hence the name “Ishikawa map.”

Because it is shaped like a fishbone, it is a way to discover the “root cause” of the problem. It is an analytical method that looks at the essence through the phenomenon. It is also called “fishbone diagram” or “fishbone diagram”.

The characteristics of the problem are always influenced by some factors. We use the brainstorming method to find out these factors, and together with the characteristic values, the layers are organized according to the correlation, and the figures are marked with important factors. It is called “characteristic factor map” and “cause and effect map”.

Brainstorming (BrainStorming-BS): A way to find out from different angles by brainstorming and using group wisdom

A meeting method for all causes or components.

BS has four principles: it is strictly forbidden to criticize, free and unrestrained, more good, and free ride.

Fishbone diagram usage:

The fishbone diagram is a non-quantitative tool that helps us identify the underlying causes of the problem;

It asks us to ask ourselves: Why does the problem occur? Focus the team on the cause of the problem, not the symptoms of the problem;

Be able to focus on the substance of the problem, not the history of the problem or a different personal point of view;

Work hard to gather and overcome complex problems;

Identify all the causes of the problem or situation and find the root cause;

Analyze the relationship between the causes of the problem;

Take remedial action and act correctly.

Boston Matrix Analysis

The Boston Matrix was proposed by BCG, hehe! This model is mainly used to assist companies in their business portfolio or portfolio.

The two variables in the matrix axis are the degree of growth of the market in which the business unit is located and the market share occupied. Companies in each quadrant are at different cash flow locations and are managed in different ways, which leads to how the company seeks its overall business portfolio.

Taurus: Businesses with a relatively high market share in low-growth markets will generate healthy cash flows that can be used to fund other parties and grow their businesses.

Thin dogs: Businesses with a relatively low market share in low-growth markets are often users of medium cash flow. Due to their weak competitive position, they will become a trap for cash.

Stars: A relatively high market share in high-growth markets usually requires a large amount of cash to sustain growth, but with a strong market position and a higher reported profit, they are likely to be in a cash-balanced state.

Problem: Businesses with relatively low market share in a rapidly growing market require large cash inflows to finance growth.

The Boston Matrix helps provide some explanation for each company’s business portfolio and portfolio, and can be very beneficial if used in conjunction with other analytical methods. Through the Boston Matrix, you can check the business operations of each business unit, fund the “star of the company” by squeezing the “cash cow” milk, check the children in question, and determine whether to sell the “skinny dog”.

But the assumption of this matrix is based on the fact that the empirical curve works in the market, and the company with the largest market share will be the lowest cost producer. This matrix model is too simple, and the actual business situation of the enterprise is much more complicated.

Porter Five Force Analysis Model

Let me talk about who is Potter? Michael Porter 1947 — He is a university professor at Harvard Business School. He is a “living legend” in the world of management thought. He is the world’s first strategic authority and the “father of competitive strategy” recognized by the business management community. He has designed a number of strategic analysis models for use by various companies.

Porter’s five competitive analysis models are widely used in strategy development in many industries. Porter believes that in any industry, whether domestic or international, whether it is providing products or providing services, the rules of competition are included in the five competitive quantities. These five kinds of competitiveness are competition among enterprises, entry of potential new competitors, development of potential substitutes, bargaining power of suppliers, and bargaining power of buyers. These five kinds of competitiveness determine the profitability and level of the company.

Competitor

Competition among enterprises is the most important of the five forces. Only those strategies that have an advantage over competitors’ strategies can succeed. To this end, the company must establish its own core competitive advantages in the market, price, quality, production, function, service, research and development.

Factors affecting the competition of enterprises in the industry are: industrial increase, fixed (storage) cost / added value cyclical overproduction, product differentiation, trademark exclusive, conversion cost, concentration and balance, information complexity, competitor diversity, company Risks, exit barriers, etc.

New entrants

Companies must be vigilant against new market entrants, and their presence will allow companies to respond accordingly, which inevitably requires companies to invest resources.

Factors affecting the entry of potential new competitors include: economic size, differences in monopoly products, trademark proprietary, capital needs, distribution channels, absolute cost advantages, government policies, and expected counterattacks of companies within the industry.

Buyers

When users are concentrated, large-scale or large-volume purchases, their bargaining power will become a major factor affecting the intensity of industrial competition.

The factors that determine the power of the buyer are: the concentration of the buyer relative to the concentration of the company, the number of buyers, the cost of the buyer’s conversion relative to the cost of the business, the buyer’s information, the ability to integrate backwards, the alternatives, the ability to overcome the crisis, the price / total purchase , product differentiation, brand proprietary, quality/performance impact, buyer profit, incentives for decision makers.

Replacement product

In many industries, companies compete directly or indirectly with companies that produce alternatives in other industries. The existence of an alternative places an upper limit on the price of the product, and when the price of the product exceeds this limit, the user will switch to other alternatives.

Factors that determine alternative threats are: relative price performance of alternatives, conversion costs, and customer preferences for alternatives.

Supplier

The bargaining power of suppliers will affect the degree of competition in the industry, especially when the supplier monopoly is relatively high, the raw material substitutes are relatively small, or the conversion cost of switching to other raw materials is relatively high.

The factors that determine supplier strength are: the difference in input, the conversion cost of suppliers and enterprises in the industry, the status of alternative inputs, the concentration of suppliers, the importance of batch size to suppliers, and the total purchases of industries. The impact of cost and input on cost and characteristics, and the threat of forward integration of enterprises in the industry relative to backward integration.

GE attraction matrix

This model is the three-three matrix used by General Motors and McKinsey & Company. The two axes of this matrix represent the market appeal and the strength or competitive position of the business unit. Where a particular business unit is in the matrix is determined by analyzing this particular business unit and industry. By scoring these two variables, the location of the business unit in the matrix is determined, and the strategy adopted for the business unit is determined accordingly.

For market appeal, the main factors are:

Industry: absolute market size, growth rate, price sensitivity, barriers to entry, alternatives, market competition, suppliers, etc.;

Environment: government regulations, economic climate, currency risks, social trends, technology, employment, interest rates, etc.

For the strength or competitive position of a business unit, the main factors to consider are:

Current advantages: market share, market share trends, profitability, cash flow, differentiation, relative price status, etc.

Persistence: cost, logistics, marketing, service, customer image, technology, etc.

At the time of scoring, each standard has three levels. If the importance of the standards is very different, then weighting should be done to get a more average score.

1 — Selectivity / Income

2 — Reorganization / Harvesting

2 — Risk / Exit

2 — Reinvestment / Leadership

5 — — Investment/Growth

6 — Target growth

By determining the location of a business unit in a matrix, the main strategy it needs to implement may be:

1) Investment establishment status;

2) Maintaining status by balancing cash generation and selective use of cash;

3) Give up and Exit the market.

Through such a matrix, enterprises can ensure the rational allocation of their resources, and enterprises can also try to balance the business with the inherent consistency of cash generation and cash use according to the mixture of developing and developed businesses.

Boston Tradition Matrix

The three-four matrix was proposed by BCG. This model is used to analyze the competitive position of companies in a mature market.

In a stable competitive market, participants in market competition are generally divided into three categories, leaders, participants, and survivors. Winners generally refer to companies with a market share of more than 15%, which can have a significant impact on market changes, such as in terms of price and output. Participants generally refer to companies with market share between 5% and 15%. Although these companies cannot have a significant impact on the market, they are effective participants in market competition; survivors are generally filled in partial market segments, and their market share is very low, usually less than 5%.

Among the influential leaders, the number of companies will never exceed three, and among the three companies, the market share of the most powerful competitors will not exceed four times the minimum. This model is determined by the following two conditions:

1) Between any two competitors, a 2–1 market share seems to be a point of equilibrium. At this equilibrium point, no matter which competitor wants to increase or decrease market share, it is unrealistic and worth the loss. This is an empirical conclusion of the observation through the observation.

2) If the market share is less than 1/2 of the largest competitor, it is impossible to participate in the competition effectively. This is also an empirical conclusion, but it is not difficult to infer from the relationship of the empirical curve.

Usually, the above two conditions ultimately lead to a sequence of market shares: each competitor’s market share is 1.5 times that of the next competitor, and the smallest competitor’s market share is not less than the largest one. 4.

The “three-four rule” is only an assumption derived from experience, and it has not been rigorously proved. But the significance of this rule is very important, that is, under the effect of the experience curve, cost is a function of market share. If two competitors have almost the same market share, then who can increase the relative market share, who can achieve both growth in both production and cost; compared with the price paid, it may get more . But for the market leader, the benefits may be less. However, in the fierce competition of any major competitor, the most likely to be hurt is the weakest survivor in the market.

This theory can explain the changes in the competitive situation of various enterprises after several price cuts in China’s color TV industry. After Changhong’s first price cut, the company’s cost and output were all profitable, making it quickly the market share, and Konka and TCL followed. After several price cuts, companies can no longer rely on price factors to expand market share, and companies must create new competitive advantages.

Strategic position and action evaluation matrix

Strategic Position and Action Evaluation Matrix, referred to as SPACE matrix, is mainly to analyze the external environment of the enterprise and the strategic combination that the enterprise should adopt.

The SPACE matrix has four quadrants that represent the four strategic models adopted by the company: aggressiveness, conservation, defense, and competition. The two axes of this matrix represent the two internal factors of the firm — financial advantage (FS) and competitive advantage (CA); two external factors — environmental stability (ES) and industrial advantage (IS). These four factors are the most important for the overall strategic position of the company.

The steps to create a SPACE matrix are as follows:

1) Select a set of variables that constitute financial advantage (FS), competitive advantage (CA), environmental stability (ES), and industrial advantage (IS);

2) A score value from +1 (worst) to +6 (best) is given to each variable constituting FS and IS. And the scores of the variables constituting the axes of ES and CA from -1 (best) to -6 (worst);

3) Adding the scores of all the variables of each number axis, and dividing by the total number of each number axis variable, respectively, and obtaining the average scores of FS, CA, IS and ES;

4) Averaging the respective scores of FS, CA, IS, and ES on their respective axes;

5) Add the two fractions of the X-axis and mark the result on the X-axis; add the two fractions of the Y-axis and mark the result on the Y-axis; mark the intersection of the X and Y-number axes;

6) Draw a vector from the origin of the SPACE matrix to the intersection of the X and Y values. This vector represents the type of strategy the company can take.

The SPACE matrix should be tailored to the situation of the company being researched and based on as much factual information as possible. The axis of the SPACE matrix can represent a number of different variables, depending on the type of business. For example, investment income, financial leverage ratio, solvency, liquid cash, liquidity, etc.

The emergence of vectors in the aggressive quadrant of the SPACE matrix indicates that the company is in an excellent position to use its internal strengths and external opportunities to select its own strategic model, such as market penetration, market development, product development, and backwards. Integration, forward integration, horizontal integration, and mixed diversification.

The presence of vectors in conservative quadrants means that companies should stick to basic competitive advantages without excessive risk-taking. Conservative strategies include market penetration, market development, product development, and centralized diversification.

When vectors appear in the defense quadrant, it means that companies should concentrate on overcoming internal weaknesses and avoiding external threats. Defensive strategies include tightening, divestiture, closing and liquidation, and diversification.

When the vector appears in the competition quadrant, it indicates that the company should adopt a competitive strategy, including backward integration, forward integration, market penetration, market development, product development and formation of joint ventures.

PDCA cycle model

The PDCA cycle was first proposed by Dr. Huh Hart, a US quality management expert. It was adopted, promoted and popularized by Deming, so it is also called Dai Minghuan. The ideological basis and methodological basis for total quality management is the PDCA cycle. The meaning of the PDCA cycle is to divide quality management into four phases, namely plan, execute (do), check (check), and adjust (Action). In the quality management activities, it is required to follow the plan, plan implementation, check the implementation effect, and then incorporate the success into the standard, and leave it unsuccessful to the next cycle. — from Wikipedia

What does the PDCA cycle have to do with data analysis? Of course, first of all, you think about how you do an analysis, when you need business to perform, often do not receive feedback, then what is the value of your data analysis. So PDCA is also a model that data analysts need to master.

The PDCA cycle applies scientific statistical concepts and processing methods. As an effective tool for driving work, finding problems, and solving problems, the typical model is called “four stages” and “eight steps’’.

1. Analyze the status quo and discover problems

Before you plan, you need to analyze what the status quo looks like? Where is the problem? You can analyze quality issues, delivery issues, security issues, and efficiency issues. The first step is to find the problem, just like a doctor sees a doctor.

2. Analyze the influencing factors

The first step is to pulse, the second step is to complete the pulse, and analyze the influencing factors of various problems. At this time, many methods can be used, for example, fishbone diagram, 5W2H, 4M (human, machine, material, method), etc. Etc. Using these methods to analyze, what are the factors?

3. Analysis of main factors

After analyzing all the analysis factors, analyze the main factors. There are a few major factors in the generation of each problem. For example, there are ten factors that affect the generation of this problem. According to the principle of 28, about two to three are the main factors, and the main factors can be solved to solve the problem completely. If the main factor is not found, then the problem is impossible to solve.

4.Take measures

After analyzing the main reasons, measures are taken for the main reasons. When taking action, consider the following questions:

· Why do we have to make this measure?

· Why is this measure to be formulated?

· What are the goals to achieve?

· Where to do it?

· Who is going to do it?

· When do you do it?

· How to do?

This is actually the 5W1H above.

1. Systematic education in 5W2H mode

You can also use 5W2H to conduct education and training, which is to tell him why? doing what? When do you do it? Where to do it? Who will do it? How to do it? How much does it cost? These things can also tell him.

2.Stimulate the subordinates to generate (inward) motivation, to encourage their work enthusiasm

When you tell him, you can stimulate some of the internal motivations of the subordinates. He has a passion for work. Of course, it is also very important to make employees’ emotions more relaxed and happy. How can everyone do it? Therefore, education and training also have this article, telling them that they must work when they are happy, and that they should work when they are not happy. It is better to be happy. This is also the thing that education and training must do.

3. Cooperate with personnel and units to be fully educated

After the training is completed, the implementation must be clearly told to your subordinates, that is, what to do, must be done, that is, the order should be more determined, not ambiguous. At least let him know that this must be done, and this will gradually form a corporate culture.

4.Work implementation

The supervisor must clearly convey the will of “implementation” to the subordinates and colleagues, and the order should be completed once. Do not add more afterwards, or change the implementation process. If you encounter difficulties, do not be discouraged. In addition to in-depth review, actively encourage the subordinates to properly Authorized to collect relevant data.

How do many leaders teach employees?

You should take the first step, and then come back to ask me after the first step. I will tell you the second, third and fourth steps. This is a very inefficient method.

This is the same as the cooperation between data analysts and business people. The business staff will let you make a data, and let you make a data. You need to spend ten minutes communicating with him. What is your purpose?