经常有人在看了我文章之后问，商业分析能力是怎样炼成的？在回答这个问题之前，我先说一说在企业中商业数据分析的作用。简单来说有三点：
- 现状分析：告诉领导/同事企业现阶段的整体运营情况
- 原因分析：告诉领导/同事某一个现象发生的原因，比如，为什么1月销售额低于2月？为什么3月用户活跃突然暴涨？为什么上个季度营业额严重下滑？
- 预测分析：告诉领导/同事将来会发生什么，比如通过数据分析制定下年的运营目标等等
下面再说说为什么很多人做不好商业数据分析。
举个例子，一家餐饮连锁企业新开了一家门店，交上了的利润报告显示同比其他门店，利润额低很多，领导让手下的数据分析师去分析该门店的运营状况，数据分析师就从系统了调取了门店的日常经营报表，做了系列图表分析之后得出结论：这个门店生意不好的原因是每天下单的客户数量太少。
这样的分析等没分析，随便喊个人都能说出来这样的结论。画图做表一顿折腾，最后出来一个众所周知的结论，老板肯定不买账。
导致这样尴尬的情况，主要有是三个原因：
第一，数据分析缺乏体系化的工作流程
第二，分析过程中，业务信息和数据掌握不全面
第三， 缺乏完整的分析框架
商业数据分析第一步：界定问题
在我之前带新人的时候，我发现很多新人一接到业务的需求，二话不说就写起sql，也不问问业务提这个需求的目的，是为了解决什么问题，又为什么要看这个数据。
而成熟的商业数据分析流程，第一步应该是界定问题
接到业务的需求，第一步应该先了解业务分析的目的，搞清楚我们分析要发现或解决问题。然后和业务沟通了解业务背景、现状。先对问题形成自己的思考，然后再去构建分析的框架。
比如上面我举的门店分析的例子，分析门店下单客户数少的原因，我们在分析前就需要搞清楚这几个问题：
- 这家门店开张最初的业务目的是什么，门店选址的标准是什么？当时的业务量增长预期是什么？
- 对比公司其他门店的运营经验，一般的新店的销量增长曲线是什么样的，和这家门店的差别在哪儿
- 该门店的业务现状，门店目前的业务构成，线上外卖销售情况和店内堂食订单占比情况，和其他店的数据有什么差异
- 店内各sku的销售情况，该门店的周边环境，人源质量，门店选址位置，以及竞品门店的运营情况
- 客户对该门店食品及服务的评价
了解了上面的问题，我们就可以进一步去拆解问题，多角度去猜测门店订单量少的原因，可能是该地区同类竞品门店数据量多，竞争激烈；也有可能是门店选址有问题，周边环境和人群质量跟不上；还有可能是店门服务管理差，口味差等等原因
围绕分析目的寻找数据
商业分析应该紧密围绕业务分析目的展开，而不是围绕数据库有什么数据展开。这也是许多数据分析师的通病，把数据分析局限在数据库中存放的几百张数据表里。这样做出来的数据分析，商业价值至少打一半折扣。
说到这，又有人问了，数据库都没数据，你让我拿啥分析？空气吗？
谁规定数据分析师只能坐在办公室从数据仓库中取数？数据库没有的数据，我们可以找店长要数据，可是上网找市场数据，找客户问数据。数据分析要用到的数据信息不全是躺在数据仓库里的，需要我们自己去找寻。
就像上述的门店分析问题，如果让我来做，我就会去线下观察这几个数据：
- 门店环境：门店所在区域内，有多少家同类竞品店铺，观察这些店铺的订单量怎么样
- 优劣情况分析：店铺在同类竞争对手中有哪些优劣势
- 客户评价： 线上、线下客户对门店的评价信息，以及对其他竞品门店的评价，门店的回头客率
通过这样的摸底，要进行数据分析基本上胸有成竹了，也不会在业务质疑的时候回答不出来。
数据分析思维、框架
这一部分的重要性自然不必我多说了，新手数据分析常见的错误就是分析没有框架，导致分析思路混乱，东一榔头西一棒头。
实际上，商业分析的大框架非常简单，我把它分为3步：
- 是什么
- 为什么
- 怎么做
用上面的例子来解释就是，1、门店经营现状2、经营不好的原因3、提出意见改善经营
门店经营现状分析
如何分析门店的经营现状，我们可以从这样几个维度去分析
1、先看看门店开业至今的订单量变化趋势，可以选择日均、周均、月均，或者总量为指标。
2、公司其他新开门店的订单量变化趋势和店铺发展周期，与该店铺对比
3、门店周围同类型竞品店铺的订单量及变化趋势
经营不好的原因
了解门店现状之后，下一步就是找原因，在原因分析的过程需要层层递进，从结果深挖到过程，找出问题。比方说成交金额一般都是用来判断经营状况的因素之一（先不考虑成本），我们通过分析发现该门店的成交金额和其他门店差距很大，交易金额=支付笔数*单均支付金额，我们再进一步分析交易笔数和单均交易金额，交易笔数又与新老客户的分布有很大关系， 门店新客增长怎么样，老客回头率怎么样......
通过这样的框架，一步步深挖问题，最终就找了原因。因此，数据分析师再动手分析前脑子里一定要有一张清晰的框架，然后在分析的过程根据情况不断调整框架，这样做出来的分析才会思路清晰，结果准确。
提出改善建议
通过上面的分析找到门店经营低迷的原因后，我们还可以根据原因进一步思考，给出改善建议。比如我们门店订单量低的原因主要是因为新客户数量少，那就可以给业务部门提出一些建议，比如通过一些拉新活动增加门店新客户数等等
总之一套分析下来，我们解决了是怎么、为什么、怎么做这三个问题，这样我们的分析才会发挥商业价值。
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