Text | Wang Jiadong fr
This article comes from: Knowing the column " Look at the data " - about data analysis
Data is accumulated over time. A large-scale enterprise has a large number of reports in excel. After a long time, I feel various pain points in excel making reports: what data collection is troublesome, the data in various systems cannot be connected, etc., I also thought of using a reporting platform or bi platform to manage data analysis in a unified way. On the one hand, it will reduce the pressure of various business personnel. After all, no one wants to spend too much time on reporting. In many cases, reporting After I finished it, I was no longer in the mood to look at the data in it. I just had a little energy, and you actually asked me to do the report.
But when we were going to start a bi platform, there were also problems. Our company had accumulated so many reports, from dozens of reports to hundreds of reports. If you conduct research, each department can come up with a bunch Come on, everyone is very happy with so many needs, thinking that this is good, and don't do these things by yourself in the future, but he didn't know that the project manager opposite him saw so many reports, and he felt in his heart. The shadow area can surround him now.
And automating all of their needs on the platform is a successful platform? It should not be. We carefully studied the requirements put forward by each department and found that a lot of content is repeated. For example: a commodity department wants to analyze sales performance, he cares about the sales of self-operated products on the day, cumulative sales, Sales volume of the day, cumulative sales volume, gross profit, profit margin, customer unit price, year-on-year growth rate, etc. b The Commodity Department also has a sales report. What he wants to see is the same as the above, except for the cumulative sales. But he insisted that the cumulative sales field should not be displayed, and must be distinguished from the department A. Why do I feel a little cheated? Is he bullying us outsiders?
The proposer of demand is based on individuals, at most various departments, but the builder of the platform should be based on the entire enterprise. The responsibility of the data platform should not only be used at the data level to centrally display data, improve the level of data automation and analysis capabilities, but also use the data analysis platform to unify the company's management caliber and integrate various data calibers. Unification, different analysis indicators are unified, so that the whole company has a unified understanding and judgment of one indicator, which can also reduce the communication barriers between departments in the enterprise and improve the communication efficiency between departments.
另外的一个角度，将这些内容统一之后，可以聚焦报表功能，让每个报表更具备针对性，正所谓浓缩的都是精华，你呼啦啦一千多张报表放在平台中，我真是不想点进去看啊。所以，在开始一个数据平台项目之前，是有必要把这些乱糟糟的报表进行统一规划的。
到这里，这个规划该怎样去做呢，还是以零售业举例子，不要看大家的报表需求那么多，但却都是围绕着几个主题转：销售、库存、采购、物流、会员、商品，只不过是通过不同的纬度来看其中的指标。
所以，第一步是先做好分类。所以在打算整理这堆乱糟糟的报表之前，需要思考一下，以怎样的方式来对这些报表进行分类、整合，看下图吧。
有些东西很复杂，为了能够认识那些复杂的内容，人们可能会通过对它进行分类来简化。更何况报表这种并不复杂的东西，分类更是容易了。暂且将报表按照以上三个维度进行分类，不管多少的报表，总能归纳入以上几个类别之中。
第二步：分主次，三个维度来看，会不会很乱，当然是会的。还是需要选择一个主要的分类维度的。一张报表，往往涉及多个业务模块，比如库存和销售就经常放到一起，也经常涉及到多个用户群，例如销售业绩表一定是很多人都关心的。
所以，这里建议以报表功能层次进行划分，另外两个维度进行描述。形成以下格式：
· 数据查询类报表：
· 涉及业务模块：销售、库存；
· 报表名：实时指标查询；用户群：店长(中层)、品类经理(中层)
第三步：报表下分压缩，将收集到的表表进行标记，按照以上方法进行标记。这一步最难的是开始，往往看到大量的没有分类好的报表，就有一种不想开始的感觉，但是真的开始了，也就过去了。分好之后，在同一个报表类型、同一个业务模块下，会有多个报表，例如：
· 数据查询类报表：
· 涉及业务模块：库存；
报表名：
1.库存结构分析表
2.部门库存结构表
3.库存结构分析表(部门)
4.库存结构分析表(品牌)
5.库存结构分析表(单品)
6.单品周转表
7.库存成本表
8.缺货断货统计表
9.供应商缺货断货统计表
10.采购缺货断货排名表
......
这些在同一个报表类型、同一个业务模块下的报表，都是有压缩空间的，其实我们仅仅通过名字，也知道很多是可以合并在一起的。在这个目录下，只要满足了目的相同这一个因素，就是可以合并在一起。
目的相同，也就是看这个报表都是为了同一个目的，那么就不必分开来。如下图所示：
上面两个表，一个是缺货率一个是断货率，目的都是为了更好的管理库存，适时采购，减少商品的缺断货情况，那自然可以放在同一个表中实现，最多再参数面板上加选项而已。
再比如以下三个：
这几个表的目的在于了解商品库存情况，剩余库存结构，从而更好的管理库存，或者执行商品促销策略，降低库存成本或损失。所以上面几个表同样完全可以放在同一个报表中，甚至采用图表结合的形式，更友善的展示上述内容。
（报表的整合方法不绝对，更多的是要参考实际的场景的，但是依然这样写出来，只是提了一个思路，并且给大家一个敢于整合的信心，毕竟还发现了有人看见这些乱糟糟的东西就不想整合了的）
通过上面对大量的报表进行整合，报表一定会精简很多，但是这个过程也一定是不容易，比如我就知道项目经理一定是会遇到这种阻力的，业务部门a：你凭什么把我这个需求去掉啊，我之前一直都是那样看的，看了两年你让我改，还有人性吗！ 对不起真不是我没人性，是你这报表没人性啊，你还记得你入职的时候所许下的誓言吗？所以这次还请忍一忍吧，毕竟整合之后，统一公司的管理口径，也为以后报表平台的扩充建立一个好的基础，长期来看，对所有人都说利好的嘛。
另外，把企业所有的历史报表进行整合，自动化在报表平台中就结束了吗？其实也仅仅是个开始，当把这堆报表整理好后我们回头看，会发现其实报表类型很少的，绝大部分都是数据查询类的报表，最多有些日常管理类的。说好的数据分析平台来提升数据价值呢，怎么好像只是将日常的工作给自动化了一下呢。对企业来说，对数据的需求也不只是满足于日常的工作，同时期望于提升数据价值，所以必然会需要更多的管理报表和分析报表。所以，整理历史报表只是搭建报表平台的第一步，后面还有很长的路要走。既然是后面的路，那就先留在后面吧。这次不偏题了。