When a report platform project starts, customers often hope that we can plan their report platform from our professional perspective and according to the actual situation of their company. I also understand this. After all, no one wants the final implementation of the report platform to be messy and unsystematic. I've done some myself, but haven't taken the time to sort out my method. Here I introduce my own ideas, deficiencies, please correct me.
The main reports of an enterprise are divided into the following three categories, as shown in the following figure:
- Basic query report: from basic business and daily work, the function acts on a specific work, such as sales performance query, commodity inventory query, in-transit inventory query, purchase order query, etc. When users need to work, they will query such reports to get the data they want to support their work.
- Management report: used for daily management, its function is not only used for a specific work, but covers a certain work module of the relevant personnel. For example, store manager performance management kanban, inventory management, abnormal store management, etc. This type of report is based on daily management work. By viewing this type of report to monitor the current state of the business in charge and find problems, this type of report is a decision-making aid.
- Analysis report: Different from daily management reports, this type of report is more targeted and proactive, requiring users to analyze a certain module and theme, and find and think about problems by analyzing report data.
Compared with the above three types of reports, the basic query type report can be called a pull-type report. The use of this type of report is passive and driven by work. Users need data to complete a certain job, so they use this type of report. report. The other two types of reports can be called push reports. Users generally query such reports actively, and by viewing such reports, they can promote the progress of a certain work, which can be understood as promoting the work by data ( I believe many enterprises like this very much, but, see the next paragraph).
I have to explain the words that work is driven by data. The data-driven here is not completely driven by data, and people only enjoy the results. In the previous chapter (data analysis, perhaps not for analysis, but for specification - know the column) I mentioned that the so-called analysis is just more standardized thinking and judgment, and the same is true here, the so-called data push is It is necessary to display part of the human thinking and sorting work on the report in advance.
With the basis of the report platform, the time cost of decision-making and thinking is lower, so that more thinking will be done. For enterprises, this is also one of the values.
无论是哪一类的报表，都是业务的体现，报表简直就是日常业务用数字转码之后的表达。要论谁能规划设计出最实用的报表，那一定是业务本身，但是甲方也一般缺乏规划经验，每个人的想法都从自身出发也是不可取的，所以，整体的报表规划一般就由乙方来抛砖了。
三类报表中，基础查询类的报表已经在上一篇讲过了(你给我这么多报表，让我如何是好 - 知乎专栏)，这类报表目的在于满足日常工作需要，只要能够方便的让业务人员获取到需要的数据，并以友好的体验展示出来就满足了需求，一般来说，基于平时工作所用报表进行整理是可以满足需求的。
管理类报表：这类报表会有一部分在平时所做的日报中体现，但也会有很多没有整理成报表。所以这类报表不仅仅是靠原始文档就能整理出来的，还需要进一步的规划。管理报表是为某一人群的某一工作模块服务的，所以管理报表的规划，是要从人的角度出发。一般来说，具有推动工作权限的人，管理报表是被需要的。在确定人群后，对人群进行访谈，了解平日工作和关心内容，从而再设计报表，理论上是最好的方式。但在没有框架样板的情况下，访谈很容易谈飘了，最终汇总起来也不聚焦，可能最后还要重新访谈确认，而且这部分的用户往往是领导，反复访谈几次，绝对被看脸色。
所以管理类报表也是需要从对业务的基本了解情况下，进行初步规划，以初步规划的模型进行访谈，给领导一个选择题或者改错题，一定是好过填空题。管理类报表可以这样来初步规划：
从而生成报表列表，也可以根据用户人群来选择报表列表，进行有针对性的调研和确认。
分析类报表：分析类报表相比于管理类报表跟具主动性，往往是带有一定目的去查看和分析，并非基于日常工作，所以分析类报表除了基于基础的数据外，还要根据目的结合多种分析方法来实现。
1、第一步是要归纳分析主题，哪些主题值得分析。以零售为例，常用的分析主题包括商品主题、会员主题、活动主题，其它大部分模块(库存、物流、采购、客服等)都可在前两个模块中覆盖。
2. The second step is to organize the goals. In a theme, what analysis goals need to be achieved. Taking the theme of commodities as an example, analyzing commodities can realize commodity structure optimization, commodity price optimization, commodity inventory-sales structure adjustment, etc.
3. The third step is method introduction. What kind of analysis method is needed for the specified theme and target? Still taking commodities as an example, if you want to optimize commodity prices, you need to carry out price band analysis, market price analysis, and commodity price elasticity. Index analysis, etc.
After the above three steps are completed, a list of analysis contents can be formed, thereby forming a planning document. But there is one point to emphasize here. When it comes to analyzing reports, it is generally recognized, but when recognizing such reports, it is necessary to confirm whether anyone is complicated with such reports. If they are developed but no one uses them, All that is wasted.
Finally, it should be mentioned that the planning of the report must meet two points: implementation and continuity.
Landability: In recent years, various fresh and high-level knowledge systems have spread all over the Internet, and many companies also hope to keep up with the pace of the times and introduce new technologies and methods. But what can really be used by enterprises and bring value to enterprises is often not the content that sounds shocking, but the solutions that everyone can understand. For enterprises, the implementation of the project is very important. No matter how high you fly, if you can't land, it's a failure.
Sustainability: A reporting platform, no matter how rich and perfect it is planned in the project, can only be said to be the beginning. Reports are different from other it systems in that they are too closely related to business. On the one hand, the unified planning platform will inevitably have individual pains that need to be adjusted and adjusted. On the other hand, the company's business is also constantly changing, and one-time reports are impossible. To meet the long-term needs of the enterprise, the longer-term work in the future often requires constant adjustment and improvement by Party A. According to what I have seen and heard, after Party A's own running-in for a period of time, the entire reporting platform can be more closely connected with the enterprise to form a more tailored and practical platform. Therefore, it is also very important to allow Party A to adjust freely after a report project ends.
Finally, relatively speaking, the reporting project is not difficult, and both parties A and B can achieve a good result by achieving the unity of cognition.
Text | jiago king
The article comes from: Zhihu column " Look at the data "