When it comes to the indicator system, many students blurt out "AARRR", "OSM", "UJM" as if they were talking about cross talk... They were very happy, but the interviewer retorted: "I am the indicator system for sales operations!" "Speak clearly. What exactly is O, and how does U come to U!" This will leave many students helpless. Today, the system will explain how to deal with such problems. As with many data analysis problems, there is nothing inherently wrong with theories such as OSM. The problem is that the theory cannot be regarded as a dogma, and it is impossible to build a useful indicator system without going deep into the business process and examining specific scenarios. 1. Clear business scenarios The so-called business scenario is: what is the business that the data indicators want to reflect.
It contains four aspects: What are the business objectives; What is the business process? What actions do the business parties do to affect the results; Business process/business process, what data record? Many students face specific business, do not know how to sort out the indicators, essentially unfamiliar with the business. Even if you don't ask "Sales Operation Metrics System", ask: "What do you sell for sale?" "Who are the sales target customers?" "How did the salesperson sell it?" "What about mobile number list sales operations?" If you can't answer any of them, then how to sort out the indicators. Understanding the business is the first requirement. After understanding the business scenario, you can start to sort it out step by step. 2. Clear business goals The business goal is what the business cares about most, and it also determines what the main indicator of the indicator system is. In data collection, priority should be given to ensuring that the main indicators are collected; the development of the indicator system should also give priority to showing the production process of the main indicators.
In the mind of the business side, the business objective is very clear. So direct communication is possible. For example, in sales operations, common main indicators are: Sales target achieved → Indicator: sales revenue (amount) Incremental sales performance → Indicator: sales revenue growth rate Sales force stability → Indicator: overall turnover rate/A-level turnover rate Number of specific customer development → Indicator: overall turnover rate / A-level turnover rate ... After sorting out these clearly and setting the main indicators, you can combine the specific business processes to see how the main indicators are achieved. 3. Sort out the business process The business process is the main data source, and the primary task of the indicator system is to feedback the business process. With the main indicators, it is necessary to combine the business processes to sort out the process indicators. With process indicators, we can explain why the main indicators are low and high.