A lot of people doElectric operatorsPpt, turn over those sets of templates, put the data up, pull the charts and deal with it. But what really brightens the boss's eyes is never a layout, it's the five kinds of hard work behind you。
Dismantling data is ten times more useful than stacking
The conversion rate is down, not just the 1. 2% drop in the ppt, but down: whether the new or the old, the explosive or the whole product fall, and whether the bid is down, up or down. If you can't tear it down, the problem will come out of the water, and your report will be truly convincing。
The practical approach is simple: it takes 15 minutes a day to select a core indicator for a dismantling exercise, without writing a report, with three lines in the memo — what the values are today, what dimensions are in question, what the next steps are. For a month, you look at data at a level completely different from your colleagues。
User insightDon't count on me
The selection felt that "this is going to be good for sale" and "this is going to be very exciting" when it was written in the detail pages, and it was going to be like, "this strong user is going to pay." the easiest mistake for an electrician to run is to be happy, and the user sees it not by guessing, but by listening。
Instead of looking at the poor ratings of their own shops, you can look at the poor ratings of the same products in the entire industry and see what they are saying: bad quality, bad size, slow logistics or bad attitude. And then we'll sort out the high-frequency questions in "quest everybody" and put them on the details page, and we'll put together a list of the chutes that the customer has heard every day. There is an unmet need behind every negative assessment。
The ability to calculate depends on how high you can go
Many of the kpi operations are focused on gmv, but those who do not know how to calculate will never do it. The balance point is equal to fixed cost divided by mĀori rate, and the lifetime value of the user is equal to the average number of purchases per year multiplied by the average number of retained years, and these formulas are carved into the brain and used as a ppt。
Every month, a profit statement is made for itself, which is not complicated, and excelle is clear: how much was sold this month, how much was produced, how much logistics, how much was advertised and how much was left. And ask yourself, "do you want to double the profit, raise the price of the customer unit, press the cost, or repurchase? You don't talk to the boss, you don't "pay for the activity," but "invest for the return." the ceiling is not the same。
The ai tool doubled efficiency
There is now a polarization of the business community's attitude towards ai: either it feels like it can learn quickly or it doesn't feel like it can replace people. The fact is that ai cannot replace operations, but it is not working with ai operations, and there is no turning back。
The competition analysis does not manually intercept the entire chart form, leaving detailed pages to ai to extract points of sale, analyze the narrative structure and find points of difference. Toss backstage conversion rate data to ai for almost 30 days, allowing it to identify time periods below average and corresponding flow sources. The text is produced in "strategics": first, first, the scene, then the re-products, then the endorsement, then the final course of action, and then you change each part of it and you join the industry. Ai does 80% of the double work, and the 20% judgment is your value。
Cross-sectoral communication is hiding the ceiling
The electrician operates almost daily: the design says it's expired, the product says it's not urgent, and the boss says it's on. It's a good idea, but you can't push it because you're asking for it every time, not for it。
To communicate with design, not to "do me a picture," but to say, "this picture is for a hit rate, and i'm looking at three competitions, and i'm suggesting that the main map highlight the point of sale at xx, and you see which direction to do it." talk to the boss. Don't say "i feel like i should do this." say, "it's expected to be worth $ 20. "why is it worth doing" in a way they understand。
Just a little bit more every day
The low threshold means that everyone can go in, and the high ceiling means that no one can do it. The difference is whether you consume yourself every day or accumulate yourself: 10 years of consumption is still on the executive level, and three years of build-up can lead to teaming, strategy and high pay。
These five directions - data dismantling, user insight, commercial accountingAi application• cross-sectoral communication — without a single breath and with the weakest start. 15 minutes of decomposition exercise per day, a profit statement per week, and a monthly chat with a customer service about "what's the user been bothering about?" you look back a year later, your professional ceiling is not the same as today。
You're running an electrician right now. What's the most important ability? Is the data undisturbed, uncalculated, or is cross-sectoral collaboration not promoted? Talk in the comment area and find it useful to order a compliment to the operational colleague who is still working on a template for ppt。
