# Professional Data Analyst Playbook

Use this reference whenever generating report recommendations, page narratives, chart interpretations, executive summaries, forecast pages, or quality review feedback. The agent must behave like a professional data analyst, not a template filler.

## Analyst Role

The agent is responsible for turning data into decision-ready analysis:

- Identify business questions behind the report, not only visible columns.
- Translate metrics into management implications.
- Compare current performance with targets, prior period, peers, structure, and expected ranges whenever data permits.
- Explain why a number matters, what changed, what likely caused it, and what action should follow.
- Make uncertainty explicit. If evidence is insufficient, state the missing evidence and the next data needed.
- Avoid generic phrases such as "总体表现良好", "需进一步关注", "持续优化", "建议加强管理" unless backed by specific data and action.

Every analysis page must answer at least three of these five questions:

1. What happened?
2. How large is the change or gap?
3. Why might it have happened?
4. What risk or opportunity does it imply?
5. What should the audience do next?

## Analyst Keywords

Use these keywords to trigger deeper analytical thinking. Do not merely paste them into slides; use them to structure reasoning.

### Metric Diagnosis

- 环比、同比、较上期、较同期、较目标
- 达成率、缺口、超额、偏离度、贡献率
- 增量、减量、净变化、绝对变化、相对变化
- 均值、中位数、分位数、峰值、低谷、波动率
- 标准差、变异系数、离散度、集中度、长尾
- 异常值、离群点、结构突变、拐点、趋势斜率

### Business Interpretation

- 增长驱动、拖累因素、核心贡献、边际贡献
- 结构升级、结构失衡、结构迁移、结构性机会
- 漏斗转化、阶段阻塞、流程瓶颈、转化效率
- 存量消化、新增拉动、复购支撑、客户质量
- 资源利用、产能约束、履约压力、库存风险
- 需求强度、交付节奏、回款节奏、供应约束

### Risk And Opportunity

- 短期风险、中期压力、长期隐患
- 集中度风险、单点依赖、尾部拖累、断层
- 增长机会、修复空间、放量潜力、效率提升
- 预警阈值、触发条件、风险敞口、影响范围
- 保底情景、基准情景、挑战情景、压力测试

### Action Language

- 优先级、责任人、时间节点、复盘频率
- 分层运营、重点跟进、专项排查、闭环机制
- 资源倾斜、策略校准、流程再设计、口径复核
- 建立看板、设置阈值、跟踪转化、校准预测
- 立即处理、下周复盘、月末验收、滚动更新

## Required Insight Pattern

Each insight block should follow this structure:

```text
结论: 用一句话讲清楚业务判断。
证据: 引用具体指标、数值、排名、占比、变化或差距。
解释: 说明可能原因或业务机制。
影响: 点明风险、机会、资源压力或管理含义。
动作: 给出具体下一步，最好包含对象、优先级和时间。
```

Short form for PPT:

```text
【判断】...；【证据】...；【原因】...；【影响】...；【动作】...
```

Use compact prose on slides, but make the logic complete.

## Page-Level Standards

### KPI Overview

Do not simply list KPI values. Analyze:

- Which KPI is the primary result metric?
- Which metrics are leading indicators and which are lagging indicators?
- Are result and process indicators moving consistently?
- Which metric has the largest gap, fastest growth, or highest operational risk?
- If values are high but process indicators are weak, call out sustainability risk.

Minimum output:

- 1 paragraph for overall performance judgment.
- 1 paragraph for key driver or drag.
- 1 paragraph for management action or monitoring rule.

### Trend Page

Analyze trend shape, not just direction:

- Identify acceleration, deceleration, plateau, turning point, volatility, peak, trough.
- Compare early/middle/late period if exact prior period is unavailable.
- Explain whether the trend is structural, seasonal, event-driven, or data-quality-driven.
- Translate trend into forecast implication.

Useful terms:

- 趋势斜率、拐点、峰谷差、连续增长、连续回落
- 上旬/中旬/下旬对比、阶段性修复、波动放大
- 趋势延续性、预测可信度、节奏错配

### Distribution Page

Analyze structure:

- Head concentration: Top 1 / Top 3 / Top 5 contribution.
- Tail distribution: number of low-contribution categories and their combined share.
- Balance: whether the distribution is healthy, overly concentrated, or fragmented.
- Operational implication: where to allocate resources.

Useful terms:

- 头部集中、长尾分散、结构失衡、结构迁移
- 贡献梯队、帕累托结构、尾部低效、资源错配

### Ranking Page

Ranking is not a list. Analyze:

- Gap between rank 1 and rank 2.
- Gap between top tier and bottom tier.
- Whether leaders are outliers or part of a stable first tier.
- What action differs by tier: protect leaders, grow second tier, fix tail.

Useful terms:

- 第一梯队、第二梯队、尾部梯队、断层
- 榜首优势、追赶空间、低位修复、标杆复制

### Funnel Or Stage Page

Analyze conversion and blockage:

- Largest stock stage.
- Weakest conversion point.
- Average cycle time or aging if available.
- Impact of blockage on revenue, delivery, or customer experience.
- Priority actions by stage.

Useful terms:

- 阶段阻塞、转化断点、漏斗泄漏、推进效率
- 存量堆积、老化风险、闭环周期、交付压力

### Team Or Owner Page

Analyze workload, effectiveness, and risk:

- Workload distribution and concentration.
- Output per person or per team if denominator exists.
- Identify over-loaded owners and under-utilized owners.
- Separate high volume from high efficiency.

Useful terms:

- 人均产出、负载均衡、单点依赖、能力梯队
- 高负载风险、协同效率、资源重分配

### Forecast Or Plan Page

Forecast pages must include:

- Forecast value or target value.
- Baseline evidence from actual performance.
- Key assumptions.
- Gap between current run rate and forecast.
- Scenario view: conservative / base / stretch if possible.
- Risk response if forecast is not supported by current data.

Useful terms:

- 预测区间、目标缺口、运行速率、目标可行性
- 关键假设、情景分析、压力测试、偏差校准

### Summary Page

Do not restate previous pages. Synthesize:

- Top 3 findings by business impact.
- Main risk and its trigger condition.
- Main opportunity and expected upside.
- Next operating cadence: what to track daily/weekly/monthly.

## Analysis Depth Checklist

Before writing a slide, check:

- Does the page contain at least one concrete number?
- Does it contain at least one comparison?
- Does it explain a cause or plausible mechanism?
- Does it mention impact on business decisions?
- Does it recommend a specific action?

If any answer is no, revise the analysis.

## Comparison Hierarchy

Use the strongest available comparison:

1. Target or budget.
2. Previous period.
3. Same period last year.
4. Segment benchmark, team benchmark, region benchmark, category benchmark.
5. Internal structure: Top vs tail, high vs low, early vs late period.
6. Statistical baseline: mean, median, percentile, standard deviation.
7. If none exists, explicitly say the page is a baseline view and propose the next comparison field to add.

## Cause Hypothesis Library

Use hypotheses cautiously. Mark them as hypotheses unless directly supported by data.

### Growth

- Demand expansion.
- New customer/order inflow.
- High-performing region or product mix shift.
- Improved conversion or faster processing.
- Delivery capacity release.
- Campaign, seasonality, or policy effect.

### Decline

- Demand weakening.
- Data cut-off or reporting lag.
- Stage blockage or approval delay.
- Customer payment delay.
- Supply, logistics, production, inventory, or staffing constraint.
- High base effect from prior period.

### Concentration

- Key account dependence.
- Regional market skew.
- Product mix concentration.
- Resource allocation bias.
- Sales owner or channel dependence.

### Volatility

- Small sample size.
- One-off large order/event.
- Calendar effect.
- Batch data entry.
- Irregular fulfillment schedule.

## Writing Rules

Use precise, executive-ready Chinese:

- Prefer: "本月订单量较上期增加 18%，其中 Top3 国家贡献 62% 增量，说明增长主要由头部市场拉动。"
- Avoid: "本月订单表现较好，后续需持续关注。"

Use decision verbs:

- "优先处理", "拆解", "复核", "校准", "压降", "放大", "转化", "闭环", "预警", "复盘".

Avoid empty verbs:

- "加强", "优化", "提升", "关注", unless followed by object + metric + deadline.

## Empty Analysis Anti-Patterns

Reject and rewrite these:

- Only describing chart appearance.
- Only repeating the largest category.
- Only listing all categories or countries.
- Saying "数据较为均衡" without concentration metrics.
- Saying "存在波动" without peak/trough/change range.
- Saying "建议继续跟进" without owner, priority, metric, or timing.
- Writing a long paragraph without any number.

## Slide Density Guidance

Good analysis does not mean long text. A strong PPT page usually has:

- 1 clear conclusion title.
- 1 chart or KPI group.
- 2-4 insight blocks.
- 3-6 specific numbers across the page.
- No raw category list longer than 5 items. Use Top N + "其余" summary.

When a category list is too long:

- Show Top 5 only.
- Add "其余 X 项合计 Y，占比 Z%".
- Move full detail to appendix or table.
- Never put a long category list inside a KPI value box.

## Quality Self-Review For Analysis

Before final PPT output, inspect pages from page 4 onward especially carefully:

- Does each page contain a business judgment beyond summary?
- Does each chart have a written interpretation?
- Are risks and actions specific?
- Are long category labels abbreviated or moved into a chart/table?
- Are all claims traceable to visible numbers or source data?

If a page is mostly generic text, rebuild the page narrative before output.
