1. What is the root cause of Problem ?
2. What are possible solutions ?
3. How do I communicate the solution ?
4. What will be impact of solution ?

For Example – Attrition is the problem for IT companies and a company does some data crunching and results are that people are leaving the organisation because of better prospects , here the root cause is better prospects is what a normal person will think however it is more complicated then that when you look at data it gives you direction but that direction may not always be correct one as a business analyst you need to create conclusions and not follow conclusions , in the example shared above the BA finds out real reason for attrition is better opportunities because there has been sudden demand for SAP skills and people who are SAP are moving out due to it . Now comes finding out what possible solutions are and BA can go ahead and list down all the solutions possible and gives a ranking to each of the solution after carefully interviewing people /customers and gives rankings to each of these solutions ..remember no solution is full proof and sometimes it is combination of solutions which may work so ranking solutions paves way for such situations. Next comes understanding impact of each solution , if the solution was to increase compensation the impact will be financial to company or may impact planned growth due to restrained financial resources to solve the situation at hand. Communication plays a pivotal role in how people percieve things and it should be handled with maturity and experts should be involved and if possible drafts should be prepared accordingly.

An example might be coming up with a new marketing strategy for a company.
Inputs would include customer interviews, financial data, sales force
performance metrics, and discussions with the management team. Outputs
would include strategy recommendations and an implementation plan, and
potentially program management and training assistance. The work in the
middle would consist of qualitative and quantitative analysis.

I hope that makes it clearer what I had in mind. What does your BA work
involve?

Because I am a BA consultant, and do none of these things.

If something is different (there is no alternative), this should in theory command a premium.

If something is differentiated, but lacks a credible point of difference, it will not be able to command a premium, at least not from a brand point of view…

My 1c-

The practice of differentiation (as the sole RTB) in support of premium price dates from the past. If you cling to this belief, you may find your brand is a legacy, marketing to the past (to consumer who also believes this).

Differentiation as a marketing tool works best under parity price conditions.

Thank you for opportunity to reply!