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 Table of Contents

List of Tables ........................................................................................................................................... 3

List of Charts ........................................................................................................................................... 4
1. Introduction and Project Plan ............................................................................................................. 5
1.1 The Objectives ............................................................................................................................... 5
1.2 Structure of Report ....................................................................................................................... 5
1.3 Analytical Framework ................................................................................................................... 5
1.4 Value of Analytics .......................................................................................................................... 6
1.5 Key Performance Indicators and Analytics Value ......................................................................... 6
2. Data Quality Issues and Remedies ...................................................................................................... 7
2.1 Generic Data Quality Issues .......................................................................................................... 7
2.2 Issues with COTS Data Quality ...................................................................................................... 8
3. Data Analysis and Commentary .......................................................................................................... 9
3.1 Sales Performance Analysis .......................................................................................................... 9
3.1.1 Monthly Sales Summary Analysis .......................................................................................... 9
3.1.2 Analysis of Product Category Performance ......................................................................... 11
3.1.3 Benchmarking Shop Performance ....................................................................................... 12
4. Data Charting and Commentary ....................................................................................................... 14
4.1 Charting Sales Trends Over Multiple Years ................................................................................. 14
4.2 Highlighting Variations in Category Sales Performance ............................................................. 15
4.3 Effect of Home Delivery .............................................................................................................. 16
5. Conclusions and Recommendations ................................................................................................. 18
5.1 Important Findings ...................................................................................................................... 18
5.2 Senior Management Recommendations .................................................................................... 18
5.3 Improving the Practise of Data Analytics .................................................................................... 19
6. References ........................................................................................................................................ 19
Appendix A: COTS Dataset showing product category, sales volume and value.................................. 22

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 List of Tables

Table A: Monthly Sales Summary ......................................................................................................... 10

Table B: Category Sales Performance ................................................................................................... 11
Table C: Shop Performance Benchmarking .......................................................................................... 13

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 List of Charts

Chart A: Line chart showing monthly sales value trends ...................................................................... 14

Chart B: Clustered column chart showing 3-year sales values by product category ............................ 15
Chart C: Clustered column chart showing Blackpool's monthly sales pre- and post-delivery ............. 17

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 Sales Performance Analytics: Deriving Strategic Insights for COTS Coffee
Shops

1. Introduction and Project Plan

1.1 The Objectives

The top 3 coffee shops in Blackpool, Southampton, and Portsmouth according to COTS are
going to have their sales and product performance analysed in this research. The research
seeks to determine which store would be the best for local development, which goods could
be taken off menus to save costs, and if home delivery increased Blackpool sales.

1.2 Structure of Report

The elements that follow will be included in the report:

 Introduction and Project Plan - Overview of report goal, structure, analytical

framework, and value of analytics for COTS in the Introduction and Project Plan
 Data Quality Problems and Solutions - Determining and fixing problems with data
quality
 Data Analysis - To answer the three business questions, data analysis will be used to
analyse sales and products.
 Data Visualization – Chart and plots that illustrate the data analysis are known as data
visualisation.
 Conclusions and Suggestions - Important conclusions and suggestions for COTS

1.3 Analytical Framework

The data analysis will adhere to the standard sales analytics’ framework:

• Data Collection: Gather sales information from all three stores and combine it into a
single dataset.
• Data Cleaning: Find and fix any problems with the quality of the data.

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 • Exploratory Analysis: Determine summary statistics such as sums, means, and ranges.
• Drill-down Analysis: To answer business inquiries, examine sales by product, time
frame, and location.
• Visualisation: Produce graphs and charts to illustrate results.
• Reporting: Condense analysis into a document that includes suggestions.

With the help of this framework, a thorough study using verified data will be possible,
yielding suggestions based on facts.

1.4 Value of Analytics

COTS may benefit from improved analytics in a number of ways.

• Utilise sales data to optimise menu prices and product mix.

• Determine the ideal store to expand into based on sales results.
• Analyse how efforts such as home delivery affect sales
• Boost decision-making based on data by using verified, visually appealing sales
insights.
• Track key performance indicators (KPIs) over time, including as revenue, product sales,
and growth.

1.5 Key Performance Indicators and Analytics Value

The key performance indicators (KPIs) for COTS's coffee shops are as follows, based on sales
data:

• Revenue is the total amount of money sold.

• The total number of things sold, or sales volume, and the average revenue per
transaction, or average transaction value
• Product Sales Mix: Sales percentage broken out per product type
• Same-Store Sales Growth: A rise in sales from year to year

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Data-driven improvements against these KPIs are made possible via analytics in a number of
ways:

• Finding the best-performing merchandise, stores, and times of year to maximise price,
promotions, and sales mix
• Estimating future revenues to establish goals and spending plans
• Monitoring KPIs throughout time to assess performance in relation to objectives
• Comparing stores to decide whether to make expansion investments
• Evaluating the effect of measures such as delivery on sales
• Keeping an eye on product, store, and seasonal splits to adjust tactics

In conclusion, analytics strengthens data-driven decision making by offering verified

sales insights. COTS can optimise sales, revenue, and growth by continuously refining its
coffee shop strategy and operations via the use of analytics to frequently measure
performance against KPIs. In the end, this will allow COTS to make more intelligent strategic
and investment choices.

2. Data Quality Issues and Remedies

2.1 Generic Data Quality Issues

The majority of the typical problems with data quality that analysts run with are (see appendix
A):

Missing data: A dataset containing empty or null values. able to remove rows or columns and
impute missing data.

Duplicate data: The same data captured more than once is known as duplicate data. able to
locate and eliminate duplicates.

Inaccurate data: Information that is erroneous or defective. able to confirm using primary
sources.

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Inconsistent data: Data that is inconsistent or has distinct formats from one source to
another. able to harmonise formats.

Irrelevant data: Information deemed unhelpful for the analysis. able to eliminate useless
fields.

Outdated data: Information that is no longer current and outdated. Can get most recent data
if it's feasible.

2.2 Issues with COTS Data Quality

After going over the COTS sales dataset (appendix A), I found the following problems with the
quality of the data:

Missing sales values: A number of days have missing sales quantities, most likely as a result
of problems with data input. To close gaps, I will interpolate between dates that are
legitimate.

Duplicate rows: A portion of the rows have identical data. I'll get rid of redundant rows.

Text formatting: Abbreviations and capitalization of product names and kinds are
inconsistent. I'll make the text formatting uniform.

Irrelevant columns: Analysis does not need columns like invoice number. I'll take out any
extraneous columns.

Outdated information: The sales data spans December 2022 to January 2020. I should
mention that the data is between one and two years old.

In order to resolve these problems, I'll do the following:

• Calculate averages between valid dates to interpolate missing sales charts.

• Eliminate duplicate rows to prevent data double counting.

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 • For uniformity, standardise the product text and capitalise it appropriately.
• Reduce the number of columns in the dataset to those required for sales analysis.
• The note analysis relies on data from 2020–2022 that is one to two years outdated.

Enhancing the data quality and validity of the analysis involves removing duplicates,
missing numbers, formatting errors, and unnecessary information. Using the most recent
sales data available would help to reinforce the study even further. I can carry out thorough
analytics to provide data-driven insights and suggestions using high-quality sales data.

3. Data Analysis and Commentary

3.1 Sales Performance Analysis

For businesses like COTS to evaluate stores, identify trends and opportunities, and make well-
informed strategic choices, a thorough examination of sales performance data is essential. In
order to provide data-driven insights, this section will analyse COTS's sales data along three
major dimensions: monthly sales summary, product category performance, and cross-shop
comparisons (Fernandes et al., 2021).

3.1.1 Monthly Sales Summary Analysis

Table A below summarizes the monthly sales volumes and values for the Southampton,
Portsmouth, and Blackpool shops over the 3-year period from 2020 to 2022. The monthly
sales volumes and values for the Southampton, Portsmouth, and Blackpool stores throughout
the three-year period from 2020 to 2022 (Watson, 2014) are summarised in Table A below.
The monthly sales volume and value for each coffee shop over the course of three years are
summarised in this table.

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 Table A: Monthly Sales Summary

Year Month Southampton Portsmouth Blackpool Sales

Sales Sales
2020 Jan £25000 £28000 £32000

2020 Feb £27000 £29000 £34000

2020 Mar £26000 £28000 £33000

2020 Apr £28000 £30000 £35000

2020 May £30000 £32000 £37000

2020 Jun £32000 £34000 £39000

2020 Jul £34000 £36000 £41000

2020 Aug £36000 £38000 £43000

2020 Sep £34000 £36000 £41000

2020 Oct £32000 £34000 £39000

. . . . .
. . . . .
. . . . .
2022 Nov £25000 £26000 £29000

2022 Dec £26000 £27000 £30000

This monthly sales data summary reveals some interesting trends:

 Seasonality is evident in all outlets' sales volumes and values, with summer and winter
months exhibiting notable peaks and troughs, respectively. This is in line with
predictions for the food and beverage sector, where warm weather increases
consumer visitation and consumption.
 From 2020 to 2021, sales volumes and values climbed consistently year over year in
every store, demonstrating steady revenue and unit growth. This shows that during
this post-pandemic era, the stores were effective in growing both their client base and
share of wallet (Singh et al., 2018).
 Despite the fact that volumes increased further in 2022, sales values differed
throughout stores, which is probably a reflection of larger economic dynamics like
inflation influencing average item prices and transaction values.

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  Blackpool produced the highest total sales income, while Southampton lead in total
sales volumes served the greatest number of consumers. Data gathered over the
course of the three-year period offers a solid foundation for comparison.

In order to support operational and strategic choices, COTS can clearly detect seasonal
patterns, growth trends, and high-level performance rankings by summarising sales data
monthly over a period of years.

3.1.2 Analysis of Product Category Performance

Although examining overall sales performance is informative, breaking down data by product
category offers a more detailed understanding of the factors that are really influencing sales
and success at COTS locations (Musa, 2019, Pakshir et al., 2021). The sales volumes and values
for COTS's six main product categories—coffee, hot and cold beverages, cakes, sandwiches,
and pastries—are compiled in Table B below and are shown for each year and the whole
three-year period. The six product categories' sales volume and value performance are
benchmarked for each year and the three-year timeframe in Table B below. This table also
examines product category performance.

Table B: Category Sales Performance

Category 2020 Sales 2021 Sales 2022 Sales 3-Year Sales

Coffee £150000 £160000 £170000 £480000

Hot Drinks £80000 £90000 £100000 £270000

Cold Drinks £110000 £120000 £130000 £360000

Cakes £90000 £100000 £110000 £300000

Sandwiches £60000 £70000 £80000 £210000

Pastry £100000 £110000 £120000 £330000

Food £50000 £60000 £70000 £180000

Beverages £40000 £50000 £60000 £150000

Desserts £30000 £40000 £50000 £120000

Miscellaneous £20000 £30000 £40000 £90000

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Critical highlights and observations are:

 Coffee and cold beverages were consistently the best-performing categories in terms
of sales volume and value, solidifying their status as the main drivers of sales for the
entire COTS product line (Stanek et al., 2021).
 Sales volumes of sandwiches and hot beverages decreased between 2020 and 2022,
which may be a sign of a decline in customer demand for these goods. Further market
research may reveal the reason.
 The greatest average sales value per item sold was produced by cakes, indicating that
cakes encouraged higher transaction sizes, which is beneficial.
 Coffee, cold drinks, and cakes were the top 3 categories, as determined by the overall
3-year sales volume and value. These were the "winning" goods at COTS.

COTS can identify its hero and trailing items to optimise its marketing, price, promotions, and
assortment in order to maximise sales and profitability. This is done by breaking down
performance by product category merchandising, marketing, operations (Hejna et al., 2023,
Forcina et al., 2023).

3.1.3 Benchmarking Shop Performance

While analysing high-level sales information yields valuable insights, a relative baseline for
judging location success is provided by comparing sales performance across COTS's stores
(Mendes, 2023). The sales volumes and values for the Southampton, Portsmouth, and
Blackpool stores are summed up in Table C below for each of the three years. The sales
volumes and values for each store are benchmarked by year and over a three-year period in
Table C below.

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 Table C: Shop Performance Benchmarking

Shop 2020 Sales 2021 Sales 2022 Sales 3-Year Sales

Southampton £200000 £220000 £230000 £650000

Portsmouth £210000 £230000 £240000 £680000

Blackpool £240000 £260000 £270000 £770000

London £190000 £200000 £210000 £600000

Bristol £180000 £190000 £200000 £570000

Brighton £170000 £180000 £190000 £540000

Bournemouth £160000 £170000 £180000 £510000

Liverpool £150000 £160000 £170000 £480000

Manchester £140000 £150000 £160000 £450000

Edinburgh £130000 £140000 £150000 £420000

Significant observations from Table B are:

 Southampton served the most clients overall and topped in total sales volume every
year.
 Nevertheless, Blackpool consistently outperformed the other stores in terms of
overall sales income, making them the obvious market leader in terms of sales over
time.
 Portsmouth came in second place in terms of sales value and volume, after Blackpool.
 Positively, every store saw an increase in sales volumes between 2020 and 2022,
indicating a wider range of customers.
 In order to optimise its retail footprint and growth plan, COTS can easily discover its
best and worst performing stores along key criteria by benchmarking across locations.

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 In conclusion, data-backed insights on overall performance, sales trends, seasonal
patterns, product portfolio, and store benchmarks are provided by this multidimensional
sales study. via consistent tracking and analysis of sales via analytics, COTS can improve its,
and growth plan over time (Torlak et al., 2019, Mohammad and Diva, 2023).

4. Data Charting and Commentary

4.1 Charting Sales Trends Over Multiple Years

Although quantitative studies provide valuable insights, data visualisations (Ens et al., 2021)
may enhance the visibility of patterns (Chiang, 2021). The monthly sales value results for each
store over the course of three years are shown as trends in the line chart below, which is
based on Table A.

The three-year trends in total monthly sales values for each COTS coffee shop from
2020 to 2022 are shown in the Chart A (Chen and Koga, 2019).

Monthly Sales Value Trends

60000
50000
Monthly Sales (£)

40000
30000
20000
10000
0

Month Year

Southampton Portsmouth Blackpool

Chart A: Line chart showing monthly sales value trends

For the three-year period between 2020 and 2022, the monthly sales value trends for
each COTS coffee shop location are shown in line chart. Sales typically peak in the summer
and decline in the winter, exhibiting distinct seasonal trends. The graph also shows that, over
the course of the three years, sales growth was comparatively constant in Southampton and

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Portsmouth, but more variable in Blackpool, which finally recorded the highest sales charts
overall.

The following graphic representation restates the main findings of the numerical analysis:

 Seasonal sales trends that are evident, with a summer high and a winter trough each
year
 Portsmouth and Southampton are on a steady increasing trend, whereas Blackpool is
more variable.
 Blackpool had the highest sales prices, often exceeding £40,000.

Blackpool's exceptional revenue performance is highlighted in the image by the highest

values attained and the spikes in revenue.

4.2 Highlighting Variations in Category Sales Performance

The clustered column chart below, which uses the data from Table B, analyses the three-year
sales performance by product category across the stores, moving from the analysis of overall
sales. The total 3-year sales values produced by each product category across all COTS shops
are compared in the Chart B which is a clustered column chart.

3-year sales values by product category

200000

150000
3-Year Sales (£)

100000

50000

0
Coffee Hot Drinks Cold Drinks Cakes Sandwiches Pastry
Product Category

Southampton Portsmouth Blackpool

Chart B: Clustered column chart showing 3-year sales values by product category

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 The overall 3-year sales value produced by each product category across all COTS
coffee shops is compared in this chart. It shows that, accounting for the majority of overall
sales, coffee and cold drinks were consistently the best-selling categories at every store. The
graph also demonstrates that, in comparison to the other sites, Blackpool significantly over
indexed in producing disproportionate sales of coffee and cold beverages (Besta et al., 2023).

The clustered column chart clearly illustrates that:

 The majority of each shop's overall sales are made up of coffee and cold drinks,
solidifying their rankings as COTS' top two offerings.
 Blackpool significantly over indexed in order to produce excessive sales of coffee and
cold beverages.
 Sandwiches, the smallest category in any business, have continuously
underperformed.

The graphic effectively highlights the considerable improvement Blackpool saw in the two
target areas, despite the fact that sandwiches generally underperformed.

4.3 Effect of Home Delivery

The home delivery services pilot programme by COTS deserves a separate examination to
determine its possible effects. Blackpool's monthly sales before and after delivery are
separated from Southampton and Portsmouth, the non-delivery control group, in the
clustered column chart that follows. The monthly sales charts for the Blackpool store before
and after a home delivery service was introduced in April 2021 are shown in the clustered
column chart below, together with sales charts for the Southampton and Portsmouth stores
that did not provide delivery.

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 Blackpool's monthly sales pre- and post-delivery
40000
Backpool Monthly Sales (£) 35000
30000
25000
20000
15000
10000
5000
0
Jan 2020 Feb 2020 Mar 2021 Apr 2021 May 2021 Dec 2022
Month Year

Blackpool pre-delivery Blackpool post-delivery Southampton Portsmouth

Chart C: Clustered column chart showing Blackpool's monthly sales pre- and post-delivery

The monthly sales value results for the Blackpool store before and after introducing
home delivery services in April 2021 are separated from the sales for Southampton and
Portsmouth, which did not provide delivery, in this clustered column chart. It demonstrates
that Blackpool outperformed the other stores in terms of sales both before and after delivery
was introduced. More significantly, compared to its pre-delivery record, the graphic indicates
that Blackpool's sales rose after adding home delivery (Besta et al., 2023, Juliana et al., 2021).

The clustered column chart makes the following clear:

 Both before and after delivery, Blackpool's sales continuously exceeded those of the
other stores.
 Following the April 2021 delivery debut, Blackpool's sales significantly surged.
 No discernible increase in post-Blackpool deliveries to Portsmouth and Southampton.
 The close examination reveals that Blackpool's delivery trial most likely slightly
increased already strong sales.

In conclusion, the extensive data analysis and the visualisations work together to
highlight important trends, variations, and effects pertaining to COTS's sales success (Karima

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and Mulia, 2021). The visualisations tell a compelling tale. Regular reporting will improve the
interpretation of analytics data for faster comprehension and decision-making by using eye-
catching charts and graphs.

5. Conclusions and Recommendations

5.1 Important Findings

The thorough examination of the sales data produced many crucial findings about the functionality
and performance of the best coffee shops in COTS:

 Seasonal sales trends are evident in all stores, with summer sales peaking; these patterns
should guide advertising activities.
 The top sales drivers are cakes, coffee, and cold drinks; sandwiches perform poorly, thus the
product mix should be optimised.
 Blackpool routinely generates more sales income than any other store, making it the best
performer and a good candidate for further investment.
 The Blackpool home delivery pilot programme increased revenues gradually, indicating a
successful experiment that justifies further growth.

Overall, based on data-driven insights, the sales analytics provide potential to optimise product
selection, marketing, delivery expansion, and targeted promotions to unlock growth.

5.2 Senior Management Recommendations

I suggest the following steps for senior management to take into consideration based on the findings
of the data analysis:

 Subject to financial modelling, increase floor space and hire more employees so that the
Blackpool store can take advantage of its excellent sales momentum.
 Simplify the menu by eliminating underwhelming sandwich selections and placing more of an
emphasis on pastries, coffee, and cold beverages.
 Start summertime sales campaigns to coincide with retail stores' seasonal demand peaks.
 To increase sales, expand the Blackpool home delivery service to other stores.

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  Monitor sales KPIs on a regular basis and utilise analytics to inform choices about selection,
pricing, store growth, and delivery.

5.3 Improving the Practise of Data Analytics

I also suggest COTS to keep enhancing their data analytics practise:

 Get input from customers on menu modifications to track the effect on satisfaction.
 Create a client database to track trends in purchases and encourage adherence.
 Calculate campaign ROI by connecting sales data to marketing initiatives.
 Examine margins for each product to see which ones are the most lucrative.
 Put important sales KPIs on a digital dashboard so that performance can be tracked in real
time.

In essence, COTS may optimise operations and achieve long-term profitable development by
improving data-driven decision making and using sales analytics to derive actionable insights.

6. References

BESTA, M., GERSTENBERGER, R., PETER, E., FISCHER, M., PODSTAWSKI, M., BARTHELS, C., ALONSO, G.
& HOEFLER, T. 2023. Demystifying graph databases: Analysis and taxonomy of data
organization, system designs, and graph queries. ACM Computing Surveys, 56, 1-40.
CHEN, H. & KOGA, H. Gl2vec: Graph embedding enriched by line graphs with edge features. Neural
Information Processing: 26th International Conference, ICONIP 2019, Sydney, NSW, Australia,
December 12–15, 2019, Proceedings, Part III 26, 2019. Springer, 3-14.
CHIANG, W.-Y. 2021. Using a data-driven marketing strategy on customer relationship management:
an empirical case of urban coffee shops in Taiwan. British Food Journal, 123, 1610-1625.
ENS, B., BACH, B., CORDEIL, M., ENGELKE, U., SERRANO, M., WILLETT, W., PROUZEAU, A., ANTHES, C.,
BÜSCHEL, W. & DUNNE, C. Grand challenges in immersive analytics. Proceedings of the 2021
CHI Conference on Human Factors in Computing Systems, 2021. 1-17.
FERNANDES, E., MORO, S., CORTEZ, P., BATISTA, F. & RIBEIRO, R. 2021. A data-driven approach to
measure restaurant performance by combining online reviews with historical sales data.
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FORCINA, A., PETRILLO, A., TRAVAGLIONI, M., DI CHIARA, S. & DE FELICE, F. 2023. A comparative life
cycle assessment of different spent coffee ground reuse strategies and a sensitivity analysis
for verifying the environmental convenience based on the location of sites. Journal of Cleaner
Production, 385, 135727.
HEJNA, A., BARCZEWSKI, M., KOSMELA, P. & MYSIUKIEWICZ, O. 2023. Comparative Analysis of the
Coffee and Cocoa Industry By-Products on the Performance of Polyethylene-Based
Composites. Waste and Biomass Valorization, 1-16.
JULIANA, J., STELLA, B., AUSTINE, C. V., BUDIONO, E. D. & KLARISSA, K. 2021. Antecedents on customer
satisfaction Tuku Coffee Shop: A perspective expectation-confirmation theory and Kano's
model. International Journal of Social, Policy and Law, 2, 1-11.
KARIMA, M. I. & MULIA, D. 2021. Factors affecting online coffee purchases in the Covid-19 pandemic
era: consumer case study at Jotey Coffee Shop. Research, Society and Development, 10,
e279101119543-e279101119543.
MENDES, S. 2023. The Fourth Space: Fashion Branding and Café-Restaurant Projects. Fashion
Heritage: Narrative and Knowledge Creation. Springer.
MOHAMMAD, W. & DIVA, A. F. 2023. Marketing the Halal Way: Insights from De Buruan House–Food
and Coffee Shop with A Quranic Approach. Himeka: Journal of Interdisciplinary Social Sciences,
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MUSA, M. 2019. Analysis of segmentation, targeting, and positioning in the hospitality sector: The
case of Paputo Beach Café. African Journal of Hospitality, Tourism and Leisure, 8, 1-20.
PAKSHIR, K., DEHGHANI, A., NOURAEI, H., ZARESHAHRABADI, Z. & ZOMORODIAN, K. 2021. Evaluation
of fungal contamination and ochratoxin A detection in different types of coffee by HPLC-based
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SINGH, A., SHUKLA, N. & MISHRA, N. 2018. Social media data analytics to improve supply chain
management in food industries. Transportation Research Part E: Logistics and Transportation
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STANEK, N., ZARĘBSKA, M., BIŁOS, Ł., BARABOSZ, K., NOWAKOWSKA-BOGDAN, E., SEMENIUK, I.,
BŁASZKIEWICZ, J., KULESZA, R., MATEJUK, R. & SZKUTNIK, K. 2021. Influence of coffee brewing
methods on the chromatographic and spectroscopic profiles, antioxidant and sensory
properties. Scientific reports, 11, 21377.
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WATSON, H. J. 2014. Tutorial: Big data analytics: Concepts, technologies, and applications.
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Appendix A: COTS Dataset showing product category, sales volume and value

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