Business Report - 7

PG Program in Data Science and

Business Analytics

submitted by

Sangram Keshari Patro

BATCH:PGPDSBA.O.AUG24.B
Contents
1 Business Context 4

2 Objective 4

3 Data Description 4
3.1 Data dictionary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
3.2 ER Diagram . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
4 Business Questions 5
4.1 Question-1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
4.1.1 Find the total number of customers who have placed orders? What is the distribution of the
customers across states? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
4.1.2 Query . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
4.1.3 Output . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
4.1.4 Observations and Insights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
4.1.5 Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
4.2 Question-2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
4.2.1 Which are the top 5 vehicle makers preferred by the customers? . . . . . . . . . . . . . . . . . . 7
4.2.2 Query . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
4.2.3 Output . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
4.2.4 Observations and Insights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
4.2.5 Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
4.3 Question-3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
4.3.1 Which is the most preferred vehicle maker in each state? . . . . . . . . . . . . . . . . . . . . . 8
4.3.2 Query . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
4.3.3 Output . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
4.3.4 Observations and Insights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
4.3.5 Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
4.4 Question-4 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
4.4.1 Find the overall average rating given by the customers. What is the average rating in each quarter? 9
4.4.2 Query . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
4.4.3 Output . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
4.4.4 Observations and Insights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
4.4.5 Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
4.5 Question-5 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
4.5.1 Find the percentage distribution of feedback from the customers. Are customers getting more
dissatised over time? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
4.5.2 Query . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
4.5.3 Output . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
4.5.4 Observations and Insights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
4.5.5 Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
4.6 Question-6 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
4.6.1 What is the trend of the number of orders by quarter? . . . . . . . . . . . . . . . . . . . . . . . 11
4.6.2 Query . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
4.6.3 Output . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
4.6.4 Observations and Insights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
4.6.5 Business Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
4.7 Question-7 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
4.7.1 Calculate the net revenue generated by the company. What is the quarter-over-quarter % change
in net revenue? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
4.7.2 Query . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
4.7.3 Output . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
4.7.4 Observations and Insights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
4.7.5 Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
4.8 Question-8 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
 4.8.1 What is the trend of net revenue and orders by quarters? . . . . . . . . . . . . . . . . . . . . . . 13
4.8.2 Query . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
4.8.3 Output . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
4.8.4 Observations and Insights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
4.8.5 Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
4.9 Question-9 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
4.9.1 What is the average discount oered for dierent types of credit cards? . . . . . . . . . . . . . . 14
4.9.2 Query . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
4.9.3 Output . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
4.9.4 Observations and Insights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
4.9.5 Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
4.10 Question-10 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
4.10.1 What is the average time taken to ship the placed orders for each quarter? . . . . . . . . . . . . 15
4.10.2 Query . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
4.10.3 Output . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
4.10.4 Observations and Insights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
4.10.5 Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
5 Business Metrics Overview 15

6 Actionable Insights and Business Recommendations 16

6.1 Key Insights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
6.2 Business Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
List of Figures
1 ER diagram . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
2 State-wise Customers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
3 Vehicle Makers and Customer Count . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
4 Most Preferred Vehicle Maker by State . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
5 Average Rating by Quarter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
6 Customer Feedback Percentages by Quarter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
7 Total Orders by Quarter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
8 Quarter-over-Quarter Revenue Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
9 Net Revenue and Orders by Quarter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
10 Average Discount by Credit Card Type . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
11 Average Shipping Time by Quarter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
 New Wheels Project
Introduction to SQL
1 Business Context
A lot of people in the world share a common desire: to own a vehicle. A car or an automobile is seen as an object that
gives the freedom of mobility. Many now prefer pre-owned vehicles because they come at an aordable cost, but at the
same time, they are also concerned about whether the after-sales service provided by the resale vendors is as good as the
care you may get from the actual manufacturers.
New-Wheels, a vehicle resale company, has launched an app with an end-to-end service from listing the vehicle on
the platform to shipping it to the customer's location. This app also captures the overall after-sales feedback given by
the customer.

2 Objective
New-Wheels sales have been dipping steadily in the past year, and due to the critical customer feedback and ratings
online, there has been a drop in new customers every quarter, which is concerning to the business. The CEO of the
company now wants a quarterly report with all the key metrics sent to him so he can assess the health of the business
and make the necessary decisions.
As a data analyst, you see that there is an array of questions that are being asked at the leadership level that need
to be answered using data. Import the dump le that contains various tables that are present in the database. Use the
data to answer the questions posed and create a quarterly business report for the CEO.

3 Data Description
The data provided has
1. Attributes on the vehicles New-Wheels sells - What are the make, model, and year? What is the price point?
2. Attributes on the customers, such as where they live and payment methods
3. Attributes on orders and shipments, such as when the order was shipped and received, what the after-sales feedback
was, and so on.

3.1 Data dictionary

l shipper_id: Unique ID of the Shipper

l shipper_name: Name of the Shipper
l shipper_contact_details: Contact detail of the Shipper
l product_id: Unique ID of the Product
l vehicle_maker: Vehicle Manufacturing company name
l vehicle_model: Vehicle model name
l vehicle_color: Color of the Vehicle
l vehicle_model_year: Year of Manufacturing
l vehicle_price: Price of the Vehicle
l quantity: Ordered Quantity
l customer_id: Unique ID of the customer
l customer_name: Name of the customer
l gender: Gender of the customer
l job_title: Job Title of the customer
l phone_number: Contact detail of the customer
 l email_address: Email address of the customer
l city: Residing city of the customer
l country: Residing country of the customer
l state: Residing state of the customer

l customer_address: Address of the customer

l order_date: Date on which customer ordered the vehicle
l order_id: Unique ID of the order

l ship_date: Shipment Date

l ship_mode: Shipping Mode/Class
l shipping: Shipping Ways
l postal_code: Postal Code of the customer

l discount: Discount given to the customer for the particular order by credit card in percentage
l credit_card_type: Credit Card Type
l credit_card_number: Credit card number
l customer_feedback: Feedback of the customer

l quarter_number: Quarter Number

3.2 ER Diagram

Figure 1: ER diagram

4 Business Questions
Note - I have completed this project in Mysql and SQLite platform both. The codes I have provided in this document are
from Mysql and the codes for the SQLite platform are submitted in the website itself under the section SQL Playground
- Coded Project.

5
4.1 Question-1

4.1.1 Find the total number of customers who have placed orders? What is the distribution of the customers
across states?
4.1.2 Query

WITH s t a t e w i s e _ c u s t o m e r s AS (
SELECT c . s t a t e ,
COUNT(DISTINCT c . c u s t o m e r _ i d ) AS T o t a l _ c u s t o m e r s
FROM c u s t o m e r _ t c
JOIN o r d e r _ t o ON c . c u s t o m e r _ i d = o . c u s t o m e r _ i d
GROUP BY c . s t a t e
)
SELECT * , SUM( T o t a l _ c u s t o m e r s ) OVER ( ) AS T o t a l _ c u s t o m e r s _ w i t h _ o r d e r s
FROM s t a t e w i s e _ c u s t o m e r s
ORDER BY T o t a l _ c u s t o m e r s DESC;
4.1.3 Output

Figure 2: State-wise Customers

4.1.4 Observations and Insights

l State-Wise Distribution: California, Texas, and Florida have the highest customer counts.

l Customers with Orders: All 994 listed customers have placed orders, indicating high conversion.
l Regional Market Penetration: The top 4 states dominate sales, while others may suer from low demand or
weak marketing.
l Business Implications: Analyzing revenue per customer and customer feedback is crucial. Low-engagement states
need targeted promotions.

4.1.5 Recommendations
l Boost Sales in Low-Engagement States: Launch promotions and strengthen dealer partnerships.
l Enhance Retention in Key Markets: Improve after-sales service and introduce loyalty programs.

l Investigate Customer Satisfaction: Analyze complaints regarding shipping, vehicle quality, and pricing.
l Optimize Pricing Strategy: Assess revenue per customer, segment data by vehicle model, price, and discounts.

6
4.2 Question-2

4.2.1 Which are the top 5 vehicle makers preferred by the customers?
4.2.2 Query

SELECT
p . vehicle_maker ,
COUNT( o . c u s t o m e r _ i d ) AS c u s t o m e r _ c o u n t
FROM p r o d u c t _ t p
JOIN o r d e r _ t o ON p . p r o d u c t _ i d = o . p r o d u c t _ i d
GROUP BY p . v e h i c l e _ m a k e r
ORDER BY c u s t o m e r _ c o u n t DESC;
4.2.3 Output

Figure 3: Vehicle Makers and Customer Count

4.2.4 Observations and Insights

l Preferred Vehicle Makers: Chevrolet (83 customers), Ford (63), and Toyota (52) are the most popular brands.
l Customer Preferences: The top 5 brands dominate sales, while lower-ranked brands like Ram,Austin etc. have
fewer buyers.
l Market Trends: American brands (Chevrolet, Ford, Dodge) are more favored than luxury brands (BMW, Mercedes-
Benz).
l Business Implications: High-demand brands should be prioritized for stock and promotions. Less popular brands
may need better marketing.

4.2.5 Recommendations
l Stock Optimization: Focus on high-demand brands to improve inventory eciency.
l Targeted Marketing: Promote lesser-sold brands via discounts and advertising.

7
 l Customer Insights: Conduct surveys to understand brand preferences better.
l Sales Strategy: Oer bundled deals or nancing options to boost sales for mid-tier brands.

4.3 Question-3

4.3.1 Which is the most preferred vehicle maker in each state?

4.3.2 Query

WITH V e h i c l e R a n k AS (
SELECT
c . state ,
p . vehicle_maker ,
COUNT(DISTINCT c . customer_id ) AS customer_count ,
RANK( ) OVER (PARTITION BY c . s t a t e ORDER BY COUNT(DISTINCT c.
customer_id ) DESC) AS r n k
FROM c u s t o m e r _ t c
JOIN o r d e r _ t o ON c . c u s t o m e r _ i d = o . c u s t o m e r _ i d
JOIN p r o d u c t _ t p ON o . p r o d u c t _ i d = p . p r o d u c t _ i d
GROUP BY c . s t a t e , p . v e h i c l e _ m a k e r
)
SELECT
state , vehicle_maker , customer_count
FROM V e h i c l e R a n k
WHERE r n k = 1 ;
4.3.3 Output

Figure 4: Most Preferred Vehicle Maker by State

8
4.3.4 Observations and Insights
l State-Wise Vehicle Preference: Chevrolet, Dodge, and Toyota dominate as preferred vehicle makers in multiple
states, indicating strong customer trust in these brands.
l Diverse Preferences: Some states have multiple top vehicle makers with the same customer count, suggesting a
competitive resale market.
l Market Concentration: California and Florida show higher customer counts per vehicle maker, reinforcing them
as key markets.
l Low Customer Engagement: Several states have only 1-2 customers per top-ranked vehicle maker, indicating
potential marketing gaps.

4.3.5 Recommendations
l Strengthen Popular Brand Sales: Optimize supply chain and inventory for Chevrolet, Dodge, and Toyota to
meet demand eciently.
l Expand Low-Engagement States: Implement targeted promotions to attract more customers in states with
minimal sales.
l Competitive Analysis: Study states with shared top vehicle makers to identify dierentiating factors driving
customer choices.
l Improve Regional Strategies: Customize advertising and dealership collaborations based on state-wise prefer-
ences.

4.4 Question-4

4.4.1 Find the overall average rating given by the customers. What is the average rating in each quarter?
4.4.2 Query

SELECT
CASE
WHEN quarter_number I S NULL THEN ' O v e r a l l Average '
ELSE quarter_number
END AS q u a r t e r _ i n f o ,
AVG( r a t i n g ) AS a v g _ r a t i n g
FROM (
SELECT
quarter_number ,
CASE
WHEN customer_feedback = ' Very Bad ' THEN 1
WHEN customer_feedback = ' Bad ' THEN 2
WHEN customer_feedback = ' Okay ' THEN 3
WHEN customer_feedback = ' Good ' THEN 4
WHEN customer_feedback = ' Very Good ' THEN 5
ELSE NULL
END AS r a t i n g
FROM order_t
) AS f e e d b a c k _ s c o r e s
GROUP BY quarter_number WITH ROLLUP ;
Note - 'WITH ROLLUP' function is not working in SQL Playground but I have used MYSQL so it is perfectly working.
4.4.3 Output

Figure 5: Average Rating by Quarter

4.4.4 Observations and Insights

l Declining Customer Satisfaction: Average ratings dropped signicantly from 3.55 in Q1 to 2.39 in Q4.
l Consistent Downtrend: Each quarter saw a steady decline in ratings, indicating persistent customer dissatisfaction.
l Lowest Ratings in Q4: Q4 had the worst performance, suggesting possible service, product quality, or seasonal
issues.
l Overall Decline: The overall average rating across all quarters is 3.135, much lower than Q1's peak of 3.55.

4.4.5 Recommendations
l Service Improvement: Address key concerns from customer feedback to enhance experience.
l Product Quality Check: Investigate quality issues leading to negative perceptions.
l Proactive Engagement: Improve customer support to prevent dissatisfaction.
l Targeted Promotions: Oer incentives in Q3 and Q4 to improve ratings.

4.5 Question-5

4.5.1 Find the percentage distribution of feedback from the customers. Are customers getting more dissat-
ised over time?
4.5.2 Query
SELECT
quarter_number ,

COUNT ( * ) AS Total_Feedback ,

ROUND( 1 0 0 . 0 * SUM ( CASE WHEN customer_feedback = ' Very Bad ' THEN 1 ELSE 0 END ) / COUNT ( * ) , 2 ) AS Very_Bad_Perc ,

ROUND( 1 0 0 . 0 * SUM ( CASE WHEN customer_feedback = ' Bad ' THEN 1 ELSE 0 END ) / COUNT ( * ) , 2 ) AS Bad_Perc ,
ROUND( 1 0 0 . 0 * SUM ( CASE WHEN customer_feedback = ' Okay ' THEN 1 ELSE 0 END ) / COUNT ( * ) , 2 ) AS Okay_Perc ,

ROUND( 1 0 0 . 0 * SUM ( CASE WHEN customer_feedback = ' Good ' THEN 1 ELSE 0 END ) / COUNT ( * ) , 2 ) AS Good_Perc ,

ROUND( 1 0 0 . 0 * SUM ( CASE WHEN customer_feedback = ' V e r y Good ' THEN 1 ELSE 0 END ) / COUNT ( * ) , 2 ) AS V er y_ Go o d_ Pe rc

FROM o r d e r _ t
GROUP BY q u a r t e r _ n u m b e r
ORDER BY q u a r t e r _ n u m b e r ;

4.5.3 Output

Figure 6: Customer Feedback Percentages by Quarter

10
4.5.4 Observations and Insights
l Rising Customer Dissatisfaction: The percentage of *Very Bad* feedback has increased from 10.97% in Q1 to
30.65% in Q4, indicating worsening service quality.
l Declining Positive Feedback: The combined percentage of *Good* and *Very Good* ratings dropped signicantly
from 58.71% in Q1 to 20.10% in Q4, reecting a decline in customer satisfaction.
l Decreasing Customer Engagement: The total number of feedback entries has reduced over quarters, from 310
in Q1 to 199 in Q4, suggesting a shrinking customer base.
l Surge in Negative Feedback: The combined percentage of *Very Bad* and *Bad* ratings increased from 22.26%
in Q1 to 59.80% in Q4, highlighting serious customer dissatisfaction.

4.5.5 Recommendations
l Enhance After-Sales Support: Implement proactive customer service strategies, including quicker issue resolution
and better post-purchase engagement.
l Improve Product and Delivery Standards: Conduct a detailed analysis of delivery delays and vehicle quality
concerns to address recurring complaints.
l Launch Retention Programs: Introduce loyalty benets, extended warranties, and personalized discounts to retain
customers.
l Monitor Competitor Strategies: Investigate competitor pricing and service oerings to identify gaps and improve
customer satisfaction.

4.6 Question-6

4.6.1 What is the trend of the number of orders by quarter?

4.6.2 Query

SELECT
quarter_number ,
COUNT( o r d e r _ i d ) AS t o t a l _ o r d e r s
FROM order_t
GROUP BY quarter_number
ORDER BY quarter_number ;

4.6.3 Output

Figure 7: Total Orders by Quarter

4.6.4 Observations and Insights

l Declining Orders: The number of orders decreased from 310 in Q1 to 199 in Q4, showing a steady decline.
l Q4 Drop: A signicant drop of 13.1% from Q3 and 35.8% from Q1 suggests possible seasonal eects or customer
dissatisfaction.
l Potential Causes:

11
  Negative Feedback: Poor service or vehicle issues may discourage repeat customers.
 Market Competition: Competitors might be oering better deals.
 Economic Factors: Ination or nancial constraints could be aecting purchasing power.

4.6.5 Business Recommendations

l Improve Customer Experience: Address after-sales issues to restore customer trust.

l Targeted Marketing: Implement strategic discounts, especially in Q4, to boost sales.

l Competitive Analysis: Conduct a thorough market study to understand competitors' oerings and enhance
services.

4.7 Question-7

4.7.1 Calculate the net revenue generated by the company. What is the quarter-over-quarter % change in
net revenue?
4.7.2 Query

SELECT quarter_number , net_revenue ,

CASE
WHEN p r e v _ q u a r t e r _ r e v e n u e I S NULL THEN NULL
ELSE ( ( net_revenue = p r e v _ q u a r t e r _ r e v e n u e ) / p r e v _ q u a r t e r _ r e v e n u e ) * 100
END AS qoq_percentage_change
FROM (
SELECT quarter_number ,
SUM( v e h i c l e _ p r i c e * (1 = d i s c o u n t ) * q u a n t i t y ) AS net_revenue ,
LAG(SUM( v e h i c l e _ p r i c e * (1 = d i s c o u n t ) * q u a n t i t y ) )
OVER (ORDER BY quarter_number ) AS p r e v _ q u a r t e r _ r e v e n u e
FROM order_t
GROUP BY quarter_number
) AS RevenueWithLag
ORDER BY quarter_number ;

4.7.3 Output

Figure 8: Quarter-over-Quarter Revenue Change

4.7.4 Observations and Insights

l Declining Sales: Net revenue dropped consistently, with the sharpest decline in Q3 (-32.31%).
l High Q1 Revenue: Strong initial sales, but declining momentum afterward.

l Q4 Stabilization: Revenue still fell (-3.48%) but at a slower rate.

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4.7.5 Recommendations
l Customer Retention: Improve after-sales service to boost trust.
l Strategic Pricing: Oer discounts in low-sales quarters.
l Brand Enhancement: Act on feedback to improve perception.

l Market Expansion: Explore new segments to sustain growth.

4.8 Question-8

4.8.1 What is the trend of net revenue and orders by quarters?

4.8.2 Query

SELECT
quarter_number ,
SUM( v e h i c l e _ p r i c e * (1 = d i s c o u n t ) * q u a n t i t y ) AS net_revenue ,
COUNT( DISTINCT o r d e r _ i d ) AS t o t a l _ o r d e r s
FROM order_t
GROUP BY quarter_number
ORDER BY quarter_number ;

4.8.3 Output

Figure 9: Net Revenue and Orders by Quarter

4.8.4 Observations and Insights

l Consistent Decline: Both net revenue and total orders show a steady drop across quarters.
l Q1 Peak Performance: Highest revenue and orders, indicating strong initial sales.
l Q2-Q3 Drop: Signicant decline in Q2 (-27.2%) and Q3 (-32.3%), signaling major sales concerns.

l Q4 Lowest Sales: Net revenue stabilizes but remains low, with orders decreasing further.

4.8.5 Recommendations
l Revamp Marketing: Re-engage customers with promotions and loyalty programs.
l Targeted Discounts: Oer strategic price reductions to boost Q2-Q3 sales.

l Customer Experience: Address service issues to retain customers.

l Diversify Oerings: Introduce new vehicle models or nancing options to drive demand.

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4.9 Question-9

4.9.1 What is the average discount oered for dierent types of credit cards?
4.9.2 Query

SELECT
c . credit_card_type ,
AVG( o . d i s c o u n t ) AS avg_discount
FROM customer_t c
JOIN order_t o ON o . customer_id = c . customer_id
GROUP BY c . c r e d i t _ c a r d _ t y p e
ORDER BY avg_discount DESC ;

4.9.3 Output

Figure 10: Average Discount by Credit Card Type

4.9.4 Observations and Insights

l Highest Discounts: The Laser credit card received the highest average discount (0.643846).
l Top Payment Methods: Mastercard, Maestro, and Visa Electron also received higher-than-average discounts.
l Lower Discounts: Diners Club International received the lowest discount (0.584).

l Popular Cards: Visa and Mastercard are widely used, but their discounts are not the highest.

4.9.5 Recommendations
l Strategic Partnerships: Focus on collaborations with banks oering high-discount cards to drive sales.
l Targeted Promotions: Oer exclusive deals for lower-discount cardholders to balance the distribution.

l Discount Optimization: Re-evaluate discount policies for frequently used cards like Visa and Mastercard.
l Customer Engagement: Conduct surveys to understand why certain cardholders receive higher discounts.

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 4.10 Question-10

4.10.1 What is the average time taken to ship the placed orders for each quarter?
4.10.2 Query

SELECT
quarter_number ,
AVG(DATEDIFF( ship_date , order_date ) ) AS avg_shipping_time
FROM order_t
GROUP BY quarter_number
ORDER BY quarter_number ;

4.10.3 Output

Figure 11: Average Shipping Time by Quarter

4.10.4 Observations and Insights

l Increasing Shipping Delays: The average shipping time has signicantly increased from Q1 (57.17 days) to Q4
(174.10 days), indicating a growing ineciency in logistics.
l Q3 and Q4 Critical: The steep rise in Q3 (117.76 days) and Q4 suggests severe delays, possibly due to supply
chain disruptions or operational ineciencies.
l Potential Customer Dissatisfaction: Longer shipping times can negatively impact customer satisfaction, leading
to declining sales and brand trust.

4.10.5 Recommendations
l Optimize Supply Chain: Identify bottlenecks in logistics and implement faster shipping methods.
l Inventory Management: Maintain stock closer to high-demand regions to reduce shipping delays.
l Strategic Partnerships: Collaborate with ecient shipping vendors to streamline delivery processes.
l Customer Communication: Provide real-time tracking and proactive updates to manage customer expectations.

5 Business Metrics Overview

Total Revenue Total Orders Total Customers Average Rating

48610993.7813 1000 994 3.1350

Last Quarter Revenue Last quarter Orders Average Days to Ship % Good Feedback

8573149.2806 199 97.9640 44.1

Note: % Good Feedback includes both 'Good' and 'Very Good' ratings.

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6 Actionable Insights and Business Recommendations
6.1 Key Insights

l Declining Orders: Orders fell 35.8% from Q1 to Q4, indicating potential customer dissatisfaction or seasonal
factors.
l Increasing Negative Feedback: "Very Bad" ratings surged from 10.97% in Q1 to 30.65% in Q4, while positive
ratings dropped from 58.71% to 20.10%.
l Falling Revenue: Net revenue consistently declined quarter-over-quarter, with discounts failing to drive sucient
growth.
l Shipping Delays: Prolonged average shipping times could be impacting customer satisfaction and retention.

l Declining Customer Satisfaction: Average ratings steadily fell from 3.55 in Q1 to 2.39 in Q4, reecting a
downward trend in perceived service quality.
l Credit Card Discounts: Variation in discount rates based on credit card type suggests potential for customized
promotional strategies.
l Preferred Vehicle Makers: Leading brands dominate in most states, with customer loyalty inuencing purchase
decisions.

6.2 Business Recommendations

l Enhance Customer Experience: Improve after-sales support, address major service issues, and implement quality
assurance measures to reverse the downward trend in customer satisfaction.
l Improve Competitive Positioning: Conduct competitor benchmarking to optimize pricing strategies and rene
product oerings.
l Targeted Promotions: Launch strategic discount campaigns, especially in Q4, to counteract declining sales and
boost customer retention.
l Streamline Logistics: Reduce shipping delays by optimizing delivery processes, improving vendor coordination,
and enhancing supply chain eciency.
l Strengthen Marketing Strategies: Utilize customer feedback to highlight positive experiences, promote brand
reputation, and rebuild trust.
l Leverage Customer Data: Personalize oers based on purchasing patterns, feedback trends, and satisfaction
scores to drive engagement and repeat sales.
l Proactive Engagement: Address customer concerns early, introduce loyalty programs, and enhance communica-
tion to foster long-term relationships.

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