Contents

Introduction and Project Plan.........................................................................................................................2

Data Issues and Possible Remedies...............................................................................................................3
Data Analysis and Commentary....................................................................................................................3
Data Charting and Commentary..................................................................................................................10
Conclusion and Recommendations..............................................................................................................11
References....................................................................................................................................................12
Introduction and Project Plan
As the strategy manager of Café on the seas (COTS) coffee shop understanding the sales
value and volume across the various dimensions provided in the case is important. This paper
comprehensively discusses the product categories, annual sales volumes and provides insights to
collect data, perform data analysis and carry out a comparative analysis. For the sake of this
paper the data was gathered from the coffee shops in St. Ives, Bournemouth and Brighton. This
required strenuous data collection and ensuring that the quality of the data was maintained and
taken into considerations, to validate the answers drawn. The study used measures to ensure
there were no discrepancies in the data such as missing values or even duplication both of which
are likely to disrupt the quality of the data. Furthermore, an exploratory data analysis will be
carried out, which is essential to understand the trends in the data set acquired. This process
taken into account the statistics and graphical representation of the data to ensure that the
decision making is backed with substantial data. In order to perform the comparative analysis,
the data will be used to carry out benchmarking techniques which will allow a comprehensive
comparison between coffee shops sales volumes (Hosseinzadeh et al., 2021). This technique is
useful in drawing out the pros and cons of each establishment and hence will be highly useful for
this study.

In order to comprehensively compare the sales performance of the coffee ship before and
after the redesign which was considered a significant step in the remodeling of the company.
This will help analyze the ways in which it is useful for the greater good of the company. Finally,
this paper will use a data driven approach to draw insights and recommendations which will be
useful for the future of the company. This paper is significantly focusing on a data driven
approach to drawing conclusions based on the sales volume and shows how numbers can
represent the through strength of the organization especially in today’s world where the reliance
on data has grown too much.

In a generic setup, data analysts have various duties that determine the nature of their
work. In order to accurately represent the position of a business data analysts use various
techniques such as data collection, integration and cleansing, all of which require a certain
standard protocol. Data profiling is one way to reduce inconsistent data and can be used to fix
any errors that may arise in the data set using formats that are standardized (Chu & Ilyas, 2019).
Furthermore, there are techniques such as data visualization, which is commonly used to handle
missing data and getting rid of data that is repetitive or incomplete. Generally, statistical
inferences and analysis are used to find data that can be commonly classified as the outlier,
which is then discarded by the data analysts. Furthermore, there are often cases of data
duplication, which has to be timely dealt with otherwise it may hinder the overall decision-
making process (Rahm & Hai Do, 2020). A data analyst’s first priority is ensuring data accuracy
and integrity and it can be achieved through the process of data validation, which is also
important to ensure that any personal bias of the analyst does not hinder with the data driven
decision making process.

Data Issues and Possible Remedies

Data collection is a difficult process that requires a lot of attention and can be subjected
to a lot of mistakes. The first stage of this study was to identify any missing data and remedy the
process, using historical data (Stimmel, 2016). Some data values were found to possess negative
figures for the sales value which obviously require correction. The data set was standardized so
that the currency calculated stayed the same for each entry, and adjustments were to be made.
There were outliers and sales volumes that were present in the data which were examined closely
before they were excluded from the data set (Balco, 2018). In order to mitigate any inaccuracies
from the decision-making process it is important that the data is cleaned, validated and
standardized.

Data Analysis and Commentary

This of the study includes a comprehensive data analysis and a detailed interpretation of
the data acquired through the sales volumes data of COTS.

Table 1: Table A

Sales Sales
Value Volume

19/1 1230 4022.25

19/2 1331 2364

19/3 1530 4878

19/4 1736 5457

19/5 1513 4870

19/6 1592 5104

19/7 1755 5773

19/8 1820 5846

19/9 1508 4838

19/10 1522 4915

19/11 1480 4651

19/12 1615 5126

20/1 1307 4219

20/2 1396 4486

20/3 1541 5015

20/4 1914 6127

20/5 1459 4355

20/6 1724 5488

20/7 1766 5717

20/8 1935 6247

20/9 1588 5180

20/10 1660 5373

20/11 1672 5333

20/12 1718 4962

21/1 1300 4190

21/2 1456 4717

 21/3 1630 5294

21/4 2014 6399

21/5 1675 5313

21/6 1804 5663

21/7 2119 6781

21/8 2409 7746

21/9 1882 5941

21/10 1883 5936

21/11 1937 6230

21/12 1861 5938

The table above shows some trends extracted from the data available. The table shows
that the sales for COTS generally were better in the summer months and December which
represents that the sales were comparatively better in the holiday season and summer break.

Sales Sales
Value Volume

2019 18632 57844

2020 19680 62502

2021 21970 70148

3-year 60282 190494

There has been an incremental change in the sales volume on an annual bases as the table
above shows. In 2019 the sales were around 57,844, whereas in 2021 they touched 70,148,
showing a significant increase over the years. This increasing trend could suggest increased level
of trust within the customers and hence the numbers have shown a boom over the three years.
There has been a consistent upward trajectory for COTS which is evident with the growth shown
over the years.

Table 2: Table B

St Ives
Cakes Coffe Cold Drinks Hot Drinks Sandwiches Pastr
e y
Volume Value Volum Value Volum Value Volum Valu Volum Valu Volum Value
e e e e e e e

Q1 76 380 286 1144 178 445 97 194 58 348 180 360

Q2 95 475 354 1416 23 558 160 320 60 360 212 424
Q3 111 555 372 1488 207 518 162 324 66 396 243 486
Q4 102 510 322 1288 221 553 158 316 62 372 233 466
Q5 82 410 307 1228 214 535 167 334 57 342 193 386
Q6 93 465 377 1508 218 545 153 306 66 396 251 502
Q7 115 575 390 1560 210 525 148 296 71 426 210 420
Q8 99 495 334 1336 217 543 148 296 67 402 226 452
Q9 100 500 356 1424 209 523 174 348 59 354 219 438
Q10 104 520 303 1212 290 725 176 352 67 402 271 542
Q11 113 565 370 1480 258 645 164 328 81 486 257 514
Q12 102 510 273 1127 216 540 180 360 103 618 203 406
2019 384 1920 1334 5336 629 2074 577 115 246 147 868 1736
4 6
2020 389 1945 1408 5632 859 2148 616 123 261 156 880 1760
2 6
2021 419 2095 1302 5243 973 2433 694 138 310 186 950 1900
8 0
3- 1192 5960 4044 1621 2461 6655 1887 377 817 490 2698 5396
Year 1 4 2
s
Bournemouth
Cake Coffe Cold Drinks Hot Drinks Sandwiches Pastr
s e y
Volum Value Volum Value Volum Value Volum Valu Volum Valu Volum Value
e e e e e e e e
Q1 132 660 443 690 261 653 195 390 84 504 257 514
Q2 153 765 464 1854 333 833 252 504 105 630 353 706
Q3 156 780 482 1926 293 731 243 486 108 648 317 634
Q4 128 640 414 1656 282 705 225 450 83 498 318 636
Q5 125 625 392 1566 257 641 215 430 89 534 156 312
Q6 156 780 509 2034 366 915 278 556 89 534 357 714
Q7 155 775 549 2196 362 904 252 504 110 660 375 750
Q8 138 690 515 2058 335 304 276 552 98 585 341 682
Q9 150 750 434 1734 269 671 204 408 90 540 329 658
Q10 144 720 492 1968 357 893 272 544 102 612 378 756
Q11 164 818 606 2424 404 1009 270 540 107 639 399 798
Q12 124 620 510 2040 347 866 251 502 105 630 347 694
2019 569 2845 1803 6126 1169 2922 915 183 380 228 1245 2490
0 0
2020 574 2870 1965 7854 1320 2764 1021 204 386 231 1229 2458
2 3
2021 582 2908 2042 8166 1377 3439 997 199 404 242 1453 2906
4 1
3-Years 1725 8623 5810 2214 3866 9125 2933 586 1170 701 3927 7854
6 6 4
Brighton
Cakes Coffe Cold Drinks Hot Drinks Sandwiches Pastr
e y
Volume Value Volum Value Volum Value Volum Valu Volum Valu Volum Value
e e e e e e e

Q1 168 840 560 2240 374 935 270 540 96 576 376 752
Q2 198 990 708 2832 442 1105 310 620 136 816 283 566
Q3 208 1040 714 2856 468 1170 362 724 138 828 434 868
Q4 192 960 602 2408 400 1000 304 608 122 732 450 900
Q5 194 970 574 2296 428 1070 318 636 114 684 386 772
Q6 204 1020 720 2880 331 827.5 320 640 142 852 472 944
Q7 224 1120 652 2608 508 1270 380 760 148 888 408 816
Q8 188 940 704 2816 432 1080 290 580 128 585 488 976
Q9 176 880 614 2456 366 915 250 500 118 708 366 732
Q10 235 1175 731 2924 492 1230 387 774 132 792 509 1018
 Q11 270 1350 925 3700 694 1735 446 892 192 639 667 1334
Q12 266 1330 817 3268 552 1380 458 916 165 990 615 1230
2019 766 3830 2584 1033 1684 4210 1246 249 492 295 1543 3086
6 2 2
2020 810 4050 2650 1060 1699 4247.5 1308 261 532 300 1754 3508
0 6 9
2021 947 4735 3087 1234 2104 5260 1541 308 607 312 2157 4314
8 2 9
3- 2523 1261 8321 3328 5487 13717. 4095 819 1631 909 5454 1090
Year 5 4 5 0 0 8
s

The table above represents the performance based on the various locations. This shows
the various trends observed as well as the varying sales and marketing strategies based on the
location. The table shows varying trends among the product categories, some categories have
shown an increasing trend whereas the others have shown steady growth. For example. Coffee
and drinks have had an upward trajectory in almost all locations, however other products have
not been as consistent. Some products have actively peaked in various locations such as cold
drinks in St. Ives, Hot drinks in Bournemouth and Coffee in Brighton. The annual trends also
show incremental growth in all the locations, meaning that the sales volume and value has
increased over the years which could be a consequence of improved marketing techniques and
changed consumer preferences over the years. In all the cafes the sales have increased for most
of the products which is a favorable insight for the company itself, consumers have enjoyed cold
drinks, hot drinks and coffee very much which could be due to acquired taste and is shown
through the trends in the data. The data shows unified sales volumes, which means that each café
is growing at a steady pace for the most part, the company has been pushing drinks more than
foods which is evident from the data acquired. The sales volume have shown that more
customers are being acquired with time, which is again a favorable insight for COTS.

Table 3: Table C

St. Ives Bournemouth Brighton

Volume Value Volume Value Volume Value
Q1 875 2871 1371 3410 1844 5883
Q2 1104 3553 1659 5291 2077 6587
 Q3 1161 3767 1598 5204 2324 7486
Q4 1098 3505 1449 4580 2070 6608
Q5 998 3191 1232 4102 2014 6428
Q6 1172 3750 1736 5439 2189 6781
Q7 1151 3816 1818 5866 2320 7462
Q8 1113 3616 1706 4892 2230 7160
Q9 1042 3355 1454 4655 1890 6191
Q10 1245 3881 1763 5582 2485 7913
Q11 1271 4098 1944 6205 3195 10165
Q12 1108 3552 1700 5435 2873 9117
In terms of the benchmarking set, the data shows that St. Ives produces the highest sales
volume and value whereas the least amount of sales volume and value is generated by Brighton.
The cafes all show an increased sale in the quarters that fall within the summer months and
December as mentioned above those seem to be the best performing months for the cafes. Across
all quarters it is observed that the highest sales are maintained by St. Ives, which could be a
consequence of customer loyalty, long term customer relationships or active marketing
campaigns.

St. Ives Bournemouth Brighton

Volum Value Volume Value Volum Value
e e
2019 4238 13696 6077 1848 8315 26564
5

2020 4434 14373 6492 2029 8753 27831

9

2021 4666 14886 6861 2187 10443 33386

7

3- 13338 42955 19430 6066 27511 87781

Year 1
s
 According to the yearly results the café has shown growth in all locations in terms of
volume and value. The yearly results show a growth trend for all the cafes over the course of
three years. St. Ives has produced the most sales according to the data acquired which shown that
there are more effective management and marketing efforts outlines by the café. While the
highest sales were shown by St. Ives the other two locations also showed healthy growth in terms
of sales.

Data Charting and Commentary

Sales Value
St. Ives Bournemouth Brightom
12000

10000

8000

6000

4000

2000

0
Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12

Figure 1: Chart A

All the café have shown an incremental increase in the sales value and volume which is a
significant figure for the company. This shows that not only do the customer enjoy the offered
products but are loyal customers that keep coming back. The sales trends have shown an increase
in the sales in months when there are summer or winter breaks which also represents that the
clientele includes a younger audience for the most part. Across all terms it is evident that [Link]
has produced the most sales across all the various locations.
 Category Performance
12000
10000
8000
6000
4000
2000
0
Q
1
Q
3
Q
5
Q
7
Q
9 11 Q
2
Q
4
Q
6
Q
8 10 12 Q1 Q3 Q5 Q7 Q9 11
Q Q Q Q

Cakes Value Coffee Value

Cold Drinks Value Hot Drinks Value Sandwiches Value
Pastry Value

Figure 2: Chart B

Overall trends have shown that the drink categories have performed significantly better
than the food categories. Where mainly Bournemouth sold more cakes, pastries and sandwiches.
Furthermore, St. Ives did better with hot and cold drinks, showing a steady demand for the
products. Generally, St. Ives has performed better in each category whereas the other two have
had fluctuating demand for various products.

Conclusion and Recommendations

The cafes have shown a steady growth of sales over the course of the time that the data
was collected in with certain trends that were observed. Generally sales seem to have increased
in summers and in December both of which represent a younger target audience and tourist
attractions. In order to increase sales furthermore, these time slots should be utilized and
occasional marketing could attract a larger and more profitable audience pool. While most cafes
showed products strength St Ives proved to be an all-rounder in terms of producing sales volume
and value. This represents strong management and marketing strategies which can be utilized for
other cafes to produce similar results as well. The company could use the peaks observed and
invest heavily in marketing to grow the sales in these times which will increase the profits for the
company, also they can use this data to understand ways to boost sales in quarters they did not
perform very well in. The data pertaining to the product category explains which is high demand
and hence increasing the demand for other products can become easier by leveraging the high
sales of diverse options.
References
Balco, G. (2018) Reviewing the data themselves [Preprint]. doi:10.5194/essd-2018-32-rc2.

Chu, X. and Ilyas, I.F. (2019) ‘Rule-based data cleaning’, Data Cleaning [Preprint].
doi:10.1145/3310205.3310212.

Hosseinzadeh, M. et al. (2021) ‘Data cleansing mechanisms and approaches for Big Data
Analytics: A systematic study’, Journal of Ambient Intelligence and Humanized
Computing, 14(1), pp. 99–111. doi:10.1007/s12652-021-03590-2.

Rahm, E. and Hai Do, H. (2020) ‘Data Cleaning: Problems and Current Approaches’, University
of Leipzig, Germany [Preprint].
doi:[Link]

Stimmel, C.L. (2016) ‘Sourcing Data’, Big Data Analytics Strategies for the Smart Grid, pp.
167–180. doi:10.1201/b17228-18.