Ramirez Guzman-Week 2-Summative Assessment-Predictive and Qualitative Analysis Report

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SUMMATIVE ASSESSMENT: PREDICTIVE AND QUALITATIVE ANALYSIS REPORT 1 Summative Assessment: Predictive and Qualitative Analysis Report Marisela Ramirez Guzman DAT/565: Data Analysis and Business Analytics (6A) University of Phoenix Professor: Dr. Mohammed Miah November 27 th , 2023

SUMMATIVE ASSESSMENT: PREDICTIVE AND QUALITATIVE ANALYSIS REPORT 2 Predictive and Qualitative Analysis Report Section I - Scope and Descriptive Statistics The Pastas R Us business development team had the opportunity to open new restaurants that were able to meet demographic conditions within a 3-mile radius including: Median age that is between 25-45 years old, meaning that customers would most likely spend time eating on a restaurant setting. Another factor that was considered was the Household median income that is above the national average, which for these restaurants is very favorable because most likely, the community would be able to spend money on a restaurant. And the last demographic factor that was considered was that at least 15% of the adult population is college educated, which can develop the love and appreciation for quality food in the restaurant industry. Last year, our marketing department developed a loyalty card program in which customers present this loyalty card that enables the opportunity of receiving free food after 10 purchases. Objective The organization has been assessing the results of the program and has been collecting data from 74 restaurants to identify how sales are improving. The objective of this statistical report is to analyze the loyalty card program of Pastas R Us to develop recommendations for further advancement and expansion. Nature of current Data and Variables To analyze how business is doing, the research has collected historical financial performance data from 74 restaurants with the purpose of forecasting future financial performance. The data measured areas such as the sales per square foot (Sales/Sq. Ft), sales growth, the median income and age range of customers, loyalty program card consumption, and the number of customers with an educational background with a bachelor's degree.

SUMMATIVE ASSESSMENT: PREDICTIVE AND QUALITATIVE ANALYSIS REPORT 3 Descriptive Statistical Findings After analyzing data and obtaining a descriptive statistical report, the data showed that the organization’s customer median age is about 35, with an income that is around $63,000. This analysis shows that each customer spends around $7. The median annual sales per square foot is about 332.85 with a percentage of 27% approximately, corresponding to college graduate customers. SECTION II – ANALYSIS The Data from Figure 1, we can identify the sales per square foot vs. the percentage of customers with a graduate degree. After analyzing the scatter plot data, it is identified that the results reflect a weak, positive correlation between variables. Also, the regression formula indicates that sales per square foot are related to the percentage of college graduate customers. 10 15 20 25 30 35 40 45 0.00 200.00 400.00 600.00 800.00 1,000.00 1,200.00 f(x) = 6.7 x + 244.03 R² = 0.12 Sales/SqFt vs. College Graduates Bach. Degrees (%) Sales/Sq.Ft. ($) Figure1: Sales/Square Foot vs. College Graduates In Figure 2, reflects the median age of customers in relation to the annual sales per square foot. In this figure, we can identify that the regression equation shows the median income of customers and the sales per square foot have been maintained without many changes.

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SUMMATIVE ASSESSMENT: PREDICTIVE AND QUALITATIVE ANALYSIS REPORT 4 20.0 25.0 30.0 35.0 40.0 45.0 0.00 200.00 400.00 600.00 800.00 1,000.00 1,200.00 f(x) = − 2.25 x + 499.34 R² = 0 Sales/SqFt vs. Median Age Median Age (Years) Sales/Sq.Ft. ($) Figure 2: Sales/Square Foot vs. Median Age In Figure 3, we can identify a weak and negative relationship between the customers median income vs. the sale per square foot. This negative regression equation shows that decrease in sales per square foot can be related with an increase in median income. 20000 30000 40000 50000 60000 70000 80000 90000 100000110000120000 0.00 200.00 400.00 600.00 800.00 1,000.00 1,200.00 f(x) = − 0 x + 431.11 R² = 0 Sales/SqFt vs. Median Income Median Income ($) Sales/Sq.Ft. ($) Figure 3: Sales/Square Foot vs. Median Income In figure 4, a possible decline in the percentage of loyalty cards vs. annual sales growth has been reflected. This can be identified as the percentage of loyalty card users increases, the percentage of annual sales growth decreases.

SUMMATIVE ASSESSMENT: PREDICTIVE AND QUALITATIVE ANALYSIS REPORT 5 - 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 -15.00 -10.00 -5.00 0.00 5.00 10.00 15.00 20.00 25.00 30.00 35.00 f(x) = − 3.56 x + 14.63 R² = 0.09 Loyalty Card vs. Sales Growth Loyalty Card (%) Sales Growth (%) Figure 4: Loyalty Card vs. Sales Growth SECTION III - RECOMMENDATIONS AND IMPLEMENTATION Assessment of Expansion Criteria The data reflected on Pastas R Us was based on the sales per customer, sales per square foot, and loyalty card customers which are key elements to identify the metrics. During the analysis process, the age of customers median plays a basic role but it is not a key element of metric; also, something to consider for future data collection would be the analysis of most profitable sales per day of the week by store. This metric would allow the company to implement a plan for future marketing events, programs and promotions. Also, the data collected from Pastas R Us, can help the organization by opening additional locations in other areas in which the population has a 15% positive correlation between the percentage of college graduate shoppers and sales. Correlation between Loyalty Card and Sales Growth After analyzing the data collected, we can identify that the results did not reflect a positive correlation between the loyalty card and sales growth. Because of this, a recommendation would be to identify the reason why a decrease in sales growth was present in

SUMMATIVE ASSESSMENT: PREDICTIVE AND QUALITATIVE ANALYSIS REPORT 6 comparison to the loyalty card increase. After identifying the issue, a development of a new marketing strategic plan should be implemented to continue having sales growth by implementing innovative marketing strategies. Market Positioning Recommendations The data reflected that the target market for Pastas R Us should be young adult customers, because most likely, they would be able to continue patronizing the organization. Because of a current social media demand, a good marketing strategy to attract new clients would be using different social media platforms such as Instagram, Facebook, and TikTok. By implementing these platforms as a new way of marketing, Pastas R Us would be able to reach more of its target market at a cost effectively marketing development. Data Collection for Tracking and Evaluating Recommendations To have an effective tracking and evaluation, it is important to consider key metrics such as age, gender, income, and education. This data can help the company target the key customers’ market profile to continue growing. A way to collect this data could be by conducting a survey based on customer feedback. By doing this, the organization can understand the needs of our customers and would be able to reinvent the loyalty card program to keep current customers and attract new customers. If the company can understand customer demands and needs, the restaurant would be able to implement innovated ways of achieving customer satisfaction which can lead to a sales increase.

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SUMMATIVE ASSESSMENT: PREDICTIVE AND QUALITATIVE ANALYSIS REPORT 7 References University of Phoenix. (2023). Pastas R Us Charts. Retrieved from: dat565_v4_wk2_pastas_r_us_charts

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