TRƯỜNG ĐẠI HỌC KINH TẾ QUỐC DÂN

VIỆN ĐÀO TẠO TIÊN TIẾN, CHẤT LƯỢNG CAO & POHE

***

Học phần: Phân tích dữ liệu

Đề tài: Phân tích dữ liệu Sườn Mười

Lớp: Digital Marketing 64B

GVHD: Lê Phạm Khánh Hòa

Sinh viên: 11220285 Lê Vũ Quỳnh Anh

11223502 Lưu Hải Linh

11224308 Tạ Xuân Minh

11224160 Đặng Ngọc Minh

11225079 Hoàng Hồng Phấn

Hà Nội, 10/2024
 Table of contents
I. Business Introduction..................................................................................................................... 3
1. Business problem....................................................................................................................... 3
2. Sườn Mười business orientation.................................................................................................3
2.1. Vision and mission............................................................................................................ 3
2.2. Brand positioning.............................................................................................................. 4
3. Business issue.............................................................................................................................4
3.1. Revenue over time.............................................................................................................5
3.2. Marketing cost...................................................................................................................5
3.3. Revenue structure.............................................................................................................. 5
4. Data usage strategy.....................................................................................................................6
II. Data analysis.................................................................................................................................. 6
1. Data readiness.............................................................................................................................6
1.1. Data cleansing tool............................................................................................................ 6
1.2. Transform and filter the variables needed......................................................................... 6
1.3. Filter out errors/ unsatisfactory observations.................................................................... 9
2. Dashboard analysis...................................................................................................................10
2.1. Overview Nguyễn Văn Lộc & Aeon Mall Hà Đông branch........................................... 10
2.2. Customer analysis............................................................................................................14
2.2.1. Dine-in customers’ structure.................................................................................. 14
2.2.2. Customer Segment Analysis: Discount Rates, Average Order Values, and Average
Spending...........................................................................................................................14
b. Group of 3-4 People............................................................................................... 16
c. Group of 5-6 People............................................................................................... 17
2.2.3. Identifier rate.......................................................................................................... 19
2.3. Revenue forecast............................................................................................................. 21
2.3.1. Correlation analysis................................................................................................21
2.3.2. Linear regression analysis...................................................................................... 22
2.3.3. Revenue forecasting model.................................................................................... 27
3. Solutions...................................................................................................................................28
3.1. For improving the AOV.................................................................................................. 28
3.2. For improving the number of customers providing phone numbers............................... 29
3.3. For the revenue forecast.................................................................................................. 30
I. Business Introduction

Suon Muoi was established in 2017 from a small kitchen that only sold grilled ribs online.
After 4 years of development and continuous efforts, Suon Muoi has become the leading
favorite BBQ ribs brand in the Hanoi market.

1. Business problem

In today's diverse culinary market, Suon Muoi faces many challenges and opportunities.
These issues directly affect Suon Muoi's business operations and will affect its future
business operations. The problems stem from many different factors. First of all, we must
mention the changes in customer behavior and characteristics, reflecting new trends and
more diverse needs in BBQ culinary experiences. In addition, there is direct competition
from other culinary stores in the same industry. With the strong development of outdoor
dining trends and the need for diverse culinary experiences, many BBQ brands have
appeared, offering unique grilled dishes, fast service and reasonable prices. In addition,
there are other influencing factors such as input costs, marketing costs, food quality, service,
etc.

From the above problems, Suon Muoi needs a solution to manage and solve the above
problems. In the context of the fiercely competitive BBQ market, Suon Muoi needs to have
a deeper understanding of the market, customers, and emerging trends thanks to the data
analysis system. Suon Muoi team has accurate data, supporting strategic decisions such as
menu optimization, pricing, and more effective marketing campaigns.

2. Sườn Mười business orientation

2.1. Vision and mission

Suon Muoi's vision is to become the most loved and trusted BBQ ribs brand in Vietnam,
bringing BBQ cuisine closer to every family, creating delicious, convenient and thoughtful
meals, suitable for the needs of modern diners. The brand always listens and constantly
improves, ensuring quality to bring convenience and the best experience to customers.

2.2. Brand positioning

Suon Muoi's market positioning focuses on the high-quality Vietnamese BBQ restaurant
segment, targeting mid-range to high-end customers, especially couples, families and
groups of young people who love BBQ cuisine and want to experience a convenient,
modern grilling style.

3. Business issue
3.1. Revenue over time

Sườn Mười's whole-system total revenue from 1/2023 to 7/2024 reached 68,5 billion VND,
showing a stable trend, but having signs of decline from around October 2023. This
suggests that there was a slowdown in Sườn Mười’s business in 2024. Sườn Mười maintains
an average between 4-5 billion VND, with marked peaks in June and July 2023 and 2024.
This trend reveals the business is seasonally cyclical, with the peak season occurring from
May to July during summer months, while experiencing lower performance in January and
February following the Tet holiday period.

3.2. Marketing cost

The company has implemented a number of marketing activities to attract customers and
increase revenue. Analysis of the budget allocation structure shows that Facebook Ads
accounts for the largest proportion, with 56.3% of the total budget. Other expenses account
for 36.36% of the total budget. The budget for Booking accounts for the lowest proportion,
with 8.31% of the total advertising budget.

Looking at Suon Muoi's revenue and marketing costs, we see that marketing costs only have
a small impact on the company's revenue. Marketing costs are used the most in June 2023
and October 2023. However, after the peaks of marketing costs, there is not much change in
the corresponding revenue. In 2024, although marketing costs are low, revenue is still
maintained at an average level. Thus, marketing costs only help maintain a stable revenue
level of the business without creating the rapid growth that the business desires. Therefore,
the effectiveness of marketing costs needs to be reconsidered because increasing costs does
not lead to a corresponding increase in revenue.

3.3. Revenue structure

In the whole system, Suon Muoi Vu Pham Ham accounted for the largest proportion, with
17.9% of total revenue. Next is Nguyen Van Loc (16%), Giang Vo (15.4%), Ham Nghi
(14.5%) and Aeon Mall Ha Dong (13.4%). The given data showed that the distribution rate
of revenue by branch is quite even. It is suggesting that there is high internal competition
between branches.
We are interested in exploring the possibility of “cannibalization” between Suon Muoi’s
two branches - Nguyen Van Loc and Aeon Mall Ha Dong - since both are located in Ha
Dong district. Therefore, we decided to conduct an analysis of these two branches from
March 2023 to August 2024.

4. Data usage strategy

Based on the main problems that the business faces, Suon Muoi's data system will be used
to analyze the overall business performance of Suon Muoi to assess the general business
situation. In addition, the data is used to analyze and evaluate the characteristics and
behaviors of customer groups. Finally, the data set will be used to predict revenue in the
following months to provide recommendations and solutions suitable for the business.

II. Data analysis

1. Data readiness

1.1. Data cleansing tool

From the raw data file provided in CSV format, we use the Power Query tool from
Microsoft Excel to assist with data cleansing. The data cleansing presented below includes
the following stages: Data transformation, Filter the variables needed for analysis, Filter out
error/ unsatisfactory observations

1.2. Transform and filter the variables needed

We use Power Query in Microsoft Excel to transform the data. In the “Data” tab in Excel,
we chose “Get and Transform data”, and then selected “From Text/ CSV”, then proceeded
to import the previously saved CSV format file.
After the Power Query window appears, on the left hand side of the window, the group
selects the worksheet “FACT D07 HOA DON”. The data will then be transformed and
imported into the Power Query workspace. The data filtering and cleaning steps are all
operated on this window, then select "Close and Load" if you want to return to the Excel
workbook interface
We selected these columns to delete: “MÃ HOÁ ĐƠN”, “GIỜ RA”, “GIỜ VÀO”, “PTTT”,
“TTTGG”, “TÊN KHÁCH”, “TÊN CTKM”, “MÃ VOUCHER”.

We retained 8 columns, and changed their names for analytic purposes.

- “CỬA HÀNG” -> “BRANCH”

- “SỐ KHÁCH” -> “NUMBER OF CUSTOMER”

- “NGÀY” -> “DATE”

- “BÀN” -> “ORDER STRUCTURE”

- “CHIẾT KHẤU” -> “DISCOUNT”

- “PHÍ SHIP” -> “SHIPPING FEE”

- “TỔNG TIỀN” -> “REVENUE”

- “SỐ ĐIỆN THOẠI” -> “PHONE NUMBER”

We also retained only data in the range 2023 - 7/2024 to ensure the most up-to-date
information while maintaining completeness.

1.3. Filter out errors/ unsatisfactory observations

We still use the Power Query tool to filter invalid values and delete them. The errors or
unsatisfactory observations we eliminated include:

For the “BRANCH” column, we replace all the value “Sườn Mười - AeonMall Hà Đông” to
“Sườn mười - Aeon Mall Hà Đông” for consistency

For the “NUMBER OF CUSTOMER” column, we eliminated all the values that were
greater than 6. We also removed value “1” in the "NUMBER OF CUSTOMER” column
when its “REVENUE” is over 600. These abnormal data can affect the overall business. We
also eliminated value “0” in the ‘NUMBER OF CUSTOMER” column but ate-in because
these are errors in the data entry process from the salesperson.

For the “ORDER STRUCTURE” column, we replaced values like “A1- tầng 1”, “A2- tầng
2”, etc by “Eat-in”, replaced values “HUB (Call center)”, “HUB (Facebook)”, “HUB
(WEB_SUONMUOI)” by “Online”. We retained the values “Befood”, “Baemin”,
“Grabfood”, “Shopee food”, “Eat-in”.

For the “REVENUE” column, we eliminated values that were smaller than 100 or null. The
value that is too small can affect the overall overview of the business.

2. Dashboard analysis

2.1. Overview Nguyễn Văn Lộc & Aeon Mall Hà Đông branch

Nguyễn Văn Lộc & Aeon Mall Hà Đông branch in the period of 3/2024 - 8/2024

a. Total revenue and number of customers

During the period from March to August, Suon Muoi's total revenue reached more than 7.27
billion VND, with a total of nearly 25,000 customers. In terms of revenue for each branch,
both Nguyen Van Loc and Aeon Mall branches have similar revenue levels, fluctuating
around 3.5 - 3.6 billion VND each. This shows that both branches contribute significantly
and relatively equally to the overall revenue of the brand.

However, in terms of the number of customers, Aeon Mall has a significantly higher
number of customers per month than Nguyen Van Loc. This may be due to Aeon Mall's
location in a large shopping mall, attracting a larger number of customers. However, the
revenue is not too different, suggesting that Nguyen Van Loc branch may be serving higher
value orders or more loyal customers. This suggests that each branch has its own
advantages: while Aeon Mall has a stable customer base thanks to its prime location,
Nguyen Van Loc attracts customers with higher spending power.

b. Revenue by customers’ group

The revenue chart by customer groups at Suon Muoi's Nguyen Van Loc and Aeon Mall
branches show that revenue mainly comes from small customer groups, with the "3-4
people" group accounting for 36.7% and the "2 people" group accounting for 34.9%. This
suggests that Suon Muoi is popular with small groups of friends, families or couples. In
contrast, the "5-6 people" group only accounts for 12.5% ​of revenue, indicating that demand
from larger customer groups is not high, possibly due to the space not being optimized for
large groups or the lack of suitable incentives. Other customer groups account for the
remaining 15.9%. With this result, Suon Muoi can consider increasing services and
incentives for groups of 2-4 people to optimize revenue, while improving the experience for
large groups to attract more customers.

c. Monthly revenue and number of customers

At the Nguyen Van Loc branch, revenue fluctuates around 600-700 million VND per month,
with an average of 1.5-2 thousand customers. Revenue is stable over the months, although
there are some slight fluctuations, there is no significant increase or decrease. The number
of customers at Nguyen Van Loc remains steady, showing that this is a branch with loyal
customers, less dependent on market fluctuations or promotional programs.

In contrast, the Aeon Mall branch has more fluctuating revenue, peaking in June with a
revenue of nearly 700 million VND, but decreasing slightly in the following months. The
number of customers at Aeon Mall is also higher than that at Nguyen Van Loc, fluctuating
from 2 to 3 thousand customers per month. The fluctuation in sales and customer traffic at
Aeon Mall may be related to the location of this branch in the shopping mall, where there
are more walk-in customers and are more susceptible to promotional campaigns or peak
seasons such as summer. This branch may attract customers not only because of the quality
of service but also because of its convenient location in the shopping mall.

d. Order structure

The order structure shows that the majority of customers at Suon Muoi choose the "eat-in"
service with a proportion of up to 75.7%. GrabFood and ShopeeFood account for 10.9% and
7.3% respectively, while other forms such as online, take-out and BeFood have very low
rates. This shows that the dine-in experience is the main factor attracting customers to Suon
Muoi. This data may come from the fact that customers feel satisfied with the restaurant
space and dine-in service, or perhaps Suon Muoi has not invested heavily in delivery and
take-out services.

At the Nguyen Van Loc branch, eat-in orders account for 61.6%, while takeout orders
account for 38.4%. This is so that customers tend to eat at the restaurant, but the takeout
channel still needs attention because it accounts for a large proportion. However, at the
Aeon Mall branch, 98,7% of customers chose on-site food orders in this branch. It’s
suggesting that this branch depend on customers who eat in

e. Monthly discount
The monthly discount chart shows a clear difference in the promotion strategies of the two
branches. Nguyen Van Loc has a much higher discount, especially in August, reaching
nearly VND30 million, while Aeon Mall keeps the discount quite low, mainly under
VND10 million over the months. This may indicate that Nguyen Van Loc branch is
implementing many promotional programs to retain customers or stimulate the return of
loyal customers.

Nguyen Van Loc's promotional strategy may be suitable for the local customer group,
encouraging them to return more often. Meanwhile, Aeon Mall - located in a shopping
center with a high number of visitors - may not need to use too many discount programs to
attract customers. This difference in approach helps each branch optimize promotional costs
while maintaining business efficiency.

Conclusion

Overall, there is no significant sign of the conflict between Nguyen Van Loc and Aeon Mall
Ha Dong although both of them are located in the same district. It is because they have
different ways to approach customers and have different target customers. While Nguyen
Van Loc branch focuses on both eat-in and take-away services, serving residential
customers or those who do not want to go to the mall; Aeon Mall Ha Dong depends heavily
on the mall's customer traffic and customers tend to eat-in, rarely using take-away services.
2.2. Customer analysis

2.2.1. Dine-in customers’ structure

In both branches, the proportion of customers in groups of 2 people is still the largest, with
44,8% và 58,2%, showing that couples or groups of 2 people eating at Suon Muoi from
March to August of 2023 and 2024 are the most popular.

In second place are families of 3-4 people or a small group with 44,3% at Aeon Mall, which
was higher than Nguyễn Văn Lộc with 34,6%. The lowest proportion is groups of 5-6
people. It can be said that customers in larger groups do not often use Suon Muoi's dine-in
service. The chart shows that both locations primarily cater to customers coming in pairs or
small groups. because this helps them have more interesting experiences and connect with
each other. However, Nguyen Van Loc tends to serve customers in pairs more, while
AeonMall has more diversity with a higher proportion of groups of 3-4 people.

2.2.2. Customer Segment Analysis: Discount Rates, Average Order Values, and Average
Spending

In 2024, Suon Muoi analyzed its financial performance across three key customer segments:
the 2 people group, the 3-4 people group, and the 5-6 people group. This analysis focuses
on discount rates, average order values (AOV), and average spending for each group,
categorized by the two main branches: Nguyen Van Loc and Aeon Mall Ha Dong.
Understanding these metrics is crucial for refining marketing strategies and maximizing
revenue potential.
 Discount rates of Suon Muoi Nguyen Van Loc Discount rates of Suon Muoi AEON MALL Ha Dong

a. Group of 2 people
Nguyen Van Loc Branch:

• Revenue Contribution: The 2 people group contributed 33.6% of total revenue,

indicating their significance as a key customer segment. This demonstrates Suon Muoi’s
strong appeal to couples seeking a quality dining experience.
 • Discount Rate: The discount rate for this group was 1.9%, effectively designed to
retain and attract couples, thereby enhancing customer loyalty.

• Spending Trend: Members of the 2 people group exhibited the highest Average
Revenue Per Person of approximately VND 300,000. Their average order value was
VND 590,717 with a total order number of 2,017, suggesting a preference for premium
dining options despite ordering fewer items.

Aeon Mall Ha Dong Branch:

• Revenue Contribution: At Aeon Mall, the 2 people group accounted for 36.1% of
total revenue, approximately VND 1,345,567,000. This significant contribution
underscores the critical role of this group in the overall financial success of this branch.

• Discount Rate: The discount rate was also 1.9%, aimed at attracting and retaining
this essential customer group amidst strong competition within the mall environment.

• Spending Trend: Similar to Nguyen Van Loc, members of the 2 people group at
Aeon Mall tended to order fewer items while opting for higher-value dishes. Their
Average Revenue Per Person was around VND 300,000, reflecting consistent spending
habits across both locations.

b. Group of 3-4 People

Nguyen Van Loc Branch:

• Revenue Contribution: The 3-4 people group contributed 31.3% of total revenue,
marking them as the second most significant customer group. This highlights the
importance of family dining experiences to the branch’s revenue.

• Discount Rate: The discount rate for this group was 2.32%, aligning well with their
average spending habits and making dining at Suon Muoi more appealing.
 • Spending Trend: Families typically ordered a greater variety of dishes, leading to a
higher overall spending amount compared to the 2 people group. Their average order
value was VND 786,678, with a total order number of 1,200, while their per capita
spending averaged around VND 280,000.

Aeon Mall Ha Dong Branch:

• Revenue Contribution: At Aeon Mall, the 3-4 people group was the largest revenue
contributor, accounting for 46.4% of total revenue, approximately VND 1,729,293,000.
This statistic emphasizes the substantial impact of this group on the branch’s financial
performance.

• Discount Rate: The discount rate was 1.8%, a low yet effective rate that encourages
families to choose Suon Muoi for their dining needs, fostering loyalty and repeat visits.

• Spending Trend: Members of the 3-4 people group at Aeon Mall ordered a larger
variety of dishes, with an average order value of around VND 770,989 and a total order
number of 2,243. Their per capita spending averaged approximately VND 250,000,
indicating a more budget-conscious approach compared to the 2 people group.

c. Group of 5-6 People

Nguyen Van Loc Branch:

• Revenue Contribution: The 5-6 people group contributed 8.5% of total revenue,
indicating that while they represent the smallest share among customer segments, they
still play a vital role in revenue generation.

• Discount Rate: The discount rate was set at 1.98%, designed to maintain interest
among larger parties while ensuring the branch’s profitability.

• Spending Trend: Larger groups exhibited the highest average bill, averaging around
VND 1,300,000. However, there has been a noticeable decrease in average spending at
this branch, suggesting potential shifts in group dynamics or spending preferences. The
 average order value for this group was approximately VND 1,211,138 with a total order
number of 250.

Aeon Mall Ha Dong Branch:

• Revenue Contribution: At Aeon Mall, the 5-6 people group accounted for 16.2% of
total revenue, approximately VND 603,926,000. This indicates that larger groups are
more significant in this branch compared to Nguyen Van Loc.

• Discount Rate: The discount rate for this group was 1.8%, which is deemed
sufficient to retain these customers without requiring excessive incentives.

• Spending Trend: Interestingly, larger groups at Aeon Mall are experiencing an

increase in average spending, reflecting a growing demand for group dining experiences
in the vibrant shopping environment. The average order value for this group was VND
603,926, with a total order number of 2,473.

Conclusion

This analysis of discount rates, average order values, and average spending by customer
segment provides valuable insights into Suon Muoi’s operational dynamics. The 2 people
group is vital for both locations, significantly contributing to overall revenue. The 3-4
people group, particularly at Aeon Mall Ha Dong, is the largest revenue contributor,
underscoring their importance to the brand. Although the 5-6 people group contributes less
overall, their spending trends reveal opportunities for targeted marketing strategies. This
information will help Suon Muoi enhance customer engagement and drive revenue growth
effectively.
2.2.3. Identifier rate

Nguyen Van Loc Branch

The charts above illustrate the percentage of customers who provided their phone numbers
at the Nguyen Van Loc location, categorized by group size. The categories include
'Providing phone number' and 'Not providing phone number'.

It can be observed that the group with the highest percentage of customers providing their
phone numbers is the Take-away' group, while the lowest is the single person group

CONCLUSION

Can see a trend where larger groups (2 or more people) are more likely to leave their phone
numbers. This could be because in larger groups, there’s a higher chance someone will leave
their number, as not everyone might feel bothered by providing contact information.
Conversely, solo customers are less likely to leave their numbers, possibly because they're
more focused on their individual experience.

Customers who come with takeout orders have a significantly higher tendency to provide
their phone numbers. This could be because they have extra time to do so while waiting for
their food.

AEON Mall Ha Dong branch

The charts above depict the proportion of customers who provided their phone
numbers at the AEON Mall Hà Đông location, segmented by group size. The categories
include 'Providing phone number' and 'Not providing phone number'.

It is evident that the Take-away group exhibited the highest propensity to share contact
details, while the '5-6 person' group displayed the lowest. Interestingly, contrary to the
findings at the Nguyen Van Loc branch, the 'Take-away' group demonstrated the lowest rate
of contact provision in this case.

CONCLUSION
The take away customers at this establishment exhibit a significantly lower tendency to
leave their phone numbers.

2.3. Revenue forecast

2.3.1. Correlation analysis

With the purpose of determining factors such as customers, discount, shipping fee and store
to Suon Muoi's revenue. The Pearson correlation matrix between independent variables is
shown as follows:

Table: Correlation matrix

Correlations

CUSTOME SHIPPIN
REVENUE R DISCOUNT G FEE

REVENUE Pearson Correlation 1 .639** .014 -.085**

Sig. (2-tailed) .000 .112 .000

N 12646 12646 12646 12646

CUSTOMER Pearson Correlation .639** 1 -.049** -.135**

Sig. (2-tailed) .000 .000 .000

N 12646 12646 12646 12646

DISCOUNT Pearson Correlation .014 -.049** 1 .014

 Sig. (2-tailed) .112 .000 .111

N 12646 12646 12646 12646

SHIPPING Pearson Correlation -.085** -.135** .014 1

FEE
Sig. (2-tailed) .000 .000 .111

N 12646 12646 12646 12646

**. Correlation is significant at the 0.01 level (2-tailed).

With the results from the table above, we have that the revenue variable is correlated with
the customer and shipping fee variables because the correlation coefficients all have sig
values ​less than 0.05, but there is no correlation with the discount variable because the sig
value is greater than 0.05. Based on the sign and magnitude of the correlation coefficient,
revenue is positively and strongly correlated with the number of customers because the
correlation coefficient is positive and has a magnitude above 0.5, however, revenue is
negatively correlated with shipping fee at a weak level because the correlation coefficient is
negative and has a magnitude less than 0.25.

2.3.2. Linear regression analysis

To analyze the impact of quantitative variables on revenue, the group included the
independent variables CUSTOMER, DISCOUNT and SHIPPING FEE into the model.

The research subjects of the group are 2 branches AeonMall Ha Dong and Nguyen Van Loc
branch, so the group added the dummy variable BRANCH to the regression model with the
base attribute being AeonMall Ha Dong to compare the average revenue of these two
branches.
Suon Muoi has the following forms of purchase: SHOPEEFOOD, GRABFOOD, BEFOOD,
ONLINE, TAKE-OUT and DINE-IN. To analyze the difference in revenue of Suon Muoi
according to the form of order struture, the team included dummy variables corresponding
to each form of purchase in the model. In which, the form of order DINE-IN was chosen as
the basic attribute.

Finally, to forecast revenue in the following months and years, the team entered the time
trend variable model with the base time being June 2024.

The regression model results are as follows:

Table: Model summary

Model Summaryb

Adjusted R Std. Error of the

Model R R Square Square Estimate Durbin-Watson

1 .683a .466 .466 220646.224 1.935

a. Predictors: (Constant), TAKE-OUT, MONTH, DISCOUNT, ONLINE, BEFOOD,

SHOPEEFOOD, GRABFOOD, BRANCH, SHIPPING FEE, SOKHACH

b. Dependent Variable: DOANHTHU

The results in the table above show the adjusted R Square IS 0.466, shows that the
independent variables explain the change in the dependent variable at an average level.
Specifically, the variables discount, shipping fee, customers, month and branches explain
46.6% of the change in revenue of Suon Muoi.

The Durbin-Watson coefficient of 1.935 is acceptable because it is within the range of 1.5 to
2.5, so the result does not violate the first-order serial autocorrelation criterion (Yahua Qiao,
2011).
Table: ANOVA analysis

ANOVAa

Model Sum of Squares df Mean Square F Sig.

1 Regression 536901034408665. 10 53690103440866 1102.811 .000b

250 .520

Residual 615131892944471. 12635 48684756070.00

200 2

Total 115203292735313 12645

6.500

a. Dependent Variable:REVENUE

b. Predictors: (Constant), TAKE-OUT, MONTH, DISCOUNT, ONLINE, BEFOOD,

SHOPEEFOOD, GRABFOOD, BRANCHES, SHIPPING FEE, CUSTOMER

The data from the table above are used to test the model's suitability for factors affecting
revenue. The hypothesis pair of this test is as follows:

H0: R^2 = 0

H1: R^2 > 0

With the above table, we have the F test value of 1102.811 and the p-value of 0.0000 is less
than 0.05. Thus, the above model is suitable for the data at the 5% significance level or it
can be assumed that at least one of the variables discount, shipping fee, customers, month,
branch has an impact on revenue.

Table: Linear regression results

Coefficientsa
 Standardiz
ed
Unstandardized Coefficien Collinearity
Coefficients ts Statistics

Toleranc
Model B Std. Error Beta t Sig. e VIF

1 (Constant) 285606.46 6752.650 42.295 .000

2

MONTH -1829.355 326.020 -.037 -5.611 .000 .979 1.021

DISCOUNT .255 .049 .035 5.241 .000 .971 1.030

SHIPPING -20.081 1.208 -.128 -16.620 .000 .715 1.398

FEE

CUSTOME 148500.82 1953.915 .769 76.002 .000 .412 2.425

R 7

30458.002 4551.107 .050 6.692 .000 .745 1.342

CONSTAN
T

SHOPEEFO 81382.928 9767.671 .069 8.332 .000 .618 1.618

OD

GRABFOO 40949.437 9180.839 .039 4.460 .000 .557 1.796

D

BEFOOD -52162.68 23217.96 -.015 -2.247 .025 .929 1.077

9 7
 ONLINE 484621.71 14722.79 .277 32.916 .000 .599 1.670
3 0

MANGVE 125198.10 14462.69 .061 8.657 .000 .844 1.185

4 2

a. Dependent Variable: REVENUE

Through the above results, it can be seen that all variables have p-values ​less than 0.05, so
these variables are all significant in the regression model. Thus, all variables have an impact
on revenue.

With the discount variable, the regression coefficient has a positive value, so the discount
has a positive impact on revenue. Specifically, when the discount increases by 1 thousand
VND, revenue increases by 0.294 thousand VND.

With the customer variable, the regression coefficient is positive, so this variable also has a
positive impact on revenue. When the number of customers increases by 1 person, the
average revenue of Suon Muoi increases by 129,628,690 thousand VND.

The variable BRANCH has a regression coefficient of 45,406.941, so the revenue of Suon
Muoi Nguyen Van Loc branch is 45,406.941 VND higher than that of Aeon Mall Ha Dong
branch.

Finally, the variable MONTH, the results show that this variable has a regression coefficient
of -2143.319, so it can be said that Suon Muoi's revenue has decreased over time.

With the dummy variables classifying the form of purchase, it can be seen that the variable
BEFOOD has a negative regression coefficient, so the revenue from BEFOOD will be lower
than the revenue from eating at the restaurant. The variables SHOPEEFOOD, GRABFOOD,
ONLINE and TAKEOUT have positive regression coefficients, so these forms of purchase
bring higher revenue than eating at the restaurant.
Considering the VIF values ​of the independent variables in the regression model, we can see
that the independent variables all have VIF < 10. Thus, this model does not have
multicollinearity. Therefore, this regression model is suitable for revenue forecasting.

2.3.3. Revenue forecasting model

According to the results of the regression, we can predict the revenue of Suon Muoi as
follows:

REVENUE = 285606.462 + 0.255*DISCOUNT - 20.081*SHIPPING FEE +

148500.827*CUSTOMERS + 30458.002*BRANCH +81382.928* SHOPEEFOOD +
40949.437*GRABFOOD - 52162.689* BEFOOD + 484621.713* ONLINE +
125198.104*TAKEOUT - 1829.355*MONTH

According to the results of the above model, we can forecast the revenue value of each
Nguyen Van Loc branch or Aeon Mall Ha Dong with each form of order structure on
information about discounts, shipping fee and expected number of customers.

To forecast revenue for the following months, we can replace the value of the time trend
variable with the month. Specifically, if we need to forecast revenue for December 2024,
with the original value of 0 for June 2024, we replace the value with 6 corresponding to
December 2024.

Here is the revenue forecast based on revenue forecasting model for 9-11/2024:
3. Solutions

3.1. For improving the AOV

For the 5-6 Person Group, Since this group has the highest average order value but shows a
decline at Nguyễn Văn Lộc, consider offering promotions like “spend a certain amount, get
a free dish” to encourage higher spending. More than that, they can design exclusive
bundles or special discounts for larger groups to encourage repeat visits and higher spending
per visit.

For the 3-4 Person Group: Suon Muoi can create a dining experience that appeals to this
group size, such as group sharing platters or special dishes that cater specifically to groups
of 3-4.

For the 2-Person Group, since this group has the highest per capita spending, encourage
them to add to their order with additional items like desserts or premium drinks, especially
if they’re close to hitting a higher spending target. Suon Muoi can consider designing
exclusive, high-value combos for couples or pairs that offer a unique experience. Encourage
frequent visits by offering them discounts or perks for their next visit, which can help
increase their overall contribution to revenue despite their smaller order size.
3.2. For improving the number of customers providing phone numbers

For larger groups, maintaining and increasing the rate of phone number provision can be
achieved through additional promotions. Given their high rate of providing phone numbers,
this presents an opportunity to boost sales by sending promotional messages via SMS,
messaging apps like Zalo, and suggesting membership sign-ups to increase repeat
purchases.

For smaller groups and dine-in customers, collecting phone numbers can be done through
specific promotions tailored for individuals. If this proves difficult, various special
programs can be implemented to combine single-person groups (e.g., Valentine's Day
discounts for dining/pairing with a stranger,...).

Regularly engaging with customers can significantly boost loyalty. After each visit, the
brand can send a personalized thank-you message. Implement frequent customer surveys to
gain insights into their preferences and needs. A referral program incentivizing customers to
introduce friends to the brand can also drive growth. By doing so, our brand will foster
stronger relationships with their customers and encourage repeat business.

To ensure customer trust, clearly communicate the purpose of collecting their phone
numbers and emphasize your commitment to data privacy. Implement a robust customer
relationship management system to securely store and manage customer information.

Stand out from the competition by offering unique loyalty programs with tiered
memberships, birthday perks, and opportunities to redeem points for exclusive rewards.
Organize special events like food tastings or cooking classes to create memorable
experiences and encourage repeat visits. These initiatives will not only attract new
customers but also deepen relationships with existing ones.
3.3. For the revenue forecast

When analyzing linear regression, Suon Muoi's revenue tends to decrease over time. This
means that the number of customers and average revenue per person also tend to decrease.
Therefore, to avoid wasting input costs, Suon Muoi needs to have a solution to reduce the
input materials based on forecasted revenue to ensure sufficient quantity, suitable for
customers. Also, Suon Muoi should focus on controlling and cutting operating costs, such
as managing personnel costs, cutting marketing costs, optimizing operations, etc.