Opening Shift leads revenue at $1.80M.
Friday through Sunday consistently outperform weekdays.
Revenue grew steadily from March onward after a February dip.
Payment methods are evenly split. The network averaged 23.8 transactions per branch per operating hour throughout the period.
Avg Transaction Value (USD)
Avg Transactions per Hour
Transaction count per branch-hour
Monthly Revenue (USD) and Transaction Volume
Payment Method Revenue Split
Avg Daily Revenue by Day of Week (USD)
Avg Transaction Count per Hour by Branch
Matcha Latte is the top revenue product across all three shifts and all four branches.
It generates the highest revenue in every shift period, reflecting consistent customer preference regardless of time of day.
Iced Latte and Iced Cappuccino trade second and third positions across shifts, showing that cold beverages dominate the menu mix.
Coffee accounts for 74% of total network revenue. Sandwiches contribute only 11% and represent the weakest category across all branches.
Top 3 Products by Revenue per Shift
Top 3 Products Revenue by Shift (USD) — Grouped Comparison
Top 3 Products per Branch
Matcha Latte ranks first in every branch by revenue. Iced Latte and Iced Cappuccino consistently occupy second and third.
This product consistency across all four branches indicates that the top performers are network-wide customer preferences, not location-specific.
CS_002 records the highest revenue for all three top products, consistent with its position as the highest-revenue branch overall.
Overall Product Performance
Revenue by Category (USD)
Top 10 Products by Revenue (USD)
Top 10 Products by Quantity Sold
Revenue by Sub-Category (USD)
Full Product Table
Smaller branches produce significantly more value per square metre.
CS_003 and CS_004 each occupy 55 SQM and generate over $22,700 revenue per SQM, more than 2.7 times CS_001 at $8,364.
CS_002 leads on transaction throughput per hour (6.5 transactions) and per cashier per day (90.3 transactions).
CS_001 at 150 SQM is the largest branch but the least space-productive.
Revenue per labour hour is highest at CS_003 ($106.73), indicating the most efficient staffing model in the network.
Total Revenue by Branch (USD)
Revenue per SQM by Branch (USD)
Avg Transaction Count per Hour by Branch
Avg Transactions per Cashier (Daily) by Branch
Total Transactions per SQM by Branch
Revenue per Labour Hour by Branch (USD)
All top-performing employees by daily revenue are Baristas.
CS_002_BAR_3 leads the network with an average daily revenue of $1,334, followed by CS_002_BAR_4 at $1,309.
CS_002 baristas occupy the top two positions, which is consistent with CS_002 having the highest transaction throughput per hour.
The combination of a compact floor plan (80 SQM) and high foot traffic gives CS_002 baristas more orders to serve per shift.
Manager-level employees show significantly lower individual revenue figures because managers supervise rather than fulfil orders.
Days worked are uniform at 181 days across all tracked employees, meaning productivity differences are not explained by attendance.
Top Barista Avg Daily Revenue (USD)
CS_002_BAR_3
Avg Transactions per Cashier (Daily)
Days in Period
181
All employees worked all 181 days
Top 15 Employees by Avg Daily Revenue (USD)
Employee Productivity Table (Top 15)
Overtime Pattern Warrants Investigation.
CS_001 and CS_002 account for all overtime in the network. CS_003 and CS_004 record zero overtime across the entire period.
The top 3 OT claimants are all from CS_001 and each claimed overtime on every single one of the 181 working days.
All three attribute every hour of overtime to one reason: "Admin and Inventory Overrun / Peak Support."
Correlation analysis shows OT hours have no meaningful relationship with branch daily revenue.
For CS_001_MGR_1, the correlation between OT hours and daily revenue is negative (-0.078).
This means that on days when the branch earned more, the manager claimed less overtime, which is the opposite of what peak support would imply.
CS_001_BAR_5 works the Closing Shift. A closing-shift barista citing inventory overrun as justification is inconsistent with that role.
These patterns are inconsistent with legitimate operational overtime. A formal audit of timesheets for CS_001 and CS_002 is recommended.
Avg OT per Employee — Regular Days
hours per shift record
Avg OT per Employee — Holidays
hours per shift record
Branches with Any OT
2 of 4
CS_001 and CS_002 only
Branches with Zero OT
2 of 4
CS_003 and CS_004
Top 3 OT Claimants — Individual Analysis
OT as % of Total Hours by Branch
Overtime Reason Breakdown — Total Hours
Avg OT per Employee: Holiday vs Regular Day
Top 10 Employees by Total OT Hours
OT Detail Table — Top 10 Employees