Memo

To: RGV Bank

Thank you for the opportunity to assess your customer traffic data in order to provide recommendations
for improving operations. The analysis and recommendations below are based on the 10 years data
you provided. The analysis below is based on this data alone. Therefore, my recommendations should
be tempered by your knowledge of business realities and your market. Please let me know if I can
answer any questions concerning the analysis or the recommendations provided.

ANALYSIS 1 - Hourly Patterns and Day Analysis

The main branch has the highest average of customer visits in comparison to the other branch
locations. This can be due to many probable reasons such as having a availability of resources,
location, and a higher volume of staff. The most visits tend to be during the most common lunch break
hour for many employees (noon to one). The day with the most visits is Saturday, even though the
bank operates for less hours than the other days.

Pivot table for the Main Branch Location

Row Labels Mon Tue Wed Thu Fri Sat Grand Total
9 to 10 34.1 31.1 31.8 31.5 54.7 82.1 44.21666667
10 to 11 22 20.8 22.7 23.8 40 56.1 30.9
11 to noon 58.4 56.2 63.7 54.8 104.7 135.3 78.85
Noon to 1 71.5 76.3 73.6 67 123.4 82.36
1 to 2 48.4 47.7 47.9 50.5 79.2 54.74
2 to 3 31.4 36 31.1 28.4 56.8 36.74
3 to 4 23.3 25.8 23.1 24.5 37.2 26.78
4 to 5 67.1 66.6 65.5 65.8 107 74.4
Grand Total 44.525 45.0625 44.925 43.2875 75.375 91.16666667 53.4627907

1
 Graph for Main Location

160

140

120 Mon

100 Tue

80
Wed
60
Thu
40
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0 Sat
9 to 10 10 to 11 11 to Noon to 1 1 to 2 2 to 3 3 to 4 4 to 5
noon

Recommendation

The main branch should be allocated with sufficient staff in the times of demand. Their manager can
make their schedules in a way where they get their lunch breaks before or after peak time. Another
recommendation to run a smooth operation is to make sure there is enough coverage during opening
and closing times.

ANALYSIS 2 – Time of Day

Branch 1 has lower numbers than the main branch, which would mean that this branch is in a less
populated area. The highest number of visitors in this branch are during (12 to 1) and (4 to 5). We can
start identifying a pattern between the first two branches that have been analyzed.

Table for Branch Location 1

Row Labels Mon Tue Wed Thu Fri Sat Grand Total
9 to 10 17 17.3 14.9 15 31.2 40.3 22.61666667
10 to 11 12.3 13.3 10.7 11.2 19.6 31.3 16.4
11 to noon 26.3 28.9 32.1 27.6 50.8 70 39.28333333
Noon to 1 37.1 36 34.9 38.5 62.9 41.88
1 to 2 25 24.3 21.9 23.6 44.7 27.9
2 to 3 17.3 15.8 17.3 17.8 30.3 19.7
3 to 4 11.3 13.5 11.6 11.1 22.9 14.08
4 to 5 34.5 32.4 32.9 31.4 57.9 37.82
Grand Total 22.6 22.6875 22.0375 22.025 40.0375 47.2 27.36511628

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 Graphic

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Tue
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Wed
40
Thu
30
Fri
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Sat
10

0
9 TO 10 10 TO 11 11 TO NOON TO 1 TO 2 2 TO 3 3 TO 4 4 TO 5
NOON 1

Recommendation

My recommendation would be to have well experienced managers who empower great leadership and
management skills. The manager will oversee the day to day runs so it goes by smoothly and is always
covered. Like mentioned above their needs to readily available staff during traffic hours to make sure
customers do not endure long waiting times.

ANALYSIS 3 – Compare and Contrast

Based on the evidence presented, we can now conclude that we have a pattern between all four branch
locations. Branch Location #3, however has the lowest average compared to the other locations.
Nevertheless, it appears that even the branch with the lowest number, still has the same popular times
in comparison to the other branches. All three branch locations, with the exception of the main branch,
have similar numbers, which indicates that all branches are doing well in terms of numbers.

Table for Branch Location 3

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 Row Labels Mon Tue Wed Thu Fri Sat Grand Total
9 to 10 18.1 14.8 15.4 15.6 29.3 39.3 22.08333333
10 to 11 14 12.8 10.4 12.4 22.3 29.5 16.9
11 to noon 30.7 29.5 31.2 26.8 51 68.4 39.6
Noon to 1 36.2 36.3 33.4 37.1 60.7 40.74
1 to 2 20.9 23 25.7 24.8 44.3 27.74
2 to 3 16.8 17 20.5 16.6 28.6 19.9
3 to 4 10.5 12.3 9.7 11.6 20.9 13
4 to 5 33.7 33.2 32.7 34.3 54.5 37.68
Grand Total 22.6125 22.3625 22.375 22.4 38.95 45.73333333 27.13488372

Graphic

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60 Mon
Tue
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Wed
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Thu
30
Fri
20
Sat
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0
9 to 10 10 to 11 11 to Noon to 1 to 2 2 to 3 3 to 4 4 to 5
noon 1

Measures of Central Tendency of all Four Branch Location Table

Measures of central
tendency Main Branch 1 Branch 2 Branch 3
Mean 53.5198 27.3827 27.3077 27.1562
Median 50 25 24 25
Mode 22 17 14 16

Recommendation

Vast majority of customers visit this branch on Saturday. This can be due to a variety of reasons, delayed
going during the week, only off day, or it can be that the customers know they close early on Saturday’s.
To maximize the branch’s potential, I recommend extending hours on Saturday. This is due to the fact that
the number is the highest amongst the other days. If over time is not possible, I would cut hours from
Tuesday which is generally the slowest day.

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SELF ASSESSMENT
From completing the Excel project, I learned that RGV Banks is experiencing the same trends for all
branches. I was able to identify the trend by analyzing the collection of data to acquire solutions to their
problems. To prevent the company from losing customers and money, they should have more
personnel coverage during peak hours.

The collection of hourly data from four different banking locations for ten weeks can be overwhelming
for a company. However, using pivot tables, descriptive statistics, graphs, statistical thinking, allowed
me to be able to identify the needs of the company.

The managers of RGV Banks should focus on opening counters and stations with highly skilled and
trained employees during the busiest times. For a technology friendly version, the bank should improve
online banking to save their customers a trip to the branch locations.

With that being stated, I am confident that my recommendations will help improve or completely
remove their current temporary problems. This will enhance the company’s performance by ideally
focusing on their customer’s needs, helping with the retention rates.

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