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Table of Contents

Task 1: Project Plan and Introduction.............................................................................................3

Preamble.......................................................................................................................................3

Purpose and Structure of the Report............................................................................................3

Project Plan..................................................................................................................................3

PDCA Cycle: Data Analytics Implementation Framework.........................................................4

Key Performance Indicators (KPIs) for Darcy & Bennet Bank...................................................4

Task 2: Data Issues..........................................................................................................................5

Typical Issues with Data Collection, Combination, and Filtration..............................................5

Specific Problems with Project Data and Suggested Fixes..........................................................6

Task 3: Data Analysis and Commentary.........................................................................................7

Table A) Monthly, Annual, and Three-Year Performance..........................................................7

Table B) Performance by Saving Service Category....................................................................8

Table C) Benchmark Comparisons by Branch..........................................................................10

Task 4: Data Charting and Commentary.......................................................................................11

Chart A: Comparison of Deposit Value Trends Across Bank Branches Over Time.................11

Chart B: Saving service category performance comparisons between bank branches..............12

Chart C: Impact of the expansion and renovation done in bank branches.................................13

Task 5: Conclusions and Recommendations.................................................................................15

Conclusion.................................................................................................................................15

Recommendations......................................................................................................................15

References......................................................................................................................................17

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Task 1: Project Plan and Introduction

Preamble

The aim of report is to analyze the performance and efficiency of Darcy & Bennet Bank with the
help of applying different analytical techniques. The data then utilized to help the bank in
making effective strategic decision for the expansion of the business. Furthermore, on the basis
of the analyzed data the project manager will design a long-term growth plan for the business.

Purpose and Structure of the Report

The purpose of writing the report is provide well-defined strategy for Darcy & Bennet Bank
regarding their performance improvement in its different branches. The structure of the reports is
like as follow

1. Introduction:

It define the objective of writing the report. It will also provide the framework for the
implementation of data analytics.

2. Collection of data:

Both secondary and primary resources will be utilized to gather the data of bank for
writing the report.

3. Data analysis:

The segment of the report analyze the different methods that help to provide answer to
questions asked in the report and also fulfill the objective of writing the report.

4. Implementation and Evaluation: This section explains on how to utilize the insights
and measure the effects of the changes on the bank's performance.

Project Plan

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The project plan of taking up this data analytics project consists of several major steps each
subset of which belongs to a data analytics implementation framework to follow a systematic
approach. The PDCA (Plan-Do-Check-Act) approach, which is a structured method for constant
improvement, is the selected framework for this project.

PDCA Cycle: Data Analytics Implementation Framework

Plan, Do, Check, Act is the data analytics framework that is used for this project. A more
comprehensive discussion on how this PDCA is used is discussed below.

 Plan – at first the problem statement was defined in the Darcy & Bennet Bank, which
can be low customer satisfaction, low sales revenue or some operational inefficiencies.
After developing the assumption, data collection was done – the data was provided and
hence, the data was reviewed – cleaned and made ready for analysis.
 Do – Once, the data was prepared for analysis, the use of analytical tools such as Pivot
tables, graphs, comparison of the value and volume across years, branches, and product
categories were done. The tables were extracted and put in the report to interpret for
meaningful insights. Data charting was also done to review the trends of volume and
value across quarters, months and years.
 Check – The outcomes were examined and the key business insights were analysed.
These interpretations and meaningful data was put forward for further review to develop
answers to the questions and recommendations.
 Act – Once, the business recommendations are formed – the report to the management
shall be presented and hence, the management can take meaningful and data backed
decisions for expansion or closure of branches.

Key Performance Indicators (KPIs) for Darcy & Bennet Bank

The performance of the Darcy & Bennet Bank’s branches performance will be evaluated using
following KPIs.

a. Deposit Value and Volume of each branch will be reviewed using summary tables across
three years.

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 b. Evaluate the best money saving service across all the branches by using quarterly
analysis and hence, identifying best money saving service offered by the bank
c. To conduct analysis on the impact of renovation of Manchester branch by reviewing the
deposit value after June 2024

Task 2: Data Issues

Typical Issues with Data Collection, Combination, and Filtration

1. Accessibility of Information: An essential task for data analysts is to capture relevant

information, which can be missing, outdated, or lack quality for the analysis.
2. Quality of Information: Maintaining data quality is essential for precise evaluation. The
issues that range from missing data, duplicate records, inconsistent formats, and
anomalies affect the accuracy of the results (Widad et al., 2023). Methods such as data
integrity and profiling are crucial for the identification and correction of these errors.
3. Data Synchronization: Data is usually found in different formats and systems which
makes it difficult to aggregate and standardize it. Researchers need to tackle the issue of
the different formats of data, naming conventions and definitions before the dataset is
complete.
4. Data Privacy and Security: Maintaining the confidentiality of sensitive information in
compliance with privacy regulations is vital. This can be achieved through data
aggregation or anonymization to allow for data analysis without breaching privacy
(Martinez & Herrera, 2023).

To address the data issues mentioned above, following shows the remedies to address the
problems with Generic Data.

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 Data Cleaning Data Validation Rules Data Integration

Locating and handling The validation rules With data

errors, inconsistencies,
and ambiguities in the
data using cleaning
methods and tools that
can be automated, the
dataset is made cleaner
and more trustworthy.
during data entry that
verify the accuracy,
consistency, and correct
organization of data
prevent the introduction
of incorrect data.
transformation
technology, to integrate
datasets from different
sources, facing
underlying data issues,
and creating a unified
dataset

Source: (Fawzy et al., 2024)

Specific Problems with Project Data and Suggested Fixes

1. Irregular Column name: For the data set irregular name column are found for the name
"Lon". Which was corrected and placed under London.
2. Duplicate Records: In the data entry duplicate names were found for "ISA accounts and
"ISA Money MA" and Money market accounts" and for "Cash MA" and "Cash
management accounts". The records were corrected and placed under ISA accounts,
Money market accounts and Cash management accounts.
3. Data Gaps: The data set housed data gaps for Customer Volume and Deposit Value
(£000) of missing data.
4. Negative Sales Value: The data set Negative Sales Value: for Customer Volume and
Deposit Value (£000) in the organization and process o data setting. For the error free
data set, always ensure to avoid adding negative data set in the numerical field.
5. Wrong Year Entries: The data contained data entry for 2042 assured the entry of year
like 2042. The data entry was corrected and placed under 2022, will be incorrect and
would lead to develop issue in the data set. .

Task 3: Data Analysis and Commentary

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Table A) Monthly, Annual, and Three-Year Performance

Three years performance of Darcy & Bennet Bank over the three-year period between 2020 &
2022 shows and increase in the number of customers and deposit amounts as revealed in
statistics. The total deposit amount grew to £57,883.25 in 2020 to £69,692. In 2022, there was an
increase of €11,809 or 61% when compared to the amount in 2021.36 over the period.
Furthermore, the customer volume doubled from 18,912 in 2020 to 22,178 in 2021. In 2022, we
had 192 users, which show an increasing tendency in customer engagement and market
penetration.

Seasonal fluctuations are depicted in monthly trends, whereby in July and August the market
records the highest volume and deposit value. But March and April showcase a heightened level
of engagements due to various tax-related activities and springtime financial planning. For
example, in March 2022 it had its highest peak at £6,342. 75% coinciding with tax season,
however, April witnessed the sharp spike in the number of customers to 2,068. 5: a showing that
there is improvement in the retirement planning activities.

Through the three-year trend analysis, the efficiency of the bank's market positioning and
customer acquisition ability can be detected statistically. Seasonality patterns help the bank to
predict peak periods and to fine-tune marketing campaigns, service offerings, and be client
oriented.

Sum of Deposit Value (£000)

Months 2020 2021 2022 Grand Total
1 4098.25 4152.25 4117.75 12368.25
2 2669.5 4370.25 4501.25 11541
3 5125.75 5088.25 5097.75 15311.75
4 5647.5 6120 6342.75 18110.25
5 4937.75 5029.25 5210.25 15177.25
6 5172.75 5742.75 5859.194 16774.694
7 5452.5 6223 7092.642 18768.142
8 5976.25 5810.5 7773.294 19560.044
9 4173 5294.25 5568.85 15036.1
10 4777.25 5313 5771.346 15861.596
11 4954.25 5268 6377.862 16600.112
12 4898.5 5937.25 5979.672 16815.422
Total 57883.25 64348.75 69692.61 191924.61

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 Sum of Customer Volume
Months 2020 2021 2022 Grand Total
1 1305 1265 1434 4004
2 1486.5 1387 1393 4266.5
3 1623 1470.5 1659.5 4753
4 1644.5 1961 2068.5 5674
5 1482 1569 1752 4803
6 1572.5 1618.5 1799.456 4990.456
7 1788 1783 2127.458 5698.458
8 1845.5 2010 2449.606 6305.106
9 1483 1482 1822.81 4787.81
10 1519 1648.5 1836.732 5004.232
11 1452 1775.5 2016.802 5244.302
12 1711 1702.5 1818.328 5231.828
Grand Total 18912 19672.5 22178.192 60762.692

Table B) Performance by Saving Service Category

Observing the categories of saving services shows informative tendencies and customer
preferences substantiated by statistics. Traditional savings account appears the most popular
form, with the highest deposit (£20,408.904) and a customer base of (5,107.976) recorded in Q3
2022. For example, the high-yield savings accounts and ISA accounts show extensive growth,
especially in 2022, indicating more active participation of consumers to like options giving better
interest rates.

The statistical analysis of the growth rate of the various saving services will advise the bank to
align its product offerings and promotional strategies accordingly. By having an advantage of
growing demand for savings and ISA accounts, the bank is able to differentiate its offers and
attract as well as retain customers.

Sum of Deposit Value (£000)

Saving service category Quarter 1 Quarter 2 Quarter 3 Quarter 4
Cash management accounts 4684 5320.96 5736.552 5573.352
2020 1392 1757 1571 1742
2021 1628 1539 2099 1963
2022 1664 2024.96 2066.552 1868.352
Certificates of deposit 6078.5 6965.96 7415.99 6682
2020 1890 2280 2124 2094.5
2021 2109.5 2229 2558 1873.5
2022 2079 2456.96 2733.99 2714
High-yield savings accounts 3727 4723.024 4903.984 4927.816
2020 1200 1559 1361 1375
2021 1292 1367 1597 1741
2022 1235 1797.024 1945.984 1811.816

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ISA accounts 4948 6133.12 6264.736 6510.868
2020 1607 1207 1816 1847
2021 1613 2669 1942 2118
2022 1728 2257.12 2506.736 2545.868
Money MA 355.5 213.5 374.5
2020 176.75 213.5
2021 178.75
2022 374.5
Money market accounts 5330 8029.83 8259.62 7464.03
2020 1737.75 2508.5 2398.75 2371.5
2021 1756.5 2580 2786.75 2530.75
2022 1835.75 2941.33 3074.12 2561.78
Traditional savings accounts 14098 18675.8 20408.904 18119.064
2020 3890 6233 6331 5200
2021 5033 6508 6345 6292
2022 5175 5934.8 7732.904 6627.064

Sum of Customer Volume

Saving service category Quarter 1 Quarter 2 Quarter 3 Quarter 4
Cash management accounts 881.5 991.66 1112.092 1098.392
2020 285.5 338 343 275.5
2021 320 384.5 385.5 379.5
2022 276 269.16 383.592 443.392
Certificates of deposit 1109.5 1447.992 1470.598 1468.4
2020 450 416 438 432.5
2021 306.5 492 404 464.5
2022 353 539.992 628.598 571.4
High-yield savings accounts 2101.5 2191.512 2466.492 2225.408
2020 716 650 827 665
2021 683.5 745.5 884 737
2022 702 796.012 755.492 823.408
ISA accounts 2558.5 3048.56 3410.368 3218.934
2020 904.5 882.5 1057.5 1098
2021 723.5 953 1004 1009.5
2022 930.5 1213.06 1348.868 1111.434
Money MA 161 83 154
2020 63.5 83
2021 97.5
2022 154
Money market accounts 2324 2961.532 3069.848 2872.212
2020 721.5 771 875.5 865
2021 779 958 1056.5 935.5
2022 823.5 1232.532 1137.848 1071.712
Traditional savings accounts 3887.5 4743.2 5107.976 4597.016
2020 1273.5 1558.5 1575.5 1346
2021 1212.5 1615.5 1541 1600.5
2022 1401.5 1569.2 1991.476 1650.516

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Table C) Benchmark Comparisons by Branch

The table "Benchmark Comparisons by Branch" describes the number of customers and the
deposit values for each quarter of 2020 to 2022. The data shows a positive pattern in both
indicators. Generally, Quarter 3 has the highest values, with 2022 having a dome-like pattern and
the highest customer volume (6399.874) or contribution to the budget (£20434.786k). Quarterly
totals illustrate growth: Q1 at 13023. It has a traction of 5%, which is £39221k in deposits, and a
growth of 15% by the end of Q2's 15467.456 and £50062.194k will peak in Q3. The overall
totals, 60762.692 in volume while the profit stood at £191924.61k in deposits reflect a major
growth in customer involvement and financial activity during the specified one-year period
analyzed.

Quarter/ Sum of Customer Sum of Deposit Value

Year Volume (£000)
Quarter 1 13023.5 39221
2020 4414.5 11893.5
2021 4122.5 13610.75
2022 4486.5 13716.75
Quarter 2 15467.456 50062.194
2020 4699 15758
2021 5148.5 16892
2022 5619.956 17412.194
Quarter 3 16791.374 53364.286
2020 5116.5 15601.75
2021 5275 17327.75
2022 6399.874 20434.786
Quarter 4 15480.362 49277.13
2020 4682 14630
2021 5126.5 16518.25
2022 5671.862 18128.88
Grand Total 60762.692 191924.61

The above analysis reveals important tendencies and findings about the performance of Darcy &
Bennet Bank branches, featuring growing levels of customer engagement and deposit values
across different savings service categories and branches in the previous three years. This

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awareness helps in developing strategic plan and allocating resources for future growth and
improvements in customer service.

Task 4: Data Charting and Commentary

In this section, we analyze three charts that show the bank branches deposit value trends over
time, the comparison of saving service categories between branches, and the takeaways of
growth and rebuilding of the Manchester branch.

Chart A: Comparison of Deposit Value Trends Across Bank Branches Over Time

The chart illustrates the deposit value movements across Darcy & Bennet Bank branches in
2020, 2021, and 2022, that is, Liverpool, London, and Manchester, respectively.

The city of Manchester took the lead in deposit value in the year 2020, accounting for €25,500,
followed by Liverpool with €18,000 and London with €14,500. This first look seems to indicate
revenue gains in Manchester compared to others.

In 2021, Manchester’s lead by deposit value was continued and this lead amounted to €29,500 as
compared to £21,500 for Liverpool. Interestingly, London had a consistent value, amounting to
€14,500. The case of Manchester shows that the bank with the largest market share can be quite
efficient and implement winning deposit acquisition strategies.

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From 2022 to now, the deposit value increased to €34,000 in Manchester and the bank's
leadership declared it the best branch from now on. Liverpool and London had just small rises
reaching €22,000 and €15,000. The meteoric rise of Manchester exhibits many successful
endeavours and favourable market conditions within the region.

Chart B: Saving service category performance comparisons between bank branches.

This chart shows the attributes of different saving service groups within Darcy & Bennet
branches. Here's a closer look at the data:

The traditional savings account proved to be an undisputed champion among all divisions, with
Manchester repeatedly exclaiming its supremacy in both customer numbers and deposit size.
This trend indicates the continuing attractiveness of traditional methods of saving by our
customers in the region.

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Along with overdrafts, high-yield savings accounts and ISA accounts were areas where
Manchester had a competitive edge over Liverpool and London. This can mean having
customers from various regions and marketing efforts that are adjusted to local preferences.

Although cash management did well in general, certificates of deposit and cash management
accounts were the most balanced by branch offices. A strategic focus on customer volume and
deposit value of savings services by Manchester is reflected by its leading position.

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Chart C: Impact of the expansion and renovation done in bank branches.

This chart gauges the consequences of branch extension and renewal of the Manchester branch
paralleled to others. Here's an analysis of the data:

Following the 2022 enlargement and renewal, the Manchester branch experienced an exceptional
uplift in deposit value, consistently outperforming Liverpool and London throughout the year.
This suggests that the investment in branch infrastructure and facilities yielded positive results.

A huge spike in deposit value was seen by the branch after the 2022 expansion and renovation
helped its deposit value to outperform both Liverpool and London for the entire year. Thus, the
investment in the infrastructure and facilities of the branches resulting in positive outcomes.

The month-to-month comparisons demonstrate a clear rising trend on the deposit values that
Manchester exceeds other branches during the whole year 2022. This long-term performance is a

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reflection of the importance of continuous management of strategic investments to improve
customer experience and financial results.

The data charts are useful in many ways in that they show the pattern of declining deposit value,
the category of saving services that are performing well, and also the impact of branch expansion
and renovation. The consistent leadership position of deposit value in all categories of
Manchester points to its instrumental role in boosting bank performance on the whole. Such
context allows for informed decision-making and strategic planning which align the bank to
growth and success in the dynamic banking industry.

Task 5: Conclusions and Recommendations

Conclusion

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Having completed a detailed examination of Darcy & Bennet Bank's branch deposit performance
and operations, a number of inferences may be drawn that can form answers to the questions that
the top management of the bank posed.

Primarily, it is clear that the bank has a growth as of three years from 2020 to 2022 in the
customer volume and deposit value. The calculations show the CAGR to be 10.28% for deposit
value and 4.75% of customer volume is associated with the bank's strong market position and
successful customer acquisition strategies.

On the other hand, looking at saving the service categories attracts attention to prominent
traditional savings accounts with high-yield savings accounts and ISA accounts in the last year in
2022. This implies the growth of the demand for such interest-bearing financial solutions which
in turn gives an opportunity to the bank to enhance product diversity and improve customer
satisfaction.

Thirdly, the inter-branch benchmarking reveals that the number of customers and amount of
deposits has significant variation across the different locations. Branches such as Blackpool often
do better than others providing a good example of differences in the market with different
regions and consumer behaviors. Strategic decision-making and resource allocation are required
for the purpose of optimizing operational efficiency as well as improving customer satisfaction
across all the branches.

Recommendations

Following recommendations can be made to the top management of bank

1. Capitalizing on Growth Opportunities: By using the bank's ongoing accumulation of

deposit value and customer count, the management must pay attention to extending the
bank's market share in the leading regions such as Blackpool. Additional investigation on
expansion costs and profitability is needed for success.
2. Diversification of Product Offerings: Recognizing the big market for high-yield
savings accounts and ISAs, the bank should diversify its range of financial products to
meet the changing consumer needs. For instance, this would entail launching new savings

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 products with higher interest rates to attract more customers and retain the existing client
base.
3. Enhanced Data Analytics: The bank can gain more insight into customer behavior,
market trend and branch performance with the help of data analytical techniques. Using
sales outcomes comparison and sales volume and value analysis is a good way to make
decisions about product development, marketing and branch operation issues.
4. Streamlining Operations: Cutting down the list of banking services, following the
example of COTS cafes, can result in more efficient operations and better financial
performance. Through featuring underachieving products and services, and hence
channeling resources towards high-growth areas, the bank can boost operational
efficiency, and consequently multiply the returns on investments.

Through the implementation of these recommendations in combination with a strategy of Data

analytics and operational optimization Darcy & Bennet bank will be able to maintain growth,
customer satisfaction and to remain competitive in the market sector.

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