How electronic point of sale data helps to evaluate changes in beverage
Posted by sere on November 19th, 2019
This study evaluates changes in non-sales Jamie's Italian alcoholic beverage, a national chain of commercial restaurants in the UK, launched a £ 0. 10 per-Drink tax on sugar Sweet drinks (SSBs)Support activities, including the redesign of beverage menus, new products, and the establishment of a children's health fund from tax revenue. Methods we use interrupt time series design to quantify non-12 weeks and 6 months after collection, drink alcoholic beverages using item by item electronic point of sale data. The main results are SSBs and other non-Alcoholic beverages sold by each customer. Using linear regression and multi-level stochastic effect models, adjustments are made based on seasonality and clustering to investigate changes in SSB sales in all restaurants (n=37)SSB sales per customer based on baseline restaurant. As a result, the number of SSBs sold per customer decreased by 11 compared to the forecast period. 0% (−17. 3% to −4. 3%) At 9 in 12 weeks3% (−15. 2% to −3. 2%)at 6u2009months. For non-Beverage collection, child juice sales per customer decreased by 34. 7% (−55. 3% to −4. 3%)At 9 in 12 weeks9% (−16. 8% to −2. 4%)at 6u2009 months. In six months, juice sales per customer increased by 21. 8% (14. 0% to 30. 2%)But the sales of diet cola (−7. 3%; −11. 7% to −2. 8%)Bottled water (−6. 5%; −11. 0% to −1. 7%)declined. Only changes in sales were observed in restaurants with high 3 points in the baseline SSB sales of each customer. Conclusion a £ 0 is introduced. 10 taxation of SSB and supplementary activities are related to the decline in SSB sales per customer in the medium and short term, especially in restaurants with high baseline sales of SSB.
Consumption of sugar Sweet drinks (SSBs)It is related to obesity, type 2 diabetes, cardiovascular disease and dental caries. In the UK, adults spend an average of 50 kcal per day, and children spend an average of 100 kcal per day from SSBs. SSBs may account for half of the excess calories consumed by children every day. Seven randomized controlled trials showed that reduced consumption of SSBs could reduce weight gain and body mass index in children and adolescents. Therefore, reducing SSBs intake is considered to be an important factor in improving the metabolic health of the heart. In recent years, there has been a growing focus on the use of fiscal measures as a tool to reduce SSBs consumption as part of the wider population --Based on preventionInfectious Diseases. 9-11 However, the main evidence on the effectiveness of fiscal measures for SSBs sales or consumption is limited. Research in this area mainly includes modeling studies, laboratory experiments and small field studies in self-catering restaurants in schools and workplaces. 7 9 State-Horizontal regulation is relatively rare, and the assessment of these regulations is still very small, but in Mexico or Berkeley, the place where SSBs are levied and evaluated, they have been with short-term-Regular cuts in SSB procurement. In September 1, 2015, Jamie Italian, a nationwide chain of British restaurants, added £ 0. 10 non-price LevyAlcoholic SSBs they sell internally. The advance price of SSBs ranges from 2. 60 to £3. 25 (Excluding levy fees)Therefore, the increase in the levy is equivalent to a price increase of 3. 1%–3. 8%. Other non-The price of alcoholic beverages is similar, ranging from 2. 00 and £3. 95. Jamie's Italian, combined with the introduction of tax collection, reorganized the non-The alcoholic beverage menu is divided into two parts: SSBs and other beverages (Juice, bottled water and diet coke). In addition, fruit spritzers (Juice mixed with water)Is added to the main nonAlcoholic drinks menuText (see figure 1)In the non-SSB sectionThe alcoholic beverages menu explains the decision to implement a tax, and the proceeds of the tax will be donated directly to the Children's Health Fund, which provides grants to the Children's Health Initiative. The fourth channel television documentary, Jami's sugar fever, first aired in September 3, 2015, supported a tax. Taxation can therefore be considered as a complex "intervention", including the financial component (a price rise)And other non-Could help reduce the financial portion of SSBs purchases. Download new tabDownload powerpointFigure month NonThe alcohol part of the drink menu. Reprinted with permission from Jamie's Italian restaurant. We use this natural experiment to assess whether the implementation of a levy is combined with a non-Levy. Price activities (For the convenience of being called "intervention ")Associated with changes in non-salesAlcoholic drinks. We use the interrupt time series (ITS)Compare the design of the number of SSBs, and other non-Alcoholic beverages, sold per customer prior to intervention, 12 weeks and 6 months later. We use detailed electronic point of sale (EPOS)Data and investigate the effect of all restaurant interventions and whether the effect varies depending on the baseline restaurant SSB sales per customer. Methods in the evaluation of natural experiments, the researchers were unable to control the design and implementation of the intervention. Due to logistical and commercial reasons, Jamie's Italians also intervened in all restaurants, beyond the control of the research team. Therefore, randomization was not possible for this study, and since there were no suitable control conditions, a pragmatic assessment was conducted using ITS design 21. Its approach is considered to be the most robust design available in this case and is widely used for the assessment of public health interventions. Here, we use the guidelines recommended by Jandoc et al for the Study of transparent reporting using its design. Supplementary Document 1 [SP1. pdf]I. Changes in non-numbersFor 12 weeks and 6 months, every customer in all restaurants sells alcoholic beverages. Second, these analyses were layered by the tertiles of the baseline restaurantMenu SSB sales per customer (Low: n = 12 restaurants; Restaurant: n = 13; High: n = 12 restaurants)Assessed only at 6 months. Supplementary Appendix 2 online lists the locations that include the restaurant. Changes in non-statistical analysisAlcoholic beverage sales related to intervention ITS are modeled as an immediate step change in the logThe number of drinks sold by each customer has changed. Before the implementation, the step change is defined as a classification variable equal to zero (up to 31August)And then there's one. This assumes that the intervention will have a stable effect immediately. 21 we did not analyze the changes in the trend because the time after the intervention was too short to make a meaningful explanation. The estimates using weekly data were adjusted according to the time trend of the number of drinks sold per customer, and the estimates using 4-week data were also adjusted according to the quarterly seasonal impact (Appendix 3). Analyze the aggregated weekly data using simple linear regression because the data is only available at the level (37 restaurants together). Analysis of 4-week data using a hierarchical multi-level model with restaurant. Specific random effects in intercept and trend. We report robust standard errors to account for residual self-correlation and clustering. The size and statistical significance of the coefficients of the classification variables are used to evaluate changes related to the intervention (For more information about the model, see Supplementary Appendix 3). The estimated coefficient takes an index representation and represents a percentage change in the number of drinks sold per customer. Sensitivity analysis was performed to test the robustness of the effect time by changing the implementation date to one month before and after the intervention (Appendix 5). Data Detail time-Series data about all non-countedExtracted alcoholic beverages sold from Jamie's Italian EPOS system in 37 qualified restaurants (Retail System)And provided to the author by the company. In order to be eligible to join, the restaurant must be open from June 23-20, 2014 to February 28. Short term assessment-term (12u2009weeks)Changes in sales, we used the restaurant of the number of beverage sales in 37 restaurants from June 8-20, 2015 to November 22. weekly data. This is equivalent to a time series of n = 24 weeks, with 12 weeks of data on both sides of the intervention implementation date. In the evaluation-In the 6-month sales term change, we analyzed the number of drinks sold by 37 restaurants in 23 cycles from June 23-20, 2014 to February 28. These 4-week cycles are standard corporate accounting cycles, and we use data on the maximum number of cycles available in the EPOS system. As the date of implementation (September 1, 2015)Fees levied at 4-During the weekly accounting period, the data for the period is divided into 2-Week cycle to determine the exact implementation date in the analysis. By adjusting the number of customers in each restaurant, the number of drinks sold has been standardized. To do this, we divide the number of drinks sold by the number of "covers" for each restaurant (A cover is equal to an adult or child customer)Each period includes two periods. Non-Alcoholic beverages are divided into two categories:menu and off-menu. On-The menu refers to the beverage that appears on the restaurant beverage menu (see figure 1). Off-A menu is a drink that the customer can ask for but is not listed on the menu. For the on-There are five categories of drinks in the menu group :(1)SSBs levied ,(2)fruit juices, (3)Juice on the children's menu ,(4)diet cola and (5)bottled water (Appendix 1). Drinks not listed on the menu are divided into two categories :(6)SSBs and (7)"Bartender" without Collection ". Also, for fruit spritz (Mixture of water and juice)In June 2015, when the intervention was implemented, drinks were introduced to the main menu, and children's "Fruit water" and milk were introduced to the children's menu. This classification allows to assess the initial impact of the intervention on SSBs sales and to explore possible alternative effects. Tap water order data was not recorded through the EPOS system. A further 1. 3% of all beverages sold during the study were excluded as they did not meet the above categories (eg, slim-Line supplements, smoo and friendly drinks). Supplementary Document 1 [SP1. pdf]I. Changes in non-numbersFor 12 weeks and 6 months, every customer in all restaurants sells alcoholic beverages. Second, these analyses were layered by the tertiles of the baseline restaurantMenu SSB sales per customer (Low: n = 12 restaurants; Restaurant: n = 13; High: n = 12 restaurants)Assessed only at 6 months. Supplementary Appendix 2 online lists the locations that include the restaurant. Changes in non-statistical analysisAlcoholic beverage sales related to intervention ITS are modeled as an immediate step change in the logThe number of drinks sold by each customer has changed. Before the implementation, the step change is defined as a classification variable equal to zero (up to 31August)And then there's one. This assumes that the intervention will have a stable effect immediately. 21 we did not analyze the changes in the trend because the time after the intervention was too short to make a meaningful explanation. The estimates using weekly data were adjusted according to the time trend of the number of drinks sold per customer, and the estimates using 4-week data were also adjusted according to the quarterly seasonal impact (Appendix 3). Results within 12 months prior to the intervention, 2058581Selling alcoholic beverages within the scope of the studyOf the 38% eligible restaurants (n=775u2009230)were SSBs. Table 1 shows every 4-Weekly time periods for each restaurant and each customer in each category. Before and after the introduction of intervention, SSBs are the most common non-Every restaurant and every customer has alcoholic beverages, followed by bottled water and diet coke. On a per-After the introduction of the intervention, the average number of juice increased (main menu)Sales and reductions were observed in SSB, diet cola and children's juice categories. Table 2 reports the average number of newly introduced beverages (Fruit spritz, water for children, milk for children)sold per 4-Restaurant and customer once a week. Overall sales of these new beverages are lower compared to existing beverages. View this table: View the inline View pop-up table 1 Average number of drinks sold per restaurant and per customer (4-Weekly sales cycle)View this table: View the newly introduced non-inline View pop-up table 2Alcoholic beverages sold after SSBsTable 3 implemented sales changes reported a percentage change in the average number of beverages sold by each customer within 12 weeks and 6 months after all restaurants implemented interventions, compared with pre-intervention (See Supplementary Appendix 4 for charts of time series data). Intervention and 11 at 12 weeks. 04% (95%CI −17. 30% to −4. 30%; p=0. 003)Average number of On-reducedMenu SSBs sold by each customer compared to 12-The week before the intervention, adjusted according to the trend. At 6 months, sales changed slightly, with intervention and 9. 34% (95% CI −15. 21% to −3. 15%; p=0. 004)Average number of On-reducedMenu SSBs sold by each customer. No change in sales of Off-Watch the menu SSBs. The 6-month change in sales varies depending on the baseline restaurant SSB sales per customer. Table 4 shows that the intervention is associated with 12. 8% (95% CI −19. 27% to −5. 82%; p=0. 001)On-reduction in quantitySelling restaurants in high SSB, the menu SSBs sold by each customer is reduced by 16. 47% (95% CI −20. 55% to −12. 19%; p
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