Duque Papetiers Gros: Market Analysis & Expansion Strategy Report
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This report assesses the feasibility of expanding Duque Papetiers Gros, a family-owned stationery business in Northern France, into neighboring markets like Germany and Switzerland. It analyzes the wholesale stationery market in Germany, comparing it to other European countries in terms of per capita spending on writing and drawing materials. The report reviews Duque's sales data from 2015-2017, calculates correlation coefficients, and evaluates the pros and cons of expanding into Germany and Belgium. It also identifies relevant international standards (ISO) and calculates the cost of a new building under different loan scenarios. Finally, the report conducts a hypothesis test on the mean value of orders, concluding with an estimated order value of €230. The analysis aims to provide Donald Duque with a comprehensive understanding of the potential gains and risks associated with international expansion.
Report for Duque Papetiers Gros
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Table of Contents
1. Introduction..................................................................................................................................3
Task 1...............................................................................................................................................4
Task 2...............................................................................................................................................5
Task 3...............................................................................................................................................7
Task 4.............................................................................................................................................10
Task 5.............................................................................................................................................12
Task 6.............................................................................................................................................13
Task 7.............................................................................................................................................14
Task 8.............................................................................................................................................15
3. Conclusions................................................................................................................................15
4. References.................................................................................................................................16
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1. Introduction..................................................................................................................................3
Task 1...............................................................................................................................................4
Task 2...............................................................................................................................................5
Task 3...............................................................................................................................................7
Task 4.............................................................................................................................................10
Task 5.............................................................................................................................................12
Task 6.............................................................................................................................................13
Task 7.............................................................................................................................................14
Task 8.............................................................................................................................................15
3. Conclusions................................................................................................................................15
4. References.................................................................................................................................16
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1. Introduction
Analysing and finding out potential scopes or opportunities for business expansion in local and
global market is necessary for growth of any business. In this report Donald Duque owned a
small family stationery business called DuquePapetiers Gros based in Northern France has
been discussed. For a small family business like DuquePapetiers Gros, it is important to
understand both potential gain and risk of expanding in new market. As this business already
become established in north France and created good image in that market therefore, it is looking
to expand in neighbouring countries market like Germany or Switzerland for higher company
growth. For this reason this report is being made analysing its product and its potential in the
neighbour countries where its expansion can be done, customer base of new market, financial
prospect of the expansion and recommendation.
3
Analysing and finding out potential scopes or opportunities for business expansion in local and
global market is necessary for growth of any business. In this report Donald Duque owned a
small family stationery business called DuquePapetiers Gros based in Northern France has
been discussed. For a small family business like DuquePapetiers Gros, it is important to
understand both potential gain and risk of expanding in new market. As this business already
become established in north France and created good image in that market therefore, it is looking
to expand in neighbouring countries market like Germany or Switzerland for higher company
growth. For this reason this report is being made analysing its product and its potential in the
neighbour countries where its expansion can be done, customer base of new market, financial
prospect of the expansion and recommendation.
3
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Task 1
2. Analysis of Issues for Duque Papetiers Gros
2.1 An Overview of the Wholesale Stationers Market in Germany
According to the MGCC report, the annual turnover of Germany stationary industry is more than
€14.8 billion. Estimation of individual spending on this sector product is €182 annually out of
which €35.2 is spent on writing and drawing material. As Germany is the second largest market
of stationary goods across European Union countries, there is a significant scope of market
development for this company. Duque Papetiers Gros also will get strong competition in this
market from local brand which has good image not only locally but also internationally.
Germany’s local brand is also merging to increase their resource and counter new competitor like
Duque Papetiers Gros. It could be a big challenge for Duque Papetiers Gros for establishing
successful expansion. Wholesaler stationers in Germany is try to enter its retail business. Form of
specialist retailer or brand boutique is a hit concept in this country. This is also another problem
for Duque Papetiers Gros as they till now has not entered retail business of stationary.
Increasing digitalization in Germany as they do not sell computer through which most digital
work is done. The slow economy performance of Germany is not portraying Germany as
lucrative expansion option for this company. Although ecommerce which is a growing industry
in Germany. It can be used as medium to expand in this country which will help the company to
navigate the risk of expanding to Germany market as well as explore its increasing revenue,
turnover and demand in this stationary market ( MGCC Perspectives, 2018).
4
2. Analysis of Issues for Duque Papetiers Gros
2.1 An Overview of the Wholesale Stationers Market in Germany
According to the MGCC report, the annual turnover of Germany stationary industry is more than
€14.8 billion. Estimation of individual spending on this sector product is €182 annually out of
which €35.2 is spent on writing and drawing material. As Germany is the second largest market
of stationary goods across European Union countries, there is a significant scope of market
development for this company. Duque Papetiers Gros also will get strong competition in this
market from local brand which has good image not only locally but also internationally.
Germany’s local brand is also merging to increase their resource and counter new competitor like
Duque Papetiers Gros. It could be a big challenge for Duque Papetiers Gros for establishing
successful expansion. Wholesaler stationers in Germany is try to enter its retail business. Form of
specialist retailer or brand boutique is a hit concept in this country. This is also another problem
for Duque Papetiers Gros as they till now has not entered retail business of stationary.
Increasing digitalization in Germany as they do not sell computer through which most digital
work is done. The slow economy performance of Germany is not portraying Germany as
lucrative expansion option for this company. Although ecommerce which is a growing industry
in Germany. It can be used as medium to expand in this country which will help the company to
navigate the risk of expanding to Germany market as well as explore its increasing revenue,
turnover and demand in this stationary market ( MGCC Perspectives, 2018).
4
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Task 2
2.2 Annual Spending on Writing/Drawing Materials per Capita
Countries
Annual Spending on Writing/Drawing Materials
per Capita
Germany € 35.20
Switzerlan
d € 35.50
AUSTRIA € 35
France € 28.30
Slovenia € 20.40
Italy € 18.60
Hungary € 9.60
Table 1: Annual Spending on Writing/Drawing Materials per Capita of 7 countries
(Source: MGCC Perspectives, 2018)
Germany
Switerland
AUSTRIA
france
Solvenia
Italy
Hungary
€ 0.00
€ 10.00
€ 20.00
€ 30.00
€ 40.00
Annual Spending on Writ-
ing/Drawing Materials per
Capita
Figure 1: Annual Spending on Writing/Drawing Materials per Capita of 7 countries in
graph
(Source: MGCC Perspectives, 2018)
In this report we had analyse the individual consumer spending on writing and drawing materials
of 7 European Union countries including France and Germany. The country which spends the
most on these types of items is Switzerland followed by Germany and Austria. As these are main
products of Duque Papetiers Gros; analysis of these items should be done to see which
5
2.2 Annual Spending on Writing/Drawing Materials per Capita
Countries
Annual Spending on Writing/Drawing Materials
per Capita
Germany € 35.20
Switzerlan
d € 35.50
AUSTRIA € 35
France € 28.30
Slovenia € 20.40
Italy € 18.60
Hungary € 9.60
Table 1: Annual Spending on Writing/Drawing Materials per Capita of 7 countries
(Source: MGCC Perspectives, 2018)
Germany
Switerland
AUSTRIA
france
Solvenia
Italy
Hungary
€ 0.00
€ 10.00
€ 20.00
€ 30.00
€ 40.00
Annual Spending on Writ-
ing/Drawing Materials per
Capita
Figure 1: Annual Spending on Writing/Drawing Materials per Capita of 7 countries in
graph
(Source: MGCC Perspectives, 2018)
In this report we had analyse the individual consumer spending on writing and drawing materials
of 7 European Union countries including France and Germany. The country which spends the
most on these types of items is Switzerland followed by Germany and Austria. As these are main
products of Duque Papetiers Gros; analysis of these items should be done to see which
5
neighbouring country has most lucrative market in term of consumer spending. The table above
represents the annual spending of 7 countries on writing and drawing materials. The annual
individual spending of Germany, Switzerland and Austria are €35.20, €35.20 and €35
respectively after which fourth highest is France (€28.3). The gap between first 3 countries and
other 4 countries is very wide. As this company is only operating in northern part of France, it
has huge potential of expansion in Switzerland, Germany and Austria. If the company is looking
for established market then Germany, Switzerland and Austria are its options but if it ready to
develop new market then other 3 countries can be an alternative for them(Parker, 2018). As it has
been analysed in the previous part that Germany market is established but will be big risk for
Duque Papetiers Gros for the sluggish economy growth of Germany, mismatch between
company business model and Germany’s stationary industries main business model (wholesaling
vs. Retailing ) and strong competition from its local brand . Therefore, either Duque Papetiers
Gros can explore established market of Switzerland and Austria or develop market of other 3
countries that is Italy, Slovenia and Hungary.
6
represents the annual spending of 7 countries on writing and drawing materials. The annual
individual spending of Germany, Switzerland and Austria are €35.20, €35.20 and €35
respectively after which fourth highest is France (€28.3). The gap between first 3 countries and
other 4 countries is very wide. As this company is only operating in northern part of France, it
has huge potential of expansion in Switzerland, Germany and Austria. If the company is looking
for established market then Germany, Switzerland and Austria are its options but if it ready to
develop new market then other 3 countries can be an alternative for them(Parker, 2018). As it has
been analysed in the previous part that Germany market is established but will be big risk for
Duque Papetiers Gros for the sluggish economy growth of Germany, mismatch between
company business model and Germany’s stationary industries main business model (wholesaling
vs. Retailing ) and strong competition from its local brand . Therefore, either Duque Papetiers
Gros can explore established market of Switzerland and Austria or develop market of other 3
countries that is Italy, Slovenia and Hungary.
6
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Task 3
2.3 Analysis of Duque’s last three financial years of sales data (2015-2017)
Product item 2015 Sales (€) 2016 Sales (€) 2017 Sales (€)
printer cartridges 25000 26000 22000
general office supplies 25000 27000 23000
low-cost printers 15000 18000 18000
office furniture 25000 25000 27000
shredders 25000 29000 29000
paper-based supplies 25000 27000 27000
writing/drawing
materials 25000 30000 32000
total sales 165000 182000 178000
Table 2: Duque’s annual sales for 3 consecutive years
(Created by the learner)
2600
0
2700
0
1800
0
25000
2900
0
2700
0
3000
0
2016 Sales (€)
printer cartridges general office supplies
low-cost printers office furniture
shredders paper-based supplies
writing/drawing mate-
rials
Figure2: 2016 sales of Duque
(Source: Created by the learner)
7
2.3 Analysis of Duque’s last three financial years of sales data (2015-2017)
Product item 2015 Sales (€) 2016 Sales (€) 2017 Sales (€)
printer cartridges 25000 26000 22000
general office supplies 25000 27000 23000
low-cost printers 15000 18000 18000
office furniture 25000 25000 27000
shredders 25000 29000 29000
paper-based supplies 25000 27000 27000
writing/drawing
materials 25000 30000 32000
total sales 165000 182000 178000
Table 2: Duque’s annual sales for 3 consecutive years
(Created by the learner)
2600
0
2700
0
1800
0
25000
2900
0
2700
0
3000
0
2016 Sales (€)
printer cartridges general office supplies
low-cost printers office furniture
shredders paper-based supplies
writing/drawing mate-
rials
Figure2: 2016 sales of Duque
(Source: Created by the learner)
7
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220
00 23
00
0
18
00
0
27
00
0
29
00
0
27
00
0
32
00
0
2017 Sales (€)
printer cartridges general office
supplies
low-cost printers office furniture
shredders paper-based
supplies
writing/drawing
materials
Figure 3: 2017 sales of Duque
(Source: Created by the learner)
The mixed pie chart of annual sales of 2016 and 2017 shows in 2016 highest sales was in
shredders and writing or drawing materials. From the charts it can also be addressed that the
sales of writing or drawing materials increased in the year of 2017.
8
00 23
00
0
18
00
0
27
00
0
29
00
0
27
00
0
32
00
0
2017 Sales (€)
printer cartridges general office
supplies
low-cost printers office furniture
shredders paper-based
supplies
writing/drawing
materials
Figure 3: 2017 sales of Duque
(Source: Created by the learner)
The mixed pie chart of annual sales of 2016 and 2017 shows in 2016 highest sales was in
shredders and writing or drawing materials. From the charts it can also be addressed that the
sales of writing or drawing materials increased in the year of 2017.
8
Table 3: Correlation Coefficient of Annual sales
(Source: Created by the learner)
Figure 4: Duque’s financial sales represented through scatter diagram
(Source: Created by the learner)
Duque’s annual sales for 3 consecutive financial years are presented in the scatter diagram
above. If the value of R is closer to 1 then the prediction is more likely to be accurate and
relation between two variables is strong and if R2 is nearer to 0 then prediction is like to be weak.
In this case R2 is 0.54 which is in-between meaning prediction is may not be strong.
9
Year Correlation Coefficient
2015-2016 0.900885233
2016-2017 0.847510399
(Source: Created by the learner)
Figure 4: Duque’s financial sales represented through scatter diagram
(Source: Created by the learner)
Duque’s annual sales for 3 consecutive financial years are presented in the scatter diagram
above. If the value of R is closer to 1 then the prediction is more likely to be accurate and
relation between two variables is strong and if R2 is nearer to 0 then prediction is like to be weak.
In this case R2 is 0.54 which is in-between meaning prediction is may not be strong.
9
Year Correlation Coefficient
2015-2016 0.900885233
2016-2017 0.847510399
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The existence of linear progression diagram in above specifies the potential increase in the
growth of the company in the upcoming years. The company did not witness any growth in their
profit margin in the year of 2017 but it is being assumed that by the year end the company will
have a growth in their sales leading to a significant increase in their profit margin.
10
growth of the company in the upcoming years. The company did not witness any growth in their
profit margin in the year of 2017 but it is being assumed that by the year end the company will
have a growth in their sales leading to a significant increase in their profit margin.
10
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Task 4
2.4 Feasibility of Expanding to Germany & International Standards
Should I expand my business to Belgium & Germany?
Pros Score/10 Cons Score/10
High per capita spending in
stationary goods 8 Strong competition from
local brands 8
Increase use of e-commerce 8
Increasing digitalization
and use of computer rather
than paper
9
Established market and high
growth in this sector of these
countries
7
Slow economic growth of
both countries (Belgium
and Germany)
7
High demand 6 Taxation policies 6
Quality of human resource 5 Labour cost 6
Manufacturing costs 5 Registration fee 5
Location 5 Decrease in rating of ease
of doing business 7
Total Pros 44 Total Cons 48
Average Pros 6.285714 Average Cons 6.857143
Table 5: Duque’s financial sales represented through scatter diagram
(Source: Created by the learner)
The above table show the advantages of expanding in Germany and Belgium is slightly less than
disadvantages of this move. According to this table, Duque Papetiers Gros should look into
other option and not expand in Germany.
The international standards that apply to Duque’s activities are listed below.
11
2.4 Feasibility of Expanding to Germany & International Standards
Should I expand my business to Belgium & Germany?
Pros Score/10 Cons Score/10
High per capita spending in
stationary goods 8 Strong competition from
local brands 8
Increase use of e-commerce 8
Increasing digitalization
and use of computer rather
than paper
9
Established market and high
growth in this sector of these
countries
7
Slow economic growth of
both countries (Belgium
and Germany)
7
High demand 6 Taxation policies 6
Quality of human resource 5 Labour cost 6
Manufacturing costs 5 Registration fee 5
Location 5 Decrease in rating of ease
of doing business 7
Total Pros 44 Total Cons 48
Average Pros 6.285714 Average Cons 6.857143
Table 5: Duque’s financial sales represented through scatter diagram
(Source: Created by the learner)
The above table show the advantages of expanding in Germany and Belgium is slightly less than
disadvantages of this move. According to this table, Duque Papetiers Gros should look into
other option and not expand in Germany.
The international standards that apply to Duque’s activities are listed below.
11
ISO 4217: 2015 – this standard is made to ensure the accurate use of currency code. This
currency made it easier to understand in which country currency transaction is happening (Vishik
et al.,2017).
ISO 45001: 2018- this standard is made to ensure that workplace hazard and accidents are
avoided as much as possible. This standard has been named as ‘Occupational health and safety’.
It provide guideline and rules is made by committee of expert in this area. It follows other
generic standard like ISO 14001 and ISO 9001 which help to create other safe working
environment (Jain et aI., 2018)
ISO 50001: 2011- this standard help the organisation their continuous improvement in their
performance and encourage continuous growth and development of the organisation. It correlates
a product with market requirement (Mustapha et al., 2017)
ISO 26000:2010 – this gives advice and helps to understand about social responsibility, its
practice and motives. It also ensures effective steps are taken to fulfil this responsibility. It looks
after every prospect of business activities like its location, size, number of employees and many
others (Ross, 2018).
ISO 3166 - it has three part, one part is for country code, another is for subdivisions and last part
is for former country code .it help to define countries and its subdivision but in same time does
not reveal its name of the country. (Buchta et al., 2018).
12
currency made it easier to understand in which country currency transaction is happening (Vishik
et al.,2017).
ISO 45001: 2018- this standard is made to ensure that workplace hazard and accidents are
avoided as much as possible. This standard has been named as ‘Occupational health and safety’.
It provide guideline and rules is made by committee of expert in this area. It follows other
generic standard like ISO 14001 and ISO 9001 which help to create other safe working
environment (Jain et aI., 2018)
ISO 50001: 2011- this standard help the organisation their continuous improvement in their
performance and encourage continuous growth and development of the organisation. It correlates
a product with market requirement (Mustapha et al., 2017)
ISO 26000:2010 – this gives advice and helps to understand about social responsibility, its
practice and motives. It also ensures effective steps are taken to fulfil this responsibility. It looks
after every prospect of business activities like its location, size, number of employees and many
others (Ross, 2018).
ISO 3166 - it has three part, one part is for country code, another is for subdivisions and last part
is for former country code .it help to define countries and its subdivision but in same time does
not reveal its name of the country. (Buchta et al., 2018).
12
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