, Entreestrategie naar Duitsland van Vercom International BV
Studenten:
Tessa Duivenvoorden (618279)
Quinten Verhulsdonk (625982)
Andreas Sheer Mahomed (635221)
Kees Vendrig (631232)
Sil van der Stappen (628946)
Klas: BSF204
Groep: 204-5
Vak: Beroepsproduct
Onderwijseenheid: OE31
Begeleidend docent: Onno Voorma
Datum van inleveren: 12 januari 2020
School: Hogeschool Inholland
Locatie: Alkmaar
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,VOORWOORD
Dit exportbeleidsplan bevat een entreestrategie voor Vercom International BV. In dit verslag wordt
geanalyseerd wat de beste methode is voor Vercom International om hun diepvriesfolies te
verkopen in Duitsland. Door het verslag heen gaat u mee in de keuzes die gemaakt moesten worden
om een gepaste en effectieve strategie te bedenken voor het betreden van de Duitse markt.
Dit verslag is gemaakt voor het onderdeel OE31: beroepsproduct. Dit is een beroepsproduct in het
derde leerjaar voor de hbo-opleiding business studies bij de onderwijsinstelling Inholland te
Alkmaar. Voorafgaand het kunnen schijven van dit verslag is er veel onderzoek gedaan, vanaf fase 1
tot fase 3 van de opleiding is er gewerkt aan dit project.
Het beroepsproduct OE31 was een opdracht die in een groepsformatie gemaakt moest worden. De
studenten hebben allen heel hard gewerkt aan dit verslag. Tijdens het onderzoek stond de docenten
altijd paraat om vragen over dit project te beantwoorden. Dit heeft veel hulp geboden bij het maken
van het verslag en werd als erg prettig ondervonden tijdens het werken aan het project.
Bij deze wordt Onno Voorma bedankt voor zijn begeleiding en feedback over dit exportbeleidsplan.
Ook alle respondenten worden bedankt voor het helpen bij het kunnen opstellen van dit verslag.
Uiteraard wordt ook Vercom International BV bedankt voor het gebruik mogen maken van hun
onderneming en het verwerken van de informatie in het verslag.
Tessa Duivenvoorden, Quinten Verhulsdonk, Andreas Sheer Mahomed, Kees Vendrig en Sil van der
Stappen
Alkmaar, 12 januari 2020
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,EXECUTIVE SUMMARY
This report is written because Vercom International is a successful organisation which considers
expanding into Europe. But there is not enough information to decide which country is most suitable
for the expansion. Therefore, the students did some research and came to the conclusion that there
were five suitable countries. By analysing different kinds of criteria that are important for this report,
these five countries were selected. The countries that were researched were Lithuania, Denmark,
Switzerland, Germany and Spain.
The first chapter is about analysing the contents of this research. There is not enough information to
choose which country is most suitable. Therefore, there must be done lots of desk research. The
main question will be formulated and substantiated with sub-questions.
In the second chapter there will be an explanation about the decision to internationalize. The
company Vercom International is described by the company’s mission, vision and objectives.
First, the mission from Vercom states: “We strive for consequent innovation, expertise from the
employers and we offer high quality products against sharp prices.” The mission is clear, but far from
simple. The vision states: “Vercom International is a reliable manufacturer and partner for high
quality specialistic PE-foils and packaging, which sells its products on a base of a long partnership
with its suppliers and its buyers.” The mission and vision demand a constant research in technical
improvements and innovations in the production and company processes. There is a training
required from the employers to fulfil the expectations. Eventually, there must also be a reasonable
value for money for the customers.
In the third chapter the countries will be selected. The selection of the countries has been done by
using the BERI-index method. While using this method, there has been looked at certain criteria.
Such as surroundings, infrastructure, political stability, demography, culture, technology and
sustainability. All these factors will be given a score and eventually they will be added up and the
final score is the score of the BERI-index. The country with the highest score will be the country
where the expansion will take place. Based on the score the country that was chosen was Germany.
The chosen state in Germany is Noordrijn-Westfalen.
In the fourth chapter the most suitable entry strategy will be decided for Vercom International. This
will be done by doing desk research. There will be looked at internal and external factors. Eventually
there will be given a conclusion of the most suitable entry strategy. The most suitable entry strategy
for Vercom International is a subsidiary.
In chapter five of this report there will be looked at the marketing strategy, marketing activities and
the marketing budget that will be needed for Vercom International to get a fast rise of growing
brand awareness in Germany with an innovative brand name and image. The marketing activities
contain; stands at a trade fair, holding a networking event at the company, advertise in a trade
journal, and invest in Google Ads Campagne. This will be calculated into a marketing budget. The
marketing budget is 14.849,80 euros.
In chapter six there will be looked at the investment forecast of establishing a subsidiary and if its
achievable for Vercom International. There will be looked at certain costs that are important for this
investment. Such as energy costs, transportation costs, costs for employees etcetera. Eventually,
there will be given a feasibility analysis to conclude if this investment is achievable. Unfortunately,
this investment is not viable for Vercom International.
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, In chapter seven the legal consequences of the chosen entry strategy and the chosen marketing
strategy for Vercom International will be analysed. The ten most important elements that a contract
must contain will be described.
In chapter eight all the information that is collected in this report is used to answer the main and sub
questions. At the end of this chapter there will be a recommendation for Vercom International about
the export strategy that has been made in the report. These answers have given the conclusion to
Vercom International that the chosen export strategy, establishing a subsidiary, is not viable,
because of the high costs per product and the relatively low sales.
The recommendation for Vercom International is that this chosen entry strategy is only achievable,
when they look at possibilities of the available financial resources.
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