







































American Interdisciplinary Journal of Business and 

Economics 
ISSN: 2837-1909| Impact Factor : 6.71 

Volume. 11, Number 1; January-March, 2024; 

Published By: Scientific and Academic Development Institute (SADI) 

8933 Willis Ave Los Angeles, California 

https://sadijournals.org/index.php/AIJBE| editorial@sadijournals.org 

 

 

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TARKETT GROUP EXPANSION STRATEGIES IN NIGERIA AND 

SENEGAL: DUNNING'S OLI APPROACH 

 

Sakpaide Efe Joseph, Ph.D. 

Department of Business Administration, Delta State University, Abraka, Nigeria 

Email: efesakpaide44@gmail.com 

DOI: https://doi.org/10.5281/zenodo.11190773 

Abstract: Any business hoping to succeed must first expand internationally and must also tradeoff between the 

benefits and potential pitfalls that may be associated with such strategies. Consequently, this research did a 

comparative analysis on the expansion plan of Tarkett group to invest in either Nigeria or Senegal. Accordingly, 

the research began by providing an overview of the Tarkett Group, including its history, products and services, 

and current operations using the archival retrieval approach. The study anchored on the Dunning's Oli theory. 

This case study undertake a comprehensive analysis of two potential markets (Nigeria and Senegal) by 

evaluating cultural, administrative, geographic, and economic factors to identify the most favourable market for 

expansion. Data with regards to the gross domestic products of both target countries were sourced from World 

Bank Data Base, 2022 from 2007 to 2021. Data for three (3) macroeconomic variables (inflation rate, exchange 

rate and unemployment rates) were also sourced from the World Bank data base, 2022. The data was interpreted 

using descriptive statistics and trend analysis. The research confirmed that, the target company's entry mode is 

built on the Dunning's Oli theory and is willing to undertake foreign direct investment to overcome barriers 

encountered in Australia. Also, Tarkett Company's international business expansion plan is more likely to 

succeed in Nigeria than in Senegal, despite the challenges posed by Nigeria's macroeconomic turbulence, 

currency depreciation, and low ease of doing business. Hence, the study submits that, for Tarkett to succeed in 

Nigeria, the company should opt for foreign direct investment (FDI) rather than exporting its products.  

Keywords: Tarkett Group, Internationalization Strategies, Comparative Analysis, Expansion Plan, Emerging 

Countries. 

 

Introduction  

One of the critical issues which affect firm going concern is the firm’s internationalization strategy (Ighosewe, 

Uyagu & Iyere, 2020). The term “firm internationalization strategy” centers on exporting goods and services to 

overseas markets while keeping the production headquarters domestic. This implies businesses may avoid 

spending money on employees and facilities abroad. The domestic market is the primary focus of business 

objectives, while there are some that also pertain to the global market. To enjoy the gains inherent in 

internationalization, firms may decide to opt for either multi-domestic business approach, transactional business 

mailto:efesakpaide44@gmail.com


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approach or global business approach. Specifically, the multi-domestic business approach stresses on firm’s 

decision to invest in a global market and customizing items for the local market with the intent to interact 

foreign audience, businesses modify their goods and products and realign their marketing approaches. This 

entails considering the traditions, customs, and cultural characteristics of other countries. Companies that use a 

multi-domestic business model frequently keep their headquarters in their home nation (Iheanachor, & Ozegbe, 

2021). Nevertheless, the business could set up a localized headquarters abroad so that they can more readily 

handle their business dealings with international clients. Again, the transitional business approach is where both 

global and multi-domestic tactics are incorporated into the transnational business plan. As a result, the company 

continues to run out of its headquarters in its home nation while simultaneously being able to grow and launch 

full-fledged operations in other countries. Global corporations provide their goods and services for sale in 

several nations. The ways that the product is marketed in each nation vary.  

Regardless of the country in which it is marketed, a transnational product is the same. The product is universal 

and isn't altered to accommodate regional tastes or customs. Lastly, businesses that adopt a global business 

strategy regard the entire globe as a single market and take benefit of economies of scale in order to enhance 

reach and revenue (Enakirerhi, & Ighosewe, 2024). However, these companies tend to have minimal local 

difference since they homogenize their goods and services to save money and reach as many people as possible 

(Omokaro‐Romanus, Anchor, & Konara, 2019). Rather, they grow into international markets while maintaining 

their central office or headquarters in their nation of origin. Also, adopting a worldwide approach has many 

drawbacks, like setting up sales offices overseas, overseeing global logistics, and ensuring that the suppose 

business conforms to international trade laws. Again, one of the policy challenges facing companies’ expansion 

plans lies on the choice of internationalization model to follow. As such, any business hoping to succeed must 

first expand internationally and must also tradeoff between the benefits and potential pitfalls that may be 

associated with such strategies (Adeleye, Iheanachor, Ogbechie, & Ngwu, 2015) 

Being one of the top French public limited companies in the flooring sector, Tarkett Group is established more 

than 140 years ago under the name "Allibert and Sommer," the business has expanded to offer a wide variety of 

goods and services and has taken up other globally recognized entrepreneurial brands. 46% of the company's 

products are vinyl and laminate, 22% are sports, 17% are commercial carpets, 7% are wood and laminate, and 

8% are rubber and accessories. The firm, which employs over 12,000 people and has over 34 industrial 

locations, sells more than 1.3 million square meters of flooring every day in more than 100 countries. 

As part of the company's international expansion and acquisition strategy, the sports division is strategically 

located in France and Germany, the two major sport hubs in the world. The company has implemented a new 

strategic plan, "impacT 2027," which aims to make the company the easiest, most highly innovative, most 

sustainable and desirable flooring and sport Surfaces Company in the world. This plan is based on four major 

premises: 

a.  Offer customers a best-in-class experience by focusing on product design, recommendation, availability, 

delivery, installation, and services with speed and agility. 

b. Create innovative products and services by leveraging expertise in using recycled floorings and reused 

recycled materials and ensuring that products reach customers on time and as specified. 

c. Lead with sustainability by focusing on environmental and social responsibility. 



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d. Empower high-performing teams by providing entrepreneurial orientation courses to equip them with 

the skills to take calculated risks and achieve the company's mission and vision. 

The Tarkett Group's strategic plan "impacT 2027" aimed at becoming the easiest, most highly innovative, most 

sustainable, and desirable flooring and sport surfaces company in the world, it is a well-established company in 

the flooring industry, with a diverse range of products and services, and a strong international presence. The 

company is committed to offering customers a best-in-class experience, creating innovative products and 

services, leading with sustainability, and empowering high-performing teams. The company's entry mode is 

built on the Dunning's Oli theory, and the company is willing to undertake foreign direct investment to 

overcome barriers encountered in Australia. The company's entry mode is built on the Dunning's Oli theory, 

which states that the entry mode of a company is based on ownership/firm-specific advantage, location 

advantage, and internationalization advantage. The prevalent exchange rate also affects the company's entry 

mode and contractual arrangements. 

Currently, Tarkett Group is evaluating the potential entry modes of foreign direct investment (FDI) and 

exporting to establish a successful presence in the targeted country. Through a comprehensive analysis of 

cultural, administrative, geographic, and economic factors, Tarkett will determine the most favourable market 

for expansion. Additionally, the company will consider its current international expansion strategy, entry mode, 

and potential barriers that may be encountered in the target country in order to make an informed decision. The 

company's goal is to identify the entry mode that will best align with its strategic goals and maximize its 

chances of success in the target market. 

 Consequent upon the information presented above, the researcher will undertake a comprehensive analysis of 

two potential markets (Nigeria vs Senegal) by evaluating cultural, administrative, geographic, and economic 

factors. This will assist us in identifying the country that presents the most favourable market for the Tarkett 

Group to expand into. Additionally, we will consider the company's current international expansion strategy, 

entry mode, and potential barriers that may be encountered in each market. This suggests that the company is 

open to using different entry modes depending on the market conditions and the advantages and disadvantages 

of each mode. Based on the comprehensive analysis of two potential markets (Nigeria vs Senegal), the 

researchers formulated conclusions and provide recommendations on the optimal country for expansion and the 

appropriate course of action for the company to take. 

2. Literature Review 

Since its inception, Tarkett has established itself as a highly competitive player in the flooring industry, despite 

the fierce competition present in the European Union market. According to the United Nations Conference on 

Trade and Development (UNCTAD, 2022), a country has a revealed comparative advantage in a particular 

product when the ratio of its export of that product relative to its total exports exceeds unity. In the case of 

Tarkett, the company has a revealed comparative advantage in the flooring industry, as evidenced by its wide 

variety of product portfolios and strategic location of its sports division in France and Germany, two major 

sports hubs in the world. Furthermore, Tarkett's strategic plan, "impacT 2027," which emphasizes offering 

customers a best-in-class experience, creating innovative products and services, leading with sustainability, and 

empowering high-performing teams, also contribute to its competitive advantage. Additionally, the company's 

business model of manufacturing in the European Union and exporting internationally, as well as its willingness 



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to undertake foreign direct investment and entry mode based on the Dunning's Oli theory; also play a role in 

Tarkett's competitiveness in the European Union market. 

 
Where: 

• P -Aggregate products (with i∈P), 

• XAi – Particular country's particular product say product i, 

• Xwi - world's exports of product i, 

• Σj∈PXAj – Particular country A's total exports; and 

• Σj∈PXwj is the world's total exports (of all products j in P). 

According to the UNCTAD 2022 data reveals that France and Germany are both competitive producers and 

exporters of various inorganic chemicals, plastics in primary forms, monofilaments of plastics with cross-

sections greater than 1mm, and other power generating machinery and parts. France has a comparative 

advantage in these products with RCA values of 1.1276, 1.7989, 1.1524 and 1.3126 respectively while Germany 

has greater comparative advantage in these products with RCA values of 1.5449, 2.1504, 3.8095, and 2.3926 

respectively. This implies that it will take Germany less cost to produce and export these products than France 

as presented in figure 1 

 
Figure 1: Relative Cost Advantage for Both France and Germany’s Targeted Products  

Source: UNCTAD (2021) Report 

The New Trade Theory, first introduced by Paul Krugman in 1979, argues that firms and countries can benefit 

from trade flows by incorporating factors such as technology, quality, brand names, and customer loyalty into 

1.1276

1.7989

1.1524
1.3126

1.5449

2.1504

3.8095

2.3926

Other inorganic chemicals Other plastics, in primary
forms

Monofilaments, of plastics,
cross-section > 1mm

Other power generating
machinery & parts, n.e.s.

France Germany



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explanations of trade flows. This theory differs from the traditional comparative advantage theory by David 

Ricardo and the Heckscher-Ohlin (H-O) theory, in that it accounts for internal (firm-specific) and external 

(dynamic) economies of scale, monopolistic competition, and clustering and network effects. According to 

Markusen and Venables (1998) in their study "International Trade and Industrial Upgrading", the new trade 

theory is an industrial/organization approach to trade that adds elements of imperfect competition, increasing 

returns to scale, and product differentiation to the determinations of foreign trade conventional comparative 

foreign advantage models. 

 
Figure 2: Michael Porter’s National Competitive Advantage Diamond 

Source: Business-to-you.com (B2U) (2022) 

The Porter's National Competitive Advantage diamond, as proposed by Michael Porter in 1990 in his book "The 

Competitive Advantage of Nations," is a framework that helps explain why some countries and companies are 

more competitive than others. According to Porter, a country or company that has a strong competitive 

advantage in one or more of these areas will be more likely to succeed in the global marketplace (Ighosewe, 

2021). In the case of Tarkett, the company is leveraging its European manufacturing competitiveness and 

incorporating factors such as technology, quality, brand names, and customer loyalty into its trade flows. This 

approach is supported by the New Trade Theory, which argues that firms and countries can only benefit from 

trade flows if they incorporate these types of factors into their trade strategies. 

Justifiably, Germany and France, appear to have achieved huge success over the past 3-5 years—in parallel with 

the emergence of Berlin and Paris as hotspots for start-ups and the establishment of a few unicorns in both 

countries. Also, both countries scored 66.5% and 64.0% in terms of strong institutional qualities. Meanwhile, in 



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terms of upgrade of infrastructure, France (82.6%) scored a higher value than Germany (79.6%). On the overall, 

both Germany and France are technologically ready. 

3. Methodology 

This research did a comparative analysis on the expansion plan of Tarkett group to invest in either Nigeria or 

Senegal. Accordingly, the research began by providing an overview of the Tarkett Group, including its history, 

products and services, and current operations using the archival retrieval approach. The study anchored on the 

Dunning's Oli theory. This case study undertake a comprehensive analysis of two potential markets (Nigeria and 

Senegal) by evaluating cultural, administrative, geographic, and economic factors to identify the most 

favourable market for expansion. Data with regards to the gross domestic products of both target countries were 

sourced from World Bank Data Base, 2022 from 2007 to 2021. The data was interpreted using descriptive 

statistics and trend analysis. Data for three (3) macroeconomic variables (inflation rate, exchange rate and 

unemployment rates) were also sourced from the World Bank data base, 2022. 

4. Result and Discussions 

4.1 Comparative analysis of expansion in Nigeria versus Senegal 

 A comparative analysis of expansion in Nigeria and Senegal using the CAGE framework can provide a 

comprehensive understanding of the similarities and differences between the two countries. 

A comparative analysis of expansion in Nigeria and Senegal using the CAGE framework highlights the 

similarities and differences between the two countries in terms of culture, administration, geography, and 

economy. Businesses looking to expand in either country should take these factors into consideration and 

conduct thorough research to understand the opportunities and challenges in each market. Consequent upon the 

above exposition, both target countries are compared below using the CAGE framework: 

A. Geographical Distance between Target Countries 

Trade and investment flows may be significantly impacted by the distance between the target nations. 

According to Jan Tinbergen's gravitation international commerce theory, which dates back to the 1960s, factors 

such as economic mass, comparable consumer tastes, proximity to one another, and level of development all 

have an impact on trade between nations (Tinbergen, 1962). Senegal and Nigeria have close geographic ties, 

which is significant for their commercial connections. Table 1 show that Nigeria is closer to Germany than 

Senegal. Given that it is closer and more accessible; its closeness may encourage commerce and investment 

between Nigeria and Germany. It should be mentioned, nevertheless, that Nigeria has a more typical layout than 

France, despite Senegal being closer to France in terms of miles and kilometers. This suggests that Nigeria's 

logistics and transportation systems could be more advanced, making France more accessible there. 

A significant factor in trade and investment flows is the destination nations' economic mass. Known as the 

"Giant of Africa," Nigeria has a greater population than Senegal and the continent's largest economy. Nigeria 

may become a more alluring market as a result for traders and investors. Although it is not the sole issue, 

Senegal's geographic distance from Nigeria affects their commercial connections. In addition to transportation 

infrastructure and logistics networks, economic mass, cultural, political, and historical linkages are significant 

factors in the flow of investment and commerce between the two countries.  

 

 

 



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Table 1: Geographical Distance between the Target Countries by Flight  

Target Countries Distance to France Average Layout 

Time 

Distance to 

Germany 

Average Layout 

Time 

Nigeria  

(Lagos Airport) 

4718 km 

(2,582 miles) 

2 hours, 39 minutes 4,669 kilometers.  

(2,873 miles) 

6 hours, 9 

minutes 

Senegal 

(Dakar) 

2413 miles (3884 

km) 

4 hours, 18 minutes 6,041 kilometers 

(2,886 miles) 

 6 hours, 13 

minutes 

Source: Webometrics (2023) 

B. Hofsteed’s Cultural (C) Dimension: Geert Hofstede, a Dutch management researcher, created the 

Hofstede's cultural dimensions framework in 1980. It is a helpful tool for comparing and assessing cultural 

variations among nations. Using Hofstede's framework of cultural dimensions, we are able to compare and 

contrast the cultural values of Senegal and Nigeria. The six cultural elements that Hofstede identified are 

Power Distance Index (PDI) - This dimension measures the extent to which a society accepts unequal 

distribution of power. Both Nigeria and Senegal have a high-power distance, indicating that they both have a 

strong acceptance of unequal distribution of power. 

Individualism vs. Collectivism (IDV) - This dimension measures the degree to which individuals act on their 

own or in groups. Senegal has a higher score on this dimension than Nigeria, indicating that Senegal is more 

collectivistic, and Nigeria is more individualistic 

Masculinity vs. Femininity (MAS) - This dimension measures the degree to which a society values traits 

traditionally associated with men or women. Both Nigeria and Senegal have a relatively high score on this 

dimension, indicating that they both value traits traditionally associated with men, such as assertiveness and 

competitiveness. 

Uncertainty Avoidance Index (UAI) - This dimension measures the degree to which a society is comfortable 

with uncertainty and ambiguity. Nigeria the same score on this dimension Senegal, and Nigeria. 

Long-term vs. Short-term Orientation (LTO) - This dimension measures the degree to which a society values 

long-term versus short-term goals. Senegal has a higher score on this dimension than Nigeria, indicating that 

Senegal values long-term goals more than Nigeria. 

Indulgence vs. Restraint (IVR) - This dimension measures the degree to which a society allows for the free 

expression of desires and feelings. Both Nigeria and Senegal have a relatively low score on this dimension, 

indicating that they both value restraint rather than indulgence. 

Table 2: Cultural Basis of Comparison between the Home and Target Countries 

Dimensions Target Countries Home Countries 

Senegal Nigeria France Germany 

Power Distance 70 80 68 35 

Individualism  25 30 71 67 

Masculinity 45 60 43 66 

Uncertainty Avoidance 55 55 86 65 

Long term Orientation 25 13 63 83 

Indulgence  --- 84 48 40 

Source: Hofstede Insight Estimated (2022)  

In terms of non-tariff barriers, Senegal has an import coverage and frequency ratios of 48.30% and 28.77% and 

export coverage and frequency ratios of 32.94% and 10.49%. Meanwhile, Nigeria has an import coverage and 



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frequency ratios of 94.33% and 85.90% and export coverage and frequency ratios of 1.02% and 24.41%. This 

implies that the non-tariff barriers in Nigeria are higher than those in Senegal, making it more difficult for 

businesses to trade with Nigeria. it's important to note that non-tariff barriers are not the only factor to consider 

when making an investment decision. Other factors such as the ease of doing business, political stability, and 

the overall economic environment of the country should also be taken into consideration. 

When deciding which country to invest in, it is important to consider the percentage of non-tariff barriers, 

import and export coverage, and other relevant economic indicators. While Nigeria has higher non-tariff 

barriers than Senegal, it's important to consider other factors and conduct a thorough market research before 

making any investment decision. 

A. GDP comparison between the Home and Target Countries 

Table 3: Selected Countries’ Average GDP  

Year  Target Countries Home Countries 

Nigeria-NGN Senegal-CFA Germany-DEU France-FR 

2002-2006 149,936,655,804.02 9,711,778,659.01 2,647,209,325,702.91 1,996,613,762,076.62 

2007-2011 338,840,572,141.90 16,185,935,538.77 3,546,217,300,048.34 2,760,425,563,616.55 

2011-2016 491,189,564,129.66 18,638,374,892.90 3,595,496,014,530.96 2,652,733,219,327.22 

2017-2021 423,727,495,531.00 23,926,163,991.53 3,940,624,470,116.01 2,742,373,326,312.39 

Source: Researcher’s Compilation from World Bank Data Base, 2022 

Table 3 Nigeria has a far higher GDP than Senegal-CFA. This indicates that Nigeria has a more developed and 

stable economy, which can provide a larger market for goods and services and potentially a more viable 

environment for investment. Thus, if Tarkett were to decide to invest in either of the two target countries, it 

would be more beneficial to invest in Nigeria, as it has a higher GDP and a more developed economy. 

Table 4, which has been generated from the information presented in Table 3, provides a visual representation of 

the extent to which the home country’s GDP differs from the target countries. This table shows the GDP gap 

between each country and the home country, France. The GDP gap between France and Nigeria is significantly 

larger than the GDP gap between France and Senegal-CFA. This further supports the conclusion that Nigeria 

would be a more viable target country for investment than Senegal-CFA. 

Table 4: Distances/Difference among Countries’ Average GDP  

Year  NGN to 

CFA 

DEU to 

NGN DEU to CFA FR to DEU FR to NGA FR to CFA 

2002-2006 15.44 17.66 272.58 0.75 13.32 205.59 

2007-2011 20.93 10.47 219.09 0.78 8.15 170.54 

2011-2016 26.35 7.32 192.91 0.74 5.40 142.33 

2017-2021 17.71 9.30 164.70 0.70 6.47 114.62 

Note: NGN-Nigeria; CFA-Senegal; DEU-Germany; & FR-France 

Source: Researcher’s Compilation from World Bank Data Base, 2021 

Table 4 indicates that from 2002 to 2006, Germany's GDP was 17.66 times higher than Nigeria's GDP and 

272.58 times higher than Senegal's GDP. Similarly, France's GDP was 13.32 times higher than Nigeria's GDP 

and 205.59 times higher than Senegal's GDP. It can be observed that the GDP of both home countries is closer 

to Nigeria's GDP than Senegal's GDP. Based on this data, it is recommended that Tarkett should consider 

investing in Nigeria as it presents a more favorable economic environment when compared to Senegal. 



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B. Inflation Rate Comparison between the Home and Target Countries 

 
Figure 1: Home Countries (Germany & France) Inflation Rate Movement from 2002-2021 (20 Year 

Observations) 

Source: World Bank Data Base, 2022 

Figure 1. Another theory that may be relevant is the International Fisher Effect (IFE), which states that the 

difference in nominal interest rates between two countries is equal to the difference in expected inflation rates. 

This suggests that to determine which country would be a better investment opportunity, one would need to 

compare the expected inflation rate in Nigeria to the expected inflation rate in Senegal. 

In this case, by considering the inflation rate of Nigeria and Senegal, it appears that Senegal has a lower 

inflation rate than Nigeria. As of 2021, Nigeria has an inflation rate of 14.33% while Senegal has an inflation 

rate of 1.50%. This suggests that Senegal may be a better investment opportunity, as the lower inflation rate 

may result in a more stable economic environment and higher returns on investment. 

C. Unemployment Rate Comparison between the Home and Target Countries 

In analyzing the unemployment rate of Nigeria versus Senegal, one would likely consider several economic 

theories. One theory that may be relevant is the Okun's Law, which states that there is an inverse relationship 

between unemployment rate and economic growth. This suggests that a country with a lower unemployment 

rate may indicate a stronger economy and potentially better investment opportunities. 

According to data from the World Bank, as of 2021, the unemployment rate in Nigeria was estimated to be 

around 27%, while in Senegal it was around 13.5%. The high unemployment rate in Nigeria can be explained 

by several factors, including a lack of investment in the country's education and training systems, as well as a 

lack of investment in the country's infrastructure, which limits the ability of businesses to expand and create 

new jobs. Additionally, the Nigerian economy is heavily dependent on the oil industry, which is subject to 

fluctuations in global oil prices, further exacerbating the problem of unemployment. 

On the other hand, Senegal has a more diversified economy and has been able to attract more foreign 

investment, which has helped to create jobs and reduce unemployment. However, it is worth to note that the 

0.0000

0.5000

1.0000

1.5000

2.0000

2.5000

3.0000

3.5000

Germany

France



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COVID-19 pandemic has had a significant impact on the global economy and may have affected the 

unemployment rates in both countries. However, it's important to also consider other factors such as economic 

stability, political situation, and level of development before making any investment decision. 

D. Exchange Rate Comparison between the Home and Target Countries 

The report by Thomson Reuters (2022) suggests that the exchange rate between France, Nigeria, and Senegal is 

expected to fluctuate in the near future. According to the report, the French currency is currently traded at a 

forward discount, meaning that it is expected to decrease in value relative to other currencies. On the other 

hand, the Senegalese currency is expected to appreciate, while the Nigerian currency is currently traded at a 

forward premium, meaning that it is expected to increase in value relative to other currencies. 

The increase in the exchange rate of the Nigerian currency is expected to have negative effects on the country's 

economy. It is expected to reduce the purchasing power of the Nigerian currency, increase domestic inflation 

relative to foreign inflation, decrease exports, increase imports, and depress the economy. Additionally, it is also 

likely to increase interest rates in coming years. Also notes that these effects can be mitigated by foreign direct 

investment (FDI). This means that if a company like Tarkett Sports were to invest in Nigeria, they would likely 

benefit more than if they were to invest in Senegal. 

Overall, the report suggests that the exchange rate between France, Nigeria, and Senegal is expected to 

fluctuate, and companies considering investing in these countries should take this into account when making 

their decisions. It is worth to mention that the report is based on a specific date and the exchange rate can 

change over time, it's important to conduct a thorough analysis of the current and expected exchange rate when 

making an investment decision. 

5. Conclusion and Recommendations 

It is argued that, despite the difficulties brought on by Nigeria's macroeconomic volatility, currency devaluation, 

and poor ease of doing business, the Tarkett Company's plan for worldwide business development is more 

likely to succeed in Nigeria than in Senegal. The rationale for this is that Tarkett's products have a larger 

potential market in Nigeria due to its larger economy than Senegal. Nigeria is the biggest economy in Africa, 

which makes it a desirable market for Tarkett's goods. Due to its broader market, Tarkett will have access to a 

wider range of potential clients, which might boost sales and propel the business's expansion.  

Tarkett's products and services are in increased demand in Nigeria due to the country's enormous population. 

Additionally, the Nigerian government has been working to make doing business easier, which might make it a 

more desirable market for Tarkett to enter. Senegal is another possible target market for Tarkett, however 

because to its smaller economy, there may not be as much of a demand there as there is in Nigeria, which might 

restrict the company's ability to develop. Senegal is a less desirable market for Tarkett to enter than Nigeria 

since it is harder to do business there due to its lower population and smaller market than Nigeria.  

According to the report, Tarkett Company would be better off pursuing foreign direct investment (FDI) than 

product exports. This is due to the fact that FDI makes it possible to have more direct and solid relationships 

with the local market and to have more control over the products' manufacturing and distribution. Furthermore, 

FDI makes it possible to access local resources more easily and have a deeper grasp of the local market, both of 

which can improve Tarkett Company's prospects of success in Nigeria. Nigeria offers a wider potential market 

for Tarkett's products because of its larger economy, higher population, and improved ease of doing business, 



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all of which increase the likelihood that the company's international growth strategy would succeed there. 

Tarkett's odds of success will rise as a result. 

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