Running Head: PAUL BELGIUM 1 PAUL BELGIUM 2 Paul Belgium Student Name: Institution affiliated Professor’s Name Date Paul Belgium The Paul Belgium is a major and commonly known for its production of foodstuffs and also drinks that has a lot of restaurant s whose locations are all across globe. The Paul Belgium Company is widely known for the supply of different foods selection and also different types of drinks. The company’s mission is to: · Provide new quality products in different areas such as food, drinks and financial services. · To deliver high quality products · Offering fair and affordable prices · Customers money value The Paul Belgium Company have goals and targets set for the success of their business which begun seven years ago. Among their goals, they had a goal of becoming a sustainable business and also of conducting a large cut down on the carbon footprint of the company. Although, a good progress has been shown towards carbon footprint reduction in the previous years, it is a very slow process for a company to progress and become a sustainable business. At the end of 2015, Paul Belgium Company gave a record of their revenues as $5 billion for that calendar year. The above numbers shows that the company is a major global food and drinks company (Cadario, 2016). The company caters for various consumers, as customers of Paul Belgium Company vary from the ages of 5, where there are kids’ selects the type of food and drinks they need. This is able to show that the Paul Belgium company deals with a wide range of goods in terms of foodstuffs and drinks. Therefore both the young and the elderly prefer the commodities offered by the company because it is one of the widely known companies in terms of its well known foods and the drinks they offer to their customers. Data and analysis 0246810121416CaféFoodDrinksCoffee Staff Data Staff Data The graph above gives a highlight of our first data pieces that was gathered by our group. For this data set, we searched each of the three food floors and found out how many of staff members were working in which sections of the shop. The data was catalogued so as to come up with findings of whether there might be any relationship between popular or less popular food sections and how many staff members are placed there (Mazidi & Speakman, 2017). Our discovery after the survey of some of the members of staff that were generally busy (in the food and drinks area),were more likely to have more of the members of staff being placed on those sections. 051015202530CaféFoodDrinkCoffeeParking frequencyNon parking frequency The above graph give a reflection of the data of how many customers were using the parking lot of the Paul Belgium Company. The reason for the collection of data was so as to understand better whether using the Paul Belgium’s company parking lot would show a correction with the patterns of buying and the more popular sections of t ...

1. Running Head: PAUL BELGIUM
1
PAUL BELGIUM
2
Paul Belgium
Student Name:
Institution affiliated
Professor’s Name
Date
Paul Belgium
The Paul Belgium is a major and commonly known for its
production of foodstuffs and also drinks that has a lot of
restaurant s whose locations are all across globe. The Paul

2. Belgium Company is widely known for the supply of different
foods selection and also different types of drinks.
The company’s mission is to:
· Provide new quality products in different areas such as food,
drinks and financial services.
· To deliver high quality products
· Offering fair and affordable prices
· Customers money value
The Paul Belgium Company have goals and targets set for the
success of their business which begun seven years ago. Among
their goals, they had a goal of becoming a sustainable business
and also of conducting a large cut down on the carbon footprint
of the company. Although, a good progress has been shown
towards carbon footprint reduction in the previous years, it is a
very slow process for a company to progress and become a
sustainable business.
At the end of 2015, Paul Belgium Company gave a record of
their revenues as $5 billion for that calendar year. The above
numbers shows that the company is a major global food and
drinks company (Cadario, 2016). The company caters for
various consumers, as customers of Paul Belgium Company vary
from the ages of 5, where there are kids’ selects the type of
food and drinks they need. This is able to show that the Paul
Belgium company deals with a wide range of goods in terms of
foodstuffs and drinks. Therefore both the young and the elderly
prefer the commodities offered by the company because it is one
of the widely known companies in terms of its well known
foods and the drinks they offer to their customers.

3. Data and analysis
0246810121416CaféFoodDrinksCoffee
Staff Data
Staff Data
The graph above gives a highlight of our first data pieces that
was gathered by our group. For this data set, we searched each
of the three food floors and found out how many of staff
members were working in which sections of the shop. The data
was catalogued so as to come up with findings of whether there
might be any relationship between popular or less popular food
sections and how many staff members are placed there (Mazidi
& Speakman, 2017). Our discovery after the survey of some of
the members of staff that were generally busy (in the food and
drinks area),were more likely to have more of the members of
staff being placed on those sections.
051015202530CaféFoodDrinkCoffeeParking frequencyNon
parking frequency
The above graph give a reflection of the data of how many
customers were using the parking lot of the Paul Belgium
Company. The reason for the collection of data was so as to
understand better whether using the Paul Belgium’s company
parking lot would show a correction with the patterns of buying
and the more popular sections of the company. The gathering of
the data was done through asking the customers if at all they
knew about the parking area or if they used it (Lopez, et al
2017). I had earlier known that the company had a parking area,
but through the data analysis it was so clear that a lot of
customers had no idea of whether there was any parking lot.

4. Parking being one of the tiresome tasks, we believed it would
be of a best interest to Paul Belgium Company. This would be
an easier way for the consumers to buy what they needed
without the hustle of finding a place of parking, thus increasing
the revenue of the restaurant .
Rating Paul Belgium Company
In order to comprehend the customer value that Paul Belgium
Company is trying to come up with, we did a survey of
customer satisfaction. 97, which is our sample, enabled us to
understand what the consumers think of the company and its
commodities. Based on the system of rating going from terrible
to excellent, we ask to see people’s idea of what they think of
the Belgium Company in general and basically how they are the
brand (Polsky et al, 2016) . Then we did a question that is more
specific about the shop in Brussels and basically how they rate
the shop.
05101520253035ExcelllentGoodAveragePoorTerrible
Customers Rating
Customers Rating
In doing this, we see the graph correction giving us a better
understanding of the customer value of Paul Belgium company.
On the first hand, through the observation of the excellent bars
we deduce that there is an important positive customer
satisfaction that regards to the company characteristics. In
addition, there is no general customer disappointment because
there is stabilization of the good and average bars. On the other
hand, there is a negative leverage of the margins between the
value of the consumer brand and the consumer view of the
company regarding to the worst rating that is terrible (Cadario,
2016).

5. Purchases: frequency and relative frequency distribution
As the specificity of Paul Belgium Company, is the offer a
products of wide variety range; this are the different types of
foods and also different varieties of drinks and also services
such as a restaurant. We wanted to know the reasons people
have for buying or eating their foods. From a sample of 87
people, we inquired from the people if they were at Paul
Belgium Company for the restaurant and its food and drink
provision. The results we got were this:
0510152025303540CaféFoodDrinksCoffee
Purchases Frequency
Purchases Frequency
And the Frequency distributions:
The results give a show of two main factors:
First, very few people go to Paul Belgium company for the
purchasing of take away food and drinks. Secondly, 30% which
represents the higher percentage of consumers are taking the the
foods and drinks just from the restaurant rather than home. This
is a confirmation that the Paul Belgium specificity is their main
strength.
Café, 16.1food, 23Drinks, 27.6Coffee, 29.9
FREQUENCY DISTRIBUTIONS
The above pie chart gives us a data reflection about how many
percentages of males and females gives a contribution towards

6. the sales of food in the Paul Belgium Company. The sample of
observation is 127 and the pie chart records 47 male and 80
female. The reason why the female exceeds the male is that Paul
Belgium Company is the food restaurant and our 3 day
observation was that women visited often the company in order
to get and see the new foodstuffs that arrive at the restaurant as
compared to the men. The observation still gave us a record that
the shoppers spend 10-25 minutes in the restaurant and during
this time they would get hungry and focus on purchasing the
food from the Paul Belgium company. This is the enough reason
why the female percentage is more than that of the males.
The size sample of the graph is 40. The graph has some colored
bars that shows the age of the customers that visited the Paul
Belgium Company. This observation was made on Wednesday,
Friday and Saturday. The observation results were that people
between the ages of 20-40 visited the Paul Belgium company
more than any other age group. Everyone is not able to visit the
Paul Belgium company because it is a very expensive food and
drink company. The ages between 20-40 had a classier look in
terms of their standards, they often visited the company. These
people usually comprised of couples that came to the Paul
Belgium Company to spend some time during the lunch break. It
is seen that the age group of people between 10-20 and 40-65
were very low.
The Paul Belgium Company opens from 10 am in the morning
until 7.30 pm in the evening and also from Monday to Saturday.
The busiest working hour is 5 pm in the evening. The majority

7. of people visit the Paul Belgium on weekend rather than
weekdays. This is due to the fact that many people are free from
work when it comes to business rather than weekdays. This
makes the workers to be more active to perform fast services
during the weekend rather on the weekdays due to the rush
associated with the weekend.
Recommendation and conclusion
In conclusion, we have an analysis of the different data
collected individually and at various times of the week. Our
result gives us different opinions on the recommendations we
got from the Paul Belgium Company. Our first recommendation
is that the Paul Belgium Company to incorporate its parking
area. Our research shows that the frequent users of the parking
lot were there for the primary aim of using the food and drink
company. We also found out a lot of people even had no idea of
the existence of the parking lot of the Paul Belgium company,
therefore our recommendation to this is that there should be a
lot of communication to popularize its existence much more
openly to their customers.
Another beneficial aspect to Paul Belgium Company is that
there should be a division of the staff throughout the restaurant
(Bleich, Wolfson, & Jarlenski, 2017). If we consider the data, it
is evident that there are certain food sections that are more
popular and our interview is clear enough to tell us that the
staffs are assigned more on the busier sections but we still
found areas where enhancement was necessary.
As the location of the restaurant is on the last building floor, we
would recommend that the company should attract the
consumers by exposing the restaurant to the passersby. These
will lead to the sales increase. Their food scents could influence
the consumers to purchase from their company and thus there
will be increased sales and also profits made at the end of the

8. day.
References
Bleich, Wolfson, & Jarlenski. (2017). Calorie changes in large
chain restaurants from 2008 to
2015. Preventive Medicine,100, 112-116.
Cadario, R. (2016). The impact of health claims and food
deprivation levels on health risk
perceptions of fast-food restaurants. Social Science &
Medicine,149, 130-134.
Lopez, Folta, Glenn, Lynskey, Patel, & Anzman-Frasca. (2017).
Promoting healthier children's
meals at quick-service and full-service restaurants: Results from
a pilot and feasibility
study. Appetite,117, 91-97.
Mazidi, M., & Speakman, J. (2017). Higher densities of fast-
food and full-service restaurants are
not associated with obesity prevalence. The American Journal
of Clinical Nutrition, The
American journal of clinical nutrition, 31 May 2017.
Polsky, Jane Y., Moineddin, Rahim, Dunn, James R., Glazier,
Richard H., & Booth, Gillian L.
(2016). Absolute and relative densities of fast-food versus other
restaurants in relation to
weight status: Does restaurant mix matter? Preventive
Medicine,82, 28.
_1568556649.xls
Chart1CaféCaféFoodFoodDrinkDrinkCoffeeCoffee
Parking frequency
Non parking frequency
12

9. 20
9
18
16
20
13
26
Sheet1Parking frequencyNon parking
frequencyCafé1220Food918Drink1620Coffee1326To resize
chart data range, drag lower right corner of range.
_1568556690.xls
Chart1CaféfoodDrinksCoffee
Sales
Frequency Distributions
16.1
23
27.6
29.9
Sheet1SalesCafé16.1food23Drinks27.6Coffee29.9
_1568557194.xls
Chart1ExcelllentGoodAveragePoorTerrible
Customers Rating
16
32
28
12
9
Sheet1Customers
RatingExcelllent16Good32Average28Poor12Terrible9To resize
chart data range, drag lower right corner of range.
_1568556670.xls
Chart1CaféFoodDrinksCoffee
Purchases Frequency
32
24
36

10. 12
Sheet1Purchases FrequencyCafé32Food24Drinks36Coffee12To
resize chart data range, drag lower right corner of range.
_1568556484.xls
Chart1MaleFemale
Sales
47
80
Sheet1SalesMale47Female80To resize chart data range, drag
lower right corner of range.
_1568556624.xls
Chart1CaféFoodDrinksCoffee
Staff Data
12
10
15
10
Sheet1Staff DataCafé12Food10Drinks15Coffee10To resize chart
data range, drag lower right corner of range.
_1568556481.xls
Chart11010 to 2020 to 4040 to 65
Age
7
12
30
23
Sheet1Age10710 to 201220 to 403040 to 6523To resize chart
data range, drag lower right corner of range.
Marks & Spencer
Statistics Report

11. BA2 Statistics
By: Aaron Thomas, Diego Devigne, Suprim Tamang
Table of Contents
Cover Page
1
Table of Contents
2
Introduction
3
Data & Analysis
4
Data & Analysis
10
Recommendations & Conclusion

12. 11
Bibliography
12
Introduction
Marks & Spencer is a major multinational retailer with many
stores located all across the globe. Marks and Spencer are

13. commonly known for supplying ranges of branded of clothing,
household/bathroom utensils, a selection of different foods and
drinks, and finally a range of kitchen appliances.
The company’s mission:
· Providing new quality products in the areas of food, clothes,
home, and financial services.
· Delivering high quality goods
· Offering affordable prices
· Customers value for money
Marks & Spencer also have a number of goals set for the
business to accomplish, which began seven years ago. The most
prevalent of these goals is to become a sustainable business, as
well as conducting a large cut down on the company’s carbon
footprint. Although there has been good progress shown towards
the reduction of their carbon footprint in recent years, the
progression in becoming a sustainable business is a very slow
process.
As of the end of 2015, Marks & Spencer announced a revenue of
£10.3 billion for that calendar year. This number equates to a
revenue stream of £858,333,333 million each month,
£198,076,923 million each week, and £28,219,178 million each
day of the last calendar year. These numbers highlighting the
fact that the company is a major global retailer. The company
caters for a number of different consumers, as customers of
Marks & Spencer can vary between the ages of 5, where there
are sections for kids specific clothing, and 90, where there are
sections of clothing apparel catering all ages. This does not
include the fact that Marks & Spencer is used as a supermarket
alternative, as the products they offer their consumers are
likened to supermarket goods with better quality.
Data & Analysis

14. The graph above underlines some of the first pieces of data that
our group gathered. For this set of data, we searched each of the
three floors of the store, and discovered how many members of
staff were working in which sections of the shop. This data was
catalogued in order to discover whether there might be a
relationship between popular/less popular sections of the store,
and how many members of staff are placed there. We
discovered, after surveying some of the staff members, that the
sections of the store that were generally busier (Women’s
clothing and food/drink/kitchen area), were much more likely to
have more staff members posted in those sections.
Floor
Parking Frequency
Non-Parking Frequency
Relative Parking Frequency
Relative Non-Parking Frequency
Men’s Clothing
10
26
27.4%
27%
Women’s Clothing
7
24
25.3%
19%
Café
6
15
15.8%
16.2%
Food/Drink/Kitchen Area

15. 14
30
31.5%
37.8%
Totals
37
95
100%
100%
The graphic above reflects the data of how many customers
were users of the Marks & Spencer parking lot. The idea behind
collecting this data was to better understand whether using the
M&S parking lot would show a correlation with buying patterns
and more popular sections of the store. The data was gathered
by simply asking the customers whether they used, or even
knew about the parking area at all. I had known before hand that
the store had a parking area, however having gathered the data
it was quite apparent that many of the customers did not know
that there was one. With parking being a tiresome task in
Brussels, we believed it would be it would be in Marks &
Spencer’s best interest to make it more visible that there is one.
This would make it easier for consumers to buy what they desire
without the hassle of finding a parking place, thus increasing
store revenues.
Rating Marks & Spencer
In order to understand the customer value that Marks & Spencer
is trying to generate, we did a customer satisfaction survey. Our
sample, which was 87, gave us a better understanding of what

16. customers think about the shop and the brand. Based on a rating
system going “from Terrible to Excellent”, we ask people about
what they think of Mark N Spencer in general. Basically, how
do they rate the brand. Then we did a more specific question
about the shop based in Brussels. Basically, how do they rate
the shop.
By doing so, we see that the correlation of the graphs gives us a
good understanding of the customer value of Marks & Spencer
Brussels.
On the first hand, by observing the “Excellent” bars we deduct
that there is an important positive customer satisfaction
regarding the shop characteristics. Moreover, there is no general
customer disappointment as we can see with the “good” bars
and “average” bars that are stabilized.
On the other hand, there is a marginal negative leverage
between the consumer brand value and the consumer perception
of the shop concerning the worst rating which is “Terrible”.
Purchases: Frequency and Relative Frequency distribution

17. As the specificity of Marks & Spencer’s shops is the offer a
wide variety of products; clothes, supermarket products, kitchen
items, but also service such a restaurant. We wanted to know
why people go to the shop for. From an 87 people sample, we
asked the customers if they were at Mark N Spencer for the
supermarket, clothing, the restaurant, both or “Other” (which
regroups home products, kitchen items, etc.). The results are as
followed:
From this we calculated the Frequency:

18. And The Frequency Distributions:
Those results show two main factors:
First, very few people going to Marks & Spencer for the
“Home” section of the shop.
Secondly, 30%, which is the higher percentage, of consumers is
going to the shop in order to buy food and clothes. This
occurrence confirms that the specificity of Mark N Spencer is
their major strength.
The pie chart built above gives us the reflection of data about
how many percentage of male and female contribute towards the
food sales of Marks & Spencer. The observation is made out of
87 sample and the chart indicates 33% are male and 67% are
female. The reason behind the visitor percentage of female
exceeding male is because M&S is a clothing store as well and
what we found out during our 3 days’ observation was that
women are more fascinated in visiting M&S to buy or look for
new clothes that has just arrived at the store. Furthermore, the
observation also led us to find out that the shoppers would
spend 15-20 minutes in the store. During these time they would
get hungry and buy food from M&S. This is the result why the
visitor percentage of female is more than male.
The sample size of the graph is 31. The coloured bars in the
graph denote the age of the customers who visited Marks &

19. Spencer. The observation was done on Wednesday, Friday and
Saturday. The result we got during the observation were that
people between the ages of 20-40 visited M&S more than any
other age group of people. M&S is a very expensive store and
not every one visits there. People aged between 20-40 who
looked classier in terms of their personal image and standard
were high in numbers who visited the M&S store. These people
were usually couples who came to M&S to spend time during
their lunch break. Other than that, the age group of people
between 10-20 and 40-65 were low.
Marks & Spencer stays open from 10 am in the morning till 7:30
pm in the evening and from Monday till Saturday. As we can
see from the graph that during these opening hours, 5pm in the
evening is the busiest hour. Furthermore, more people come to
M&S in the weekend than on weekdays. This is because of the
free time people have in weekend than in weekdays. As a result,
workers are more active and performs fast service in the
weekend than on week days because of the rush.
Recommendations & Conclusion
In conclusion to this report, we have analysed a range of
different data collected individually and at different times of
the day/week. Our combined results presented us with a variety
of opinions regarding potential recommendations we developed
for Marks & Spencer. The first recommendation we would
advise M&S to incorporate is in regard to their parking area.
Throughout our surveying process we discovered that the more

20. frequent users of the parking structure were primarily there to
use the supermarket area. We also realised that a somewhat
large portion of the customers were unaware that the M&S
parking existed, therefore, we would strongly recommend
communicating its existence much more openly to their
customers.
Another aspect of our data that we believed to be beneficial to
Marks & Spencer would be the division of staff throughout the
store. Considering the data, it was apparent that there are
certain sections of the store that are more popular, and despite
the staff we shortly interviewed/surveyed stating that they
assign more employees to the more frequently busier sections,
we still found areas where this could be enhanced. For example,
in the supermarket area on floor -1, there are times when the
floor is almost empty and times when it is packed, therefore in
transitions between the store being empty and becoming busier
there is almost always a shortage of staff manning the cashiers.
As the restaurant is located on the last floor of the building, we
would recommend that the shop should attract consumers by
exposing the restaurant to locals passing by the store. That
would considerably increase their sales. The scents of their food
could possibly influence consumers to buy food from their
supermarket. Rather than assuming that the store primarily
caters to clothes purchasers.
Bibliography
Digital image. N.p., n.d. Web. 10 Oct. 2016.
<http://beeva.co.uk/wp-
content/uploads/2014/03/Marks_and_Spencer.png>.
Barry, M. (2016) Plan A 2020. Available at:
<http://corporate.marksandspencer.com/blog/stories/plan-a-

21. 2020> (Accessed: 11 October 2016).
Staff Data
Number of Staff Womens Clothing Mens Clothing Café
Food/Drink/Kitchen Area 6.0 5.0 3.0 8.0
Floor
Number of staff
Parking Frequencies
Parking Frequency Mens Clothing Womens Clothing Café
Food/Drink/Kitchen Area 10.0 7.0 6.0 14.0 Non-Parking
Frequency Mens Clothing Womens Clothing Café
Food/Drink/Kitchen Area 26.0 24.0 15.0 30.0
Shop Rating
Series 1 Terrible poor average good Excellent 9.0 7.0
22.0 34.0 19.0
Rating
Customer
Brand Rating

22. Series 1 Terrible poor average good Excellent 2.0 13.0
25.0 40.0 7.0
Rating
Customer
Frequency
Series 1 a b c d e 14.0 24.0 20.0 26.0 3.0
Column1 a b c d e Column2 a b c
d e
Customer Status
Frequency
Frequency Distributions
Sales
Only Restaurant only supermarket only clothes food &
clothes Other 16.1 23.0 27.6 29.9 3.4
Gender
Sales

23. Female Male 0.67 0.33
Age
Total number of Visitors 10 10 to 20 20 to 40 40 to 65
4.0 6.0 12.0 9.0 10 10 to 20 20 to 40 40 to 65
Popular Times
Week days 9a 12p 2,30p 5p 7p 9p 2.0 2.5
3.0 4.5 2.4 0.0 Saturday 9a 12p 2,30p 5p 7p
9p 2.4 2.7 3.4 6.0 4.0 0.0
1
Marks & Spencer
Statistics Report

24. BA2 Statistics
By: Aaron Thomas, Diego Devigne, Suprim Tamang
Table of Contents
Cover Page
1
Table of Contents
2
Introduction
3
Data & Analysis
4
Data & Analysis
10
Recommendations & Conclusion
11
Bibliography
12

25. Introduction
Marks & Spencer is a major multinational retailer with many
stores located all across the globe. Marks and Spencer are
commonly known for supplying ranges of branded of clothing,
household/bathroom utensils, a selection of different foods and
drinks, and finally a range of kitchen appliances.

26. The company’s mission:
· Providing new quality products in the areas of food, clothes,
home, and financial services.
· Delivering high quality goods
· Offering affordable prices
· Customers value for money
Marks & Spencer also have a number of goals set for the
business to accomplish, which began seven years ago. The most
prevalent of these goals is to become a sustainable business, as
well as conducting a large cut down on the company’s carbon
footprint. Although there has been good progress shown towards
the reduction of their carbon footprint in recent years, the
progression in becoming a sustainable business is a very slow
process.
As of the end of 2015, Marks & Spencer announced a revenue of
£10.3 billion for that calendar year. This number equates to a
revenue stream of £858,333,333 million each month,
£198,076,923 million each week, and £28,219,178 million each
day of the last calendar year. These numbers highlighting the
fact that the company is a major global retailer. The company
caters for a number of different consumers, as customers of
Marks & Spencer can vary between the ages of 5, where there
are sections for kids specific clothing, and 90, where there are
sections of clothing apparel catering all ages. This does not
include the fact that Marks & Spencer is used as a supermarket
alternative, as the products they offer their consumers are
likened to supermarket goods with better quality.
Data & Analysis
The graph above underlines some of the first pieces of data that
our group gathered. For this set of data, we searched each of the

27. three floors of the store, and discovered how many members of
staff were working in which sections of the shop. This data was
catalogued in order to discover whether there might be a
relationship between popular/less popular sections of the store,
and how many members of staff are placed there. We
discovered, after surveying some of the staff members, that the
sections of the store that were generally busier (Women’s
clothing and food/drink/kitchen area), were much more likely to
have more staff members posted in those sections.
Floor
Parking Frequency
Non-Parking Frequency
Relative Parking Frequency
Relative Non-Parking Frequency
Men’s Clothing
10
26
27.4%
27%
Women’s Clothing
7
24
25.3%
19%
Café
6
15
15.8%
16.2%
Food/Drink/Kitchen Area
14
30
31.5%

28. 37.8%
Totals
37
95
100%
100%
The graphic above reflects the data of how many customers
were users of the Marks & Spencer parking lot. The idea behind
collecting this data was to better understand whether using the
M&S parking lot would show a correlation with buying patterns
and more popular sections of the store. The data was gathered
by simply asking the customers whether they used, or even
knew about the parking area at all. I had known before hand that
the store had a parking area, however having gathered the data
it was quite apparent that many of the customers did not know
that there was one. With parking being a tiresome task in
Brussels, we believed it would be it would be in Marks &
Spencer’s best interest to make it more visible that there is one.
This would make it easier for consumers to buy what they desire
without the hassle of finding a parking place, thus increasing
store revenues.
Rating Marks & Spencer
In order to understand the customer value that Marks & Spencer
is trying to generate, we did a customer satisfaction survey. Our
sample, which was 87, gave us a better understanding of what
customers think about the shop and the brand. Based on a rating
system going “from Terrible to Excellent”, we ask people about
what they think of Mark N Spencer in general. Basically, how

29. do they rate the brand. Then we did a more specific question
about the shop based in Brussels. Basically, how do they rate
the shop.
By doing so, we see that the correlation of the graphs gives us a
good understanding of the customer value of Marks & Spencer
Brussels.
On the first hand, by observing the “Excellent” bars we deduct
that there is an important positive customer satisfaction
regarding the shop characteristics. Moreover, there is no general
customer disappointment as we can see with the “good” bars
and “average” bars that are stabilized.
On the other hand, there is a marginal negative leverage
between the consumer brand value and the consumer perception
of the shop concerning the worst rating which is “Terrible”.
Purchases: Frequency and Relative Frequency distribution
As the specificity of Marks & Spencer’s shops is the offer a
wide variety of products; clothes, supermarket products, kitchen
items, but also service such a restaurant. We wanted to know

30. why people go to the shop for. From an 87 people sample, we
asked the customers if they were at Mark N Spencer for the
supermarket, clothing, the restaurant, both or “Other” (which
regroups home products, kitchen items, etc.). The results are as
followed:
From this we calculated the Frequency:
And The Frequency Distributions:

31. Those results show two main factors:
First, very few people going to Marks & Spencer for the
“Home” section of the shop.
Secondly, 30%, which is the higher percentage, of consumers is
going to the shop in order to buy food and clothes. This
occurrence confirms that the specificity of Mark N Spencer is
their major strength.
The pie chart built above gives us the reflection of data about
how many percentage of male and female contribute towards the
food sales of Marks & Spencer. The observation is made out of
87 sample and the chart indicates 33% are male and 67% are
female. The reason behind the visitor percentage of female
exceeding male is because M&S is a clothing store as well and
what we found out during our 3 days’ observation was that
women are more fascinated in visiting M&S to buy or look for
new clothes that has just arrived at the store. Furthermore, the
observation also led us to find out that the shoppers would
spend 15-20 minutes in the store. During these time they would
get hungry and buy food from M&S. This is the result why the
visitor percentage of female is more than male.
The sample size of the graph is 31. The coloured bars in the
graph denote the age of the customers who visited Marks &
Spencer. The observation was done on Wednesday, Friday and
Saturday. The result we got during the observation were that
people between the ages of 20-40 visited M&S more than any

32. other age group of people. M&S is a very expensive store and
not every one visits there. People aged between 20-40 who
looked classier in terms of their personal image and standard
were high in numbers who visited the M&S store. These people
were usually couples who came to M&S to spend time during
their lunch break. Other than that, the age group of people
between 10-20 and 40-65 were low.
Marks & Spencer stays open from 10 am in the morning till 7:30
pm in the evening and from Monday till Saturday. As we can
see from the graph that during these opening hours, 5pm in the
evening is the busiest hour. Furthermore, more people come to
M&S in the weekend than on weekdays. This is because of the
free time people have in weekend than in weekdays. As a result,
workers are more active and performs fast service in the
weekend than on week days because of the rush.
Recommendations & Conclusion
In conclusion to this report, we have analysed a range of
different data collected individually and at different times of
the day/week. Our combined results presented us with a variety
of opinions regarding potential recommendations we developed
for Marks & Spencer. The first recommendation we would
advise M&S to incorporate is in regard to their parking area.
Throughout our surveying process we discovered that the more
frequent users of the parking structure were primarily there to
use the supermarket area. We also realised that a somewhat
large portion of the customers were unaware that the M&S

33. parking existed, therefore, we would strongly recommend
communicating its existence much more openly to their
customers.
Another aspect of our data that we believed to be beneficial to
Marks & Spencer would be the division of staff throughout the
store. Considering the data, it was apparent that there are
certain sections of the store that are more popular, and despite
the staff we shortly interviewed/surveyed stating that they
assign more employees to the more frequently busier sections,
we still found areas where this could be enhanced. For example,
in the supermarket area on floor -1, there are times when the
floor is almost empty and times when it is packed, therefore in
transitions between the store being empty and becoming busier
there is almost always a shortage of staff manning the cashiers.
As the restaurant is located on the last floor of the building, we
would recommend that the shop should attract consumers by
exposing the restaurant to locals passing by the store. That
would considerably increase their sales. The scents of their food
could possibly influence consumers to buy food from their
supermarket. Rather than assuming that the store primarily
caters to clothes purchasers.
Bibliography
Digital image. N.p., n.d. Web. 10 Oct. 2016.
<http://beeva.co.uk/wp-
content/uploads/2014/03/Marks_and_Spencer.png>.
Barry, M. (2016) Plan A 2020. Available at:
<http://corporate.marksandspencer.com/blog/stories/plan-a-
2020> (Accessed: 11 October 2016).
Staff Data

34. Number of Staff Womens Clothing Mens Clothing Café
Food/Drink/Kitchen Area 6.0 5.0 3.0 8.0
Floor
Number of staff
Parking Frequencies
Parking Frequency Mens Clothing Womens Clothing Café
Food/Drink/Kitchen Area 10.0 7.0 6.0 14.0 Non-Parking
Frequency Mens Clothing Womens Clothing Café
Food/Drink/Kitchen Area 26.0 24.0 15.0 30.0
Shop Rating
Series 1 Terrible poor average good Excellent 9.0 7.0
22.0 34.0 19.0
Rating
Customer
Brand Rating
Series 1 Terrible poor average good Excellent 2.0 13.0
25.0 40.0 7.0
Rating

35. Customer
Frequency
Series 1 a b c d e 14.0 24.0 20.0 26.0 3.0
Column1 a b c d e Column2 a b c
d e
Customer Status
Frequency
Frequency Distributions
Sales
Only Restaurant only supermarket only clothes food &
clothes Other 16.1 23.0 27.6 29.9 3.4
Gender
Sales
Female Male 0.67 0.33

36. Age
Total number of Visitors 10 10 to 20 20 to 40 40 to 65
4.0 6.0 12.0 9.0 10 10 to 20 20 to 40 40 to 65
Popular Times
Week days 9a 12p 2,30p 5p 7p 9p 2.0 2.5
3.0 4.5 2.4 0.0 Saturday 9a 12p 2,30p 5p 7p
9p 2.4 2.7 3.4 6.0 4.0 0.0
1