International Marketing Strategy for Morrisons in Brazil

This report discusses the international marketing strategy for Morrisons in Brazil, including a situation analysis, objectives, and tactics. It also explores the use of the SOSTAC model and Ansoff Matrix.

P a g e | 0
Assignment title
Module name
Student ID
Word count
Submission date

P a g e | 1
Table of Contents
1.0 Company background..........................................................................................................3
2.0 Task 1 – Introduction...........................................................................................................4
3.0 SOSTAC.................................................................................................................................4
4.0 Situation Analysis (S)............................................................................................................5
4.1 Micro Analysis..................................................................................................................5
4.2 Macro Analysis.................................................................................................................6
5.0 Objectives (O).......................................................................................................................7
5.1 Mission Statement...........................................................................................................7
5.2 Aim and Objectives..........................................................................................................7
6.0 Strategy (S)...........................................................................................................................7
6.1 Ansoff Matrix....................................................................................................................7
7.0 Tactics (T).............................................................................................................................8
7.1 Product.............................................................................................................................8
7.2 Price................................................................................................................................10
7.3 Place...............................................................................................................................11
8.0 Action (A)............................................................................................................................11
9.0 Control (C)..........................................................................................................................12
10.0 Task 2................................................................................................................................12
10.1 Introduction of SOSTAC in the UK................................................................................12
10.2 Current SOSTAC strategy of Morrisons........................................................................13
11.0 Task 3................................................................................................................................14
11.1 PESTEL impact on Morrisons........................................................................................14
11.2 Standardisation, Adaptation and Glocal......................................................................16
11.3 Suitable strategy..........................................................................................................17

P a g e | 2
References................................................................................................................................18
List of Figures
Figure 1: SOSTAC........................................................................................................................5
Figure 2: Product Life Cycle........................................................................................................9
Figure 3: Boston Matrix............................................................................................................10
Figure 4: Pricing Strategies.......................................................................................................11

P a g e | 3
1.0 Company background
Wm Morrison Supermarkets PLC (Morrisons) is a major supermarket chain in the United
Kingdom that operates in the retailing industry. It is the fourth biggest supermarket chain in
the retailing sector of the United Kingdom because the company has established 498 stores
throughout the United Kingdom (Scott, 2018). The location of the global headquarters of the
company is situated in Bradford, West Yorkshire, England. The corporation was founded in
1899, and it was started by William Morrison. The company started its operations by
launching an egg and butter stall in Rawson Market, Bradford, England. The corporation had
expanded its operations by taking over Safeway in 2004 before which it only operated in the
North of England. However, after this acquisition, the corporation expanded its operations
in the South of England, Wales and Scotland (Morrisons, 2019a).
The company is a part of the stock exchange FTSE 100 Index which shows that it is a major
enterprise in the United Kingdom. The mission of the company is to offer the best value to
its customers while managing their day-to-day operations and offer high-quality products.
The vision of the company is to help in creating a positive brand reputation by offering new
products in its industry while creating a better world for its customers (Morrisons, 2019b).
The corporation has implemented policies which are targeted towards achieving its vision.
For example, the company has created a positive brand reputation in the market by offering
high-quality products at relatively low prices to its customers which provides a competitive
advantage to the company. The company has also implemented various initiatives and
policies which are targeted towards uplifting the lives of its customers, employees and local
communities in which the organisation conducts its operations (Morrisons, 2019b).
The company has not implemented any policies to expand its operations in international
markets. Morrisons has extensively established its stores in the United Kingdom; however,
the company has not implemented any provisions to expand its operations outside the
United Kingdom (Scott, 2018). The policies of the company are targeted towards ensuring
that it expands its operations outside the United Kingdom in order to increase its customer
base. There are many emerging and developed markets in which Morrisons can expand its
operations to make sure that it is able to reach out to a diverse range of customers. Other

P a g e | 4
competitors of Morrisons such as Tesco, ALDI and others have expanded their operations
outside the United Kingdom which provides them an edge over Morrisons (Felsted, 2018).
Therefore, the company should focus on using its effective supply chain and distribution
strategy to make sure that it offers its products to an international customer base by
expanding its operations in international market.
2.0 Task 1 – Introduction
International marketing mix is referred to a strategy in which multinational corporations rely
on different marketing instruments with an objective to achieve positive financial results
(Huang and Sarigollu, 2014). In this strategy, the companies evaluate instruments including
product, price, distribution and promotion. This strategy also takes into consideration the
legal and social-cultural circumstances of countries in which the company expands its
operations. Another relevant concept in this regards is the international marketing which is
referred to the application of marketing principles by a company that varied needs and
wants of different people that live in different countries (Vellas, 2016). In this report, Brazil
is selected as the international market for the business expansion of Morrisons where the
company has not established its operations.
3.0 SOSTAC
SOSTAC is referred to a marketing model which was developed by PR Smith in the 1990s; it
is an acronym for situation, objectives, strategy, tactics, action and control which are
referred as the six fundamental facets by Smith (Reed, 2014).

P a g e | 5
Figure 1: SOSTAC
(Source: Eglesdigitalmarketing, 2019)
4.0 Situation Analysis (S)
The situation analysis focuses on analysing where the company is currently by evaluating
micro and macro factors that affect the operations of the company.
4.1 Micro Analysis
SWOT
Strengths
 Morrisons has implemented an
effective supply chain and
distribution network facilities.
 The product range of the company is
diversified, and its portfolio contains
products such as clothes, food,
beverages, music and others.
 The corporation has established over
498 stores throughout the United
Kingdom and hired over 130,000
employees (Scott, 2018).
Weaknesses
 As compared to its competitors,
Morrisons has a limited geographic
area.
 Due to a conflict with farmer rights
and lawsuits, the brand image of the
company has suffered (Ruddick,
2015).
Opportunities
 International expansion in developed
and emerging markets provides an
opportunity for the company to
Threats
 The growing number of local as well
as international competitors
increases the profitability of the

P a g e | 6
increase its customer base (Scott,
2018).
 The corporation can include organic
products into its portfolio as the
demand for health foods increases.
 Morrisons can form partnerships or
acquire small corporations for
increasing business growth.
company (Felsted, 2018).
 The expansion of the business of e-
commerce companies has affected
the market share of Morrisons.
4.2 Macro Analysis
PESTEL
 Political
Brexit is a major political event that resulted in bringing uncertainty regarding changes in
political and legal practices in Brazil which creates challenges for Morrisons (Scalzaretto,
2019).
 Economic
Brazil has a large population and the potential of growth is considerably high as the gap
between rich and poor is declining steadily which creates opportunities for foreign
companies (Resende, 2014).
 Social
As per Hofstede model, the power distance score is high in Brazil (69) than compared to the
UK (35) whereas individualism is substantially low (38) than compared to the UK (89). Thus,
Morrisons has to consider these factors while directing employees and advertising to
customers (Hofstede, 2019).
 Technological
The technological infrastructure of Brazil is lower than compared to the UK based on which
Morrisons might find it difficult to reach out to its customers through an online medium
(Resende, 2014).
 Environmental

P a g e | 7
Policies are implemented by the government to reduce deforestation and emission, and
these guidelines are also implemented on companies such as Morrisons when they expand
their operations in the country.
 Legal
The legal framework of Brazil is flexible and beneficial for corporations such as creditors did
not have the right to crease their assets if they are not able to pay off their debts (Resende,
2014).
5.0 Objectives (O)
5.1 Mission Statement
The mission statement of Morrisons is to provide its customers the highest value for their
money in weekly shopping and providing specialised help from bakers, butchers and
fishmongers than compared to its competitors (Morrisons, 2019b).
5.2 Aim and Objectives
The aim and objectives of Morrisons are to expand its operations and make profits for
investors by selling affordable and high-quality products to its customers by offering them at
the lowest possible prices. This is beneficial for the company while expanding its brand in
Brazil since the demand for cheaper and high-quality goods is high (Morrisons, 2019a).
6.0 Strategy (S)
6.1 Ansoff Matrix
 Market Penetration
Morrisons has established an aggressive strategy to expand its operations in the UK by
opening more than 498 stores. The company can rely on a similar strategy to make sure that
it is able to expand its operations in Brazil by opening stores at convenient locations (Clarke,
Kirkup and Oppewal, 2012).
 Market Development

P a g e | 8
Morrisons can develop its market by expanding it in an emerging country such as Brazil
which will increase its customer base. The company can build relationships with local
retailers and acquire smaller companies to implement effective supply chain operations for
market development (Stones, 2016).
 Product Development
Morrisons can offer affordable products to customers in Brazil since the demand is high and
it can also use the online platform to reach out to a larger customer base by offering food
and grocery home delivery option (Clarke, Kirkup and Oppewal, 2012).
 Diversification
A wide range of products should be included in the portfolio of Morrisons which include
electronics, clothing and music related items to make sure that the company attracts more
customers in Brazil (Clarke, Kirkup and Oppewal, 2012).
7.0 Tactics (T)
7.1 Product
Product Life Cycle
The product life cycle is referred to the progression of an item in the market which goes
through four stages including introduction, growth, maturity and decline (Sharma, 2019).

P a g e | 9
Figure 2: Product Life Cycle
(Source: Sharma, 2019)
The product portfolio of Morrisons includes a wide range of products which includes food
and drink, DVDs and CDs, clothing, books, magazines and groceries.
Boston Matrix
The Boston matrix is a tool that is designed in order to assist in long-term strategic planning
by helping corporations in considering growth opportunities by reviewing their product
portfolio in order to make the decision regarding whether they should develop or
discontinue products (Hanlon, 2018).

P a g e | 10
Figure 3: Boston Matrix
(Source: Hanlon, 2018)
In the case of Morrisons, the company has created a positive brand image by offering high-
quality products at reasonable prices which should be further developed by the company
when it offers them in Brazil since the demand of these products is considerably high in the
country.
7.2 Price
The pricing strategies assist companies in deciding the price of their products by taking into
consideration a wide range of factors such as market condition, trade margins, competitors’
actions, salaries and input costs. Five common price strategies include cost-plus,
competitive, price skimming, penetration pricing and economy pricing (Wang et al., 2016).

P a g e | 11
Figure 4: Pricing Strategies
(Source: By Author)
Morrisons should use economy pricing strategy to expand its operations in Brazil by keeping
the price of its products low and selling large quantities for generating profits.
7.3 Place
Organisations can choose physical and digital distribution strategies while offering their
products to customers. In physical distribution, they choose traditional methods such as
brick and mortar stores, maintaining physical stock and others. In digital distribution,
companies rely on online platforms to offer their products (Karimi and Walter, 2015). Since
Brazil is not a technological advance country and the market of online shopping is limited,
Morrisons should choose physical distribution strategy.
8.0 Action (A)
The management of Morrisons has also focused on aggressive expansion when it comes to
expanding the operations of the company. Although the company has not expanded its
operations outside the UK; however, its management focuses on changing policies to
improve the supply chain operations by ensuring that they rapidly expand the operations of
the company in the country. These plans assist the organisation in reaching at convenient
5 Common
Pricing
Strategies
Cost-Plus
Competitive
EconomyPenetration
Price
Skimming

P a g e | 12
locations for customers making it easier for them to purchase a wide variety of products at a
single place (Dalcin et al., 2014). The products of the company have always been more
affordable than its competitors that have been effective for the organisation since it has
been able to sustain its growth in the retail market of the UK. The company should adopt a
similar strategy while expanding its operations in Brazil to make sure that it is able to reach
out to a large number of customers that prefer its services about its competitors (Dalcin et
al., 2014).
9.0 Control (C)
Performance monitoring is a key method through which Morrisons can ensure that it
oversees its operations and evaluate the key strategies that affect the operations of the
company to make sure that it implements policies which are targeted towards
implementing effective international expansion strategies. The company can rely on KPIs
(Key performance indicators) in order to measure the value which demonstrates how
effective a company is when it comes to achieving its business objectives (Dias and Braga
Junior, 2016). While expanding its operations in Brazil, the company should rely on this
performance indicator to measures its success in the international market by determining
how effective it is when it comes to achieving corporate goals and objectives (Dias and
Braga Junior, 2016). Furthermore, Morrisons can also rely on Customer feedback in order to
collect market insight which is crucial for the organisation to make sure that it is able to
assess the opinion of customers towards its products and services. This will assist the
company in determining whether customers like its products and services or not to make
sure that it made necessary changes to attract more customers. Through these performance
monitoring tools, Morrisons will be able to effectively expand its operations in Brazil.
10.0 Task 2
10.1 Introduction of SOSTAC in the UK
PR Smith has developed SOSTAC framework which can be used by companies as a marketing
planning system to make sure that conduct their situation analysis, evaluate their objectives
and form strategies to effectively expand their operations in foreign markets. SOSTAC is an
effective tool while evaluating the market of the UK because of its simplicity and easy to use

P a g e | 13
guidelines that makes the planning process of companies such as Morrisons much easier
(Clarke, Kirkup and Oppewal, 2012). Organisations are able to achieve their goals and
increase their profitability in the market of the UK while relying on this tool to make sure
that they remain agile and prepared for the adverse market conditions which assist them in
sustaining their profitability.
10.2 Current SOSTAC strategy of Morrisons
Situation Analysis
Based on the situational analysis, the political implications brought by Brexit in the UK
resulted in affecting the operations in Morrisons since it is likely to reduce economic growth
and consumer spending abilities of customers (Scalzaretto, 2019). The economic changed
brought by Brexit is likely to affect the economy of the country, and it will also result in
creating challenged for Morrisons. Based on Hofstede cultural dimension model, the UK
scored high on individualism (89) and indulgence (69) which shows that it has to focus on
the interest of its employees and include them in the decision making the process. It also
scored low on power distance (35) and uncertainty avoidance (35) which is necessary to be
taken into consideration by the company while implementing market strategies (Hofstede,
2019).
The UK is a technologically advanced country, and the online shopping facilities are gaining
popularity which creates challenges for Morrisons due to which the company has also
implemented policies to offer its products online (Sogn-Grundvag, Larsen and Young, 2013).
The environmental policies implemented by the government in the UK are focused on
promoting the protection of natural resources and reducing the carbon footprint of
companies such as Morrisons based on which the company has to implemented
sustainability policies to make sure that it is able to comply with these provisions. The legal
factors are also strict in the UK since they are focused on protecting the rights of customers
by maintaining their health and safety which are necessary to be followed by Morrisons.
These are the macro factors that affect the operations of Morrisons; however, there are
various micro elements as well. For example, the key strength of Morrisons is that it has
built an effective supply chain and distribution network in the UK which allows the
organisation to make sure that it reaches a large number of customers (Stone, 2016).

P a g e | 14
However, the weakness of the company is that it has been involved in legal disputes with
farmers which adversely affected its brand reputation. The key opportunity for the company
is expanding its operations through online shopping by using its distribution networks to
create an efficient network (Stone, 2016). The threat faced by the company is increased
competition in the market due to major players in both offline and online strategy.
Other Factors
The corporation has adopted an aggressive market penetration strategy while opening its
stores in the UK to make sure that it is able to reach out to a large number of customers.
The company has also implemented policies which are focused on developing its market in
the industry by diversifying its product range to make sure that its customers are able to
purchase different types of products at a single place (Sogn-Grundvag, Larsen and Young,
2013). As per the Boston Matrix, the prices of the products are low as compared to their
quality which creates opportunities for the product portfolio of the company. The current
pricing strategy of Morrisons in the UK is economy pricing strategy based on which the
company focuses on reducing the prices of its products to make sure that it sells a wide
range of products to its customers.
This pricing strategy enables the organisation to make sure that it is able to create a positive
link with its customers in the UK because the demand of high quality, affordable products is
increasing in the market which enables the organisation to make sure that it increases its
profitability in the market (Petrovici et al., 2012). The company has implemented both
physical and digital distribution method in order to offer its products to its customers. The
company monitors its performance by collecting consumer feedback from its stores and
online websites to makes sure that it implements their suggestions into its operations to
improve its overall operations which is the key to the success of the enterprise.
11.0 Task 3
11.1 PESTEL impact on Morrisons
 Political

P a g e | 15
Brexit is likely to affect the trading relationship between the UK and Brazil which is likely to
increase challenges for Morrisons since it is likely to face stricter laws and high taxes and
duties when it establishes its products in the country (Feng et al., 2017). However, the
government of Brazil supports the expansion of foreign companies in the country since it
brings foreign current and employment opportunities in the nation which supports its
economic growth which will make it easier for Morrisons to expand its operations.
 Economic
The economic growth of Brazil is considerably high, and the gap between rich and poor is
reducing which means that people are more willing to spend their money by purchasing
products from supermarkets (Guerrero, Cunningham and Urbano, 2015). Morrisons will
provide a sweet spot to customers in Morrisons by offering them high-quality products at
relatively low prices which will likely to increase its sales.
 Social
The population of Brazil is large which provides a large customer base to Morrisons. On the
Hofstede cultural dimensions model, Brazil has scored higher on power distance score (69)
than compared to the UK (35). Moreover, it has also scored lower in individualism (38) than
compared to the UK (89) which is necessary to be taken into consideration while dealing
with employees and customers in the country by Morrisons (Hofstede, 2019).
 Technological
Brazil is not a technologically advanced country, and most customers did not use online
shopping to purchase products which provide an opportunity to Morrisons since the
company will be able to make sure that it is able to attract more customers in its stores
(Guerrero, Cunningham and Urbano, 2015).
 Environmental
In order to create a positive relationship with the government and consumers, Morrisons
has to make sure that it complies with the provisions implemented by the government in
relations to the reduction of deforestation and reduction in the carbon footprint of

P a g e | 16
companies (de Sousa Jabbour et al., 2014). Morrisons has to make sure that it complies with
these guidelines while opening its stores to reduce their carbon emissions.
 Legal
The legal framework of Brazil is considerably stable, and it is favourable towards
corporations to make sure that they are able to effectively conduct their operations and
they did not face legal challenges while conducting their operations. In this regards,
Morrisons will receive many benefits since the organisation’s assets cannot be freeze by its
creditors in case it did not pay their debts (de Sousa Jabbour et al., 2014). The reporting
standards in Brazil are also considerably low when compared to the UK based on which the
company will be able to make sure that it effectively comply with its duties without slowing
down its process.
11.2 Standardisation, Adaptation and Glocal
There are different advantages of each of these strategies which are necessary to be taken
into consideration by corporations while selecting these strategies. Standardisation focuses
on assuming that homogenous markets and in response offer standardised products and
services to customers while using a standardised marketing mix (Checchinato, Colapinto and
Giusto, 2014). The key advantage of this strategy is that it is simple when it comes to
implementation which results in making it easier for organisations to make effective
business decisions. However, the key disadvantage is that it did not take into consideration
specific elements that shape the decisions of customers.
The adaptation strategy takes into consideration the factors relating to inherent diversity in
the global marketplace. This strategy also focuses on adapting the marketing mix that is
fitting as per the factors such as local culture, infrastructure, competition, preferences law
and rules (Checchinato, Colapinto and Giusto, 2014). The key advantages of this strategy are
that it takes into consideration a wide range of factors that affects operations of companies
and consumer purchasing decisions which are necessary to be taken into consideration by
organisations during the international expansion process. The disadvantage is that it is a
complex process which resulted in making it difficult for the company to effective adopts
them by forming policies that take into consideration these factors.

P a g e | 17
Glocalisation strategy is used by parties in order to find the optimal combination of
integration and rationalisation of operations while operating in the global market. This
strategy requires the companies to ‘think global, act local’ to make sure that they are
standardised and adapted to a certain extent and change their conditions when required
(Porto and Belmonte, 2014).
11.3 Suitable strategy
Standardisation Adaptation Glocal
Product Affordable products High-quality products High-quality
products at
reasonable prices
Price Low High Medium
Place Situation in urban areas Situation near local
markets
Aggressive expansion
in major areas
For Morrisons, glocalisation is the most suitable strategy since it will enable the organisation
to increase its profitability by selling more high-quality, affordable products to its customers
in Brazil in many urban and major areas.

P a g e | 18
References
Checchinato, F., Colapinto, C. and Giusto, A., 2014. Advertising in the luxury sector in China:
standardisation or adaptation? A comparison between China and Italy. In The Globalization
of Chinese Business (pp. 241-264). Sawston: Chandos Publishing.
Clarke, I., Kirkup, M. and Oppewal, H., 2012. Consumer satisfaction with local retail diversity
in the UK: effects of supermarket access, brand variety, and social deprivation. Environment
and Planning A, 44(8), pp.1896-1911.
Dalcin, D., R. Leal de Souza, A.N., B. de Freitas, J., D. Padula, Â. and Dewes, H., 2014. Organic
products in Brazil: from an ideological orientation to a market choice. British Food
Journal, 116(12), pp.1998-2015.
de Sousa Jabbour, A.B.L., Jabbour, C.J.C., Sarkis, J. and Govindan, K., 2014. Brazil’s new
national policy on solid waste: challenges and opportunities. Clean Technologies and
Environmental Policy, 16(1), pp.7-9.
Dias, K.T. and Braga Junior, S.S., 2016. The use of reverse logistics for waste management in
a Brazilian grocery retailer. Waste Management & Research, 34(1), pp.22-29.
Eglesdigitalmarketing., 2019. S.O.S.T.A.C- Situational Analysis, Objectives, Strategy, Tactics,
Actions, Control. [Online] Available at:
https://eglesdigitalmarketing.wordpress.com/2017/03/16/s-o-s-t-a-c-situational-analysis-
objectives-strategy-tactics-actions-control/ [Accessed 12/05/2019].
Felsted, A., 2018. Tesco’s Battle in the Aisles Has Gone Global. [Online] Available at:
https://www.bloomberg.com/opinion/articles/2018-10-03/tesco-s-battle-in-the-aisles-has-
gone-global [Accessed 12/05/2019].
Feng, S., Patton, M., Binfield, J. and Davis, J., 2017. ‘Deal’or ‘no deal’? Impacts of alternative
post‐Brexit trade agreements on UK agriculture. EuroChoices, 16(3), pp.27-33.
Guerrero, M., Cunningham, J.A. and Urbano, D., 2015. Economic impact of entrepreneurial
universities’ activities: An exploratory study of the United Kingdom. Research Policy, 44(3),
pp.748-764.

P a g e | 19
Hanlon, A., 2018. How to use the BCG Matrix model. [Online] Available at:
https://www.smartinsights.com/marketing-planning/marketing-models/use-bcg-matrix/
[Accessed 12/05/2019].
Hofstede., 2019. Compare Countries. [Online] Available at: https://www.hofstede-
insights.com/product/compare-countries/ [Accessed 12/05/2019].
Huang, R. and Sarigollu, E., 2014. How brand awareness relates to market outcome, brand
equity, and the marketing mix. In Fashion Branding and Consumer Behaviors (pp. 113-132).
New York City: Springer.
Karimi, J. and Walter, Z., 2015. The role of dynamic capabilities in responding to digital
disruption: A factor-based study of the newspaper industry. Journal of Management
Information Systems, 32(1), pp.39-81.
Morrisons., 2019a. Company History. [Online] Available at: https://www.morrisons-
corporate.com/about-us/company-history/ [Accessed 12/05/2019].
Morrisons., 2019b. About us. [Online] Available at:
https://www.morrisons-corporate.com/about-us/ [Accessed 12/05/2019].
Petrovici, D., Fearne, A., Nayga Jr, R.M. and Drolias, D., 2012. Nutritional knowledge,
nutritional labels, and health claims on food: A study of supermarket shoppers in the South
East of England. British Food Journal, 114(6), pp.768-783.
Porto, M.D. and Belmonte, I.A., 2014. From local to global: Visual strategies of glocalisation
in digital storytelling. Language & Communication, 39, pp.14-23.
Reed, D., 2014. SOSTAC: The guide to the perfect digital marketing plan. Journal of Direct,
Data and Digital Marketing Practice, 16(2), pp.146-147.
Resende, G.M., 2014. Measuring micro-and macro-impacts of regional development
policies: The case of the Northeast Regional Fund (FNE) industrial loans in Brazil, 2000–
2006. Regional studies, 48(4), pp.646-664.

P a g e | 20
Ruddick, G., 2015. Farmers call milk price row a 'morality issue' and vow to continue
protests. [Online] Available at: https://www.theguardian.com/business/2015/aug/11/milk-
price-row-morrisons-pay-farmers-10p-premium [Accessed 12/05/2019].
Scalzaretto, N.T., 2019. Could Brexit be good for Brazil?. [Online] Available at:
https://brazilian.report/money/2019/04/11/brexit-brazil-exports/ [Accessed 12/05/2019].
Scott, K., 2018. Morrisons to face legal action over equal pay. [Online] Available at:
https://www.employeebenefits.co.uk/issues/march-2018/morrisons-legal-action-equal-pay/
[Accessed 12/05/2019].
Sharma, M., 2019. Product Life-Cycle: 4 Stages of Product Life-Cycle (With Diagram). [Online]
Available at: http://www.yourarticlelibrary.com/marketing/product/product-life-cycle-4-
stages-of-product-life-cycle-with-diagram/49062 [Accessed 12/05/2019].
Sogn-Grundvag, G., Larsen, T.A. and Young, J.A., 2013. The value of line-caught and other
attributes: An exploration of price premiums for chilled fish in UK supermarkets. Marine
Policy, 38, pp.41-44.
Stones, M., 2016. Morrisons’ supply chain is ‘a key strength’: analysts. [Online] Available at:
https://www.foodmanufacture.co.uk/Article/2016/05/06/Morrisons-supply-chain-
strengths-key-point-of-difference [Accessed 12/05/2019].
Vellas, F., 2016. The international marketing of travel and tourism: A strategic approach.
London: Macmillan International Higher Education.
Wang, X., He, F., Yang, H. and Gao, H.O., 2016. Pricing strategies for a taxi-hailing
platform. Transportation Research Part E: Logistics and Transportation Review, 93, pp.212-
231.