MANAGING ORGANIZATIONAL STRATEGY
Level 6
44-6884-00N
2013-2014

Yorkshire Tea’s strategic choices

Module Leader UK: Lilia Zerguit
Module Leader Singapore: Jassni Hambali

Student Name: Pham Tuan Anh
Student ID: 23044827
Words count: 4712 (excluded cover page, table of contents, figure, in-text citation and references)

Table of Contents 1. Executive summary 3 2. Introduction 4 3. Critically analyze the major strategic options that Yorkshire tea might be adopted 5 3.1. Yorkshire Tea current strategy overview 5 3.2. Innovation option combine with organic development method and low-price strategy 6 3.3. Internationalization option combine with organic development method 8 3.4. Market development direction combine with strategic alliance method and low-price strategy 9 4. Yorkshire Tea’s internal, external and competitive environment analysis 10 5. Strategic options evaluating 15 5.1. Innovation strategy combine with organic growth method and low-price strategy 15 5.2. Internationalization strategy combine with organic development method 17 5.3. Market development direction combine with strategic alliance method and low-price strategy 19 6. Strategic options recommendation 21 7. Conclusion 23 8. References 23

1. Executive summary

Throughout this report is all about the strategic directions, options and methods in order to generate the most possible strategy for Yorkshire Tea Taylors of Harrogate, which is a traditional family company based, to possibly drive the company for achieving sustainable growth in the next three to five years.

With strategic direction adopted from Ansoff matrix, strategies extracted from The Clock Strategy by Faulkner and Bowman, thanks to SAFe framework for strategic evaluation process and most of the fundamentals strategic concepts adapted from Gerry Johnson in Fundamentals of Strategy.

All the strategies possibility had come up and examined in full range of directions in term of product or market development, options in term of innovation or internationalization and methods in term of either organic development or strategic alliances. Then evaluating based on suitability, feasibility and acceptability model to deliver the most suitable, feasible and acceptable strategy for Yorkshire Tea Taylors of Harrogate.

2. Introduction

Yorkshire Tea Taylors of Harrogate, which is a traditional family company based in the heart of North Yorkshire, this unique business is devoted to many of life’s pleasures. Belonging to Bettys and Taylors group since 1962 through the business purchase over by Bettys Bakery, which was the store opposite in town in Yorkshire. With market penetration direction combine organic development method strategy has consolidated its position in tea and hot drink market with its five types of black tea products. In order to continue growing, Yorkshire Tea might adopt new strategy in full range of directions (market penetration, product development, market development and diversification) thanks to Ansoff matrix, options (innovation, internationalization and diversification) and methods (organic development, merger and acquisition and strategic alliances) to engineer the best strategy for the next coming years. All the strategic possibilities based on its current market conditions and company performing is generating to produce the most suitable, feasible and acceptable strategy to fit into Yorkshire Tea current business model from product development direction combine with innovation option and organic development method to market development direction combine with internationalization option and strategic alliances method. Then, applying strategic evaluation process thanks to SAFe framework to facilitate the best strategic options based on suitability, feasibility and acceptability of each strategic characteristic. Finally, picking the most possible strategy up in strategic recommendation to fit with Yorkshire Tea.

3. Critically analyze the major strategic options that Yorkshire tea might be adopted

3.1. Yorkshire Tea current strategy overview

Let’s have a look at current strategy that Yorkshire Tea is driving since it has first established. According to Gerry Johnson, organic development is where a strategy is pursued by building on and developing an organization’s own capabilities (Johnson; Whittington; Scholes, 2011), this strategy method has combined with market penetration direction adopted from Ansoff matrix, which is defined as implies increasing share of current markets with the current product range (Johnson; Whittington; Scholes, 2011), along with the ancient culture had formed since 1886, Yorkshire Tea still carry on this strategy along with its history through various remarkably milestone like the purchase of Bettys Café Tea Room, which was core business in bakery over Taylor family, which was importing tea and coffee is core business in 1962 (Yorkshire Tea, 2013) to form Bettys and Taylors Group. Yorkshire Tea is well using its existing capabilities in blending tea and its well-organized supply network all over the world to obtain market share in term of black tea segmentation. Furthermore, with British strong tea-drinking country based over its cultural history, this factor can be consider as competitive advantage in term of home demand conditions (Porter, 1998) because the nature of the British customers over its competitor like Tetley and Lipton. By using this method, Yorkshire Tea is mind freeing to think about raising fund to finance some potential acquisitions unlike other does. However, it should invest in research and development to create new product for consolidating their position in tea brewing firm. In addition, strategic independence is another feature to take into account when adopting this strategy method and direction. There is no need to concern about any same compromises as might be necessary if Yorkshire Tea made an alliance with a partner organization, Tetley, for example.

3.2. Innovation option combine with organic development method and low-price strategy

As a strategy options, Yorkshire Tea should consider a move in product development along with the core product black tea. Gerry Johnson said that: “Product development is where organization deliver modified or new products (or services) to existing market” (Johnson; Whittington; Scholes, 2011). To engineer this move, green tea and herbal tea are two new products to exploit for Yorkshire Tea, which has its own sustainable supply network in finest tea-growing estates such as India, Kenya and Rwanda (Yorkshire Tea, 2013). However, Lipton is a current big player internationally in that two area to exploit. Therefore, as a product development direction adopted from Ansoff matrix, Yorkshire Tea would better aim to their existing customer based with both reputation and recognition are established over a long period of time. In fact, Yorkshire Tea already possessed its own product for decaffeinated classification segment, which is well known by Yorkshire Tea Decaf and recognized by millions of customer. In addition, combining low-price strategies from The Clock Strategy (Faulkner and Bowman, 1995) with product development direction to earn market share for a new products even bigger than its existing market share. On the other hand, customer perception about product benefit is already there with its famous black tea products. Parallel with product innovation, product renovation relates to improvements of existing products, such as changes in the packaging, shape, taste, or quality is also important to focusing on in order to consolidate the market share. As explained by Herbert Oberhaensli, Head of Economics and International Relations, ‘you always need to renovate your existing offer in order to keep the products alive. However, renovation and innovation do not contradict each other. Improving our products is a process of many small steps and a few big leaps. We have to do both if we want to be successful’ (Oberhaensli, 2005). Hence, with the current 5 types of tea in term of black tea, Yorkshire Tea will have a great idea to renovate its black tea more attractive and creative or even more tasteful to its own customer. More specifically, Yorkshire tea can change its traditional carton box package into more environment friendly materials like soft paper. More importantly, with the advertising budget that Yorkshire Tea already had and spent over year, it is possible to add two more products in its TV adverting which was kicked off since February 2011. Let’s have a look at table below:

| 2007 | 2008 | 2009 | 2010 | 2011 | Change 2010-11 | | £000 | £000 | £000 | £000 | £000 | % | | | | | | | | PG Tips | 4,106 | 7,472 | 3,925 | 2,556 | 4,764 | +86 | Yorkshire Tea | 1,623 | 1,147 | 1,945 | 2,197 | 4,512 | +105 | Tetley | 321 | 0 | 23 | 3,257 | 2,322 | -29 | Twinings | 0 | 0 | 707 | 349 | 2,075 | +495 | Horlicks | 997 | 1 | 885 | 2,430 | 1,182 | -51 | Aldi | 0 | 0 | 0 | 0 | 1,006 | na | Clipper | 1 | 0 | 1 | 94 | 597 | +534 | Options Indulgence | 0 | 0 | 0 | 0 | 533 | na | Lipton Infusions | 0 | 0 | 456 | 269 | 509 | 90 | Others | 13,626 | 8,330 | 13,602 | 10,518 | 7,788 | -26 | | | | | | | | Total of above (‘000) | 20,674 | 16,950 | 21,546 | 21,669 | 25,288 | +17 |

Figure 1: Advertising expenditure in the UK tea and hot drinks market, by brand, 2007-11

Based on brands with the highest ad spend in 2011
(Source: Nielsen Media Research/Mintel)
3.3. Internationalization option combine with organic development method

As a move to expand business across the borders, internationalization strategies should be taken account in consideration along with market development direction that Gerry Johnson stated that: “Market development involves offering existing product to new markets” (Johnson; Whittington; Scholes, 2011). Take advantage from Yorkshire Tea own supply network all over the world, it would be the wise move to operate its own business at those estates, where Yorkshire Tea has already built it recognition to the tea farmer. So, Yorkshire Tea can gain competitive advantage in term of geographic advantage over its competitors. Furthermore, cost advantage is another aspect need to take into account due to favorable logistic. Indeed, cost reduction in supply chain as well as time-consuming is a huge gain in this manner because the reduction in distance travel of raw materials as well as time arrival to the factory relatively to gain efficiency in production progress. And, low product-development cost in tea brewing industry is also need to concern. Last but not least, the labor cost in those estates like India, Kenya is respectively cheap compare to its own origin British, so when consider going internationalization in those estate, cost advantage is an enormous impact for strategic decision-making.

In this option of international strategies, Yorkshire Tea could make a move with Multi-domestic strategy with each supply estate respectively to become new entrants. For example, with Assam in North India, Yorkshire Tea can establish a new subsidiary there. The same in Kenya and Rwanda, where Yorkshire Tea have supply network respectively over there. Again, cost advantage is the main factor to consider. Wholly owned subsidiary will be the entry mode to enter these markets, it is the best to locate factory as near tea farmer area as possible.

3.4. Market development direction combine with strategic alliance method and low-price strategy

Another strategic option could be raised here is market development direction combine with strategic alliances method, which is defined by Gerry Johnson that is where two or more organization share resources and activities to pursue a strategy (Johnson; Whittington; Scholes, 2011). In this manner, Yorkshire Tea needs to set a look into two largest markets in the world are India and China, which are gigantic in term of population offering a huge opportunities to increase market share as well as economic of scale internationally. Yorkshire Tea can choose either equity or non-equity alliances to this big two because of huge gain in market share as well as economic of scale is taking in first place. Moreover, combining with low-price strategies adapted from The Clock Strategy (Faulkner and Bowman, 1995) to gain market share from allied partner. For instance, 5 per cent market share gain from these big two markets is considering an enormous number in term of quantity. Never the less, it is far better to have commitment implied by ownership rather than contractual concept. Hence, setting up a joint venture is the option of entry mode in this combined strategy. Access alliances will be taken form of motive for this combined strategy option because Yorkshire Tea need a local partner with the wide distribution channels to access its huge population and black tea market to local consumer as well.

Back to the fundamental point, India and China also have another point to prove is both of them have country-specific different with strong tea consumption cultural. Especially in India, where the British influence which remains strong, from colonial style bungalows and buildings, to machinery, to infrastructure and even the original processes still being used today. Therefore, it is a huge competitive advantage to make a move into this big two.

4. Yorkshire Tea’s internal, external and competitive environment analysis

Base on the poster presentation that our group found out about Yorkshire Tea’s environment. Here is the summary:

PESTEL analysis

Inside the PESTEL analysis, the awareness of technology advancement is fully took advantage by increasing the like on Yorkshire Tea’s Facebook fan page to more than 177 thousands of followers in 2013 (Yorkshire Tea’s Facebook, 2013). So, this could be consider as a marketing tool for Yorkshire Tea to keep in touch with their customer with all the updated news, pictures, events as well as brand awareness globally. Furthermore, cost advantage is also the good purpose.
SWOT analysis

Among these opportunities in SWOT analysis, Yorkshire Tea can take competitive advantage by innovating new products like green tea or herbal tea, for example. On the other hand, Yorkshire Tea can renovate their five existing products to fit young customer’s taste. By doing so, they can overcome the threat of product diversification as well as life style changing in term of young generation.

Porter five’s forces

In term of competitive environment, bargaining power of suppliers and threat of substitutes under coffee or iced and flavored teas are the most concerned factors. First, under the threat of lifestyle changing in young generation that I have mentioned above in SWOT analysis, the like of coffee and iced or flavored teas are dominant for young-drinker consumers with Starbucks’ product or bubble tea, for instance. Second, the import of raw materials without having Yorkshire Tea’s home ground tea trees is the opportunity for suppliers to increase the price. Consequence, the input price will absolutely climb up.

Yorkshire Tea’s stakeholders

Stakeholders’ power and interest matrix

Yorkshire Tea has currently more than ten stakeholders indeed. All the stakeholders’ position should be maintained, their positions suit well to the existing business model. However, supplier is the only one stakeholder that may reposition to the key players. That means they could have high power in the future. The raw material resources they have been providing are top in quality and will be 100% Rainforest Alliance certified. The suppliers are vital to Yorkshire Tea, so they would better build a strong relationship with suppliers by helping them to gain Rainforest Alliance certified.

5. Strategic options evaluating

5.1. Innovation strategy combine with organic growth method and low-price strategy

For strategy’s suitability, this strategy is all about innovation and renovation as it’s strengthen the Yorkshire Teas’ position in term of product development. Moreover, these two new product green tea and herbal tea famous for it environment friendly as a main objective of Yorkshire Tea in protecting the Earth through various projects such as fighting deforestation in 2011 (Yorkshire Tea, 2013). With Yorkshire Tea product’s checking process, green tea and herbal tea also will be testified eight times before it reach customers so another Yorkshire Teas’ could be exploited in term of well-crafted. It also avoids the weakness in not globalization in term of product as I stated above that these two new products would be marketed to its own customer based first for safety reason in new product launching. Furthermore, product development direction will play a role in converting its chronic threat in product diversification with just five types of tea since establishment in 1886 into a little bit various products for customer’s buying options. However, in mature market like United Kingdom, organization tend to prefer process innovation rather than product innovation according to Gerry Johnson (Johnson; Whittington; Scholes, 2011), therefore, it could be the negative point take account into consideration. On the other hand, lifestyle changing would affect decision-making in launching because the young demographic tend to prefer soft drink like Coca-Cola or Pepsi products to fit their tastes. But, look at the other angle; with the current tight competition over Yorkshire Teas’ big competitors like Lipton and Tetley, product innovation and renovation are diversifying its own product portfolio. Back to Yorkshire Teas’ suppliers in India, Kenya and Rwanda, they have to come up with a new project to popularize these two new products in order to get raw materials from these suppliers because strong relationship already settled down here. In addition, the existing over 25 countries distribution network will play a very vital role to distribute new products. In term of customer perception about new product, they will have more choices to select, which one they prefer between various choices came from different brands. Beside that, Yorkshire Teas’ current culture depend heavily on family business will not be affected with product development direction as it will somehow play a role in value-adding that Yorkshire Tea is undertaking.

Move to strategy’s feasibility, as it is defined is concerned with the practical viability of the strategy, and hence whether it can obtain or develop the necessary resources, competences and organizational systems. As the characteristic of product innovation, it absolutely involve a huge investment initially to research and development that Yorkshire Tea might be lack of or they have access capital market to raise the fund so that they can engineer the move. Somehow, insufficient fund would be important concern to lead to decision. However, it can take the advantage in term of competence for people and skill, which almost staff are skillful and familiar in tea producing, tea making and tea testing processes. Furthermore, Yorkshire Teas’ current company system is fully possible to move for this strategy, as it would be named a huge company’s expansion step.
Last but not least, the acceptability of this strategy is the final concern from employees, distributors, suppliers and customers. In profitability concerns, of course, with a huge initial fund to finance product innovation so that it will be taking three to five years in term of payback period to start making return. Beside that, discounted cash flow and return on capital employed also give Yorkshire Teas’ Board certain point of view in consideration for this investment. For employee point of view, Yorkshire Tea is growing and expanding will be the good signal for them to self-motivated in order to give their bests to the company. There is no innovation strategy is risk free in term of customer’s recognition so that employees would love to work harder to obtain the goal. About supplier’s side, with their current capabilities about land, skill and experience, adopting these two new products will not be problematic for them along with Yorkshire Teas’ expert guidance. On the other hand, it will help them financially to improve their living standard. It will be the same for distributors, the workload will be more to deal with but they will like it more or less in term of revenue increasing.
5.2. Internationalization strategy combine with organic development method

On strategy’s suitability, internationalization might be changed the company’s objective in term of traditional family company based like Yorkshire Tea because managerial structure will be altered to suit this move. To illustrate, managerial level’s expansion will across the border to India, Kenya and Rwanda involving complexity to handle in case of emergency problem might happen. With market development is the direction for this strategy, go beyond the border absolutely will strengthen the brand visibility in such a big market like India in term of population and product globalization could be made a turning point into the company’s strength instead of a weakness over the year. Going to gigantic market such as India would be a wise move to gain sustainable growth in the future when everything is settle down in the new markets. Again, Yorkshire Teas’ brand quality is already recognized with the prove of the Prince of Wales granted Yorkshire Tea a Royal Warrant (Yorkshire Tea, 2013), this will be the company’s core competence in accessing to India, Kenya and Rwanda. The environment that Yorkshire Tea going to exploit in these markets can help them to avoid tight competition in existing market and somehow it might be benefit for brand recognition globally, but it does not explore any of its own strengths in term of internal environment for this move. Moreover, market development direction often do not intend towards potential customer needs or their value perceived of the new markets, according to Gerry Johnson, it normally shot the arrow to new customer base in term of business expansion (Johnson; Whittington; Scholes, 2011). The impact upon distributors is a very important thing to concern because the distribution network will be enlarged in such a big markets, this might be the huge opportunity for them to gain such a huge knowledge in these three developing countries for future uses. It will be the same impact for suppliers’ side whilst their business have to open up a lot to fit the enormous demand from Yorkshire Tea in going to new markets and the relationship between Yorkshire Tea and its suppliers will be massively strengthen in term of cooperation. In addition, market development will send a message to its competitor about Yorkshire Teas’ desire to lead the market in term of black tea products globally. However, current culture of the business must take a change largely to suit this market expansion in order to achieve the stability in managerial structure. To elaborate, Yorkshire Tea either goes listed on FTSE or applies a loan from the bank to finance this proposal, which the listed option will against the company’s culture in family business base. The alteration is that Yorkshire Tea has to set up a new subsidiary in each markets to control business performance and key performance indicator will be the vital role to take account to achieve.
Secondly, feasibility of this strategy needs to take several concerns. The huge cost advantage of this market development strategy in term of logistic is that Yorkshire Tea will go to their suppliers’ countries in India, Kenya and Rwanda for business expansion as I had stated above. Hence, the raw material will be cheaply and easily obtained whenever the demand is high. The competence in term of people and skill will massively be examined in these three markets for delivering competed ability with local brands. Again, market development absolutely leading to company structure must be change to fit the move, so the existing Yorkshire Tea system is small to suit for the possibility needs of this going beyond the border strategy.
Acceptability, first of all, the profitability could be gained for this market development with logistic cost advantage is the incentive impact to engineer the move. Like any other business expansion investments, the payback period possibly in a range of three to five years, discounted cash flow also be calculated neatly in the current market conditions, for example, investment bank’s interest rate. The impact upon employees is that their working condition might be altered if company wants them to go to these three new markets for a period of time for initial settlement. However, the beneficiaries, who are distributors and suppliers, will take the advantage from this strategy to expand their business and achieve even greater earning. About customer’s side, the ethical term will not be a concern for them because Yorkshire Teas’ core business is carrying out in black tea products.
5.3. Market development direction combine with strategic alliance method and low-price strategy

First of all, strategic alliance method will not be affected Yorkshire Teas’ objective in term of traditional family company based because the existing managerial structure is still the same to engineer this move. By going to China and India through access alliance, Yorkshire Tea possibly strengthen the brand visibility and turn the weakness in not globalization into its external strength by such a gigantic markets with high tea consumption drinkers like China and India. With the core competence of Yorkshire Tea in black tea product consolidating over years, it will be the advantage to compete with local brands, which is normally not going internationalization due to its more than sufficient domestic demand by population size, for instance, India, China and US (Johnson; Whittington; Scholes, 2011). Market potential, which is examined as a Yorkshire Teas’ opportunity, is being explored in market development direction by indirectly going to China and India through strategic alliance method. Moreover, it also avoids a threat in domestic tight completion with various rivals like Lipton and Tetley is leading the UK market. Nonetheless, potential customer needs is not the aim of this strategy, which is backwards with what a business demand, therefore, this is a negative point to concern over customers. About distributors, the impact upon them is vital because their business will expand with the huge market facing them to exploit beyond the business conditions they are having now. Suppliers also is a beneficiary in this strategy to enjoy the gain in their business, which is expanding by quantity order by Yorkshire Tea because of these two new markets. Like any other market development directions available to company, it will somehow send a message to their competitors about their desire to expand, readiness to better competition. The current culture of Yorkshire Tea will not be affected by this move through strategic alliance method even though Yorkshire Tea makes a commitment in joint venture with partners base on trust. However, finding the trustworthy partner in current market conditions is definitely not easy although India and China are very big in term of size and population.
Secondly, move to the feasibility of this strategy, the resources that Yorkshire Tea aiming for is the partner’s distribution channel and its brand name in order to access black tea product to new customer based. Hence, a move by alliances method is wise. Besides that, market integration is gradually achieve in term of time to adopt and learning the knowledge about these two new markets. The competences of Yorkshire Tea are sufficient for this market development requirement in term of people and skill because it does not require too many people to involve in. Basically, Yorkshire Teas’ Board will mainly the key players for this market development strategy so the necessary company system is sufficient to engineer this move going to this big two market through strategic alliance method.
Last but not least, strategy’s acceptability is the final consideration. In term of profitability expecting, this strategic alliance method will absolutely deliver the profit margin that company would expect even though the huge initial funds requiring to finance the move because Yorkshire Tea would better choose accessing new markets by equity alliance to diversify the risk they could face. This is also Yorkshire Teas’ employees concern in term of risk. But, their working conditions will not sustain an even minor impact because this is mostly The Board’s job to deal with. Again, suppliers and distributors will be the beneficiaries in term of business expansion. They possibly give their bests to support this move in order to take advantage to enlarge their current business. For example, about suppliers, the order quantity will be doubled or even tripled. Financially, payback period for this strategic alliance method is approximately about two year due to gigantic markets and discounted cash flow is depend heavily on investment bank’s interest rate. The ethical term again will not be a concern for customer in term of market development with strategic alliance method.

6. Strategic options recommendation

Based on the strategic development in full range of product development or market development direction and either organic development or strategic alliances methods, then strategic evaluation gave all the possibility by SAFe framework that Yorkshire Tea could face as I have explored. I would love to recommend Yorkshire Tea possibly engineer for the product development direction combine with product innovation and renovation option and aiming for internal organic growth because it will diversify product portfolio as well as the impact of renovation on existing products. By doing so, the threat of product diversification and life style changing in young generation are possibly overcome because new products will aim toward young-drinker consumer. What Yorkshire Tea need to do is preparing sufficient fund to Research and Development department by applying a loan from bank so that they can innovate new products such as green tea and herbal tea to attract more customer base tastes. Yorkshire Tea also could go listed on FTSE to raise fund but it is unacceptable because this goes against the traditional family company based. Furthermore, take advantage from existing TV advertising ‘Let’s have a brew’ campaign to market these new products to customer. In fact, Yorkshire Tea already increased marketing budget by more than double from 2197000 British pounds in 2010 to 4512000 British pounds in 2011. Whilst the sustainable organic growth is possibly achieve in term of refocusing in domestic market by renovating five existing black tea products in order to gain more or recover market share over competitors. On the other hand, Yorkshire Tea’s knowledge about UK market and distributing network is already there so the accessibility of new products is much more easy. Acceptability left with question mark due to the initial fund required and the investment bank’s interest rate might be altering over period of time to finance this strategy. The table below can give you a brief look at all the strategic possibilities that I have developed:

| Suitable | Feasible | Acceptable | Product development: innovation option | ✔ | ✔ | ? | Market development: India, Kenya and Rwanda | ✔ | ✗ | ✔ | Market development: China and India (Alliance) | ? | ✔ | ? |

According to the table above, with market development in India, Kenya and Rwanda combine with internationalization option and organic development method, suitability and acceptability are approved for this strategy due to probable sustainability gain but feasibility left the question mark for uncertainty whether this strategy can process or not because of huge initial fund required. Moreover, it somehow against Yorkshire Tea culture in traditional family company based. Meanwhile, with market development in China and India combine with strategic alliance method, which left two question marks in suitability and acceptability because of the uncertainty of these big two markets and the knowledge about local competitors that Yorkshire Tea could face. However, feasibility is approved because the possibility of this strategy is achievable in term of alliance with trustworthy partners.

7. Conclusion

To sum up, with product development strategic direction in green tea and herbal tea combine with innovation and renovation strategic option in existing black tea products and organic development method to sustain internal organic growth delivers the most suitable, feasible and acceptable strategy for Yorkshire Tea thanks to Ansoff matrix and SAFe framework in strategic evaluation process. In the next three to five years, this strategy can fit into Yorkshire Tea business model to obtain the sustainability growth in order to ready for more intense competition over its competitors, for example, Lipton and Tetley.
8. References

Ansoff, H. (1988). Corporate Strategy. In: The New Corporate Strategy. Wiley: Penguin. p145-172.
Facebook. 2013. Yorkshire Tea. [online] Available at: https://www.facebook.com/yorkshiretea [Accessed: 23 Dec 2013].
Faulkner, D., Bowman, C. (1995). The Essence of Competitive Strategy. Prentice Hall.
Figure 1: Advertising expenditure in the UK tea and hot drinks market, by brand, 2007-11. Source: Nielsen Media Research/Mintel. Adopted from Mintel Report. Last accessed 20th Dec 2013.
Johnson, G., Whittington, R., Scholes, K. (2012). Fundamentals of Strategy. 2nd ed. England: Pearson. p136-139, 164, 190, 209, 218.
Personal interview with Herbert Oberhaensli (October 12, 2005; Vevey, Switzerland).
Porter, M. (1990). The Competitive Advantage of Nations. Macmillan.
Yorkshire Tea. (2013). How We Trade. Available: http://www.yorkshiretea.co.uk/about-us/yorkshire-tea-who-we-are.php. Last accessed 20th Dec 2013.
Yorkshire Tea. (2013). Respecting The Planet. Available: http://www.yorkshiretea.co.uk/about-us/yorkshire-tea-who-we-are.php. Last accessed 20th Dec 2013.
Yorkshire Tea. (2013). Who We Are. Available: http://www.yorkshiretea.co.uk/about-us/yorkshire-tea-who-we-are.php. Last accessed 20th Dec 2013.