Five Year Business Plan 1

Five year Business Plan

By (Name)

The Name of the Class (Course)

Professor (Tutor)
Name of the School (University)
The City and State where It’s Located
The Date
Five Year Business Plan 2

Table of Contents
Table of Contents..................................................................................................................................2

Introduction.................................................................................................................................................4

Background Industry/ Market Analysis..........................................................................................................4

Key Primary Research with Results in the Context of Identifying and Exploring Alternatives...........................5

Results from the Primary Research................................................................................................................6

Identification of Overall Objectives................................................................................................................7

Five Years Business Plan Report designed to enhance shareholder’s value.......................................................8

Definition of Shareholders’ wealth/ Value...................................................................................................8

Relevant KPI selection and Justification.....................................................................................................8

Financial Plans/ Projections.......................................................................................................................9

Selection and Justification of Key Strategies/ Options.....................................................................................9

Promoting Information Sharing Techniques..............................................................................................10

Personalising Marketing..........................................................................................................................10

Promoting Loyalty Program....................................................................................................................11

Improving Level of Service Delivered......................................................................................................12

Developing Personal Relationships with the customers.............................................................................12

Employing Management by Objective.....................................................................................................13

Restructuring the Marketing Department..................................................................................................13

Providing Online Menu guides................................................................................................................14

Investing on Active Sales Team................................................................................................................15

Diversifying Brands................................................................................................................................15

Risk Assessments........................................................................................................................................16

Reducing Staff Morale............................................................................................................................16

Negative Reception of Strategies by customers.........................................................................................16

Potential Increase in the Level of the company’s Leverage........................................................................17

Five Year Business Plan 3

Recommendations and Conclusion..............................................................................................................17

References..................................................................................................................................................19

Appendix 1: Sample Questionnaire Form..................................................................................................21

Five Year Business Plan 4

Introduction
Shropshire Tea Company offers blended brand of tea and coffee to its esteemed customers

in the United Kingdom. Shropshire is one of the many tea companies operating in the United

Kingdom (UK). Brew Tea Company, Tetley Tea Company and Britannia Tea Company are some

of the major competitors alongside Shropshire Tea Company in the UK (Raynolds & Ngcwangu,

2016, p. 74). Customers have a variety of choice of Tea outlets to choose from. Therefore, there

is a higher need for proper market analysis and understanding among players in the tea

companies in the UK. For instance, Shropshire Tea Company has the mandate to ensure that it

offer services that are competitive to allow it operate properly in the competitive Tea market in

the UK. Specifically, Shropshire Tea Company has tearooms and restaurants where it serves Tea

and associated products to customers in the UK. This company too has a free online tea guide

that provides information on its activities and menu that can allow customers to access and make

adequate decision concerning the company’s services and tea products. Most customers served

directly by Shropshire in its tearooms visit the company in the afternoons. Currently, Shropshire

Tea Company serves English breakfast, Lemon & Ginger, Proper tea bags and loose tea to its

clients. These types of tea products and associated drinks are critical in promoting Shropshire’s

ability to sell its products in the competitive tea market in the UK. This paper will provide a five

year business plan for Shropshire Tea Company showing strategies that the company can adopt

to enhance shareholders’ wealth/ value in the tea industry in the United Kingdom.

Background Industry/ Market Analysis

Tea industry in the UK had an annual turnover of £748m, which represented 0.02% of the

UK’s Gross Domestic Product (GDP) in the annual report of 2016 (Khokhar & Magnusdottir,

2016, p. 565). This percentage shows that there is need to sustain tea business to boost the

growth of the economy in the UK. Provision of employment opportunities to job seekers and
Five Year Business Plan 5

investors in the UK can be enhanced through adequate research and protection of tea outlets in

the UK. There are a number of major operators in tea business in the UK. These include Tetley

Co. Ltd, Twining Co. Ltd, Ahmad Tea, Associated British Foods & Britannia Tea Company Ltd.

These companies’ offers wider range of tea products to customers in the UK. Companies in the

tea industry in the UK share the turnovers that are generated in tea industry. Therefore, there is

need to make adequate adjustments among companies operating in the tea industry to maximise

profit levels generated among different companies in tea industry in the UK.

Market analysis for tea in the UK shows a positive trend among the buyers in the UK.

There are a number of factors showing that there is adequate demand for tea and tea products in

the UK. Firstly, tea drinkers adhere to and respect National Tea Day in the UK. April 21 st forms

the dedicated Holiday on which the UK citizens get the opportunity to drink tea as a show of its

acceptance on the national level. Most people are attracted to tea drinking on the national tea day

in the UK. Likewise, the UK nationals; especially Tea Drinkers have the opportunity to drink tea

on the International Tea Day; marked on the 15th of December (Del-Rio et al., 2014, p. 280).

These two tea days are a show of unity and love for tea brands and their associated products.

Thirdly, the UK nationals have a perception that three to five cups of tea should be taken by tea

drinkers on a daily basis. Most health officers presume that adequate tea drinking reduces blood

pressure, risks of stroke & diabetes among tea drinkers. These health messages are available in

the UK; thus promoting tea demands among consumers in the UK.

Key Primary Research with Results in the Context of Identifying and Exploring Alternatives
Primary research was conducted within one week between dates 15th to 22nd November 2017 in

the town of Shrewsbury in the county of Shropshire. Seventy people were randomly selected in the

town and requested to fill in the questionnaires that were pre-planned to contain alternative strategies
Five Year Business Plan 6

for improving Shropshire Tea Company’s financial performance. There were three major questions in

the questionnaires: (1) Do you think that services that you receive from Shropshire Tea Company can

influence your purchasing behaviours? (2) Do you agree that services or products offered at

Shropshire Tea Company can influence your demand patterns? (3) Can you make choices of

Shropshire Tea Company’s products based on its comparison to competitors’ products? Sample

Questionnaire Form is presented in Appendix 1 (see Appendix 1).

Results from the Primary Research

Sixty respondents completed their questionnaires in time and returned them fully filled with

answers appropriate to the questions. This response rate represents 85.71% of the total potential

responses as illustrated: 60/70*100%= 0.8571*100= 85.71%. Out of the 60 respondents; 50 strongly

agreed that services offered can influence their purchasing behaviour, 7 respondents were not sure

while 3 strongly disagreed (See Figure 1 for graph). On the question concerning nature of product or

services; 35-respondents strongly agreed that nature of products or services offered can influence their

purchasing patterns. 5-respondents were not sure on this question while 20- strongly disagreed

concerning the second question. On the last question about the necessity of comparing competitors’

products before making purchases; 10-respondents strongly agreed that it influences their purchasing

behaviour. 20-Respondents were not sure on this question while 30 respondents strongly disagreed

with the need for excessive comparisons as a way of making purchase decision in Tea Industry.

Figure 1: Importance of Level of Services Offered to customers in making purchase decisions

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From the figure above (Figure 1); it’s evident that 83% of the respondents seem to have agreed

with the fact that the level of services offered can determine their purchasing power. Only a small

percentage (5%) of the respondents disagreed with the need for services as a deciding factor in choice

of products or services that a company provides. From this primary research; it can be argued that

Shropshire Company should involve in promoting level of their services to their esteemed customers

to boost their levels of demand.

Identification of Overall Objectives

There are two major objectives of this proposal plan as listed below:

1. To carryout research on challenges that Shropshire encounters in managing its customers and

provide alternative strategies for offering customer satisfaction for the company’s success in

Tea Industry.

2. To promote customer loyalty to Shropshire’s brands by identifying the best alternative actions

that the company can undertake to promote its brand image and achieve sufficient financial

flows.
Five Year Business Plan 8

Five Years Business Plan Report designed to enhance shareholder’s value

Definition of Shareholders’ wealth/ Value

Prices at which shareholders’ common stock trade in the market place represent shareholders’

wealth (Godfrey, 2015, p.777). Moreover, the expected future value for the shareholders’ stock as

traded in the market place also represents shareholders’ value. Earnings per share (EPS) also represent

shareholders’ value given to shareholders by the end of a trading period. The Board of Directors have

the mandate to declare EPS and dividends earned per share. Declaration of dividends by the board of

directors of a company shows that a company is finically stable as reflected in the increase in the stock

prices in the stock market.

Relevant KPI selection and Justification

Key Performance Indicators (KPI) is critical in assisting the management in measuring the

degree to which shareholders’ value is being enhanced. KPIs for measuring degree of shareholders

value after investing in various activities by Shropshire Tea Company include: Net Profit Percentages,

Debt ratios, sales turnover and Inventory turnovers. Therefore, increase in Net Profit margins by 10%

would indicate that the strategies undertaken by the management of Shropshire Tea Co. are viable for

the business’ success. The management should have at least a target of 10% improvement on Net

Profits to counter for any incremental expenses that might be incurred in promoting profit levels.

Secondly, the Debt ratio should be lowered within three years in a five year strategic improvement

plans. A lower debt ratio would indicate improved asset levels and reduced leverage of the company

(Parmenter, 2015, p. 4). Financial stability would render higher value for shareholders since the

demand for a financially stable company’s shares are relatively high in the stock market. Sales

turnover should be more than one (1) to indicate higher rate of liquidation of the company’s stock to

finances. Consequently, inventory turnovers should be higher to indicate higher sales and demands for

the company’s products or services.

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Financial Plans/ Projections

Actual
Q1 Q2 Q3 Q4 Totals Income
Year 1 Sales Forecast 8 4 6 2 £20 million
Expenses (£10
Budgeted 12 6 9 3 £30 millions millions)
Year 2 Sales Forecast 10 5 7.5 2.5 £25 millions
Expenses (£3
Budgeted 11.2 5.6 8.4 2.8 £28 millions millions)
Year 3 Sales Forecast 14 7 10.5 3.5 £35 millions
Expenses
Budgeted 8 4 6 2 £20 million £15 millions
Year 4 Sales Forecast 18 9 13.5 4.5 £45 million
Expenses
Budgeted 9.2 4.6 6.9 2.3 £23 millions £22 millions
Year 5 Sales Forecast 20.8 10.4 15.6 5.2 £52 millions
Expenses
Budgeted 10 5 7.5 2.5 £25 millions £27
The company must invest in strategies that would allow it to promote incomes within the five

years period. Therefore, from the figure above (all figures in £) the company will make losses for the

first two years as represented by (£10 million) and (£3 million) losses for the first two years. However,

from the third year, Shropshire Tea Co. is expected to make its first major profits of £15 million for the

first time. The steady increase in sales levels and stabilisation of recurrent expenses would lead to

increase in profits for the three subsequent financial years within a five year business plan.

Selection and Justification of Key Strategies/ Options

Shropshire Tea Company operates in a competitive and highly volatile industry. The Tea

Industry has a higher customer propensity since most customers can switch to different brands without

many losses. Therefore, there is need to ensure that the company makes proper strategies that can

promotes its financial status in the competitive Tea Industry in the United Kingdom (UK). Key

strategies to be undertaken must lead to customer satisfaction and improve demand among customers.

Increased demands would lead to increased sales volumes that represent a proper financial flow for

sufficient growth and development of the Shropshire Tea Company. There are a number of strategic
Five Year Business Plan 10

activities and undertakings that can allow Shropshire Tea Co. to enhance its operations. Ten major

strategic options are discussed in the subsequent sections.

Promoting Information Sharing Techniques

Sharing information is a critical aspect that allows companies to coordinate their affairs both

internally and externally. Dissemination of accurate pieces of information allows the management to

control activities undertaken in an organisation in a prompt manner (Baker, Day & Salas, 2016, p.

157). Therefore, Shropshire Tea Company should ensure that information sharing is enhanced

between the management and employees. Currently, there is inadequate information sharing

techniques in the company since fewer intranets are available within the restaurants and tearooms

where the company offers its services to clients. For this reason, the management cannot sufficiently

monitor activities that are undertaken in different points where the junior employees offers services to

customers on behalf of the company’s management. Installation of proper intranets and Wi-Fi

networks would be critical strategy that can promote timely information sharing between the

management and the employees in Shropshire Tea Company. Moreover, upwards and downwards

communication trends should be promoted to ensure that any individual is free to communicate their

ideas for consideration within the company. This freedom of expression would allow the employees to

spot potential challenges and inform the management for earlier consideration.

Personalising Marketing
Marketing is essential for promotion of the image of a product or service that a company offers

to its esteemed clients (Kim & Jun, 2008, p. 129). However, marketing should be designed in a

manner that attracts potential and actual customers in a manner that is universally accepted within the

market segment under consideration. For instance, the management of Shropshire Tea Company

should involve in marketing that has characteristics of personalising the products and associating it
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with clients. Marketing campaign slogan like, ‘Tea is Part and Parcel of You’’ containing images of

healthy people who drink tea can enhance the process of personalising marketing campaigns.

Currently, Shropshire Tea Co has a marketing campaign that is product and service oriented in nature.

The company describes its products to customers and services that they offer alongside Tea drinking

activities. However, there is inadequate attractiveness in Shropshire’s marketing process since the

company fails to personalise marketing messages. Therefore, there is a need to reverse the attitude of

designing marketing needs that should involve proper analysis and development of people centred

messages that allow customers to make appropriate judgments on purchasing products or services

from Shropshire Tea Co.

Promoting Loyalty Program

Loyalty programs are critical in ensuring that a company maintains its customers throughout its

trading period. Customers can make preference to purchase products or services from a particular

company if that company offers loyalty programs. Coupons, financial rewards and gift cards are

examples of potential loyalty programs that can encourage customers to make purchases (McCall &

Voorhees, 2010, p. 35). Shropshire Tea Company current lacks a sufficient and outstanding loyalty

program that can enhance loyalty of its customers to its services and products. Therefore, the company

should ensure that it employs loyalty cards as a program to enable its customers to continue making

purchases. The loyalty card should allow customers to make purchases after one week and present it

to the counter for free cups of tea on Saturday and Sunday in the afternoon. Most customers would

have a positive perception of the program and switch their loyalty from other companies such as

Tetley Ltd and Ahmad Tea Co to Shropshire Tea Company within a period of six months. The cards

designed by the management should have unique features and attractive colours that can prompt many

persons to make purchases from this company.

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Improving Level of Service Delivered

Service Level Quality (SLQ) is essential for promoting customers’ positive view of the

company and its products (Baker et al., 2016, p. 159). SLQ involves the rate of timing for provision of

services to individual customers. An issue such as queuing should be avoided in a company that

desires to make positive impacts on customers’ perception of their products. Secondly, after sales

services should be sufficient enough to enable customers make positive impression of the company

and its associated products. Shropshire Co. seems to have a relatively insufficient SLQ in that most

customers make long queues when jostling for services and products from the company’s restaurants

and tearooms. These hindrances reduce the company’s ability to attract new customers and make

appropriate sales that can enhance positive returns. The company should automate 90% of order

processing services to facilitate SLQ and enhance customer satisfaction with its products. The 10%

orders can be made manually to assist customers who cannot access automated order processing

services in all service points for Shropshire Co. These changes would enhance incomes from the sales

of Shropshire’s services and products to potential and actual consumers.

Developing Personal Relationships with the customers

Personal relationships with customers allow firms to predict the purchasing patterns and

potential incomes within a particular financial year (McCall & Voorhees, 2010, p. 52). Customers’

e-mails, direct phone numbers and physical address are critical in developing a stable relationship

between the business and its customers. Shropshire currently lacks adequate personal relationship

activities that can enable the company to engage its actual customers. For this reason, the company

depends on customers who visit its sales outlets by chance. Predicting potential incomes is a serious

challenge under this condition. Therefore, Shropshire Co. should involve in persuading customers to

continue making purchases from the company by contacting them through their personal phone

numbers and e-mails. These platforms are critical in delivering actual and urgent messages to clients
Five Year Business Plan 13

in a manner that allows them to keep abreast with the services that the company offers. Reception of

urgent and important updates from the company’s management would alert the customers on changes

and improvements available within the company. This activity would be critical in enabling

customers to promote their view of the company and feel that the company cares about them. Feeling

of a caring attitude from customers is critical since it promotes positive attitude that customers have

concerning products that they receive from the company.

Employing Management by Objective

Management by objectives (MBO) are critical in allowing individual employees to set their

own goals and strive to achieve them. The overall aim of MBO is to allow employees to evaluate their

ability and set priorities that they are sure of achieving. Overall objectives of the management must be

understood by the employees. Likewise, senior management has the responsibility to assist and guide

junior employees in setting objectives and targets that they should achieve within a specified trading

period. Senior management’s involvement in setting targets for different employees is essential since

overall objectives are under the control of the senior management (Andrews & Chompusri, 2011, p.

77). Moreover, ultra-vires involvements of employees can be reduced when senior managers assist

them in setting achievable targets given the resources and time at the disposal of the management.

Currently, Shropshire lacks a framework for evaluation of performance of individual employees.

Therefore, determining the contributions that different employees have on the success of the firm is an

uphill task. Instituting MBO would be an improvement for establishing a system for target setting and

evaluation of performance from individual employees.

Restructuring the Marketing Department

Marketing staff have the role to promote a company’s product through active marketing

(Andrews & Chompusri, 2011, p. 93). Once a company foresees losses that occur due to reduced
Five Year Business Plan 14

demands in the market; marketing failure would be one of the probable issues alongside active

competitors’ activities. An active marketing staff can sustain positive demands of a product despite

severe competition in a particular market segment. Shropshire Tea Co. currently faces a crisis in its

marketing department as evidenced by 10% reduction in incomes that this company reported in 2017

as compared to 2016. Therefore, the management of the company should ensure that marketing

department is reorganised and re-evaluated to identify gaps that exist in the knowledge or skills

required for marketers. In case marketers in Shropshire’s marketing department lacks marketing

skills; then they should be trained under internship programs for a period of three months in similar

fields before reinstating them to their current positions. However, if the team has skilled and

knowledgeable employees then resources should be given to them to enhance their work and attain

positive results. Staff at the marketing department should involve in creative designing of adverts and

marketing tools that can allow them to choose the best alternative to present to the consumers.

Providing Online Menu guides

Menu guides allows customers to identify dishes and associated prices plus timing that is

appropriate for customers. Restaurants and tearooms have menus that show the types of meals served

to clients per unit time. The presence of an inclusive menu is appropriate for a Tea Company since its

customers can access the right Tea at the right place and time. Shropshire Tea Co. lacks appropriate

online menus that can provide guidelines to customers. For this reason, some customers lack crucial

pieces of information that pertains to services that Shropshire offers to its customers. There is need for

the company to produce and sustain an online menu hosted on its website to enhance customer access

to its menu guide. The contexts and content of the online menu should be simple and appropriate to

understand by potential and actual customers. Simple repetitive commands should be used to ensure

that any literate person can access and scrutinise data from the site concerning the company’s menu
Five Year Business Plan 15

guides. Moreover, the company should use social networking sites such as Twitter and Facebook to

advertise its menu to potential and actual customers.

Investing on Active Sales Team

Sales persons have an active role in ensuring that they deliver products or services to customers

in an appropriate manner. In the case of tearooms and restaurants; waiters and ushers are potential sale

persons. These employees have impacts on clients since they have direct contact with customers on

behalf of the management. The manner in which sales persons handle customers in terms of

welcoming words and solving problems that customers might raise determines customers’ ability to

make repeat purchases from a restaurant or a tearoom. Currently, Shropshire has waiters and

waitresses who serve tea to customers in the tearooms and restaurants where the company operates.

Most of waiters employed by Shropshire don’t have courtesy when handling clients as evidenced by

reviews posted by clients concerning Tea companies in the UK in 2017. Therefore, Shropshire Tea

Company should employ waiters and waitresses who have adequate potential to handle customers

using different psychological approaches. Involving waiters in further learning in psychology can be

an essential step for promotion of their ability to handle different customers.

Diversifying Brands
Brand diversification enables companies to provide a variety of options to customers (Baker et

al., 2016, p158). Once customers have a range of options to choose from; they can promote shopping

needs from the company since they can chose to purchase different products or services available

from the listed range. One brand might have negative reviews from customers from a particular

market segment; such reviews might derail and indent the image of the company’s brand. However,

customers can switch brands within the company thus maintaining incomes to the company under

consideration. Shropshire Tea Company has a range of products that it sells to customer including
Five Year Business Plan 16

English breakfast, Chai, and Proper Tea bags. However, the company needs to improve and increase

the range of its products and services to capture more customers. French tea and dishes too should be

included in Shropshire’s menu to attract new customers who wish to taste different brands of dishes

from the company. Once customers receive news of addition of new products or services to

Shropshire’s menu; they can promote demand and record positive purchases for the company.

Risk Assessments
Shropshire has ten key strategic options that are critical in promoting its business operations

within the volatile Tea Industry in the UK as discussed in the sections above. However, there are many

problems/ risks that this company might encounter when implementing different programs/ strategies

as discussed in the subsequent sections.

Reducing Staff Morale

Introducing changes in the management of operations in Shropshire would have direct impacts

on staff (Makawatsakul & Kleiner, 2013, p. 52). For instance, in the attempt to improve SLQ; the

company has an option of automating some of its operations such as order processing and ushering in

customers. Once these processes are automated; the staffs who were involved in manual order

processing must be retrenched. Thus, reception of the need to automate activities undertaken by many

employees manually is a clear pointer that escalates staffs’ resentment of the organisation. Strikes and

sit-ins might characterise some staff whose actions might hinder adequate progress of the strategies

that the company wishes to introduce to promote its success levels in the Tea industry.

Negative Reception of Strategies by customers

Implementing a strategy personalising marketing and creating personal relationships with the

customers might be received differently by different market segments. For instance, some customers

might have a perception that their personal details are personal and should be treated as personal
Five Year Business Plan 17

information. As such, they might refuse to share their details with the company. Others might feel that

sharing their details might lead to security breaches on their critical data such as credit and debit cards.

These perceptions are founding reasons that are paramount in reducing the level of customers’ ability

to freely provide their personal details for outreach at the right time. Moreover, some customers might

feel that personalised marketing trends are a show of potential negative associations. Such a

perception might hinder customers from making adequate purchases of the company’s products and

services despite the effectiveness of the strategies under implementation.

Potential Increase in the Level of the company’s Leverage

Shropshire Tea Co. has the obligation to invest resources in implementing the strategies that

would enhance its success in five year-time. For instance, personalising marketing would require

employment of marketing staff who can design appropriate adverts that can attract more customers.

Also, promoting information sharing would involve the use of extra resources to install intranets and

Wi-Fi within the company. These activities require financial outlay that might enforce the senior

management to opt for loans from commercial banking institutions. Debt to Asset ratio might be

higher thus reducing the overall effects on stock prices in the common market (Collin‐Dufresne &

Goldstein, 2011, p.192). Therefore, the company can reduce cost of capital by opting for retained

earnings and Equity financing to sustain the level of investments made on new strategic options.

Recommendations and Conclusion

There are ten potential strategies that Shropshire Tea Company might adopt to improve

and sustain its success in the competitive tea industry in the UK. However, there are two specific

strategies that the senior management should give due consideration. Firstly, the management

should promote intra-communication within the organisation. In this case; upward and

downward communication should be properly developed in the company. Employees would feel
Five Year Business Plan 18

free to contact their managers and inform them of their views on what should be done for the

success of the company. Likewise, the managers would be free to contact the employees and

inform them of the required actions that can stir the company to success in the tea industry in the

UK. Exchange of information between senior management and employees is a critical synergy

that enables the company to make adequate decisions that support congruent development and

successful operations (Morsing & Schultz, 2016, p.323). Moreover, the management would have

a free space that allows their juniors to feel respected in the organisational decision making

process. Such a feeling is critical for promoting level of service delivery among esteemed

employees in a company such as Shropshire Tea Co.

Second best option that Shropshire should adopt is to restructure marketing department.

This process would involve re-evaluation of marketing skills that employees in this department

have including involving them in further training activities for promotion of their marketing

skills. The need for this strategy is that marketing is the best tool for promoting a company’s

product or service image to the targeted market segment. Once marketers have appropriate

command of the consumers’ psychology; they can design and develop appropriate marketing

information for many customers in the market (Verhoef & Leeflang, 2009, p.14). Therefore,

there should be adequate command among marketers in the field of marketing concerning

current and projected skills for customers’ needs.

WORD COUNT= 4,500 WORDS

Five Year Business Plan 19

References
Andrews, T. G., & Chompusri, N. (2011) ‘Lesson in ‘cross-vergence’: Restructuring the UK’s

subsidiary corporations.’ Business Studies, 32(1), pp. 77-93.

Baker, D. P., Day, R., & Salas, E. (2016) ‘Teamwork is an essential component of high‐reliability

organisation.’ Organisational Research, 41(2), pp. 157-159.

Collin‐Dufresne, P., & Goldstein, R. S. (2011) ‘Do credit spread reflect stationary leverage

ratios?. Journal of Finance, 56(5), pp. 192-197.

Del-Rio, D., Stewart, A. J., Mullen, W., Burns, J., Lean, M. E., Brighenti, F., & Crozier, A.

(2014) ‘HPLC-MSn analyses of phenolic compound and purine alkaloid in green and

black teas.’ Food Chemistry Journal, 52(10), pp. 280-285.

Godfrey, P. C. (2015) ‘The relationship between corporate philanthropies and shareholders’

wealth: The risk management perspectives.’ Management Reviews, 30(4), pp. 777-798.

Khokhar, S., & Magnusdottir, S. G. M. (2012) ‘Total phenol and caffeine contents of teas

commonly consumed in the United Kingdom.’ Food Chemistry, 50(3), pp. 565-570.

Kim, M. J., & Jun, J. W. (2008) ‘The case study of mobile advertising in the UK: Personalisation

and digital multimedia broadcasting (DMB).’ Analysis for Marketing, 16(2), pp. 129-138.

Makawatsakul, N., & Kleiner, B. H. (2013) ‘The effects of downsising on morale and attritions.’

Management Research, 26(4), pp. 52-62.

McCall, M., & Voorhees, C. (2010) ‘The drivers of loyalty program successes: An organising

framework and research agendum.’ Management Quarterly, 51(1), pp. 35-52.

Morsing, M., & Schultz, M. (2016) ‘Corporate social responsibility communications: stakeholder

information, response and involvement strategy.’ Business Ethics Reviews, 15(4), p. 323-

338.
Five Year Business Plan 20

Parmenter, D. (2015) Key performance indicator: developing, implementing, and using a

winning KPI. (p.4-17). London: Palgrave.

Raynolds, L. T., & Ngcwangu, S. U. (2016) ‘Fair trade rooibos tea: Connecting producers and

consumer markets for Tea.’ Geoforum, 41(1), pp. 74-83.

Verhoef, P. C., & Leeflang, P. S. (2009) ‘Understanding the marketing department's influence

within the firm. Journal of marketing, 73(2), 14-37.

Five Year Business Plan 21

Appendix 1: Sample Questionnaire Form

Questions Strongly Not Strongly

Agreed Sure Disagreed

1. Do you think that services you receive from

Shropshire Tea Company can influence your

purchasing behaviour?
2. Do you agree that the type of services and

products offered at Shropshire Tea Company

can influence your demand patterns?

3. Can you make choices of Shropshire Tea

Company’s products based on its comparison

to competitors’ products?