Table of Contents

1.0 Introduction 2
2.0 Strategic setting of the company 3
2.1 Porter’s Generic Strategic Analysis 3
2.1.1 The Cost Leadership Strategy 5
2.1.2 Cost Focus 5
2.1.3 The Differentiation Strategy 6
2.1.4 The Focus Strategy- Niche Markets 6
2.2 Bowman's Strategy Clock  6
3.0 Stakeholder Analysis 8
3.1 Stakeholder Members 8
3.2 Stakeholder Impact 9
4.0 External environment 11
4.1 PEST analysis 11
4.1.1 Political Factors that affect Weetabix 11
4.1.2 Economic Factors that affect Weetabix 12
4.1.3 Social Factors that affect Weetabix 12
4.1.4 Technological Influences that affect Weetabix 13
5.0 Analysis of the industry 13
5.1 Five Forces of Porters 13
5.1.1 Competitive rivalry within the same sector 14
5.1.2 Risk of new entry. 15
5.1.3 Risk of substitution 15
5.1.4 Buyer power 15
5.1.5 Supplier power 16
6.0 Conclusion and Recommendations 16
References 17

1
1.0 Introduction
Need for strategic management is becoming critical lately, as the threat to
corporate survival and competitiveness according to Liebowitz, 2006 is continually
confronted by companies and organizations with multiple issues facing rivals,
consumers, new technologies and suppliers. Strategic planning identifies and defines
the steps needed to accomplish long-term goals. Under the plans, enterprises could
foresee the future of the company and have a model for achieving this goal. In fact,
what any organization places against its competitors is important for strategic
governance.
Over recent years, several companies have adopted a growth plan. In order to
realize strong productivity compared to previous successes companies embrace the
growth plan. It ensures that when a company decides to expand its business activities,
for instance, independently or collectively, in one of areas such as client segments,
consumer services and technological substitutes, it implements the Development Plan.
Acquisition is among the fastest ways to expand business. It is the quickest way to
expand your business. Acquisition supports the expansion of share of the market, the
expansion into new products and sophisticated technology and the acquisition of
competent staff / players. Mergers and acquisitions are crucial business development
and growth approaches (Ramakrishnan 2010). Strategic scientists say that mergers and
acquisitions not only work in fulfilling the basic aims, but also tend to achieve certain
targets (Brouthers et al., 1998; Lahovnik, 2000).
The third-largest cereal company in United States, Post Holdings, owns products
such as The Great Grains, The Golden Crisp and The Cocoa Pebbles. Post Holding is
one of the largest providers of distribution goods in the whole world. Post Holdings has
far more than 100 years of history and is dedicated to serving clients, staff, stakeholders
as well as buyers, to increasing and thriving. Post Holding is an industry leader. A policy
must be built in a dynamic world market to accomplish this goal. One of Post Holdings '
key tactics for growing in new products and services is acquisition. After 2008,
numerous deals have been made by Post Holdings that have turned it into a diverse
business with consumer goods. The simplest approach for purchasing UK cereal-ready
brands, Weetabix, is to penetrate the British sector. In addition Weetabix goods have
been distributed to eighty countries with industries located in Australia, East Africa and
2
North America. This transaction implies that both internally and externally stakeholders
will adjust. It means setting targets for effective M&A and carrying out the necessary
strategy review to prevent mistakes and to insure that this alignment protects productive
advantage or benefit.
This research seeks to analyze the essential financial review of Post Holdings '
Weetabix purchase. The goal of the project is to examine and evaluate Weetabix's
strategic advantage in the cereal sector and interested stakeholders. For this study,
applicable research and theoretical standards, models and hypotheses have been
implemented to reinforce the opinion and guideline where relevant.

2.0 Strategic setting of the company

For its performance, the subjective state of an organization within its sphere is
critical. A corporation distinguishes itself from its competitors by strategically planning.
This represents the ideals of the organization converted into goods. The objective or
aims that impact action / strategy in a circumstance are described.
As shown by Wickham, 2001: 230, the way nearly the entire company moves and
identifies itself in a positive way over its rivals and the way it gives value for precision
client sections is determined by its strategic placement.
The strategic research of Porter and the policy clock of Bowman are strategies that
analyze and classify means of attracting value in competing companies.
Porter (2008) states,
“Knowing the driving factors and their effects helps expose the origins of a
present competitiveness of the market whilst offering a structure to predict and
affect demand and productivity across time.”
Porter 2012 addressed the plan and the growth potential in which it is focused;
determine the distinguishing method of the business.

2.1 Porter’s Generic Strategic Analysis

In 1980, Porter observed one of the three objectives ought to be to target cost
management, standardization or focus. These are the three basic methods of Porter.
The standardized methodology from the Porter Group is a strategy for every type of
business, regardless of size of the business, whether it is providing a product or service.

3
 Porter advised that any entity could select only one or reveal the organization
and it would deplete the vital resources of the company as shown in figure 1. Link
between cost minimization approaches, product difference strategies, and market
concentration strategies are presented in the wider techniques of Porter.

Figure1: The illustration of Michael Porter's Three Generic Plans based on a Porter M.E.
illustration, Competitive Strategy (New York: Free Press, 1980.
Porter suggested 4 generic business models to be used for competitive edge.
The approaches compare between the degree to which a business ' operation is
restricted to the degree to which its goods are distinguished. Porter pointed out that the
approach defines exclusive point of view of the company in terms of competition and its
competitive entitlement. A competitive advantage over competitors can be achieved by

4
better quality, better rates, superior services etc.

Figure 2: Source of Competitive Advantage (source: Mindfultool.com)

Porter has named the common approaches cost control, distinction and emphasis in
two parts: the expense focused approach and the distinction plan. Every organization
that performs three of these techniques is running on the right path. Their approach is
split into two parts: the cost focus and the distinction focus.

2.1.1 The Cost Leadership Strategy

The goal of this approach is to reduce production costs. This method applies to
large-scale enterprises, where production costs are reduced This would translate to a
commodity hitting the end user at a lower cost.
Once Post Holdings acquired Weetabix, it became apparent that, because of this
merger with Post, "the business would achieve significant cost reductions by exploiting
each other's production and supply chains, where they complement and integrating their
regional acquisitions."

5
2.1.2 Cost Focus
Such goods are generally comparatively low priced like the parent product and can
have a slight gap in quality but meet the requirements of a specific group. As for
Weetabix, this area is not included

2.1.3 The Differentiation Strategy

This approach aims for your goods or services to be distinguished from other
competing companies in the same sector. A robust research and innovation strategy
would be needed in order to accomplish this, together with a sales and marketing team
which tracks changes in the market and consumer needs and preferences. A very well-
established Weetabix company, and another large service provider, with their varied
goods, and recently added items, will be a good competitor in its market

2.1.4 The Focus Strategy- Niche Markets

This approach relies on customer-dependent market segmentation. Those
businesses follow a multi-focused approach. Each company typically aims to represent
a particular segment of the market. The larger variety of Weetabix items, such as
cereals, Alpen bars, on - the-go Weetabix etc. and the value added from the purchase
of Post Holdings thereby growing the product range, enabling protein bars and
beverages to be stored on board.

2.2 Bowman's Strategy Clock 

Bowman's Strategy Clock is a tool that businesses have used to describe their
marketing strategy and determine their competitiveness against the efforts of rivals. This
is a descriptive example of how the consumer benefit is related to demand. In the sense
of distinguishing their competitive advantages from rivals, the approach of Bowman
aims to extend Porters ' conventional policy into 8 strategic alternatives, as outlined
throughout figure 3. This model helps companies to move in eight paths in order to find
their buyers what they provide at what costs.

6
 Figure 3: Bowman's Strategy Clock
Weetabix could drop into differentiation with regard to Bowman's clock. Weetabix's
recent purchase of properties has succeeded in having a large range of goods released
from 2007-2010, by introducing highly innovative foods, including Oatiflakes, Ready
Brek Candy, Weetos and Oaty Bars. Weetabix has adopted effectively a "how people
eat" approach and launched goods, for instance in Kenya whereby purchasing is small,
more convenient and in 48 packages in Mexico where mass ordering is more popular.
For instance, they developed items for several markets.
It is therefore also critical that the model is implemented in compliance with
consumer desires. Weetabix is a recognizable leader with 85 years of legacy and
greatest health credentials, as well as a' nutritious' 97 percent of Weetabix brands.
Weetabix would easily distinguish itself from rivals by maintaining tension and by
carrying out promotions to promote healthy lifestyles. Weetabix will provide further
tactical options, as said by Post Holding. In 2015, the Weetabix campaign was launched
with the collaboration of Cartoon Network, that specifically aimed ages 4-10, with such a
7
clever age differentiation approach. The 2015, Weetabuddies project has been a
massive success and a 14% by volume and 4% by value increase in revenue between
January 2015 and January 2014. In addition, Vitale, one of the Post holding
representative sees opportunities to expand brands for businesses on their respective
industries and to plug into the United kingdom "active nutrition" sector. This would help
increasing the variety and distinction of goods.

3.0 Stakeholder Analysis

The stakeholder was described by Freeman as any person or group that could
influence or be impacted by the accomplishment of the goals of the company. Eden and
Ackermann (1998) have provided stakeholders with the ability to react discuss and alter
the company's competitive direction as' individual or small groups.' In addition, as said
by Walker, Bourne and Shelley (2008), stakeholders are known to be individuals and
groups with an involvement in a business.
As said by Paul Nutt (2002), the value of stakeholders and how important it is to
evaluate the stakeholders because the failure or incomplete performance of the
decision will contribute to bad or weak results. Whether principal or secondary become
owners. Key stakeholders include those who decide a company's internal operations
such as creditors, clients, vendors, staff, business associates, owners, investors and so
on. The secondary stakeholders have an involvement in the company, but no control
over most of the organization's internal operation, such as the public, government,
global society, media, trade organizations, competing firms, etc.
Through strategy planning, it is important to recognize parties related to the purchase of
Post Holdings and Weetabix.

3.1 Stakeholder Members

Primary Social Stakeholders

 Consumers
Secondary Social
 The Financiers or Shareholders of Weetabix and Post Holdings
Stakeholders
 Workers of Weetabix
 Trade Groups
 Providers and associates

8
 Government of the United kingdom and society
 Occupational safety and health
 Food Safety
 Rivals breakfast cereal e.g. Kellogg’s
 Media
 The National Health Service
 National Insurance Fund,
Primary non-social Stakeholders
 Non-human class
 Upcoming Groups
Secondary non-social stakeholders
 Customer rights enforcement authorities
 Healthy lifestyle education drives

3.2 Stakeholder Impact

After recognizing, it is necessary for the stakeholders to outline groups and/or
entities to demonstrate how they affect the decision making process. The use of
stakeholder impact maps / power grid is a useful way to chart stakeholders. The graphs
illustrate how players control each other on a power-to-interest system. Using the
strategy of Eden and Ackermann (1998), the grid is power-to-interest.

 Weetabix employees  Investors

 UK Government  Shareholders

Interest
 Society  Customers
High
 Regulatory Bodies  Suppliers
9
 Competitors
 low

Low High
Power
Figure 4: Power versus Interest Grid
The main parties involved are Post Holdings and Weetabix investors; they
manage / control the relative operations of the company. You have a high level of
executive strength and commitment and must be respected at all rates. In addition, Post
Holdings and Weetabix investors and staff are also key parties involved with lower
power and high stakeholdings. The UK Government is viewed as a secondary player.
The British Government is a key player in making sure the correct legal paths and all
the rules governing the welfare of workers are followed in this procurement process.
Shareholder gains might be impacted, in the other side. Persons or groups with a high
power and a higher interest rate as shareholders are recommended to be treated with
care. These persons must be fully employed and need to make attempts to also be
befriended. In recent years, consumers ' immense power has been imposed by social
media effects that can influence purchasing power or even destroy a brand. Monitoring
events that can influence sales volume is of great significance.
Workers have a higher interest in and less authority in the grid and need to be
highly satisfied to guarantee consistency and smooth operations. The report by the Post
holding 2017 says that our ability to handle the procedures and facilities of the
companies that have been obtained is one of the barriers to the successful
implementation of such takeovers. In addition, secondary investors include the general
population, the global society etc. that has an explicit or implicit organizational result
and vice versa but still needs to be monitored.

10
4.0 External environment
Environmental monitoring is a form of environmental auditing. The existence can
be basic or complicated, stagnant or fluid, as well as certain or unknown, as said by
Davies 2017. Emotional intelligence and analytical capability are key factors for
evaluating these dispositions. A widely employed environmental research method is
PEST: P-POLITICAL, E-ECONOMIC, S-SOCIAL & T-TECHNOLOGICAL

4.1 PEST analysis

Pest evaluation requires the balancing of four elements: political economic social
and technological factors

4.1.1 Political Factors that affect Weetabix

Political factors involve political, fiscal, legislative, foreign trade, labor law and
stability of the government. The investors are drawn by a stable political environment.
The sense of instability related to the implementation of Brexit has increased economic
impredictability concerning industry and company, according to Vitale CEO of Post
Operations in its 2017 annual report. This could also lead to upheavals and insecurity
for our trade and impact our interactions with present and future consumers, distributors
and workers. Brexit may also impact arrangements entered into with the UK with a view
to retaining entry to EU trade either during or more indefinitely during a transition period
that might trigger regional extension. However, the buying by postal firms of Weetabix
would have negative benefit consequences because our eligible insurance and other
retirement plans gain further funds and expenditures. They will insure that such
proposals are sponsored or remitted to maintain Weetabix staff in compliance with the
relevant regulations. Therefore, adjustments to legislative or administrative
considerations, like regulations on the climate, advertisement and labeling laws,
improvements to food safety, and to legislation on animal nutrition and housing
activities, would have a similar or intermediate impact in commercial operations

4.1.2 Economic Factors that affect Weetabix

11
 Economic factors involve economic development, interest rates, economy
recession. These factors negatively affect the functioning and decision-making of
companies. Exchange rates, for example, may affect exportation costs and import
products ' availability and prices in a market. Post–Brexit UK is facing a decline in value
and a weaker currency, according to Kan and Massoudi (2017), rendering the UK more
accessible to creditors / sellers, thereby growing its M&A. Moreover, after 8 years after
the global economic crisis, the British economy is decelerating. In the 2 years since the
vote over June 2016 Brexit has lowered the purchasing power in fear of instability,
competition, production and employment have been challenging. One of the important
factors that have a financial effect on overall results is the liquidity associated with the
price of raw material, goods, containers and energy used to produce products. Turell,
cautioned about the increasing product costs Weetabix, as the result of feeble british
pound worth in the post-Brexit period. In comparison, wheat prices are even stronger in
usd.
4.1.3 Social Factors that affect Weetabix
Social factors involve age, social mobility, lifestyle changes, consumer culture,
levels of education and understanding of wellness. As already stated, concerted
initiatives and funding for improving dietary habits have been observed in recent years.
That would be an added value as 97 percent of Weetabix's products are considered
healthy. Throughout fact, buying habits are constantly changing. The first supper of the
day is one of the biggest on-site breakfasts with nearly 28 percent of customers. Protein
has grown into a common phenomenon in wellbeing, with 49% of the Population of the
uk being conscious of protein advantages and only 5% of protein rejectors. Darryl
Burgess identifies the rapidly growing protein cereal market in the industry, expanding
7.3% as customers are 40 percent higher and try to add more protein to their meal. It
gives distributors and service providers a huge selling boost as well as conventional
cereals. Media and internet advertising campaigns will lead to growing customer
purchasing habits. A focus on various tasks that could affect sales volume is of major
importance. It can be a way to draw more clients, on the other side.

4.1.4 Technological Influences that affect Weetabix

12
 It includes new R&D technologies, joint development level, obsolescence levels
and quick consumer reactions. Migration of breakfast preferences or consumer interest
to goods establishes barriers to entry by robust R&D operations. The Weetabix update
Weetabix on - the-go was introduced. Weetabix offers a great opportunity to start a
cereal with a high protein breakfast that fits the current protein food pattern. Use of
modern technological technologies to reduce production increase efficiency quality of
the product.

5.0 Analysis of the industry

The cereals market recently showed a dynamic development with several rival
organisations. The industry needs to examine the company results and various factors,
which make it extremely competitive with different companies fighting for development
in its share of the market, if it is to take precedence and succeed in a very intimidating
competitiveness with rivalry from competitors such as Kellogg's, Nestle, Quaker,
Cheerios, Malt-O-Meal, Cinnamon toast crunch, etc. Industry research allows
companies to understand and build strategic strategies to help them achieve
competitive advantages over their existing disadvantages. It would be important to
determine the root of the organisation's competitive pressures. The model of Porter's
Five Forces is used to describe uncertainty. It includes; 1) Supplier ability to negotiate
2), replacement challenges, 3) consumers ' control, 4) entrance risks and 5)  Forces
Review of Competitive Competition

5.1 Five Forces of Porters

When evaluating the development and definition of the corporate strategy,
Porters discussed five conceptual elements. This includes competition among
competing sellers, competitiveness from possible new industry suppliers,
competitiveness from replacement products manufacturers, negotiating power with
suppliers and customer authority.

13
 Source: (CGMA, 2013)

5.1.1 Competitive rivalry within the same sector

The recognition of specific rivals, their business size, and their share of the
market and growth rate is important when performing rival research. Therefore, the
buyers ' results should be viewed in combination with brand recognition and efficiency
due to low prices and product differentiation. Brand distinction would be accomplished
in the case that weetabix were introduced as post-holding goods while growing our
product portfolio. Furthermore, as the Post Holding Chairman stated, the collaboration
between Weetabix and Post Holdings will give rise to a reduction in spending "which
would imply a substantial reduction in the cost by exploiting each other's production and
supply chains in which we compete, integrating our purchasing of global sourcing." On
the other Weetabix, competitiveness such as Kellogg's, Quaker etc. should be
controlled and understanding of price war and great marketing ability should be
provided. With a better health strategy to habits, Weetabix will be better off than rivals,
since 97% of its goods are nutritious.

14
5.1.2 Risk of new entry.
This applies to the ease of access to the market for new businesses. If the initial
expense is fairly low, new entry will be enticing. Price is regulated by various factors
such as public policy, low cost release, good quality product and market segmentation,
and advertising costs. As Weetabix is a good brand name, it will have a small impact on
new competitors. In addition, new competitors will find it difficult to contend against high
marketing costs that Weetabix can pay for. In regards, Weetabix has been carrying out
a sequence of advertising initiatives, such as Bartle Bogie Hegarhy's Weetabix'
Weetakid' in 2011 and Bartle Bogie Hegarhy's' Paddy' in 2012 As pointed out earlier as
a result of this synergistic reduction in spending, profits would boost there would be no
cost of creating the new organisation. Weetabix has also been carrying out a range of
marketing promotions, e.g. Bartle Bogie Hegarhy's Weetabix' Weetakid' for 2011, and'
Paddy's Day' in 2012.

5.1.3 Risk of substitution

Prices are one of the key factors contributing to replacement. Any option coming
on the market with a relatively similar prices and better price contributes to the
consumer transfer. Factor that would contribute to brand change may also be taste
choice. There have recently been several replacements on the market for similar oat
products or cereals, such as Quaker, Mornflake and many others. The price and taste
desires compared to the above product may have a major impact on Weetabix sales.
This would require a good Research and innovation unit to make sure that both
innovative products and sales are released, battling to increase their profits and
monitoring their rivals tightly.

5.1.4 Buyer power

Buyers ' negotiating power became significant. Purchasers will quickly lower the
price of items. Transaction power is determined by the amount of purchasers on the
market, the commitment to the company and price guarantees, which distributors give
to customers.
In the sense of a highly competitive environment, Weetabix would have to establish a
marketing strategy to validate consumer wants and needs. In turn, Tesco sells its own
food brand at a fiercely competitive price, alongside Asda, Sainsbury's. A good tactic for
15
advertising will ensure brand value. Better rewards such as deals and items sold in well-
known supermarket chains and stores would also help Weetabix's success on the
sector. In recent times, Weetabix has expanded its product line to help the market
penetrate. Thanks to Weetabix's wide range of products, the company can aim for a
wider client base. Weetabix could also directly recruit consumers affiliated with their
rivals, thus growing the share of the market of Weetabix at the cost of these rivals.

5.1.5 Supplier power

The influence of suppliers is determined by the amount of suppliers. Speciality of
a product or service. Specific scale and quality of the manufacturer. Supply and demand
is also influenced by the influence of retailer control, as weetabix is a large company.
Weetabix would be capable of checking the prices of products received from suppliers.
Suppliers would not take a risk that a large company like Weetabix is excluding them,
which would take up a large part of their business.

6.0 Conclusion and Recommendations

Successful companies use all available tools to remain at the top of their targeted
segment. The consciousness of cereal food and healthier lifestyles must be increased.
Emphasis on a key product line of branded items from Weetabix and function with
distributors to guarantee effective information that ensures products that meet customer
desires, and that use social networks to achieve positive results to enhance customer
support and productivity improvements. The production of value should be an important
focus by offering better pricing together with premium goods.

16
References
Atherton,M, (2017) Weetabix invests £30M but warns of price rises.Available at:
https://www.foodmanufacture.co.uk/Article/2017/01/30/Weetabix-invests-in-its-UK-
factories (Accessed: 27 Jan 2019)

Brouthers, K. D., van Hastenburg, P., & van den Ven, J. (1998). If most mergers fail
why are they so popular? Long Range Planning, pp. 347–353.

CGMA. (2013) Porter’s Five Forces of Competitive Position Analysis. [Online] Available
at: https://www.cgma.org/resources/tools/essential-tools/porters-five-forces.html
(Accessed 26 Jan. 2019).

Daneshkhu, S. (2017). ‘Weetabix prices hiked after post-Brexit sterling slump’. Financial
Times [Online]. Available at: https://www.ft.com/content/12600f8a-af56-3556-b0af-
95930386a84f (Accessed 27 Jan. 2019).

Davies, P. (2017). ‘Stakeholders and Org Purpose, Class Slides, University of South
Wales’, <ST4S38 Blackboard site>. (Accessed 26 Jan. 2019).

Dean, B, (2017) ‘Post Holdings discusses rationale for Weetabix - five things to learn,’ Just-
Food [Online]. Available at: https://www.just-food.com/analysis/post-holdings-discusses-
rationale-for-weetabix-five-things-to-learn_id136419.aspx . (Accessed 26 Jan. 2019).

Define your strategy Available at: https://www.bdc.ca/en/articles-tools/business-

strategy-planning/define-strategy/pages/default.aspx (no date) (Accessed 26 Jan.
2019).

Eden, C. and Ackermann, F. (1998). Making Strategy: The Journey of Strategic

Management. London: Sage Publications.

Freeman, R. E. (1984). ‘Strategic Management: A Stakeholder Approach. Boston:

Pitman, ‘Business Jargons, [Online]. Available at:
https://businessjargons.com/expansion-strategy.html (Accessed 26 Jan. 2019).

Gulzar, A. (2014) ‘Bowman's Strategy Clock Model & its Eight Competitive Directions for
Edge Mon’, Study Lecture Notes [Online]. Available at:
http://www.studylecturenotes.com/management/bowmans-strategy-clock-model-its-
eight-competitive-directions-for-edge (Accessed 26 Jan. 2019).

James,K. and Arash, M.(2017) ‘US cereal maker Post nears deal for Weetabix,’
Financial Times , [Online]. Available at: https://www.ft.com/content/2331d287-f8ef-3c6b-
ac40-98675dbb99f1 (Accessed 26 Jan. 2019).

Liebowitz, J., (2006) Strategic Intelligence, Auerbach Publications, pp7

17
Nicole, H. (2016) ‘4 Reasons to Acquire a Company Rather Than Grow Organically,’
Channel Futures’ [Online] Available at: https://www.channelfutures.com/mergers-and-
acquisitions/4-reasons-to-acquire-a-company-rather-than-grow-organically [Accessed
26 Jan. 2019].

Mind Tools Team, Porter’s Generic Strategies- Choosing Your Route to Success
https://www.mindtools.com/pages/article/newSTR_82.htm (no date) (Accessed 26 Jan.
2019).

Pest Analysis (2019) https://en.wikipedia.org/wiki/PEST_analysis (Accessed:26 Jan

2019)

Porter, M. E. (2008) ‘The Five Competitive Forces That Shape Strategy’, Harvard
Business Review, Special Issue on HBS Centennial, 86, no. 1, pp.78–93. [Online].
Available at: https://www.hbs.edu/faculty/Pages/item.aspx?num=34522 (Accessed 26
Jan. 2019).

Porter, M. E. (1985) The Competitive Advantage: Creating and Sustaining Superior

Performance. NY: Free Press.

Post Holdings to Acquire Weetabix for £1.4 Billion (2017) Available at:
https://www.cnbc.com/2017/04/18/globe-newswire-post-holdings-to-acquire-weetabix-
for-a14-billion.html (Accessed:27 Jan 2019)

Post Holdings, Inc. 2017 Annual Report (2017) Available at:

http://www.annualreports.com/hosteddata/annualreports/pdf/nyse_post_201
7.pdf (Accessed: 27 Jan 2019)

Ramakrishnan, K. (2010). Mergers in Indian industry: Performance and impacting

factors. Business Strategy Series, 11(4), 260–268.

State of the UK Economy (2018) Available at:

https://www.tutor2u.net/economics/reference/state-of-the-uk-economy-may-2018
(Accessed: 27 Jan 2019)

Strategic Position. BusinessDictionary.com. WebFinance, Inc. [Online] Available at:

http://www.businessdictionary.com/definition/strategic-position.html (Accessed 24 Jan.
2019).

Talking Retail (2016) Weetabix to relaunch Weetabuddies campaign, Available at:

https://www.talkingretail.com/products-news/grocery/weetabix-relaunch-weetabuddies-
campaign-15-01-2016/ (Accessed: 26 Jan 2019).

18
UK Essays (2013). Businesses Within The Cereal Industry Marketing Essay. Available
at: https://www.uniassignment.com/essay-samples/marketing/businesses-within-the-
cereal-industry-marketing-essay.php?cref (Accessed 26 Jan. 2019).

Wade, R. (2017) What global FMCG brands can learn from Weetabix's Chinese flop
Campaign [Online] Available at: https://www.campaignlive.co.uk/article/global-fmcg-
brands-learn-weetabixs-chinese-flop/1431258 (Accessed 26 Jan. 2019).

Weetabix Corporate (2017). Weetabix Corporate | Post Holdings Completes Acquisition

of Weetabix. Available at: https://www.weetabixfoodcompany.co.uk/press/news-
archive/post-holdings-completes-acquisition-of-weetabix (Accessed: 26 Jan 2019)

Weetabix ‘builds’ brand portfolio

https://wholesalemanager.co.uk/weetabix-builds-brand-portfolio/ (no date) [Accessed:
27 Jan 2019]

Weetabix to be sold to US company Post Holdings (2017)

https://www.bbc.com/news/business-39625715 (Accessed: 27 Jan 2019).

Wickham, P.A. (2001) ‘Strategic Entrepreneurship: A Decision-Making Approach to New

Venture Creation and Management’. Financial Times ,2nd Edition[Online] Available at:

https://www.postholdings.com/wp-content/uploads/2017/04/Post-Investor-Presentation-
Weetabix-Acquisition-FINAL.pdf (Accessed: 27 Jan 2019).

19