Innovations in Marketing (2211) Membership No.

40083260 December 2021

Innovations in Marketing:
Competitive Advantage through
Sustainability

CIM Membership No.: 40083260

Assignment subject: Innovations
in Marketing

pg. 1
Innovations in Marketing (2211) Membership No. 40083260 December 2021

Table of Contents
Task 1: Organizational Summary Report

(1.A) Organisational background...........................................................................................................5

(1.A.2) Organisation information.......................................................................................................5
(1.A.2.1) Organisational summary.................................................................................................5
(1.A.2.2) Type of Organisation.......................................................................................................5
(1.A.2.3) Product Range.................................................................................................................5
(1.A.2.4) Customer Base and Key Customer Segment....................................................................5
(1.A.2.5) Main Competitors............................................................................................................5
(1.A.2.6) Stakeholder breakdown..................................................................................................6
(1.A.2.7) Rationale for the Theme..................................................................................................6
(1.B) Environmental analysis report.......................................................................................................7
(1.B.1) Macro and micro environmental analysis...............................................................................7
(1.B.2) Competitor analysis................................................................................................................8
(1.C) Ability to facilitate and adopt innovation successfully...................................................................9
(1.C.1) Leadership styles of Elephant House......................................................................................9
(1.C.2) Cultural Web of Elephant House............................................................................................9
(1.C.3) Organisational Climate of Elephant House.............................................................................9
(1.C.4) Senior Management’s personality type test...........................................................................9
(2.A) Developing innovative approaches to current market challenges..............................................11
(2.A.1) Current market challenges...................................................................................................11
(2.A.2) Cross-functional marketing team breakdown......................................................................11
(2.A.3) Learning, training and development....................................................................................11
(2.A.4) Information sharing..............................................................................................................11
(2.A.5) Support of innovative business model (Osterwalder et al, 2010)........................................12
(2.B) Strategic options & justification for innovation to achieve sustainable competitive advantage.13
(2.B.1) Evaluation of the Collection Centre as a strategic option for competitive advantage..........13
(2.B.2) Collaboration and partnerships............................................................................................13
(2.B.3) Evaluation of the innovative strategy...................................................................................13
(2.C) Business case for competitive advantage through innovative sustainability...............................14
(2.C.1) Business opportunity presented...........................................................................................14
(2.C.2) Risks and benefits of the above stated innovation...............................................................14
(2.C.3) Stakeholder relationship development................................................................................15
(2.C.4) Resource Allocation..............................................................................................................15
(2.C.4) Time scale and budget allocation of the project..................................................................16
(2.C.6) Project proposal outline.......................................................................................................16

pg. 2
Innovations in Marketing (2211) Membership No. 40083260 December 2021

(3.A) Marketing and Communication plan...........................................................................................18

(3.A.1) Situational Analysis...............................................................................................................18
(3.A.2) Objectives..............................................................................................................................18
(3.A.3) Strategy................................................................................................................................19
(3.A.4) Tactics...................................................................................................................................20
(3.A.5) Action...................................................................................................................................20
(3.A.6) Control..................................................................................................................................20
(3.A.7) Communication Plan............................................................................................................21
(3.A.7.1) Context analysis.............................................................................................................21
(3.A.7.2) Communication objectives............................................................................................21
(3.A.7.3) Marketing communication strategy..............................................................................21
(3.A.7.4) Proposed integrated communication mix.....................................................................21
(3.A.7.5) Proposed implementation of the communication plan.................................................22
(3.A.7.6) Evaluation of the proposed communication plan..........................................................22
(3.B) Key organisational cultural changes............................................................................................23
Appendices..........................................................................................................................................24
Reference List......................................................................................................................................28

pg. 3
 Innovations in Marketing (2211) Membership No. 40083260 December 2021

Task 1
Organisational Summary
Report
‘Where we are now’

To: Senior Management Team

From: Marketing Manager
Date: 30th November 2021
Theme: Competitive advantage through sustainability
Page count (A): 2 pages
Word Count (B-C): 1243 words

pg. 4
 Innovations in Marketing (2211) Membership No. 40083260 December 2021

(1.A) Organisational background.

(1.A.1) Organisation name: - Ceylon Cold Stores PLC
(1.A.2) Organisation information.
(1.A.2.1) Organisational summary
Elephant House is a brand focused mainly in ice-cream and
bottled beverages, and is leading the current market for the
above stated sectors in the Sri Lankan market since its
inception in 1866. Its vision is to bring people joy and nutrition
throughout their lives by creating innovative and superior
goods that they may eat and drink whenever and wherever
they want, and has achieved the Business Standards
Institutions AAA rating in 2019.
(1.A.2.2) Type of Organisation Metrics 2021/2020 2020/2019 YoY
Ceylon Cold Stores (CCS) oversees and controls Elephant (rs. million/no.) (rs. million/no.) Change
Revenue 68,766 67,969 1%
House, which is wholly owned by John Keells Holdings PLC Ent. value 83,012 82,238 1%
(JKH), Sri Lanka's largest conglomerate. It is a Public Employees 6,698 6,014 684
Limited Company with innovation, integrity, excellence, R&D 34 LKR 43 LKR -20%
caring and trust as its core values. The sales of Elephant Capital exp. 4,014 3,847 4%
EBITDA 6,995 7,385 -5%
House as of 2020/21 was
Carbon 46,472 46,145 1%
68,766 million rs.
Table 1.A.1 Company statistics (Elephant House, 2021a)
footprint
(1.A.2.3) Product Range.
This report will focus on beverages produced and distributed by Ceylon Cold Stores, namely the
Carbonated Soft Drinks (CSD) Sector, shown in table 1.A.2. The product personality and perception
for each brand is different, while they also have the overall perception of being fun and interesting.
Beverages Refreshment EGB, Lime Crush, Cream Soda, Orange Soda, Orange Barley, Necto, Lemonade, KIK Cola
Nutrition Flavoured Milk, Fresh Milk
Natural Blend Fito, Twistee
Table 1.A.2 Elephant House Beverage Range as presented in Elephant House (ca. 2021b)
(1.A.2.4) Customer Base and Key Customer Segment.
CCS is mainly B2C and as per the breakdown presented in Appendix 1, it has 4 main customer
segments, based on various factors. A summary of the main customer segments is given below.
Segment Priority Unique feature
Youthful teens High Very high preference, impulsive purchase nature and low income
Young adults Highest High concern about brand image, regular usage
Steady drinkers Low Very high usage and bulk purchasing.
Fan-parents Medium High income and planned purchasing
Table 1.A.3 Customer Segments of Elephant House
(1.A.2.5) Main Competitors.
MARKET SHARE 2021

Elephant House mainly shares the soft 20%

1%
35%
drink market with Coca-Cola which is the 2%
3%
global soft-drink leader as well as Pepsi
2%
with a few minor regional players as
40%
shown in figure 1.A.1. This was disrupted
considerably due to Covid-19, enabling Elephant House Coca Cola
Pepsicola My Cola
the minor regional brands to gain Max Cola Lanka Cola
headway into the market. Figure 1.A.1 Market share of Soft drink market 2021

pg. 5
Innovations in Marketing (2211) Membership No. 40083260 December 2021

(1.A.2.6) Stakeholder breakdown.

CCS stakeholders are displayed below in table 1.A.4. Due to Covid-19 and other social factors as
explored in (1.B.1.3) such as the values and interests, exert an influence far greater than before.
Refer (2.C.3) for an in-depth analysis of the main stakeholders as well as an analysis through
Mendelows Matrix in figure 2.C.5

Internal Employees, shareholders, management, senior staff, advisors

External Competitors, general public, customers, government, media, suppliers.
Table 1.A.4 Stakeholders of Ceylon Cold Stores PLC

(1.A.2.7) Rationale for the Theme: - Competitive advantage through sustainability.

Due to Global trends such as ‘the plastic kickback’, climate change, increased nationalistic views
(McClimon, 2019) and specified principles like EPR (Lindhqvist, 1992. Cited in Johnson and McCarthy
et al, 2014), sustainability has become a primary concern throughout the market. Considering that
the Centre for Environmental Justice (2021, p2) stated that “The most common plastic waste
products are straws, yoghurt cups, mega bottles, lunch sheets, milk packets, meal boxes,
polyethylene bags, sachet packets and wrappers” and “multi-national companies such as Coca Cola,
Unilever and Nestle contribute the most plastic pollution in Sri Lanka”, it is in Elephant House’s best
interest to capitalize on this global trend which has not been explored yet in the Sri Lankan soft
drinks market.
As shown by figure 1.A.3, in the month of July 2021, there has been a decrease in the number of
stores selling Elephant House CSDs with a rise in the volume of soft drink produced. This rise in
weighted distribution was caused by the adverse effects of the lockdown, closing down smaller
shops resulting in the 5% decrease in EBITDA during the financial year as shown in table 1.A.1.

20,000 156,000 As such, in order to gain a competitive

18,000 154,500154,600 155,000
advantage, by focusing on more
16,000
153,000
154,000 sustainable business processes
14,000 153,000 153,000
12,000 152,000 environmentally, digitally as well as
10,000 151,000
8,000 socially, Elephant House will be able to
6,000
150,000 freely innovate on this unexplored
4,000 149,000
2,000 149,000
148,000
sector of the Sri Lankan soft drink
147,000 industry. And thus, will be able to
ensure its hold on its customers ‘spirit
0 146,000
17,800
Mar-21
16,40011,00010,000
Apr-21May-21Jun-21
15,000
Jul-21
share’, as presented in London Business
Volume (L'000) No. of Stores ('000)
Forum (2008) while also promoting a
positive brand image in order to raise
Figure 1.A.3 Sales Volume of Elephant House CSD’s the interest of its stakeholders.
(Source: - Marketing manager)

pg. 6
Innovations in Marketing (2211) Membership No. 40083260 December 2021

(1.B) Environmental analysis report to assess facilitate competitive advantage through

sustainability
By using the PESTLE summary done in Appendix 2 (Aguilar, 1967) and Porters Five Forces Model
(Porter, 1979), Elephant House will be able to create an innovative plan of action by assessing
opportunities and challenges created by changes in the macro and micr0- environment (Refer to
Appendix 3 for Porters Value Chain).

(1.B.1) Macro and micro environmental analysis.

Factors/drivers Key Developments O/C Innovation
Macro-environment (PESTLE Analysis as per Appendix 2)
Political Government Changes in Government Create an internal buffer to handle
decisions policies affecting internal
C such issues
stability.
Infrastructure Completion of the Colombo- Update delivery route to improve
Improvements. Kandy highway
O efficiency and cost-effectiveness.
Economic Direct impact due Factory shut-downs Keep watch of regional purchase
to Covid-19
C behaviour and distribute them
accordingly.
Economic impact Fall in disposable income due Emphasise the emotional value of CSD
due to Covid-19 to rise in unemployment
C and the improvement in quality of life.
Local currency depreciation Match competitors pricing.
and increased inflation
C
Social & Change in general Change from physical to online Communicate online availability on
perception and purchasing
O the main website, modifying site to
Cultural
social values best suit consumer needs.
Increased attention given to Post content with regard to social
social issues and brand
O issues and represent favourable
representation. causes.
Increased sensitivity to ‘green’ Promote an eco-friendly narrative on
based products
C advertisements and cross-promote
the nutrition and natural blend ranges
in Elephant House.
Technology Innovation of digital Improvement of digital literacy Innovate marketing mix to improve
& tech tools and technological
O convenience and comfort.
dependence.
Increased need for automated Implement automated machines and
manufacturing procedures.
C re-evaluate product pricing.
Legal Updated laws due Legislature regarding Create strategies and business
to Covid-19 production & distribution.
C procedures that abide the law and
require minimal human interaction.
Ecological Higher emphasis Increase in popularity of eco- Actively promote actions taken by
given to Eco- friendly products.
C Elephant House to minimize
friendliness environmental harm.

Increase in the need for Partnering with Zerotrash and

environmental brand
O Plasticycle to launch a Recyclable
representation and EPR Plastics Collection Centre (Daily News,
(Lindhqvist, 1992) 2021)
Reducing the overall plastic wrapping
around PET bottles.

pg. 7
Innovations in Marketing (2211) Membership No. 40083260 December 2021

Micro-environment (Porters Five Forces)

Customer High customer brand loyalty when price and other Structure campaign around customer
bargaining factors remain stable with any minor change causing
C loyalty and deepen the emotional
power customers to switch brands. bond with the customer.
Supplier Due to the ease of becoming a CSD supplier and low Maintain positive supplier
bargaining competitive pressure, the suppliers have low impact.
O relationships.
power
Threat of new Low threat of new market entrants due to the Allocate a higher budget for R&D
entrants oligopolistic nature of the market.
O
Threat of Increased threat of substitutes due to the rise in Promote the uniqueness of Elephant
substitutes prices, inflation and health-consciousness.
C House CSD compared to other
substitutes.
Competition High level of competition between Elephant House, Advertise the large range of flavours
among Coca-Cola and other regional competitors.
C of CSDs offered to differentiate itself
competitors from Coca-Cola and the other brands
Table 1.B.1 Macro and micro environmental analysis.

(1.B.2)Competitor analysis.
As seen below in table 1.B.2, Elephant House is the current market leader in the CSD industry. With
the main sales primarily up to the vendors, and marketing campaigns saturated, the current market
is in an oligopolistic deadlock, especially among the main 3 brands due to strong digital marketing
and sales frameworks that have been implemented.
Key Success Elephant House Coca Cola Pepsi My Cola Regional brands
Factor (Max Cola, Lanka
Cola)
Org. size 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
Market share 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
Recognition 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
Product range 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
Loyalty 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
Expansion 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
Total 27/30 25/30 17/30 15/30 7/30
Table 1.B.2 Competitor analysis (Hooley et al, 2008)

Insights suggest that in order to make an impact, the next move would have to be one not taken by
any other brand. As such the Senior Management Team (SMT) will need to evaluate possible
innovations to gain a sustainable competitive advantage.

pg. 8
Innovations in Marketing (2211) Membership No. 40083260 December 2021

(1.C) Ability to facilitate and adopt innovation successfully.

CCS values – “Changing constantly, reinventing and evolving; in trying new ideas we win or learn,
there is no failure” (Elephant House, 2021a)
(1.C.1) Leadership styles of Elephant House.
CCS follows Full Range Leadership (Avolio and Bruce, 2011), combining the below three styles to
optimise its ability to implement innovation.
Transformational Oriented towards focusing on long-term objectives and goals, this style is best suited
leadership for CEOs, board of chairs and senior management.
Transactional Focused on completing short term goals with maximized efficiency through
leadership managing rewards and incentives for work done. These are best suited for middle
level managers and branch managers.
Laissez-faire Focused on fully equal co-operation, information sharing and balanced team-work.
leadership This is mainly suited for project teams, small scale management teams, etc.
Table 1.C.1 Leadership style breakdown of CCS
(1.C.2) Cultural Web of Elephant House
Stories CCS has received many awards from SLIM (Peoples Awards, NASCO, Brand Excellence)
for many years
Symbols All Elephant House CSDs have the same brand logo with its own unique colour and
branding for each flavour to best convey the feelings and emotions of the drink.
Power The Chairman, CEO, and SMT have the most effect on decisions, operations, and
structure strategic direction, and this influence is passed down to the operational level.
Organisational CCS is administered and supervised by its parent business, JHK. Each region has a
structure branch manager and a small management team, and the mother business has
appointed a specialized CEO to their retail sector.
Control CCS currently holds certifications for ISO 9001:2015, ISO 22000:2015, SLS 183: 2013
systems among many other certifications to ensure its high standards and brand promise,
Rituals and Standard business hours are from 8:00 a.m. to 5:00 p.m., and certain functions, such as
routines customer support, are available 24 hours a day, seven days a week. Executives have
monthly meetings, whereas managers have weekly meetings.
Table 1.C.2 Cultural Web breakdown
(1.C.3) Organisational Climate of Elephant House
The innovation audit's organizational climate (adopted from Burnside, 1991; Isaken and Ekvall, 2010)
is an important component that will assist CCS determine its workforce's creativity and capacities for
digital transformation
Challenge 4 Playfulness 4 Risk taking 3 Recognition 4
Involvement 3 Creativity 4 Debate 2 Freedom 4
Trust 3 Idea time 2 Conflicts 4 Idea support 3
Table 1.C.3 Organisational climate
(1.C.4) Senior Management’s personality type test (Using the Myers Briggs framework)

Type Extraversion Introversion Thinking Feeling

Score 5/5 4/5 4/5 2/5
Type Sensing Feeling Judging Perceiving
Score 2/5 3/5 2/5 4/5
Each CSS member has their own distinct style, but the SMT of CCS as a whole is driven by
innovation. They envision the company's future and encourage new innovative ideas for essential
adjustments and aren't limited by typical decision-making frameworks. Overall, the results
demonstrate the staff's eagerness and preparedness to support CCS's innovativeness.

pg. 9
Innovations in Marketing (2211) Membership No. 40083260 December 2021

Task 2
Innovative Business Case
and Proposal
‘What we need to do’

To: Senior Management Team & Board of

Directors From: Marketing Manager
Date: 30th November 2021
Theme: Competitive advantage through sustainability
Word Count: 1981 words

pg. 10
Innovations in Marketing (2211) Membership No. 40083260 December 2021

(2.A) Developing innovative approaches to current market challenges.

(2.A.1) Current market challenges.

Factor Challenges Innovations

Environmental - Catering to environmentally conscious
challenges viewpoints.
- Minimizing internal waste of Ceylon Cold
Stores and maintaining the principle of
extended producer responsibility.
- Reducing external waste caused by the
consumption of Elephant House products
Social challenges - Balancing online market as well as physical
retail market
- Changes in consumer preference due to
Covid-19.
Logistical challenges - Issues with outbound logistics due to travel
restrictions.
- Managing factory shut downs and inventory
stock levels.
- Switching employees to ‘work from home’.
Marketing challenges - Rapid changes in marketing preferences.
- Handling the representation of social issues.
- Updating the marketing campaigns.
Table 2.A.1 Market challenges based on (1.B.1)
- Create a plastics recycling collection
centre which sends the recycled
plastics to Elephant House factories
to be used for packaging.
- Creating a sophisticated market
scanning algorithm in order to
predict changes in consumer
behaviour
- Reengineer internal management
systems and protocols in order to
facilitate for the rapidly changing
environment.
- Revamp the marketing campaigns
and promotions to better
communicate with the target
market.

(2.A.2) Cross-functional marketing team breakdown.

To achieve the desired competitive edge, small, well-informed, well-balanced and highly competent
teams comprised of a member from all management functions as well as specialists and advisors to
handle range of challenges (refer 2.A.1) are required. Due to the balanced and well-rounded
composition of members, they would be able to properly understand not only the customer journey,
but the brand image with respect to all major stakeholders.
Each team will also be well equipped to focus on the challenges assigned to them due to the
segregation and uniqueness of each issue, then report to the Senior Management Team with the
solutions for reviewing and approval.
By following the innovative process specified in Appendix 4, the cross-functional teams will be able
to properly innovate the function and brand.
(2.A.3) Learning, training and development.
(2.A.3.1) Learning
Every team will work with the Senior Management Team to create a brief that all other related
internal stakeholders will be privy to and have to operate on.
(2.A.3.2) Training
The employees then will receive the necessary training so as to comply with the new protocols given
out in order to carry out the operation.
(2.A.3.3) Development
Each employee will be provided the opportunity to provide feedback and recommendations as well
as receive them to both improve functional efficiency and to further improve oneself in the long run.

(2.A.4) Information sharing

Knowledge is a critical component in fostering innovation and maintaining a competitive edge. To
share expertise and experience, regular one-on-one forums and team meetings will be held both
digitally and physically. To communicate explicit information across departments, a knowledge
management system will be built.

pg. 11
Innovations in Marketing (2211) Membership No. 40083260 December 2021

(2.A.5) Support of innovative business model (Osterwalder et al, 2010)

Direction Achieving competitive advantage through sustainable innovations using eco-friendly
recycling and waste disposal.
Skills Marketing – Green marketing, digital marketing, mass marketing. Management -
Operational planning skills, production planning skills. Logistical – Delivery knowledge,
administrative skills. Creativity, design thinking, and emotional intelligence are examples of
general skills.
Power Flatten the management hierarchy to improve autonomy, collaboration, and transparency
across the company's functions.
Motivation Financial incentives and awards based on performance to keep employees motivated and
recognize their commitment to achieving company goals.
Information Information such as market trends, competitor information, breakthroughs in recycling
Table 2.A.2 Support given to the innovative business model

pg. 12
Innovations in Marketing (2211) Membership No. 40083260 December 2021

(2.B) Strategic options & justification for innovation to achieve sustainable competitive advantage.

As a main innovation, this case proposes the launching of a recyclable plastics collection centre in
order to display reputable EPR while capitalizing on the changing social views and values.

(2.B.1) Evaluation of the Collection Centre as a strategic option for competitive advantage
(2.B.1.1) Service/product offering
Due to the increased concern about recycling and managing waste, launching a plastics collection
centre would reduce the number of Elephant House plastics reaching garbage dumps as well as aid
in the disposal of plastic waste coming from the factories. Ceylon Cold Stores also plans to open
trading with other companies and individuals who wish to recycle plastics.
(2.B.1.2) Cost saving
Although this project is mainly focused on environmental sustainability and brand image, this has
direct cost-saving aspects of it as well. This will reduce the cost of disposal of factory plastics as well
as the production cost of PET bottles due to the recycled plastic syphoned off from the centre to the
factories to enter the production cycle.
(2.B.1.3) Long-term benefits
Apart from the immediate savings and benefits of recycling, this provides a unique opportunity for
Elephant House to rebrand itself as an eco-friendly company trying to make a difference about the
waste disposal issue in Sri Lanka. Other companies can also enter contracts with the centre for their
plastics disposal, which provides another source on income in the long-term.
(2.B.1.4) Benchmarking
This will be benchmarked against the cost-effectiveness of the centre, the rise in brand image, value,
market share & dominance, as well as overall rise in sales.
It will be indirectly benchmarked by the rise in company value as well as investment value do
measure its effectiveness

(2.B.2) Collaboration and partnerships.

Partnership/collaboration
Plasticycle (partner) Plasticycle will handle the recycling process of the plastics brought in from all
ZeroTrash (partner)
Government
Benefit
sources and supply them back to the CCS factories for production
ZeroTrash will be responsible of the waste collection & delivery of the plastic waste
to the factory as well as handling the waste storage while being recycled. Outer
companies and entities will communicate with ZeroTrash to handle their disposal
and contracting.
Managing centres such as this requires approvals and standards given by the
government. Adhering to such regulations will not only reduce the conflicts CCS
may have, it also improves the brand image as a reliable innovation.
Table 2.B.1 Partnership breakdown

(2.B.3) Evaluation of the innovative strategy through SFA model

Factor Assessment
Suitability Due to the rising concerns regarding the environment as well as changes in consumer brand
perception, launching a recycling centre is not only imperative for improving the hold on customer
mindshare, but also in improving EPR and green-marketing, which is important in today’s market.
Feasibility As analysed in (1.B), launching this initiative will exploit numerous opportunities present in today’s
market. By utilizing the financial resources of Ceylon Cold Stores PLC, as well as its corporate partners,
Elephant House will be able to successfully fund this project.
Acceptability As clarified in (2.B), the cost reducing aspects of this will set-off the expenses of this greatly, and as a
non-profit oriented initiative, the positives greatly outweigh the risks and as such the stakeholders
would be highly incentivised to support this initiative.
Table 2.B.2 SFA Model

pg. 13
Innovations in Marketing (2211) Membership No. 40083260 December 2021

(2.C) Business case for competitive advantage through innovative sustainability.

(2.C.1) Business opportunity presented.
With increasing concerns about climate change
and ecological sustainability, the need for society
to act responsibly and minimize their own harm
to the environment is paramount for a long term
& sustained existence.

As such, by proposing to launch a plastics

recycling collection centre, Elephant House is
fulfilling EPR, obtaining the chance to a total
green rebranding, thus resulting in a change of
market positioning. As such, Ceylon Cold Stores
needs to focus on the innovations made in the
recycling industry in order to pull of this
innovation successfully. Figure 2.C.1 Recycling bottles

(2.C.2) Risks and benefits of the above stated innovation.

Level Risk Benefit
Running the centre at a loss and/or failing to achieve Reduced overall production cost and improved
a return on the investment in the recent future. customer retention due to the subsequent green
Strategic

Potential brand damage caused by failure to deliver
the promised scale or level of recycling.
A lack of strategic guidance could result in the project
failing.
Failure to meet the necessary targets placed by the
senior management.
Operational
marketing campaigns.
Sustainability-based superiority among competitors,
greatly improving the brand image.
Improved sales and customer acquisition & retention.
Increased brand goodwill, sustainability and long
term cost-reductions.

Inability to optimise the recycling process of the
plant.
The subsequent marketing plan failing to take off and
make an impact with the market.
Issues with waste distribution lines might break the
faith of the centres personal clients in the long run.
Tactical
Having a self-sustaining and self-sufficient plant
which requires less guidance and strategic analysis.
Ability to undergo complete rebranding under the
“green” marketing banner, pioneering eco-
friendliness in the CSD industry.
Higher customer convenience and overall attraction
due to the unique service.

Lack of competency of the workers leading to plant Cost-effective and efficient work at the plant with
failure. trained supervision
Unexpected costs on the plant floor. Reduced overall corporate costs of the company.

Table 2.C.1 Risks and benefit breakdown of plastics collection centre

pg. 14
 Innovations in Marketing (2211) Membership No. 40083260 December 2021

(2.C.3) Stakeholder relationship development

Stakeholders Description
Employees Employees are the foundation of the corporate innovation process. As such, by maintaining open
and two-way communication, Ceylon Cold Stores will consider employee thoughts and
perspectives while evolving its innovation approach. They must also be kept engaged by efficient
Internal

performance management and appealing reward systems.

Shareholders The relationship between Ceylon Cold Stores and its shareholders is the bedrock of the
company's existence. Ceylon Cold Stores must continue to develop and distribute value to
shareholders while maintaining the highest level of transparency and accuracy in its
relationship with them.
General Being one of the main target audiences for this innovative process, maintaining a positive and
public healthy relationship with them is essential, as their power and influence over the market has
increased as summarized in (1.B).
Competitors As pioneering innovators in this industry, Ceylon Cold Stores must pay close attention to the
other main competitors, their reactions to this launch and further actions in order to retain the
competitive advantage gained through this strategy.
Customers The most essential aspect of this process, strengthening the relationship with the customers is
Externa

essential to the rebranding aspect of this innovation. As such appeasing the customer mind-set
while maintaining a favourable position will prove this strategy a success.
l

Government Elephant House's strategy modifications must adhere to all applicable regulations, orders, and
guidelines. As a result, it's critical to maintain regular and honest communication with
government and regulatory organizations while also contributing to the country's economic
growth.
Suppliers To ensure the seamless continuation of operations and optimized assistance on value
generation, Ceylon Cold Stores must have an open discussion with all of its suppliers and
business partners. Maintaining a healthy supplier relationship requires fair and transparent
pricing, simplicity of transaction, and regular payments.
Table 2.C.3 Stakeholder breakdown

Internal 1. Employees,
2. Shareholders
3. Management
External 4. Competitors
5. General public
6. Customers
7. Governments
8. Media
9. Suppliers

Figure 2.C.5 Mendelows Matrix (Mendelow, 1981)

(2.C.4) Resource Allocation (Resource based view as per Hamel and Prahalad (1990)
By effectively utilizing the resources of its parent
Resource strengthcompany John Keells Holdings Ltd., Ceylon Cold Stores will be
able to successfully implement the innovative Difficult
Easy to imitate process.to imitate
As one of the bestThreshold
workplace environments
resources in Sriresources
Unique Lanka, John Keells Holdings will recruit the most talented
workers and facilitating the strong partnerships to take place.
- Efficient supply chain - Brand Image
Resource
Degree of value Creation

- Effective logistic network - Strong financial position Due to these factors, and the breakdown in
- Recycling plant
table 2.C.6, Elephant House would be able
Threshold competencies Unique competencies to
- Young, committed
2.C.6 Resource -based
Uniqueview
Competency

Table comfortably launch the innovative plan.

workforce recycling
- Green marketing skills knowledge
- Strategic leadership
- Strong partnerships
pg. 15
Innovations in Marketing (2211) Membership No. 40083260 December 2021

(2.C.4) Time scale and budget allocation of the project

Activity Year 1 Year 2 Budget
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 LKR Mn
Requirements management
Market research/ environment scanning 8
Feasibility study 7
Solution management
Consultations 14
Partnership building (2.B.2) 10
Obtain equipment, land, assets 200
Staff recruitment and outsourcing 40
Benefit management
Plant process engineering 3
Production process reengineering 5
Change management
Staff training 10
Reviews and adjustments 4
Marketing and promotion (Please refer to task 3.A.7.5 for marketing and communication details) 41
Change control
Control, measurement & maintenance 20
Evaluation through KPI’s
Total budget allocation 362
Table 2.C.7 time scale and budget breakdown

(2.C.6) Project proposal outline

Executive Summary Project overview
Background CCS history and status quo
Solution Competitive advantage through sustainability
Vision and goals Refer 3.A.2.
Deliverables Improved eco-friendliness, reduced plastics production cost, green-branding
Timeframe 2.5 years
Resources Recycling expertise, logistical knowledge, financial capital, operational skills.
Project owner Ceylon Cold Stores PLC
Project reporting Monthly progress report to SMT
Risks and issues Refer 2.C.1
Implications Green marketing repositioning,
Success criteria Achieving set KPI’s and targets.
Authorization Board of Directors

pg. 16
 Innovations in Marketing (2211) Membership No. 40083260 December 2021

Task 3
Innovation in Action:
Marketing and Communication
Plan
‘Making a difference’

To: Senior Management Team & Board of Directors

From: Marketing Manager
Date: 30th November 2021
Theme: Competitive advantage through sustainability
Word Count: 1,524 words

pg. 17
Innovations in Marketing (2211) Membership No. 40083260 December 2021

(3.A) Marketing and Communication plan for the new Elephant House innovative campaign:
Plastics Recycling Collection Centre.
Background.
Even with the raised awareness on the environment in the recent years, due to the Covid-19
pandemic and the subsequent side-effects, no brand has been able to prioritise and attempt to help
the environment. Seeing this gap in the market, CCS decided to partner up with Plasticycle and
ZeroTrash to create a plastic recycling centre. By using P.R. Smith’s SOSTAC Model, CCS will be able
to formulate an effective corporate plan to carry out the innovation proposed in (2.B).

(3.A.1) Situational Analysis.

CCS must have a continuous approach to scanning the external environment for opportunities and
challenges in order to remain competitive and develop the market.
In (1.B), the PESTLE study analysed the impact of macro-environmental factors on the innovation
plan, while the Porter's five forces analysis investigated the effects of industry dynamics. Below the
TOWS matrix formulation will show what decisions Elephant House needs to take in order to
implement the innovation stated.
Strengths Weaknesses
- Strong brand equity & island-wide - Marginal customer loyalty
presence. - Issues with remote work
- High job satisfaction - Slow market growth
- High R&D Investment
Opportunities S-O W-O
- Eco-friendly and socially 1.Utilizing the brand’s resources to 1. Implement frameworks to allow
invested mind set. implement a project that repositions employees to work-from-home, provide
- Rise in technological Elephant House as an the necessary equipment if needed, and
dependency and literacy. environmentally conscious brand. provide permission for those whose jobs
- Lack of any eco-friendly cannot be handled virtually.
CSD brands. 2. Launch a campaign aligned with the new
innovative project to create a brand that
the youth can support and be loyal to.
Threats S-T W-T
- Powerful competition 1. Using the new rebranding and 1. Reroute RGB production to PET
- Market changes due to positioning to gain market edge. production.
Covid-19 2. Create liquidity – buffers, buffer 2. Ensure employees grievances are handled
- Fall in physical sales and stocks, and employment and compensated for.
small scale vendors. compensations to ensure a smooth 3. Adjust projected targets and KPI’s to
transition. accommodate for Covid-19
Table 3.A.1 TOWS matrix.

(3.A.2) Objectives.
Marketing Objectives Corporate Objectives
External - Achieve a sale increase of 8% by 2024/2025 - Increase in market share by 5% by 2024/2025
- 20% increase in brand awareness by 2024/2025 - Reduce the carbon footprint of the factories
- Increase the brand equity by 5% by 2024/2025 by 5% by 2024/2025
- Increase recycling of Elephant House plastics by
consumers by 60% by 2024/2025
Internal - Reduce manufacturing waste by 40% by 2024/2025
Objectives - Increased efficiency of the collection centre by 15% by 2024/2025
- Reduce production cost by 15% by2024/2025
Table 3.A.2 Objectives of CCS and Elephant House.

pg. 18
 Innovations in Marketing (2211) Membership No. 40083260 December 2021

(3.A.3) Strategy
(3.A.3.1) Segmentation.
Their target market can be identified as Youthful teens, Young adults, Steady drinkers and Fan-
parents. They have been segmented as per Diasz et al. (2017) in Appendix 1, which has been used to
create the below profile of the Key Customer Segment in table 3.A.3.
Young Adults
Demographic Age 18-35
Higher-education to corporate sector or self-employment
Income of LKR 35,000-150,000
Bachelor to full nest 1 family cycle
Large segment size.
Geographic Urban-Suburban cities
Psychographic Millennial to Gen Z
Trendsetter or conservative lifestyle
Middle to Upper-middle social circle.
Behavioural Purchases impulsively or planned
Looks taste and convenience
Regular usage rate
Medium-high loyalty
Indifferent-positive perception of the brand,
Mainly interacts with the brand through digital and print media
Table 3.A.3 Key Customer Segment Profile

(3.A.3.2) Targeting
Competitive advantage
Lower cost Differentiation As clarified in (2.B.3) and (2.C.3), Elephant House will
be leaning into the high impact of societal influence
Cost Leadership Differentiation
Broad

and social brand representation in order to gain

Market Scope

Leader
competitive advantage, by differentiating itself from
the rest of the market
Narrow

Cost Focus Differentiation

Focus

Table 3.A.4 Porters generic strategy

(3.A.3.3) Positioning
As stated in (2.C), Elephant House
would look to re-brand itself in a more
eco-friendly and ‘green’ manner,
similarly to how Keells Super rebranded
itself (Wavemakerglobal, 2018).

Figure 3.A.1 Perceptual Map of the CSD industry

pg. 19
Innovations in Marketing (2211) Membership No. 40083260 December 2021

(3.A.4) Tactics - Proposed marketing mix for innovation.

Product Production will be rerouted from RGB’s to PET’s. All bottles will have more green in the label and a
more ‘eco-friendly’ design to it, to re-enforce its positioning (Aslam, 2006).
Price Elephant House won’t change its pricing structure, with every cost-save done through the above
change siphoned to the recycling plant. The plant itself will aim to be 85% financially self-sufficient
by 2026.
Place CSD flavours will be prioritised and distributed according to regional preferences.
The recycling plant will be located in Boralesgamuwa with transport routes across the country.
Promotion Marketing campaigns using ATL, BTL and TTL will be carried out in order to communicate the change
in brand positioning (refer 3.A.7)
The presence of the Plant will be communicated openly and will be acutely targeted towards CSD
manufacturers and other large scale plastic polluters.
People The Plant workers would be selected, trained and compensated as per (2.A).
Process As specified in (2.B.2), Plasticycle will handle the recycling process and ZeroTrash will handle waste
collection. CCS will finance the project and receive the recycled plastic for production.
Physical As stated in (2.B.1), this plant will offer its services to other companies and customers who wish to
Evidence contribute.

(3.A.5) Action – Resources needed for implementation

Men Changes are implemented with the help of skilled professionals (New recruits, training of existing
staff and outsourcing)
Money Budget will be divided according to the breakdown in (2.C.4)
Minutes Time allocation for various project components with deadlines and steady work-hours for the
plant.
Materials Ensure that the supply, production and distribution chains are not disrupted during the
implementation.
Machines The necessary equipment will be obtained and transferred to the facility upon requirement.

(3.A.6) Control – Metrics to evaluate performance and make adjustments

Critical Success Factor KPI
Loyalty Customer churn rate, repurchase rate,
Market growth YoY increase, customer preference
Environmental impact MT(Solid waste output), Carbon footprint,
Plant performance Metric tonnes of plastic recycled
Financially stability Net profit ratio, ROI, liquidity ratio, profitability ratio

pg. 20
Innovations in Marketing (2211) Membership No. 40083260 December 2021

(3.A.7) Communication Plan

(3.A.7.1) Context analysis
Customer ‘The young aspiring leaders of tomorrow who like positive change in society and the
Context environment’ are identified as the “Young Adults” (Amoranto et al, 2011).
Business Elephant House competes with the other CSD manufacturers (refer 1.C.2) while indirectly
Context competing with beverage manufacturers in general.
Internal Elephant House's financial stability allows it to invest freely in infrastructure development;
Context yet, related cultural reforms and staff development are critical for the innovation’s success.
External Elephant House engages with a wide range of external stakeholders, and the PESTLE analysis
Context is used to assess the nature of the impact on their innovation strategy (Task 1.B.1)

(3.A.7.2) Communication objectives

 Creating awareness about the re-branding effort among the public to reach 80% of the target
market by the end of 2022.
 Improve customer satisfaction and ‘mind-share’ (London Business Forum, 2008) by 30% by 2023

(3.A.7.3) Marketing communication strategy: Push, Pull and Profile as per Fill et al (2016)
Push -Using third-party companies/organizations to reach out to the target audience
strategy  Placing temporary plastics collection points at major events next to drink stalls
 Social Media trends (TikTok challenges, Instagram competitions, etc.
Pull -Customers' demand-generating strategies
strategy  Paid media campaigns
 Telemarketing campaigns
 Social Media promotions and sponsorships
Profile -Elephant House's profile and image are boosted through these strategies
strategy  Press releases, awards and achievements about the innovative strategy.
 Offering sponsorships for government partnered projects

(3.A.7.4) Proposed integrated communication mix

Figure 3.A.2 Proposed communication mix

pg. 21
Innovations in Marketing (2211) Membership No. 40083260 December 2021

(3.A.7.5) Proposed implementation of the communication plan.

Activity Budget
(Through integrated agencies) Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Mn
Social media campaigns 12
Video marketing 2.5
Websites (SEM/SEO optimization) 1
Banner and PPC ads 3.5
Digital mass media advertising 2.5
Sales promotions 4
Print media 2
Billboards 2
PR activities 3
Events 3.5
Sponsorships 5
Total budget 41

(3.A.7.6) Evaluation of the proposed communication plan.

Channel Metric Channel Metric
Social media Likes, shares and comments Websites Number of clicks
Video ads Number of views Events & Sponsorships Attendance & interactions
Banner/ PPC ads Click through rates Overall Number of inquiries

pg. 22
Innovations in Marketing (2211) Membership No. 40083260 December 2021

(3.B) Key organisational cultural changes

Levels of trust Individuals with high levels of trust and openness can confidently exchange information with
one another. They will feel safe and trustworthy in contributing ideas and suggestions,
and openness which will lead to increased creativity. This aids in the ongoing production of new concepts
that can be transformed into successful products, services, or processes.
Furthermore, management may cultivate a sense of trust and openness by ensuring that
decisions are made in a transparent manner, allowing employees to see their thoughts and
proposals taken into account. In such an environment, setbacks in innovation attempts
would be viewed as learning opportunities rather than failures.
This will greatly improve the performance of the marketing team, who will be able to freely
communicate with the necessary teams to get ideas that can be used to improve CCS’s
innovation.

Figure 3.B.1 Importance of transparency and openness (Wei et al, 2019)

Changing the Elephant House's risk-taking mentality displays the company's willingness to pursue risky
opportunities. The marketing department must lead the way in supporting individuals and
attitude to risk teams who innovate and take calculated risks in order to foster as much creativity as
taking possible from workers.
Regardless of their likelihood of success, wise risk judgments must be admired. In this view,
encouraging the creation of a risk-taking climate among employees using platforms like
knowledge management systems (2.A.4) might motivate them to contribute to the
organization's innovation performance.

Figure 3.B.2 Risk appetite framework (source:- researchgate.net)

pg. 23
Innovations in Marketing (2211) Membership No. 40083260 December 2021

Appendices
Appendix 1 Customer Segmentation Matrix as per Diasz et al. (2017)

Youthful teens Young Adults Steady drinkers Fan-Parents

Demographic
Age 12 - 19 18 – 35 26- 35 30- 48
Occupation School students Higher education Higher education Govt. service
Corporate Sector Govt. service Corporate Sector
Entrepreneurship Corporate Sector Entrepreneurship
Entrepreneurship Retired
Monthly Roughly LKR 2,000 - LKR 35,000 – LKR 50,000 – LKR 200,000 –
10,000 a month 150,000 300,000 1,400,000
Income/Allowance
Family Life Cycle Bachelor Bachelor Newlywed Full nest 1
Newly-wed Full nest 1 Full nest 2
Full Nest 1 Full nest 2
Segment size Large Large Medium Medium

Geographic
Region City City City City
Population Urban Urban Urban Suburban
Suburban Suburban
Psychographic
Lifestyle Trendsetter Trendsetter/ Conservative Conservative
Conservative
Social Class Lower to Upper Middle to Upper- Middle Middle to Upper
middle
Generation Gen Z Gen Z Milennials Gen X
Milennials
Behavioural
Benefits sought Taste and trendiness Taste Taste Convenience and
Convenience Convenience preference of
dependants
Purchase Occasion Impulse Impulse Planned Planned
Planned Bulk
Usage rate Regular Regular - High High Occasional – Regular
(Based on
dependants)
Loyalty Medium Medium- high Low Medium
Perception Positive Indifferent - Positive Positive Indifferent
Media used Digital* Digital* Digital* Digital*
Print Print Print Print
*Rose in due to Covid-19

pg. 24
Innovations in Marketing (2211) Membership No. 40083260 December 2021

Appendix 2 Complete PESTLE Analysis

Factor Key Drivers Key Developments Impact LOI
Political Government Due to the decisions taken by the government have negatively
decisions impacted investor prospects and combined with the current economic
situation due to Covid-19, this has become greatly unfavourable for C H
Public Listed Companies.
Improvement of With the re-commencement of the Colombo-Kandy highway in 2020,
infrastructure. its completion will improve the distribution process of Elephant House
to the Central Regions of Sri Lanka. O M
Economic Factory shut- Due to the pandemic outbreak waves mainly originating from
downs due to factories, the necessity of human capital of factories has greatly
Covid-19 hindered the production function. C H
Fall in economic Due to Covid-19 severely affecting the countries production sector as
stability well as tourism sector, the GDP, GNI as well as GNDP have
plummeted, affecting the value proposition & necessity of many
brands, greatly hindering the sales function.
C H
Due to the current economic instability, the Dollar value of the Sri
Lankan rupee has fallen, making the import of certain production C M
materials costlier and export less feasible.
Social & Changes in Due to the many lockdowns since 2020, the general public has now
Cultural general brand almost gotten fully accustomed to online purchasing and moved from
perception and physical purchasing. O H
social values Due to the increased social media usage and human rights activism
post the 2020 George Floyd Black Live Matter protests, keen attention
is being paid to large companies to identify any mishaps or issues, as
O H
well as those who represent favourable causes and scrutinize or praise
accordingly.
The value given to brands under the ‘green’ banner have greatly
increased due to climatic and ecological changes as well as those C M
impacting health. As such anything related to being environmentally
conscious and health conscious are very highly valued.
Technology Innovation of Due to reduced physical interactions the general digital literacy of
digital & tech people has vastly increased. Thus, the usage of digital instruments has
tools become commonplace and as such more attention & weight is given O M
to technologically convenient and advanced tools and service-
providers.
Due to heavy lockdown restrictions causing factory shut-downs or
major limitations, the need for automated manufacturing procedure
has greatly risen. C H
Legal Legislature Due to the current status quo, lockdown restrictions and laws relating
regarding to factory production as well as Gazette notifications have been
production &
distribution.
published to protect the masses. These restrictions while important
for human safety, also limit the exposure and effectiveness of physical
C M
offline marketing promotional tools as well as greatly hinders
outbound logistics.
Ecological Higher Due to the increased value given to the environment, products which
emphasis on are created in eco-friendly ways as well eco-friendly products
Eco-friendliness themselves have become more demanded and desired. C M
Increase in the With more attention being given to plastic pollution, which CSD
need for industries happen to be the highest contributors to, Elephant House
environmental has taken numerous steps in order to effectively implement EPR due O H
brand to its inherent responsibility in production as explained by Sierra Club
representation (2008).
and EPR

pg. 25
Innovations in Marketing (2211) Membership No. 40083260 December 2021

Appendix 3 Porters Value Chain

Firm 123 official Keells Super outlets island-wide with sufficient employees and a supervising
Infrastructure branch manager for each with collection and operation centres.
Secondary Activities

HRM 6,698 employees recruited for their unique skillset. 42% retention rate with 43 million rs
invested in training. Fair wages, 39% female representation, with a safety first culture.
Technology Online retail, digital Ai scanning of customer behaviour to determine preferences, trends
and delivery preferences. Rs. 34 million invested in R&D with 11 new products launched
in 2020-2021
Procurement Fully operational network for timely collection and delivery of goods, as well as effective
inventory management across all branches. Backward integration is also carried out in a
systematic manner.
Inbound logistics Operations Outbound logistics Sales & marketing After sales service
Primary Activities

Beverages are Effective operations Storage & Mainly ATL and BTL Customer care
sourced directly in all branches and warehouse based mass centre will take in
from factories to other small retailers management is marketing. Digital grievances brought
distributors. through proper done for each media is rising in forward by retailers
forward outlet and popularity. and end-users
integration. distribution centre. through the
forward integration
line.

pg. 26
Innovations in Marketing (2211) Membership No. 40083260 December 2021

Appendix 4 Project team innovative process breakdown.

Activity Implementation
Idea generation  Internally, from a staff member, or externally, from a customer.
 Using a SWOT analysis CCS can identify practical and achievable ideas.
 By conducting thorough market research
 Customer feedback, complaints, and ideas are all taken into consideration.
Idea screening After examining trends, client needs, ROI, and, most importantly, sustainability and
environmental friendliness, the most practical and suitable ideas should be chosen.
Concept development & The idea should be developed into a presentable form, and the ideas that pass the
testing screening process are transformed into concepts. The concept is then presented to the
target stakeholder audience, who are given necessary details and given input to see if
the concept meets their needs and wants adequately.
Strategy analysis & Marketing, branding, financial feasibility, marketing mix, competitive rivalry,
development competency, pricing strategies, originality, and innovativeness are all factors to consider.
Product/process All strategies are utilized in the finalization of the product/process, which is now ready
development for testing.
Test marketing Feedback is collected in order to make additional adjustments. It is validated at this step.
Launching The marketing mix will be appropriately adjusted and adapted to carry out the
product/process successfully.

pg. 27
Innovations in Marketing (2211) Membership No. 40083260 December 2021

Reference List

CCBM (c.a.2021) Innovations in Marketing Text Book. Sri Lanka, Cambridge College of Business
Management.

Elephant House (2021a) Annual Report 2020-2021. Elephant House.

https://www.elephanthouse.lk/media-hub/financial-reports/annual-reports/annual-report-2020-
2021.html (Accessed 28th August 2021)
Elephant House (ca. 2021b) Beverages. Elephant House. www.elephanthouse.lk/beverages
(Accessed 29th August 2021)
Diasz, L. (2017) Marketing and Business Strategy. 1st edition. Colombo.
Mendelow, A. L. (1981) Environmental Scanning--The Impact of the Stakeholder Concept. In: ICIS
1981 Proceedings, Penn State University.
McClimon, T. (2019) 7 Global Trends Impacting The Sustainability Movement. Forbes, 15 April
[online]. www.forbes.com/sites/timothyjmcclimon/2019/04/15/7-global-trends-impacting-the-
sustainability-movement (Accessed 15th September 2021)
Johnson, M. and McCarthy, I. (2014) Product recovery decisions within the context of Extended
Producer Responsibility. Journal of Engineering and Technology Management Vol34, October–
December, pp9-28 [online] https://doi.org/10.1016/j.jengtecman.2013.11.002 (Accessed 23rd
September 2021)
Centre for Environmental Justice (2021) Plastic Waste Management: Country Situation Report - Sri
Lanka. Sri Lanka, CEJ [online]
https://ipen.org/sites/default/files/documents/plastic_waste_management_in_sri_lanka.pdf
(Accessed 23rd September 2021)
London Business Forum (2008) Philip Kotler: Marketing Strategy. YouTube, 5th September [online]
https://www.youtube.com/watch?v=bilOOPuAvTY (Accessed 24th September 2021)
Sierra Club (2008) Producer Responsibility Recycling
www.sierraclub.org/committees/zerowaste/producerresponsibility/index.asp (Accessed 1st October
2021)
Lindhqvist, T. (1992) Mot ett förlängt producentansvar — analys av erfarenheter samt förslag.
Sweden, Ministry of the Environment and Natural Resources
Daily News (2021) Elephant House, Zerotrash launch recyclable ‘Plastic Collection Centre’
www.dailynews.lk/2021/08/27/business/257672/elephant-house-zerotrash-launch-recyclable-
%E2%80%98plastic-collection-centre%E2%80%99 (Accessed 5th October 2021)
Aguilar, F. (1967) Scanning the business environment.1st edition. New York,
Macmillan.
Porter, M. E. (1979) How Competitive Forces Shape Strategy. Harvard Business Review, Vol 57(2),
March-April, pp137-145.
Avolio and Bruce, J. (2011) Full range leadership development. 2nd edition. Thousand Oaks, California,
SAGE Publications.
Amoranto, G. et al (2011) Who are the Middle Class and What Values do They Hold? Evidence from
the World Values Survey. Asian Development Bank Economics Working Paper Series No. 229 [online].
https://dx.doi.org/10.2139/ssrn.1743180

pg. 28
Innovations in Marketing (2211) Membership No. 40083260 December 2021

Wavemakerglobal (2018) Keells Super ‘Freshness’ Re-launch. https://wavemakerglobal.com/lk/our-

work/growth-stories/keells-super-freshness-relaunch. (Accessed 15th November 2021)
Aslam, M. M. (2006) Are You Selling the Right Colour? A Cross‐cultural Review of Colour as a
Marketing Cue. Journal of Marketing Communications, Vol 12(1), March, pp15-30 [online].
http://dx.doi.org/10.1080/13527260500247827. (Accessed 16th November 2021).
Wei, R. et al (2019) A platform approach in solution business: How platform openness can be used to
control solution networks. Industrial Marketing Management, Vol 83, pp251-265 [online].
https://doi.org/10.1016/j.indmarman.2019.04.010. (Accessed 20th November 2021).

pg. 29