MANAGING MARKETING IN

BUSINESS - AE1

Lucinda Mcnally
SOUTHAMPTON SOLENT UNIVERSITY Marketing with Advertising Management
Table of Contents
Introduction to Quorn............................................................................................................................. 3
Mission Statement .............................................................................................................................. 3
Vision Statement ................................................................................................................................. 3
Corporate Objectives .......................................................................................................................... 3
Market Audit ........................................................................................................................................... 5
PESTLE Analysis ................................................................................................................................... 5
SWOT Analysis..................................................................................................................................... 6
Current Market Trends ....................................................................................................................... 6
Target Market ......................................................................................................................................... 8
Geographic .......................................................................................................................................... 8
Demographic ....................................................................................................................................... 8
Socioeconomic .................................................................................................................................... 8
Psychographic ..................................................................................................................................... 8
Pen Portrait 1...................................................................................................................................... 9
Pen Portrait 2...................................................................................................................................... 9
Competition .......................................................................................................................................... 10
Competitor Analysis 1 ....................................................................................................................... 10
Competitor Analysis 2 ....................................................................................................................... 11
Porter’s 5 Forces ............................................................................................................................... 12
Marketing Objectives ............................................................................................................................ 13
SMART Objectives ............................................................................................................................. 13
Marketing Strategies ............................................................................................................................. 14
Looking at the current Marketing Mix .............................................................................................. 14
Previous marketing strategy ............................................................................................................. 14
Opportunities to pursue ............................................................................................................... 15
SOSTAC .............................................................................................................................................. 15
Marketing Programmes for Implementation........................................................................................ 16
Plan for Marketing Mix ..................................................................................................................... 16
Target Market ................................................................................................................................... 17
Responsibilities ................................................................................................................................. 17
Resources .......................................................................................................................................... 17
Timescale .......................................................................................................................................... 18
Budgets ................................................................................................................................................. 19
Evaluation ......................................................................................................................................... 20
References ............................................................................................................................................ 21

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Figure 1:(Anon. 2017)

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Introduction to Quorn
Quorn has been around since 1985, when founded by Marlow Foods. They provide meat alternative
products containing mycoprotein, which was discovered in the 1960s, and produced by
fermentation of a fungus, similar to Beer or Yogurt. This substance allows Quorn to provide meat-
free goods with nutritional values and qualities often considered better than those of meat. They are
now the “leading meat-free brand in the UK and Ireland” (Bulletproof, 2017).

Mission Statement
“Quorn is a brand dedicated to helping you make and create an inspiring range of irresistibly tasty
meals. Built on our belief in Sustainable NutritionTM…” (Quorn, 2017)

This shows that the business aims to make delicious, greener food possible for it’s customers and
potential customers. Its uniqueness is the lack of meat and it’s range of products.

Vision Statement
“…and a vision to make food that’s better for us and better for the planet” (Quorn, 2017)

This shows the business aims to be recognized by it’s ability to provide healthier food alternatives
that also benefit the environment. They are pursuing these to show Corporate Responsibility, which
could be due to general interest in sustainability or mainly as a Marketing scheme.

Corporate Objectives
These assist in making guidelines for marketing plans and are often separated into three categories,
being quantitative, qualitative and philosophical.

Figure 2: (Quorn, 2017)

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 Figure 3: (Quorn, 2017)

Figure 2 and 3 show previous ways they’ve tracked progress by comparing themselves to their 2010
model. One that has been stated by Quorn (2017) on the “About” Web Page, is through joining
WRAP’s Courtauld initiative, they aim to decrease emissions and waste by a fifth, by 2025, in seven
years’ time. This would be a quantitative target as it is being measured numerically and is therefore
easier to track.

Their qualitative objective maybe to improve the image of Quorn as a healthier alternative which
would be measured through surveys or focus groups.

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Market Audit
PESTLE Analysis
PESTLE Factor Implications to the Industry/Organisations
Political Brexit As Lawrence (2017) also points out, this will require
reconsidering the roughly 4,500 EU regulations covering Food.
This could shake up the food industry. Some organisations with
in the industry could take on a lot of costs in changing recipes or
have to withdraw from trading in the UK. Alternatively, the
market could grow if there were less restrictions but there would
be less healthy food with in the UK.

Increased Obesity costs “at least £5bn to the NHS and tens of billions to
obesity rates society every year” (The guardian, 2017). In 2015/16, over a
and sugar tax third of the children in year 6 were classified as obese according
to the Government in 2017. Many voters consider health a
priority and so the government is considering ways to reduce
obesity. One example of the government taking action is the
sugar tax being imposed on soft drinks in April 2018 according to
Forster in 2017. They also have a “target to cut the sugar content
in food and drink by 20% by 2020” (Clifford, 2017). This is likely
to benefit the healthier food companies in the industry.

Economic Decrease in Verity (2017) confirms that the “so called “wage-price spiral””
real wages hasn’t followed the normal rules in recent years, despite the
inflation rate being at a six-year high. This means that disposable
income will decrease. Office for National Statistics (2016)
suggests it hasn’t previously affected food: “after adjusting for
inflation, spending on food and non-alcoholic drinks has
remained the same since 2011.” However, consumers may be
interested in trying cheaper meat alternatives during this time.

Social Growing BBC News in 2017 covers the “growing number of people who
Singles are single” being connected to the drop in marriage, looking at
Market the most recent recorded year of marriages being at 247,372, a
dip from the 426,000 in 1972. More couples are having later
marriages too. This large singles market means that there is
increased demand for quick or ready-made meals. Moreover,
according to Baker in 2017, 41% of ready meal consumers buy
premium products as an alternative to eating out.

Health According to Clifford in 2017, 63% of adults tried eating healthy

Concerns in comparison to 58% in 2015. Statista in 2017 also shows that
people are eating more healthy snacks this year through
percentages of those eating different concentrations of different
snacks. Within the food industry this could really impact the
unhealthy foods, however healthier products should be more
successful, including businesses that rebrand products to look
healthier.
Technological Social Media According to Flowers in 2017, Social media is the most used type
out of all mobile apps, and 63% of those with a phone use social

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 media apps regularly. It has now become a key part of people’s
lives. One fifth of people in the UK has posted a picture of food
on Instagram in the last month (Tandoh, 2016) and with
Facebook pages such as “Yummy” (food recipes), there are so
many possibilities within the food industry.
Legal Packaging According to Poulter (2017) among other sources, Quorn has
regulations been caught out with this in the past. They had labelled
themselves as a fungus, but after some customers getting bad
reactions, they had to relabel packaging to show the derivatives
of the mycoprotein. Regulations are a lot tighter than they used
to be due to increased health and safety and because a “more
consistent approach will make it easier for the allergic consumer
to find and understand the allergen information provided on
prepacked foods.” (Food Standards Agency, 2014)

Environmental Packaging Due to increased environmental concerns, there is more

disposal attention being paid to packaging, particularly in the food
industry. This would count as an ethical responsibility within the
Corporate Social Responsibilities as it “contributes to sustainable
development by delivering… …environmental benefits for all
stakeholders” (Financial Times, 2017). According to Quorn in
2017, it is currently running a “Sustainable NutritionTM” program
which brings attention to their work in reducing packaging waste
among other things.

SWOT Analysis
Strengths
Well-known brand, good reputation.
“Sustainable NutritionTM”
Unique product (mycoprotein).
Often considered healthier than meat.
Weaknesses
Other meat alternatives have competitive
prices.
Often assumed to just be for vegetarians.
Could target a larger audience.

Opportunities Threats
Sugar tax. Brexit and possible regulation changes.
Growing singles market. Decreased real wages.
Health concerns. Packaging regulations.
Social media.
Packaging disposal.

Current Market Trends

With in the free-from industry, Baker in 2017 says that having had a lot of sales recently, the
category could struggle with reduce real wages, as “47% of free-from buyers spend less on these
products when money is tight.” They suggest that easy and premium products could be more
successful as an alternative to people eating out. WARC agrees in 2017 that out of all the food
categories, this has the most dynamic growth.

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According to Nielson, cited by Grimshaw in 2017, 10.8% of the total spend on adverts in 2015 was on
food, making it the highest-spending category. This shows that not only does this industry have a lot
of money (spending £986.4m in total on advertising in 2015), it’s also very competitive.

Fitness and Wellbeing is a large trend connected to the food industry. According to BBC in 2018, the
“wellness industry is booming.” This is due to increased social media, photo sharing platforms and is
a hot category for companies to be adopting. According to Mintel in 2017, 49% of people in the UK
who are already eating less meat would say that too much meat isn’t good for your health.

Customers are becoming more and more conscious of sustainability and want a brand they can trust.
According to the Soil Association in 2017, the organic food and drink sector saw a 7.1% growth in the
UK. According to Busby among other sources in 2017, Tesco has pledged to completely remove
edible food waste by March 2018. This shows not only the effect the focus on sustainability is
having, but is additionally likely to cause a ripple effect of people questioning why other companies
haven’t got plans like this in place.

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Target Market
Geographic
Quorn is available in most supermarkets in the UK making it very accessible. Despite a 40% growth in
the US due to “aggressive marketing” Quorn seems to still focus on the UK, and therefore so does
this report. According to Brennan, cited by Best in 2016, Quorn is backing up and supplying
resources to the UK team because there are lots of “opportunities to unearth in the UK”. Nilsson in
2017 also commented on the £150m investment they had made to their UK-based plant.

Demographic
One in five (19%) Brits under the age of 25 say they do not eat red meat or poultry, rising to one in
four (25%) women in this age group.” (Mintel, 2017). Brennan, cited by Nilsson in 2017 agrees this is
a great target market, as there are more “younger, well-educated” consumers concerned about the
environmental unsustainability of meat consumption levels. This shows that under 25s is a large
market segment and with females in particular.

Socioeconomic
Brennan, cited by Nilsson in 2017 says that “well-educated” consumers are more aware of the
unsustainability of current meat consumption. There are few figures on this however in the US in
2015 the groups that purchased the most were those with an advanced degree and in the $40K to
$100K income group according to InfoScout in 2017. This suggests that most of the customers would
be middle class.

Psychographic
Harrison, cited by Burrows (2017) says that Quorn is focussing less on the fact it’s a meat-alternative
and more on it being a healthy and easy option. Many sources use the term “flexitarian” as a key
target market for the meat-free category of products. Burrows in 2017 claims that Quorn’s most
recent 19% growth of sales globally is due to the “flexitarian” market. Mintel in 2017 shows how big
the flexitarian or reducetarian market could be, as 28% of meat consumers within the UK have eaten
less meat within the last 6 months. Quorn has decided to target “Healthy Discoverers” which are
those seeking healthier, nutritional and delicious food according to Bulletproof in 2017.

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 Pen Portrait 1: Chilled out Charlie Figure 4 (Pexels, 2018)

Name: Charlotte Scott

Age: 22
Occupation: University student and Bar staff
Status: Single

 Living on her own in a smart rented flat.

 Loves treating herself and appreciates her own time as well as hanging out
with friends.
 2nd year of Film Production.
 Enjoys using her filming skills to improve her Instagram posts.
 Gets excited by new trends and likes trying different things.
 Is veggie because of the environment but sometimes has cheat days as it’s
easier this way.
 Influenced strongly by social media.

Pen Portrait 2: Simple Steve Figure 5 (Pexels, 2018)

Name: Steven Potter

Age: 30
Occupation: Office worker and father
Status: Married

 Happily married with a 2-year-old and 4-year-old.

 Often must cook as both him and the partner work full-time but doesn’t like
complicated meals.
 Wants the family to be as healthy as possible.
 Influenced by health benefits promoted by food types, articles he reads,
suggestions from friends and how easy instructions / call to actions are.

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 Competition
Statista in 2016 show the main competitors in the meat alternative category with in the UK, by
sharing each brand’s total sales (in million GBP). Quorn was in the lead with £137.4m, followed by
Linda McCartney with £26.7m and Cauldron with £16m.

Competitor Analysis 1: Linda McCartney Figure 6 (Linda McCartney Food, 2017)

Goals and objectives:

According to Linda McCartney Foods in 2018, their aim is to share “Linda’s passion” of great cooking
with everyone. They aim to have high quality goods that taste great.

Strategies/tactics:

Remind people of the difference the product made when it first came into place and how it’s been
helping vegetarians for so long. One way that they did this was with their “25-year anniversary”. Wild
West Comms in 2016 said that this was to reinforce the message that “Linda McCartney pioneered the
mainstream popularisation of meat-free eating”.

Strengths:

Well-known brand with celebrity endorsement.

Great tasting food.

A sense of trust, as Linda McCartney cared about the cause.

Weaknesses:

Could be viewed as an old-fashioned brand. Less trendy.

No longer owned by the founder, Linda McCartney or the family.

Reactivity/hostility:

The company’s last main Campaign was for it’s 25-year anniversary. It’s not a well-known brand for
adaptability or exciting marketing techniques. Although it’s a high quality good, it doesn’t appear to be
very reactive to its surroundings.

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 Competitor Analysis 2: Cauldron Figure 7 (Cauldron Foods, 2018)

Goals and objectives:

According to Cauldron Foods in 2018, they want to create delicious vegetable based foods with great
texture that consumers can really enjoy.

Strategies/tactics:

Reinforce their unique selling point. They have lots of sections dedicated to Tofu as this is such a big part
of their range. They have both a specific Tofu FAQ as well as a section about what it is, different types
and how they make it.

Strengths:

Great tasting food.

Looks healthy as it’s completely plant-based.

It’s original, has flavours different placed incorporated.

Weaknesses:

Less well established. Not a household name.

Food is more obviously Vegan and Vegetarian, so perhaps less likely to convert meat eaters.

Reactivity/hostility:

They have an exciting and very modern web page that really works with branding and often bring out
new recipes. “We’re always experimenting in the kitchen – we spend huge amounts of time researching,
cooking and testing, fine-tuning tastes and textures along the way” (Cauldron Foods, 2018). This shows
how they reinforce the brand and keep it fresh, seeming very reactive.

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Porter’s 5 Forces

Figure 8 (Wikipedia, 2017)

Threat of New Entrants

There are always company’s getting involved with the meat-free options, for example own brand
veggie burgers. However, no other companies use mycoproteins and so Quorn has a huge unique
selling point here.

Threat of Substitutes

This is the threat that the Competitor such as Cauldron and Linda McCartney provide. They are not
entirely the same product, however have the same target market.

Bargaining Power of Suppliers

There isn’t much with in this industry as these are all plant based, and many places supply
vegetables.

Bargaining Power of Buyers

Customers have a dependency on Quorn for mycoprotein, and the meat free industry if they don’t
eat meat, however there are always other meat-free options which they could switch to.

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Marketing Objectives
SMART Objectives
Quorn already has a huge market share as shown by ts sales in comparison to competitors under
competition. Therefore, it would do best to focus its attention on other potential objectives.

Goal 1
Make a pre-tax operating profit of £16m over the first 6 months of 2018. This should be realistic as
they made a “pre-tax operating profit of £13.7m” (BBC News, 2017) last year, and the flexitarian
market is growing.

Goal 2
Maintain market share (in comparison to 2 top competitors) through until 31st December 2018. They
currently have a large market share and so if this stays the case then it’s good news for Quorn. This
can be measured themselves as they would have better tools themselves, otherwise however,
through adding the sales up from Quorn, Cauldron and Linda McCarthy as this would be the easiest
way to measure it.

Using this method, in 2016 it was:

£137.4m ÷ (£137.4m + £26.7m + £16m) = 76.3%

Goal 3
To create a new product by 1st March 2018 and have it ready to go on shelves by 1st June 2018. This
will help keep the theme trendy. It can utilise the market of more health conscious and craze hungry
consumers.

There will be several processes until this is completed however once the brief has been given to the
chefs, they will oversee it until much further in the process.

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Marketing Strategies
Looking at the current Marketing Mix
Price
Around the same as similar goods. Perhaps uses price leadership due to the high market share. May
also simply be cost-plus pricing.

Place
Available in most supermarkets in the UK which is where the consumer is. They are also pushing to
make the brand more global.

Product
All mycoprotein based products. This gives it the competitive edge. Also has vegan versions.

Promotion
In the past has used athletes such as Ryan Giggs, Mo Farah, Adam Peatey and Kate Richardson-
Walsh promoting the health benefits. Recently rebranded, including changing the packaging, to
make it more inviting and look fresher.

People
No B2C sales people as it’s sold through supermarkets.

Process
Sold through supermarkets, however consumers can also look online where they have an easy to use
website, and the recent change in packaging makes the product seem slightly more luxury.

Physical Evidence
Quorn’s food products are exchanged for money.

Previous marketing strategy

Market penetration according to The Drum in 2017. They were focussing on increasing their sales in
the vegan/vegetarian market. Particularly to begin with, the non-meat-eating market was very niche,
so it perhaps may have used a niche marketing strategy to market to these consumers.

Recently however, they’re appreciating the flexitarian trend and have started marketing to a
broader audience, promoting the health benefits and deliciousness.

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Opportunities to pursue from page 5
 Sugar tax.
 Growing singles market.
 Health concerns.
 Social media.
 Packaging disposal

SOSTAC
Situation
Currently meat-free market leader.

Objectives
 Market Development; move into the wellbeing market measured by the number of under
25s purchasing Quorn products in 1 year.
 Increase awareness measured by an increased following on social media by a third at least in
6 months.

Strategy
Use Instagram and Facebook videos to supply consumers with trendy recipes that generate a large
following. Buddy up with other social media pages to increase awareness. Advertise to specific
audiences.

Tactics
Make a different Quorn Facebook page with a name such as “Food Inspired”. This can draw in
younger audiences influenced by social media such as Pen Portrait 1, “Chilled out Charlie”. Sponsor a
few videos by pages such as “Tasty”.

Actions
 Researchers will consider different Facebook/Instagram pages to see which will represent
them the best.
 A sales team contacts different potential pages.
 Digital marketing team creates extra Quorn page.
 A creative advertising team selects content.

Control
Measured by reach and signups for Quorn’s new page.

Increase number of under 25s purchasing Quorn products.

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Marketing Programmes for Implementation
Our marketing strategies of market development and increased awareness will be attacked through
a social media campaign.

Figure 12 (Tasty, 2017) Figure 11 (EatingWell, 2017) Figure 10 (Epicurious, 2015) Figure 9 (Food52, 2013)

Plan for Marketing Mix

Price
Will remain the same, however if they bring out a new product in the future due to high levels of
interaction then they could set a premium price for these new products such as “Quorn strips” and
make them a limited-edition item. The other products could suffer cannibalisation for a bit but in
long term gain more customers.

Place
Still available in most supermarkets although if the Facebook page becomes more popular then they
could look down the route of potentially selling directly online.

Teams could also take to the street and get real people’s opinions which they film saying how good it
tasted and maybe also (after checking if they have any allergens) not telling them it’s not meat and
seeing if they work it out.

Product
Will still all be mycoprotein based products because this is what the brand is based around. They
could bring out something different such as “Quorn strips” passed on how popular the Facebook
videos are and how much excitement they could build around a new product.

Promotion
Through Social media. This is the main part of the campaign. It involves starting another, trendier
Facebook which will be boosted with campaigns directed towards the target market and sponsoring
videos by a popular Facebook food page.

People
The products are still sold through supermarkets; however, the digital marketing team are now a
virtual customer facing team. They should be trained to always be polite as possible and provide
solutions. They should be very knowledgeable and reply to customer within 10 mins during working
hours.

Process
The selling process will now also be online. Here, AIDA (attention, Interest, Desire, Action) will be
important. The videos should get people’s attention, make them interested, so they desire the
product and have a call to action at the end. The first call to action will be to “like” the page, to

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increase awareness. The second will be to try it for themselves. What would be more effective
would be to tell people to order the products, which would be a possibility if Quorn brought out an
online ordering system in the future if they found enough demand.

Physical Evidence
Quorn’s food products are exchanged for money. In terms of awareness, there will be evidence of
how many people have watched the video or liked it.

Target Market
This is aimed at Pen Portrait 1, Chilled out Charlie (page 5), a target market of under 25s, who are
also the main audience to the majority of social media. Social media is a key opportunity outlined in
the PESTLE Analysis (page 5). Social media is one of the main drivers of the fitness and wellbeing
trend as outlined in Market Trends (page 7)

Responsibilities
Digital Marketing Manager: in charge of the Facebook page and oversees the project.

Digital Marketer: Researches what sort of content is popular on these pages to pitch to the creative
team. Creates Facebook page. In charge of content posts including timing and spending on
campaigns.

Creative Video Director/Editor: Directs the videos to present to the Digital Marketer to then be used
as content on the Facebook page. Thinks up new potential content.

Sales Executive: Researches and contacts potential pages to work with. Informs Digital Marketing
Manager of leads and hands them over once an agreement’s been made.

Resources
 Video camera
 Clean kitchen
 Analysis through Facebook for Business (free)
 Video editing software
 Employees hours

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Timescale

Month 1
Week 1
Research into the best brand to work with.

Second Facebook page created.

Week 2
Contact made with each of the pages outlined through research. Through phone calls and email.

Start uploading content to the recently created, trendier Quorn page. Based on what’s popular on
other sites. Recipes etc.

Week 3
List of what different Facebook pages are offering in return for sponsorship is given to Digital
Marketing Manager who decides which option(s) to go with.

Week 4
Once the new Facebook page team is in practice and there’s more posts to click through once the
page has been visited, the digital marketing team start a social media marketing campaign.

Contract agreed on with sponsored page(s).

Month 2
Week 3
End of Facebook post boost campaign.

First sponsored video posted.

Month 3
Week 4
Progress assessed. Not expecting to be half way yet, but a third of the way towards meeting the
target. Changes made to plan base on progress so far.

Another sponsored video posted.

Month 4
Week 2
Facebook post boost campaign for 2 weeks.

Month 5
Week 1
Sponsored video posted.

Week 3
Facebook post boost campaign for 2 weeks.

Month 6
Week 4
Assess success of strategy.

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Budgets
The budget is around £95,000. Quorn is doing well as a company and so has a large budget to spend
on marketing, especially considering how much they hope to be getting in the future, they should be
willing to invest a lot. “I see no reason why it shouldn’t be a billion-dollar-a-year global brand”
(Brennan cited by Benady, 2014).

EXPLANATION COST PER MONTH/UNIT

DIGITAL MARKETING According to totaljobs in 2017, the £3,125
MANAGER average salary for a marketing
manager is £37,500.
37500 ÷ 12 = 3125
OTHER JOBS X2 According to totaljobs in 2017, the £5,416
average salary for a creative or
digital marketing executive is
£32,500.
32500 ÷ 12 = 2708
2708 x 2 = 5416
SALES EXECUTIVE According to totaljobs in 2017, the £2,708
average salary for a sales executive
is £32,500.
32500 ÷ 12 = 2708
SPONSORED VIDEO The price of this obviously depends £8,000
on who with and if Quorn has
anything else they can apply in
return such as free batches of its
products.
Having looked at many sources, a
safe amount to plan for would be a
£8,000 budget per video.
FACEBOOK POST BOOST This can cost as much or as little as £5,000
wanted. You get what you pay for.
It will be focussed on the target
market, so the money isn’t being
wasted and done over 2 weeks.
£5,000 will be given to each post
boost to have a large impact.
VIDEO CAMERA An average of the price of good £600
quality video cameras
VIDEO EDITTING Setting a maximum budget of £60 £60
SOFTWARE
CLEAN KITCHEN SPACE Already have kitchens to make the £0
product.

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 Upfront cost M1 M2 M3 M4 M5 M6 Total
Digital Marketing Manager £ - £ 3,125.00 £ 3,125.00 £ 3,125.00 £ 3,125.00 £ 3,125.00 £ 3,125.00 £ 18,750.00
Sales Executive £ - £ 2,708.00 £ - £ - £ - £ - £ - £ 2,708.00
Other jobs X2 £ - £ 5,416.00 £ 5,416.00 £ 5,416.00 £ 5,416.00 £ 5,416.00 £ 5,416.00 £ 32,496.00
Sponsored Video £ - £ - £ 8,000.00 £ 8,000.00 £ - £ 8,000.00 £ - £ 24,000.00
Post Boost £ - £ 5,000.00 £ - £ - £ 5,000.00 £ 5,000.00 £ - £ 15,000.00
Video camera £ 600.00 £ 100.00 £ 100.00 £ 100.00 £ 100.00 £ 100.00 £ 100.00 £ 600.00
Video editting software £ 60.00 £ 10.00 £ 10.00 £ 10.00 £ 10.00 £ 10.00 £ 10.00 £ 60.00
Total £ 16,359.00 £ 16,651.00 £ 16,651.00 £ 13,651.00 £ 21,651.00 £ 8,651.00 £ 93,614.00

Evaluation
This market is so new that it’s hard to know how it will work despite the market growing and the
trend appearing huge. This strategy has been planned with small expenditure compared to other
campaigns they’ve done, to test the water. There is a lot of opportunity to add on to the campaign,
depending on how popular it is. Over half the cost is on salaries, so to upscale the project, it should
be a lot more cost effective.

Quorn is currently the market leader in the niche market and moving into the flexitarian market,
however this strategy could really speed up the process and take advantage of a huge trend.

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