Case Study 1

Target customers Method of selling to customer> Businesses in retail, manufacturing and consumer markets

Business background> Set up by husband and wife Clive Humby

and Edwina Dunn in1990, pioneering theuse of data to analyse spending habits ofcustomers

> Famous for helping Tesco to launch theClubcard in 1994, and introducing dataprofiling to retail markets

> Now claims to be the world's leading customer science company

Product and services offered> Business services> Data analysis from nearly 1bn customers

in 28 countries, used by clients such asProctor and Gamble, Shell, Coca-Cola andMacy's to identify, understand and engagewith their customers

Business format> Private limited company; Tesco bought

53% in 2001, increased to 84% in 2006and then full ownership. Employing morethan 1,900 people worldwide.

> The dunnhumby Group includes word-ofmouth marketing experts BzzAgent, priceoptimisation company KSS Retail and recent acquisition Sociomantic, an onlinespecialist in personalised display acrossdesktop, mobile and Facebook.

> 2015 - news reports suggest that Tescomay sell Dunhumby, and that marketingagency WPP are preparing a bid for thegroup.

> Business-to-business

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Y www.dunnhumby.com

Case Study 2

Target customers Method of selling to customer> Professional builders, electricians, plumbers and serious DIY-ers> Tradesmen rely heavily on mobile phones to communicate with

customers, therefore tend to buy online and using click-and-collect

Business background> Started in 1979 as a mail order supplier of woodscrews for

carpenters and tradesmen with a one-page flyer. Expanded to 4 pages in 1987, and a full catalogue in 1992. Moved online forthe first time in 1999.

> 2004 opened 325,000 sq ft distribution centre in Stoke on Trent> Internet sales to 23 countries> First store opened in 2005, now has just

under 400 stores, with plans to open aother 60 in 2015.

> 2014 opened four stores and distribution centre in Germany> 2015 employs over 5,000 staff

Product and services offered> Equipment and supplies for builders and tradesmen -

products across 25 categories including plumbing, electricals,decorating and insulation. Items range from nails and screws topower tools and radiators.

> Screwfix chief executive Andrew Livingston: “Our purpose is to be unbelievably convenient for our customers in whatever way they want to order.”

Business format> Wholly owned by Kingfisher plc since 1999. Kingfisher also own

B&Q, Castorama and Brico Depot in France, and Koctas inPoland

> Online, phone orders and in store. > Click and collect enables customers to purchase supplies

online (or over the phone) and then collect from store fiveminutes later.

We use data and science to help retailers and brands delight customers and earn their loyalty

Where the trade buys

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Y www.screfix.com

Case Study 3

Target customers Method of selling to customer> Websites which allow users to search for local information > Website owners buy access to the technology by contract

Case Study 4

Target customers Method of selling to customer> Hosts with property available to rent, and guests looking for short term

accommodation.

Business background> October 2007, Brian Chesky and Joe Gebbia offered bed and breakfast in their

apartment to delegates at an Industrial Design Conference in San Franscisowho couldn't find a hotel room

> Nathan Blecharczyk joined as the third co-founder of AirBed & Breakfast> During the company’s initial stages, the founders focused on high-profile events

where alternative lodging was scarce, filling a gap between hotel stays andcouch surfing

> The site Airbedandbreakfast.com officially launched on August 11, 2008 -amended to airbnb.com in 2009

> 2015 operates in over 190 countries, with offices in 12 countries. Does not ownthe rooms it lists, but acts as a peer-to-peer intermediary

> Causing disruption in the hospitality market; a threat to budget hotels but alsoincreasingly popular with business travellers

> Depending on location, Airbnb listings violate zoning laws (which prohibit peoplefrom running a business, hostel, or hotel in a residential area), health and safetylaws governing hotels (requiring things like clean towels, sprinkler systems, anda map to the exit), and laws requiring hosts to pay hotel tax. However, thoselaws are now changing to accommodate the business model, eg in San Francisco and Oregon

> March 2015 Airbnb is valued at $20bn

Product and services offered> Airbnb is a community marketplace for people to list, discover, and

book unique accommodation around the world — online or from amobile phone.

> Over 1mn listings worldwide, enabling accomodation hosts to “monetize their extra space” - a key member of the 'sharing economy'with asset owners making money out of spare capacity

> Revenue comes from service fees from bookings. Fees range between6% and 12% depending on the price of the booking. Airbnb alsocharges the host 3% from each guest booking for credit card processing

> Users rate guest or host through detailed profiles and confirmed reviews. > Guests and hosts verify their IDs by connecting to their social networks

and scanning their official ID, and by posting detailed reviews of eachother

Business format> Owned by the founders and with 20 other investors including actor

Ashton Kutchner, Amazon founder Jeff Bezos, and a variety of ventureand seed capital businesses.

> Online, from computer, tablet or phone

Business background> Co-founded in 2009 by Charlie Davies and Peter Lilley. “Charlie Davies, my

co-founder, had identified that everything on the web was done by distance. You might search for a house on a property website within a certain number of milesfrom your office, but knowing how long the commute would take is more useful.So we set up iGeolise to build the technology that would enable online searchesby travel time.”

> About 40% of searches online are for geographical content such as classifiedads, jobs, retail outlets and so on; rising to 50% of searches from mobile phonesThe Travel Time Platform locates, ranks & sorts content by travel time, not distance. The Platform is unique, and live across the UK, the east & west coastsof the USA, and Thailand

> April 2011: secured first angel funding> June 2012: visited San Francisco with UKTI trade mission> October 2012: secured angel funding to match TSB grant> October 2012: won UK leg of European Satellite Navigation competition> June 2013: went live with project for major car manufacturer in Thailand> Propertywide and Zoopla the platform to power their searches as do VisitBritain> Growing into "recruitment, retail, travel, ticketing, entertainment, business

analytics and more".

Product and services offered> Consumer-facing websites or apps can access the Platform

via an API, then their users can find the geographic content they want, using the travel time and transport mode of theirchoice.

> Travel Time typically doubles the number of relevant results, when compared to a ‘within X miles’ distance-based search.

Business format> UK private limited company; 72% owned by Davies and

Lilley> UK patent awarded; US patent progressing

We turn distance into time

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Y www.igeolise.comiGEOLISE

Rent unique places to stay from local hosts in 190+countriesC

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NY www.airbnb.com

Case Study 5

Method of selling to customer> The Fine Dining business targets customers wanting a memorable event

which is different from the standard hotel or conference centre offering.> The Food Academy targets customers looking for an up-market 'experience

day', often given as a gift.

> Fine Dining is largely word-of-mouth, either from former clients or viarecommendations from event venues.

> Food Academy business also often comes by recommendation, andthrough publications and websites such as Slow Food, Food and Travel,and Local Food Britain.

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Y www.fourgablesgroup.com

Case Study 6

Target customers Method of selling to customer> Owners of premium, performance cars

Business background> Young entrepreneur Tom Puttick has a passion for performance cars. After initially working

for others in the automotive sector, Tom saw an opportunity to start a business which differentiated itself from most car valet services by targeting owners of high value cars who see their cars as their proudest and most precious possession.

> Tom started his company from his bedroom in his parent’s house, and created a high quality web-site to increase awareness of his business. He used search engines to ensure that, if anyone conducted a search such as ‘car valet services in Surrey’, his website wouldbe one of the first to be listed. The business is now based in a workshop near Guildford inSurrey.

> In order to become fully mobile Tom bought a nearly-new, high quality van and equipped it with a water tank, generator and a full range of valet equipment and tools, enabling himto cover Surrey, West Sussex and South West London.

> Tom's niche of the market seemed unaffected by the recession, and his business hasgrown rapidly, so that he now employs an assistant and has two vans. His strategy now isto grow the business in a sustainable manner – ie in a way that ensures his position in thecurrent market as well as exploiting other opportunities which his success has thrown up.

Product and services offered> Car valeting and premium ‘detailing’ service;. Detailing takes

between 8 and 18 hours per vehicle and returns the car toshowroom condition: “Every surface, contour & detail of yourvehicle is thoroughly cleaned, prepared, polished, detailed &protected to revitalise your car.”

> Soft top cleaning and protection> Interior leather cleaning and protection> Headlight restoration > Services all provided at workshop or 'mobile' at owner's

premises

Business format> All That Gleams is wholly owned by Tom

> Word of mouth through a network of loyal customers, recommendationfrom an extensive network of contacts in the region’s highest value carsales workshops, effective use of Facebook and Twitter

Our passion is food, we love to ‘wow’ people with‘food art’!

Automotive rejuvenation

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Y www.allthatgleams.co.uk

Business background> Four Gables Group is owned and led by classically trained chef David Gillott.

David grew up in Surrey with food and cooking all around him. At the age 14 hedecided that he was going to be a chef.

> After completing his apprenticeship at One Lombard Street he worked at anumber of different restaurants and hotels across London and the French Alps.He has cooked for stars (including Mick Jagger and Johnny Depp) and royalty (Prince Charles).

> Firmly a “people person”, he decided a life tucked away in a restaurant kitchenwas not for him. Instead, he set up a business that allowed him to meet peoplewhile putting his cheffing talents to good use.

> He set up his company, Four Gables Group, in Battersea, London in 2008, andthen moved it to a farm in Surrey in 2011.

> Four Gables Group is a combination of a bespoke events company along with a high end cookery school. David's determination to be more than just anothercaterer has seen the company grow from strength to strength. He regularlytakes part in local BBC radio programmes about growing and preparing food,and is in talks about extending this to a TV slot.

Product and services offered> Four Gables Fine Dining catering business is based around four main types of

function: Fine Dining, Corporate Catering, Events and Weddings. The emphasisis on a novel approach, whether for a big wedding, evening dinner with friends,afternoon tea for a large gathering or unique and innovative corporate food.

> Four Gables Food Academy is part of the group and also based at the business's farm premises. It offers a programme of different cookery coursesfor up to 6 people, from Foraging followed by Food to Dinner Party Delights.

> David also offers cookery as a corporate team-building activity, and has contracts for this with a number of major businesses

> David is careful to use local suppliers along with what is grown and producedon the farm in an aim to be at least 25% self-sufficient; as well as his owneggs and honey, he 'grows' his own bacon and lamb, and will be keeping aflock of guinea fowl for the first time in 2015.

Business format> Four Gables Group is wholly owned by David as a Sole Trader, but in mid-2015

is in the process of becoming a Private Limited Company.> The Food Academy is also sponsored by Magimix, Faustino wines and local

cook-ware supplier Art of Living.

Target customers

Case Study 7

Target customers Method of selling to customer> Family outings for one-off trips and Annual Pass to all UK attractions; discounts

for youth groups, school trips and corporate clients. > Direct, and via corporate discount arrangements as incentives

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Y www.merlinentertainments.biz

Case Study 8

Target customers Method of selling to customer> Passengers seeking a convenient cab journey> Car owners looking to earn an income flexibly

Business background> Founded in 2009 in San Francisco by Travis Kalanick and Garrett Camp, following an idea of

Kalanick's when he was trying to find a cab to attend a 2008 LeWeb conference in Paris. They developed an app which enables customers to find the nearest cab service from amongst driverswho sign up to the Uber service, giving a choice of quality of vehicle, from UberX to UberLux. Thiswas first launched in San Francisco in 2010, and by April 2015 is operating in over 200 cities in 55countries. It is estimated that Uber will generate 10 billion dollars in revenue by the end of 2015

> Cab drivers register with Uber, using their own car to offer their service via the app, at whatevertimes they choose to work. Uber registers them, and provides them with a phone operating theapp. Über takes a fee from the fare before passing it on to the driver. The passenger rates thedriver after the journey, and this information is available to subsequent passengers. Drivers arebackground-checked by Uber, but are not registered by local authorities.

> Pricing is calculated via Uber's 'surge pricing' system. This automatically adjusts pricing in relationto the demand in a specific area of town, so price rises when it's busy, and falls when it's quiet.This price information is communicated to drivers so that they can choose to move quickly to thehigh-priced busy area.

> The service has met with legal opposition in many of the cities where it operates; for example district attorneys in San Francisco and Los Angeles filed suits against Uber for a number of allegedviolations, including misleading customers about driver background checks, and illegally operatingat airports. It also regularly faces opposition from licensed cab drivers, as in London where blackcab drivers staged a one-day blockade and strike in protest against Uber.

Product and services offered> The app works by pinpointing the passenger's

location via their smartphone's GPS. They select theirdesired model of car, and request the nearest availabledriver, and are given details of the driver who acceptsthe job, and estimated pick up time. The app also provides an estimate of the fare, based on Uber'ssurge pricing model.

> Pricing is reckoned to be 20-50% lower than standardcab fares. The fare is paid from a customer's registered credit card so no cash changes hands.

Business format> Owned by the founders, with venture capital investors

including Goldman Sachs, Bezos Expeditions, Google,Qatar Incestment Authority and Chinese search engine Baidu.

> Via mobile phone app

Serious about fun

Evolving the way the world moves

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Y www.uber.com

Business background> A British company based in Poole, Dorset. Second only to Disney in the visitor

attractions industry, and with locations across Europe, the US, Asia and Australiaas well as the UK.

> Merlin began as a management buy-out of Vardon Attractions, with private equity backing. In 2005 they bought Legoland, followed by Gardaland, an Italian theme park, in 2006 and Tussauds Group in 2007. In 2010 they boughta number of attractions in Australia, New Zealand and the Asia-Pacific region,including several resorts and hotels.

> As part of the financing for the Tussauds deal, Merlin sold the freeholds of AltonTowers, Thorpe Park, Warwick Castle and Madame Tussauds under a saleand leaseback agreement. This model is now widely used by Merlin, who buildsthe assets and then sells the property to other investors, having signed long-term leases to use the locations. This releases a lot of the capital, lowering therisk to Merlin and speeding expansion. They now have plans for new attractions,in new locations, stretching years into the future.

> In October 2013 Merlin's Thorpe Park attraction was involved in controversywhen mental health campaigners accused it's Halloween attractions of perpetrating "stigmatising and damaging images of mental illness".

Product and services offered> 100 attractions in 22 countries, and 11 hotels and 3 holiday villages. Brands

include Alton Towers, Thorpe Park, Warwick Castle, Legoland, Madam Tussauds, SeaLife Aquariums, The Eye Brand, and more.

> “Our number one priority is to provide memorable experiences for everyguest, from booking to departure, and all delivered within a clean and safeenvironment.”

Business format> Plans to float the company in 2010 fell victim to the recession, and various

deals resulted in CKIRKBI, a Danish family trust that owns LEGO, having thelargest shareholding at 36%, and Blackstone Group (34%) and CVC CapitalPartners (28%) holding the majority of the remaining shares.

> However, in November 2013 Merlin floated 30% of the company on the London Stock Exchange valuing the company at almost £3.4bn.

> By March 2015 its stock market value had risen by over 40%.

Case Study 9

Target customers Method of selling to customer> Prices are relatively high, targeting upper-income consumers and foodies. > Via retail outlets

> Direct from factory shop.

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Y www.tiptree.com

Case Study 10

Target customers Method of selling to customer> A wide range of pet owners - “the UK’s most passionate pet owners”.

Business background> First store opened in 1991 in Chester. By 1999, when Pets at Home acquired Petsmart, the company had 140

stores and introduced Companion Care instore vet practices with full service including 24 hour emergency call-out.> In 2007 Pets at Home launched a pet adoption scheme in selected stores to re-home displaced or unwanted

small animals, and the following year launched a website for online shopping. By the end of 2010 there were almost 300 stores, including two in Australia (although these have since been sold off).

> Matt Davies appointed as CEO in 2004 aged 33, and is credited with transforming it into a national force in petsretailing, with in-store vets and grooming parlours. During his eight years the chain more than doubled in size to300-plus stores to become Britain’s biggest pet retailer and was sold to KKR for £955m in 2010 in one of thebiggest private equity retail deals. The CEO is now Nick Wood, previously at American Golf and Dixons Retail.

> Pets at Home floated on the stock market in March 2014, and its earnings before tax grew by over 12% that year,as the company become the UK's largest vet

> One of Davies' strengths was introducing staff training at Pets at Home to improve customer service and retainemployees, offering them the opportunity to earn more money by gaining qualifications. He cut staff turnover from77% to 25% in his first five years in the top job at Pets at Home. In 2010 the company was Retail Week's Employer of the Year, and in 2013 was Voted the Sunday Times Best Big Company to work for.

> In September 2012 an episode of the BBC consumer affairs television programme Watchdog included a report onanimal and fish welfare conditions at Pets at Home, finding some evidence of mistreatment of small animals.

> The main website, petsathome.com, captures the highest levels of web traffic in the UK online pet retail market,and Pets at Home now has a store portfolio which is larger than the five closest competitors combined, is theUK’slargest pet services provider in both veterinary surgeries and grooming services, and estimates the market to beworth £5.4 billion. The corporate plan is to grow to 500 stores and another 400 veterinary practices.

Product and services offered> Pet supplies, pet food, toys and

accessories, in-store veterinary services, microchipping, care and health advice, grooming and petinsurance. Pets covered include horses, birds and wildlife, and reptiles, as well as cats, dogs, fish and small animals.

Business format> Public Limited Company. > 10% of shares owned by

employees, including management share scheme.

> Online and instore.

Fruit growers and preservers since1885

Where pets come first

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Y www.petsathome.com

Business background> In 1885 Arthur Charles Wilkin joined with two friends to form the Britannia Fruit Preserving

Company in Tiptree, Essex. He stipulated that the jam should be free of glucose, colouring and preservatives. By 1901 over 600 acres were being farmed to produce the fruit for the jam, and in 1905 'Wilkin & Sons Limited' introduced a minimum pension scheme and companyhousing which many employees still live in.

> Established throughout the 20th century as producers of high quality jam and marmalade,the company is still based in Tiptree, and grows much of its own fruit. The factory has a museum and farm shop, seven tea rooms in local villages, and a much wider range of brands and products. One third of production is destined for any of sixty regular overseas markets.

> There is now a strong environmental focus on the firm's 850 acres of farms; water is recycledfor irrigation, and there is an objective of 90% waste recycling. There is intensive new planting,with the plan that visitors will be able to adopt their very own fruit tree and find out more aboutfruit farming and the environment.

> The company is the largest employer in Tiptree and profits are used to support local sports andarts organisations and to improve the environment. Tiptree’s Youth Club is based in the FactoryHall and the local dramatic society has storage facilities on Company premises. Tiptree supports a number of local events, festivals and Essex Wildlife Trust. In 2011, eight new bungalows for retired employees were built close to the main site at Tiptree.

Product and services offered> Tiptree jams, marmalades, honey, mustard and sauces. Thursday

Cottage reduced sugar jam. Jules and Sharpie spicy relishes.Coles Christmas puddings. Tiptree patisserie cakes. Tiptree tearooms, factory and fresh fruit shop.

Business format> Private limited company. Peter Wilkins, great-grandson of the

founder, is Chairman of the business. Over 250 full-time employees; more casual labour at fruit-picking times.

> Through an EBT (Employee Benefit Trust), employees todayown almost half the voting rights of the shares in the Company,similar to the John Lewis Partnership approach. Trading profitsare used to buy back shares for the employee trust. This alsooffers some protection for the independence of the business.

Case Study 11

Method of selling to customer> All users of consumer technology, from 'geeks' who are early adopters to

everyday users. There is a high degree of brand loyalty amongst a large core ofApple users. Many designers prefer to use Mac computers and systems.

> Online, in their own stores and through other retailers.

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Y www.apple.com

Case Study 12

Target customers Method of selling to customer> Businesses in construction and agricultural sector; children and digger fans

Business background> UK multinational manufacturing business, founded in 1945 by Joseph Cyril Bamford (the original JCB). The first

machines were built in a rented lock-up garage, using a second-hand welding set bought for £1.> The current chairman, Lord Anthony Bamford (son of JCB) took over a one-factory operation in Staffordshire with

a turnover of £43 million in 1975 with a determination to make the company a world-force in construction equipment. An early decision of his was to open JCB's own axle factory in Wales, and today, JCB makes its owntransmission systems in Wales, hydraulic cylinders and cabs in Staffordshire and off-highway engines in Derbyshire. In 2004, JCB began to make its own engines, now used in around 70% of its machines. It reckonsthey are about 30% more efficient and have saved customers around a billion litres of fuel since launch.

> JCB has over 6,500 employees in its 11 factories in the UK exporting over 75% of production. It is also a globalbusiness with 22 plants around the world employing over 12,000 people making over 300 different products. Anew £63m factory was opened in Brazil in 2012 and construction of a new £62m factory is nearing completion in Jaipur, India - JCB’s fourth factory in the country. There are estimates that every full-time JCB job supports another three in the supply chain. To ensure JCB keeps up to speed with new technologies, every year it spendsabout 3% of its turnover – some £80m – on R&D.

> However, in October 2014 JCB announced they were cutting 140 office-based jobs in the UK; Chief executiveGraeme Macdonald said the firm had to cut its cost base due to a "severe decline" in world markets. They hopedto make most of the cuts through early retirement and voluntary redundancy.

> The Bamford family believes in supporting the communities in which they have their factories - they are able todonate machinery to support disaster relief efforts across the globe, for example after the Asian tsunami andearthquakes in Haiti, Indonesia, China and Turkey.

> Each machine is built to order and JCB can produce hundreds of variations to customer requirements

We believe true innovation must consider everything.

A product of hard work

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Y www.jcb.co.uk

Business background> Apple was founded by Steve Jobs, Steve Wozniak, and Ronald Wayne on April 1, 1976, to develop and sell personal

computers. It was incorporated as Apple Computer, Inc. on January 3, 1977, and was renamed as Apple Inc. on January 9, 2007, to reflect its shifted focus towards consumer electronics.

> The company's scale is extraordinary; in July 2011, due to the American debt-ceiling crisis, Apple's financial reserves were briefly larger than those of the U.S. Government. Worldwide revenues for the financial year endingOctober 2014 were $182 billion, and in the last quarter of 2014 they made the biggest quarterly profit ever madeby a public company, of $18 bn. At that point, globally, they had nearly 73,000 full time employees and over 400retail stores.

> Product innovation has always been key to Apple's success. Steve Jobs is credited with being the creator of innovative products and concepts at Apple, until his death in 2011. He was succeeded by Tim Cook. When Cookintroduced the Apple Watch he said “Apple introduced the world to several category-defining products, the Mac,the iPhone and iPad. And once again Apple is poised to captivate the world with a revolutionary product that canenrich people's lives. It's the most personal product we've ever made.”

> Several years ago, Apple was the centre of media attention because of the working conditions at several of its key suppliers in China (notably the factories operated by Taiwan-based Foxconn). Whilst the CSR issues are still relevant, the focus has now shifted to the competitive battle being waged by Apple against Samsung globally andincreasingly against the likes of Xiaomi and Huawei in emerging markets. To sustain its growth record in recentyears, Apple simply must succeed in China.

> Apple has also started "reshoring" some of its assembly operations – a good example of the impact of lower energy costs on US manufacturing competitiveness compared with China.

Product and services offered> Products include Mac computers,

iPod, iPhone, iPad, Apple TV, AppleWatch.

> Services such as Apple Store,Apple Store online, Mac and iOSApp Store, iTunes, iBooks, iCloud

Business format> Public limited company, first floated

in December 1980..

Product and services offered> Heavy equipment and machinery

for construction, demolition andagriculture, with over 300 types ofmachine; sales of used equipmentas well as new.

> Maintenance and service contracts; finance contracts

> JCB Explore has a range of namedcharacter toys and games, children's activities and clothingand accessories.

Business format> Private limited company, still

owned by the Bamford family.

Target customers

Case Study 13

Method of selling to customer> Consumers, as a supplier of medicines, vaccines and healthcare products. Healthcare

professionals, not only as suppliers of prescription medicines but also in clinical research and trials. Business-to-business, via access to GSK's laboratory and manufacturing capacity for small producers to develop and manufacture medicines.

> Generally via healthcare professionals rather than direct to the consumer,although consumer healthcare products are supplied over-the-counter.

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Case Study 14

Target customers Method of selling to customer> Lovers of exotic food tastes at an average price; pricing is in line with other

branded goods.

Business background> Born in Jamaica and brought up in Brixton, Levi (real name Keith) was a musician. After school,

he had a 25-year career as a reggae singer, joining the Coxsone Sound System as a teenager,writing songs in a Brixton squat, touring with James Brown and earning a Mobo nomination in1998 for his single Free Your Mind. But none of this brought great fame or fortune, and he decided to change his focus to his other passion, food.

> In 2007 Levi Roots appeared on Dragons Den, opening his pitch by singing about his ReggaeReggae hot pepper sauce, which had previously only been sold around Brixton and at the Notting Hill Carnival. He gained an investment of £50,000 from Peter Jones and Richard Farleigh in return for a 40% share in the business, got his sauce into Sainsbury's with their help, where it became their fastest-selling product and his business took off.

> Levi later bought out Richard Farleigh for ten times what he paid for his share of the business.He now shares some of the space in his office with Levi, who says “He hasn’t just been a greatmentor, he is a friend.”

> Father of seven Levi is now estimated at being worth £30 million and beat of the likes of HarryStyles last year when he was named richest reality television star. However, he still lives in Brixton: “It is so important for the black youths of Brixton to see a success story on a daily basis. I never saw anyone like that when I was growing up here. I still live in the same flat and cook in the same kitchen where I made the sauce with my children.”

> Through major supermarkets and Iceland

Do more, feel better, live longer

Put some music in your food

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Y www.leviroots.com

Business background> UK manufacturing multinational, the world's third largest pharmaceutical business, one of the world's leading investors in

Research and Development, employing 13,000 in that division.> GSK was formed in 2001 by the merger of Glaxo Wellcome with SmithKline Beecham; however, the various businesses which

make up the company can be traced back to the opening of Plough Court Pharmacy by Silvanus Bevan in London in 1715.> Widespread interests in both developed and emerging markets; listed amongst their Responsibility Aims are Access to

Healthcare: “We are actively seeking new ways of delivering healthcare and making our products more available and affordableto people who need them, wherever they live” and Investing in Least Developed Countries: “We have committed to reinvest

20% of our profits back in to improving the healthcare infrastructure in the world’s Least Developed Countries”> In 2014 the company applied for regulatory approval for the first vaccine against malaria. The company has committed to make

the vaccine available in developing countries for a price set at 5% above the cost of production.> March 2015 GSK completed a 3-part transaction with Novartis, acquiring Novartis’s vaccines business (excluding influenza

vaccines) and combined both Consumer Healthcare businesses to create a new company, while Novartis acquired GSK's marketed Oncology portfolio.

> Fined a record amount in the US for unethical and illegal business practices. One result is that the company announced in 2013that it would no longer pay physicians to promote its drugs.

> CEO Sir Andrew Witty appointed to lead a major change progamme, but this has been undermined by alleged corruption and illegal activity in Chinese health sector (which GSK deny).

> GSK's objective is to develop more innovative products than their competitors, and to maximise access to them. Their websitestates: “If we do this successfully, it will lead to profitable and sustainable performance. In turn this allows us to generate value

and returns for our shareholders and enables us to reinvest in the business so patients and consumers continue to benefit.”

Product and services offered> Pharmaceuticals, vaccines,

oral healthcare products,nutritional products, over-the-counter medicines

> The consumer healthcare division, which earned £5.2billion in 2013, sells oralhealthcare and nutritionalproducts, drinks and over-the-counter medicines, including Sensodyne, Boostand Horlicks.

Business format> Public limited company, listed

in London and New York

Product and services offered> The Reggae Reggae concept and recipes are used in

cooking and table sauces, ready meals, cold drinks,crisps and in partnerships with household name fastfood brands such as KFC, Domino’s Pizza and Subway; the Reggae Reggae Sauce Subway sandwich broke records for Subway, Frozen readymeals through Iceland Three Levi Roots cook bookspublished

Business format> Owned by Levi Roots and Peter Jones. Products

produced and sold under licence from them: “We don’t give the Levi Roots brand to just any company.AB World Foods has the license to do the sauce.They’re perhaps the second biggest sauce companyin the world, just behind Premier Foods. Our softdrinks are done by Vimto, the fourth largest player insoft drinks. And we’re doing the tea with Typhoo. Wechoose really good partners to loan the Levi Rootsbrand to.”

Target customers

Case Study 15

Method of selling to customer> Professional cab drivers. Current numbers of LTC black cabs in use:

> London 26,000 > China 5,000 > Europe 2,500> Azerbaijan 1,500 > Arab States 1,500 > US 500

> Direct sales

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Case Study 16

Target customers Method of selling to customer> Customers in local high streets, rather than out-of-town hypermarkets> Co-op stores can now be used as delivery and collection centres for pu

chases from Amazon

Business background> In 1844 the 'co-operative movement' was started in a small store in Rochdale, Lancashire. It was bsed

on their eight 'Rochdale rules', including distributing a share of profits according to purchases thatcame to be known as 'the divi'.

> Commonly known as 'the co-op', the food division of the Co-operative group now has over 2,800stores, and in 2014 had a 6.4% share of the UK food retail market. There is still a strong emphasis onmutual benefit and commitment to ethical values and sourcing

> Strategy in this highly competitive market is to avoid trying to compete on price, but to focus on serving local communities in smaller stores. This has resulted in the co-op having a store in everypostal region of the UK, with the biggest geographical spread of any retailer.

> The co-op has a very strong ethical policy, especially in relation to sourcing, and has long been a supporter of fair-trade; they were the first major retailer to insist that all of their own-brand chocolateproducts used only fair-trade cocoa, for example.

> In 2009 the Co-op took over food retailer Somerfield, and in the same year the Co-op bank mergedwith Britannia Building society, a move which allowed it to increase its branch footprint at nil cost andwas forecast to yield integration savings of £88m a year. However, these were contributing factors to a disaster in 2013 when the group recorded their biggest loss in their history, after the discovery of a£1.5bn ‘black hole’ in the Co-op Bank's balance sheet. The bank was rescued by a group of US hedgefunds who rescued it in December 2013. After restructuring and cost cutting, the group made a smallprofit in 2014.

> Retail stores and home deliveries of goods bought in store.

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Business background> Started manufacture in 1919 in Coventry named Carbodies, making a design which was then, and remains now, the only

purpose-built taxi in the world. New models still use the same iconic design - high enough to accommodate a gentleman wearinga top hat, floorspace to accommodate a wheelchair, and a turning circle which enables it to turn in the entrance of the Savoy.

> Black cab drivers have their licence removed by Transport for London (TfL) if their car is damaged. Black cabs should be of astandard to be on the road for 15 years, travelling +/- 50,000 miles a year. For this reason they are MOT'd twice a year, andquality is paramount

> 1973 taken over by Manganese Bronze, still using the same old factory in Coventry where the vehicles are handbuilt. Costs weretherefore very high, with no significant profit available. Therefore they sought a partner in China in order to gain lower componentcosts, and in October 2006 Chinese carmakers Geely became part-owners.

> Costs of manufacture were lowered, but due to quality issues with Chinese manufacture, aftersales and rework costs rose. In2008 cabbies reported a spate of engine fires, which caused 5,400 taxis to be taken off the road and reworked, and in 2011-12further problems led to a further 600 vehicles being taken off the road by TfL. This drove the company into administration in October 2012 when production ceased in Coventy and there were 300 redundancies. Geely bought the rest of the shares in afriendly takeover. They decided to keep manufacture for the London market in Coventry, due to the expertise available there, andin October 2013 restarted production there with a clear focus on providing the quality needed by the customer, rather than onlowering costs. Production is now at capacity - of 10 vehicles a day - and in 2014 the company was profitable for the first timein nearly 20 years.

> April 2015 Geely announced they would invest £250m to build a new state-of the-art research, development and assembly facility near Coventry for the London Taxi Company with capacity to assemble up to 36,000 vehicles a year as the group preparesfor the introduction of the next generation electric and ultra-low emission London Black Cab..

> Meanwhile production for markets other than London takes place in Shanghai.

Product and services offered> New and used black cabs

Servicing through a networkof 40 trained and approvedservice centres

Business format> Private limited company, wholly

owned by Zhejiang Geely HoldingGroup

Product and services offered> Food and grocery retailing> Ranges include Fair and Square price

essentials, Loved by Us specials and Truly Irresistible premium range

Business format> A member of the Co-operative Group, which

is owned and run by 8 million members; to be able to vote, at the AGM, members musthave spent either £250 or more in its food,travel, e-store or pharmacy business.

> Customers can earn a share of the profits in proportion to purchases through The Co-operative Membership scheme - currently that share is being used to support the group's 'rebuild' plan.

Target customers

The world’s only manufacturer and retailer of the iconicBlack Cab

Championing a better way of doing business for youand your communities

THE LONDONTAXI COMPANY

Case Study 17

Target customers Method of selling to customer> The growing market of customers looking for casual dining,

who are also lovers of Italian food> In store, and online for deli products

Case Study 18

Target customers Method of selling to customer> Breakfast and lunch on-the-go

Business background> Britain's largest bakery chain, with 1700 outlets, nine regional bakeries and 20,000 employees> As a boy Ian Gregg joined his father at work selling pies from his van to the people of Newcastle,

and then in the 1939 he and his wife opened their first bakery in Tyneside. The first Greggs shopwas opened in 1951. Originally growing regionally from its North East base, Greggs began toacquire other regional bakery chains across the rest of the country from the 1970s onwards. Bythe 1990s it was the largest bakery chain in the country, after acquiring its major rival, Bakers Oven.

> By 2009, Greggs had more stores than McDonalds and was planning further expansion. However,in the face of declining sales and competition from supermarket convenience stores and brandedcoffee shops, CEO Roger Whiteside's new marketing strategy was to focus on value, new productdevelopment and better service.

> Following the 2012 Budget Greggs took part in the industry campaign to reverse the 'Pasty Tax',which insisted that VAT was charged on pasties and other baked foods (as it is on other hot take-away food).

> In 2013 Sky TV made an 8-part documentary series called Greggs: More Than Meats The Pie,which 'goes behind the scenes of the bakery and all its areas'. Several episodes are available onYouTube.

> According to their own estimate Greggs ranks number one in the market for savoury snacks andbreakfast and number two for sandwiches. A recent national survey of customer service rankedGreggs the 10th best brand in the UK.

Product and services offered> The ready-to-go food and drink market: Sandwiches,

pasties, sausage rolls, and sweet items such asdoughnuts and vanilla slices, coffee and other beverages

> Frozen pastries through Iceland shops

Business format> Public limited company

> Retail through own stores

Business background> Founded by chef Antonio Carluccio who was born in Italy, and moved to London in 1975.

He took over the Neal Street Restaurant in Covent Garden in 1981, which traded for 26years. In 1991 Antonio opened a deli next to the restaurant and in 1998 started the firstCarluccio's Caffè in Market Place, London.

> Carluccio's now claims to be one of the UK's favourite Italian restaurant chains, withover 80of it's 100 restaurants based here. Others are in Ireland and the Middle East,and they now plan to expand to the US.

> Carluccio's restaurants are generally located in prime high street locations, airports andmajor transport terminals or in shopping centres, such as the Westfield complex inShepherds Bush, West London.

> In 2005, Carluccio's listed on the Alternative Investment Market as a PLC. In 2010 thecompany received a takeover offer from the Landmark Group, a Dubai-based enterprise,valuing Carluccio's at £90m. The transaction was approved by the shareholders andcompleted in October 2010.

> Annual turnover reached £120 million in 2014, and there is an objective to double thesize of the chain in the next five years, with a 50 million pound investment.

> In early 2015 a new CEO,Simon Wickers, was appointed from PizzaExpress, where hehad overseen international business growth from 36 sites to 75.

Product and services offered> Italian restaurant, also deli selling branded Italian

foods such as pasta, sauces and cakes.> Events at Carluccio's include cookery classes and

opera evenings.

Business format> Wholly owned by Landmark Group, Dubai

An honestly Italian dining experience

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Always fresh, always tasty

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Case Study 19

Target customers Method of selling to customer>UK family holiday makers, owners of touring caravans

and tents.>Bookings are made online

Case Study 20

Target customers Method of selling to customer> People buying 'high street fashion and above'.

Business background> Before founding Mallzee, Cally Russell ran Scotland's first online student magazine. On

graduating, he started off in PR and marketing on a range of different accounts from cancercharities to corporate brands to the National Health Service in the UK.

> With a passion for fashion as well as for technology (he describes himself as a geek), he foundit more and more difficult to find the clothes that he liked online due to the number of retailersand the number of items they all had. He built Mallzee to fix these problems.

> Since launch in late 2013 Mallzee has been named as one of the 6 apps to change the way the world shops by Yahoo and as Best Newcomer at the Scottish Technology Awards. In 2014 Russell was named as BQ Emerging Entrepreneur of the Year for Scotland, and No 2 on Scotlandon Sundays's list of 'Ones to Watch. He capped this with an appearance on Dragons Den atwhich Peter Jones offered him an investment - which he turned down. Instead, Mallzee is nowworking with Samsung in the UK and Ireland during 2015 and the app will feature in a numberof Samsung’s distribution channels in the Samsung Galaxy App Store, the Galaxy Gifts service,and other appropriate channels. There will also be exclusive discounts available to Samsungusers from a number of retailers

> The company is backed by some of the most high profile angel investors in the UK and nowemploys 13 members of staff, mostly young graduates.

> Mallzee has developed and owns the underlying technology used to understand a user’s likesand dislikes in fashion, which powers the recommendation engine behind the app. Key to theirsuccess is the speed with which they can continue to improve it.

Product and services offered> The app accesses online shopping from2 00 stores

from high street stores like H&M, Topshop and RiverIsland to designer brands like Armani and Paul Smith.All available within the one app, plus the ability toactually share outfits with your friends and get theirinput before you buy. If the consensus is a thumbsdown, Mallzee will actually prohibit you from makinga purchase – the buy button becomes disabled –helping to avoid any potential fashion faux pas.

Business format> Private Limited Company

> Online through use of the app. Mallzee earns affiliate revenue from eachpurchase via the app.

Business background> The UK's largest operator of caravan parks, owning 41 parks and providing more

than 21,500 holiday homes and tourer pitches. Began in 2001 as a managementbuy-out when 3 founders decided to purchase twelve Haven freehold caravanparks from Bourne Leisure Ltd. Park Resorts now has nearly 50 in coastal andlakeside locations. In July 2013 Park Resorts secured new lead shareholders,Electra Partners, and freed up significant capital to invest in its parks over the nextfour years. David Vaughan became Park Resorts’ chairman, following 12 years asfounder and CEO

> In 2014, they responded to customer feedback by investing in new accommodation at all Parks.

> Of almost 1,800 employees, over 1,100 are temporary seasonal staff> Market research has revealed that the cleanliness of the caravans is customers'

number one priority

Product and services offered> Holiday rentals of lodges, chalets and static

holiday caravans and pitches for touring vans> Facilities such as pools and crazy golf, and

day-time and evening entertainments included in holiday price. On-site retail activities such asconvenience stores, and online bingo

> Also caravan and holiday home sales

Business format> Private limited company; main shareholders

Electra Partners, and minority shareholders GIPartners (US company, via the UK parent company, Dome Holdings Ltd)

Creating amazing memories

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The personal shopper in your wallet

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Case Study 21

Target customers Method of selling to customer> Beer drinkers seeking small-batch, unusual and little-known craft beers. > Online

Case Study 22

Target customers Method of selling to customer> Young travellers looking for an exciting all-inclusive festival and clubbing

holiday package at low prices

Business background> Rob Tominey showed a flare for entrepreneurship early on, launching businesses whilst still at school. He was

already running his own online ticket company when he met his business partner, Aden Levin. In 2011 they setup Mainstage Travel, to capture a gap in the market for cost-effective packages geared around festivals andclubbing to young travellers, using its block purchasing power to source cheap tickets on everything from flightsto clubs. Unusually for a start-up, the business has been profitable from the start.

> The company grew quickly in its first two years, reaching a turnover of £1.6m and a profit of £257,000. Mainstage Travel tapped into the changing way that individuals are now booking their holidays. Convenient,cost-effective and more exciting than anything old-school travel agents could offer, but cheaper and more convenient than could be booked online piece by piece, Mainstage Travel hit the ground running.

> Initially they found that earning the trust of Spanish hotel chains was tricky. “It was really hard to get them totreat us as a serious business opportunity - we were inexperienced and contacting them from @hotmail.comemail addresses. The perseverance paid off, and luckily it is a lot easier now”

> Tominey approached the BBC’s Dragon’s Den programme in 2013 and was selected to pitch Mainstage Travelwith his business partner, Aden. “We got some grief at first because our profits seemed too good to be true andthe popularity of our holidays with the youth market seemed remarkable. But we are organising the type of holidays we’d like ourselves and so it made sense to us that they’d be popular. Fortunately, four of the Dragonsagreed that the market was ready for Mainstage.”

> Having researched the background of each of the Dragons before their appearance, Tominey and Levin acceptedPiers Linhey's offer of investment because he used to be a director of a record label, and had spent time in Ibizaand at festivals - they felt that he would understand their market well. The investment was used to open up twonew summer destinations and to offer ski holiday packages.

Product and services offered> Youth-focussed travel brands Magaluf

Takeover, Ayia Napa Takeover, Snowboxx (Europe's second largest ski festivall), MaliaTakeover, Zante Takeover and Magalove.

Business format> Private Limited Company

> Online

Business background> Launched in September 2013 by James Brown, Edinburgh-based Beer52 works with

independent microbreweries to offer members access to boxes of unique and specialitybrews; Brown says it is currently the UK’s largest online craft beer community with over2,500 subscribers.

> Having had an earlier start-up that failed, Brown got the inspiration for this business whilsttravelling with his dad on the back of a Harley motorcycle from Scotland to Portugal where,after experiencing (and drinking) a vast array of craft beers, he grew disappointed on hisreturn at “all these great craft beers out there that nobody knows about”.

> There are over 1,200 microbreweries in the UK. He devised a business with a “mission toget their bottles into the hands of people who love craft beer” and secured investment fromFraser Doherty of SuperJam, Growing Business Young Gun of 2009, which helped to makehis mission became a reality.

> Craft beers are increasingly popular with British consumers. Beer52 boxes up their waresto sell to enthusiasts who would otherwise struggle to source the product. Beer52 has been boosted by a successful financing round on Angels Den, the crowdfunding platform.

> In early 2014, Brown was named by Forbes as one of Britain's most exciting new entrepreneurs

Product and services offered> Monthly deliveries of 8 different craft beers, which

are not available in supermarkets. The concept issimilar to that used by wine delivery businessessuch as Laithwaites.

> “Craft beer is rebellious, anti-establishment andwitty. A good craft beer takes ingenuity and imagination to brew.”

Business format> Private Limited Company

Free yourself from big beer brand slavery

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The leading clubbing and festival holiday operator

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Case Study 24

Target customers Method of selling to customer> Mass market appeal with the range of film and TV and ticketing products;

however main focus is music, gigs and festivals for the youth market

Business background> HMV is an abbreviation of HIs Master's Voice, the title of a painting of a dog listening to a cylinder

gramophone. That picture was adopted as the image of The Gramophone Company in 1899, and in 1921the first HMV store was opened by the celebrated British composer and conductor, Sir Edward Elgar in London’s Oxford Street. Now, they have over 120 stores around the UK - although in 2004, they had over 200

> From the era of Elvis and the Beatles, HMV expanded with the explosion in popular culture, and by the1980's, they dominated British music retailing, in spite of fierce competition from Our Price and VirginMegastores. They also hosted appearances by many stars in their stores, an aspect which led to more recent diversification into new investments in venues, festivals and cinemas. In 1998 they bought Waterstones chain of bookshops

> In 2002 they floated on the Stock Exchange as HMV plc and over the next few years bought more book and entertainment retailers, including Zavvi on Christmas Eve 2008, at the heart of the UK recession, andin January 2009 , the MAMA group which brought them live music ventues including the HammersmithApollo. In 2009 they began a move into digital content and music download, but found it hard to competewith the irresistible rise of iTunes and Amazon. Between 2012 and 2013, they sold off many of those acquisitions

> However in January 2013 the business went into administration, and over 100 stores were sold. In April2013, it was bought by Canadian firm Hilco, saving many stores and around 2,500 jobs. This began a remarkable turnaround; by 2014 HMV had regained second position in the UK entertainment market, behind Amazon, and in January 2015, with a reurn of the popularity of vinyl, became the largest retailer of physical music in the UK.

Product and services offered> A leading specialist retailer of music, film,

games and technology products, with over120 stores around the UK, offering a wideselection of new release and catalogue titles. vinyl singles and albums, cassettesand CDs as well as film and TV content onVHS, DVD & Blu-ray and games titlesacross all platforms

> HMV Live featuring frequent in-store eventsand performances

> HMV tickets offers not only major festivalsand music gigs but also a huge range oftheatre and comedy ticketing.

Business format> Private limited company

> Online and instore

Home of Entertainment

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Case Study 23

Target customers Method of selling to customer> Consumers seeking reliable, well established levels of quality at reasonable

prices> Hotel bookings online and by phone, with on-site sales of food and drink> Costa Coffee, Brewers Fayre etc sales in store

Business background> Britain's biggest hotel, restaurant and coffee shop operator; two main brands are Premier Inn and Costa

Coffee. Whitbread was originally a brewery business, founded in 1750 by Samuel Whitbread. Over the following years, Whitbread became a household name throughout the country, not only as a brewery butalso operating pubs and bars.

> In 2001 the breweries were sold, and the company gradually left the declining pub and bar business, selling 239 pubs in 2006 for example, to refocus on the growth areas of hotels and restaurants. In thefollowing 10 years they also sold interests in Pizza Hut, TGI Fridays, David Lloyd Leisure and Marriott businesses.

> 2011 took over Coffee Nation, a network of self-serve, coffee-to-go stations in supermarkets, service stations and airports across the UK, with re-branding as Costa Express. Further expansion into operatingcafes in locations such as garden centres, which are fast becoming retail and leisure destinations formany consumers.

> 2010-2015 Whitbread have added 137 hotels, 96 restaurants and 1,535 coffee shops to their business.Costa is now established in over 30 countries.

> Expansion plans include a move into emerging markets, a 50% capacity increase in Premier Inn, and anear-doubling in size of the Costa chain.

> Whitbread's website states the following as their strategy: “We fundamentally believe that our success isdown to 45,000 motivated and highly engaged team members. They deliver outstanding service to over24 million customers every month across our UK hotels, coffee shops and restaurants.”

Product and services offered> Hospitality brands including Premier Inn,

Costa coffee, Brewers Fayre, BeefeaterGrill, Table Table, and Taybarns

Business format> Public limited company

Winning teams - Customer heartbeat - Profitable growth

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