This report explores the international growth potential of a UK-based consumer goods company within the dynamic and highly competitive healthy snacking sector. With shifting consumer preferences towards wellness, sustainability, and digital convenience, the study investigates how a proven direct-to-consumer business model can be adapted for international markets.
Drawing on established strategic frameworks, including VRIO, PESTEL, Porter’s Five Forces, and SWOT, the analysis provides a holistic evaluation of internal capabilities and external opportunities. The report examines key drivers of competitiveness such as brand positioning, digital innovation, consumer behaviour, and regulatory environments, while identifying both risks and advantages that shape internationalisation decisions.
The study also outlines a structured approach to country selection, market entry planning, and the adaptation of marketing strategies to new cultural and economic contexts. Special emphasis is placed on segmentation, targeting, and positioning, as well as the role of sustainability and digital integration in building long-term brand equity.
By combining theoretical insights with practical recommendations, the report delivers a comprehensive guide for businesses seeking to expand internationally while maintaining brand integrity and consumer relevance. Readers will gain valuable perspectives on how to assess new markets, design tailored entry strategies, and build a scalable framework for global growth.
c_1
5 Country Selection and Strategy Formation
6 Strategic Market Entry Plan for the Netherlands
7 Monitoring, Evaluation and Control
8 Conclusion and Strategic Recommendations
References
Appendices
List of Tables
Table 2: Macro-Environment Risk Assessment
1 Executive Summary
This report outlines a strategic plan for Graze's international expansion and recommends market entry into the Netherlands. It was chosen due to its cultural proximity, high digital adoption and rising demand for health-focused products. The strategy focuses on increasing brand awareness and acquiring new customers through a DTC model, supported by digital marketing and retail partnerships. A subsidiary is recommended to maintain control and experience for customers. The Dutch market's urban and health-conscious consumers, especially millennials and young professionals, match Graze's brand values. Adaptations to communication, packaging and customer service will enhance relevance. A marketing approach across digital and physical channels will support reach and engagement. This positions Graze for sustainable growth while remaining true to core values.
2 Introduction
This report presents a strategic global marketing plan for Graze, a UK-based consumer goods company offering nutritious snacks, positioning itself as a health-conscious brand aligned with modern lifestyle trends (Graze 2025). Three potential markets for international expansion are analysed to enhance Graze’s long-term competitiveness, diversify its revenue streams, and strengthen brand equity on a global scale.
Graze’s internal capabilities and potential expansion markets are analysed using the VRIO framework and PESTEL and Porter's Five Forces. Given Graze’s limited international experience, culturally and economically comparable countries are prioritised to ensure alignment with current capabilities. The most attractive market will then be selected. Next, strategic objectives and positioning will be defined, guiding the selection of a suitable entry mode. Then, STP actions will be refined. Cultural factors will be assessed using Hofstede's Dimensions to inform communication and branding. Finally, a comprehensive international marketing strategy will be formulated.
The overall aim is to deliver an evidence-based, actionable strategy that supports Graze’s international growth while upholding its core values of health, innovation, and ethical responsibility.
3 Internal Analysis
The internal analysis has the purpose of understanding a company’s core competencies, strategic priorities and operational strengths. It helps identify how internal capabilities, values, and resources align with market opportunities and inform international expansion decisions (Henry 2021).
3.1 Graze
Graze is a UK-based snacking company founded in 2008. It is known for its DTC business model and data-driven product development. The company operates in the UK primarily through DTC but is also present in major UK retailers. In 2019, Graze was acquired by Unilever, strengthening its reach and resources. Graze is positioned as a strong player in the premium healthy snacking segment, offering over 200 snack combinations (Unilever 2021).
Graze’s mission is to support healthier lifestyles by “reimagining snacking and creating products that are healthy without compromising on delicious taste,” (Unilever 2021) while embedding sustainability and social responsibility into its core operations. Its vision is to normalise better snacking by leading innovation in health and environmental responsibility, including reducing sugar, avoiding artificial ingredients, and lowering carbon emissions (Graze 2021; Graze 2025). These strategic goals guide internal alignment and long-term decision-making.
Graze’s Corporate Social Responsibility (CSR) covers health, the environment and ethics. Most snacks under "Health Promise" contain less than 150 kcal, no salt, no artificial additives and reduced sugar. 100% renewable electricity is used at its production site. Aims to be carbon-neutral by 2030, with a focus on recyclable packaging (Graze 2021, 2022). These initiatives help meet evolving consumer expectations, enhance reputation and support long-term value creation (Hopkins 2016; Christensen, Hail and Leuz 2021).
3.2 VRIO Analysis
The VRIO framework evaluates a company’s internal resources and capabilities to assess its potential for sustained competitive advantage across four dimensions: value, rarity, imitability, and organisation (Barney 1991). Applying the VRIO analysis to Graze highlights the company’s core strengths, which are just as critical as external factors in informing international expansion decisions (Ibrahim and Harrison 2019).
As a digital-first brand, Graze leverages data-driven innovation and personalisation as key competitive assets. Its algorithm, powered by numerous customer ratings, enables the creation of over 500 tailored snack boxes aligned with dietary needs and taste preferences. This capability supports rapid product development and efficient responsiveness to trends (Waldron 2019). Coupled with its focus on health and sustainability, these strengths position Graze strongly in both domestic and international markets.
Table 1: VRIO Analysis
4 External Analysis
External analysis is vital before entering a new market to assists the process of developing a competitive advantage (Yüksel 2012; Henry 2021). In the following, a PESTEL analysis (Appendix B) and Porter’s Five Forces model (Appendix C) are conducted to assess three potential expansion markets: the Netherlands, Ireland and Canada.
4.1 PESTEL Analysis
The PESTEL framework is a strategic macro-environmental tool. The insights enable a company to predict future scenarios. The model considers Political, Economic, Social, Technological, Environmental and Legal dimensions (Aguilar 1967; Yüksel 2012).
Economically, the Netherlands offers strong economic conditions for consumer goods expansion, with high disposable income, dense urbanisation, and a mature e-commerce infrastructure (Appendix A; Euromonitor International 2024a; Passport 2025), which is ideal for Graze’s DTC model. Ireland also has a healthy economy with a high purchasing power (Appendix A; Euromonitor International 2024b), but the market size and Graze’s operations in Northern Ireland limit revenue potential. Canada provides economic stability and high purchasing power (Appendix A; Horizon 2024), yet its vast geography and lower population density raise costs.
Socially, wellness and fitness trends are becoming more popular in both the Netherlands and Ireland, with high demand for nutritious, natural and low-sugar foods (Fortune 2025; Euromonitor International 2024b). In Canada, health awareness and fitness trends become more popular but fragmented by region (Fortune 2025).
Environmentally, sustainability becomes continuously more important across these countries. However, the Netherlands stands out due to its strict regulations surrounding carbon footprint, waste reduction, and sustainable sourcing (European Parliament 2021). This aligns closely with Graze’s sustainability values (Graze 2022). Ireland supports environmental initiatives at a smaller scale (European Commission 2024). Canada promotes sustainability, though regulatory frameworks vary across provinces, which may complicate consistent brand positioning (Government of Canada 2024).
Table 2: Macro-Environment Risk Assessment
The PESTEL framework helps identify key macro-environmental factors. However, it has limitations as it is based on historical data, making future predictions uncertain (McMillan and Tampoe, 2000). Furthermore, it lacks clear evaluation metrics and can be time-consuming (Yüksel 2012). Therefore, it is recommended to be used in combination with other tools.
4.2 Porter’s Five Forces
Complementary to PESTEL, Porter's Five Forces model assesses the competitive environment (David and David, 2017). It evaluates the competitive intensity and attractiveness of an industry by examining the threat of new entrants, the bargaining power of suppliers and buyers, the threat of substitute products and intense competitive rivalry (Porter, 1979).
In the Netherlands, the increasing demand for healthy, convenient, and personalised snacks provides space for differentiation (Statista 2025a). Ireland’s market has fewer competitors offering innovative products, reducing the threat of direct alternatives (Statista 2025b). In Canada, the substitute threat is high due to the abundance of healthy snack options, which already occupy Graze’s niche (Statista 2025c).
There is competitiveness in the Netherlands from international brands, however, the market remains open to innovative companies (Statista 2025a) such as Graze’s personalised, algorithm-driven model. The rivalry in Ireland is comparably lower (Statista 2025b) due to its smaller market size but simultaneously less attractive in terms of growth potential. On the contrary, Canada’s market has strong competition (Statista 2025c). The intensity of rivalry mirrors the dynamics of the US market (Euromonitor International 2024c), where Graze operated from 2013 until its exit in 2019 (Murray 2023).
Table 3: Micro-Environment Risk Assessment
Porter's model highlights market pressures that Graze should be aware of. However, the model assumes industry structures don't change and ignores how fast consumer trends and innovation can change everything. In dynamic industries, changes can alter competitive forces. The view of competitive dynamics offered by the model is simplified (Seema 2016). Graze must always look out for new competitors.
- Arbeit zitieren
- Jule Prescher (Autor:in), 2025, Developing a market expansion strategy of a UK based consumer goods company, München, GRIN Verlag, https://www.hausarbeiten.de/document/1612306
