Marketing of beef and lamb in England: the role of EBLEX

Abstract

PurposeThe purpose of this paper is to present a case study of strategy development and implementation for a food sector related non‐departmental public body. This is reviewed against a well‐established model of change.Design/methodology/approachA single case study is appropriate where there is a unique example of practice. In this case a newly founded organisation defines and implements its strategy within the context of the English red meat sector.FindingsThe literature provides rather less guidance on strategy selection for not for profit organisations. The network model of strategy was implemented by EBLEX. Market research guided the selection of strategy and implementation involved in‐ and out‐sourcing, communication to stakeholders, project and process based management and the sharing of information and objectives. The need to deliver in the short term may inhibit longer‐term objectives by reducing flexibility and responsiveness. The ability to identify, recruit and retire network partners is a necessary capability. Having developed the organisation afresh, significant challenges lie ahead in generating growth and managing increasing complexity.Research limitations/implicationsA single case study is limited in the extent to which generalisations can be made. There is a need to confirm the emerging findings with additional cases in similar and different contexts. Building on this research, theoretical propositions can be derived to guide future work and to develop theory.Practical implicationsThis case provides insight into the management and development of a non‐departmental public body.Originality/valueThis paper investigates a unique opportunity for research in this field.