2. Executive Summary
Scope of Report
The strategic analysis of the Scottish Salmon Company has been completed for the purpose
of recommending the strategic direction which the company should take in order to sustain
competitive advantage over the next five years. This will enable the organisation to meet its
objectives of product diversification and increasing Salmon output during the next five years, which
will result in increasing market penetration and share.
Current Position of Company
SSC is the third largest producer of Salmon in the United Kingdom. The company currently
enjoys the following competitive advantages in this sector:
a) A clear definition of its operational and M&A processes.
b) A strong brand image based on the Scottish origin of the product.
Nevertheless, these competitive advantages are unlikely to be sustainable due to the
following challenges:
a) The dependency on the availability of the conducive habitat.
b) The scarcity of fish food and the obsolescence of current technologies.
c) The increasing costs of fish feed.
d) The threat of substitution from other products.
The scarcity of conducive Scottish habitat and the increasing threat of external competition
has been identified as limiting factors for the business strength of the company. In order to
overcome these challenges, the following recommendations are suggested.
Strategic Recommendations
The recommendations are as follows; to diversify into new market products and accelerate
the M&A of value adding companies. This ensures that the organisation will reduce their
dependence on the Salmon monoculture and provide additional benefits to customers such as
improved customer focus, reduced prices and wider product availability.
Additionally, by investing in technological developments and innovation to prevent the
potential threat of diseases, the organisation is future proofing against pandemics and ensuring the
optimization of available finite resources.
Furthermore, the implementation of these recommendations also creates higher barriers to
the threats currently faced by the company.
The implementation of these actions will also provide a potential platform for the company
to take its business to the next level by adding value through reduction in costs due to greater
economies of scale and leverage of technology.
1|Page

3. Contents
1. Table of Abbreviations .................................................................................................................... 3
2. Introduction .................................................................................................................................... 4
3. Analysis of the Company................................................................................................................. 4
Purpose, Distinctive Competencies and Rent ..................................................................................... 4
Business Idea....................................................................................................................................... 4
4. Analysis of Environment ................................................................................................................. 5
Change Drivers .................................................................................................................................... 5
Competitive Rivalry ............................................................................................................................. 5
Industry Dynamics............................................................................................................................... 5
5. Recommendations .......................................................................................................................... 6
Strategic Challenges and Possible Options ......................................................................................... 6
Implementation of Strategic Options ................................................................................................. 7
Strategic Fit with Company and Environment .................................................................................... 7
6. Conclusion ....................................................................................................................................... 8
7. Appendix ......................................................................................................................................... 9
Appendix I. Value Chain ................................................................................................................. 9
Appendix II. Competency Map ........................................................................................................ 9
Appendix III. Business Idea Sustainability Feedback Loop 1 ...................................................... 10
Appendix IV. Business Idea Sustainability Feedback Loop 2 ...................................................... 11
Appendix V. Business Idea Sustainability Feedback Loop 3 .......................................................... 11
Appendix VI. Scenarios Development ........................................................................................ 12
Appendix VII. SWOT..................................................................................................................... 13
Appendix VIII. Porter’s Five Forces Analysis (Present) ................................................................. 14
Appendix IX. Porter’s Five Forces Analysis (Future) ................................................................... 14
Appendix X. Scenario / Options Matrix (% of Preparedness)........................................................ 15
Appendix XI. Options Evaluation ................................................................................................ 16
Appendix XII. Experience Curve .................................................................................................. 17
8. Bibliography .................................................................................................................................. 18
2|Page

4. 1. Table of Abbreviations
Abbreviation Expansion
CSR Corporate Social Responsibility
CSV Creating Shared Value
GBP Great British Pound
GM Genetically Modified
HOG Head on Gutted
M&A Mergers and Acquisitions
PESTEL Political ,Environmental ,Social ,Technological ,Economic ,Legal
QMS Quality Management System
R&D Research and Development
RAS Recycle Aquaculture Systems
ROCE Return on Capital Employed
SSC Scottish Salmon Company
SWOT Strength, Weakness, Opportunities, Threats
3|Page

5. 2. Introduction
The following report is a strategic investigation of the Scottish Salmon Company using a
number of analytical concepts and techniques. The current strategic position of SSC is analysed
within the transactional environment. The results of this evaluation lead to the identification of the
key competencies of SSC and the definition of the business idea. Additionally, a review of the
competitive rivalries and dynamics of the market within which SSC operates are completed. The
organisation is then analysed within the contextual environment of the Salmon industry of the
United Kingdom and the key drivers of change are evaluated. In light of the analysis, the strategic
direction is defined which the company should undertake in order to sustain their competitive
advantage over the next five years.
3. Analysis of the Company
Purpose, Distinctive Competencies and Rent
The purpose of the organisation is to create rents through integrating the value chain
(Appendix I) by producing high quality, farmed Salmon. One of the key distinctive competencies
required to fulfil the businesses purpose is the utilisation of the SSC process, (Appendix II) of which
animal husbandry, a robust QMS and the pioneering single loch farm system are key to not only
success, but also sustainability. In addition, the selection and acquisition of farms and value added
processors such as smokers, which fit within the existing culture and operations ensures the
organisations continuing scalability, leading to economies of scale and improved cost efficiencies.
These aforementioned capabilities and competencies have resulted in awards from the Crown Estate
and accreditations for the quality of the product. This has a twofold benefit; one is from an external
perspective whereby these awards increase the brand value. The second is that by gaining
recognition from achieving excellent quality standards and CSR activities the organisations internal
culture and workforce is strengthened.
Business Idea
Farming exclusively in Scotland is at the heart of the competitive advantage of the company.
It is key for the organisation to follow high standards of production processes and leverage of
production capacity, as this not only increases brand value, but also ensures the sustenance of these
scarce resources (Appendix II). The key success dynamics of the organisation are the mutually
reinforcing brand value and M&A (Appendix III).
The accurate selection and efficacious addition of companies to the organisation enhances
the financial power of the company attracting potential investors (Appendix IV). This process also
increases the amount of limited Scottish natural resources that the company owns, therefore
strengthening its uniqueness as a producer of “Scottish Salmon” (Appendix III). More recently, the
diversification into value added products has had a positive impact by reducing risk of investment
and attracting more investors (Appendix IV). Furthermore, the production knowhow of the SSC,
including their selection of food and the environmental business strategy, reinforces the brand
image (Appendix V). Finally, M&A enriches the company’s competences by assimilating the best
4|Page

6. aspects of the acquired organisations, and once integrated these best practices have a direct impact
on the organisational culture (Appendix V).
Through the simultaneous growth of brand value, organisation size and product
diversification, the company can continuously increase the distinctiveness of its products from those
of competitors, thus sustaining its competitive advantage.
4. Analysis of Environment
Change Drivers
The dominant factors in the firm’s contextual environment are availability of conducive
habitat and adaptation of modern techniques in aquaculture (Appendix VI). The regulations in the
sector currently act as the primary barrier to entry; however, increasing demand and limited supply
of the product may prompt a change in the regulatory environment leading to influx of competition
and an increased strain on the company’s supply chain (Appendix I). While the company is tackling
the availability of conducive habitat through M&A, thus gaining the finite resources and expanding
output, it is also creating barriers of entry for competitors. The technological advancement in
aquaculture will help the SSC in gaining higher production and quality despite limited habitat.
However, the company might face possible customer backlash due to unforeseen circumstances
from genetic modification, for example, the so-called “Frankenfish.”
Competitive Rivalry
Multiple factors contribute to the competitive rivalry faced by SSC (Appendix VIII). A
significant threat for the company is from the increasing availability and accessibility of substitutes,
for example, Omega 3 eggs, meat, sardines etc. While the supply side of the organisations value
chain does not currently have a strong influence on the market, the increasing scarcity of fish food
and fish oil may see a shift in power towards the suppliers (Appendix I). The advent of cheaper
Pacific salmon from China may reduce the domestic market for Scottish salmon in the medium and
long term1.
Industry Dynamics
While the SSC holds a distinct advantage over the competition through their brand,
accreditations and financial health. The dependence on a single product, the increasing costs of
consolidation and saturation of UK market may influence the company’s future performance
(Appendix XII). However, the recent acquisitions of the company into value added organisations and
diversified, but related products suggests that the company is already moving in the direction of
negating the threats from single product and disease1. With the company’s declared proposition of
entering new markets in Middle East, China and USA1, the threat of saturation of the UK domestic
market is reduced. This market penetration strategy may be attenuated by SSC’s poor international
distribution network. However, leveraging the strength of the “Scottish” brand, the accreditation
1
Based on research (Bibliography)
5|Page

7. and awards and proper positioning of the product should ensure the organisation overcomes the
aforementioned issues.
5. Recommendations
Strategic Challenges and Possible Options
The SSC’s market environment analysis has highlighted two critical strategic challenges. The
first is the availability of conducive habitat. The second, is the adaptation of modern technology in
aquaculture. While the analysis produced multiple options to tackle these issues, the report
considers the three most pertinent strategic options for the company (Appendix XI) as well as the
require capabilities to be adopted in order to execute them effectively (Appendix X). The options and
their benefit to the company and the customer are:
a) Product diversification through M&A addresses the key challenge of the finite availability of
the conducive environment. This would have following benefits; it will limit the ability for
competitors to expand. It will improve economies of scale thus delivering a cheaper product
to the customer. Finally, it will increase the brand value through the salience and awareness
within the market environment as well as being more accessible to the end consumer.
b) Accelerating the M&A of value added companies will reduce the over dependence of SSC on
Salmon monoculture. It will also help the company address the possible challenges
associated with the saturation of the domestic market for salmon (Appendix XII) and reduce
the possible shift of power to the supplier (Appendix IX). The benefits generated in point (a)
above, correspond with this strategic option.
c) Investment in technology with the objectives of reduction in diseases and optimization of
the limited habitat will help the company mitigate the potential threat of disease. The recent
Chilean pandemic reinforces the criticality of the uptake of technology2. Leverage of
technology could provide the organisation with a competitive advantage through
opportunities by the development of biogenetics. These developments could benefit the
customer through value added aspects, for example, increasing the levels in Omega3, better
taste or texture. This leverage of technology may have a backlash from the UK consumer due
to their negative perception of GM products. However, in a global economy these products
may be a key success for the organisation.
While there are multiple requirements for the company to execute these options, the ability
to finance remains the primary driver. The research shows that the consistent financial performance
of the company with ROCE of nineteen per cent3 and the ability to scale up the operations has
ensured steady investment into SSC due to which the company is currently holding an investment of
forty million pounds4. This gives SSC the financial ability to execute the aforementioned options.
These options will increase the product range of the company; provide them with greater control on
the value chain, optimisation of habitat and reduction of potential diseases (Appendix VII).
2,3,4
Based on our research (Bibliography)
6|Page

8. Implementation of Strategic Options
The key factors to successfully implement the strategic options will be dependent on the
following actions:
The acceleration of mergers and acquisitions for both generating added value and
diversifying to other markets or products requires successful selection and integration, which is
detailed as follows;
1) To successfully select and acquire companies:
i. Include both offensive and defensive strategic aspects, offensive options can help overcome
possible threats and increase market share, while defensive options can create a barrier to
entry to the competition through acquiring as much of the finite resources as possible.
ii. Have full market research performed on the target companies, their customers and the end
consumers. This is so that the SSC’s brand avoids potential devaluation and that there is full
cognizance of the consumers needs.
iii. To successfully integrate the acquisitions to both the SSC culture as well as to synchronise
the operational processes. Furthermore, the implementation of the Label Rouge and
Freedom Foods process into the expanded entity should be considered, as this will maintain
the organisation’s current high quality paradigm.
2) The successful leverage of technology should consist of:
i. Scale and continue to monitor the existing Wasse programme, which will potentially limit
the disease spread among the farms in a more organic and sustainable fashion than using
chemicals, whilst increasing the potential value added aspects previously mentioned.
Increasing the R&D within technology sector will ensure both optimisation of resources and
continued sustainability.
ii. Formation of Strategic alliances with R&D organisations, which could develop technology as
well as reduction of cost in research for the company. Another possibility is to be able to
create knowledge exchange programmes with aquaculture research universities, for
example, Plymouth, St Andrews or Stirling.
The execution of the strategic options can have a positive impact on both the SSC’s
prospects as well as the customers’ expectations from the company. The organisation will benefit
from the economics of scale with lower cost and wider range of products. The entry into the
processing channels will help in reducing the power of both suppliers and the customers of the
company. With fewer links in the value chain resulting in cheaper stocks, this cost reduction can be
passed on to the customer. The options will also result in harmonised output to match demand and
maintained quality.
Strategic Fit with Company and Environment
The proposed strategic options would not only allow SSC to continue to pursue its business
idea but also provide it with greater opportunities to fulfil its objectives. The business idea is
reinforced via the continuing consolidation of other Salmon farms, achieving further economies of
scale and cost reduction. Consolidation also ensures that the scarcity of the available habitat acts as
barrier to entry to competitors as it is a finite resource.
7|Page

9. Diversification into non-Salmon products and forward integration of the value chain reduces
the risk of reliance on the single Salmon product. Aquaculture runs through the organisations DNA;
the acquisition of non-Salmon products not only reduces the threat of substitutes but also
complements the organisations portfolio by reinforcing the SSC’s high quality paradigm. The
strategic option of acquiring existing customers in the value chain ensures that the customer’s
management, culture and operations fit with the parent organisation thus ensuring best chance of
success. The QMS system is required to ensure the maintenance of existing high standards; this
system can be overlaid during acquisitions and reinforces the success factor.
By leveraging the uptake of available technology, the organisation should increase the
potential to avoid pandemics, which have affected Chilean Salmon farming industry4. Moreover, the
usage of natural technology (Wrasse programme and single loch) fits with the organisations ethos of
sustainability and husbandry by producing consistent high quality well cared for products.
The fit achieved with the proposed strategic options, the organisation and its environment
will maintain SSC’s competitive advantage over the five year period in question. The added value of
following this course of action would result in reduced costs due to increased economies of scale
whilst increasing their margins due to the shortening of the supply chain. Furthermore, the customer
base will increase as will market penetration and brand recognition. Finally, the organisation will be
closer to the consumers and through real time feedback SSC will be able to foresee and anticipate
changes within the market and adjust their tactics and strategies accordingly, thus avoiding or
minimising potential strategic drift.
6. Conclusion
Through our analysis, the conclusion can be drawn that while the organisation is within a
growing market there are potential challenges from both the transactional and contextual
environment. To counteract these threats the organisation should accelerate their existing forward
and horizontal integration and diversification strategy. This has the benefits of not only expanding
their markets and customer base thus reducing supplier power, but also creates barriers to entry to
competitors due to the acquisition of scarce resources. An issue, which may require further analysis,
is that regardless of the present strategy is that the company is based on aquaculture and any
catastrophic failure of the environment or habitat will effectively terminate all organisational
operations.
5
Based on our research (Bibliography)
8|Page

10. 7. Appendix
Appendix I. Value Chain
VALUE
SUPPLYING PRODUCING TRADING CONSUMING
ADDING
VACCINES
FILLET
NETS PROCESSOR RETAILER HOUSE
FOOD
SHIPS SMOKER WHOLESALER RESTAURANT
HOG
EGGS
TANKS
The comprehension of the value chain is imperative in understanding the business of SSC.
Like any farming business, the company is at the primary end of supply and has many links before
reaching the consumer.
Appendix II. Competency Map
This map portrays the competencies possessed by SSC that help them to deliver the
customer perceived values such as quality, price and the capability to meet demand. The unique SSC
9|Page

11. process not only helps to assure the quality of the Salmon but also wins awards and quality
accreditations. The company has in depth knowledge of M&A and integrates their culture with new
acquisitions. This helps SSC to cope with the increasing demand of Salmon as well as improves their
core competencies from the acquired companies. Economies of scale help to leverage the increased
Salmon production and achieve the best price. The practice of continuously updating their
organisational culture and production expertise helps to sustain the competitive advantage.
Appendix III. Business Idea Sustainability Feedback Loop 1
The brand value drives the sales of the Scottish Salmon Company leading to cash reserves.
The company makes use of the cash reserves effectively by involving in M&A both vertically and
horizontally helping it to meet the demands of the customers. Acquiring the limited natural habitats
of Scotland decreases those available to competitors thus increasing the brand value of the Scottish
Salmon Company as a producer of ‘Scottish’ Salmon.
10 | P a g e

12. Appendix IV. Business Idea Sustainability Feedback Loop 2
The brand value of the company is used for its foray into diversified products to reduce risk
and thereby create attraction as a safe investment. The M&A helps to achieve economies of scale by
reducing unit manufacturing cost leading to greater margins.
Appendix V. Business Idea Sustainability Feedback Loop 3
The M&A provides opportunities to integrate the best practices of the companies into the
organisation culture and evolve. SSC also now has wider access to the talent pool, helping in its
pursuit of high quality, leading to more accreditations and awards thus enhancing the brand value
of the organisation.
11 | P a g e

13. Appendix VI. Scenarios Development
HI
OPTIMIZATION OF SCARCITY ARMS LENGTH OF DESIRE
•Pushing the threshold
TECHNIQUES IN AQUACULTURE
•Maximum leverage of technology
•Innovation
ADAPTATION OF MODERN
•Lower dependence on work force
•Higher production of low quality products
•Unforeseen Circumstances of Genetic Modifications
•Economies of scale
•High Production Opportunities
•Creation of Barriers to Entries by lobbying
•High Quality Standards
•Potential unforeseen circumstances
•Highly Regulated Environment
•Alternative supply of fish food
HI
AVAILABILITY OF CONDUCIVE HABITAT
LO
MIGRATION TO GREENER PASTURES? A MOHICAN EXISTENCE
•Diversification (Geographic/Products) •Latent resources
•Insurgence of competition/import •Internal sustainability
•Short Term Strategies •External threats (diseases and competitors)
•Brain Drain to other industries •Antibiotics do not work any more
•High cost of and dependence on M&A • High Production Cost
•High potential diseases •Quality of Product Compromised
•Diminishing supply of fish food LO •Strong Long Term Strategy
The two critical parameters of conducive habitat and modern techniques are expected to
generate the four distinct scenarios. Each of the scenario projects a diverse yet plausible future
which the company has to plan for in the midterm.
12 | P a g e

14. Appendix VII. SWOT
The SWOT analysis of the company projected both the obvious and subtle facets. The SWOT
data when analysed along with the potential scenarios gave clearer picture the company’s
preparedness for future and the required areas of strategic focus. As a result SSC has to rethink on
the business strategy to safeguard against potential threats.
13 | P a g e

15. Appendix VIII. Porter’s Five Forces Analysis (Present)
The Five Forces analysis of SSC shows a high degree of influence over all the forces except
the substitutes. The high availability of substitutes are the biggest threat as per the forces in the
current scenario. The fish oil suppliers were the only power on the supply side of the analysis. The
current competitive position is one of possessing high power over buyers as well as the presence of
high barriers to entry for new entrants into the market.
Appendix IX. Porter’s Five Forces Analysis (Future)
14 | P a g e

16. The Five forces in five years from now shows a shift of power, especially in the barriers to
entry and power of buyers, both of which are currently the strong areas for the company. Supply’s
inability to cope with the demand and the advent of technology is expected to lower the barriers to
entry and increase the number of competitors. The increase in the power of the fish oil suppliers due
to limited supply and the possible consolidation of buyers also will decrease the leverage of SSC in
the market. The reduction of power of the SSC in the competitive rivalry due to imports, lower
barriers and substitutes is possible future implication.
Appendix X. Scenario / Options Matrix (% of Preparedness)
The analysis of preparedness of the company shows that the organisation is more prepared
for the scenarios of a lesser availability of conducive habitat. While the level in percentages have
been analysed as on the lower side, this mainly driven from the fact that the entire farming industry,
whether horticulture or aquaculture seems to be dependent on nature and thus difficult to predict.
The most important competencies of SSC are identified for each of the scenarios and new
capabilities that need to be developed are identified.
15 | P a g e

17. Appendix XI. Options Evaluation
The various strategic options for SSC are derived from the preparedness matrix and the
TOWS matrix. The options are evaluated based on their suitability, feasibility, acceptability and
morality. From these, the three best options are identified and the most various competencies to be
developed in order that the options can be implemented are also identified.
16 | P a g e

18. Appendix XII. Experience Curve
The experience curve for SSC starts from the time of unorganized farming during mid
twentieth century. The large scale consolidation and organisation of farming in the last two decades
has increased the availability and thus brought down the prices. The analysis of the company in the
present shows a plateau of the curve and has reached the minimum efficient scale, which shows the
requirement of diversification. The suggested way forward would require investment and foray into
value added processes like smoking and diversification into related farming products.
17 | P a g e

19. 8. Bibliography
 business.scotsman.com. (2011, Febrruary 23). Red letter day for 'top of the range' Scottish
salmon. Retrieved April 20, 2012, from www.scotsman.com:
http://www.scotsman.com/business/red-letter-day-for-top-of-the-range-scottish-salmon-1-
1502672
 Campbell, H., McIlgorm, A., & Tsamenyi. (1997). Fishery management, environmental protection
and trade liberalization. International Journal of Social Economics, 128-138.
 Company, T. S. (2011). Annual Report. St Helier: The scottish Salmon Company Plc.
 Corbett, M. (2010). Sustainable Premium for Scottish Salmon. Seafood Conference (pp. 1-20).
Lighthouse Caledonia.
 Davenport, P. (2000, May 13). Frankenfish: do you want to eat it?: COOKERY: Philippa Davenport
dislikes intensive salmon farming. Retrieved April 20, 2012, from Financial Times:
http://proxy.lib.strath.ac.uk/login??url=http://search.proquest.com/docview/248813328?accoun
tid=14116
 Edinburgh, T. R. (2004). Inquiry into The Future of the Scottish Fishing Industry. Edinburgh: The
Royal Society of Edinburgh.
 Euromonitor International. (2011). Fish and Seafood - United Kingdom - Country sector briefing.
 Euromonitor International. (2011). Fish and Seafood Sustainability Trend: Switching Species is
easy. Euromonitor.
 Euromonitor International. (2011). Fish and Seafood: Strong Global Growth, but moderated by
Recession. Euromonitor.
 Felzensztein, C. (2006). The Salmon Farming Industry; Cooperation vs Competition for Achieving a
Global Positioning. Glasgow: ecch.
 fishnews.eu. (2012, April 18). SSC aims for further European expansion. Retrieved April 23, 2012,
from fishnewseu.com:
http://www.fishnewseu.com/index.php?option=com_content&view=article&id=8037:ssc-aims-
for-further-european-expansion&catid=45:scottish&Itemid=54
 Fund, E. F. (2008). The United Kingdom National Strategic Plan for the European Fisheries Fund.
European Fisheries Fund.
 Green-Petersen, D. (2010). Sensory Quality of Seafood – in the chain from catch to comsumption.
Soborg: National Food institute.
 Honaken, P., & Olsen, S. (2009). Environmental and animal welfare issues in food choice: The case
of farmed fish. British Food Journal, 293-309.
 Kuznesof, S., & Ritson, C. (2012). Consumer acceptability of genetically modified foods with
special reference to farmed salmon. British Food Journal, 39-47.
18 | P a g e

20.  Lee, Y., & M, R. (2005). The (unlikely) trajectory of learning in a salmon hatchery. Journal of
Workplace Learning, 243-254.
 Lighthouse Caledonia ASA. (2009). Lighthouse Caledonia ASA – Prospectus. Oslo: Lighthouse
Caledonia.
 Maddock, S., & J, Y. (1995). Catering for the fish consumer - a UK perspective. British Food
Journal, 21-25.
 Marian, P. (2011, July 6). Scottish Salmon Co. plans expansion in "value-added" seafood.
Retrieved April 25, 2012, from just-food.com:
http://go.galegroup.com/ps/i.do?id=GALE%7CA260807145&v=2.1&u=st_itw&it=r&p=GPS&sw=w
 Ottesen, G. (2006). Do upstream actors in the food chain know end-users' quality perceptions?
Findings from the Norwegian salmon farming industry. Supply Chain Management: An
International Journal, 456-463.
 Roheim, C., Johnston, R., Greer, J., & Donath, H. (n.d.). Consumer Preferences for Ecolabeled
Seafood: Results of a Conneticut Survey. University of Conneticut.
 Salmon, J. (1993). THE CONSUMER AND THE FOOD LABEL. Nutrition and Food Science, 2-4.
 scotsman.com. (2012, April 22). US boosts Scottish salmon exports. Retrieved April 20, 2012, from
Scotsman.com: http://www.scotsman.com/news/us-boosts-scottish-salmon-exports-1-2250143
 Scottish Salmon Producers Organisation. (2012, April). Scottish Salmon Report 2012. Retrieved
April 23, 2012, from www.scottishsalmon.co.uk:
http://www.scottishsalmon.co.uk/userFiles/886/FINAL_SSPO_Industry_Survey_Report.April_201
2.pdf
 SEPA Marine Science. (2006). SEPA Marine Science Pre-application consultation under CAR. SEPA.
 Solgaard, H., & Yang, Y. (2012). Consumers' perception of farmed fish and willingness to pay for
fish welfare. British Food Journal, 997-1010.
 Sylvia, G. (1992). A comparison of Farmed and Wild Salmon: Consumer Preferences, Proximal
Analysis, Taste Test Panel Scores. Corvallis: Oregon State University.
 Vanhonacker, T., & Luten, J. V. (2011). Does fish origin matter to European consumers?: Insights
from a consumer survey in Belgium, Norway and Spain. British Food Journal, 535-549.
 Wagner, B., & Alerdice, A. (2006). Managing the distribution channel: the case of Scot Trout: the
case of Scot Trout and Salmon. Supply Chain Managemnet: An International Journal, 104-107.
19 | P a g e