Strategic PESTLE Analysis of Cadbury in the UK Confectionery Market

Introduction

Cadbury is a hallmark of the UK confectionery market, with a history spanning nearly 200 years (Nicholson, 2024). Now owned by Mondelēz International, Cadbury remains the market leader in UK chocolate, famously producing brands like Dairy Milk, Crunchie and Roses (Mondelēz International, n.d.). In an evolving business environment, Cadbury’s UK market strategy must respond to a range of macro-environmental factors. The PESTLE analysis (Political, Economic, Social, Technological, Legal, Environmental) is a method for organising an assessment of these external factors.

The section explains who Cadbury is and why it is important to analyse the PESTLE factors affecting the company. Lately (2022–2024), the UK has faced many issues and changes: its new political situation after Brexit, inflation and a crisis in living costs, changing social trends toward health and sustainability, quick advances in technology, new rules for high-sugar foods and worries about the environment (including cocoa supply and plastic waste).

The purpose of this report is to analyse how these factors have influenced Cadbury in the UK and what strategies have been used by the company. Looking at real data and examples (such as UK confectionery market trends, government policies and what Cadbury does) gives us ideas about how the company positions itself. The analysis will then focus on strategies and future advice, with specific, actionable (SMART) tips, to make sure Cadbury continues to do well in Britain’s confectionery sector.

PESTLE Analysis

Political Factors (UK Confectionery Market)

The political environment in the UK has a direct bearing on Cadbury’s operations and strategy. One major factor is the aftermath of Brexit (Bakker et al., 2022). The UK’s departure from the EU introduced new trade rules and potential tariffs which influenced Cadbury’s supply chain and production decisions (Bakker et al., 2022). In response, Cadbury (Mondelēz) announced increased investment in its UK manufacturing – for instance, a £15 million investment in 2021 to modernise the Bournville factory, enabling 125 million more Dairy Milk bars to be made in Britain rather than abroad (BBC News, 2021). This move to “re-shore” production reflects political considerations: reducing reliance on continental Europe and demonstrating commitment to UK jobs amid a post-Brexit narrative (Moradlou et al., 2022). Moreover, the UK government’s industrial strategy and focus on manufacturing likely made such investments favourable.

Top UK Assignment Samples

Another critical political factor is public health policy, which crosses into the regulatory domain. The UK government has intensified efforts to tackle obesity, particularly in children, and this has political support across parties (Theis and White, 2021). Cadbury faces pressure from initiatives like the Soft Drinks Industry Levy (sugar tax) and broader targets to reduce sugar in products (Taylor, 2024). Although chocolate is not directly taxed for sugar (unlike soft drinks), Public Health England’s sugar reduction programme (2016–2020) challenged confectionery companies to voluntarily cut sugar by 20% (Clark, 2025). Cadbury proactively developed a Dairy Milk bar with 30% less sugar (launched in 2019), exceeding government requests for reduction (Wood, 2018; BBC News; 2018). While not all such innovations succeed commercially (this particular bar was withdrawn by 2023 due to low sales), it shows Cadbury aligning with political health objectives (Racz, 2023).

Political attention to food advertising and promotion is also significant. The UK government legislated a ban on advertising high fat, salt, sugar (HFSS) products on TV before 9pm and online – a policy initially slated for 2023, though implementation has been delayed to 2025 and now 2026 amid industry pushback (Tapper, 2025; Quinn, 2025). This regulatory change, born from political will to reduce children’s exposure to junk food ads, directly impacts Cadbury’s marketing strategy. Anticipating the ban, big food brands in the UK ramped up advertising in 2024 (26% year-on-year increase) to get ahead of the restrictions (Tapper, 2025). Cadbury, known for its emotive TV adverts (e.g. the famous “Gorilla” ad), will have to adapt by shifting marketing spend to exempt channels (such as outdoor posters, sponsorships, or brand campaigns that do not show the product) (Tapper, 2025). The political drive for stricter regulation of HFSS promotions also led to rules banning multi-buy deals (e.g. “Buy One Get One Free” on chocolate) in large stores – these were scheduled for October 2022 but delayed to 2023 and then 2025 by the government (Moore and Butler, 2022). Nonetheless, many UK retailers have already stopped such promotions in anticipation (Ridler, 2021). For Cadbury, which often sold family packs in promos, this political trend means a strategic shift towards other value propositions (smaller pack sizes, everyday low pricing, or healthier product promotions).

Finally, general political stability and corporate taxation in the UK influence Cadbury. The UK’s corporation tax rose from 19% to 25% in 2023 to address fiscal needs – affecting Cadbury’s net profits (HM Revenue & Customs, 2025). Trade policy is also relevant: new trade agreements (for example, with cocoa-producing nations or import rules) can affect ingredient costs. Overall, Cadbury operates in a political climate of increasing health regulation and cautious economic policy. The company has been actively engaging with policymakers – Mondelēz’s UK arm regularly participates in consultations on HFSS rules and emphasizes its contributions to the UK economy (over £900 million gross value added in 2021) (Mondelēz International, 2022) to maintain a positive image. In sum, navigating UK political factors involves compliance with health-driven regulations, leveraging government support for local manufacturing, and adjusting to the post-Brexit trade landscape.

Economic Factors

In 2022–2024, the UK economic environment has been turbulent, significantly impacting Cadbury and the wider confectionery market. A primary factor is the high inflation and cost-of-living crisis that hit the UK economy post-pandemic (Dixon, 2025). Inflation in the UK peaked at over 11% in late 2022 (a 40-year high) due to surging energy prices, supply chain disruptions, and labour shortages (Vyas, 2025). This has a dual effect on Cadbury: rising input costs and shifting consumer spending. On the cost side, ingredients like cocoa, sugar, and dairy became more expensive globally (Graziano da Silva, 2021; Bermudez et al., 2022). Cocoa prices especially saw a sharp rise – by early 2023 cocoa futures were climbing, and by 2024 global cocoa prices hit record highs (over $3,000/tonne), driven by supply shortages and extreme weather in West Africa (Sawyer, 2025). An analysis in 2025 showed UK chocolate prices had soared 43% since 2022 largely because climate change-driven poor harvests in Ivory Coast/Ghana raised raw material costs (Sawyer, 2025). Cadbury, like competitors, had to pass some of these costs to consumers to protect margins, contributing to higher retail prices for chocolate.

Cadbury and Mondelēz implemented strategies such as “shrinkflation” – reducing product size while maintaining price – to manage inflation (Budianto, 2024). In 2022, Cadbury’s Dairy Milk sharing bar was downsized from 200g to 180g (a 10% reduction) but kept at the £2 price point (BBC News, 2022). Mondelez openly stated this was due to “significantly increased production costs” in ingredients, energy, and packaging (BBC News, 2022). This tactic, common in the FMCG industry during inflationary periods, allows Cadbury to avoid shocking price hikes but effectively raises the price per gram. Media coverage noted this “shrinkflation” as a sign of the times (BBC News, 2022).

On the demand side, consumers facing squeezed incomes tend to reduce non-essential purchases or switch to cheaper alternatives (Anita, 2023). Confectionery, while relatively affordable, is still a discretionary treat. In the UK, there is evidence of downtrading: consumers buying more own-label chocolates or smaller packs to save money. Market data in 2022–23 showed own-label gaining ground in value (up 1%) even as volumes fell 7.5%, implying shoppers are looking for value due to high inflation (Shelton, 2022). Cadbury has had to respond by offering value promotions and emphasizing its smaller bars (e.g. Freddo bars famously cost around 25p historically, though even those have risen) (Johnson, 2025). At the same time, interestingly, confectionery can be seen as an “affordable indulgence” – during tough times, some consumers treat themselves to a chocolate as a small luxury since bigger luxuries are out of reach (Guo, 2025). This may partly buffer demand. Indeed, UK sales of snack brands have been resilient; Mondelez’s CEO noted strong demand for chocolate despite higher prices (Agro & Food Processing, 2025). For example, British consumers remain among the world’s biggest chocoholics – 95% of British adults eat chocolate and 4 in 5 do so weekly or more (French, 2024). This inherent demand helped Cadbury maintain sales volumes better than some categories.

Get Assignment Help for Top Subjects

Economic factors also include currency fluctuations (post-Brexit, the pound’s value affects cost of imported cocoa – a weaker pound in 2022 made imports pricier) and general GDP growth (the UK flirted with recession in 2023) (Bakker et al., 2022). Cadbury’s parent company’s financial reports for UK likely showed pressure on profit margins from input cost inflation (Mondelēz International, Inc., 2024). In response, beyond price and size adjustments, Cadbury sought efficiency gains. The investment in factory modernisation at Bournville was partly to improve productivity and reduce unit costs, “securing the long-term competitiveness” of the UK operations (BBC News, 2021). Automation and energy efficiency upgrades can mitigate cost pressures.

Another economic aspect is employment and wages. Cadbury employs thousands in the UK (Mondelēz supports 10,000 UK jobs including indirect supply chain roles) (Mondelēz International, 2022). A tight labour market pushed wages up, adding to costs. However, maintaining a strong UK workforce also garners goodwill (Sumption et al., 2022).

In summary, economic challenges in 2022–2024 forced Cadbury to adapt pricing and product strategy in the UK. High inflation led to smaller product sizes and selective price increases (BBC News, 2022). Consumer belt-tightening made value and promotions key to Cadbury’s strategy (e.g. multi-packs, “price-marked packs” for smaller stores). Despite these challenges, Cadbury’s brand strength and Britain’s love of chocolate helped it navigate the storm. The company’s UK sales even grew in nominal terms due to price increases – the UK chocolate confectionery market grew 14% in value in 2022 (Mintel, 2023) – though volume growth was weaker. Economic factors will continue to be pivotal: as inflation eases, Cadbury might need to decide whether to restore product sizes or lower prices to stay competitive, especially with lower-cost rivals and own-brands competing for cost-conscious shoppers.

Social Factors

Social trends and consumer behaviours in the UK have significantly influenced Cadbury’s strategic direction in recent years. One of the most prominent social factors is the rising health consciousness among UK consumers (Tan et al., 2022). There is growing awareness and concern about sugar intake, obesity and overall wellness. This has led to changes in eating habits – for example, many consumers are moderating their chocolate consumption or seeking “healthier” options (Ogundijo and Tas, 2025). A recent report highlights “falling demand for confectioneries due to rising health consciousness”, noting that traditional products have been forced to adapt by introducing reduced-sugar and even vegan alternatives (Shelton, 2022). Cadbury has indeed innovated on this front. It introduced a 30% Less Sugar Dairy Milk variant to cater to those wanting a lower-sugar treat (Bandy et al., 2021) (though as mentioned, consumer response was mixed). It has also implemented portion control measures: since 2020, Cadbury has capped the calories of many single-serve chocolate bars – popular bars in multipacks were resized to not exceed 100 calories each (BBC News, 2022) in an effort to help tackle overconsumption (this was in line with pledge targets and to pre-empt regulation).

Another social trend is the shift in dietary preferences and lifestyle choices. In the UK there has been a notable increase in vegetarianism and veganism, alongside ethical consumerism (Selwyn, 2022). Cadbury responded by launching its first ever vegan chocolate line, the Cadbury Plant Bar, in late 2021 (Osborne and Wood, 2021). Using almond paste instead of dairy, this product directly targeted the growing plant-based diet segment (KR, 2022). The launch was marketed as part of a drive to expand vegan ranges, driven by consumers’ desire for healthier, more environmentally friendly options (Osborne and Wood, 2021). Indeed, The Vegan Society found 1 in 10 people in the UK had reduced dairy intake since COVID-19 (Osborne and Wood, 2021). Cadbury’s Plant Bar, albeit pricier (it costs more than double a standard bar for a smaller size) (Osborne and Wood, 2021), showed Cadbury aligning with social trends in flexitarian and vegan diets. The response was mixed – some vegans applauded the option; others felt it was overdue (Cadbury even issued a light-hearted apology for being late to the vegan party) (Axworthy, 2022). Nevertheless, offering a vegan alternative has become a social expectation for mainstream brands and helps Cadbury maintain its broad appeal.

Top UK Assignment Cities

Ethical sourcing and corporate social responsibility are also key social factors. UK consumers increasingly care about how their food is made – issues like Fairtrade, child labour in cocoa farming, and palm oil-related deforestation can influence brand perception (Lieke et al., 2023). Cadbury has a long legacy of socially-conscious branding (the original Cadbury family were known for their Quaker ethics) (Sleapwood, 2024). Today, Cadbury’s parent Mondelēz runs the Cocoa Life program, committing to sustainable cocoa farming and better livelihoods for farmers. While not a direct consumer-facing attribute like a Fairtrade logo (Cadbury actually phased out the Fairtrade logo in favour of Cocoa Life), it addresses social concern that chocolate be ethically produced (Patron, 2023). The company regularly communicates progress on sustainability and community support in Ghana, etc., to maintain trust with socially aware consumers (Odoom et al., 2023). Similarly, Cadbury participates in community-oriented campaigns; e.g., the recent “Donate Your Words” campaign (with Age UK to combat loneliness among the elderly) resonated with UK audiences as a socially conscious marketing initiative, boosting the brand’s emotional connection (Elven, 2023).

Cultural nostalgia and brand heritage also play into social factors. Cadbury is interwoven with British culture – from iconic purple wrappers to the Creme Eggs at Easter (Mumford, 2023; Smithers, 2012). This works in Cadbury’s favour, as consumers have deep-seated affection and trust for the brand. However, it also means deviations can prompt backlash (as seen when Cadbury changed the recipe of Creme Egg or the outrage when the US owner considered altering chocolate formulas) (Gabbatt, 2015). Cadbury leverages this by emphasizing “Britishness” in marketing and maintaining classic products while introducing limited editions to spark social media buzz (like retro flavours or collaborations).

The social trend of premiumisation vs value is another consideration. On one hand, there’s a segment of consumers seeking indulgent, premium chocolates (artisanal or high-cocoa dark chocolate, etc.), as well as novel experiences (the growth of Lindt Lindor in the UK to the 2^nd best brand shows appetite for premium) (Shelton, 2022). Cadbury has responded by premiumising some offerings – e.g., Cadbury Darkmilk was a launch aimed at adults wanting a richer taste, and Cadbury’s parent launched “Green & Black’s” as a higher-end line (though technically a separate brand) (Harper, 2024). On the other hand, many consumers want value – especially during the cost-of-living crisis, as mentioned in Economic factors. Socially, this polarisation means Cadbury must straddle being an affordable treat for the masses while also offering something special for those willing to spend more for perceived quality.

Social media and influencer culture also affect Cadbury. Word-of-mouth and viral trends (like recipes using Cadbury products or seasonal hunts for limited-edition flavours) can drive sales spikes. Cadbury engages with these trends; for example, hiding “white Creme Eggs” as a prize hunt one Easter went viral (Tierney, 2022). The brand’s active social media presence (sharing user-generated content, running polls on favourite flavours) helps keep it culturally relevant (Hamid et al., 2023).

In summary, social factors pushing Cadbury’s UK strategy include health and wellness trends (necessitating lower-sugar and portion control initiatives) (Shelton, 2022), ethical and lifestyle shifts (vegan products, sustainable sourcing), and the enduring cultural love for chocolate as both nostalgia and affordable luxury. Cadbury’s responses – introducing product variants, altering marketing messages (from just indulgence to responsible enjoyment), and aligning with social causes – demonstrate an ongoing adaptation to the UK’s social landscape to maintain its broad appeal across generations and values.

Technological Factors

Technological developments influence Cadbury in multiple facets, from production to marketing and distribution. On the manufacturing side, Cadbury (via Mondelēz) has been investing in advanced production technology to boost efficiency and innovation (Bryson et al., 2022). A prime example is the upgrade of the Bournville factory with new production lines and automation. The £15m investment announced in 2021 included installing state-of-the-art chocolate making lines capable of producing an additional 125 million bars a year with improved energy efficiency (BBC News, 2021). Embracing Industry 4.0 technologies – such as robotics for packaging, AI-driven process controls, and IoT sensors for quality consistency – can reduce costs and increase output (Qudus, 2025). This is especially important in a high-volume business like chocolate where margins can be thin. By 2023, Bournville’s modernised lines meant almost all Dairy Milk for the UK could be made domestically, showing technology enabling scale and agility (useful if global supply chains falter). Technology also allows Cadbury to experiment with new formulations (e.g. the 30% less sugar bar was made possible by food science innovations, using plant fibres to replicate some of sugar’s properties) (Wood, 2018).

In product development, food technology trends like adding protein or using alternative ingredients are relevant (Alae-Carew et al., 2022). Cadbury’s R&D in Reading (UK) explores things like sugar alternatives and novel textures. For instance, Cadbury released a protein-enhanced version of Boost bar (for the sports-nutrition trend) (British Dental Journal, 2018), reflecting how tech and nutrition science converge to create new product variants.

On the marketing and sales front, the digital revolution has been a significant factor. Cadbury has had to pivot to digital marketing strategies as traditional advertising channels face restrictions (as discussed under Political/Legal). The brand has become active with social media campaigns, influencer partnerships, and experiential tech. For example, Cadbury has used augmented reality (AR) in past promotions – an Easter campaign allowed users to do a virtual Easter egg hunt via their smartphones, driving engagement in a creative way (Hutson and Smith, 2025). The company’s iconic campaigns are now often multi-channel: a TV advert will be supported by a Twitter hashtag, YouTube behind-the-scenes, and user challenges on Instagram or TikTok. Adapting to trends like short-form video content (TikTok) is crucial to keep the young audience engaged with Cadbury, which has historically been a family brand spanning ages.

E-commerce and direct-to-consumer (D2C) is another technological factor. The pandemic accelerated online shopping for groceries and gifts (Boyle et al., 2022). Cadbury operates an online gift shop (“Cadbury Gifts Direct”) where customers can order chocolates for delivery, including personalised selections (Cadbury Gifts Direct, 2025). The rise of delivery apps and online supermarket platforms means Cadbury had to ensure strong digital shelf presence. In 2022-2024, many consumers got comfortable ordering even impulse categories online (Kaur and Sharma; Schulze, 2021). Cadbury’s owner has partnered with rapid delivery services and invested in digital analytics to ensure Cadbury products are prominently featured in search results and recommendations on retailer websites. The use of data analytics and AI helps Cadbury understand purchasing patterns and tailor promotions – e.g., pushing hot chocolate in colder weeks or suggesting chocolate gifts ahead of Mother’s Day. (Dhar et al., 2021)

Technology has also enabled sustainability innovations for Cadbury (overlapping with Environmental factors). New packaging technologies have allowed Cadbury to introduce more sustainable packaging without compromising shelf life. In late 2022, Cadbury began piloting packaging with recycled plastic content (Space Food Club, 2025). By 2024, they announced that their core Dairy Milk sharing bars in UK will be wrapped in packaging containing 80% recycled plastic (Ridler, 2024). This development was possible due to advances in plastic recycling (such as chemical recycling processes) and collaborations with packaging tech firms (Ridler, 2024). The new packs even feature QR codes to educate consumers on recycling (Ridler, 2024) – a tech-enabled way to drive engagement and sustainability awareness.

In production sustainability, technologies for traceability (blockchain in supply chain to track cocoa beans, for example) are emerging (Bai et al., 2022). Mondelēz has been exploring such tools to provide transparency on sourcing – something that can eventually be communicated to consumers for brand trust.

Lastly, automation in logistics (like warehouse robots or automated guided vehicles in factories) and improved IT systems (ERP, supply chain management software) quietly improve Cadbury’s efficiency (Simon and Gogolák, 2025). During COVID-19 lockdowns, the ability to forecast demand spikes (e.g., for comfort foods) and quickly adjust was aided by data systems and forecasting algorithms (Savan et al., 2022).

In summary, technology is enabling Cadbury to manufacture more efficiently, innovate products (healthier or novel formats), and engage with consumers in the digital realm. It’s also helping Cadbury meet modern challenges like environmental sustainability through packaging tech. Companies that effectively harness technology gain competitive advantages – Cadbury’s sizeable investments in factory automation and digital marketing show it is leveraging technology to maintain its dominance in the UK market. Future tech trends like AI-driven flavour development or personalized nutrition could further influence Cadbury’s strategy (for instance, customising chocolate selections based on AI predictions of taste preferences). Cadbury’s strategic responses thus far suggest it will continue to integrate cutting-edge tech to stay relevant and efficient.

Legal Factors

Legal factors – often closely tied to political ones – have been increasingly impactful for Cadbury in the UK. Key among these are regulations aimed at public health, such as those targeting HFSS (high fat, salt, sugar) foods. The UK government’s legal measures include the pending HFSS advertising ban and promotions restrictions (as noted earlier) (HM Government, 2024). While political will drives them, these are codified in law and carry compliance requirements for Cadbury. The HFSS 9 pm watershed and online ad ban is set in law (though delayed to January 2026) (Quinn, 2025; North, 2025). Legally, Cadbury will not be able to run TV commercials for its chocolates during daytime or use paid online ads targeting UK users once in effect. Non-compliance could result in fines by the Advertising Standards Authority or Ofcom (Tedstone et al., 2022). Therefore, Cadbury’s marketing teams must ensure campaigns are compliant – focusing on brand-only advertising (no fatty/sugary product images) if outside allowed hours, and shifting spend to channels not covered by the ban (billboards, in-store ads, sponsorships, etc.) (Tapper, 2025). Cadbury has likely started internal checks so that from 2025, its campaigns (like Christmas or Easter promotions) abide by these new legal limits. Similarly, the ban on multi-buy promotions for HFSS foods in retail (now set for October 2025) will legally prevent “Buy One Get One Free” or “3 for £1” type deals on Cadbury chocolates in supermarkets (Dhuria et al., 2022). Cadbury must work with retailers to find alternative ways to drive sales (like temporary price reductions or bonus pack sizes) that comply with the law.

Another legal factor is labelling and consumer information laws. The UK, following EU precedent, has strict requirements for ingredient labelling, allergen warnings, and nutritional information on packaging (Son, 2024). For example, since Cadbury uses milk (allergen) and sometimes nuts, it must clearly label these. New UK-specific regulations post-Brexit could diverge (e.g. font size requirements or front-of-pack nutrition labels) (Ogundijo et al., 2021). There have been discussions about mandatory “nutrient profiling” labels or warning labels for high sugar foods – if such laws emerge, Cadbury would need to print compliant labels (which could affect brand image). Already, Cadbury voluntarily (or by retailer pressure) uses front-of-pack color-coded nutrition labelling (traffic lights), which is not legally mandatory for all (Song et al., 2021), but increasingly expected.

Food safety and quality regulations are an evergreen legal aspect. Cadbury must comply with hygiene standards, factory audits, and laws like the Food Safety Act. In 2022, there were instances of product recalls in the industry (e.g. a competitor, Kinder, had a salmonella recall) (Blaine, 2023). Cadbury has stringent quality control to avoid such incidents, as legal liability and reputation damage from food poisoning would be severe. So far, Cadbury has had a strong track record since a minor salmonella issue in 2006; lessons learned led to even stricter protocols (Durugbo and Al-Balushi, 2024).

Environmental laws are also increasingly affecting Cadbury. The UK’s Plastic Packaging Tax (introduced April 2022) is a legal requirement that any plastic packaging must contain at least 30% recycled content or face a tax of £200 per tonne (Burgess et al., 2021). This has directly influenced Cadbury’s packaging strategy – as noted, by 2022 Cadbury had moved to use at least 30% recycled plastic in some Dairy Milk wrappers (Mondelēz International, 2024), and is now going to 80% recycled plastic for sharing bars (Ridler, 2024). This shift ensures legal compliance and avoids extra taxation. Additionally, extended producer responsibility (EPR) rules are coming which will make producers (like Cadbury/Mondelēz) pay more for the collection and recycling of packaging waste (Ramasubramanian et al., 2023). Cadbury will have to account for these costs and perhaps design packaging that is easier to recycle to mitigate fees.

Employment law and regulations form another set of legal factors. Cadbury’s operations must abide by UK labour laws – including national living wage requirements, working hours directives, and anti-discrimination laws. Given the company’s public profile, it adheres to high standards in HR practices to avoid legal disputes. Mondelez UK also has to comply with the UK Modern Slavery Act, publishing statements on how it prevents forced labour in its supply chain (particularly relevant to cocoa sourcing in West Africa) (Fanou, 2024; Chukwujama, 2023). This is both a legal and ethical requirement that can influence brand image in the eyes of socially conscious consumers.

Intellectual property law has even been an issue for Cadbury. Famously, Cadbury lost a legal battle to trademark its distinctive purple packaging in the UK courts in 2019 against Nestlé (the Court of Appeal ruled the trademark application was too broad) (BBC News, 2019). While this does not directly affect strategy, it shows the brand operating in a defined legal IP framework and having to accept that particular shade of purple (Pantone 2685C) cannot be exclusively theirs in all contexts (BBC News, 2019).

Lastly, trade and import/export regulations impact ingredients. UK laws and any new trade agreements can change tariffs or quotas on cocoa beans, dairy powder, etc. Currently, cocoa imports from Ghana and Ivory Coast are tariff-free under developing country trade schemes, but any legal change there (unlikely, but if UK trade policy shifted) could raise costs (Commonwealth Secretariat, 2021).

In summary, Cadbury’s UK strategy must operate within a tightening legal framework especially regarding health and environment. Compliance is not optional: heavy fines and reputational damage are at stake. Cadbury has thus been proactive – adjusting packaging to meet recycled content laws, reformulating or resizing products ahead of obesity-related laws, and carefully planning advertising around upcoming HFSS restrictions (Tapper, 2025). By staying ahead of legal changes rather than reacting last-minute, Cadbury not only avoids penalties but can score goodwill (for example, promoting that it is reducing sugar or improving packaging out of responsibility, not just because it is forced). The legal outlook suggests continued pressure on sugar and plastics – Cadbury will likely keep reformulating recipes (perhaps using sweetener innovations) and innovating in packaging to remain compliant and competitive in the UK.

Environmental Factors

Environmental sustainability and climate-related factors have become increasingly salient for Cadbury in recent years, both in terms of operational impact and corporate responsibility (Thompson et al., 2022). A critical environmental factor is climate change, which directly affects Cadbury’s raw material supply. Cocoa farming, heavily concentrated in West Africa (Ghana, Côte d’Ivoire), is vulnerable to changing weather patterns (Ariza-Salamanca et al., 2023). Recent extreme weather events – such as irregular rainfall and disease exacerbated by climate shifts – have led to lower cocoa yields (Eastlake, 2025; Sawyer, 2025). In the 2023–24 season, global cocoa production was estimated to decline by 14% yields (Eastlake, 2025). The resulting supply-demand gap drove prices to all-time highs. This not only increases Cadbury’s costs (as noted in Economic factors) but also raises concerns about long-term cocoa availability. Cadbury’s parent Mondelēz has recognized this environmental risk; through its Cocoa Life program, it invests in farmer training on climate resilience (like diversifying crops, planting shade trees) and supports communities to sustain cocoa farming in a changing climate (Odoom et al., 2023). However, if global warming intensifies, cocoa-growing regions could shrink, prompting Cadbury to explore climate adaptation strategies – such as developing drought-resistant cocoa varieties (a technological R&D effort) or sourcing cocoa from more geographically diverse areas (Opoku, 2024).

Another environmental factor is the broad push for sustainable packaging and waste reduction (Norton et al., 2022). There is social and regulatory pressure (and consumer expectation) for Cadbury to reduce plastic and packaging waste. The UK public is very aware of plastic pollution (Blue Planet effect), and chocolate wrappers contribute to landfill if not recycled. Cadbury has responded with significant packaging changes: it introduced wrappers with recycled plastic content and is moving to 100% recyclable or reusable packaging by 2025 as part of Mondelēz’s goals (Ridler, 2024). In 2022, Cadbury switched its Dairy Milk bar packaging to include 30% recycled plastic (Mondelēz International, 2024), and in 2024 announced 80% recycled plastic for core sharing bars (Ridler, 2024). This reduces the need for virgin plastic and helps meet the UK Plastic Packaging Tax threshold, aligning with environmental and legal demands. Cadbury is also trialing paper packaging for some products (e.g. some chocolate boxes are now in cardboard trays instead of plastic) (Peszko, 2023). These changes not only cut waste but also appeal to eco-conscious consumers and retailers (some supermarkets have goals to eliminate problematic plastics).

Carbon footprint reduction is another aspect. Mondelēz has set targets to cut greenhouse gas emissions (with Science-Based Targets validated: aiming for significant reduction by 2030 and net zero by 2050) (Coyne, 2025; Mondelēz International, 2024). For Cadbury, this means greening operations – e.g., using renewable electricity in factories (the Bournville site now sources a portion of renewable energy), improving energy efficiency of processes (modern machinery uses less energy per tonne of chocolate), optimizing logistics (route planning to cut fuel usage), and even examining dairy milk emissions (since dairy farming for milk is carbon-intensive, any moves to plant-based options like the Almond Plant Bar slightly mitigate that footprint). Cadbury also participates in reforestation/afforestation projects as part of offsetting schemes and to ensure sustainable cocoa – Mondelēz has pledged to be deforestation-free in key commodities by 2025 (Perry, 2023), which includes cocoa. Indeed, through Cocoa Life, the company supports planting trees and discouraging expansion of cocoa into new forest areas, aligning with global efforts to curb deforestation (important as deforestation is a big carbon emitter and also threatens biodiversity).

Environmental factors also include waste management and recycling infrastructure. Cadbury’s recyclable packaging efforts only pay off if consumers and councils actually recycle them. Cadbury has been working with WRAP (Waste & Resources Action Programme) in the UK, adding Recycle Now labels and even printing QR codes that link to recycling information (Ridler, 2024), to encourage proper disposal. It is in Cadbury’s interest (and soon their financial responsibility under EPR laws) that packaging is recycled.

The company’s environmental stance influences brand reputation. Cadbury historically was seen as a benevolent brand (the model village of Bournville for workers) (Parker, 2023). In modern times, continuing that legacy in environmental stewardship is key to maintaining trust. Mondelez’s UK impact report highlights its sustainability achievements to show it is a responsible business in the face of climate crisis (Sawyer, 2025). For instance, by 2023 Cadbury’s cocoa supply for Dairy Milk in the UK was 100% sourced through Cocoa Life (which ensures sustainable farming practices) (Afaqs! News Bureau, 2021). If Cadbury were perceived as contributing to environmental harm (excess plastic, unsustainable palm oil or cocoa), it could face consumer backlash and even boycotts (as happened to some brands over palm oil). Thus, strong environmental action is both ethically and commercially essential.

Environmental events can also suddenly impact Cadbury: consider transportation disruptions due to extreme weather (floods or snow affecting deliveries) or energy shortages. So far, Cadbury’s robust supply chain has managed these, but climate projections indicate more volatility ahead. Cadbury likely has risk management plans for such contingencies.

In summary, environmental factors revolve around climate change, resource sustainability, and pollution reduction. Cadbury has actively been adjusting to these: promoting sustainable agriculture (to safeguard future cocoa), slashing plastic use, and cutting emissions in line with global climate goals. Cadbury’s strategic emphasis on sustainability not only mitigates environmental risks but also aligns with consumer values – which in a market where brand trust is crucial, provides a competitive edge. As one analysis concluded, “environmental extremes are making cocoa and thus chocolate more expensive”, highlighting the tangible link between planetary health and Cadbury’s business (Sawyer, 2025). Cadbury’s future in the UK market will partly depend on how effectively it can continue sweetening its products’ environmental footprint.

Strategic Implications

Synthesizing the PESTLE factors, several key implications emerge for Cadbury’s UK market strategy. First, the convergence of health-conscious consumer trends and tightening regulations (Political/Legal) on HFSS foods compels Cadbury to fundamentally adapt its product and marketing approach. Cadbury cannot rely solely on traditional high-sugar indulgences marketed through mass advertising as in the past. Instead, it must innovate portfolio-wise – offering “healthier” options (lower sugar, added functional benefits) – while simultaneously shifting its marketing towards brand equity and away from overt product pushes that will be legally restricted (Tapper, 2025). Cadbury’s sustained brand strength (it grew its brand value 48% from 2022 to 2023) (Carroll, 2023) implies it has managed to resonate with consumers through emotional branding and strategic positioning as a treat “with a glass and a half of goodness”. The implication is Cadbury should continue leveraging its beloved brand image to maintain loyalty even as it adjusts the substance of its offerings and promotional tactics in line with external pressures.

Economically, the analysis shows Cadbury’s pricing and product mix strategy must remain nimble. With inflation eroding consumer purchasing power, value for money becomes a dominant driver. Cadbury has responded with shrinkflation and value packs, but the strategic risk is consumers perceiving reduced value. There’s an implication to carefully manage consumer perception: communicate that quality and taste remain unchanged and highlight affordability (e.g., multi-pack small bars for portion control and budget-friendliness). At the same time, economic recovery (if and when it comes) might swing focus back to premiumization – Cadbury should be ready with premium innovations or limited editions to capture trading-up when disposable incomes rise. The duality of British confectionery – where some seek cheap chocolate and others splurge on luxurious treats – means Cadbury’s portfolio must straddle both ends. The continuing strong overall demand (UK being top in global chocolate consumption) (French, 2024) implies the category remains robust, but how consumers allocate their spend (between brands, and between indulgence vs health) is shifting.

Social and environmental factors combined imply that sustainability and ethics are now core to Cadbury’s value proposition. In the UK, a brand’s stance on social responsibility can influence consumer choice – particularly among younger generations. Cadbury’s efforts in sustainable packaging, ethical sourcing (Cocoa Life), and cause marketing (like charity tie-ins) are not just PR; they’re strategic pillars to differentiate Cadbury from cheaper rivals and store brands. If Cadbury can confidently claim leadership in sustainability (e.g., “Cadbury wrappers are now 100% recyclable, helping reduce plastic waste” or “supporting 175,000 cocoa farmers” etc.), it bolsters its premium and mainstream appeal. The implication is Cadbury should integrate these narratives into its brand storytelling more overtly, as they address consumer values and also pre-empt potential criticisms. Conversely, any misstep (like a negative news about child labour in cocoa or packaging pollution) could quickly undermine trust, so proactive management of environmental and social issues remains critical strategically. Cadbury’s heritage as a principled company is an intangible asset – building on it through modern sustainability initiatives will strengthen consumer loyalty and possibly allow for price premiums or at least retention of market share against less sustainable competitors.

Technological factors highlight that digital transformation is a strategic imperative. The growth of e-commerce and the possibility of more direct consumer engagement online imply Cadbury should bolster its digital sales channels. The fact that grocery shopping has partially shifted online means Cadbury must ensure strong relationships with online retailers (paid search, digital merchandising) just as it historically did with physical shelf space. The implication is continued investment in data analytics and digital marketing capabilities to target UK consumers effectively (especially in a world where traditional ads are curtailed). Technology also offers cost and efficiency advantages – Cadbury’s production upgrades will pay off in a leaner cost base, crucial for maintaining margins in a tough economic climate. Strategically, harnessing manufacturing tech means Cadbury can be more flexible in production – important for quickly scaling new product lines (like say a new vegan line or special editions) to capitalize on trends. For example, if “high-protein” or “keto-friendly” chocolates become a fad, an agile production system could let Cadbury respond before smaller competitors steal the march.

Another implication from PESTLE is the need for innovation and agility. Many factors (health, legal, economic, tech) push Cadbury to innovate – whether in recipes, packaging, or marketing strategies. The brand’s survival over a century has come from adapting to changing times (from wartime rationing to sugar scares). Now, facing 2020s challenges, Cadbury must foster an internal culture of innovation: the UK R&D teams will need to churn out appealing new concepts that tick multiple boxes (healthier, sustainable, yet indulgent and affordable). Cadbury’s recent performance suggests it has had successes – e.g., new flavours like Oreo collabs and the Plant Bar show willingness to try new things, even if not all succeed. A strategic focus on consumer insights (leveraging data and social listening) will help Cadbury anticipate shifts (like noticing early that consumers wanted portion control, which led to the 100-cal packs).

Finally, considering Cadbury’s market position – it holds around one-third of the UK chocolate market (Shelton, 2022), with Dairy Milk the #1 brand – the strategic implication is it must defend this leadership on all fronts. Competitors like Mars (Galaxy, Maltesers) and newer entrants or premium brands will exploit any weakness. Cadbury’s PESTLE analysis shows some potential vulnerabilities: e.g., being strongly associated with milk chocolate (which could be seen as less healthy) opens space for dark or niche brands to claim the “healthier chocolate” mantle. Cadbury should address that, perhaps by pushing its Darkmilk or other variants and emphasizing quality ingredients. Also, legal restrictions could level the marketing playing field – Cadbury’s mastery of emotional advertising might be blunted by HFSS ad bans, meaning others can catch up through influencer marketing or point-of-sale. So Cadbury must innovate in how it reaches consumers – maybe with experiential marketing, brand partnerships (like with entertainment franchises) and a robust social media presence.

In conclusion, the PESTLE analysis implies Cadbury’s UK strategy needs to be multi-pronged: reformulating products and resizing portions to align with health and legal demands, doubling down on sustainability and ethical leadership to meet social/environmental expectations, leveraging technology for efficiency and new channels, and maintaining a strong emotional brand connection even as traditional advertising channels wane. Cadbury’s ability to adapt while leveraging its strong brand equity will determine if it can continue to thrive. So far, the signs are positive – the brand grew in value and remained top of mind (Carroll, 2023). The challenge is to carry that momentum through the coming waves of change, keeping Cadbury relevant for the next generation of British consumers.

Strategic Recommendations

Based on the analysis above, here are 3–4 strategic recommendations for Cadbury in the UK, framed as SMART objectives (Specific, Measurable, Achievable, Relevant, Time-bound) to enhance its market position and future-proof the brand:

• Innovate Health-Conscious Products (By 2025): Cadbury should launch at least two new lower-sugar or functional variants of popular products by the end of 2025. For example, a reformulated Cadbury Dairy Milk with 20% less sugar (using fibre or natural sweeteners) and a high-protein Cadbury bar targeting the growing healthy snacking segment. These launches should achieve at least 5% market share in their sub-category within 1 year of launch (measured by Nielsen data) and meet or exceed the government’s sugar reduction guidelines. This is achievable given Cadbury’s R&D capability, and it aligns with UK consumer trends and pending HFSS advertising rules. Success will be measured by sales figures and whether the products secure repeat purchases (indicating acceptance). Rationale: This directly addresses Political/Social pressures for healthier options while leveraging Cadbury’s brand to differentiate from niche health brands.
• Digital Engagement and E-commerce Growth (By 2024): Strengthen Cadbury’s digital marketing and sales channels to mitigate advertising restrictions and changing shopping habits. A specific target: increase online sales by 50% by Q4 2024 (versus 2022 baseline) through Cadbury’s direct website and partnerships with major e-grocers. Tactics include launching a “Cadbury Joy” mobile app by mid-2024 that offers loyalty rewards, AR-based games (like virtual Easter egg hunts) and personalised product recommendations. Also, allocate at least 30% of UK marketing budget to digital/influencer campaigns (up from perhaps ~15% in 2021) focused on storytelling rather than product push, to comply with HFSS rules. KPI: online retail sales value (from sites like Tesco.com, Amazon, etc.) and engagement metrics (app downloads, social media mentions using campaign hashtags). Rationale: This ensures Cadbury remains visible and accessible as consumers shift online and as traditional ad avenues close off (Tapper, 2025). It also builds a direct consumer relationship (first-party data) which is invaluable for long-term loyalty.
• Sustainability Leadership – Packaging and Sourcing (By 2025): Cadbury should publicly commit that 100% of its packaging will be recyclable, compostable or reusable by 2025 (in line with Mondelez’s goals) and achieve interim milestones like eliminating all single-use hard plastics in gift packaging by 2024. Specifically, switch all remaining plastic trays (e.g., in Cadbury Heroes tubs) to biodegradable or recycled material by Christmas 2024. Also, attain “carbon neutral” for Dairy Milk bars by 2025 in the UK – through emissions cuts and credible offsets – and label products accordingly. Progress will be measured via third-party audits and certifications (e.g., Carbon Trust for carbon neutrality, On-Pack Recycling Label compliance for recyclability). Additionally, reach the goal of 100% sustainably sourced cocoa with no deforestation by 2025 (Perry, 2023), verified by independent NGOs. Communicate these achievements on packs and in marketing (without making health claims) to strengthen brand trust. Rationale: This recommendation is SMART and addresses Environmental/Social expectations and upcoming Legal requirements. It will help Cadbury differentiate from competitors as the eco-friendly choice, appealing to UK consumers who increasingly demand sustainability (Shelton, 2022), and ensure compliance with packaging tax laws.
• Affordable Indulgence Strategy (Ongoing, assessed quarterly): In light of economic pressures, Cadbury should implement a pricing/pack strategy that preserves consumer affordability. Aim to introduce one new value-priced product or format per year for the next 3 years (e.g., a £1 price-marked sharing bag with slightly smaller count, or reintroduce the iconic 10p Freddo size adjusting weight as needed). These “treats for under £1” should achieve a combined 10% of Cadbury’s unit sales by volume in the impulse segment by 2025, ensuring Cadbury does not lose price-sensitive shoppers to competitors or store brands. Monitor quarterly sales and market share in lower-priced segments; if share dips, adjust strategy (such as promotional support or reformulating to reduce cost). At the same time, maintain a pipeline of premium innovations annually (like limited-edition flavours or tie-ups with well-known dessert brands) to capture those willing to spend – target at least £10 million in sales from limited editions each year, gauging consumer interest and possibly graduating successful ones to permanent range. Rationale: This dual strategy ensures Cadbury covers both ends of the market – value and premium – which is crucial in UK’s bifurcated market conditions. It’s specific and measurable (sales targets) and can be tracked through retail data.

These recommendations are designed to be clear and actionable. By executing them, Cadbury can navigate the UK confectionery market’s evolving landscape – continuing to delight consumers with products that meet new health norms, staying connected digitally, reinforcing its ethical brand heritage, and offering the right product at the right price for every customer segment. All of these steps are important for Cadbury to keep its leading position and grow in the UK, so it will continue to be relevant in the future.

Conclusion

The success of Cadbury in the UK shows how important it is for businesses to be flexible and plan well in their strategies. PESTLE analysis and discussion in this report show how Cadbury has managed to stay traditional while dealing with modern issues. It is clear that Cadbury’s ability to adapt has always been and still is the most important factor in its resilience. In spite of the many changes in the economy, social habits, rules and technology, Cadbury has mostly stayed important and led the market. This is clear from the brand’s solid results such as a big rise in brand value in 2023, despite the unpredictable market.

It also points out how Cadbury responds to changes in the market. Because of health and legal issues, Cadbury is not staying the same; it is making changes to its products, portion sizes and marketing to match what UK society now values. Likewise, Cadbury is making efforts to reduce its environmental impact, since it recognises that sustainability is important for its future. The brand’s use of advanced technology (for both manufacturing and customer engagement) highlights how flexible and innovative it is.

To stay at the centre of British chocolate culture, Cadbury has to keep combining its classic charm with new trends. Cadbury is being guided on this course by the suggestions to create healthier snacks, improve digital and sustainability efforts and make other strategic changes. The Cadbury case stresses that while legacy is important, brands need to keep up with what’s happening outside and adapt. If Cadbury carries out these changes well, it will handle the present problems and lead the UK confectionery market for years, showing that even a 200-year-old brand can be as innovative as a start-up.

References

Afaqs! News Bureau (2021) ‘Cadbury Dairy Milk wrapper bears “100% sustainably sourced cocoa” tag’, afaqs!, 15 April. Available at: https://www.afaqs.com/design-digest/cadbury-dairy-milk-wrapper-bears-100-sustainably-sourced-cocoa-tag (Accessed: 30 May 2025).

Agro & Food Processing (2025) ‘Mondelēz confident high chocolate prices won’t curb consumer demand’, Agro & Food Processing, 7 March. Available at: https://agronfoodprocessing.com/mondelez-confident-high-chocolate-prices-wont-curb-consumer-demand/ (Accessed: 30 May 2025).

Alae-Carew, C., Green, R., Stewart, C., Cook, B., Dangour, A.D. and Scheelbeek, P.F.D. (2022) ‘The role of plant-based alternative foods in sustainable and healthy food systems: Consumption trends in the UK’, Science of the Total Environment, 807, p. 151041. Available at: https://doi.org/10.1016/j.scitotenv.2021.151041 (Accessed: 30 May 2025).

Ariza-Salamanca, A.J., Navarro-Cerrillo, R.M., Quero-Pérez, J.L., Gallardo-Armas, B., Crozier, J., Stirling, C., de Sousa, K. and González-Moreno, P. (2023) ‘Vulnerability of cocoa-based agroforestry systems to climate change in West Africa’, Scientific Reports, 13(1), p. 10033. Available at: https://doi.org/10.1038/s41598-023-37180-3 (Accessed: 30 May 2025).

Axworthy, N. (2022) ‘You Can Now Get Cadbury’s Vegan Chocolate Bar in North America’, VegNews, 10 November. Available at: https://vegnews.com/cadbury-vegan-chocolate-bars-uk (Accessed: 30 May 2025).

Bai, C., Quayson, M. and Sarkis, J. (2022) ‘Analysis of blockchain’s enablers for improving sustainable supply chain transparency in Africa cocoa industry’, Journal of Cleaner Production, 358, p. 131896. Available at: https://doi.org/10.1016/j.jclepro.2022.131896 (Accessed: 30 May 2025).

Bakker, J.D., Datta, N., De Lyon, J., Opitz, L., & Yang, D. (2022) Post-Brexit imports, supply chains, and the effect on consumer prices. UK in a Changing Europe. Available at: https://media.ukandeu.ac.uk/wp-content/uploads/2022/04/UKICE-Supply-Chains-Report_Final.pdf (Accessed: 30 May 2025).

Bandy, L.K., Scarborough, P., Harrington, R.A., Rayner, M. and Jebb, S.A. (2021) ‘The sugar content of foods in the UK by category and company: A repeated cross-sectional study, 2015–2018’, PLoS Medicine, 18(5), p. e1003647. Available at: https://doi.org/10.1371/journal.pmed.1003647 (Accessed: 30 May 2025).

BBC News (2018) ‘Cadbury’s Dairy Milk to offer low-sugar version’, BBC News, 20 July. Available at: https://www.bbc.com/news/business-44885840 (Accessed: 30 May 2025).

BBC News (2019) ‘Cadbury loses legal battle over purple wrapper’, BBC News, 4 February. Available at: https://www.bbc.com/news/business-47113644 (Accessed: 30 May 2025).

BBC News (2021) ‘More Cadbury Dairy Milk production to return to Bournville’, BBC News, 4 February. Available at: https://www.bbc.com/news/uk-england-birmingham-55938419 (Accessed: 30 May 2025).

BBC News (2022) ‘Cadbury shrinks size of Dairy Milk sharing bar’, BBC News, 28 March. Available at: https://www.bbc.com/news/business-60902583 (Accessed: 30 May 2025).

Bermudez, S., Voora, V., Larrea, C. and Luna, E. (2022) Cocoa prices and sustainability. Sustainable Commodities Marketplace Series – Market Overview. Winnipeg: International Institute for Sustainable Development. Available at: https://www.researchgate.net/publication/378140265_Cocoa_prices_and_sustainability_SUSTAINABLE_COMMODITIES_MARKETPLACE_SERIES_Market_Overview (Accessed: 30 May 2025).

Blaine, A. (2023) The media depiction of the Kinder chocolate salmonella outbreak case. Doctoral dissertation. Available at: https://huveta.hu/handle/10832/3805 (Accessed: 30 May 2025).

Boyle, P., Bond, R., Martinez Carracedo, J., Simmons, G., Mulvenna, M. and Hollywood, L. (2022) ‘The impact of the COVID-19 pandemic on grocery shopper behaviour: Analysis of shopper behaviour change using store transaction data’, Journal of Consumer Behaviour, 21(2), pp. 259–271. Available at: https://doi.org/10.1002/cb.1999 (Accessed: 30 May 2025).

British Dental Journal (2018) ‘Low sugar version of leading milk chocolate bar coming in 2019’, British Dental Journal, 225, p. 205. Available at: https://doi.org/10.1038/sj.bdj.2018.664 (Accessed: 30 May 2025).

Bryson, J.R., Billing, C., Graves, W. and Yeung, G. (2022) ‘Reframing manufacturing research: place, production, risk and theory’, in Bryson, J.R., Billing, C., Graves, W. and Yeung, G. (eds.) A Research Agenda for Manufacturing Industries in the Global Economy. Cheltenham: Edward Elgar Publishing, pp. 1–32. Available at: https://doi.org/10.4337/9781789908510.00010 (Accessed: 30 May 2025).

Budianto, F. (2024) Shrinkflation. Available at: https://dx.doi.org/10.2139/ssrn.4788863 (Accessed: 30 May 2025).

Burgess, M., Holmes, H., Sharmina, M. and Shaver, M.P. (2021) ‘The future of UK plastics recycling: one bin to rule them all’, Resources, Conservation and Recycling, 164, p. 105191. Available at: https://doi.org/10.1016/j.resconrec.2020.105191 (Accessed: 30 May 2025).

Cadbury Gifts Direct (2025) Cadbury Gifts Direct. Available at: https://www.cadburygiftsdirect.co.uk (Accessed: 30 May 2025).

Carroll, N. (2023) ‘Cadbury grew brand value by almost half between 2022 and 2023’, Marketing Week, 22 August. Available at: https://www.marketingweek.com/cadbury-grew-brand-value-between-2022-2033/ (Accessed: 30 May 2025).

Chukwujama, M. (2023) Corporate reporting on modern slavery in global supply chains: Examining Nigeria’s cocoa farms. Doctoral dissertation. Te Herenga Waka—Victoria University of Wellington. Available at: https://openaccess.wgtn.ac.nz/articles/thesis/Corporate_Reporting_on_Modern_Slavery_in_Global_Supply_Chains_Examining_Nigeria_s_Cocoa_Farms_/24434464?file=42896134 (Accessed: 30 May 2025).

Clark, R. (2025) The role of voluntary reformulation policy in reducing population consumption of sugar (Doctoral dissertation, London School of Hygiene & Tropical Medicine). Available at: https://doi.org/10.17037/PUBS.04675164 (Accessed: 30 May 2025).

Commonwealth Secretariat (2021) Impact of post-Brexit procedural rules for African exports into the UK. Trade Competitiveness Briefing Paper 2021/03. London: Commonwealth Secretariat. Available at: https://production-new-commonwealth-files.s3.eu-west-2.amazonaws.com/migrated/inline/TCBP_2021-03_UPDF.pdf (Accessed: 30 May 2025).

Coyne, A. (2025) ‘The road to net zero – Big Food’s emissions pledges’, Just Food, 23 May. Available at: https://www.just-food.com/features/the-road-to-net-zero-big-foods-emission-pledges/ (Accessed: 30 May 2025).

Dhar, I., Deshmukh, V., Singh, A. and Ray, S. (2025) ‘Mondelez International: Countering Supply Chain Disruption’, Journal of Marketing & Social Research, 2(3), pp. 117–127. Available at: https://www.researchgate.net/publication/391955930_Mondelez_International_Countering_Supply_Chain_Disruption (Accessed: 30 May 2025).

Dhuria, P., Muir, S. and Vogel, C. (2023) ‘Optimising implementation of the UK government the “Food (Promotion and Placement) Regulations 2021”’, University of Southampton, August. Available at: http://dx.doi.org/10.5258/SOTON/PP0027b (Accessed: 30 May 2025).

Dixon, H. (2025) ‘The challenges to economic measurement arising from inflation in the post-pandemic world’, National Institute Economic Review, pp. 1–17. Available at: https://doi.org/10.1017/nie.2024.26 (Accessed: 30 May 2025).

Durugbo, C.M. and Al-Balushi, Z. (2024) ‘Supply chain management in times of crisis: a multi-case study’, Production Planning & Control, pp. 1–29. Available at: https://doi.org/10.1080/09537287.2024.2386431 (Accessed: 30 May 2025).

Eastlake, D. (2025) ‘Cocoa prices hit record high: What does this mean for industry?’, FoodNavigator, 6 February. Available at: https://www.foodnavigator.com/Article/2025/02/06/cocoa-prices-hit-record-high-what-does-this-mean-for-food-and-beverage (Accessed: 30 May 2025).

Elven, T. (2023) ‘Digital Collection: ADDS Project Newsletters from COVID’s Early Years’, Advertising & Society Quarterly, 24(4). Available at: https://muse.jhu.edu/article/916298 (Accessed: 30 May 2025).

Fanou, T. (2024) The influence of corporate sustainability laws on multi-stakeholder initiatives to eliminate forced and child labour in supply chains. Doctoral dissertation. McMaster University. Available at: https://macsphere.mcmaster.ca/handle/11375/29813 (Accessed: 30 May 2025).

French, R. (2024) ‘Report: 95% of British consumers eat chocolate’, SupplySide Food & Beverage Journal, 26 January. Available at: https://www.supplysidefbj.com/market-trends-analysis/report-95-of-british-consumers-eat-chocolate (Accessed: 30 May 2025).

Gabbatt, A. (2015) ‘Shellshock! Cadbury comes clean on Creme Egg chocolate change’, The Guardian, 12 January. Available at: https://www.theguardian.com/business/2015/jan/12/shellshock-cadbury-comes-clean-on-creme-egg-chocolate-change (Accessed: 30 May 2025).

Graziano da Silva, J., Jales, M., Rapallo, R., Díaz-Bonilla, E., Girardi, G., del Grossi, M., Luiselli, C., Sotomayor, O., Rodríguez, A., Rodrigues, M. and Wander, P. (2021) Food systems in Latin America and the Caribbean: Challenges in a post-pandemic world. Rome: Food & Agriculture Organization.

Guo, I. (2025) Recession resilience: Hedging with psychologically-based and essential sectors in defensive portfolios amid economic turmoil. Claremont McKenna College Senior Theses. Available at: https://scholarship.claremont.edu/cmc_theses/3781/ (Accessed: 30 May 2025).

Hamid, S.N.A., Ahmad, N., Saraih, U.N., Hamzah, M.R. and Ariffin, K.H.K. (2023) ‘Social mediated crisis communication model: A solution for social media crisis?’, in AIP Conference Proceedings, 2544(1), Article ID: 050013. AIP Publishing. Available at: https://doi.org/10.1063/5.0120756 (Accessed: 30 May 2025).

Harper, K. (2024) Sexy Chocolate: An examination of how Green and Black’s singled out a sophisticated adult audience with their ‘This is not a chocolate bar’ series. Doctoral dissertation. Institute of Art, Design + Technology. Available at: https://illustro-iadt.figshare.com/articles/thesis/Sexy_Chocolate_-_An_examination_of_how_Green_and_Black_s_singled_out_a_sophisticated_adult_audience_with_their_This_is_not_a_chocolate_bar_series/27234306 (Accessed: 30 May 2025).

HM Government (2024) Restricting advertising of less healthy food or drink on TV and online: products in scope. Available at: https://www.gov.uk/government/publications/restricting-advertising-of-less-healthy-food-or-drink-on-tv-and-online-products-in-scope (Accessed: 30 May 2025).

HM Revenue & Customs (2025) ‘Corporation Tax rates and allowances’, GOV.UK, 6 April. Available at: https://www.gov.uk/government/publications/rates-and-allowances-corporation-tax/rates-and-allowances-corporation-tax (Accessed: 30 May 2025).

Hutson, J. and Smith, A. (2025) Cinematic Algorithms: The Rise of Generative AI in Video Art and Visual Culture. Boca Raton, FL: CRC Press. Available at: https://doi.org/10.1201/9781003601128 (Accessed: 30 May 2025).

Johnson, A. (2025) ‘Cadbury fans furious as they say price of popular chocolate reaches level of “pure greed”’, Manchester Evening News, 11 February. Available at: https://uk.news.yahoo.com/cadbury-fans-furious-price-popular-101722251.html (Accessed: 30 May 2025).

Kaur, K. and Sharma, T. (2024) ‘Impulse buying in the digital age: An exploration using systematic literature review approach’, Journal of Consumer Behaviour, 23(5), pp. 2553–2584. Available at: https://doi.org/10.1002/cb.2360 (Accessed: 30 May 2025).

KR, S. (2022) ‘Would Mondelez branch out into plant-based products in India?’, The CASE Journal, 18(6), pp. 1016–1036. Available at: https://doi.org/10.1108/TCJ-01-2022-0006 (Accessed: 30 May 2025).

Lieke, S.D., Spiller, A. and Busch, G. (2023) ‘Can consumers understand that there is more to palm oil than deforestation?’, Sustainable Production and Consumption, 39, pp. 495–505. Available at: https://doi.org/10.1016/j.spc.2023.05.037 (Accessed: 30 May 2025).

Mintel (2023) UK Sugar and Gum Confectionery Market Report 2023. London: Mintel Group Ltd. Available at: https://store.mintel.com/report/uk-sugar-and-gum-confectionery-market-report-2023 (Accessed: 30 May 2025).

Mondelēz International (2022) ‘Mondelēz International contributed £933 million to UK economy in 2021’, Mondelēz International, 2 November. Available at: https://www.mondelezinternational.com/united-kingdom/news/mondelez-international-contributed-933-million-pounds-to-uk-economy-in-2021/ (Accessed: 30 May 2025).

Mondelēz International (2024) ‘Mondelēz International partners with Amcor to announce ~300 million UK&I Cadbury sharing bars to have 80% recycled plastic packaging made using advanced recycling technology’, Mynewsdesk, 6 November. Available at: https://www.mynewsdesk.com/uk/mondelez-uk/pressreleases/mondelez-international-partners-with-amcor-to-announce-300-million-uk-and-i-cadbury-sharing-bars-to-have-80-percent-recycled-plastic-packaging-made-using-advanced-recycling-technology-3352893 (Accessed: 30 May 2025).

Mondelēz International (2024) ‘Mondelēz International’s Near-term 2030 Targets and 2050 Net-Zero Targets Validated by Science Based Targets Initiative’, GlobeNewswire, 9 April. Available at: https://www.globenewswire.com/news-release/2024/04/09/2860356/35903/en/Mondel%C4%93z-International-s-Near-term-2030-Targets-and-2050-Net-Zero-Targets-Validated-by-Science-Based-Targets-Initiative.html (Accessed: 30 May 2025).

Mondelēz International (n.d.) Our Brands. Available at: https://www.mondelezinternational.com/our-brands/ (Accessed: 30 May 2025).

Mondelēz International, Inc. (2024) 2024 Annual Report on Form 10-K. Available at: https://www.mondelezinternational.com/assets/PDFs/MONDELEZ-INTERNATIONAL-INC_10K_2024.pdf (Accessed: 30 May 2025).

Moore, S. and Butler, T. (2022) ‘UK government delays restriction of promotions on less‐healthy foods: Serious implications for tackling obesity’, Obesity, 30(9), pp. 1722–1723. Available at: https://doi.org/10.1002/oby.23524 (Accessed: 30 May 2025).

Moradlou, H., Fratocchi, L., Skipworth, H. and Ghadge, A. (2022) ‘Post-Brexit back-shoring strategies: what UK manufacturing companies could learn from the past?’, Production Planning & Control, 33(14), pp. 1319–1336. Available at: https://doi.org/10.1080/09537287.2020.1863500 (Accessed: 30 May 2025).

Mumford, J. (2023) ‘A brief history of Cadbury Creme Eggs, Easter’s most delightful confection’, InsideHook, 6 April. Available at: https://www.insidehook.com/food/cadbury-creme-eggs-history (Accessed: 30 May 2025).

Nicholson, H. (2024) ‘Catherine Hindson. Theatre in the Chocolate Factory: Performance at Cadbury’s Bournville, 1900–1935’, Modern Drama, 67(2), pp. 239–242. Available at: https://doi.org/10.3138/md-67-2-rev2 (Accessed: 30 May 2025).

North, A. (2025) ‘HFSS advert ban delayed until 2026’, British Baker, 22 May. Available at: https://bakeryinfo.co.uk/legislation/hfss-advert-ban-delayed-until-2026/704831.article (Accessed: 30 May 2025).

Norton, V., Waters, C., Oloyede, O.O. and Lignou, S. (2022) ‘Exploring consumers’ understanding and perception of sustainable food packaging in the UK’, Foods, 11(21), p. 3424. Available at: https://doi.org/10.3390/foods11213424 (Accessed: 30 May 2025).

Odoom, D., Annor-Frempong, F., Akaba, S. and Mensah, A.O. (2023) ‘Factors affecting sustainability of Cocoa Life project interventions in Ghana: Views of beneficiaries in Wassa East District’, Ghana Journal of Development Studies, 20(1), pp. 180–194. Available at: https://doi.org/10.4314/gjds.v20i1.10 (Accessed: 30 May 2025).

Ogundijo, D.A. and Tas, A.A. (2025) ‘Strategies to reduce the consumption of foods and drinks with high sugar content in the UK: A rapid review approach’, Obesities, 5(2), p. 36. Available at: https://doi.org/10.3390/obesities5020036 (Accessed: 30 May 2025).

Ogundijo, D.A., Tas, A.A. and Onarinde, B.A. (2021) ‘An assessment of nutrition information on front of pack labels and healthiness of foods in the United Kingdom retail market’, BMC Public Health, 21, p. 220. Available at: https://doi.org/10.1186/s12889-021-10255-4 (Accessed: 30 May 2025).

Onita, L. (2023) ‘How the middle-class consumer is adapting to rising living costs: Inflation and interest rates are eating into the spending power of the key demographic group, but the impact is unevenly spread’, The Financial Times, 14 August. Available at: https://www.ft.com/content/9e7dde14-f2d4-42db-acca-8802c96066bc (Accessed: 30 May 2025).

Opoku, C.H. (2024) ‘The role of certificates and labels for cocoa in the face of climate change: A scientific review’, American Journal of Climate Change, 13(2), pp. 281–313. Available at: https://doi.org/10.4236/ajcc.2024.132015 (Accessed: 30 May 2025).

Osborne, H. and Wood, Z. (2021) ‘Cadbury to launch vegan Dairy Milk alternative called Plant Bar’, The Guardian, 6 October. Available at: https://www.theguardian.com/business/2021/oct/06/cadbury-launch-vegan-dairy-milk-alternative-plant-bar-chocolate (Accessed: 30 May 2025).

Parker, J. (2023) ‘Chocolate, flowers and social welfare reform’, in Analysing the History of British Social Welfare: Compassion, Coercion and Beyond. Bristol: Policy Press, pp. 62–81. Available at: https://doi.org/10.51952/9781447363729.ch004 (Accessed: 30 May 2025).

Patron, M. (2023) Evaluating and comparing certification systems in the cocoa industry. Master’s thesis. Universidade NOVA de Lisboa (Portugal). Available at: https://www.proquest.com/openview/e7154e6f81ea0074f8376f69274ed61d/1?pq-origsite=gscholar&cbl=2026366&diss=y (Accessed: 30 May 2025).

Perry, N. (2023) ‘Mondelez Net Zero 2050: The role of sustainable sourcing’, Procurement Magazine, 15 December. Available at: https://procurementmag.com/articles/mondelez-net-zero-2050-the-role-of-sustainable-sourcing (Accessed: 30 May 2025).

Peszko, G. (2023) ‘Plastic taxes: a guide to new legislation in Europe’, International Tax Review, 15 February. Available at: https://www.internationaltaxreview.com/article/2ba9a65l5p74ycisjwagw/plastic-taxes-a-guide-to-new-legislation-in-europe (Accessed: 30 May 2025).

Peszko, G. (2023) ‘Plastic taxes: a guide to new legislation in Europe’, International Tax Review, 15 February. Available at: https://www.internationaltaxreview.com/article/2ba9a65l5p74ycisjwagw/plastic-taxes-a-guide-to-new-legislation-in-europe (Accessed: 30 May 2025).

Qudus, L. (2025) ‘Leveraging artificial intelligence to enhance process control and improve efficiency in manufacturing industries’, International Journal of Computer Applications Technology and Research, 14(2), pp. 18–38. Available at: https://doi.org/10.7753/IJCATR1402.1002 (Accessed: 30 May 2025).

Quinn, I. (2025) ‘HFSS advertising ban delayed until 2026 after threats of legal challenges’, The Grocer, 22 May. Available at: https://www.thegrocer.co.uk/news/hfss-advertising-ban-delayed-until-2026-after-threats-of-legal-challenges/704791.article (Accessed: 30 May 2025).

Ramasubramanian, B., Tan, J., Chellappan, V. and Ramakrishna, S. (2023) ‘Recent advances in extended producer responsibility initiatives for plastic waste management in Germany and UK’, Materials Circular Economy, 5(1), p. 6. Available at: https://doi.org/10.1007/s42824-023-00076-8 (Accessed: 30 May 2025).

Ridler, G. (2021) ‘Small businesses exempt from junk food ad ban’, Food Manufacture, 24 June. Available at: https://www.foodmanufacture.co.uk/Article/2021/06/24/Small-businesses-exempt-from-junk-food-ad-ban (Accessed: 30 May 2025).

Ridler, G. (2024) ‘Cadbury sharing bars to be wrapped in 80% recycled plastic’, Food Manufacture, 7 November. Available at: https://www.foodmanufacture.co.uk/Article/2024/11/07/cadbury-sharing-bars-to-be-wrapped-in-80-recycled-plastic (Accessed: 30 May 2025).

Savan, E.E., Gica, O. and Sofica, A. (2022) ‘Retail demand forecasting for small-medium enterprises during COVID-19 pandemic: Case studies based on Romanian convenience stores’, in Fotea, S.L., Fotea, I.Ş. and Văduva, S. (eds.) Navigating through the crisis – A special issue on the COVID-19 crises. GSMAC 2020. Cham: Springer (Springer Proceedings in Business and Economics), pp. 101–131. Available at: https://doi.org/10.1007/978-3-030-82755-7_7 (Accessed: 30 May 2025).

Sawyer, A. (2025) ‘Chocolate prices up by almost half in just three years’, Energy & Climate Intelligence Unit, 17 April. Available at: https://eciu.net/media/press-releases/2025/chocolate-prices-up-by-almost-half-in-just-three-years (Accessed: 30 May 2025).

Schulze, J. (2021) Online and offline shopping in the UK: The impact of COVID-19 on consumer buying behaviour and the digitalization process. MSc dissertation. Bournemouth University. Available at: https://www.researchgate.net/publication/355717269_Online_and_Offline_Shopping_in_the_UK_The_Impact_of_COVID-19_on_Consumer_Buying_Behaviour_and_the_Digitalization_Process (Accessed: 30 May 2025).

Selwyn, B. (2022) ‘Towards a sustainable food system in the UK: Consumer-driven veganism or the right to food?’, sozialpolitik.ch, 1/2022, pp. Forum-1. Available at: http://dx.doi.org/10.18753/2297-8224-189 (Accessed: 30 May 2025).

Shelton, B. (2022) ‘The UK’s Most Popular Chocolate Brands 2022’, Logical Resources FMCG, 26 September. Available at: https://logicalfmcg.co.uk/all-posts/insights/uks-most-popular-chocolate-brands-2022/ (Accessed: 30 May 2025).

Simon, J. and Gogolák, L. (2025) ‘Supply chain management using automatic guided vehicle systems in smart factory logistics’, in Kovács, T.A., Stadler, R.G. and Daruka, N. (eds.) The impact of the energy dependency on critical infrastructure protection. ICCECIP 2024. Cham: Springer (Advanced Sciences and Technologies for Security Applications), pp. [forthcoming chapter]. Available at: https://doi.org/10.1007/978-3-031-78544-3_49 (Accessed: 30 May 2025).

Sleapwood, N. (2024) Change in the Quaker business environment 1800–1948. Ph.D. thesis. University of Birmingham. Available at: https://etheses.bham.ac.uk/id/eprint/14978/ (Accessed: 30 May 2025).

Smithers, R. (2012) ‘Cadbury hits a purple patch with legal victory to secure trademark’, The Guardian, 2 October. Available at: https://www.theguardian.com/business/2012/oct/02/cadbury-purple-legal-victory-trademark (Accessed: 30 May 2025).

Son, E. (2024) ‘Food labelling of allergens: The latest regulations in Europe and their effects’, European Food and Feed Law Review, 19(5), pp. 234–238. Available at: https://effl.lexxion.eu/article/EFFL/2024/5/5 (Accessed: 30 May 2025).

Song, J., Brown, M.K., Tan, M., MacGregor, G.A., Webster, J., Campbell, N.R., Trieu, K., Mhurchu, C.N., Cobb, L.K. and He, F.J. (2021) ‘Impact of color-coded and warning nutrition labelling schemes: A systematic review and network meta-analysis’, PLoS Medicine, 18(10), p. e1003765. Available at: https://doi.org/10.1371/journal.pmed.1003765 (Accessed: 30 May 2025).

Space Food Club (2025) ‘Cadbury launches 80% recycled plastic packaging’, Space Food Club, 18 January. Available at: https://spacefoodclub.com/blogs/news/cadbury-launches-80-recycled-plastic-packaging (Accessed: 30 May 2025).

Sumption, M., Forde, C., Alberti, G. and Walsh, P.W. (2022) ‘How is the end of free movement affecting the low-wage labour force in the UK’, in The Economics of Brexit: What Have We Learned? CEPR Press. Available at: https://cepr.org/publications/books-and-reports/economics-brexit-what-have-we-learned (Accessed: 30 May 2025).

Tan, B.C., Lau, T.C., Sarwar, A. and Khan, N. (2022) ‘The effects of consumer consciousness, food safety concern and healthy lifestyle on attitudes toward eating “green”’, British Food Journal, 124(4), pp. 1187–1203. Available at: https://doi.org/10.1108/BFJ-01-2021-0005 (Accessed: 30 May 2025).

Tapper, J. (2025) ‘Big brands send out barrage of junk food ads before obesity rules bite’, The Guardian, 12 April. Available at: https://www.theguardian.com/society/2025/apr/12/big-brands-send-out-barrage-of-junk-food-ads-before-obesity-rules-bite (Accessed: 30 May 2025).

Taylor, L. (2024) ‘UK sugar tax led to fall in consumption in children and adults’, BMJ, 386, q1518. Available at: https://doi.org/10.1136/bmj.q1518 (Accessed: 30 May 2025).

Tedstone, A.E., Bell, H., Brayley, M. and Wall, R. (2022) ‘Towards a regulation of food advertising?’, Proceedings of the Nutrition Society, 81(4), pp. 265–271. Available at: https://doi.org/10.1017/S0029665122001926 (Accessed: 30 May 2025).

Theis, D.R. and White, M. (2021) ‘Is obesity policy in England fit for purpose? Analysis of government strategies and policies, 1992–2020’, The Milbank Quarterly, 99(1), pp. 126–170. Available at: https://doi.org/10.1111/1468-0009.12498 (Accessed: 30 May 2025).

Thompson, W.J., Blaser-Hart, W.J., Joerin, J., Krütli, P., Dawoe, E., Kopainsky, B., Chavez, E., Garrett, R.D. and Six, J. (2022) ‘Can sustainability certification enhance the climate resilience of smallholder farmers? The case of Ghanaian cocoa’, Journal of Land Use Science, 17(1), pp. 407–428. Available at: https://doi.org/10.1080/1747423X.2022.2097455 (Accessed: 30 May 2025).

Tierney, A.E.P. (2022) ‘From golden eggs to trampled treasure: the 2019 Cadbury chocolate scandal’, in Williams, H., Reavill, P. and Clague, S. (eds) The Public Archaeology of Treasure. Oxford: Archaeopress, pp. 64–77. Available at: https://www.archaeopress.com/Archaeopress/Products/9781803273105 (Accessed: 30 May 2025).

Vyas, A. (2025) ‘Global inflation slowdown vs. commodity price resilience: A structural divergence’, Commodity Price Resilience: A Structural Divergence (April 15, 2025). Available at: https://dx.doi.org/10.2139/ssrn.5221072 (Accessed: 30 May 2025).

Wood, Z. (2018) ‘Cadbury to launch Dairy Milk bar with 30% less sugar’, The Guardian, 20 July. Available at: https://www.theguardian.com/business/2018/jul/20/cadbury-to-launch-dairy-milk-with-30-per-cent-less-sugar (Accessed: 30 May 2025).