THE BODY SHOP

A Case Study

Adetunji Alabi 0|Page

ABSTRACT
This work presents a business case study on The Body Shop -- a global cosmetics
brand that offers naturally inspired skin care, hair care, body care, and make-up
beauty products. The paper is divided into two parts. In part 1, a brief introduction
of the company, followed by the motivation behind its founding, some of its major
accomplishments, and a number of challenges the company faced are
provided. In part 2, we then use a framework to map out the transformation
process of the idea to a full-fledged profitable company. Each component of the
framework comprises a main heading and a prompt, to give the reader a hint of
the rationale behind each framework component. By providing this case study, a
better understanding of The Body Shop and its idea development is made
available for business and non-business readership.

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Contents
PART 1: CREATING THE CASE ....................................................................................... 1
ABOUT THE BODY SHOP ........................................................................................... 2
BACKGROUND ......................................................................................................... 3
Motivation for Founding The Body Shop ........................................................... 3
What’s so Unique About The Body Shop? ........................................................ 4
TIMELINE OF EVENTS ................................................................................................. 6
CHALLENGES FACED ............................................................................................... 8
Controversy and Competition ........................................................................... 8
Consequent Change in Management ............................................................. 8
Merger Mismatch ................................................................................................. 9
CREATING A MARKET ............................................................................................. 10
PART 2: WORKING WITH THE CASE ........................................................................... 11
MODULE 1: Perspective on how ideas are developed .................................... 12
MODULE 2: Types of innovation ........................................................................... 12
MODULE 3: Uncertainty and decision making ................................................... 14
MODULE 4: Discovery strategies .......................................................................... 15
MODULE 5: Knowledge and resources ............................................................... 16
MODULE 6: Innovation and evaluation selection .............................................. 17
MODULE 7: Protecting intellectual property....................................................... 18
MODULE 8: Commercialization feasibility ........................................................... 19
MODULE 9: Motivation, commitment and resilience ........................................ 20
ACKNWOLEDGEMENTS ............................................................................................. 20
REFERENCES ................................................................................................................ 21

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 PART 1
CREATING THE CASE

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ABOUT THE BODY SHOP
The Body Shop, founded by Anita Roddick in 1976, is a global cosmetics brand
that offers naturally inspired skin care, hair care, body care, and make-up beauty
products. The company has a portfolio of 1,000 products which are sold in roughly
3,000 stores spread about in more than 65 countries worldwide.
Right from its early days, The Body Shop has demonstrated strong commitment to
supporting social and environmental causes and uses its platform to increase
awareness and advocate for sustainable change on several issues such as
human trafficking, climate change, deforestation, whaling and animal testing in
the cosmetic business. They pioneered the fair trade movement in the beauty
industry and till this day still actively engage with suppliers all over the world to
obtain natural materials via its Community Trade program. By prioritizing fair trade,
The Body Shop totally transformed the beauty industry.1

Figure 1. The Body Shop’s first store in 1976.2

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BACKGROUND

Motivation for Founding The Body Shop

Long before founding The Body Shop, Anita Roddick, while preparing to be a
teacher, was awarded a scholarship in Israel which opened her eyes to the
immensity of the support provided via aid from a government or an institution.1
Perhaps it was this gesture that sparked her interest in social and environmental
activism. Afterwards, Anita visited Europe, the South Pacific and Africa, where she
encountered health and body care, as well as environmental, customs that were
practised there.
Anita later went back to England, got married to Gordon a while after, and then
started a hotel and café with her husband. The business was subsequently sold to
fund Gordon’s life-long dream of riding a horse from Buenos Aires to New York.
During the period that Gordon was away, Anita, in 1976, opened a small
cosmetics sales store to keep herself busy and also to provide the income to look
after her household (she already had two daughters at the time). She named the
store The Body Shop; after a shop she came across in San Francisco bearing the
same name.3 What informed her decision to go this route is captured in Anita’s
words:
“Why is there so little choice for women who want to buy cosmetics?' The
cosmetics companies decide what goes into their bottles, they decide how big
the bottles should be and, worst of all, they decide to ask a very high price for
them.”4
Impressed by the practices she observed while traveling, she implemented those
approaches into her back-to-nature products. Her plan was to offer affordable
quality skincare products in refillable containers and sample sizes, all promoted
with honesty rather than marketing gimmicks.5 She even handwrote her product
labels.6 Customers were given discounts if they returned their empty containers
for refilling. Anita also supported minimal packaging, including recycling and
reusing strategies. This enabled her to reduce her production costs and also
resulted in the customers’ admiration of the sustainable practices. Sales were so
good that she opened a second shop six months later. Her husband then joined
the business after he returned from his travels.

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What’s so Unique About The Body Shop?
There was a marked difference in The Body Shop’s products. The organization
wanted to do something of value other than merely selling cosmetic goods. The
below statement succinctly captures the values and mindset within the
company:
“Social and environmental dimensions are woven into the fabric of the company
itself. They are neither first nor last among our objectives, but an ongoing part of
everything we do.” – Anita Roddick7
With Anita’s strong desire for protecting the planet and campaigning for causes,
The Body Shop was positioned as more than just a beauty brand. Its ethos was
profit and principles working in unison.7

Figure 2. Anita Roddick pictured in 1978.8

When the company launched in 1976, it was a little shop in Brighton with a
radically different approach from the mainstream players in the cosmetics

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industry. The Body Shop ethically sourced natural ingredients from around the
world and sold their products in refillable packages.
The Body Shop was opposed to animal testing from its inception. Their products
were not tested on live animals; which is the standard practice today, but was
not so when Anita started The Body Shop. Back in those days, animal testing was
a standard process wherein, for instance, shampoos were applied to the eyes of
rabbits to figure out how much stinging it caused. Anita wanted no such
procedures, and she soon discovered that her customers shared the same
sentiment towards animal testing. She realized that while ethical consumerism
was remarkable for business, it was also a way for businesses to bring about social
change. Anita was determined to have testing of cosmetics on animals banned
in the UK and Europe.
Another novel concept that was at the core of The Body Shop’s business
operations was Fair Trade. Natural ingredients were obtained from local
communities and the producers of these ingredients were paid fairly for them. This
way of doing business was contrarian to the typical exploitative actions that held
sway. It has been reported that she was the first individual to introduce Fair Trade
in her business dealings.5 As such, economically vulnerable communities receive
some form of support and enrichment for their role(s) in the multibillion dollar
cosmetics industry.1
Anita was also a feminist and human rights activist. She developed the brand
around women empowerment, pushing for equality and creating opportunities
for women via the Community Fair Trade program.7
She championed and supported many other causes the world over, including
global warming and climate change, especially in poorer countries. For example,
Anita joined forces with Greenpeace to put a stop to whaling; encouraging
jojoba oil as an alternative to sperm whale oil, which was a commonly used
ingredient in cosmetics at the time.7
Social and environmental activism were at the heart of The Body Shop’s decisions
and actions. The primary drivers of The Body Shop’s success were campaigning
against animal testing, protesting against human rights abuse, supporting
environmental awareness and protection, and creating socially empowering
programs. This explains why The Body Shop was voted top two most trusted brand
in the UK in 1990.7 As a testament to their dedication to social and environmental
responsibilities, The Body Shop was awarded a B Corp certification in 2019.9, 10

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In addition to Aesop and Natura, The Body Shop is part of Natura & Co, a global
cosmetics group aligned with the positive economic, social and environmental
objectives of The Body Shop.10, 11

TIMELINE OF EVENTS
Since its inception in 1976, The Body Shop has gone on to be very successful in its
endeavors. A timeline of major events is outlined in this section, along with a chart
(see Figure 3) highlighting some of these events.
In the space of one year after opening, the business was so profitable that Anita
decided to open a second shop.1 Upon Gordon’s return from his horse riding
adventure, he suggested they started franchising as a way of scaling up the
business. Thus, in 1978, the first Body Shop franchisee was opened in Brussels,
Belgium.12 More openings soon followed, with Anita setting up franchises in
Canada in 1980 and Australia in 1983. In 1984, a decision was made to take The
Body Shop public and only after about a year the shares had doubled in value.1
Another significant milestone was the community trade programs, which
commenced in 1986 in India. In 1987, Anita bought the exclusive rights for the
business name from the originators of The Body Shop (in San Francisco).13 This laid
the foundation for their official introduction into the US market trading space in
1988.
As at the 1990s, The Body Shop had attained a wide coverage around the globe.
Another innovative approach was introduced in 1994 – The Body Shop Home,
which is the direct selling division of the company. To keep abreast of the
changing times, The Body Shop launched its website in 1995. 1999 saw the sale of
Bellamy Retail Group, the US operations of The Body Shop. However, a repurchase
occurred in 2001. Anita and Gordon stepped down from the co-chairperson
position, although Anita still stayed as a non-executive director. The Body Shop
acquired its head franchisee in Canada in 2004. By 2006, L’Oreal and The Body
Shop agreed to an acquisition of the latter. Sadly, Anita passed away a year
later.14 In 2017, L’Oreal sold The Body Shop to Natura.15 The Body Shop became B
Corp certified in 2019.16

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Figure 3. Timeline of some significant events in history of The Body Shop.

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CHALLENGES FACED

Controversy and Competition

Several controversies in the 1990s negatively affected The Body Shop’s
“environmental and social justice” image. For example, in 1995, it was discovered
that their products contained petrochemicals as a result of poor quality control
measures.1 In another instance, there was a supposed donation of 25% of its
revenue to charities which never occurred. Criticisms of hypocrisy piled on and
caused a decline in profits.1
Meanwhile, The Body Shop’s natural products and social agenda was catching
on in the cosmetics industry. Similar companies, with principles close to that of The
Body Shop, had started to emerge and thrive, thereby reducing the market
dominance The Body Shop once enjoyed.17 Lush and L’Occitane are good
examples of such competitors. The increased competitive level was partly
responsible for The Body Shop’s decision to change its position against mass
advertisements, evidenced by its use of an external advertising agent for the first
time since the company was founded.12

Consequent Change in Management

After a series of challenges, Anita opted out of the CEO position. The new CEO
embarked on a strategy of restructuring, although Anita felt this new direction
smothered the entrepreneurial spirit of the company.
Extended spells of losses in conjunction with demotivated shareholders, dispirited
franchisees, failed restructuring efforts and misinformation against the company
seemed to be insurmountable for the company.
Hence, Anita (who had already stepped down as CEO) and her husband,
Gordon, decided to step down from the co-chairperson role, after many failed
attempts to obtain a buyer for the company.12 However, they, along with a friend
and early investor named Ian McGlinn, still retained control of over 50% of the
company’s voting rights.12 Furthermore, Anita performed the additional role of a
consultant on product marketing and ethical aspects for the company, albeit for
80 days in a year.
The company which was well known for its environmental and social activities,
especially in the eyes of its customers, shifted focus from its “ethical business
model”. Numerous new policies which were hitherto prohibited, such as using

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advertisements for marketing, were introduced. While Anita strongly felt that the
newly adopted strategies would stymie the entrepreneurial fervor of the
company, the new management opined that this was the best approach to steer
the company back to previous levels of success.12
The new management team experienced several challenges. For example, The
Body shop faced an inventory management problem as a result of a change in
the franchisee model they had been operating since 1978. In the late 1990s, The
Body Shop started purchasing the franchised outlets. Some franchisees, however,
resisted the purchase attempts and The Body Shop responded by limiting the
supply of its products to those franchisees. The impact on the company was three
fold: inventory accumulation, revenue loss, and customer attrition.
After facing the issues of rising competition and mismanagement of inventories,
The Body Shop was in a precarious position in 2005. This warranted the need for
several changes in strategy to be implemented. Some of these changes include
the introduction of new items in their product offerings to target up-market
segment; and redesign of the company logo, the shop interiors, as well as the
product packaging. A good example of a newly introduced product was the
“invent your scent” perfume and “Spa Wisdom” targeted at customers who
regularly shopped at department stores. Since the global beauty industry was
growing during this period, it served as a justification for the move to rebrand and
refocus. The company’s profitability bounced back and in 2005.12

Merger Mismatch
A highly controversial decision was made in 2006, when Anita chose to sell The
Body Shop to L’Oreal – a beauty and cosmetics company involved in testing their
products on animals at the time.18 This was indeed an unfit match from the values
standpoint of both companies.
Sadly, Anita passed away in 2007. Her passing resulted in the appointment of a
new CEO, nonetheless the company continued to perform poorly.
Stemming from a marked divergence of fundamental values, L’Oreal eventually
sold The Body Shop to Natura, a Brazilian beauty company, in 2017. The shared
commitment to social and environmental causes makes this new acquisition at
least a much better fit on paper.

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CREATING A MARKET
Back in the 1970s, the famous cosmetic brands typically advertised the
technology used in their products and emphasized how much beauty and youth
their products could bring to their consumers. These companies invested a great
deal of effort and finances on super models, celebrity endorsements, fancy
magazine ads, and media advertising with the aim of constructing their beauty
creating perception. Expensive bottle designs and packaging was also used to
project their luxury status and hence the expensive prices.19 The Body Shop
successfully differentiated itself from the other industry players as a nature-based,
anti-glitz, and anti-waster beauty brand.19
When Anita just started The Body Shop, she kept expenses low by offering
discounts to customers when they reused and refilled their empty containers. Her
customers could relate with the environmental friendly approach of her business
and thus identified with the company. Furthermore, The Body Shop did not
engage in any marketing or public relations (PR) in the typical way. A handful of
interviews and Anita’s activism were sufficient to promote the company. Since
Anita’s values were at the heart of The Body Shop, her involvement in activism
indirectly did the marketing for her company. This approach went a long way in
helping The Body Shop discover an untapped market of environmentally and
socially conscious customers, and assert itself into this space via its creatively craft
environmental and social campaigning that resulted in the birth of a strong brand
image.17
This strong brand reputation coupled with the success of the first few stores they
opened laid the foundation for an expansion strategy through franchising. This
saw The Body Shop go from only one store in Brighton, England, in 1976 to about
3000 stores spread across the globe four decades later.
The primary drivers lying at the heart of the Body Shop’s activities are:17, 20 [1] to
be the pioneer for change; [2] to abstain from conventional channels; [3] to
appeal to a loyal client base of environmentally- and socially-conscious females
who are seeking a calm, honest, thrilling and entertaining shopping; [4] to have
committed and emotionally bonded employees; and [5] to sustain high public
profile by actively campaigning on a variety of environmental and social
concerns.
In keeping with the activist tradition, The Body Shop’s marketing is still closely linked
to their causes today. For example, they started the Forever Against Animal
Testing21 campaign with the ultimate aim of banning animal testing in the beauty
industry worldwide.1

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 PART 2
WORKING WITH THE CASE

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MODULE 1: Perspective on how ideas are
developed
TASK PROMPT
Apply the discovery and creation approaches to the development of the
product. For example, what was the initial trigger for creating the product? A
change in the external environment, the actions of an entrepreneur or a
combination of both? What actions did the entrepreneurs take to create a
market for their product?

RESPONSE
The action of the entrepreneur was the dominant approach in the creation of The
Body Shop. Anita Roddick carved an entirely new market segment by focusing
on social and environmental causes, thereby positioning themselves as a socially
conscious brand. By working closely with their suppliers and consumers she was
able to procure the necessary ingredients required to meet the needs of the
consumers. The Body Shop was created by Anita Roddick because of the need
to fend for herself and her daughters while her husband was on his voyage in
South America. Her knowledge and experience while observing health and body
care practices, in the many countries she visited while traveling around the world,
went into the formulation of the nature-based products.

MODULE 2: Types of innovation

TASK PROMPT
Based on the different typologies of innovation introduced in the Module, what
type of innovation was the product? Explain your selection.

RESPONSE
In identifying the type of innovation that The Body Shop exemplified, we will use
the different classifications discussed in the module.

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First, using to Schumpeter’s types of innovations The Body Shop clearly fits with all
five types:
• The introduction of nature-based cosmetic products was novel in the
beauty industry at the time.
• By using nature-based raw materials, new ways of producing cosmetics
were developed.
• Their novel approach and products resulted in the creation of an
unidentified environmentally and socially conscious segment of the beauty
market.
• Supply source innovation illustrated by the partnerships formed with local
communities, from countries such as Ghana and India, to source natural
ingredients for creating cosmetic products.
• The Body Shop was able to disrupt the beauty industry by positioning itself
as an ethical beauty company with a strong stance on social and
environmental causes such as no animal testing, using jojoba oil as a
substitute for whale oil, and starting the Community Fair Trade to name a
few.
Second, applying Tidd, Bessant and Pavitt’s classification of innovation, I would
submit that The Body Shop displayed dominant traits of radical innovation,
particularly of the competence-destroying kind. Completely new components,
i.e. raw materials which were not initially used in the beauty industry, were
introduced by The Body Shop to create nature-based beauty products targeted
at an untapped segment of the beauty market. The ultimate outcome was a
change in the consumption pattern in the market and the creation of new market
segments.
I was tempted to identify The Body Shop as an architectural innovation, however
they did not use a different combination of already used components in the
beauty industry. Rather, they made use of raw materials which were hitherto not
used by the beauty industry juggernauts – which is more attuned with radical
innovation, and slightly different from the architectural innovation approach.

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MODULE 3: Uncertainty and decision making
TASK PROMPT
What strategies did the entrepreneurs use for managing uncertainty? For
example, did they adopt a lean approach, try multiple different strategies, or
bring on stakeholders?

RESPONSE
Although The Lean Startup approach was neither coined nor developed until
2011,22 it is evident that the principles outlined by the concept were applied in
managing uncertainty surrounding The Body Shop right from its founding in 1976.
Anita set up only one shop, and only started expanding after the outstanding
success of the “pilot”. Furthermore she reduced costs by using recyclable
containers, low-cost packaging, and no marketing (this enabled unfiltered
feedback, as a reliable indicator of great product performance in the market is
word of mouth). In adopting this approach, she was able to obtain quick and
direct feedback from customers (as well as suppliers) in order to better
understand their needs and also to validate and refine her business. Invariably
This has elements of effectuation written all over it, as Anita started with the
resources available to her (e.g. a host of natural ingredients that were not used in
the beauty industry at the time, refillable containers, etc.) and launched the
business without knowing that success was a certainty. She was eventually able
to rely on feedback to confirm her assumptions and double down on the
innovation.
She was also able to leverage strategic partnerships and form alliances on both
the supplier side and the distributor channels. For example, programs such as The
Community Fair Trade have allowed The Body Shop to develop long-term trade
partnerships with suppliers across the world, who provide ethical high-quality
ingredients from and raw materials.

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MODULE 4: Discovery strategies
TASK PROMPT
To what extent did the entrepreneurs use the principles of assumption testing,
experimentation and learning in the development of their product? Please
discuss.
RESPONSE
The principles of assumption testing, experimentation and learning were
thoroughly implemented all throughout the development of The Body Shop.
To illustrate, I’ll start with a critical assumption of theirs, which was: “There are
environmentally conscious customers who were interested in purchasing beauty
products made from ethically sourced materials”. In order to test this assumption,
the beauty products were manufactured from naturally occurring raw materials,
packaged in low-cost refillable containers, and sold from only one outlet in the
beginning. There was no marketing involved, hence the outcome of the ‘test’ was
guaranteed not to be skewed by popular opinion. Next, the results were
measured in terms of value captured and value created. The customers paid for
the products, they also were willing to return their bottles for refilling, and sales
continued to grow despite a zero marketing budget. These positive results
confirmed Anita was onto something of immense value and motivated her to
open a second shop a year after starting the business. Learning from these
experiences, The Body Shop went on to set up successful franchises all across the
world.
This is how The Body Shop progressed from an idea on ethically sourced beauty
products in 1976, to a highly profitable business within a few months, then to
opening another shop a year later, and finally to expanding beyond the shores
of England. They demonstrated masterful application of frameworks outlined in
methods such as real options reasoning and discovery planning.

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MODULE 5: Knowledge and resources
TASK PROMPT
How did the entrepreneurs draw on their human capital and resources when
creating the product?

RESPONSE
As described in this module, the unique knowledge and experiences of individuals
help in the discovery of unique opportunities. This is equally applicable in the case
of The Body Shop. A few of Anita’s unique knowledge, experiences, and
motivations are given below:
• Anita had gathered extensive knowledge on the development of nature-
based beauty products her travels across the world.
• The scholarship she received from Israel gave her a different perspective
on how institutions can create social good.
• She had experience about the service industry while helping her mother run
her café.4 Anita’s mom also happened to recycle the bottles used in the
café.
• Anita possessed a strong desire to solve for social and environmental issues.
• She had also established relationships with suppliers of the raw materials
from around the world.
These experiences equipped Anita with a unique outlook and informed her
business decisions. She leveraged her unique skillset, relationships, and access to
source for ethical materials, manufacture and package the nature-based beauty
products, sell the products, and create a platform for environmental and social
change.

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MODULE 6: Innovation and evaluation
selection
TASK PROMPT
How did the organization address desirability, feasibility and viability when
managing the development of this product?

RESPONSE
The Body Shop exploited the opportunity the market presented. From the outset,
The Body Shop offered cheaper and ethical products, which were also functional.
The combination of these features made their products highly desirable to the
consumers.
The technical requirements were also well aligned with their strengths and values.
Anita also formed partnership to strengthen the more technical side of the
business. A good example was when she partnered with Mark Constantine, who
had deep expertise on natural hair care products.3, 23 Considering the depth of
experience and knowledge within the company, The Body Shop was well suited
to execute the business from the feasibility standpoint.
As regards to the viability, the business was initially run at very low production
costs, depicted by the cheap packaging and recyclable bottles, to meet the
budget of the company. The version of the products back in the 1970s can be
thought of as the Minimum Viable Product (MVP) i.e. a version of newly
developed product or service with just enough properties to be usable by early
customers who then go on to provide valuable feedback for further product
improvement.22 The sales performance and return on investment from the first
year alone adequately showed that the business was indeed viable. More so,
there was perfect alignment between the ethically sourced products and the
social and environmental position of the company. This further helped to bolster
the performance of The Body Shop.

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MODULE 7: Protecting intellectual property
TASK PROMPT
What forms of IP protection were utilised by the entrepreneurs? Did they consider
different forms of protection at different points during development?

RESPONSE
The Body Shop did utilize patents in protecting their intellectual property. Some
inventions patented by The Body Shop are shown in the table below: 24-27
Table 1. Some patents filed by the body shop.

Date filed Pub. # Title

24 Aug. 1994 GB2293545 A multiple-use cosmetics device
12 Jul. 1994 US5935916A Method for the manufacture of a cleansing
product
9 Jun. 1995 AU6009996A Liquid dispensing apparatus
26 Sep. 1995 AU700759B2 Cleaning apparatus
30 Oct. 1995 CA2148030A1 Produit exfoliant
1 Mar. 1996 AU4838896A Disposable container for cosmetics
17 Oct. 1996 US5801134A Cleansing product
7 Jan. 1997 GB2321644B Cosmetic composition for the treatment of the
hair and/or the body
18 Jul. 1997 GB2327349A Fragrance vaporising device

A registered trademark was also used to protect the brand name and usage.28
Although the original assignees was not Anita Roddick, she eventually bought the
rights to use the business name in 1987.13

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MODULE 8: Commercialization feasibility
TASK PROMPT
Consider and apply NASA’s technology readiness levels to the development
process of the product you are building your case on. Are there clear milestones
where the product advanced through a TRL?

RESPONSE
There certainly were milestones where The Body Shop advanced through the
different stages of NASA’s technology readiness levels (TRL) framework. Applying
the TRL to The Body Shop’s product development timeline would appear as
shown below.

Figure 4. Identifying TRLs in The Body Shop.

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MODULE 9: Motivation, commitment and
resilience
TASK PROMPT
Where could future technological disruptions come from and how could the
entrepreneur develop second or third generation products to maintain
competitiveness in the face of these potential threats? Based on your
understanding of the organization and product you have been researching, what
do you think success means to them now and into the future.

RESPONSE
The Body Shop did lose a bit of focus, perhaps due to complacence arising from
the resounding success it enjoyed. However, their recent merger with Natura &
Co as well as their B Corp certification suggest that they have rediscovered their
socially-conscious roots. If this is the case, then I expect that there would be new
and exciting releases into their product line. The alignment of the company’s
goals with their actions is what led The Body Shop to great success in the past,
and seems to be the formula for continued success in the future.
Success to The Body Shop would be the using trade as a platform to champion
for and realize a society where human rights is respected, animal protection is
adhered to, the environment is well looked after, and other social issues are
properly addressed.

ACKNWOLEDGEMENTS
The templates used for Figure 3 and Figure 4 were designed by Freepik. This case
study was conducted in fulfillment of the requirements for the completion of UQx
CORPINN2x: Idea Development: Create and Implement Innovative Ideas by
University of Queensland on edX. The course was completed on 2nd December
2020.

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dame-anita-roddick-remembered-40-years-after-it-opened-in-
brighton/#gallery2, (accessed 22nd November 2020).
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Companies Do Business,
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(accessed 19th November 2020).
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