The Success That Tim Horton Has Recorded in the UAE - Case Study Example

Marketing Management: Tim Hortons Coffee Shop, United Arab Emirates Student’s Name Institutional Affiliation Course Name Date of Submission Executive Summary TIM HORTONS is a Canadian multinational coffee and donuts shop founded in Hamilton, Ontario in 1964 by Tim Horton and partner Jim Charade. Has since grown to become the largest quick service restaurant in Canada and has expanded to become a global brand operating about 4,500 restaurant chain in more than nine countries. The United Arab Emirates is one of the markets, where Tim Hortons has registered good performance even at the face of fierce competition. This report has demonstrated that the operations of Tim Hortons in the UAE are affected by external environmental factors as explained using PESTEL tool. However, the restaurant has responded effectively to the macro environmental factors and this explains the reasons for its success in the UAE. Young’s Blue Ocean Strategy analysis also shows that Tim Horton has been innovative as it has come up with innovative products that have differentiated itself from competitors, thus enabling it avoid the Red Ocean. Additionally, the report shows that the restaurant has effectively segmented, targeted and positioned itself in the restaurant industry in addition to successfully implementing its 4ps. However, Tim Horton should consider reviewing its pricing strategy, increase its retail chains, as well as include celebrity endorsements in promoting its products in the UAE. Table of Contents Executive Summary 2 Table of Contents 3 1.0 Introduction 4 2.0 PESTEL Analysis 4 2.1 Political 5 2.2 Economic Factor 5 2.3 Social Factors 6 2.4 Technological Factors 6 2.5 Environmental Factors 7 2.6 Legal Factors 7 3.0 Young’s Blue Ocean Strategy (BOS) 7 4.0 Segmentation, Targeting and Positioning (STP) 8 5.0 Marketing Mix 9 5.1 Product 9 5.2 Price 10 5.3 Place 10 5.4 Promotion 11 6.0 How the Company Understands its Consumers 13 7.0 Conclusion and Recommendations 14 8.0 References 15 Buist, R 2003, Tales from under the rim: The marketing of Tim Hortons. Goose Lane Editions, Toronto, ON. 15 Clouds 2016, Latest social media statistics in the UAE for 2016, viewed 29 December 2016 15 9.0 Appendix 17 1.0 Introduction TIM HORTONS is a Canadian multinational coffee and donuts shop founded in Hamilton, Ontario in 1964 by Tim Horton and partner Jim Charade (Hunter 2012, p. 1). In the past five decades of its existence, Hortons has grown to become a global brand operating in nine countries across the globe, including the United states, the United Kingdom, United Arab Emirates and Brazil just to name but a few. In the third quarter of 2016, Hortons became Canada’s largest quick service store receiving the highest number of coffee and donuts lovers in Canada (Lamb 2012, p. 3). The restaurant currently operates at about 4,500 stores in Canada and globally. Despite the strong competition that Hortons faces in the restaurant industry from some of the established brands, such as Starbucks, McDonald’s, Dominion and burger King among others, Hortons has maintained good performance since it was founded, registering back to back growth (Quinlan 2009, p. 3). In 2015, the restaurant generated revenue totaling US$4.0522 billion and net income of US$511.7 million (McKenzie 2015). The more than five decades of Hortons’ success is attributed to the effective marketing management that has helped draw a large number of customers to its brand in the face of competition. Horton’s coffee and donuts is loved mainly because of quality and fair pricing that keeps customers coming back to the shop (Hunter 2012, p. 5). This report assesses the marketing management of Hortons with a focus on the United Arab Emirates (UAE). The report begins by analyzing the macro environmental factors that affect the operations of Hortons in the UAE using PETELE model. The report proceeds to assess the segmentation, targeting and positioning (STP) of the restaurant. The third part of the report involves using Young’s Blue Ocean Strategy (BOS) to analyze how innovative Hortons are in the market. The fourth part of the essay analyses the marketing mix of the restaurant. Lastly, the essay will assess the efforts made by Hortons to understand its customers in light of cultural, social and personal factors. 2.0 PESTEL Analysis PESTEL is a strategic analysis tool that helps businesses understands the external factors that affect their operations. External factors are those factors that affect the operations of a company, but for which the management has little or no control over. The PESTEL model analyses the external environment by looking at the political, economic, social, technology, environment and legal factors (figure 1) and how they affect business environment. Figure 1 PESTEL Model 2.1 Political The political environment of the UAE affects the operations of Hortons in a big way. The political factors that affect the restaurants include the laws and regulations, as well as the political issues in the country. Analysis of the UAE indicates that the country enjoys political stability as the country has a stable government and this provides a favorable business environment for the restaurant. Although UAE has had issues with Iran, the country has not experienced any major political issue that could pose a threat to Hortons (Noack 2009, p. 174). The UAE also provides a favorable tariff of just 5 percent that is quite lower than what would otherwise be charged under international trade regulations and this provides a favorable political environment for Hortons (IBP, Inc 2014, p. 191) Additionally, the UAE has not enacted a low that sets the minimum wages for employees and this creates room for Horton to pay less, which can enable the company to reduce its costs. However, the restaurant faces the challenge of having to deal with each of the Emirate government, which has their own institutions with different agencies and departments (Terterov 2006, p. 52). Besides, high corruption in the government agencies is an issue of concern that is also likely to affect Hortons' business in this Middle East country. 2.2 Economic Factor The economic status of the UAE has a big effect on the performance of Hortons. The economy of the UAE is among the fastest growing in the world. The economy of the country has grown significantly in the past decades and this has made it suitable business destination for Hortons. Currently, the UAE’s GDP per capita stands at $599.8 billion while the GDP growth rate stands at 3.6% in 2025 and is expected to continue registering a positive growth of about 4% in 2016 and 2017 (Heritage 2016). The growth of the economy implies increased purchasing power of the UAE population that stands at about 9.3 million, according to the latest census report. The favorable economic environment is also demonstrated by the low inflation rate that stands at about 2.3% (Heritage 2016). Additionally, the UAE is among the countries with the least unemployment rate which stands at 3.6% as at 2015 and is expected to reduce in the coming years (Heritage 2016). The low unemployment rates means the majority of UAE citizens have enough income to spend on Horton coffee and donuts. However, any economic recession in the Middle East region could affect the performance of Hortons through reduced purchasing power of the population. 2.3 Social Factors Socio-cultural factors have a huge impact on the activities of Hortons in the UAE. The UAE is a highly cultural country with the majority being Muslims. In Islam, women value privacy and some Muslim families do not allow their daughters to eat in mixed restaurants, such as Hortons and this affects the customer numbers of the company in the UAE. Because the UAE is a Muslim country, Hortons might be forced to sell Halal food besides its core products. Despite the socio-cultural challenges the high population growth in the UAE that currently stands at about 9.3 million people provides opportunity for growth of Hortons’ business (IBP, Inc 2014, p. 189). Additionally, the fact that the majority of the UAE people now prefer to eat in restaurants that at home because of their busy schedules provides business growth opportunity for Hortons (Terterov 2006, p. 59). 2.4 Technological Factors Technology has an impact on businesses and the same applies to Horton, which activities are affected by technological developments. The development of computers and smart cashiers are major technological developments that have helped Hortons to serve its customers quickly as well as enhancing the efficiency of business operations, such as transaction processing (McKenzie 2015). The business of Horton is also affected by the new communication tools, such as the Internet that provides Hortons with the opportunity to improve service delivery to the customers (Lamb 2012, p. 3). Hortons currently provide free internet services with the help of Wi-Fi technology in all its stores. Additionally, the Internet proliferation has seen most businesses including restaurants adopt online retailing system. 2.5 Environmental Factors UAE is a hot and dry country most part of the year and this affects the business activities that a company conducts. Accordingly, the fact that the UAE is a hot country, this implies that coffee might not sell well during the day when it is too hot. This implies that Hortons’ coffee business might only do well during evening and night hours (Terterov 2006, p. 6). Additionally, the hotness of the country implies that Hortons might be forced to invest in air conditioning in all its restaurants in order to attract customers to its stores. Additionally, like the majority of countries, the UAE is a signatory to the international environmental laws, such as the Kyoto Protocol and the Copenhagen Agreement and this has resulted in the country enacting environmental laws that seek to combat pollution, which affects the business activities of Hortons (IBP, Inc 2014, p. 196). 2.6 Legal Factors The activities of Hortons in the UAE are affected by a number of laws that have been enacted by the UAE government that includes taxation laws, food laws, and environment laws among others (Noack 2009, p. 177). 3.0 Young’s Blue Ocean Strategy (BOS) The Blue Ocean Strategy (BOS) is a business strategic analysis tool developed by W. Chan Kim and Renee Mauborgne (Kim & Mauborgne 2013, p. 2). The BOS is about creating a market space where none existed and making competition irrelevant. The BOS also involves a business pursuing low-cost and differentiation. The BOS provides a systematic method and process that allows pursuit of innovation by the firm in a market (Kim & Mauborgne 2013, p. 2). In summary, the BOS involves creating uncontested market space, making competition irrelevant, creating and capturing new demand, as well as pursuing differentiation and low cost. As part of its differentiation strategy that aims to make competition irrelevant, Hortons has been very innovative in the recent times. The company has come up with a variety of innovative products that sets it apart from its rivals in the market. One such innovative product is the introduction of the Creamy chocolate chill, which is a caffeine-free frozen drink (CBC News 2014). The Chill has been one of its kinds and has helped attract many customers in need of cold beverages in its restaurant. Hortons’ innovativeness also became clear when the restaurant introduced coffee-flavored beer (CBC News 2014). This was a unique product in the market that allows it to enter into the Blue Ocean and helping it make competition irrelevant considering that it became the first coffee house to introduce this new concept. Additionally, the restaurant has introduced a darker blend of roast coffee at its restaurants as part of its strategy to differentiate from its rivals in the market (Brownell 2014). Moreover, to make payment easy and secure to customers, the restaurant recently launched its mobile payment system TimmyMe that is available on iOS app, Android and Blackberry 10 (Tim Hortons 2014). This implies that customers of the restaurant are now able to store their Tim Hortons card in their mobile phones, which allows them to make quick and easy payments. The TimmyMe app is available for free on all app stores (Tim Hortons 2014). Accordingly, this innovative product has enabled Horton restaurant move away from the Red Ocean that is characterized by competition and business as usual by using the innovative products to tap into a new market that has remained largely untapped. 4.0 Segmentation, Targeting and Positioning (STP) Segmentation is an important marketing activity for any company. Segmentation involves dividing a market into groups with similar characteristics and needs (Dibb & Simkin 1996, p. 4). Segmentation is important because it helps a company identify the market for its products, which in turn results in the development of products that suits the needs of each market segment (Moore & Pareek 2006, p. 62). Tim Hortons uses a variety of bases to segment its market, which include demographic, geographic, psychographic and behavioral segmentations. Demographically, Tim Hortons targets everyone, including men, women, children, teens, young adults, adults and seniors. The restaurant has cookies, drinks, donuts and other baked products for children (Buist 2003, p. 67). The company also has sugary products and caffeine that include coffee, sandwiches, ice Capps, meals and smoothies for teens and young adults (Lamb 2012, p. 3). The same applies to adults and seniors that are targeted by meals, coffee and atmosphere. Additionally, demographically Tim Hortons target middle and upper income group of consumers, as well as business professionals. Geographically, Tim Hortons’ products are targeted at people living in urban areas, such as Dubai, Abu Dhabi and Sharja, where most of its restaurant stores are situated (RoundMenu 2016). Large cities are a suitable target for the company because they host the majority of its target customers, such as business professionals and people within the middle and upper income group. On psychographic segmentation, Tim Hortons is targeting people who are faithful coffee drinkers all day long and not just in the morning (Hunter 2012, p. 11). Because of this, the restaurant always spices up their menus after breakfast to keep clientele visiting the restaurant all day long. Behaviorally, Tim Hortons products are targeted at people who look at class and are interested in associated with high status by eating and drinking in a state-of-the-art environment (McKenzie 2015). Positioning is another critical marketing strategy that a company must craft carefully to win customers. Positioning entails how a company wants to be remembered by targeted customers. Tim Hortons has positioned itself in the market affordable restaurant serving delicious meals at amazing value (Hunter 2012, p. 8). 5.0 Marketing Mix 5.1 Product Product is one of the most critical marketing mix elements that a firm must take into account when developing its marketing plan. Product denotes the good or service that a company offers to its customers. According to Richter (2012, p. 42), quality is a critical factor that customers consider when making purchasing decisions. Because of this, Lamb et al. (2008, p. 95) suggests that a company needs to ensure that the product offered in a market meets the quality standards that consumers look for in order to win a market. In line with this, Tim Hortons’ success in the restaurant industry is attributed to its committed to the provision of quality products. The restaurant is committed to satisfying the changing tastes and preferences of its customers through product innovation. Hortons understands that as consumer tastes and preferences changes, so do the choices (Lamb 2012, p. 4). For this reason, Hortons provides customers with a variety of menus to ensure that the diverse needs of customers are met. The menus of the restaurant include coffee, sandwiches, baked products, wraps, breakfast items, specialty beverages, healthier options, chili and donuts (RoundMenu 2016). Other product categories include steeped tea, flavored coffee, pastries and home-made soups. Tim Hortons’ core product offering is coffee. To beat its competitors, Hortons ensures that its coffee is always served fresh. The restaurant ensures that its coffee is served fresh by serving its coffee within twenty minutes after preparation; otherwise it is not served at all. Besides, Horton coffee comes in three different sizes namely small, medium and large, which ensures that the diverse needs of customers is met (Quinlan 2009, p. 13). Moreover, Tim Horton has gone to the extent of making some of its products available in cans, such as flavored cappuccinos and hot chocolate and this allows customers to be able to enjoy the great taste of Hortons even at the comfort of their homes. 5.2 Price Price is an important marketing mix element that has an influence on the consumer buying decision. Price denotes how much the customer is willing to pay for a product or service (Lamb et al. 2008, p. 101). Richter (2012, p. 54) argues that before setting the price for a product, it is important for a company to conduct market research to understand the prices that the target market is willing to pay. Tim Horton understands that the prices of its products influence consumer purchasing decision. Analysis of the company indicates that the Horton adopts competitive pricing strategy. In particular, the restaurant charges relatively lower prices compared to its competitors. Hortons prices its products relatively low to attract a large number of low-income and price conscious customers who happen to be its main target customers. Comparatively, Hortons prices are about 2-4% lower than Starbucks. For instance, whereas Hortons’ medium coffee sells at $1.17-$1.22, Starbucks medium coffee sells at $1.96 while its large cookie sells at $0.89 while that of Starbucks sell at $1.25 (Hunter 2012, p. 21). The low prices charged by Hortons has made the restaurant attract a large number of UAE customers, the majority of whom are price conscious and are not willing to pay more. Although the prices are lower compared to competitors, they are competitive enough to allow Horton to make enough profits from the sales. 5.3 Place Place is a marketing mix element denoting how a company makes its product available to customers. According to Bowman and Gatignon (2010, p. 18), a company that hopes to succeed in a market must ensure that the products are easily accessible to customers. This implies that customers must be able to get the product easily without having to travel long distances or spent a lot of money in order to reach the nearest store, where to buy the product. Tim Horton operates several own stores in the UAE, where customers can easily get its products. Its stores found along busy streets in major cities, such as Dubai, Abu Dhabi, and Sharja. So far, Horton operates more than 48 restaurants in Gulf Cooperation Council with more than half of these stores found in the UAE (RoundMenu 2016). Apart from the city’s streets, Hortons has also opened a number of restaurants in airports and universities. Additionally, Tim Hortons' products can also be bought online from its official website, (http://www.timhortons.com). The online platform allows customers to buy Tim Hortons’ products from the comfort of their homes or offices and have them delivered within 48 hours after the order depending on the distance and location of the customer (Lamb 2012, p. 4). However, the customer sometimes has to bear the cost of transport that depends on the distance and region where the customer is located. 5.4 Promotion In order for a company to sell its products, it must begin by creating awareness of the existence of its products or services in the first place and this requires promotion. Promotion is a marketing mix element that describes creating awareness of the products to the targeted audience and persuading them to buy the products (Bowman & Gatignon 2010, p. 6). Richter (2012, p. 67) argues that effective promotion is a key differentiating factor between firms in a market and that any firm that operates in a competitive environment needs to ensure that products and services are effectively promoted to draw the attention of customers to the brand. Tim Horton is an example of a company that understands that for it to succeed in the Middle East market; it must promote its brand. Accordingly, the restaurant has been using a variety of channels to promote its products. First, Tim Horton has relied heavily on events as a means of promoting its products in the UAE. The company has participated in many events in the UAE and the Middle East region to help create awareness of its products to the targeted customers in the region. Such events include Dubai Food Festival, IGCF, Taste of Dubai, DSES Bazaa, and Clay Shooting competition (Lamb 2012, p. 5). Tim Hortons also promotes its products in the UAE using outdoor promotional means that include banners, lampposts, and hoarding. Since Tim Horton set foot in the UAE, it has erected several banners and billboards along the major highways and streets in Dubai, Abu Dhabi and Sharja that promotes its products. For instance, Tim Horton has erected a billboard along Sheikh Zayed Road towards Dubai (figure 2), promoting its products to travelers. Figure 2: Tim Hortons’ Billboard ad along Sheikh Zayed, Dubai Tim Horton has also been committed to the use of media channels as a means of promoting its products in the Middle East region. The restaurant has invested heavily on television commercials as a means of promoting its products to the audience. One such is a TV commercial featuring a woman who assists her parents find a coffee cup etched with memories. These commercials are aired in a number of Middle East television channels that include Aljazeera and Beinz. The restaurant has also been advertising its products in the lifestyle magazines, as well as popular Middle East newspapers, such as the GulfNews, which has the largest readership in the Gulf region and this has helped bring awareness of Tim Hortons’ products to a large audience in the UAE and the Middle East at large (RoundMenu 2016). Like most companies, Tim Hortons is also exploiting the power of the social media, which it uses as it marketing communication tool. According to recent statistics, approximately 96% of UAE’s population now have direct access to the Internet and are among the world’s largest consumers of social media (Clouds 2016). Presently, more than 50% of UAE population is actively involved in social media. Facebook commands the largest share with about 46% of the 9.3 million people using it in the UAE (Clouds 2016). It is followed by Twitter at 30% while Instagram, WhatsApp, YouTube, LinkedIn and Skype are also widely used by the UAE population. Because of this, Tim Hortons has invested in social media and currently used a number of social media platforms to promote its products. These include Facebook (www.facebook.com/TimHortonsGCC ) as shown in figure 3. Figure 3: Tim Hortons’ Facebook Page Source: Facebook (2016) In addition to Facebook, Tim Hortons promotes its products on other social media platforms that include twitter and Instagram (TimHortonsGCC), as well as YouTube. Other promotional channels used by Tim Hortons include coupons, contests (Rrroll up the rim to win!), samples, and premium means. 6.0 How the Company Understands its Consumers The success of a company begins with understanding the customer. Because customer is king, a company must ensure that the needs, preferences, tastes and values of the customer is understood and factored in when developing a product or delivering a service. Socio-culture is among the factors that greatly affect consumer buying decisions. As such, for multinational firms operating in foreign countries like Tim Horton, it is important for them to understand the socio-cultural issues in a country to ensure that customers are served with products that meets their needs, tastes and preferences (Quinlan 2009, p. 31). Therefore, to ensure that UAE customers are served best, Tim Hortons began by conducting marketing research by sending expatriates to UAE. The work of the expatriates was to understand the nature of the market and the cultural issues that it needed to take into consideration, such as the type of meals that UAE people love and those that are culturally prohibited (Lamb 2012, p. 6). The company also ensured that the special issues, such as cultural issues related to gathering and eating in restaurants are understood before moving to the UAE considering that Canada and the UAE are culturally far from each other in terms of Hofstede’s cultural dimensions (Yaqoob 2011). Based on the understanding of the socio-cultural issues of the UAE, Tim Horton has since adopted an ethnocentric approach that involves thinking global but acting locally by developing products that suits the local culture. Additionally, Tim Horton attempts to understand its customers by seeking their feedback through phone calls, social media interactions and through field surveys. 7.0 Conclusion and Recommendations Tim Horton is the largest quick service restaurant in Canada today. The success of Tim Horton has extended to the global market, especially the UAE, where the restaurant currently holds a significant market share, despite the strong competition. As indicated in the macro environmental analysis, the UAE provides a favorable environment for Tim Horton in terms of political, economic, social, technology and legal. Additionally, the restaurant has been very innovative as it has come up with a number of unique products that helps differentiate it from competitors as demonstrated by Young’s Blue Ocean Strategy. Despite the success that Tim Horton has recorded in the UAE, there are various recommendations as regards its marketing strategies going forward. First, Tim Hortons should consider reviewing its pricing strategy to ensure success. Considering that the restaurant targets middle and upper-income group, Tim Horton should consider adopting premium pricing that commensurate with the quality of its products. Charging lower prices than competitors might make customers perceive its products to be of low quality that might result in loss of customers. Second, Tim Horton should consider increasing the number of retail stores to more towns and cities in the UAE to make the products easily accessible to customers, including those in small towns as most stores are concentrated in major cities, such as Dubai, Sharja and Abu Dhabi. Additionally, Tim Horton should consider improving its promotional efforts by focusing more on celebrity endorsements in the UAE as this would help enhance the brand awareness and following by the UAE population. 8.0 References Bowman, D., & Gatignon, H 2010, Market response and marketing mix models: Trends and research opportunities. Now Publishers Inc, New York, NY. Brownell, C 2014, Tim Hortons steps out of its coffee comfort zone with new dark roast. Financial Post 14 August, viewed 29 December 2016 http://business.financialpost.com/news/retail-marketing/tim-hortons-steps-out-of-its-coffee-comfort-zone-with-new-dark-roast Buist, R 2003, Tales from under the rim: The marketing of Tim Hortons. Goose Lane Editions, Toronto, ON. Clouds 2016, Latest social media statistics in the UAE for 2016, viewed 29 December 2016 http://uae.cloudsonline.net/blog/latest-social-media-statistics-in-the-uae-for-2016 CBC News 2014, Tim Hortons concept store: coffee-flavoured beer, digital menus, viewed 29 December 2016 http://www.cbc.ca/news/canada/toronto/tim-hortons-concept-store-coffee-flavoured-beer-digital-menus-1.2709580 Dibb, S., & Simkin, L 1996, The market segmentation workbook: target marketing for marketing managers. Cengage Learning EMEA, Mason, OH. Facebook 2016, Tim Hortons, viewed 29 December 2016 https://www.facebook.com/TimHortons/?brand_redir=135986209841971 Heritage 2016, 2016 Index of economic freedom: United Arab Emirates, viewed 29 December 2016 http://www.heritage.org/index/country/unitedarabemirates Hunter, D 2012, Double double: How Tim Hortons became a Canadian way of life, one cup at a time. HarperCollins Canada, Hamilton. IBP, Inc 2014, UAE: How to invest, start and run profitable business in the UAE guide - practical information, opportunities, contacts. Int'l Business Publications, London. Kim, W. C., & Mauborgne, R 2013, Blue Ocean strategy: How to create uncontested market space and make the competition irrelevant. Harvard Business Review Press, Harvard. Lamb, C. W 2012, Marketing. Cengage Learning, Oxford. Lamb, C. W., Hair, J. F., & McDaniel, C 2008, Essentials of marketing. Cengage Learning, London. McKenzie, M 2015, Tim Hortons chief says Middle East success a recipe for international expansion, viewed 29 December 2016 http://www.thenational.ae/business/retail/tim-hortons-chief-says-middle-east-success-a-recipe-for-international-expansion Moore, K., & Pareek, N 2006, Marketing: The basics. Taylor & Francis, Oxford. Noack, S 2009, Business guide: Doing business in Dubai & the United Arab Emirates. BoD – Books on Demand, London. Quinlan, D 2009, Tim Horton: From Stanley cups to coffee cups. Fitzhenry & Whiteside, Limited, Chicago, IL. Richter, T 2012, International marketing mix management: theoretical framework, contingency factors and empirical findings from world-markets. Logos Verlag Berlin GmbH, Berlin. RoundMenu 2016, Tim Hortons Dubai, viewed 29 December 2016 https://www.roundmenu.com/dubai/tim-hortons-branches Tim Hortons 2014, Tim Hortons launches mobile payments, viewed 29 December 2016 http://www.timhortons.com/ca/en/corporate/news-release.php?id=8239 Terterov, M 2006, Doing business with the United Arab Emirates. GMB Publishing Ltd, New York. Yaqoob, T 2011, Tim Hortons outlet in Dubai mobbed by Canadian expats, viewed 29 December 2016 http://www.thenational.ae/lifestyle/food/tim-hortons-outlet-in-dubai-mobbed-by-canadian-expats 9.0 Appendix Appendix 1 Map of Tim Horton restaurant locations in the UAE Appendix 2 Tim Horton in Dubai Read More