Executive summary The purpose of this report was to compare the strategies of two retailers with a UK presence ( Lidl and Iceland ) that compete in the same sector of the UK retail-market, to evaluate the extent of these strategies’ circumstantial appropriateness, and to assess the effectiveness of their practical implementation. The findings, obtained during the course of conducting this report’s consequential phases, suggest that, as of today, there are many discursive prerequisites for British retailers to consider adjusting their marketing strategies to be fully consistent with specifically the ‘low pricing’ method of attracting potential buyers. The report’s conclusions reconfirm the validity of the initially proposed thesis and provide readers with a preliminary insight into what will account for the essence of future-dynamics in the British retail – market. Introduction One of the foremost aspects of a modern living in Britain is the fact that, as time goes on, more and more citizens decide in favor of shopping at supermarkets, associated with the names of world-known wholesale retailers. The reason for this is apparent – even though that the retailers’ marketing practices do come under much of a criticism, due to what is believed accounted for these practices’ counterproductive effects on the communal integrity of British cities, the availability of supermarkets does serve the people’s shopping agenda rather effectively. As Randall and Seth (2011, p. 168) noted, “Shoppers have voted with their feet – or rather their cars – patronizing the supermarkets and superstores at the expense of other outlets. The vast, gleaming superstores – open seven days a week, some 24 hours a day – are the clearest possible evidence that consumers are getting what they want”. Thus, there can very few doubts as to the dialectically predetermined objectiveness of the phenomenon of retail-chains continuing to expand. Nevertheless, as of today, there remain a number of discursive issues, concerned with the superstores’ continual functioning, which must be taken into consideration by both: ordinary citizens, who strive to gain a better understanding of the phenomenon in question, and economists/managers, who aspire to increase the extent of their professional adequacy. In my report, I will aim to explore the validity of this suggestion at length, while conducting an analysis of the specifics of marketing strategies/operative philosophy, on the part of two large retailers that currently operate in the UK – namely, Iceland Frozen Foods and Lidl Stiftung & Co . The retailers’ retail strategy in the light of its competitive environment Ever since the time of Lidl’s entrance into the British retail-market, this German retailer never ceased taking advantage of its ability to provide British consumers with truly competitive (and often unbeatable) prices. This, of course, allows us to identify Lidl, as a retailer that relies specifically upon the deployment of a low pricing strategy , as the foremost mean of maintaining its competitive edge (Bridges, Melewar & Otubanjo 2007). Partially, the Lidl’s choice in favor of this particular retail-strategy can be explained by the specifics of the UK ‘oversaturated’ retail-market, which makes it quite impossible for new market-entr