1. An Integrated Marketing Plan for
boLoco in the U.K.
Prepared by
Maria Sosa + Zara Mahmud + Penny Qian
Doris Yeh + Bibi Lin + Mohammad Bokhari
2. Table of Contents
Introduction
Country’s Market Analysis
SWOT Analysis
Market Segmentation
Customer Profile
Positioning
Competitive Analysis
Suggested Locations
A Boston Local Company in the U.K.
Big Idea
Roll-Out Plan
Actions to Launch
Social Media Strategy
Strategy Flowchart
References
01
02
04
06
08
09
10
11
12
13
14
15
17
22
23
3. Introduction
Boloco, the abbreviation for “BOston LOcal COmpany”, is a chain of fast-casual restaurants with 23
units. This company is known for burritos, wraps and salads. Boloco cares about its customers, and
it strives to provide high quality food with unexpected combinations and food inspirations. For Bo-
loco, every ingredient has a purpose and they surprise customers by combining the ingredients with
meaning. Customers of Boloco can fully enjoy the bold and addictive flavors that inspire their palates
with every bite.
Boloco has chosen Cosmo Creative to receive their account. The company wants to expand its stores
internationally, and that is why they chose our advertising agency. Cosmo Creative is a global full
service agency. The team we have at our agency comes from diverse backgrounds, which allows us
to come up with timeless and timely solutions. Our specialties are traditional and non-traditional
marketing: Creative, Media, Strategy, Production, News, Print, and Public Relations. We, at Cosmo
Creative, have thought long and hard about what country would be best suited for Boloco to enter
first. After much consideration, we have settled on the United Kingdom.
01 |
4. Country’s Market Analysis
The United Kingdom (GDP of 2.49 trillion dollars) has the sixth largest economy in the world and
the third largest economy in Europe after Germany and France. With only a few trade barriers, the
U.K. is the entry market into the European Union for many United States exporters and new busi-
nesses. Today, over 7,500 U.S. firms have a presence in the U.K., and it is also the top location in
Europe for American regional headquarters covering Europe, the Middle East, and Africa.
According to data collected by “Doing Business,” starting a business in the United Kingdom only
requires 6 procedures and takes about 12 days. Globally, the United Kingdom stands at 28 in a
ranking of 189 economies on the ease of starting a business, making it a good choice for Boloco
to enter this market next. Additionally, it is important for Boloco to collaborate with relevant local
professionals to study the laws, regulations and publicly available information on business entry in
that economy. Among the challenges Boloco could face are the continuing difficulty of accessing
credit, the relatively low growth in the economy and, despite the advantage of a relatively strong
U.S. dollar, London is one of the world’s most expensive cities to do business in.
According to Hofstede’s cultural dimensions model, the United Kingdom is a very individualistic
and private society. People are taught from an early age to think for themselves and to find out
what their unique purpose is in life is and how they uniquely can contribute to society. Also, Britain
is a masculine society; people are highly success-oriented and driven. It is almost as if they lived
in order to work but since they have low uncertainty avoidance tendencies, this results in planning
that is not detail-oriented and that can change easily as they go along. Mostly, Britians are flexible
to emerging and changing environments and they value what is different, creative and innovative.
The British culture is depicted as an indulgent society meaning people have a willingness to realize
their impulses and desires in regards to enjoying life and having fun.
| 02
5. In order to successfully enter the U.K. market, Boloco should demonstrate a clear proposition value
and its competitive advantages when it comes to price, quality and branding. Likewise, it is import-
ant for Boloco to pay close attention to cultural differences between the U.S. and the U.K. and to
adjust its marketing strategies accordingly. Finally, Boloco should express commitment and long-
term perspective to the market.
International expansion is a key growth strategy for restaurant companies. For example, the Five
Guys company, while having a big and growing market in the U.S, recognizes the opportunity to
go overseas. The U.K. is a good option for Boloco to expand its business. In the U.K., each person
purchases, on average, an impressive number of 12 takeaways per month. In the case of men, that
would be 151 takeaways a year. The biggest fast food consumers would be 25-34 year olds, with
men being the most frequent buyers.
Although American-style Mexican food is a great success in the United States, it seems to have less
of an allure in the U.K., where Mexican food such as salsa, guacamole and tacos are still novel treats.
That is why we think that Boloco will do well in this country - our brand does not simply identify
itself as a Mexican restaurant. It positions itself more as a globally inspired burrito restaurant. Today,
some restaurants are starting to introduce stuffed flour tortillas and stressing the fun and exotic
nature of Mexican food. Britain’s Mexican fast-casual dining market is one of the fastest-growing
segments of the U.K.’s 83.5 billion restaurant industry. Boloco should leverage the fact that they
would be providing the U.K. with a new fast-food-healthy-choice type of restaurant and benefit
from the first mover advantage.
03 |
6. SWOTAnalysis
• Boloco prides itself in high quality food ingredients. The
transparency of sourcing will increase the consumer
confidence within the brand.
• Boloco serves naturally-raised meats and chicken that
are free of added growth hormones and antibiotics.
Their farm animals are all grass-fed.
• It is the first fast-casual chain in the U.S. to earn the
Certified Green status with the Green Restaurant Asso-
ciation in 2007.
• It is popular amongst college students and working pro-
fessionals, which is emphasized by strategic locations
nearby colleges offices.
• Boloco has a large presence on social media websites
and the company actively engages its customers.
• The market of American-style Mexican food in the U.K.
is growing quickly.
• Britians are open-minded to innovation and new things.
• Britians are work-oriented, so a fast and healthier food
restaurant would be very appealing to their lifestyle.
Strengths
Opportunities
| 04
7. • It does not have sufficient marketing efforts, preventing
it from having a higher brand presence.
• The price point for this company’s products is higher in
comparison to its competitors.
• Chipotle, another American-based burrito company,
has opened many stores in the U.K. already
• “Gourmet burritos,” aka American-style Mexican food,
seems to have less of an allure in the U.K. than restau-
rants that celebrate Mexican culture and represent an
authentic Mexican-cuisine experience.
• Some British people don’t know how to eat burritos.
Thus Boloco would have to work on customer educa-
tion.
• Londoners are price-conscious; many diners have a
mental barrier against paying more than £5 for a lunch
item.
Threats
Weakenesses
05 |
8. Marketing Segmentation
Demographic Segmentation: Millennials, young adults, middle-aged people, and families.
Millennials and young adults are responsible for a huge portion of the quick-serve restaurant sales.
On average, this segment visits fast food places the most and spend more of their income on food
than any other generation. Generally speaking, they don’t cook so they eat out more often than
older consumers. They are regularly exposed to many cultural influences, so one of the top things
they look for in a fast casual restaurant is creativity and innovation.
Middle-aged households tend to be middle/upper middle class, with an average income of £20,000
to £40,000. And they look for the optimal balance of health, convenience, and value.
Psychographic Segmentation: Health-conscious people, ethnic food lovers.
Health-conscious people focus on freshness, with products made to order, and prefer not to use
frozen ingredients and microwaves. They value whole-grain and organic foods that are trans-fat and
MSG free. Boloco prides itself in offering both fast and fresh food. Customers are served at counters
with a carefully controlled range of fresh ingredients. This enables customized meals to be cooked
in front of guests. What’s more, Boloco focuses its menu designs and marketing efforts on people
who are trying to maintain a healthy lifestyle or lose weight. While offering delicious meals at a rea-
sonable calorie count, Boloco is able to give hungry dieters a way to indulge their desires for healthy
restaurant cuisine and continued weight loss at the same time.
Boloco’s U.K. target market can be divided to three different segments:
| 06
9. According to the 2011 U.K. Ethnic Food Industry report, the ethnic-ready-meal segment fueled over-
all growth in the ethnic market with a 9% value increase to £454 million over 2010-2011. This means
that every £3 out of £5 is spent on ethnic food. Mexican food is the fastest growing sector of ethnic
cuisines with recorded sales growth of over 54% within the years 2007-2012, as well as an 11% value
increase over 2010-2011. This accounts for 19% of the total market by value (Mintel). All of the above
data indicates that ethnic concepts, or those that feature unusual items and ingredients, have a strong
appeal within the United Kingdom.
Behavioral segmentation: Regulars, lunch break, quick spot
Nowadays, people are less likely to cook daily and more financially able to dine out. That is why fast
casual restaurants are targeting their attention on this group and is becoming popular among them.
As consumers are increasingly interested in higher quality food preparation and taste and healthier
food choices, restaurants offer a great environment to be in along with great food, and superior cus-
tomer service. If all of these qualities are available in one place, then consumers are willing to pay a
higher price for their food experience. Boloco brings real food, real cooking and adds convenience.
The brand has a comprehensive website with a strong emphasis on personality and works on human-
izing the brand, as well as creating something of a cult following. Boloco’s goal is to deliver a global
food experience that can be customized to each consumer’s tastes.
07 |
10. Customer
Profiles
Boloco’s primary target is adults ages 18-55; people who are well educated,
have an active lifestyle, are tech-savvy, image conscious, and middle class.
Jackie is 21 years old. She is a big
fan of outdoor activities. She goes
on road trips, camping, and pic-
nics with her friends. Jackie loves
takeout foods and is used to eat-
ing on the go. Eager to share her
life experiences, she is constantly
engaged in her numerous social
media accounts. She is confident,
connected, and open to change.
Laurance is a 30-year old wom-
an who works in an office en-
vironment. She hopes to have
more spare time to travel and
attend her bakery classes. She
loves cooking and eating and al-
ways has a healthy appetite for
life. Laurence loves hanging out
with her besties in the “the third
place,” and environment outside
of the workplace and home.
The Smiths. Mr. Smith works as a
business consultant in the heart
of London. He is constantly busy
in meetings and solving problems
for people all over the world. He
prefers a quick and healthy meal
during lunch so that he can fo-
cus more on his work. Mrs. Smith
is busy taking her boys to soc-
cer training and organizing the
whole family’s summer vacation.
Mr. and Mrs. Smith try hard to
balance their career and home
lives. Family time is always put in
a high regard, whether it be eat-
ing dinner together or spending
the weekends doing family activ-
ities.
Jackie Laurance The Smith’s
| 08
11. Positioning
We have chosen to position Boloco as a fast casual restaurant. More
specifically, it will take on the market position of trying to “better the
lives and futures of our people” by providing inspired and ridiculously
delicious burritos. It is fast, affordable, and delicious.
Customer Focused: Boloco puts great emphasis on listening to its cus-
tomers. The company is inspired by its customers’ needs, desires and
makes sure that their suggestions are considered for the menu.
Ridiculously Delicious Burritos: Food is what this company does, and it
believes that every ingredient has a purpose in all of the offerings. Bolo-
co is on par with its customers for healthy foods that don’t compromise
taste.
High-tech environmental: Boloco knows how to best integrate new
technology into its customers’ dining experience. It aspires to be fun
and efficient.
09 |
12. Competitive Analysis
Mission Burrito
A burrito restaurant in the U.K. that was created by
Jan & Sharon Rasmussen. The company has a simi-
lar menu to that of Boloco. The company uses local
sources within the United Kingdom for its meats,
including pork, beef, and chicken. They empha-
size that the farms their meats come from achieve
assurance standards in terms of animal welfare,
traceability, environmental impact and hygiene.
Chipotle Mexican Grill
An American-originated burrito chain that was
amongst the first to sell burritos. This company
grew to fame by emphasizing its naturally raised
meat, organic produce, and hormone-free dairy
products. Chipotle is not doing too well in the U.K.,
but that is because people think the brand is too
expensive and not approachable, “Chipotle’s high-
er prices—£6.95 ($10.60) for most offerings—and
industrial decor are actually turning off Londoners.
‘Chipotle is a bit too serious. It’s a harsh environ-
ment and not engaging,’ Stenning says. ‘We know
they have an incredible story about their food, but
you go to the store, and you can’t tell.’
Chilango, Mexican Kitchen
Specializes in Mexican food in
England. This company cele-
brates the Mexican culture within
its stores, which differentiates it
from its competitors.
Tortilla
This company advertises itself
for having real Californian burri-
tos and tacos. The company was
started by a husband and wife
duo, Brandon and Jen, in 2007.
Their brand has won Zagat’s #1
Mexican restaurant in London
award.
Benito’s Hat
Specializes in burritos, tacos, and
margaritas, “The simple menu is
built around burritos and tacos
but now includes antojitos (Mex-
ican tapas), a 10-strong salsa bar,
tres leches cake and a range of
fresh margaritas”
| 10
14. Primarily we are looking to open in areas that are related to the original perspective of Boloco’s policy
in the U.S. In it’s home country, Boloco caters to students and employees who are on the go and ap-
preciate a nice meal at a reasonable price.
The flagship store will be opened in London Business District, “The Central Business District (CBD)
including Canary Wharf is home to many of the capital’s core activities and businesses, including
not just international finance and business, but also world-renowned retail and leisure functions. It
is a business district of global standing employing one and a half million people and is also home to
around 300,000 residents and a celebrated centre for culture, including theatres, museums and cine-
mas” (Greater London Authority, 2008)
We have also come up with other potential locations that Boloco can consider if it is successful at its
flagship store.
Educational based locations
• London - King’s College London campus.
• Manchester - University of Manchester
campus, Oxford Road.
• Cambridge - University of Cambridge.
Business based location
• Liverpool - Saint Johns Shopping Centre.
Suggested Locations
| 11
15. A Boston Local Company in the U.K.A Boston Local Company in the U.K.
Boloco prides itself in being rooted in the New England community. We, at Cosmo Creative, believe
that Boloco’s Boston roots can be used as a differentiating factor for the brand. This can be a pos-
itive differentiating factor considering the old history of Boston and its close relationship with En-
gland, which goes to the early years of the British colonization of North America. However, Boston
now is a mecca of education, history and innovation, all of which ties well with the British culture.
On the other hand, Boston is becoming a more globalized multicultural melting pot. The same
can be said for the locations we chose in the U.K. to open our flagship stores. Boloco, in terms of
Bostonian identity, will represent that side the same way it is represented here: full of energy, pride,
and quirkiness in a positive manner. At the same time, the brand will incorporate the elements of
the surrounding environment of the U.K. as it does in the U.S.A. When Boloco opens in the U.K.,
even though the name of brand is Boloco and the fact that it is an American brand, each of it’s
locations will incorporate some British culture into the essence and soul of Boloco. This is a core
aspect in Boloco’s branding.
12 |
16. Idea
BigBig
Idea
When it came to developing our communications strategy, we spoke with Alexandra Dunk, the
Marketing Manager of Boloco. She told us what the brand is all about, and we used that infor-
mation to create our strategies. Boloco is proud of making globally inspired burritos. Their deep
belief in making insanely awesome burritos is to inspire consumers and make their days better.
It’s a two way communication between the brand and it’s consumers: people’s requests inspire
Boloco’s menu, and what Boloco does with its foods will inspire people and the communities its
located in.
The big idea is inspiration through foods. Boloco does more than just making burritos. This com-
pany aspires to make a difference in the world with every bite of its food. Social media will be our
major channel for the marketing campaign. Social media is not only an environmentally-friendly
approach, but also cost-effective. It is also where Boloco’s strength lies because that is where
the brand communicates the most with its fans and followers. We will create profiles on multiple
social channels to emphasize the Boloco food philosophy and core brand values. That is how we
will convey our brand positioning in the U.K.
| 13
17. Roll-Out Plan
Prior to the actual launch in the U.K., Boloco will have several
events and actions to build awareness and generate buzz around
the brand, whether it is user generated or earned media. As this
step is very important, Cosmo Creative has designed a specific
course of action to maximize the effectiveness of this stage.
Boloco’s arrival to the U.K. will take four different stages to ensure
the best optimization of its resources, and to create the best out-
comes.
This part will be directly tied with the before and after stages.
However, it will focus more on social media and engagement with
customers. Throughout the different outlets such as Twitter, Face-
book and YouTube, this stage will work on growing the fan base of
the brand. We will also put the spotlight on Boloco’s mascots, who
were launched in the previous part of this strategy.
By this time, Boloco will be ready to welcome its customers at its
new flagship location in London. Building on the already existing
buzz about the brand, this stage will emphasize on spreading the
news about the opening. It will focus on reminding people of the
opening date, location and the what they should expect at the
launch. For example, we will hand out promotional coupons to
the first 200 people who enter the flagship store. All of the earned
media coverage resulting from the previous stages will be very
useful to the success of this stage and to giving our campaign the
momentum it needs.
This final stage of the launching of Boloco in the U.K. won’t be the
end of Boloco’s marketing efforts. We, at Cosmo Creative, will con-
tinue to maintain the brand and its presence in the U.K. After this
stage, Boloco will work on solidifying its positioning as a brand
in the British community by building on the new additions to its
English extension, its mascot and its family. We will launch differ-
ent types of content on Boloco’s social media channels revolving
around this burrito family and introduce the constantly changing
menus with its inspirations. We plan on keeping the same high
level of activity in interacting and communicating with Boloco’s
consumers.
Stage 1
Stage 2
Stage 3
Stage 4
Generating Awareness and Buzz
Feed the Anticipation
The Launch of Boloco
Involvement
14 |
18. Actions to Launch
The creative and strategy team at Cosmo Creative has picked the most cost-effective mode of
launch in the U.K. We have the knowledge that word-of-mouth advertising is one of the more
cost-effective ways to spread the word about a new brand in a new country. That is why we have
chosen a plan of action that is made up of 3-steps and will generate the most buzz about the
brand. The three elements are:
• A Boloco burrito car.
• The birth of Boloco’s mascot, Burrito Man. After the launching campaign we will continue to
use this mascot as a part of the marketing elements of the brand within U.K.
• Promotional event at soccer games, including throwing burritos at the audience members.
To generate buzz for the opening of the flagship Boloco store, we will do a pre-launch event
which would consist of having a burrito car that will drive to a soccer stadium to surprise the au-
dience members. The burrito mascot will get out of the burrito car with a bunch of “burritos cali-
entes” (warm burritos). The burrito man would throw burritos to the audience in between games.
The burritos will have a card and a coupon taped on it, as is characteristic of Boloco burrito wraps,
but this time it would tell people the date of the opening encouraging them to attend. Cosmo
Creative has settled on the tagline, “Boloco. Come enjoy a global food experience. Coming to
London on May 10” to be written on the promotional products we are handing out.
| 15
19. The perfect time to execute the pre-launching part of the campaign would be during the soccer
season, the Premier League. Taking into consideration that our flagship location will be in the
western side of London (London Financial District), the pre-launching events will take place in
Chelsea FC stadium (Stamford Bridge) which is also located in the western side of London. We will
advertise during the games between Chelsea FC and its local competitors such as Arsenal, West
Ham United, Fulham or Tottenham FC or with teams from outside of London, like Manchester City
or Liverpool. The Premier League games are known for the high attendance rates regardless of
location or opposing team. Thus, this tactic will help spread the name of the Boloco brand to a
high number of receivers within a short time. The capacity of Stamford Bridge Stadium is 41,798
which usually is covered every games considering the huge popularity of Chelsea FC.
16 |
Example of a Boloco burrito car.
20. Social Media Strategy
Cosmo Creative will capitalize on the power of social media as a way to keep the brand original
to itself as it is performing in the U.S.A. now, this approach has several sides to it. First, bigger
results with smaller costs. Second, the domination of social media in the current pop culture and
the targeted audience. Third, as mentioned before it is an essential part of the current original
Boloco’s brand.
As it is needed for each stage of Boloco’s arrival to the U.K., Boloco’s social media outlets will be
used towards supporting the on ground activities and communicating with people. Because it
will be a new name in the social media scene in the U.K., and a hardly known brand, we strategize
Boloco’s organic reach through optimized search engines and social media ads. On top of that,
Boloco will also use popular hashtags to get a higher percentage of reach, however it will be as
it’s true to the brand’s values and personality.
As for the Burrito Man and its family, we will keep those characters alive and well after the launch.
Youtube, Facebook and Twitter will be connected together for the content that will be generated
from the activities and adventures of them. Their actions and endeavours will be recorded and
edited as the same way of representing the heart and soul of Boloco’s brand, quirky and fun. The
main goals of the social media campaigns are: to keep the buzz around the brand and continue
the conversations about it, as well as informing the customers of any new happenings with the
brand. The social media outlets will be used to communicate with the customers regarding their
questions and opinions.
| 17
21. Stage 1
Boloco will optimize the force of Twitter to its benefit at this stage accompanying the pre-launch
on ground activities. Along with that, and after the first appearance in the stadium there will be
Twitter promoted ads to support the upcoming similar events or building some suspense around
it like “In the next few days there will be some ‘burritos calientes’ visiting the football match. Be
in the right stadium to catch a glimpse!” Similar posts can help build a conversation about the
brand and lead to a user generated buzz. At the same time, Boloco will launch its own hashtag
“#Loco4Boloco” but at the same will use also other popular hashtags in London with the condi-
tion that they are not connected to other brands or official uses.
Stage 2
In this stage, the usage of Twitter will be directed to a broader purpose. By this time, there will
be conversations about the brand but there will be questions as well and Boloco will address
them now and talk to the wondering customer. In this stage, the human side of Boloco will rise
through the daily interactions with the customers. In the U.S.A, Boloco’s Twitter responses deliver
the feeling of the friendly guy/girl representing the brand and talking to you, not the corporate
response type. Also to serve the purpose of anticipation, Boloco’s mascot will have the beginning
of his own content on YouTube, that also will be tied to Boloco’s Twitter feed as inviting people
to check out what he have done lately.
Twitter
18 |
22. Facebook
Stage 3
This stage mainly will be supporting the opening event and when it will take place and any other de-
tails that need to be shared. Also Twitter will be used as a announce the promotions accompanying
the opening, through regular tweets not promoted tweets though.
Stage 4
With all the previous steps, Twitter’s usage now will start to settle down to be optimized to its original
premise as it is in the U.S.A market as it is mentioned in the general description of stage 4 above.
In general, Facebook will be used the same way as Twitter. However, it will be on a bigger scale for
the benefit of the larger space for content. For example, on Facebook, we can type more charac-
ters, upload bigger visuals and two different types of advertising can be used: newsfeed and side
ads. These give Facebook an advantage over Twitter. As mentioned before, it will be used similarly
as Twitter and it will also redirect customers to Boloco’s original content on its website and also the
YouTube channel. On the other hand, Boloco’s Facebook page will be used to nurture the rising of
the mascot and its family through quotes, photo albums and teasers.
| 19
23. Cosmo Creative has decided to create a new YouTube channel for the Boloco flagship store in the
United Kingdom. We will not only create video content, but also embed the YouTube videos on
Boloco’s website. Now that people can watch videos on their smartphones, the mobile uptake has
been phenomenal. Boloco U.K. will take full advantage of the access to consumers that YouTube of-
fers. The brand will showcase the core values in their foods and the philosophy behind their brand.
On top of that it will be utilized with each stage of the strategy to reinforce the events taking place
at the time.
When it comes to Boloco’s new mascot (Burrito Man) and its family, we will create short films that
tell stories in which Boloco’s newly created personalities play a big role as for every stage. However
after serving on the early purposes of promoting and creating the buzz, in the later stages (Burrito
Man) will have a bigger constant role in the scene of Boloco’s brand. That comes with the efforts
of solidifying the presence and style of Boloco in stage 4. There will be tailored content as an inde-
pendent entity through films and serieses backed up with Facebook and Twitter. For example, one
clip will tell a love story that how Mr. Boloco met Mrs. Boloco in the first place. He was drawn to her
because of her smell. She was wearing buffalo spicy dress, a Boloco signature scent. Following the
scent from her, they got to know each other deep inside, indicating the characteristic of different
ingredients.
YouTube
Mr. Boloco & Mrs. Boloco
20 |
A story like this would be supported on Twitter by
teaser clips and tweets telling bits of the story or air-
ing times. Facebook will be a place to follow the sto-
ry through their pictures together and the ability for
customers to download pictures and interact with each
other through commenting and sharing.
24. Example of Boloco UK Facebook page
Example of Boloco UK Twitter page
| 21
26. References
• Boyle, M. (2013, May 9). Chipotle Finds, for U.K. Burrito Fans, It’s Not All About the
Food - Businessweek. Retrieved April 13, 2014, from http://www.businessweek.com/arti-
cles/2013-05-09/chipotle-finds-for-u-dot-k-dot-burrito-fans-its-not-all-about-the-food
• Chalabi, M. (2013, September 19). UK’s changing food habits: what the data tells us |
News | theguardian.com. Retrieved April 14, 2014, from http://www.theguardian.com/
news/datablog/2013/sep/19/uk-changing-food-habits
• Export.gov - CCG UK Final. (n.d.). Retrieved April 13, 2014, from http://export.gov/united-
kingdom/doingbusinessintheuk/eg_gb_026650.asp
• Fast Food Statistics | Statistic Brain. (n.d.). Retrieved from http://www.statisticbrain.com/
fast-food-statistics/
• Greater London Authority (2008, January 1). London’s Central Business District: Its Global
Importance. Retrieved April 20, 2014, from http://legacy.london.gov.uk/mayor/econom-
ic_unit/events/docs/cbd/2008/londons-cbd-jan08.pdf
• McCann, J. (2013, April 4). Takeaway UK: Average Brit is now spending £1,320 a year on
fastfood buying 12 meals every month | Mail Online. Retrieved April 14, 2014, from http://
www.dailymail.co.uk/news/article-2303861/Takeaway-UK-Average-Brit-spending-1-320-
year-fastfood-buying-12-meals-month.html
• United Kingdom - Geert Hofstede. (n.d.). Retrieved April 13, 2014, from http://geert-hof-
stede.com/united-kingdom.html
• Wong, V. (2013, February 26). Why Chipotle Sales Lag in London - Businessweek. Re-
trieved April 16, 2014, from http://www.businessweek.com/articles/2013-02-26/why-chi-
potle-sales-are-low-in-london
• The World Bank and the International Finance Corporation. (2014). Economy Profile:
United Kingdom. Retrieved April 13, 2014, from http://www.doingbusiness.org/~/media/
giawb/doing%20business/documents/profiles/country/GBR.pdf
| 23
