UNIVERSITY OF
GREENWICH
MARK1266-Principles of Marketing in a
Global Context
ID number 001420153
Lecturer/Tutor name Duong Khanh Vinh
Student submission date 2/4/2025
1
UNIVERSITY OF GREENWICH MARK1266-Principles of Marketing in a Global Context...........1
1. Introduction.......................................................................................................................................3
2. Target market....................................................................................................................................3
3. Marketing mix...............................................................................................................................4
3.1 The product and services...........................................................................................................5
3.2 Pricing strategy..........................................................................................................................5
3.3 Place............................................................................................................................................6
3.4 Communication and Promotion................................................................................................7
3.5 People..........................................................................................................................................8
3.6 Process........................................................................................................................................9
3.7 Physical Evidence.....................................................................................................................10
4. Standardization and Adaptation....................................................................................................10
References................................................................................................................................................11
Appendix..................................................................................................................................................18
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1. Introduction
This report aims to analyze and compare the marketing strategies employed by WingStop, a
prominent global fast-food chicken wing restaurant chain, in the United Kingdom and Indonesia.
The analysis will systematically examine how WingStop adapts or standardizes its marketing
mix across these diverse markets to achieve a sustainable competitive advantage while
maintaining brand consistency. Through a comprehensive evaluation of the 7Ps of marketing, the
study will assess how the brand positions itself in these distinct cultural and economic
environments, providing insights into effective international marketing strategies in the fast-food
sector.
WingStop, an American fast-food restaurant chain founded by Antonio Swadin in 1984 in Texas,
USA, has expanded globally, with more than 1,400 locations worldwide (R, 2025). The brand is
renowned for its aviation-themed restaurants and diverse-flavored chicken wings, contributing to
its successful international expansion. This analysis will examine how WingStop balances global
brand consistency with local market adaptation, providing a framework for evaluating
international marketing strategies in the food service industry.
2. Target market
WingStop Target Market in the UK
In the United Kingdom, WingStop primarily targets urban consumers, including young
professionals, university students, and young families. According to the ONS (2023), this target
customer earns between £28,000 and £32,000 annually. In the UK target market, most have
completed secondary education, and many hold university degrees. Research by Mintel (2024)
indicates they are tech-savvy professionals predominantly residing in metropolitan areas such as
London, Manchester, and Birmingham.
As of April 2024, WingStop operates 57 locations in metropolitan areas in the United Kingdom
(Taggart, 2024). Most of these stores are in London, with 10 stores alone (Appendix 1).
WingStop Target Market in Indonesia
Similarly, WingStop also focuses on youth, families, and college students in Indonesia but
mainly targets families, a customer base that eats out frequently and values shared meals as a
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traditional culture (Pawon, 2020). According to BPS-Statistics Indonesia (2022), the target
demographic typically earns between IDR 5 to 15 million monthly (approximately £250 to
£750), representing the growing Indonesian middle class. They often live and work in the centers
of major cities such as Jakarta, Surabaya, and Bandung, and their busy lives lead them to enjoy
dining out (Statista, 2025). To serve this target group, WingStop has established its stores mainly
in key cities like Jakarta, Surabaya, and Bandung (WingStop, 2022), especially in Jakarta, which
has an extremely high density (Appendix 2).
As of April 2022, Wingstop has about 50 stores in Indonesia (WingStop, 2022).
Despite the primary similarity between these markets, the focus is on younger, urban, digitally
connected consumers. However, the two countries have significant differences in markets and
culture (Appendix 3).
Besides, applying Hofstede's cultural dimensions model to have a suitable marketing strategy for
two markets with different cultures. This model identifies six value dimensions, including
individualism and collectivism, power distance, uncertainty avoidance, masculinity and
femininity, Long-Term and Short-Term Orientation, and Indulgence and Restraint (Nickerson,
2023). From there, we can see the difference between him and Indonesia (Appendix 3A), so the
marketing campaign will be most effective.
It can be concluded that WingStop should implement a globalization strategy in the UK market
and implement globalization combined with localization in Indonesia to meet the cultural
differences compared to WingStop's home market, the US. This will ensure consistency in brand
image, core products, and quality standards and provide strategies that adapt to the culture of
each country.
3. Marketing mix
To effectively compete in diverse global markets, brands must carefully develop and implement
a strategic marketing mix. The marketing mix, traditionally known as the '4 Ps' (Product, Price,
Place, and Promotion), represents the core elements marketers use to position their products or
services and create value for customers (Kotler and Armstrong, 2020). In the modern marketing
landscape, the 4 Ps have been expanded to include People, Processes, and Physical Evidence,
forming the '7 Ps' (Rafiq and Ahmed, 1995).
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Additionally, WingStop should choose a globalization strategy in the UK due to the cultural
similarities with the US (WingStop's origin) and choose a globalization strategy mixed with
localization for the Indonesian market due to the obvious cultural differences.
3.1 The product and services
WingStop's core product offering remains largely standardized across both markets. However,
notable adaptations have been implemented to accommodate local preferences and cultural
requirements.
According to Dean (2023), in the UK, WingStop offers 10 signature flavors. Its menu is very
similar to that of the United States. It offers burgers in ten different varieties, varying heat levels
from mild to "Atomic," bone-in and boneless wings, and tenders with side dishes such as fries
and dips (Appendix 4). Moreover, diners can customize their meals by choosing their wing
flavors and sauces (Dean, 2023). Portion sizes tend to be standardized, with combo meals
prominently featured for individual diners.
WingStop maintains the same signature flavors in Indonesia but localizes the menu with new
flavors such as Asian Spice, Red Hot Cajun, and Teriyaki, with more intense and complex spice
profiles (Wingstop Indonesia, 2023). with side dishes, including Mushroom Fritters, Onion
Rings, etc. (Wingstop Indonesia, 2024). Crucially, all products in Indonesia are certified Halal by
the Indonesian Ulema Council (MUI), an essential requirement for the predominantly Muslim
market (Faridah, 2025). WingStop Indonesia should continue its localization strategy by
localizing its menu and services to suit regional cultures, while WingStop UK leverages its
globalization strategy in the UK.
3.2 Pricing strategy
WingStop deploys completely different pricing strategies in the UK and Indonesia, reflecting a
hybrid strategy of localization and globalization in the Indonesian market and a total
globalization strategy in the UK.
In the UK, WingStop positions itself within the premium fast-casual segment, targeting more
affluent customers. It aims for the “fast-casual” segment, fast yet of better quality than regular
fast food (Tyko, 2024). Individual meals are priced between £8 and £15, while shared plates
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range from £20 to £30 (theMenuPrices, 2025), accounting for about 10% of income, consistent
with the UK population earning £648 (after tax) per week (Ray, 2024), who are willing to spend
£10-15 on a meal at the fast-food chain (Yurday, 2022). According to Latterly (2024), this
pricing strategy positions WingStop below full-service restaurants, appealing to consumers ready
to pay more for quality. UK operations utilize a value-based pricing strategy, concentrating on
perceived quality rather than merely low cost (The4, 2025).
Geographic pricing is implemented to ensure products remain affordable (Kotler and Armstrong,
2020). Compared to the UK market, WingStop’s menu prices are lower due to currency
exchange differences between the UK and the US, as well as the lower average income of the
population. Thus, to cater to the market, WingStop has localized its prices, with individual meals
starting from IDR 40,000-75,000 (approximately £2-4) and family packages ranging from IDR
120,000-270,000 (£6-14) (Friends, 2024). However, these prices are not excessively cheap
relative to other restaurants and fast-food brands. This aligns with Ikasari and Lestari (2019) on
market penetration, rendering the brand accessible to Indonesia’s growing middle class while
sustaining a premium image compared to local competitors. Additionally, there are more
discounted and promotional packages in the UK, such as Bundles 1, 2, and 3, Wednesday Is
Wingsday, and Holiday Treat (Raissa Yulianti, 2024, Wingstop 2024). The pricing disparity
between markets illustrates what Kotler and Armstrong (2020) describe as international brands
adjusting their pricing strategies according to local economic conditions. This strategy is in line
with Kotler, Keller, and Chernev's (2022) assertion that effective international pricing must
strike a balance between standardization and adaptation to local market conditions.
While maintaining consistent quality standards across markets, WingStop's differentiated pricing
strategy recognizes the difference in average income between UK and Indonesian consumers.
3.3 Place
Distribution channels are essential pathways that connect producers to consumers, playing a key
role in any business's go-to-market strategy (Heroshe Mihindukulasuriya and Creately, 2024).
WingStop has chosen franchising as its marketing strategy, with a franchise rate of 98%
(Vizologi, 2023), allowing it to expand rapidly without large capital investments.
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In the United Kingdom, WingStop operates 57 locations, mainly physical stores in high-traffic
urban centers, high streets, and entertainment complexes to maximize visibility and accessibility
(Gholami and Trachter, 2021; Apr. 27 and 2022, 2022). The extended hours from 11:00 AM to
11:00 PM daily (Appendix 5) are aligned with retail hours. Moreover, the focus in the UK tends
to be more on quick service and convenience with takeout or delivery-only establishments
(Saker-Clark, 2025). Additionally, the UK distribution strategy emphasizes digital selling
channels and food delivery services with third parties such as Deliveroo, Uber Eats, and Just Eat,
which account for 61.3% of sales (Wingstop Financial Report, 2022). Besides, the brand also has
self-service kiosks in select locations, streamlining the ordering process (Fiorito, 2010).
In Addition, in Indonesia, WingStop has established 50 stores, mainly located in shopping malls
such as Grand Indonesia, Senayan City, and Mall of Indonesia (CariKulinerIndonesia, 2025).
Besides, Indonesian locations operate longer hours, typically from 10:00 AM to 10:00 PM daily
(Appendix 6), with extended hours until midnight on weekends in major shopping centers
(HungryFoody, 2020). Additionally, to meet Indonesian dining culture, Wingstop locations in
Indonesia often emphasize dine-in experiences with larger seating areas and a family-oriented
atmosphere (Wulan, 2025), and the menu features family-sharing platters. Furthermore,
WingStop cooperates with GoFood and GranFood, the two most popular food delivery units
(Coban, 2024), to meet the needs of busy people and increase revenue.
The emphasis on shopping mall locations in Indonesia capitalizes on the cultural significance of
malls as social gathering spaces, while the UK strategy leverages advanced delivery ecosystems
and stand-alone locations reflecting Western consumption patterns.
3.4 Communication and Promotion.
Wingstop uses tailored communication and advertising strategies in the UK and Indonesia
markets, leveraging different platforms and methods of communication to connect with their
respective target audiences.
In the UK, Wingstop has implemented several promotional strategies, such as digital marketing
through social media platforms, football shirt sponsorships (Davey, 2025), celebrity
endorsements (Wingstop UK Social Media, 2024), outdoor billboards, food events, and live
entertainment (McGuire, 2024). etc. Overall, WingStop in the UK emphasizes digital marketing
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with younger audience content, with Instagram and TikTok serving as the main social media
platforms. WingStop UK’s Instagram account (Exhibit 7) features images of special offers, new
dishes, and collaborations with UK influencers (Wingstop UK Social Media, 2024). The content
often highlights the brand’s urban, contemporary positioning with imagery that appeals to young
professionals and students. Furthermore, Wingstop UK incorporates food and entertainment into
its programs and promotes and livestreams them on TikTok (Dean, 2023b).
In contrast, WingStop Indonesia has fewer promotional programs and focuses on digital
marketing and promotional packages. Its digital marketing strategy's main social media platform
is Instagram (Exhibit 8), featuring more family-oriented content, group dining situations, and
promotional relationships with local food celebrities and influencers. In addition, they implement
a discount strategy by regularly offering exclusive promotions through food delivery apps such
as GoFood and GrabFood, sometimes with discounts of up to 40% during promotional periods.
These promotions are more aggressive than those found in the UK market.
While WingStop in the UK market uses globalized promotional campaigns that focus on
attracting young people through engaging content, outdoor events, celebrity collaborations, and
digital marketing, WingStop Indonesia combines localization with globalization with family-
oriented advertising campaigns and offers promotional packages that are culturally relevant.
3.5 People.
Staff quality and service quality play an important role in the food and beverage industry,
helping to increase customer experience, loyalty, and return rates (Davila, 2022).
To create satisfaction at first sight for customers, WingStop staff always wear simple but
professional uniforms with black tones including T-shirts, jeans, and baseball caps in the UK
(Appendix 9), in Indonesia, staff have a more formal appearance with masculine polo shirts and
dresses for women (Appendix 10), initially creating a professional style for the restaurant.
Moreover, although the service model in the 2 countries is somewhat different due to different
orientations and WingStop staff in Indonesia interact with customers more, but in general, with a
professional attitude in serving customers, along with the attentiveness in each dish, WingStop in
both Indonesia and the UK received many compliments about the quality of service and service
attitude on Tripadvisor and made them want to come back next time (Appendix 11, 12, 13, 14)
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3.6 Process.
The customer service journey at Wingstop exhibits both similarities and notable variations
between the UK and Indonesian operations, reflecting different consumer expectations and
cultural norms.
In the United Kingdom, Wingstop employs a streamlined process with options for self-service
kiosks, online ordering, counter service, and self-service-oriented processes typical of fast-casual
dining establishments. Upon entering a UK location, customers approach the counter to place
their order, where digital menu boards display available options. The ordering process is
efficient, with staff focusing on order accuracy rather than extended customer interactions. After
placing an order, customers receive a number and typically wait 8-12 minutes for food
preparation. It can be concluded that the UK operational model emphasizes customer self-
service, with customers typically collecting their condiments and drinks and disposing of waste
in designated areas. Moreover, payment options in UK locations are predominantly cashless,
with all stores accepting major credit and debit cards, contactless payments, Apple Pay, and
Google Pay.
Conversely, in Indonesia, Wingstop implements more customer interaction. Upon entering an
Indonesian location, customers are typically greeted by a host who guides them to a table. While
some locations offer counter ordering similar to the UK model, many Indonesian Wingstops
provide table service, where staff take orders at the table and deliver food directly to customers.
This creates a more restaurant-like experience than the fast-casual approach dominant in the UK.
Besides, the Indonesian payment process offers more options, including credit and debit cards,
popular e-wallet services like GoPay, OVO, and DANA, and a higher proportion of cash
transactions. Indonesian locations also provide more attentive service throughout the meal, with
staff checking on customers multiple times and offering assistance with condiments or additional
orders. Keller (2013) notes that a positive customer experience is essential for building brand
loyalty. Wingstop's adaptation of its customer service process in Indonesia demonstrates its
commitment to meeting local expectations and creating a memorable dining experience.
Despite these differences, both markets maintain consistent food quality standards and brand
experience, demonstrating how process elements can be adapted while preserving core brand
values.
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3.7 Physical Evidence.
The physical evidence of Wingstop's brand presentation shows both standardized elements and
market-specific adaptations between the UK and Indonesian locations.
The logo
In terms of logo presentation, both markets maintain strict consistency with Wingstop's global
brand identity. The distinctive green and white wing-shaped logo appears identical across both
countries, maintaining strong visual brand recognition (Appendix 15).
The shop's exterior and inside
However, notable differences emerge in the design and layout of physical locations. In England,
physical stores with dine-in service space are decorated in a modern, simple style with plain
walls and high chairs with main tones of light brown, black, and the brand's signature green
(Appendix 16) with multiple individual dining areas (Appendix 17). However, many
establishments only offer take-out or delivery (Appendix 18), while the majority of shops in
Indonesia offer dine-in. This is to adapt to the British dining and working culture where
convenience is highly valued (Alexy et al., 2008) and people often eat alone (Millington, 2016).
On the opposite end, Indonesia Wingstop locations maintain similar brand colors but incorporate
more local design elements. With brighter primary colors, including white, light brown, and the
brand's signature green, and richer wall decorations, furniture in Indonesian locations tends to be
more comfortable and designed for longer customer stays, with booth seating and larger tables to
accommodate family groups and no individual dining areas (Appendix 19). Furthermore, some
establishments are also equipped with foosball tables for diners to play together (Appendix 20).
It can be seen that in Indonesia, establishments are designed to be more friendly and warm,
suitable for the culture of eating together (Pawon, 2020).
These physical evidence differences demonstrate Wingstop's strategic approach to maintaining
consistent core brand elements while adapting the physical environment to align with local
customer expectations and cultural preferences.
4. Standardization and Adaptation.
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In the international market, meeting the two factors of standardization and adaptation is essential
for a business to succeed. According to de Lucas Catalani Gabriel, Henk, and Cleeland (2022), it
involves creating uniform specifications, guidelines, or characteristics to ensure that materials,
products, processes, and services are fit for their purpose for the product in the target market.
According to Corrigan (2024), adaptation can be viewed as a process, product, or reception
involving changes to better align with local conditions and consumer expectations. WingStop
implements this balance effectively across its UK and Indonesian operations, responding directly
to the distinct target markets (Appendix 3).
For product strategy, WingStop standardizes its core offering-chicken wings with signature
flavors, while adapting through market-specific options like Asian Spice and Teriyaki in
Indonesia, along with Halal certification and family-sharing platters that accommodate local
preferences. The UK menu remains closer to the American offering due to cultural similarities.
Communication strategies follow similar principles. Both markets maintain consistent brand
identities while WingStop UK focuses on urban, contemporary content targeting young
professionals through celebrity endorsements and events. WingStop Indonesia adapts to family-
oriented content and more aggressive local promotions through regional delivery platforms.
This hybrid approach is essential for success in diverse international markets because it allows
the brand to maintain a consistent identity while remaining relevant and appealing to local
consumers.
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Appendix
Appendix 1
Appendix 2
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Appendix 3
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Appendix 3A
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Appendix 4
Appendix 5
Appendix 6
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Appendix 7 Appendix 8
22
Appendix 9
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Appendix 10
Appendix 11
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Appendix 12
Appendix 13
25
Appendix 14
Appendix 15
26
Appendix 16
27
Appendix 17
Appendix 18
Appendix 19
28
Appendix 20
29
30