CHIPOTLE Mexican Grill Taipei (hereafter will be abbreviated as “CMGT”) plans to open in Fall 2012 and will be located in the Xinyi District of Taipei, Taiwan. CHIPOTLE Mexican Grill Taipei will seek to capitalize on the growing interest in Mexican food by introducing to Taipei a decent but affordable choice of Mexican Grill – CHIPOTLE (NYSE: CMG). As one the most successful Mexican fast food chain restaurants in the United States, CHIPOTLE currently has no stores in Taiwan. As with other CHIPOTLE stores in the United States, CHIPOTLE Mexican Grill Taipei will serve a short list of menu but long on options, and is dedicated to become the number one choice of Mexican fast food for residents, workers and visitors in the Xinyi District as well as the metropolitan Taipei. Under the Corporation Law of Taiwan, CHIPOTLE Mexican Grill Taipei will be a limited liability corporation owned by Buzz Chen and Hughes Chen and two private investors. Both Buzz and Hughes have long been interested in bringing the CHIPOTLE dinning experience, which they both enjoyed a lot when studying in the United States, to Taiwan. Buzz, who has previously studied and worked in the San Francisco Bay Area of the United States and Shanghai China, is a soon-to-be MBA graduate of NCCU Taipei. Hughes, on the other hand, received his PH.D. in marketing from the University of Maryland and has worked part-time as a business consultant on numerous projects. CHIPOTLE Mexican Grill Taipei will seek to lease a space approximately 25 pings (坪) in the Xinyi District of Taipei. The Xinyi District is so called the “Manhattan of Taipei” where a number of financial institutions of both foreign and local have established their Taipei headquarters in, hence is very heavy with people traffic especially during lunch and dinner hours. An initial amount of NTD 4.54 million will be required for start-up, where Buzz and Hughes will each contribute NTD 1.16 million, and the private investors will contribute NTD 1.11 million each.

This paper examines the changing nature of the quick-service food industry. From the introduction of the drive-in restaurant to the advent of the fast food industry to the niche market of fast casual dining we focus on the competitive environment that is clearly representative of a growing demand from value conscious consumers. Coupled with the economic growth post World War II, consumer preferences for fast and easy food options fueled the growth of the fast food industry. But not until the 1990's did we see competition for fast food firms from the fast casual niche sparked by changing consumer preferences. Most recently we see a merge between fast casual and fast food firms. We identify the difference between fast casual and fast food firms through a deep analysis of two of the most successful fast casual firms: Chipotle and Panera. By dissecting their cost structures it is clear where these firms succeed and by means of representation where fast casual firms have been most proficient at selling the new market idea. Then we dive into the areas in which fast food firms have adjusted their business models to attain market share back from fast casual firms. Some fast food firms have been successful while others fall by the wayside. Essentially, changing the identity of fast food to not only cheap and fast but also socially dignified and consumer driven. The firms that have been successful have pressured profit margins of fast casual firms and causing them to fast to meld business identities towards fast food firms. The result is a consolidation of the quick service market that has sparked the emergence of larger corporation as it becomes harder to survive.

This Diploma thesis deals with chain of fast food restaurants named Chipotle, which is predominantly known in the United States of America, and its potential entry into the Czech market. The thesis analyzes the marketing strategy of the company and applies its adaptation for the Czech market. The competitive advantage of the company is using local organic raw ingredients of high quality; therefore, the thesis examines the Czech people´s interest in Mexican cuisine as well as issues of sustainable development. The aim of the thesis is to analyze the marketing strategy of the chain of restaurants with Mexican fast food and subsequently to apply the adaptation of the marketing mix to the conditions at the Czech market.

Recently, the use of corporate social responsibility initiatives has grown in popularity and prominence among organizations as research increasingly suggests that these initiatives positively impact the corporation's bottom line. This study contributes to theory driven research in strategic communications by using an experimental design to test the influence of six distinct corporate social responsibility initiatives, as identified by Kotler and Lee (2005), on the beliefs, attitudes, and behavioral intention of message receivers, using Fishbein and Ajzen's (1975, 2005) theory of reasoned action as a theoretical framework. According to Fishbein and Ajzen (1975), attitudes about an object are the result of the total of many varying beliefs about the object. This study extends understanding of the Dual Credibility Model by examining the influence of corporate credibility as a belief set and mediator between organizations and their target publics. This study is uniquely focused on developing a better understanding of how corporate social responsibility initiatives influence corporate credibility and corporate social responsibility beliefs. Findings do not indicate significant differences among corporate social responsibility initiatives. Only significant differences between using and not using an initiative were found. However, among the initiatives cause related marketing demonstrated the highest mean score, although not a significant difference. CSR initiatives do influence belief sets, specifically CSR beliefs. The corporate credibility/ trust belief set showed the strongest positive influence on attitude toward the advertisement and attitude toward the organization. Attitude towards the organization demonstrated a significant influence on behavioral intention toward the organization. These results support the theory of reasoned action. Exploratory research found that corporate credibility/trust and corporate credibility/expertise directly and significantly influenced behavioral intention toward the organization, suggesting an extension of the theory within the context of corporate credibility.

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