New Entrant Restaurant in West London - Essay Example

?A Project Study For New Entrant Restaurant in West London, Northolt I.Introduction There is a plan to promote a new restaurant particularly in West London, Northolt. This project seeks to determine through preliminary research of facts within the location and beyond, whether or not such an idea will be workable, potentially profitable for the short term to the long term, and not too risky. If the gathered information requires a considerable amount in order to match the effectiveness of promotions within the industry, and the situation of the restaurant to be promoted is such that there will be insufficient means to compete, what should be the course of action of such a restaurant? In case the findings will be encouraging, a thorough feasibility study should establish further details like the allowable amount of capitalization needed in order to be competitive, why such an amount will be right, how to raise the funds, and who will be the owners by the time the actual business becomes a reality. Thus, the initial scope of this project study will be a top view of the Restaurant Industry in London and West London, Horholt as well as an inside view of the factors affecting the industry as well as other factors that can positively or negatively affect a new entrant in the restaurant business Among others, the location itself ought to be described. And the restaurant which is in between an industrial estate, plans to penetrate the competitive market shortly after it was opened. How to gain a good share of the potential business for restaurants within Northolt will be the other major problem that this research should be able to resolve. In other words, the aim of this project is first of all to clarify whatever opportunities, limitations, and requirements have to be considered by a new industry player in the restaurant industry. Secondly, it aims to find out whether the present restaurant can have the capability to rise up to the minimum requirements in order to compete in promoting the business. II. Structure and Elaboration of the Process In order to determine the potential of a restaurant business in the area and later on recommend a market strategy for the purpose of gaining a good market share, a more vivid description of the critical parts of a restaurant industry would have to be presented. These would include the following: (a) Location - descriptions of the place where the restaurant is people; (2) People – or who should be served by any promotion and set of services plus other benefits; (3) Products – or what will have to be offered to the potential customers; (4) Pricing – comparison of the cost of products and services offered in the restaurant; and (5) Current Promotions – how restaurants in Northolt promote their business in order to build a market share for themselves. It will be assumed that the new restaurant does not yet have such a strategic promotion to likewise reap a good market share. Potential of the Place The location of Northolt is considered “a pleasant suburb to the West of Greater London, in Middlesex” according to Squidoo (2012). It has parks, transportation facilities linked to the rest of London, Golf and Country Clubs, and a Royal Air Force airport. A traveller will take only 20-30 minutes coming from Central London to reach Northolt. One of the transport facilities is an underground Railway Station that is connected to the underground London Railway Station. The cost of rent or purchase price of a house was recently reported to be very reasonable. There are car repair shops, football fields, playgrounds for children, a park for skating, and a boat lake. Squidoo calls the place “cosmopolitan and multicultural”. But it still has woodlands, lakes in parks, wildlife where a moorhen, geese, swans, and ducks. A Coffee Shop beside the lake has become popular. Near the Northolt Railway Station, there are more than 20 hotels. See the complete list in Figure 1 under the Appendix Section. This gives an idea of how many people visit, rent, and live in Northolt. The Ealing Council (2007) of Northolt explained that Northolt “became a dormitory town of Ealing and London”. This increased the number of buildings which were later replaced by homes. As early as 1951-1955, soon after the end of World War II, housing estates were developed until “3,423 council houses were then built”. Ealing Gazette (2010) reported a rapid rise in population growth in the mid- 20th century and another 21st century “new large private housing development” which became known as the “Grand Union Village”. The Police Force in Northolt Mandeville provides law enforcement for about 12,888 people there Incidence of crime and non-violent but nuisance behaviour has been less than 1% for the past 12 months. In terms of violent crime, it was less than 0.24% wherein the highest month was in April 2012 with 30 cases. (Metropolitan Police Force 2012). Figure 2 shows the details of various committed offense in Northolt’s jurisdiction. People Who Will Patronize The Restaurant There are 19 schools in Northolt. consisting up of “pre-schools, nurseries, primary, and secondary schools (School Search 2012). What this tells is that Northolt would be an early years education for some families in London. After they graduate, their college and masteral degrees will have to be taken outside of Northolt. Any restaurant set up in Northolt should be good for special family occasions, and also for people coming from busier parts of London and aiming to take a vacation or break from the hectic pace of commercial districts, or aiming to rent or buy a house in Northolt. There must be quite a market for the Tourism Industry within ten miles of Northolt, because a website specialized in listing available jobs generated 137 tourism jobs there (CV Library 2012). In order to enable over 20 hotels to thrive each year and also to justify the employment of over a hundred tourism jobs, many more tourists all year round would have to be present. This means that a restaurant need not depend on just the residents of Northolt since there are many tourists who visit Northolt for its relaxing accommodations. Statistics of London Tourism can serve as basis for saying that there must be many tourists visiting Northolt each year. A factsheet (VisitEngland.org 2012, p.1) says that in 2008, “10.8 million domestic overnight trips to London, generating a total spend of ? 2.2 billion” was made up of 43% for holidays and leisure in London while 35% for business purposes. Most of the tourists come from the Southeast (excluding London) with 20%, South West with 14%, North West with 12%, Yorks and Humberside with 11%, East of England with 9%, East Midlands with 8%, West Midlands with 7%, and the rest from Scotland, Wales, North East, and Ireland with a combined 14%. These figures represent the target market of Tourism workers or employees in Northolt. Thus, one good strategy to facilitate better earnings for a restaurant in Northolt is to network business contacts with over a hundred Tourism personnel in Northolt. They can bring into the restaurant business some of those tourists given advantages of doing so. By July 2012, the updated statistics for inbound tourism cash inflows are shown in the map on Figure 3 – Distribution of Tourism Income by Location in the UK. It shows that London’s share has reached ? 9.4 billion (Visit Britain 2012). In terms of number of visits of tourists to the entire UK, 30.7+ million visits were registered in 2011. Of that number, 15.3 million visited London. Northolt has been one of the tourist spots and places for relaxation very near London, as mentioned earlier, only 20 to 30 minutes away from Central London. Growth in tourists was reportedly coming from Australia, France, Norway, Brazil, and Sweden. The local market of Northolt is also a good source of potential income for a new restaurant. To prove this, a brief description of the other sources of income but this time coming from the companies within Northolt. In a research (Manta 2012) identified 436 companies in Northolt, UK . Most of the companies are in Shopping/Stores (65), Education Services (32), Restaurants and Bars (30), Building and Construction (35), Healthcare (31), Other Busines Services (27), Professional Services (26), while the other categories have less. Although there are only over 12,000 people residing within Northolt, the place itself is frequently visited by tourists. Aside from the fact that Northolt residents have gainful employment opportunities from over 400 companies within the location, millions of tourists who visit London will serve as sources of potential customers each year if the promotions of a restaurant industry player are done properly, such that those tourists are attracted and drawn to the products, services, and desirable environment of Northolt, particularly those of the restaurant that would have to be promoted. Therefore, people made up of residents of Northolt and tourists coming from other countries will be the potential customers of the restaurant. Although residents are over 12,000 only, tourists may be considered to be in the hundreds of thousands up to millions per year. Products Needed Or Wanted By Potential Customers A restaurant would be limited to the food, drinks, related services, and entertainment for the family members of Northolt residents during their special occasions. But these same products should also be attractive or at least acceptable to a bigger market of tourists from different countries like Australia, France, Norway, Brazil, Sweden, USA, and other European countries. To have some idea about what demand is being served in other restaurants in Northolt, some research was done to find out the contents of their menu and other information as to the time they serve the products. At Harvester (2012), for instance, meat products cooked as “rack of ribs, a flame-grilled Cajun chicken burger” and salad, sundaes, “tasty grills, succulent spitroast chicken”. That restaurant serves breakfast with coffee, tea, sundae, natural yogurt, “granola and mixed berries”, pancakes, waffles, maple, and bacon. Breakfast starts at 9 am up to 12 pm. The business of Harvester also serves people who want to take home their food. Official restaurant hours actually start at 11:30 am to 10 pm. Other restaurants in Hortholt are classified as Indian restaurants. These businesses recognize the 1.2 billion population of India of which even a minority who visit London might actually travel to Northolt and eat there. Waterfront Bar & Restaurant Ltd. is located in # 9 Higham Mews, Northolt, Middlesex, UB5, 6FP. It also has a website of its own. This Indian restaurant offers catering for lunch, dinner, and take-outs. That business serves special occasions like birthdays. All of these are added business features to serve customers who eat at Waterfront Bar & Restaurant. One of the characteristics of their menu is that there are many choices at low prices displayed online. Waterfront Bar & Restaurant actually segment their products into vegetarian and non-vegetarian menus. Furthermore, the customer is directed to choose which category whether it is for starter, main dish, lunch, desserts, or drinks. Further search of restaurants serving Northolt resulted in hundreds of Chinese, Indian, and Thailand providers of food who may not necessarily be based in Northolt but are within a few miles of Northolt. This fact makes it attractive to tourists who want to try different types of food as they visit different areas connected to London for their vacation or relaxation trips. Pricing At Harvester restaurant, the price for early bird products starts with ? 4.99 per order. Waterfront Bar caters for lunch and dinner for a minimum order of ?25 for people residing within 3 miles of its location. Waterfront Bar & Restaurant price for a vegetarian starter is only ? 3.95 per order (for example) of potatoes with sweet yogurt topping, and Papdi, or puffed rice in combination with peanuts, tomatoes, onions, and chutneys. For the non-getarian starters, the price starts at ?6.95 for recipes like chicken with assorted spices. Promotions The promotion scheme at Harvester involves giving free coffee or tea along with any order for breakfast. And those who order salad have the option to select unlimited salad for their food. Those who feel young are likewise offered free carrots and cucumbers along with salad. Another free food for the start of eating was recently offered for the Christmas Season. This involves six (6) weeks of “Spicy Crackerjack King Prawns” for the start of a party. It is said to be free. In terms of ingredients, that free food is a seafood morsel recipe with chilli ginger and onions. Those belonging to a family within Northolt are offered Gift Cards which can be purchased via email or text messaging. The value of that Gift Card can be up to ?100. Harvester has a website with online “Nutrition Meter” to allow people who are careful with their diet to select the combination of food they need fit for their health requirements. It allows the customer to plan what to order and avoid products that can trigger any allergic response. By using the meter, customers can limit the energy intake in kilo calories, limit the protein, carbohydrates, sugar, fat, salt, and even the cost. That part of their market strategy educates people about the individual standard nutritional requirements. At Waterfront Bar & Restaurant, the delivery cost for catering is free. And the color of its website appeals to people who want red hot atmosphere. These surveyed information clarifies the problem of how to promote a new restaurant business in Northolt. Since there are many competitors, many choices, and a variety of strategies, giving the restaurant a specific identity can limit the number or classification of customers who will want to visit the place. Is it possible to have a combination of American recipe, German recipe, Indian, Chinese, and Thai recipe under one restaurant so that a bigger potential group of customers can try the products within the restaurant? Would it not be a good idea to pick products that are the favourite of Americans (e.g. Grilled Barbecue or Hamburgers with complete mustard, catsup, pickles, and vegetables, etc.), the favourite of Italians (Pizza and Spaghetti), the favourite of Chinese (enriched noodles and enriched vegetbles), the favourite of India (spicy foodstuff), the favourite of Japanese (Prawns and Tuna), and so on? But this would mean having multiple skills and many different raw materials to begin with each day. III. Methodology of Project Study Much of the information gathered for this project was through online resources. Technology has made it possible for restaurant owners to launch their marketing strategies online instead of the old way which meant mailing out brochures, invitation letters, and various other promotional materials. Using radio, television, and internet advertising can be quite expensive. This is however, subject to further verifications. Using the internet for research facilitates the gathering of vital information about the market with very limited cost and effort for the purpose of obtaining so much facts to consider in preparation for the development of a promotion strategy. To review the list of tools useful in developing a good strategy, topics dealing with Strategic Management or Strategic Formulation can be utilized coming from books such as those listed under the references with titles referring to such topics (Ezendu, Elijah PhD. 2012), (Hill, Charles W.L. and Jones, Gareth R. 2012), (Tilman, Frank A. and Cassone, Deandra T. 2012), (MacNutty, Christine A.R. and Heinz, Karl 1997), (McNamara, Carter 2010). Strategic Planning is a tool which uses Strengths, Weaknesses, Opportunity, Threats (SWOT) Analysis Tools and/or Political, Economic, Social, Technological, Environmental, and Legal (PESTEL) Analysis Tools meant to generate a comprehensive understanding of the situation so that a logical and workable strategy can be formulated to the greatest advantage of the new restaurant in Northolt. Both techniques deal with the external factors as well as the internal factors that will definitely have an impact on the restaurant in the short to long run. Since this is a new restaurant and the information about the owners’ resources might be difficult to secure, the internal factors pertaining to strengths and weaknesses of the restaurant itself will not be evaluated extensively. Instead, the requirements for a strong restaurant business will be defined for the owners by sizing up all other factors. This means the external factors like competition activities in the environment, government regulations or incentives, economic trends, political developments, technologies, and social aspects will eventually be covered. What can be found in this paper is just the beginning of the outcome of initial research. There will be no questionnaires for distribution to any respondent. But there will be extensive search engine utilization to gather information about all the external factors mentioned. The current hypothesis is that starting a new restaurant in Northolt that is capable of meeting the needs of residents for their occasional celebrations and capable of meeting the needs and wants of tourists coming from London, will be met by a great business opportunity for the short to long run life of a restaurant operations. Profitability will then depend on the management skills of the owners to arrive at good quality products, competitive prices, attractive promotions, and to control costs and expenses consistently each day, IV. Justifications For Using SWOT and/or PESTEL This project pertains to a new restaurant business. Its owners are not yet familiar with what has been going on in the external environment affecting the industry, and are also not yet familiar with how industry players survive and compete for their market share. Therefore, discovering opportunities will provide some enlightenment about what exactly are those benefits worth gaining in exchange for the required capital, effort, and risks involves. What risks will be faced by the new restaurant industry player? The Opportunities-Threats Analysis portion of SWOT technique will provide the answers to these questions. A broader perspective will involve PESTEL. Once the opportunities and threats are known, a deeper understanding of the situation can be gained by seeing the connection of the political aspects that will affect the venture. In one extreme for example, why will the owners want to implement if there is a forecasted political war that will only result in crisis upon crisis? Will tourists come to visit London if the number of rallies voicing out dissatisfaction keep growing as a result of political failures to address the need for employment by people in UK? This would definitely scare the tourists instead of draw them into London. And what if the economy does plunge into another recession? These are just extremes to emphasize the importance of using PESTEL. Social networking is good development. After the initial research, it appears that those working to invite more tourists into Hortholt should become friends of the restaurant owners. This would give the new restaurant a priority or favor coming from the Tourism workers who invite customers into Northolt. They might as well invite the tourists into the new restaurant if they are the owners’ friends. Technology should work for faster promotion of the new restaurant through website development and strategic promotion. Every hotel room in Northolt should know there is such a website to introduce the new restaurant. But what will attract all those millions of customers with dollars in their wallets? Could it be the “environmental” attraction of the restaurant? Perhaps the restaurant should have a mini-zoo nearby and free transportation facility going to the lakes where fresh air and more wildlife can be appreciated after eating. What are the legal requirements? No tourist should ever shoot down a bird, perhaps? Or no tourist may carry a firearm. These are just a few justifications why V. Reflections On Progress For This Project The new information gathered has made the topic very interesting and challenging. However, more clarifications have to be determined. So far, there has been no macroeconomic picture for the entire UK. The economic trend is not yet established. Political trends are still unknown. What were established are the details of restaurant industry in terms of competition and business potential. Given at least one more month of additional research and analysis, a comprehensive strategy for the new restaurant can be recommended based on better facts as basis. VI. Issues Related to Project Management to Date Other techniques like Context Steps (Webster, R. M. 2010, p.85) might not have adequate researched information about stakeholders, making it not possible to define their roles and the steps they should take. Prioritization of the steps they have to take might not be possible due to lack of access to what they have in mind. If I were to assume that I own this business, I would be able to state my strengths and weaknesses, plus the roles I should play, and the priorities to be considered. But part of the technique which are Horizon Scanning and Probability Impact can eventually be done after completion of the PESTEL Analysis even without inside information about Stakeholders. Other techniques like Cost-Benefit Analysis, application of Decision Tree, Risk Response Planning can become useful later on if and when realistic data becomes available. Further research will be required to find those detailed information. Some more effort will be exerted by scanning through books about restaurants in London, e.g. from Stickler, V. (2011, p.3) which speaks of the threat of economic crunch even after the recession, wherein people have less credit facilities; Home, S.D., et. al. (2011, p.5) which contains the results of a survey involving 1,196 eateries in London, and then lists the Top 50 most popular restaurants; Tragus (2011) which operates UK restaurants has Annual Reports that can be useful for some idea about cost, expenses, and income potentials. According to Home, S.D., et.al. (2010, p.9) there were many new entrants to the restaurant industry in 2010 shortly after the recession. Their stakeholders are from various countries like Spain, France, Chinese, India, Argentina, Moroccan, and many British restaurants. This opens up the question of whether or not strong competition will require heavy expenses for the promotion of a new restaurant in order to have a chance to survive with some profits. Are these new entrants as competitive as Tragus which owns 295 sites in UK, and therefore heavily capitalized to afford massive promotions and the maintenance of business facilities? As a matter of fact, Tragus was reported to have opened 11 new restaurants, and planned to open 15-20 additional new sites in 2011-2012 (Tragus 2011, p.6). Its performance, although reported successful, ought to be examined more carefully because the company’s bank borrowings increased to ? 295.9 million To a new entrant in the restaurant industry, this news can be a discouraging factor. It speaks of the risk towards becoming heavily indebted in exchange for operating at a large scale. Tragus identified various risk factors in the restaurant industry, namely, (1) Supply Chain risk factors, (2) Employee/Manpower risk factors, (3) Brand Risk factors, (4) Expansion risk factors, (5) Financial Risk factors like rise of interest rates, liquidity risks, foreign currency exchange rates risks, leverage risks, (6) Fraud or theft through pilferages, and (7) Marketing Competition risks. Each of these has a corresponding definition. The reason why big capitalization facilitates control over various risks is because adequate manpower needed to check on the many possible loopholes can be funded. How about for new entrants in the restaurant industry? How can it be possible to overcome such risks for stakeholders with limited capitalization that may be far below that of Tragus? Can this be the obstacle for the entry of new industry players? ?19.6 million worth of capital investment was poured to open new restaurants in 2011. This gives an idea of how much it takes to open a good quality restaurant. 19.6 divided by 11 new restaurants means an average of ?1.78 million initial capitalization assuming all systems are in place to get started with SOPs. VII. Evaluation of Progress Against Planned Work Date At this stage of the progress, the remaining major activities to be done will be as follows: 1.] Research the Political and Macro-economic aspects that will have an impact on the new restaurant. # of days = 7 2.] Formulate a workable strategy to promote the new restaurant assuming funds are sufficient and the requirements will not be too expensive. # of days = 3 3] Prepare a proposed budget for one year to implement the strategy. # of days = 3 4.] Summarize the costs and benefits and the detailed steps to arrive at the desired results. 1 day 5.] Conclude and recommend the strategies supported by figures. 1 day The results of this project study are estimated to be 75%, so that the remaining things to be done should be approximately 25%. VIII. Evidence of Progress Claimed to Date The scope has been defined. Problems, aims, and objectives were clarified earlier. A set of methodologies, namely, SWOT Analysis and parts of PESTEL Analysis were already covered. Only internal strengths and weaknesses cannot be accounted for due to lack of access to details about stakeholders and their resources. Assumptions will have to be made prior to strategy formulation in connection with this constraint. Opportunities, threats, social networking and the other social aspects (e.g. various cultures to satisfy), technological aspects, laws, environmental aspects have been considered. The picture is now prepared for a long term perspective considering the political and economic trends that have yet to be researched. IX. Current And Future Reading Lists All references listed were those cited in the text of this project study. They were meant to clarify what the new restaurant will most likely have to face – both opportunities and threats – related to the products and services, prices, promotions currently being implemented by competitors, the variety of people who would have to be served or can be served, and the peculiarities of Northolt as a good place for the new restaurant. There are enough reference materials to be useful as guide in the strategy formulation stage. A new set of authoritative reading materials will have to be researched to identify recent political events, analysis, and potential impact on the new restaurant’s hope for good business. Another set will have to deal with the macro-economics side of UK and the world economy. Has there been a substantial improvement in the employment of people in UK? What is happening to the productivity of industries in general? Factors like consumer confidence, availability of credit facilities, grow rates, and the other economic variables will have to be considered and analyzed. Most of the updated information might have to come not from books or journals but from government websites with updated reports. X. Impact of Supervised Work on the Progress and Accomplishment Date Directions from a Mentor or Supervisor will be of great help to expedite completion of this project study. Given adequate comments wherein the contents can be further improved, the focus of research and analysis can change for better results. Researching without a Supervisor can sometimes force the mind to be engrossed with one part and to overlook other important parts. At this time, for example, in the absence of Internal Factors about the stakeholders, the question is what should be assumed in order that the results of the project study will end up realistic. A Supervisor’s feedback on this matter will be important. References: CV Library. Tourism Jobs in Northolt. CV-Library.co.uk 2012. Viewed December 11, 2012 @ http://www.cv-library.co.uk/by-sector/London/Tourism-jobs-in-Northolt.html Ealing Council. Northolt Local History. Ealing.gov.uk 2007. Viewed December 10, 2012 @ http://www.ealing.gov.uk/info/200758/area_history/858/northolt_local_history Ealing Gazette. Northolt. Ealing Gazette.co.uk May 20, 2010. Viewed December 10, 2012 @ http://www.ealinggazette.co.uk/ealing-news/topicpage/2010/05/20/northolt-64767-26487985/ Ezendu, Elijah PhD. 2012. Strategic Planning Model. Types of Strategic Planning Model – Slideshare. Viewed August 24, 2012 @ Harvester. Takeaway: The Newest Takeaway in Northolt. Harvester Menu, 2012. Viewed December 11, 2012 @ http://www.harvester.co.uk/themandevillearmsnortholt/takeaway/ Hill, Charles W.L. and Jones, Gareth R. 2012. Strategic Management Theory: an Integrated Approach 10th Edition. Canada: Cengage Learning. March 1, 2012 Home, Sholto Douglas; Kessler, Susan; and Corsello, Bill. 2011 London Restaurants. USA: Zagat Survey LLC, 2011. MacNutty, Christine A.R. and Heinz, Karl 1997. Vision-Based Planning: Theory & Practice. Atlanta, Georgia: Effective Scenario Planning Strategic Leadership Forum. October 27-29, 1997 Manta. 436 Companies in Northolt, United Kingdom. Manta.com 2012. Viewed December 11, 2012 @ http://www.manta.com/world/Europe/United+Kingdom/-/Northolt/ . McNamara, Carter 2010. The Organic Model of Strategic Planning. Free Management Library. Viewed August 24, 2012 @ < http://managementhelp.org/blogs/strategic-planning/2010/06/10/the-organic-model-of-strategic-planning/> Metropolitan Police of Northolt. Northolt Mandeville. UK Crime Stats,2012. Viewed December 11, 2012 @ http://www.ukcrimestats.com/Neighbourhood/Metropolitan_Police/Northolt_Mandeville School Search. Schools in Northolt. Schools-Search.co.uk 2012. Viewed December 11, 2012 @ http://www.schools-search.co.uk/school-search-town.php?town=NORTHOLT Squidoo. Why Northolt, UB5, West London Is Great. Squidoo.com, 2012. Viewed December 10, 2012 @ http://www.squidoo.com/why-northolt-is-great Stickler, Verena. Business of Restaurants: London, an analysis of the Current Restaurant Business. UK: Grin Verlag, September 5, 2011. Tilman, Frank A. and Cassone, Deandra T. 2012. Strategic Planning and New Product Development. New Jersey, USA: FT Press. Tragus. Homepage. Tragus.com, 2012. Viewed December 11, 2012 @ http://www.tragusgroup.com/ Tragus. Annual Review 2011. Tragus.com Reports. Viewed http://www.tragusgroup.com/reports/annual-review-2011 Visit Britain. Inbound Tourism – Updated July 2012: Trends. VisitBritain.org Insights & Statistics. 2012. VisitEngland.org.. London Tourism Statistics – Key Facts. Viewed December 11, 2012 @ http://www.visitengland.org/Images/London%20Tourism%20Factsheetlisaedits2_tcm30-18381.pdf Waterfront Bar and Restaurant Ltd. Menu. Viewed December 11, 2012 @ http://www.wfbarandrestaurant.com/Menu.html Webster, Ruth-Murray. Management of Risk: Guidance for Practitioners. UK: The Stationery Office, December 2010. Appendix Figure 1. Hotels Near Northolt Underground Railway Station (Source: British Towns and Villages Network. Hotels Near Northolt Underground Station. 2012. Viewed December 10, 2012 @ http://www.british-towns.net/railways/underground/northolt-underground-station) Figure 2. Crime & Non-Violent But Nuisance Stats in Northolt (Source: Metropolitan Police. Northolt Mandeville. UK Crime Stats, 2012. Viewed December 11, 2012 @ http://www.ukcrimestats.com/Neighbourhood/Metropolitan_Police/Northolt_Mandeville ) Figure 3 - Distribution of Tourism Income by Location in the UK. (Source: Visit Britain. Inbound Tourism – Updated July 2012: Trends. VisitBritain.org 2012. Viewed December 11, 2012 @ http://www.visitbritain.org/insightsandstatistics/inboundtourismfacts/index.aspx ) Read More