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STARBUCKS:
GOING GLOBAL FAST
STRATEGY, MANAGEMENT & PLANNING
Professor Jorge Lengler
AGENDA
STARBUCKS ANALYSIS MARKET ANALYSIS INTERNATIONAL STRATEGY RECOMMENDATIONS
STARBUCKS ANALYSIS
BACKGROUND OVERVIEW MISSION PRODUCT LINE PRODUCT SUPPLY STORE AMBIENCE EMPLOYEE TRAINING 7S MODEL ANALYSIS
BACKGROUND
Business started in 1971 as a retailer chain of coffee, tea and spices.
Managed by the chairman Howard Schultz and the CEO Orion Smith. PRODUCT/SERVICE Products Arabica coffees, exotic teas and dark-roasting beans. Experience Italian coffee culture: Employees greeted customers by name; People were in a comfortable and familiar atmosphere.
STARBUCKS
DIFFERENTIATING FACTOR
OVERVIEW
Public company: NASDAQ SBUX Headquarters
Employees: 149,000 (2011) Revenues: $11,7 billion (2011)
Starbucks Corporation:
Leading roaster and retailer of specialty coffee in the world One of the largest chains of coffee shops More than 15,000 stores in 50 countries
United States, Japan, Canada, United Kingdom, China, Mexico, Australia, Germany
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MISSION
To inspire and nurture the human spirit one person, one cup and one neighborhood at a time.
PRODUCT LINE
Coffee: High-quality bean coffees Arabica coffees.
Handcrafted Beverages: Italian-style espresso beverages and cold blended beverages - Frappuccino coffee.
Merchandise: Premium teas and complementary food items Coffee and teabrewing equipment, mugs and accessories.
Fresh Food: Baked pastries, sandwiches, salads, yogurt parfaits and fruit cups.
PRODUCT SUPPLY
Buys green coffee beans from coffee farms in Latin America, Africa and Asia. Custom roasts them to its standards. Takes it in ocean containers to the United States and Europe.
Sells their products throughout their own stores, grocery and warehouse club.
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STORE AMBIENCE
Thesis: "Everything matters
The store fixtures, the colors, the banners, the music, and the aromas are all blended to enhance the mood and ambience of the store.
EMPLOYEE TRAINING
Fast growth means specially train employees and store managers:
7S MODEL ANALYSIS
STRATEGY Rapid store expansion strategy.
STRUCTURE
Structure Strategy
Shared Values
Style Skills
Extensively training staff. Starbucks has economies of scale by purchasing coffee directly from growers.
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Staff
7S MODEL ANALYSIS
Low employee turnover - Starbucks offers a motivating benefits package which includes base salary, health care benefits, stock option plan, among others. Employees training include 24 hour-training, star skills, coffee master program, servant leadership workshop, career power and career power for coaches workshop.
Starbucks has retail positions and management positions.
Strategy
Systems
Shared Values
Style
Skills
Staff
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7S MODEL ANALYSIS
SHARED VALUES Leverage the Starbucks experience;
Structure
Great work environment and take care of customers and employees with respect;
Diversity is encouraged; Positive contribution to communities and environment; Maintain the highest quality standards of products; The importance of profitability for future success; Understand environmental issues and share information with its partners (employees); Recognizing that fiscal responsibility essential to its environmental future. is
Strategy
Systems
Shared Values
Style
Skills
Staff
MARKET ANALYSIS
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COFFEE INDUSTRY
COFFEE BEANS PRODUCTION
Coffee is the second most traded commodity on worldwide markets, after oil. Coffee was an $80 billion industry by the late 1990s. The major consuming regions
were the European Union (35%), the United States (25%) and Japan (9%).
STARBUCKS AND COFFEE Starbucks belongs to the specialty retailers. During several years Starbucks has been active as an "ethical trader and in 2000 Starbucks began buying Fair Trade certified coffee .
Note: Fair trade coffees were coffees that were purchased directly from cooperatives of small farmers at a guaranteed floor price.
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COMPETITORS
Starbucks does not have a group defined of competitors STARBUCKS HAS LOCAL OR REGIONAL
COMPETITORS
COMPETITORS STRENGTHS
Range of products Quality of products and service Affordable price Location
COMPETITORS WEAKNESSES
Number of the stores available less than Starbucks
COMPETITORS OPPORTUNITY
Merger of some local and regional chains bigger and better position
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PESTEL ANALYSIS
FACTORS POLITICAL & LEGAL ECONOMICAL MAIN ISSUES TO TAKE INTO ACCOUNT Industry specific regulations, such as employment law, health and safety regulations, consumer protection; Government policy changes; Degree of governments intervention (for example, extent to which it subsides firms and its priorities in terms of business support); Relationships between coffee producing nations and US; Frances case: arcane regulations and generous labour benefits. Economic indicators: interest rates, taxation changes, inflation, exchange rates, economic growth; Income growth: changes in disposable income may influence the consumers buying power and consequently the purchase levels.
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PESTEL ANALYSIS
FACTORS MAIN ISSUES TO TAKE INTO ACCOUNT
SOCIAL
TECNOLOGICAL ENVIRONMENTAL
Equipment integration in business processes: the use of technology can improve operational efficiencies;
Technological implementation in all stores: wifi; Technological developments: better systems such as security, purchasing, bar coding, among others. Environmental regulations: for example, energy taxation and water limits; Global warming: may have an impact on beans quality; Eco-friendly products.
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INTERNATIONAL STRATEGY
CONTROLLABLE & UNCONTROLLABLE INTERNATIONAL MARKETING MANAGEMENT MARKET-DRIVEN VS. MARKET-DRIVING
CONTROLLABLE
In local word of mouth; 1% of revenue on advertisement of new launches
Promotion
Price ITALY
Product
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FRANCE
JAPAN
Level of technology
Structure of distribution Geography and Infrastructure Cultural forces
ENGLAND
AUSTRIA
The youth is enthusiastic in Cultural force embracing new things, Starbucks is considered to be hip
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EPRG Schema
Starbucks customizes its products and marketing towards different national conditions. Creates a maximum of local responsiveness. Polycentric orientation and Multidomestic approach Polycentric Orientation develops Starbucks subsidiaries autonomy and creates a better understanding of local needs and demands.
Strategic Orientation
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Parts of the Starbucks strategy cannot be copied because they are innate to the brand.
ADAPTATION
STRATEGY
For example people in China tend to use Starbucks as a gathering place, where they sit and chat, often over curry puffs and moon cakes. Starbucks adapts - green tea Frappuccino in Asia, the division into men-only and family areas in the Middle East.
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VERSUS
STARBUCKS MARKET DRIVING STRATEGY Redefined coffee in North America, through the concept of the coffee bar, reeducating about coffee and is increasing a coffee culture. Only the Starbucks coffee is the best in the world.
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Offers different lines of coffee and tea product to coffee loving customers for a premium price.
Starbucks sells coffee but does it in a different way that others do.
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MARKET
ENTRY OBJECTIVES
MARKET
OPPORTUNITY
ASSESSMENT
Starbucks actively collects information which means Starbucks selects the market proactively .The company does not wait for an unsolicited order.
MARKET/COUNTRY SELECTION
FRANCES CASE The French seem to be ready for Starbucks sweeter taste Frances arcane regulations and generous labour benefits ITALYS CASE Italian coffee VS Starbuck Food + coffee
Country Attractiveness Market size (total and segments) Market growth (total and segments) Competitive conditions Market uncontrollables (cultural, legal and political environments)
Competitive strength of the company Market Share Market ability and capacity Product and positioning fit Quality of distribution service
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In the US market, Starbucks never allowed any type of franchising or partnership. However, the companys international strategy consisted in the following market entry strategies:
JOINT VENTURES
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LICENSING
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LICENSING
In recent years Starbucks begun to enter into a limited number of licensing agreements for store locations in areas where it did not have ability to locate its own outlets. Marriott Host International: operate Starbucks retail stores in airport locations Aramark Food and Services: put Starbucks stores on university campuses and other locations operated by Aramark United Airlines: have Starbucks coffee served on all United flights All licensed stores had to follow Starbucks' detailed operating procedures All managers and employees who worked in these stores received the same training given to Starbucks managers and store employees
Starbucks had spent very little money on advertising It prefers to build the brand cup by cup with customers, depend on word-of-mouth and the appeal of its storefronts. The company spends just $30 million annually on advertising, or roughly 1% of revenues.
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WHY ASIA, WHY JAPAN? Emergent markets with a significant economy growth. Consumers disposable income is increasing.
Profit from the Japanese venture did not happen for several years. Operating costs being extremely high, like rent and labor. Costs of coffee shipment from its roasting facility in Kent to Japan was high.
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Focus on product innovation concerning beverages and food, expense reduction initiatives and new store openings.
Awareness to their customers needs and expectations. Innovate by giving a local touch to its products.
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RECOMMENDATIONS
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RECOMMENDATIONS
Increase their products line:
Pastry: sell a typically bakery of each culture in each country. Beverages: sell more natural juices because they have too many bottled juices.
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RECOMMENDATIONS
Continue to expand globally to invest in joint ventures and licensing.
Make the connections through the value chain more efficient. Be more selective in the recruitment process regarding the employees passion. Increase concern about
work/study.
Higher investment in marketing.
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THANK YOU!
MAFALDA ANJO MARTA ROTARU NRIA CRUZ
GROUP 4
OLESEA ROTARU
MSC.BA
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SNIA AZEVEDO
TELMA CABRAL
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