Company-Starbucks-Marketing-Report-星巴克市場(chǎng)營(yíng)銷分析英文版可編

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ComｐanyＳtａrbuｃksＭａｒketingReport

Pｒoｄuceｄby

Ｎａmes

ＳtudeｎtNｕmber:9Name:Grace

StuｄenｔNumber：1Ｎame:Ann

StudentNumｂｅｒ:２Nａme：Tom

ＳtudeｎｔＮumbeｒ:8Ｎaｍe:Seｒｅｎａ

Ｒeｐortｄate：2014/１2／10

StudeｎtNuｍber：16Ｎame：Ａnｎa

Grｏup:ＧrａceDａt(yī)e:Decembｅｒ１0,2014

Exeｃｕｔiｖesｕｍｍａrｙ

ThｅpurｐoｓｅofthiｓreｐortｗasｔoidｅntiｆyasuitａbleforＳtａrtbucｋstｏｉnｔroｄoatarｇeｔｍａrkｅt.Asparｔofthｉsｐｒoceｓsａｓtｒａt(yī)ｅgｉｃaｎａlysisｗａsconｄｕctedtoｔheｅnvｉroｎmenｔ.Stｒategiesｔhａt(yī)mｉtiｇatｅdthrｅａt(yī)saｎdweakneｓsandoneｓｔhattookoftｈeseｓｔratｅgiesaｓｕｉｔaｂｌeｎewprｏduｃt

wastｈeｎdeｖeloｐed.

TｈebooｍingｏfCｈineｓeｅconomｙｎｏuｒｉsｈeｓabroadｃｏfｆeecoｎsumptionmaｒket．Aｇaｉnstthismaｃrｏeｃonoｍicbaｃkground，ＳtaｒbucｋｓｐutstheChｉnesemａｒketｉｎｔoｔhefｉrsｔplacｅoｆｉtsoverｓeasｍarｋetｅｘcepｔAｍeｒicａnmaｒket.StａｒｂuｃkｓhａｓmadeｇrｅatbｕｓinessachievemenｔinChｉnesemａrket,whilｅiｔiｓalsocｈａｌlengｅｄbytheｄeｖaluａt(yī)iｏｎｏfＳtａrtbucks’brandaｎdthｅｄownｇｒadeofitscorecｏｍｐetｉｔivenｅss。basｅdoｎtｈebａckgrｏund,ｐrodｕｃtaｎdｅnｖiroｎmentanalyｓiｓaｎｄｓtrategymakｉng,analysesonｍaｎyｒeｌaｔedliteraｔｕｒｅｓ，thispapeｒreseaｒcｈedonｔhｅStartbｕcks’ｍaｒkeｔinｇsｔｒatｅｇｉes,analysesStarｔbuｃｋs’opｅraｔingenvironmeｎtbothiｎｔerｎallyａnｄexteｒｎalｌyaｎdsuｍmarizestｈｅmarketingｓtraｔegｉesｏfStａｒbuｃｋsinchina。

Ｔhereｐortwａsbasedｏｎｉｎforｍatiｏnfroｍaｒａnｇeofdatasources,includiｎgStarbuｃｋs’webｓitｅsandtheｍａｇａｚiｎｅsaboutthiｓcoｍpanｙ

Ｇrouｐ:GｒａceDaｔe：Dｅｃemｂer10,20１4

ＴableｏfＣｏnteｎts

Inｔｒoｄuctioｎ……………………５

CoｍｐanyＢａｃkground…………6

Aboutthecｏmpａny………..6

Histｏrｙ…………………。６

Missiｏｎ…………………．．7

Values……………………7

２。2Prodｕcts………。8

TarｇetMａｒketｓ/MarｋetSｅgments……。.。8

Ｍarｋetｓhare……………。．８Majorｃompｅｔitorｓ………。９

Ｔable1:directcompｅｔitｏrtoＳtａrbｕcｋs…。．10

3.EnvironmｅntalAｎalysｉs………。..11

Exｔerｎal．…………………1１

PＥＳT／ＰEＳTL………．。.11

ＣｏｍpetitiveFoｒces…………………。１2

ExternａlOppｏrｔunitieｓａｎｄThreａt(yī)s…14

IｎternalAnalysｉs………。..１5

IdeｎtｉficatioｎofＳWＯTｅｌｅments…。。.15

ＥｖaluationofSWOTelemeｎts………17

ＡnalyzｅandRank………。．.…………1８

Ｓtraｔegｉes………………．。19

Ｓtｒategiesｄｅvelopmｅnt……………。.19

Idenｔｉfystraｔegicｆit…………………2０

Tａｂle2:ＳWOT/SｔraｔegiesMatｒiｘ….。2１

ProｄuctDevelopment…………。21

Strａt(yī)egySelｅctｉon………．２１

PrｏｄucｔSeｌection……..…2３

Ideagenｅraｔion………23

ＭaｒｋeｔingStraｔegy……………。.．．。．．。。.２５

4.2。2.1Ｄemograpｈic…………….。．…。26

Conｃｌｕｓion……………。?！玻?/p>

Reｆｅrence………………．。.……。27

Ａｐpｅndix………2８

Ｉdeageneraｔion…………。28

ＴeamＲeｐorｔ…………….２8

7.2。1IndividuaｌＭemberAcｔivitｙRepｏrt…?！?８

１Ｉｎtroductｉon

‘Wearenｏtinthecoffｅe(cuò)bｕｓinｅss，servｉｎｇｐｅoplｅ。weａreiｎtｈepeoplｅbusineｓs,ｓervingcoｆｆeｅ’’.ThatisｔｈｅｐｈilosophyｏｆＨowａrdＳcｈultz，ｃhairmanandchｉｅfglobalｓtrategiesoｆSｔarbucks.Ｉtisapｈilosｏphythathasshａped—ａndcontｉnuesｔｏshape—thecomｐaｎy。Wｉtｈoｖer11000oｕtletｓｉnmoｒethan36coｕnｔries,Starｂｕcksiｓtheｗｏrｌd’ｓnｕmｂｅronespecialｔycoffｅe(cuò)rｅtaｉler.Iｎoｒdertounderｓtａndｔhｅｃompanｙcomprehenｓｉveｌy,wｅａregoｉnｇtotaｋｅaｎiｎ—ｄepthｌookatSｔａrbｕｃkｓthrｏuｇhthｉstopiｃs。

Tｈｉｓｒeportwiｌldiscｕsstheｍarketingsｔrａt(yī)egybeinｇｉｍplｅｍｅntｅｄbｙＳtarbucｋs,andwilｌｅｖａluatetｈecoｍpaｎy’scuｒrentmarkｅtingｐlan，iｎcｌudingtheｐroducｔs,eｘternaｌandinｔeｒnalenvironmeｎｔａｌ，productdeveｌopｍeｎt,strａt(yī)eｇiesanｄｖaｒioｕｓotherfaｃtoｒsｔhatafｆｅctiｔsstraｔeｇy.

2CｏmｐaｎyBaｃkｇｒｏund

2。1.Abｏｕtｔhｅcomｐａny

２．1。1Hisｔｏry

Ｆouｎdedin19７1ｗiththｅopｅningofthe1stlｏcatioｎiｎSeａt(yī)tle＇sPiｋePlaceMarkeｔseｌｌingcoｆfeebeａnsonｌy

HｏwarｄScｈultzjｏinedStarbuｃksｉn1982asdｉｒectoｒofretailoperatｉｏnｓandmarｋeｔing

Scｈｕlｔｚpｕｒchaｓｅdｔhecompanyin1987andＳtａrbucｋsCoffeeＣompanyｏpenｅdｔheｆiｒstｓtoretoselｌbrｅｗcofｆｅe(cuò)andespreｓsobeveｒaｇes

ＣompｌetedIPOonNＡＳDAQin１９92unｄｅrtheｔraｄingsymｂol“ＳＢUX”,ｔｈusopeningａnewchapteroｆgｒｏｗthｆoｒthｅcｏｍｐany

Cｕrrｅntlｙoｐeratiｎgin3９coｕntriesaroundｔｈeｗorldwithmorethaｎ１3,０00storesaｎdｏver145,000pａrtneｒs(ｅmpｌoyees)

AsofNovembｅr20１4,Ｓｔarbucksispresenｔｉn6７ｃｏuntriｅｓaｎdtｅrｒｉtories

2．1．２Ｍiｓsion

Sｔａrｂｕckshaｓamissiｏnｓｔａt(yī)emeｎtofstructuｒｉngapleａsａntworkenvｉronｍentinwhiｃｈemplｏyeesaｒｅtrｅａｔｅdwitｈｒeｓpectanｄdignitｙ，ｉncorporatingdiverｓityinallitsbuｓinｅｓｓaspeｃtｓtodeliｖｅrfresｈcｏffee,satｉｓｆyinｇcustomeｒs,ａnddｅveｌopinｇprｏfitａbiliｔyfｏrtｈeｃompany’ｓsuccess

Valｕes

Sｔａrbｕcks’ｓneteaｒｎingsin201１were$417。80million,ｗhiｃｈisasignificanｔincｒeａsｅfrom1２４.5７０million,Furthermore，itｓｒevｅｎuｅsgroｗfrｏm$10。3８3ｂilｌioniｎ2０08to$1１.7billｉonin２01１.Tｈｅinｃreaseｉ

ｎrevenｕeandsaleｓwasdｉrecｔresuｌtoftｈenuｍeｒousnｅwsｔorｅｓtｈａt(yī)wereｏpenｅd.DｕｒiｎgｔｈispｅｒiodStａrbuckssｔoｒesｇｒｏｗ５08percentｆｒom8400storestoover１２000acrosｓ3９coｕntrieｓ。Now，Starbuｃkshａvemorethan13０００storesａｎd１４50０0empｌoyees。Andｕntil20１3，ｓalesｈadincrｅasetｏ$１4。982biｌlｉon

Prｏduct

２.2．1ＴａrgeｔＭarkｅｔ

ThetargetmarｋeｔoｆＳtarbｕｃkｉnchinaislocaｔeｄｉnsupeｒ-lａｒgｅcitylevel,anｄecｏｎomicallｙdeｖeｌｏpedｃｏａｓtalareasａndrelaｔｉvelydevelopｅdcｉtｙｏfｓeｃondaryｃitieswitｈhighｅｃaｔｉｏn,theｕｐpermiddleｃｌaｓｓwｉthhigherinｃomeorrandomcｏｎsｕmeranｄｃoffeeｌｏvers,thisｐaｒｔofthepopulatioｎbelonｇstothｅpursｕitofquａliｔysocｉalupｐｅrcｌassandtｈepursuitofsociaｌfashiｏｎofsocialmiｄｄlｅcｌass。Ｓtarｂuckstargeｔmarketiｓamiｄdlecｌasｓasｔｈemainstrｅamofsoｃialclaｓs．Starbucksiｓthｅimｐlementaｔioｎofｄifferｅｎtiａt(yī)edmarkeｔｉnｇｓtrategy;providｅagrｅatdｉvｅrｓityofproｄuctsandservｉceｓfoｒthediｆferenｔcuｂｍarket.Starｂｕcksiｍｐｌemenｔeｄtｈestrategyｏfｔhesediffｅｒｅｎｃeｓoｆｔarｇetmarketfｏrdiffereｎｔmａrketsegmeｎｔstocustomiｚedifferentproductsandｓervicｅｓ,anｄｔodeｖeｌopdiｆfｅrentmarketｉngstrategieｓ,toｍeetｄifferentconsumeｒnｅe(cuò)ds,bettertoｅxｐaｎdsales。

2。2.2MａrｋetShａrｅ

Ｓtaｒbucｋｉsthefifthlarｇeｓtconsumｅrfoｏdservｉcebrandinthｅｗｏrlｄ。Stａrbucｋｏpensthｒeenｅwstoreseveryｓingleｄａy。Now１5,269outlｅtｓofStａｒｂucｋｏpeｒaｔed,ＡsoｆNoｖeｍbｅｒ２0１4,Sｔarbuｃｋsispreseｎtin67countriesandteｒrｉｔｏｒiｅs.Ｈoweｖeｒ,61ｏfits84locationsｗerecｌosｅdinAusｔralia2008.Besides,theｔrafficｖolumeanｄsalesiscontiｎuallydecreasingrｅｃｅntly.Tｈereｆｏrｅ，iｔｉsviｔalｔoｅｘaｍｉnethｅrｅasｏnｓfordecｌiniｎgmａrｋetshaｒe,andtoofferappｒｏachtoimprｏｖethｅmaｒketperfｏrmanceandｉnｃｒeaseｉtｓmarｋetshａre.

2.２。3MaｊｏｒCoｍpetitoｒs

Starbuckｓbelonｇstｏmarｋｅtfoｌlowｅr,faciｎgthｅcomｐetｉｔiｏｎcanｂediviｄeｄiｎtｏfｏurcategorｉes.

Ｃofｆｅe(cuò)competｉtion:suｃhａｓ,Dietricｈ’ｓcｏffeｅ,Petｅ’ｓcoffｅe(cuò),andCａriｂｏuＣoffｅｅcoｍｐanｙ。Thｅpaｎy'ｓprｏdｕctｉssimｉlarｔoStａrbucｋａｎｄｔｈepricｅandqualitiesaｒｅalsoｓame。

Cｏnvenieｎcestorecｏｍpetition：thesｅtypeｏfｃｏｆfeｅstoｒｅarｅmｏｒeａt(yī)tracｔivｅthａnStａrbｕcksfoｒtｈecuｓtomeｒswhoaｒeiｎcｏllｅgeaｎｄoｆｆicｅｗorker。ＤuetｏthesestoreyｏucanｆｉndinｅｖｅrycorneroｆsｔreetａnｄthecoｓtｆorthesestoｒｅstoopenｉsｌowerthanSｔａrｂuck.

Fastｆoｏdrestａuraｎtssｅｌlcoffeｅ:suchａsMcDｏnａldｓ，KFC，PｉzzaHuｔandDuｎkinＤｏnutｓ.Thesefastｆoｏｄcoｍpanｙaremorecoｍｍonineｖerｙcｉｔy。Inａddition,ｔheｓｅｓtoｒｅｓ’coffeｅarｅmｏrecheａperｔｈanSｔａrｂuckａnｄtheycanproｖidemanykindsoｆfoodanｄｄｒinｋｓ.

Ｆixeｄｃｏｆｆeeｍａchine:tｈiswaｙtoshｅlｌｃｏfｆeecanｓaｖeｃｏｓtofempｌoｙeesaｎdｓtoreｒent．Fortheｃustｏmｅｒ,ｉtiｓmorecｏnvｅnｉentanｄqｕｉck,aｌsotｈepriｃｅisｃheaperｔｈａｎtｈecofｆeearｅsoldiｎｃｏfｆeeshop。

2。2.４Tabｌe１:directcomｐetｉtortoSｔarｂｕcｋs

Ｆirm

Productline

Ｂreａdth

Rｅvenｕes(２01０)

inＭiｌｌｉｏns

%ofＴｏｔalＧｒoup

Revenｕeｓ

Starbucｋs

Hｉgh

10,70７

27％

DunkinDｏnuts

Modｅrａt(yī)ｅ

5,500

１４%

MｃDonald’ｓ

Ｍodｅratｅ

２，400

6％

Grｅe(cuò)nMountainCofｆeeRoasterｓ

Loｗ

803

２%

ＫraftFｏods，Ｉnｃ.

Loｗ

3,10０

8%

NeｓｔlｅＳ.A.

Loｗ

1７，７０0

44%

3ＥnｖｉｒonmentalAnａｌysis

3.1.１PEＳＴ

3。1.１.1Polｉty:TherelaｔionsｈｉｐｂｅｔｗeeｎＣhinａandAｍｅrｉｃanhａsimproｖed,tｈｕsthｅｐrｏsｐｅctofdevelopmeｎtbｅtｗeｅnｔwｏcounｔrieｓisviｓibｌe.TheCｈinesepoliｃyalsoproｖｉdeawiｄemaｒｋｅtfｏrStarｂucks．

３．1。１。2Ecoｎomic:ｔhereｓｉdencｅsconsumptｉｏnlｅvｅlisincｒｅaｓinginChｉnａwhiｃhproｖideaｗidemaｒｋｅｔforＳtarbｕcｋs。Alsoｗiｔhtheｉmproveofcｉｔｉｚeｎssａlａry，Ｃhiｎesｅｐｕrchasingｐowergｒadualｌｙincreasｅd,ａcuｐof$3ｃoｆfeeisnotａlｕxuｒｙanymｏre。

３．1。1。３Soｃial:ChinesｅcuｌtureafｆecｔsCｈinｅseａctionaｎdtｈougｈt．Moreｏvｅr，theStarｂuckscorevaｌｕeｉｓalsoeｍｐｈasizekｉndnessbｒiｎgpeoplｅalot。Sｏ,iｔalsoadvocateenｖirｏnmentisthｅsamｅｉmpｏrtantascoffｅｅ

3.1.１。4Technoｌoｇy：StarｂuｃｋsｈｏlｄａdｖanｃｅdcｏffeebａkesｋillwhiｃｈappeａledCｈineseatｔractionmoｄeastaｂlｅｔｅchｎologyfouｎｄatｉon。Bｅｓidｅs,viaｔheinterneｔaｄvertｉｓｅiｔscansｐrｅaｄtheiｒcoｆfeecultuｒe.

３．1。2CompetiｔｉveForces

３。1。2.1Customs:

Staｒbｕcksinitiallｙtａrgeｔeｄyoungstudent，ｓoｃialｃlasseｓandnｅighboｒhooｄsthａt(yī)ｗoｕｌdbｅmosｔｒeparatiｖｅtｏtheideａofｂuyｉng＄３acupｏｆcoffeeaｎdｓpendiｎgtｉmｅｗitｈfriｅndsatｔhｅirstores。Ｗiｔｈｒａpiｄgroｗｔhaｎdｅｘpanｓioｎ,Ｓtaｒbｕcｋｓtargeｔmarketexｐandｅdrａpiｄlytoinｃludeeｖeryｉndiviｄuａlofｅvｅryａｇｅ．Staｒｂuckｓcanpｒｏvｉｄecusｔomeｒs'acoｍｆｏrｔabｌｅreleaｓｅｐｌacｅｗｈiｃｈtheｙcａnｒeａdiｎg,tｈiｎking,writinｇ，orevenadaze。Thｅcｏｆfeeｇiantａchｉｅveｄｔheseｕsinｇｃreａt(yī)urecｏmｆｏrts，ｓuchascoｍｆortableｆurniture,wireleｓｓinｔｅrnｅtrｅｌaｘiｎgmuｓｉcａnｄｃommonareａforcollabｏｒatioｎ。WｈileＳtarbucksstoｒeｓaｒepositiｏｎedaｓlｏcationｓwherecｕｓtomerscaｎspｅndｔimeinacoｍfortablｅsettinｇ，theｉrｐroｄuctlinesarepositionｅdatthehigheriｎregarｄstoprｉｃｅsａｎｄｑuaｌity

３。1.2。2Supplieｓ

TｈemajorsupplierｓtｏtheinｄusｔｒyaｒecouｎｔｒiesfromＡfｒica,SoｕtｈAｍerｉcａ,ａｎdＡsｉa。Thｉsisdｕｅtｏｔhefaｃtｔhattealeａｖesandcoffeebｅａnsｍustｂegｒowｉnaｃertaincｌiｍate。Asｓuｃh,manｙofthｅsesuppｌyingrｅgｉｏnsaｒelowerｅconｏmｉｃcounｔries．Coffeeｂeaｎsareａcommoｄｉtyproductandcｏｆfeepricｅsaredictatedbysuppｌyanｄｄemaｎd。Thepoｗerofsupplｉｅsisalsｏdｅe(cuò)ｍｅｄtｏbｅｍｏｄeratｅ

3.1.2。3NewEntｒａnｔs

As

for

ｔhe

thｒeat

ｏf

nｅw

eｎtrａｎts,

it

wｉlｌ

be

ｄiscussed

frｏｍ

tｈｒee

aspｅcｔs。

Firｓｔｌy,

diｆfｅｒｅnｔiation

and

innoｖation

are

thｅ

ｉｍportant

eｌemenｔｓ

iｎ

the

speｃiａlty

cofｆee

industry。

Iｎ

this

saturateｄ

industry,

it

ｉs

ｈaｒd

foｒ

new

entrａｎtｓ

toｄifferentｉａt(yī)eｆrｏmｅｘistinｇcoｍpｅｔitorsｂyｊｕstｐrovｉｄingｂetteｒｑuａｌｉty,cusｔomerservicesaｎddiffｅrentｓｔylｅsoftheretaiｌstoｒeｓ.Iｔlｏwｅrstｈethreatoｆnｅwｅnｔreａｎt.Additionalｌy，

ｂｒand

lｏyalｔy

is

also

ａ

ｓigｎificａnt

barrier

tｏ

ｎew

entｒants．

Mａｎy

companies

likｅ

Ｓtarbucks

haｓ

gａined

maｎｙ

loｙal

ｃusｔｏmeｒｓｂy

ｐrovｉｄｉｎｇ

ｅｘceｌlｅnｔ

experieｎce

aｎd

serｖｉｃｅｓ

through

these

years。

All

thｅsｅ

ｐｏｉnts

have

mａde

iｔ

difficult

ｆor

neｗ

ｅntrａnｔs

tｏ

enteｒ

into

this

inｄusｔｒy。

Tｈerｅｆore，

thｅ

thｒeaｔ

of

new

ｅntrants

is

moderａｔe．

3．1.2.４Sｕbｓtitutiｏn

TheｍaｊorsuｂstｉtutiｏnoｆStarbucｋsmustbemiｌｋyｔｅａ,ｊｕiceeｔc，

Hoｗever，Starbｕcｋsｈasｉts’unｉquecompeｔiｔiveadvaｎtａgｅs.Firstｌｙ,theｃomｆoｒtableenｖironmｅnttｈatStarｂuckssupｐlｉeｓtocustｏmeｒisdiffｉculｔfoｒthｏsejuｉceorｍilkyｔeastorｅtoofｆｅr.Theseshopａrｅusuａllyｎａrroｗａnｄcapacityiｓsmａlｌ.Sｅcｏndlｙ,thosｅjuicekyteashophavｅａlｏwａｗaｒenesｓoｆpｒｏｄuｃtbrand，anddoｎ’tｈavｅａcoｍpleｔebraｎdsyｓtｅm．WhiｌeSｔarbｕckｓareweｌｌ—kｎoｗnａlloverthewｏrldanｄhasaｐｒofouｎdｂranｄmａrketing.Inｎｕｔｓｈｅllthethreatofｓｕbｓｔitutesｉscｏnsidｅrｂeingverywｅakinthｉｓindustｒy．

3。1.2。5Riｖalry

InChiｎa，ｔhemaｊorcoｍpetiｔorｓareTaiｗanShaｎgDaocoffeｅ，Japanreallypoｔｏfcｏfｆee,PacifiｃＣoffｅｅandoｔhercｏffeeｌateriｎtｏChiｎａ,Staｒbｕcｋsｃｏｆｆeeamongallasiｔｓbiggｅｓtｃompetiｔoｒ,“coｆｆｅｅwａrｓ”royaltiesｈavebecoｍeiｎevｉtaｂle.

Stａｒｂｕcksｍissionstaｔementis“EsｔabliｓhStarbｕcｋｓastheｐremiｅrpｕrveｙｏｒoftheｆinｅstcoffeeiｎtheworld?！盩ｈethreaｔoｆsubｓｔiｔutｅsisｃoｎsｉdeｒtobevｅryweakinｔhｉsｉnｄuｓtry。Faｃiｎgwiththeｃompetitioｎｆｒｏmthecｏffeeｉnｄｕｓtry，tｈeconvｅnｉｅnｃesｔore,fastｆoodrestａｕranｔｓａｎdcｏｆｆeemａchｉｎe，Starｂucksｈaｖｅaｌｏｎgwaｙtogｏinthｅｆuturｅ.

3。１。3ExtｅrｎalOｐportｕnｉｔiesａndThreats

Ｏpportuniｔｉeｓ:

StａrｂuｃkshａsprｅviouslyｏｃcupytheCｈinesecoｆfｅｅｍarkｅts,itiscａnasｓiｓｔcｏｍpanytoextendtheｉrmarketeasiｅr,andＳtａrbuckｓhassetｉtssightｓｏntheonｅbiｌlionplusＣhineseteａdrｉｎkerｓ,anｄlookｓtoｃhanｇeprｅfereｎcestogｏurmetｃoｆfeｅbeveragｅs．

Thｅcompａｎyhａstheopporｔunｉtytoexpａｎdｉtsｇlobaloｐeration．NewｍarkeｔsｆorcoｆfeesuchasIｎdiａａndthｅPacifiｃＲimｎatｉｏｎｓａrebeingiｎngtｏemｅｒｇe

C0-brandingwithotｈeｒmａnufaｃturesofｆｏodａnｄｄrink,andbrandｆranchisiｎgtomanufａcｔuresofｏthergoｏdsaｎdｓeｒvｉcｅsboｔｈhavepotential.

Tｈｒeats

１Ｓtarbucks’ｓｕccｅsshaｓｌeadtotheｍaｒketeｎｔryｍaｎpeｔitorsandｃopycaｔbrandsthatcouldposｅpotentｉaｌthｒeaｔs．Howthｅycombaｔthesethｒeａｔｓwilldeterminｅｔｈeiｒfuture.

２Starbuckｉseｘposedｔoｒiseinｔｈecoｓｔｏｆcoｆfeｅaｎdｄaｉryprｏdｕcts

3.2IｎternａlＡｎａｌysis

3。2.１IdｅntiｆｉｃaｔioｎofＳWOTeｌemeｎｔs

（1）Strengｔh：1：Itｉsfaｍouｓｆorhｉｇhqualｉtycofｆeebeａnsaｎｄgoodｔａste

２:Itcooｐｅｒａt(yī)ｅswiththetｅaculturｅaｎdcoffｅe(cuò)culture

3:Itprｏvidesaelegａｎtenvｉroｎmｅnt,ｇoｏdsｅrvice,ａndfａvｏraｂleｐｒicｅ。

（2）Weａｋnesｓ：1tｈeorgaｎizatｉoｎｓtruｃturｅ’ｓｅffiｃｉeｎcyisnoteｎｏugh。

2tｈepreｓｓurｅsonｓuppｌychain

3expeｒienｃｅaｎdserｖiceleｖｅｌisdecｒeａsｅ

4priｃeｓisｈiｇh

(３)Oppｏrtunｉty：１tｈｅvaｃancｙｏｆmarketｉｎgentraｎce

2thechancｅｓｏftｈistimebａｃkground

3thepoteｎｔiaｌofｃｏffeｅｍarketinChinａｉsviｓｉoｎaｌ

（4)Tｈｒｅat:1tｏomaｎycompetｉtiｏｎs

2subsｔitutegｏoｄsaｒｅaｂuｎdaｎtａndpｒomoteincreａsingly

3thｅｒisｅofmaterｉaｌｃoｓt

４regｉｏnaｌｄｅvelｏpｍentsiｍbaｌanｃed

5ｔhefinancｉａlsｔoｒmiｍpａｃt

(5)SO:1theexpansioｎsｔrａt(yī)ｅgyofmａrｋetocｃupanｃy

2braｎdｅxtｅnｓion

（6）ST:1diffeｒenｔiatｉonstraｔegｙ

2ｐublicreｌationsstｒaｔｅｇy

３ｒaiｓetheprｉｃｅ

4ｆlｅxiblｅprｉcesystems

（7）WO:1ｄiｒectｓalesstratｅgy

2brandcriｓesreverｓeｓtｒaｔegｙ

３ｄifferentiationstrateｇy

(8）ＷT：1pｒoｄuctlｉnｅshriｎｋsｓtrateｇy

2turndoｗnthｅunprｏfiｔablｅｏrdeflecｔstoｎe

3ｌookｉngｆoｒmuchlowerｐriｃeｓsｕpplieｒ

3.2.２Ｅｖaluａt(yī)ｉoｎofSWOＴeｌemenｔ

ＴheSWOTanalｙsｉsｔｈaｔSｔａrbucksｉｓapanyｗｉthａcompetiｔiveadｖantａgｅthatisshｒinkｉngbeｃauseofｈuｇesucｃess.ThisisｂeｃausｅStarbｕｃksｍodｅlｈasbeencopiｅdsucｃessｆｕllybyiｔscompetiｔｏrｓandtｈisｐosesserioｕsthｒｅａｔtoｃoｍpaｎy。

WｉｔhｍajｏritｙofｓtorｅscoｎｃｅntratｅdinUＳA,Starｂｕckｓisalsoｌimｉｔinｇitsｇrowｔhａnｄexpｏsinｇitｓeｌｆtoｒisk。IfSｔaｒbuｃkｓcanｒetaｉｎitsstrengｔhａndbuｉlｄonopｐortunities,ｗhilｅｓuｐpressiｎｇｗｅakｎesｓａｎｄeｘtinguiｓhthｒeatｓ,itｗｉllbeａbletoｇｒowｔｈｒｏｕghoutthewoｒldｍarket。

TｈｅSWＯTａｎalysisaｌsｏｇiｖesａｓtａｒtｉｎｇｐｏintfordiｓｃussionoｎwｈatSｔarbuｃkscandoｔoreduceiｔsｗeakneｓs.Duetoitslarｇesize，Sｔarbuｃｋssetｓｔrenｄsｆoｒthｅinduｓtrythatcanｂebaｃkedupｂythevｏlumｅｏftheirdｅlivｅｒｙ。

Thecｏmｐanｙhasmａnageｄtoｍａintainｔｈpetitiｖｅaｄvａnｔagｅｓｂｅcaｕseitｈａsoffereｄｃoｎveｎiｅnｃesanatmospｈｅrｅcustｏmeｒscanenjoy。AsloｎgaｓStaｒbucksfulfiｌsitｓcustｏmeｒ＇swantsaｎｄｎｅｅds,Staｒbuckswiｌｌcｏntinｕｅｔｏcreａt(yī)emorevalueaｔiｔsstoｒes.

3。２.3AnａｌyzeaｎdRank

ThｒｏugｈaｎａlyzeｔheSＷOTｏｆStａrbucｋs,wecanfindthaｔｔｈeｓtrengthofStarbucksａrｅtheｓpecｉａlｃomfｏrtａblｅe(cuò)nｖironmeｎt,theｕniquｅcｏffee,ａnｄtｈeｂｒａndadvａｎｔagｅｓ。Also,witｈtｈｅdｅvelｏpmenｔｏfeconomy,ｔhｅｏpportunitieｓｆorＳｔarbｕｃkｓareincrｅased,ｄuetoithasａｌreadybekｎoｗnbyｔheｗhｏlewoｒｌｄ,ｉtｍａybｅe(cuò)asierfoｒSｔaｒbucｋｓｔooｐｅnaｎewmarkｅtinaｌlｏｆwｏrｌd

IｎtｅrmｓｏftｈｒeatandｗeaknｅssforStarbucks,ｔｈｅｆirｓtthiｎgnｅe(cuò)dｔobeｃonsidereｄｉsthehowtoattracｔmoｒecｕｓｔomers。Staｒbucｋs’targetｃustoｍerｓｉnChiｎaａrｅtheup-midｄｌe-cｌasｓes，whoarｅaffluentａndatｔacｈｇreatimportanttoqualityoflife.HｏｗｔｏaｔｔractｏｔhｅｒｃlasｓpeoplemaｙbecoｍeaproblｅmforＳtarｂuckｓ’development。

Ｉnaddｉtion，expeｃtcoｆfｅe(cuò)tｈereareｍanyoｔｄuｃtwhiｃｈarｅselｌｉnStａrbｕｃｋs,tｈeｓeproｄｕｃtａrenotfamiliarｗithpeoｐle,shｏuｌdSｔａｒbucksoｎlyfuscousonｃoｆfｅe(cuò)?Ｏｒｄevelopｍentallｐｒodｕctsｔheｙhavｅ.

Ｔhｉrdｌｙ,moreandmorecoffeeshopｈaveemeｒｇｅｄｉnｃurｒｅｎtmarket，somｅoｆthemhａveａｓiｍilarbｕｓiｎesspattｅｒｎwｉthStaｒbucｋs,theircoffee,ｅnvｉronｍent，desｅrｔａrｅalｌsimilarｔoStarbuｃｋs.HoｗｃanStarbucksreｍainitｓstatusｉncoffeemarｋetmustｂeａhugｅpｒｏｂlemｆｏｒit。

３。3Strategies

３.3。1Stｒａt(yī)egｉｅｓｄeｖelopment

Chinaｉsthemostｉmportａnt,ａndpotenｔiallｙthelarｇesｔmaｒｋetfoｒStaｒbuｃkｓouｔsidｅNorｔｈＡmｅrica。Takiｎgaloｎｇ-tｅrｍvisioninChiｎa,StarｂｕckｓｒemainsｃoｎｆidenｔinitｓｓuccｅssinthｅＣhineseｍarkｅt,ａsiｔviｅwsinChiｎaｅxactlyatthetimewhenthｅＣｈｉnesepeopleａrｅlookingfoｒmｏreleisurelｉfｅｓtyleandwhentｈeｃｏｍpａnｙidealsmeshperfｅctlｙwiｔｈChina’ｓaｓpｉｒatｉｏntodevelopa“haｒmonioussocｉetｙ.”Thefaｃttｈａt(yī)corpｏｒatesｏcialresponsibiｌｉtyiｓattheheａrtoｆourcｏmpaｎy‘svalueisgｒeatlyapｐrecｉateｄbyChinesepeoｐleａndsｏciety。

InChina，Starbuｃｋｓmaintainｓtheｕniquecｈaraｃteroｆservingthｅｆinestcoffeｅiｎthewｏrｌｄaｎdhｉghｑualityglｏbaｌlｙapｐreciatedfooｄ.Ｗhｉlecｏnｔinｕingtoｏffertheｂestcｏffeｅ,itisalsoleadinｇinCｈｉnainsprｅａdｉnｇcｏffeeknｏwledｇeａnｄexpertｉse，anｄcreａt(yī)ingacoffeｅculｔureｉnatraditioｎaltea—drｉnｋingsociety。ＴheSｔarbucksstｏｒｅatmｏsphｅrｅiｓonewhicｈissimilarｔotheoldtｅａhouｓeｏfChiｎa-ａｇatheｒiｎgplacｅandagatｈerｉngplaceａnｄacoｍｍｕnitylｉｖｉngrｏom.

StaｒbuckspartnersinChｉnaａreaｓwelcoming,genuine,consiｄeraｔe,kｎowlｅdgeaｂｌｅ，ｃomｐasｓｉonａt(yī)ｅａndinvolveｄaspartｎersfrｏｍaｒｏundtｈeworｌd。

３。3．2Identiｆystrａt(yī)egiｃｆｉt

SｏmｅofthｅmｅthｏdsStarbucksｈaｓusedｔｏeｘpanｄandｍaiｎtａiｎtheｉrdｏｍｉnaｎtmarkｅｔposiｔion,ｉncludｉngｂuyingoutcｏmpetｉtors’leasｅｓ,intenｔiｏｎallｙoperａｔingataloss,aｎdｃlｕsteｒｉngseｖｅrａlｌocａt(yī)iｏｎｓinasmalｌgｅｏｇraｐhｉｃaｌareａ,havebeenlａbeledanti—competｉtivｅbycrｉｔics.

ＨYＰEＲLIＮＫ”hｔtｐ：/／en.wiｋipedia。orｇ/wiki／Starｂucks"\ｌ”cｉtｅ＿note—Klein2009—187＂

[18７］

Forexample，SｔarbｕcksfueledｉｔsinｉtiａlexpaｎｓioｎｉnｔｏthｅUKmａrｋｅtwithaｂuyｏutofSeattleCoffeeＣｏmpany，butthenusedｉtscapｉtalandinｆｌuｅnceｔooｂtainｐrimeloｃａt(yī)iｏns，somｅｏfwｈichoperatedａt(yī)afinaｎciallｏｓs。Ｃｒiｔｉcｓｃｌaimedｔhiswasａnunfairaｔｔｅｍｐｔｔｏdrｉveoutｓmａll,ｉndｅpeｎdeｎtcｏｍｐetｉｔors，whｏcｏuldnotaffordtopａyｉnｆｌatedpｒicesfｏrｐｒｅｍiumrｅalestate。

HYPＥＲLＩNＫ"hｔtp：//en.wｉkｉpeｄｉａ.oｒg／wikｉ／Stａrｂucks”\ｌ"cｉｔe_note—１８８”

[１８8]

Whｉlerelatｉonsｗｉｔhindeｐｅｎdｅnt

ＨＹPＥＲLINK”hｔtp://en.wikｉｐeｄia。ｏrg／wiki/List_ｏf＿ｃｏffｅe(cuò)ｈousｅ_cｈaｉｎs"\o"Lisｔofcoffｅｅhｏｕseｃhaｉns＂

coffeehouseｃhａins

havebｅe(cuò)nstrａined，someoｗｎershavecｒeｄiｔedＳtarｂuｃkswitheｄucａｔｉngｃuｓtomｅrsｏnｃoｆfee.

ＨYPERLINK”http:／/eｎ。wiｋ／wｉki/Staｒbucks”\l”ｃitｅ_noｔｅ—189”

[189]

3。3.3Ｔａble2：ＳWOT/StratｅgiesＭａt(yī)rix

Iｎterｎal

ｅｘｔernaｌ

strｅｎgths

wｅakneｓs

oppｏｒtunｉｔiｅｓ

SOstrａｔegies

１。)goodｑuaｌｉｔyaｎdｔasteoｆcoffeｅ

2。)comfortａbleｅnviroｎｍeｎt

３。)coｏpｅraｔewiｔhｔheteacｕltｕreandcｏffeeculturｅ

4．)pｒofitａｂleｏrganizatioｎ

WOstrateｇｉes

1.）dｉrｅctsaleｓstratｅgy

2.）braｎｄｃrｉsesreｖersｅsｔrategｙ

３。)ｄｉｆferentiatｉonstrategｙ

tｈrｅａｔ

ＳＴstrａt(yī)ｅgiｅs

１。)goodreｐuｔａｔion

２.)theorganizatiｏnhａsstroｎｇethｉｃalvalues

ＷＴstrategｉｅs

1.)prｏductｌiｎｅｓhriｎkｓsｔraｔegｙ

２。）ｔｕrndowｎtheｕｎprofiｔaｂlｅoｒdｅflectｓtｏnｅ

4ProdｕctDｅｖelｏｐｍent

4。1StrateｇySelection

1。Diffｅrｅntiaｔｉｏnstrategｙ

ThedifｆｅrencewasSｔａrbuckｓcompeｔitionweapon．ThroughtheＣoffeeｄrinksｉｎdｕstrｙｔoprｏvideｄiｆferｅnｔiatedｐroduｃtｓanｄservicｅs，tｈｅcomｐanyreceiｖedａfarhighe1QＡrtｈaｎotｈｅrCoｆｆeｅｓhoｐｐｒｏfitrate,Howｅvｅr,diffｅｒentiatiｏnstraｔegyhasrｉｓks。Ｉtｉncludes:Ｃustoｍｅrstｏbuynｏtoｎlｙdｅpendsonｔhedegrｅductｄｉffeｒｅnｔiation,tｈerelativepurｃｈａsｉngpowerleｖelａｌsodependｓontheｃusｔomeｒ。Aｎdｔheimｐacｔoftheeconomicｅnvｉronmeｎt。Wｈentheｌatｔｅrｆorceiｓｌａｒgeenｏｕghtomakethecusｔomeｒsnoｌongｅrwilｌingtoｅxperiｅncｅmoreoftｈebiｌl,theｅｎteｒpriseｗiｌlｆａcethｅｒisk.Nｏｄouｂt，thｅimpaｃtoｆfinancｉａlcrisisonStaｒbucｋsｉsdiｒeｃtａｎdoｂviｏus．

2Ｄiversificatioｎstrａt(yī)egies

Ｉnoｒｄerｔoｍｅe(cuò)ｔｔheｃhａlｌenｇe,wｈichbroketｈestory。.Starbｕcksbegaｎtodｉvｅrsifiｃationｓｔｒaｔegyａsapowerfuｌｗｅaｐon．InＵSAnａｔiveCoｆｆeesｈｏｐThｅinｓtaｌlationｃanｐrodｕcetheiroｗｎCＤpersonalmｕsiｃａpprｅciationandＴaiwan,tｈｅfiｌmiｎdｕstryetcInsuｃhawayforcrossｉndusｔrｙdｅveloｐｍentInChｉneseStarbuckｓalsohａvｅｆoｕｎdaｎｏtｈｅrwａyｔoexpandｔhｅｂuｓineｓs。suchａssellgｉｆt。VarietyoｆgifｔｓfrombrewingdｅvｉcｅsofvaｒioｕｓCoffee,toallkindsｏfCoffeecupNｏtepadetｃ。TｈisStaｒbucksprｉnteｄinkｍarｋgｒeｅngoｏdsｈavebｅe(cuò)npｕtonｔheshelｆ.

3.Competitivestraｔeｇy

Tｈeｃamｐaccordｉngtoaffiniｔy

Holｄyoｕwithmｕsic

SellsｏmeｔhingｍｏretｈａｎCoｆfee

4Bｒandaｌliａｎcｅs

Ｓｔarbｕcksprｏmoｔeａsｔrategｉcbｒandｂybranｄallianｃeisthｅｒapideｘpansｉonofthebrａndadvａntage。，Looｋforstrａｔegicpartｎeｒstoprｏｖidetheiroｗnbrａndequityiｎtｈeｐｒｏceｓｓofdevelｏｐmｅnt,Tｏeｘpandsaleｓcｈａnnels,Analｌiaｎcewiｔhastｒongpartner,Theeｘpanｓionoｆｍarketｉｎgnｅtwork。

5.Oｖeｒseasmarkｅtexｐansiｏｎ

ＳtarｂｕcksselectsthefirstｓtaｔｉｏninAsiaasamａｒkｅｔexpansiｏｎ,isｂecause:

ＡsｉａhasalotofhelｐtｏStarbucksexpandmａrｋｅｔｓhare

ＡsiａcaｎｂecoｍeasourceofStarbucksｑualitｙＡrabiａCoｆｆｅe(cuò)beans

StａｒbｕcksiｎA(yù)sｉａiseaｓywiththｅaｄvaｎtａgesofpｕｂlicrｅlaｔｉons

4。2PrｏductSｅlection

４.２.1Ｉｄｅageneratiｏｎ

Staｒbucｋｓcanquicklyｃomeupwithｎewideas，tｈeiｎtroｄuｃtiｏnoｆducts；iｔisalｓothevｅryｆavorａbｌｅcompetｉtiveadｖantａge。ＳｔriｃtSystｅminnovａｔiｏｎlｅtStａrbｕcｋsｅachｂrａnchcａｎａlｗaysｍaintainｈｉｇhsaｌeｓ．Sｔaｒbuｃkstryiｎｇtolauｎchducｔｓ,attheｓaｍetｉｍeeｎｓureitsｃoｒeｐroducttomainｔaｉnｔhｅstaｂilityofthｅcｏmpｅtｉtiveaｄvantage。Ｔheｉnterｎaｌｓouｒｃｅsmａinlycomefromthｅe(cuò)ｍｐloyeesａndcｕstomｅrｓ。Ａnｙａdｖice，ｎomatｔeｒhoｗnoｔwｏrtｈmentionｉng，therearｅgoｉngｔobegｒeaｔorsmalleｆfectｏｎtｈｅcｏmpany．StarbuckCoｒｐoｆtenpｏlｌswiｔhinｔhecompaｎｙ.Eｍployeｅｓurveｙsyｓtembyphonｅｏrwriｔｅcomｍenｔｃarｄsｏnthｅｉｓｓueｏfsｐeakoｎe’ｓmindfｒｅe(cuò)lｙ。Reｌevantｍａnaｇemenｔpｅrsｏnnｅlintwoｗeekswiｌlｒesｐonｄtoｔheiｒatｔｅntion.StarbｕckＣorpstillseｔｕpinteｒnａlforum。Starbuｃｋsthrｏughemplｏyeeiｎcｅnｔivesystｅｍ,tosｔrｅngthenｔheirｃulｔureandvalues.Aｎｄbｅcamｅoneoftｈedoｎｏtrelｙｏnadverｔisiｎｇｔｏbuiｌdｂrandｅnｔeｒpｒiｓes.

Whenevｅrandwhereｖerstｒｕckｔendtoprｏvｉdethemｏsｔsatisfacｔoryservicefｏrtheｃｕｓtoｍer.Ｓtarｂｕcｋstriedtodonotletａnyｏnecustoｍeｒhaｄaｎunpleaｓａntｅxperｉenｃｅ。Ｔherｅforｅ，ｍanyｃｏmpａnieｓ-stｒatｅgyｆｒomｃoｎcentratedｓeｔｕpｓhｏp，togetｏｆｆｆromthｅｓervicｅinsｏmeareasarｅdeｓignｅdｔoｐroｃｅsｓlｅtｃustoｍersｗaitinｇinlｉnemoｒequｉcklｙ，soaｓtｏａvoidthｅcustomerｗaitingimｐａt(yī)ieｎtlｙ。Tｈeyａlｓogeｔadｖicｅsfroｍｔｈeｄiｓtribｕtｏｒs，coｍpetitｏrs,anｄｓuppliers。Unｄeｒｔｈｅcoｎsｉderaｔioｎｏｆeｘtｅrｎaｌfactoｒｓ,Staｒbuckstryingtoｌａduｃｔｓ,atｔhesameｔimｅe(cuò)nsuｒeiｔscorｅproducttomaiｎtaｉnｔｈｅstabiｌitｙofｔhｅcoｍpetitiｖeadvaｎtagｅ

TpａｎｙplanstolauncｈｎewkindsofｆoodｓuｃｈaｓhotbreakfastｓａnｄｗichａndｔhenewbｅveragesｕｃｈａｓCoffｅe(cuò)liｑｕeur,ｅvｅnCoffeeｐuｍpkｉnｆlａvor。

4.2.2MarkｅtingSｔratｅgy

1ｔａrgｅtmarket：haｖｅacertaｉnｓocialstａt(yī)us,ｈｉgｈｉncｏme,ｈaveacertaiｎlｉｆestｙｌeofｐeople.

2thｅplannedvaｌuepropｏｓｉtion:Ｓtarbｕcksｃoｆfeｅｎotiｍpleｍｅｎtlｏw-ｃｏstsｔｒatｅｇy，buｔnotthesaleprice,inｏrdertoｐrotectＳｔarbuｃksuniｑueｆeｅlｉngcoffｅe(cuò)bｒingcuｓtｏmeｒ.Starbuｃksｄoａrticlｅonaｄdedvalue,lettｈecustｏｍerｆeelvａlｕeｆoｒmoｎey.Firsｔ,incｒeasｅｔhevalｕecultuｒe，whｅncoffｅｅbｅａnsａsｏrdｉｎａrｙcoｆfeeｓalｅｓ,adｏllarapouｎd;thｅｐroｃｅsｓingforthesalｅsinｓtantcofｆｅe(cuò)packagiｎg,acupof5to2.5ｃeｎts;ｃoffee