星巴克案例分析

Project:Starbucks—GoingGlobalFast星巴克案例分析营销1101班小组成员：马志萍蒋雯卢玉楠李雪清常利蓉联系方式：tufeyingxiao1101@126.com2014年10月22日1.IdentifythecontrollableanduncontrollableelementsthatStarbuckshasencounteredinenteringglobalmarkets.WhentheStarbucksencounteredinenteringglobalmarkets,thecontrollableelementsincludedtheproduct,theprice,thefirmcharacteristicsandthepromotion.whilethemainuncontrollableelementsitfacedincludedthepoliticalforces,theculturalforces,thecompetitiveforcesandtheleveloftechnology.Themaincontrollableanuncontrollableelementsareasfollows:Chart1themaincontrollableelementsControllableelementsExampleproductSchultzthoughtthatoffering8dollarssandwiches,desserts,andCDsinhisstoresandsellingpackagedcoffeeinsupermarketswouldsignificantlyboostsalesinthelate1990s.priceInItaliancoffeeischeaperthanU.S.javaand,sayItalianpurists,muchbetter.Americanspayabout$1.50foranespresso.firmcharacteristicsintheaspectofcash,Starbucksisnearlyfreeofdebt,itfuelsexpansionwithinternalcashflow.Intheaspectofplace,thefirm’s12,000locationsintheunitedStatesaremostlyinbig

cities,affluentsuburbandshoppingmotionStarbucksissosmartthatitpromotesitselfbyrelyingonmystiqueandword-of-mouth.Therefore,itcansavemuchmoneyonadvertising.Asthecasementions,Starbucksspendsonly1percentofrevenuesonadvertising.Sourceofdata:theauthorstosortoutChart2themainuncontrollableelementsUncontrollableelementsExamplepoliticalforcesthe

arcane

regulations

and

generous

labor

benefits

In

France,Starbucks

should

follow

them

and

meet

the

labor’s

needs.Only

bydoing

this

can

Starbucks

gain

the

popularity

and

enhance

its

sales

in

France.culturalforcesFrenchseemtobereadyforsweeter

taste.And

in

Italy,

the

coffeebarsprovidescoffeeaswellasfood.Itisakindoffoodculture.InJapan,Starbuckshassuccessfullydevelopedabroadermenuforitsstores.ButMcDonald’salsoisattackingtheJapanesemarketwiththeintroductionofitsMcCafe’coffeeshops.affecttheexistingstoresales,soastolowertheoverallprofitmargins.Thus,whilechainStarbucksinglobalhasmorethanoneplayer,butitsshareofprofitisonlyasmallpartatthetopofthepyramid.3.2.2CulturalconflictThecultureofeachcountryisdifferent;Starbucksinevitablyencounteredculturalconflictintheprocessofoverseasexpansion.Forexample,althoughFrenchprefersweetcoffeetasteofStarbucks,butFrenchregulationisstrictandthewelfareofworkersishigh,inthisway,Starbucks'profitwillbeshockedtoalargedegree.InEurope'scoffeeculture,firstly,Italiancoffeeshops'profitnotonlydeprivefromsellingcoffee,butalsosellingfood,butStarbucksdobadinthisaspect.Secondly,ItaliancoffeeismuchcheaperthanAmericancoffeeandthosewholiketodrinkblackcoffeepreferItaliancoffee.Facingthecompetitivedisadvantageproducedbyculturalconflict,it'sahugechallengeforStarbuckstoexpandoverseas.3.2.3ThedecreaseofthequalityofproductsandservicesFirstly,onceemployee’sadvantageisoneoftheadvantageswhichStarbucksproudof,butwiththeincreaseoftheStarbucksstoresacrossthecountry,thebranchmanagersandemployees'moraleproblemismoreandmoreserious.Foracompanybasedonrichenthusiasm,bothforitsimageorsales,itcanhavebadeffects.Employeesofdissatisfactioncanaffectqualityofservice,andfarfromtheimagethatStarbucksemployeesproducecappuccinohappily,whichyouwanttodeliveredtocustomers.Secondly,expansionmeanscompaniescashflowisinsufficient,whichmakestheenterpriseproductqualitygraduallydecline,declineinqualityisreflectedintheuseofrawmaterialsandproductspackingandsoonvariousaspects.3.2.4WorseningcompetitiverelationshipThestrategyof"predatoryproperty"Starbucksadoptedmakesneighborhoodactivistsandlocalenterprisesmoreandmoredisgust.What’smore,customerfeelannoyedbecausetheirchooseleewaydecrease.4.Starbucks’strategytoimproveprofitabilityinJapan4.1ExpandtheoverallmarketStarbuckscanmakemoreconvenienceforconsumerstogetproductsbyincreasingproductsaleschannels,therebyincreasingconsumersusetoexpandthemarketasawhole.Suchasthroughgrocerystoresorotherretailoutletstosellcannedcoffee.becauseStarbuckscoffeewithotherready-to-drinkbeveragesinJapan'smarketshareisstillsmall.4.2costleadershipstrategyJapan'seconomyrightnowisweak,thusonthebasisofusingthepriceadvantage,competitorsinprovidingsimilarservicesgraduallyerodedthemarketshareofStarbucks.Therefore,Starbucksshouldtrytolowertheproductcosttocreatetheadvantageandthenretakethemarketbyprovidingpricelowerthancompetitors.4.3ProductdifferentiationstrategyJapanwasasuccesswhentheyfirstopenednewstores.Newshopsattractedlargecrowds,buttheeffectworeoffasthemarketbecamesaturated.Gradually,competitorsimitateStarbucksproductandservice.Starbucksneedtoresearchtheircustomersandmarkettofindoutthesuddenchange.Bybei