Company-Starbucks-Marketing-Report-星巴克市场营销分析英文版可编

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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:ＧrａceDａte:Decembｅｒ１0,2014

Exeｃｕｔiｖesｕｍｍａrｙ

ThｅpurｐoｓｅofthiｓreｐortｗasｔoidｅntiｆyasuitａbleforＳtａrtbucｋstｏｉnｔroｄoatarｇeｔｍａrkｅt.Asparｔofthｉsｐｒoceｓsａｓtｒａtｅgｉｃaｎａlysisｗａsconｄｕctedtoｔheｅnvｉroｎmenｔ.Stｒategiesｔhａtmｉtiｇatｅdthrｅａtsaｎdweakneｓsandoneｓｔhattookoftｈeseｓｔratｅgiesaｓｕｉｔaｂｌeｎewprｏduｃt

wastｈeｎdeｖeloｐed.

TｈebooｍingｏfCｈineｓeｅconomｙｎｏuｒｉsｈeｓabroadｃｏfｆeecoｎsumptionmaｒket．Aｇaｉnstthismaｃrｏeｃonoｍicbaｃkground，ＳtaｒbucｋｓｐutstheChｉnesemａｒketｉｎｔoｔhefｉrsｔplacｅoｆｉtsoverｓeasｍarｋetｅｘcepｔAｍeｒicａnmaｒket.StａｒｂuｃkｓhａｓmadeｇrｅatbｕｓinessachievemenｔinChｉnesemａrket,whilｅiｔiｓalsocｈａｌlengｅｄbytheｄeｖaluａtiｏｎｏfＳtａrtbucks’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

ExternａlOppｏrｔunitieｓａｎｄThreａts…14

IｎternalAnalysｉs………。..１5

IdeｎtｉficatioｎofＳWＯTｅｌｅments…。。.15

ＥｖaluationofSWOTelemeｎts………17

ＡnalyzｅandRank………。．.…………1８

Ｓtraｔegｉes………………．。19

Ｓtｒategiesｄｅvelopmｅnt……………。.19

Idenｔｉfystraｔegicｆit…………………2０

Tａｂle2:ＳWOT/SｔraｔegiesMatｒiｘ….。2１

ProｄuctDevelopment…………。21

StrａtegySelｅctｉon………．２１

PrｏｄucｔSeｌection……..…2３

Ideagenｅraｔion………23

ＭaｒｋeｔingStraｔegy……………。.．．。．．。。.２５

4.2。2.1Ｄemograpｈic…………….。．…。26

Conｃｌｕｓion……………。。………２６

Reｆｅrence………………．。.……。27

Ａｐpｅndix………2８

Ｉdeageneraｔion…………。28

ＴeamＲeｐorｔ…………….２8

7.2。1IndividuaｌＭemberAcｔivitｙRepｏrt…。……………。2８

１Ｉｎtroductｉon

‘Wearenｏtinthecoffｅebｕｓinｅss，servｉｎｇｐｅoplｅ。weａreiｎtｈepeoplｅbusineｓs,ｓervingcoｆｆeｅ’’.ThatisｔｈｅｐｈilosophyｏｆＨowａrdＳcｈultz，ｃhairmanandchｉｅfglobalｓtrategiesoｆSｔarbucks.Ｉtisapｈilosｏphythathasshａped—ａndcontｉnuesｔｏshape—thecomｐaｎy。Wｉtｈoｖer11000oｕtletｓｉnmoｒethan36coｕnｔries,Starｂｕcksiｓtheｗｏrｌd’ｓnｕmｂｅronespecialｔycoffｅerｅtaｉler.Iｎoｒdertounderｓtａndｔhｅｃompanｙcomprehenｓｉveｌy,wｅａregoｉnｇtotaｋｅaｎiｎ—ｄepthｌookatSｔａrbｕｃkｓthrｏuｇhthｉstopiｃs。

TｈｉｓｒeportwiｌldiscｕsstheｍarketingsｔrａtegybeinｇｉｍplｅｍｅntｅｄbｙＳtarbucｋs,andwilｌｅｖａluatetｈecoｍpaｎy’scuｒrentmarkｅtingｐlan，iｎcｌudingtheｐroducｔs,eｘternaｌandinｔeｒnalenvironmeｎｔａｌ，productdeveｌopｍeｎt,strａteｇiesanｄｖaｒioｕｓotherfaｃtoｒsｔhatafｆｅctiｔsstraｔeｇy.

2CｏmｐaｎyBaｃkｇｒｏund

2。1.Abｏｕtｔhｅcomｐａny

２．1。1Hisｔｏry

Ｆouｎdedin19７1ｗiththｅopｅningofthe1stlｏcatioｎiｎSeａttle＇sPiｋePlaceMarkeｔseｌｌingcoｆfeebeａnsonｌy

HｏwarｄScｈultzjｏinedStarbuｃksｉn1982asdｉｒectoｒofretailoperatｉｏnｓandmarｋeｔing

Scｈｕlｔｚpｕｒchaｓｅdｔhecompanyin1987andＳtａrbucｋsCoffeeＣompanyｏpenｅdｔheｆiｒstｓtoretoselｌbrｅｗcofｆｅeandespreｓsobeveｒaｇes

ＣompｌetedIPOonNＡＳDAQin１９92unｄｅrtheｔraｄingsymｂol“ＳＢUX”,ｔｈusopeningａnewchapteroｆgｒｏｗthｆoｒthｅcｏｍｐany

Cｕrrｅntlｙoｐeratiｎgin3９coｕntriesaroundｔｈeｗorldwithmorethaｎ１3,０00storesaｎdｏver145,000pａrtneｒs(ｅmpｌoyees)

AsofNovembｅr20１4,Ｓｔarbucksispresenｔｉn6７ｃｏuntriｅｓaｎdtｅrｒｉtories

2．1．２Ｍiｓsion

Sｔａrｂｕckshaｓamissiｏnｓｔａtemeｎtofstructuｒｉngapleａsａntworkenvｉronｍentinwhiｃｈemplｏyeesaｒｅtrｅａｔｅdwitｈｒeｓpectanｄdignitｙ，ｉncorporatingdiverｓityinallitsbuｓinｅｓｓaspeｃtｓtodeliｖｅrfresｈcｏffee,satｉｓｆyinｇcustomeｒs,ａnddｅveｌopinｇprｏfitａbiliｔyfｏrtｈeｃompany’ｓsuccess

Valｕes

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

ｎrevenｕeandsaleｓwasdｉrecｔresuｌtoftｈenuｍeｒousnｅwsｔorｅｓtｈａtwereｏpenｅd.DｕｒiｎgｔｈispｅｒiodStａrbuckssｔoｒesｇｒｏｗ５08percentｆｒom8400storestoover１２000acrosｓ3９coｕntrieｓ。Now，Starbuｃkshａvemorethan13０００storesａｎd１４50０0empｌoyees。Andｕntil20１3，ｓalesｈadincrｅasetｏ$１4。982biｌlｉon

Prｏduct

２.2．1ＴａrgeｔＭarkｅｔ

ThetargetmarｋeｔoｆＳtarbｕｃkｉnchinaislocaｔeｄｉnsupeｒ-lａｒgｅcitylevel,anｄecｏｎomicallｙdeｖeｌｏpedｃｏａｓtalareasａndrelaｔｉvelydevelopｅdcｉtｙｏfｓeｃondaryｃitieswitｈhighｅｃaｔｉｏn,theｕｐpermiddleｃｌaｓｓwｉthhigherinｃomeorrandomcｏｎsｕmeranｄｃoffeeｌｏvers,thisｐaｒｔofthepopulatioｎbelonｇstothｅpursｕitofquａliｔysocｉalupｐｅrcｌassandtｈepursuitofsociaｌfashiｏｎofsocialmiｄｄlｅcｌass。Ｓtarｂuckstargeｔmarketiｓamiｄdlecｌasｓasｔｈemainstrｅamofsoｃialclaｓs．Starbucksiｓthｅimｐlementaｔioｎofｄifferｅｎtiａtedmarkeｔｉnｇｓtrategy;providｅagrｅatdｉvｅrｓityofproｄuctsandservｉceｓfoｒthediｆferenｔcuｂｍarket.Starｂｕcksiｍｐｌemenｔeｄtｈestrategyｏfｔhesediffｅｒｅｎｃeｓoｆｔarｇetmarketfｏrdiffereｎｔmａrketsegmeｎｔstocustomiｚedifferentproductsandｓervicｅｓ,anｄｔodeｖeｌopdiｆfｅrentmarketｉngstrategieｓ,toｍeetｄifferentconsumeｒnｅeds,bettertoｅxｐaｎdsales。

2。2.2MａrｋetShａrｅ

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

2.２。3MaｊｏｒCoｍpetitoｒs

Starbuckｓbelonｇstｏmarｋｅtfoｌlowｅr,faciｎgthｅcomｐetｉｔiｏｎcanｂediviｄeｄiｎtｏfｏurcategorｉes.

Ｃofｆｅecompetｉtion:suｃhａｓ,Dietricｈ’ｓcｏffeｅ,Petｅ’ｓcoffｅe,andCａriｂｏuＣoffｅｅcoｍｐanｙ。Thｅpaｎy'ｓprｏdｕctｉssimｉlarｔoStａrbucｋａｎｄｔｈepricｅandqualitiesaｒｅalsoｓame。

Cｏnvenieｎcestorecｏｍpetition：thesｅtypeｏfｃｏｆfeｅstoｒｅarｅmｏｒeａttracｔivｅthａnStａrbｕcksfoｒtｈecuｓtomeｒswhoaｒeiｎcｏllｅgeaｎｄoｆｆicｅｗorker。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

Modｅrａtｅ

5,500

１４%

MｃDonald’ｓ

Ｍodｅratｅ

２，400

6％

GrｅenMountainCofｆeeRoasterｓ

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，ｓoｃialｃlasseｓandnｅighboｒhooｄsthａtｗoｕｌdbｅmosｔｒeparatiｖｅtｏtheideａofｂuyｉng＄３acupｏｆcoffeeaｎdｓpendiｎgtｉmｅｗitｈfriｅndsatｔhｅirstores。Ｗiｔｈｒａpiｄgroｗｔhaｎdｅｘpanｓioｎ,Ｓtaｒbｕcｋｓtargeｔmarketexｐandｅdrａpiｄlytoinｃludeeｖeryｉndiviｄuａlofｅvｅryａｇｅ．Staｒｂuckｓcanpｒｏvｉｄecusｔomeｒs'acoｍｆｏrｔabｌｅreleaｓｅｐｌacｅｗｈiｃｈtheｙcａnｒeａdiｎg,tｈiｎking,writinｇ，orevenadaze。Thｅcｏｆfeeｇiantａchｉｅveｄｔheseｕsinｇｃreａturecｏmｆｏrts，ｓuchascoｍｆortableｆurniture,wireleｓｓinｔｅrnｅtrｅｌaｘiｎgmuｓｉcａnｄｃommonareａforcollabｏｒatioｎ。WｈileＳtarbucksstoｒeｓaｒepositiｏｎedaｓlｏcationｓwherecｕｓtomerscaｎspｅndｔimeinacoｍfortablｅsettinｇ，theｉrｐroｄuctlinesarepositionｅdatthehigheriｎregarｄstoprｉｃｅsａｎｄｑuaｌity

３。1.2。2Supplieｓ

TｈemajorsupplierｓtｏtheinｄusｔｒyaｒecouｎｔｒiesfromＡfｒica,SoｕtｈAｍerｉcａ,ａｎdＡsｉa。Thｉsisdｕｅtｏｔhefaｃtｔhattealeａｖesandcoffeebｅａnsｍustｂegｒowｉnaｃertaincｌiｍate。Asｓuｃh,manｙofthｅsesuppｌyingrｅgｉｏnsaｒelowerｅconｏmｉｃcounｔries．Coffeeｂeaｎsareａcommoｄｉtyproductandcｏｆfeepricｅsaredictatedbysuppｌyanｄｄemaｎd。Thepoｗerofsupplｉｅsisalsｏdｅeｍｅｄtｏbｅｍｏｄeratｅ

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

toｄifferentｉａteｆrｏmｅｘistinｇcoｍpｅｔitorsｂyｊｕstｐrovｉｄingｂetteｒｑuａｌｉty,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。”Tｈethreaｔoｆsubｓｔiｔutｅsisｃoｎsｉdeｒtobevｅryweakinｔhｉsｉnｄuｓtry。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:Itcooｐｅｒａtｅswiththetｅaculturｅaｎdcoffｅeculture

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:1theexpansioｎsｔrａtｅgyofmａrｋetocｃupanｃy

2braｎdｅxtｅnｓion

（6）ST:1diffeｒenｔiatｉonstraｔegｙ

2ｐublicreｌationsstｒaｔｅｇy

３ｒaiｓetheprｉｃｅ

4ｆlｅxiblｅprｉcesystems

（7）WO:1ｄiｒectｓalesstratｅgy

2brandcriｓesreverｓeｓtｒaｔegｙ

３ｄifferentiationstrateｇy

(8）ＷT：1pｒoｄuctlｉnｅshriｎｋsｓtrateｇy

2turndoｗnthｅunprｏfiｔablｅｏrdeflecｔstoｎe

3ｌookｉngｆoｒmuchlowerｐriｃeｓsｕpplieｒ

3.2.２ＥｖaluａtｉoｎofSWOＴeｌemenｔ

ＴheSWOTanalｙsｉsｔｈaｔSｔａrbucksｉｓapanyｗｉthａcompetiｔiveadｖantａgｅthatisshｒinkｉngbeｃauseofｈuｇesucｃess.ThisisｂeｃausｅStarbｕｃksｍodｅlｈasbeencopiｅdsucｃessｆｕllybyiｔscompetiｔｏrｓandtｈisｐosesserioｕsthｒｅａｔtoｃoｍpaｎy。

WｉｔhｍajｏritｙofｓtorｅscoｎｃｅntratｅdinUＳA,Starｂｕckｓisalsoｌimｉｔinｇitsｇrowｔhａnｄexpｏsinｇitｓeｌｆtoｒisk。IfSｔaｒbuｃkｓcanｒetaｉｎitsstrengｔhａndbuｉlｄonopｐortunities,ｗhilｅｓuｐpressiｎｇｗｅakｎesｓａｎｄeｘtinguiｓhthｒeatｓ,itｗｉllbeａbletoｇｒowｔｈｒｏｕghoutthewoｒldｍarket。

TｈｅSWＯTａｎalysisaｌsｏｇiｖesａｓtａｒtｉｎｇｐｏintfordiｓｃussionoｎwｈatSｔarbuｃkscandoｔoreduceiｔsｗeakneｓs.Duetoitslarｇesize，Sｔarbuｃｋssetｓｔrenｄsｆoｒthｅinduｓtrythatcanｂebaｃkedupｂythevｏlumｅｏftheirdｅlivｅｒｙ。

Thecｏmｐanｙhasmａnageｄtoｍａintainｔｈpetitiｖｅaｄvａnｔagｅｓｂｅcaｕseitｈａsoffereｄｃoｎveｎiｅnｃesanatmospｈｅrｅcustｏmeｒscanenjoy。AsloｎgaｓStaｒbucksfulfiｌsitｓcustｏmeｒ＇swantsaｎｄｎｅｅds,Staｒbuckswiｌｌcｏntinｕｅｔｏcreａtemorevalueaｔiｔsstoｒes.

3。２.3AnａｌyzeaｎdRank

ThｒｏugｈaｎａlyzeｔheSＷOTｏｆStａrbucｋs,wecanfindthaｔｔｈeｓtrengthofStarbucksａrｅtheｓpecｉａlｃomfｏrtａblｅenｖironmeｎt,theｕniquｅcｏffee,ａnｄtｈeｂｒａndadvａｎｔagｅｓ。Also,witｈtｈｅdｅvelｏpmenｔｏfeconomy,ｔhｅｏpportunitieｓｆorＳｔarbｕｃkｓareincrｅased,ｄuetoithasａｌreadybekｎoｗnbyｔheｗhｏlewoｒｌｄ,ｉtｍａybｅeasierfoｒSｔaｒbucｋｓｔooｐｅnaｎewmarkｅtinaｌlｏｆwｏrｌd

IｎtｅrmｓｏftｈｒeatandｗeaknｅssforStarbucks,ｔｈｅｆirｓtthiｎgnｅedｔobeｃonsidereｄｉsthehowtoattracｔmoｒecｕｓｔomers。Staｒbucｋs’targetｃustoｍerｓｉnChiｎaａrｅtheup-midｄｌe-cｌasｓes，whoarｅaffluentａndatｔacｈｇreatimportanttoqualityoflife.HｏｗｔｏaｔｔractｏｔhｅｒｃlasｓpeoplemaｙbecoｍeaproblｅmforＳtarｂuckｓ’development。

Ｉnaddｉtion，expeｃtcoｆfｅetｈereareｍanyoｔｄuｃtwhiｃｈarｅselｌｉnStａrbｕｃｋs,tｈeｓeproｄｕｃtａrenotfamiliarｗithpeoｐle,shｏuｌdSｔａｒbucksoｎlyfuscousonｃoｆfｅe?Ｏｒｄevelopｍentallｐｒodｕctsｔheｙhavｅ.

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

３。3Strategies

３.3。1Stｒａtegｉｅｓｄeｖelopment

Chinaｉsthemostｉmportａnt,ａndpotenｔiallｙthelarｇesｔmaｒｋetfoｒStaｒbuｃkｓouｔsidｅNorｔｈＡmｅrica。Takiｎgaloｎｇ-tｅrｍvisioninChiｎa,StarｂｕckｓｒemainsｃoｎｆidenｔinitｓｓuccｅssinthｅＣhineseｍarkｅt,ａsiｔviｅwsinChiｎaｅxactlyatthetimewhenthｅＣｈｉnesepeopleａrｅlookingfoｒmｏreleisurelｉfｅｓtyleandwhentｈeｃｏｍpａnｙidealsmeshperfｅctlｙwiｔｈChina’ｓaｓpｉｒatｉｏntodevelopa“haｒmonioussocｉetｙ.”Thefaｃttｈａtcorpｏｒatesｏcialresponsibiｌｉtyiｓattheheａrtoｆourcｏmpaｎy‘svalueisgｒeatlyapｐrecｉateｄbyChinesepeoｐleａndsｏciety。

InChina，Starbuｃｋｓmaintainｓtheｕniquecｈaraｃteroｆservingthｅｆinestcoffeｅiｎthewｏrｌｄaｎdhｉghｑualityglｏbaｌlｙapｐreciatedfooｄ.Ｗhｉlecｏnｔinｕingtoｏffertheｂestcｏffeｅ,itisalsoleadinｇinCｈｉnainsprｅａdｉnｇcｏffeeknｏwledｇeａnｄexpertｉse，anｄcreａtingacoffeｅculｔureｉnatraditioｎaltea—drｉnｋingsociety。ＴheSｔarbucksstｏｒｅatmｏsphｅrｅiｓonewhicｈissimilarｔotheoldtｅａhouｓeｏfChiｎa-ａｇatheｒiｎgplacｅandagatｈerｉngplaceａnｄacoｍｍｕnitylｉｖｉngrｏom.

StaｒbuckspartnersinChｉnaａreaｓwelcoming,genuine,consiｄeraｔe,kｎowlｅdgeaｂｌｅ，ｃomｐasｓｉonａtｅａndinvolveｄaspartｎersfrｏｍaｒｏundtｈeworｌd。

３。3．2Identiｆystrａtegiｃｆｉt

SｏmｅofthｅmｅthｏdsStarbucksｈaｓusedｔｏeｘpanｄandｍaiｎtａiｎtheｉrdｏｍｉnaｎtmarkｅｔposiｔion,ｉncludｉngｂuyingoutcｏmpetｉtors’leasｅｓ,intenｔiｏｎallｙoperａｔingataloss,aｎdｃlｕsteｒｉngseｖｅrａlｌocａtiｏｎｓinasmalｌgｅｏｇraｐhｉｃaｌareａ,havebeenlａbeledanti—competｉtivｅbycrｉｔics.

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

[18７］

Forexample，SｔarbｕcksfueledｉｔsinｉtiａlexpaｎｓioｎｉnｔｏthｅUKmａrｋｅtwithaｂuyｏutofSeattleCoffeeＣｏmpany，butthenusedｉtscapｉtalandinｆｌuｅnceｔooｂtainｐrimeloｃａtiｏns，somｅｏfwｈichoperatedａtafinaｎciallｏｓs。Ｃｒiｔｉcｓｃｌaimedｔhiswasａnunfairaｔｔｅｍｐｔｔｏdrｉveoutｓmａll,ｉndｅpeｎdeｎtcｏｍｐetｉｔors，whｏcｏuldnotaffordtopａyｉnｆｌatedpｒicesfｏrｐｒｅｍiumrｅalestate。

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

[１８8]

Whｉlerelatｉonsｗｉｔhindeｐｅｎdｅnt

ＨＹPＥＲLINK”hｔtp://en.wikｉｐeｄia。ｏrg／wiki/List_ｏf＿ｃｏffｅeｈousｅ_cｈaｉｎs"\o"Lisｔofcoffｅｅhｏｕseｃhaｉns＂

coffeehouseｃhａins

havebｅenstrａined，someoｗｎershavecｒeｄiｔedＳtarｂuｃkswitheｄucａｔｉngｃuｓtomｅrsｏnｃoｆfee.

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

[189]

3。3.3Ｔａble2：ＳWOT/StratｅgiesＭａtrix

Iｎterｎal

ｅｘｔernaｌ

strｅｎgths

wｅakneｓs

oppｏｒtunｉｔiｅｓ

SOstrａｔegies

１。)goodｑuaｌｉｔyaｎdｔasteoｆcoffeｅ

2。)comfortａbleｅnviroｎｍeｎt

３。)coｏpｅraｔewiｔhｔheteacｕltｕreandcｏffeeculturｅ

4．)pｒofitａｂleｏrganizatioｎ

WOstrateｇｉes

1.）dｉrｅctsaleｓstratｅgy

2.）braｎｄｃrｉsesreｖersｅsｔrategｙ

３。)ｄｉｆferentiatｉonstrategｙ

tｈrｅａｔ

ＳＴstrａtｅgiｅs

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．

2Ｄiversificatioｎstrａtegies

Ｉnoｒｄerｔoｍｅeｔｔheｃhａlｌenｇe,wｈichbroketｈestory。.Starbｕcksbegaｎtodｉvｅrsifiｃationｓｔｒaｔegyａsapowerfuｌｗｅaｐon．InＵSAnａｔiveCoｆｆeesｈｏｐThｅinｓtaｌlationｃanｐrodｕcetheiroｗｎCＤpersonalmｕsiｃａpprｅciationandＴaiwan,tｈｅfiｌmiｎdｕstryetcInsuｃhawayforcrossｉndusｔrｙdｅveloｐｍentInChｉneseStarbuckｓalsohａvｅｆoｕｎdaｎｏtｈｅrwａyｔoexpandｔhｅｂuｓineｓs。suchａssellgｉｆt。VarietyoｆgifｔｓfrombrewingdｅvｉcｅsofvaｒioｕｓCoffee,toallkindsｏfCoffeecupNｏtepadetｃ。TｈisStaｒbucksprｉnteｄinkｍarｋgｒeｅngoｏdsｈavebｅenpｕtonｔheshelｆ.

3.Competitivestraｔeｇy

Tｈeｃamｐaccordｉngtoaffiniｔy

Holｄyoｕwithmｕsic

SellsｏmeｔhingｍｏretｈａｎCoｆfee

4Bｒandaｌliａｎcｅs

Ｓｔarbｕcksprｏmoｔeａsｔrategｉcbｒandｂybranｄallianｃeisthｅｒapideｘpansｉonofthebrａndadvａntage。，Looｋforstrａｔegicpartｎeｒstoprｏｖidetheiroｗnbrａndequityiｎtｈeｐｒｏceｓｓofdevelｏｐmｅnt,Tｏeｘpandsaleｓcｈａnnels,Analｌiaｎcewiｔhastｒongpartner,Theeｘpanｓionoｆｍarketｉｎgnｅtwork。

5.Oｖeｒseasmarkｅtexｐansiｏｎ

ＳtarｂｕcksselectsthefirstｓtaｔｉｏninAsiaasamａｒkｅｔexpansiｏｎ,isｂecause:

ＡsｉａhasalotofhelｐtｏStarbucksexpandmａrｋｅｔｓhare

ＡsiａcaｎｂecoｍeasourceofStarbucksｑualitｙＡrabiａCoｆｆｅebeans

StａｒbｕcksiｎAsｉａiseaｓywiththｅaｄvaｎtａgesofpｕｂlicrｅlaｔｉons

4。2PrｏductSｅlection

４.２.1Ｉｄｅageneratiｏｎ

Staｒbucｋｓcanquicklyｃomeupwithｎewideas，tｈeiｎtroｄuｃtiｏnoｆducts；iｔisalｓothevｅryｆavorａbｌｅcompetｉtiveadｖantａge。ＳｔriｃtSystｅminnovａｔiｏｎlｅtStａrbｕcｋsｅachｂrａnchcａｎａlｗaysｍaintainｈｉｇhsaｌeｓ．Sｔaｒbuｃkstryiｎｇtolauｎchducｔｓ,attheｓaｍetｉｍeeｎｓureitsｃoｒeｐroducttomainｔaｉnｔhｅstaｂilityofthｅcｏmpｅtｉtiveaｄvantage。Ｔheｉnterｎaｌｓouｒｃｅsmａinlycomefromthｅeｍｐloyeesａndcｕstomｅrｓ。Ａnｙａdｖice，ｎomatｔeｒhoｗnoｔwｏrtｈmentionｉng，therearｅgoｉngｔobegｒeaｔorsmalleｆfectｏｎtｈｅcｏmpany．StarbuckCoｒｐoｆtenpｏlｌswiｔhinｔhecompaｎｙ.Eｍployeｅｓurveｙsyｓtembyphonｅｏrwriｔｅcomｍenｔｃarｄsｏnthｅｉｓｓueｏfsｐeakoｎe’ｓmindfｒｅelｙ。Reｌevantｍａnaｇemenｔpｅrsｏnnｅlintwoｗeekswiｌlｒesｐonｄtoｔheiｒatｔｅntion.StarbｕckＣorpstillseｔｕpinteｒnａlforum。Starbuｃｋsthrｏughemplｏyeeiｎcｅnｔivesystｅｍ,tosｔrｅngthenｔheirｃulｔureandvalues.Aｎｄbｅcamｅoneoftｈedoｎｏtrelｙｏnadverｔisiｎｇｔｏbuiｌdｂrandｅnｔeｒpｒiｓes.

Whenevｅrandwhereｖerstｒｕckｔendtoprｏvｉdethemｏsｔsatisfacｔoryservicefｏrtheｃｕｓtoｍer.Ｓtarｂｕcｋstriedtodonotletａnyｏnecustoｍeｒhaｄaｎunpleaｓａntｅxperｉenｃｅ。Ｔherｅforｅ，ｍanyｃｏmpａnieｓ-stｒatｅgyｆｒomｃoｎcentratedｓeｔｕpｓhｏp，togetｏｆｆｆromthｅｓervicｅinsｏmeareasarｅdeｓignｅdｔoｐroｃｅsｓlｅtｃustoｍersｗaitinｇinlｉnemoｒequｉcklｙ，soaｓtｏａvoidthｅcustomerｗaitingimｐａtieｎtlｙ。Tｈeyａlｓogeｔadｖicｅsfroｍｔｈeｄiｓtribｕtｏｒs，coｍpetitｏrs,anｄｓuppliers。Unｄeｒｔｈｅcoｎsｉderaｔioｎｏｆeｘtｅrｎaｌfactoｒｓ,Staｒbuckstryingtoｌａduｃｔｓ,atｔhesameｔimｅensuｒeiｔscorｅproducttomaiｎtaｉnｔｈｅstabiｌitｙofｔhｅcoｍpetitiｖeadvaｎtagｅ

TpａｎｙplanstolauncｈｎewkindsofｆoodｓuｃｈaｓhotbreakfastｓａnｄｗichａndｔhenewbｅveragesｕｃｈａｓCoffｅeliｑｕeur,ｅvｅnCoffeeｐuｍpkｉnｆlａvor。

4.2.2MarkｅtingSｔratｅgy

1ｔａrgｅtmarket：haｖｅacertaｉnｓocialstａtus,ｈｉgｈｉncｏme,ｈaveacertaiｎlｉｆestｙｌeofｐeople.

2thｅplannedvaｌuepropｏｓｉtion:Ｓtarbｕcksｃoｆfeｅｎotiｍpleｍｅｎtlｏw-ｃｏstsｔｒatｅｇy，buｔnotthesaleprice,inｏrdertoｐrotectＳｔarbuｃksuniｑueｆeｅlｉngcoffｅebｒingcuｓtｏmeｒ.Starbuｃksｄoａrticlｅonaｄdedvalue,lettｈecustｏｍerｆeelvａlｕeｆoｒmoｎey.Firsｔ,incｒeasｅｔhevalｕecultuｒe，whｅncoffｅｅbｅａnsａsｏrdｉｎａrｙcoｆfeeｓalｅｓ,adｏllarapouｎd;thｅｐroｃｅsｓingforthesalｅsinｓtantcofｆｅepackagiｎg,acupof5to2.5ｃeｎts;ｃoffee