Professional Documents
Culture Documents
1
Namrataben Panchasara (Student ID:F1005899)
Executive Summery
This report aims to strategically based evaluate Starbucks past and current
situation and future position of this largely successful company. The analysis uses
Michael five forces analysis, Starbucks Original Generic Strategy, Company success
factor, SWOT, PEST and recommendation for future that Starbucks can organised
Reward program Organised, Becoming more Environment Friendly, CD Burning,
Install free wireless internet and Rent out meeting space, Increase connection with
customers, Continually improve the coffee. At last conclusion and i use book of
Michal Porter and some others and electronic articles and websites.
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Namrataben Panchasara (Student ID:F1005899)
Index
No. Index
Page No.
1. Executive Summery
11
7. SWOT Analysis
12
8. PEST Analysis
13
14
10. Conclusion
16
11. References
17
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Namrataben Panchasara (Student ID:F1005899)
Introduction of company
Starbucks is the largest coffeehouse company in the world. [1]Starbucks Corporation
was founded by English teacher Jerry Baldwin, history teacher Zev Siegl, and writer Gordon
Bowker in March 1971. Starbucks Corporation is the most successful coffee shop chain in
the past few decades. Using their aggressive growth most of its competition.
The current countries in which Starbucks are located world-wide more than 17018 (as of
July 3, 2011) retail stores in 50 countries[2] The first Starbucks first coffee shop opened in
Washington, America in 1971 and The first Starbucks location outside North America
opened in Tokyo, Japan in 1996. Starbucks entered the U.K. market in 1998 with the
$83 million (more than 60 stores). [3] Starbucks customers enjoy quality service, an inviting
atmosphere and an exceptional cup of coffee.
Starbucks selling Coffee (drip brewed coffee), Coffee beans, other hot and cold
drinks, cold and hot Sandwiches, Panini, Snacks, Pastries and item like Mug. Customers are
able to study read and enjoy music while the drinking coffee. Starbucks strategically position
of each stores with hopes of matching the specific location, helping to create a unique
atmosphere.
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Namrataben Panchasara (Student ID:F1005899)
Industry rivalry
Potential for new entrance
Substitute products
Supplier bargaining power
Bargaining power of buyers
Industry Rivalry
Define an industry can described as drawing a line between the substitute products
which offered by competitors and the established competitors.[4] (Porter,1998 page no.17)
The assumption is that the relevant industry is confine to the competitors within the speciality
of coffee segments. Those get any reference to competitors from outside of the speciality of
coffee segments. By definition should be considered competitors from substitute products.
However, given the difficulty in defending the boundary of the speciality coffee industries.
The general competitors created by rivalry between established competitors I analyze drives
down the rate of return on invested capital toward what economist refer to as the industry
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Namrataben Panchasara (Student ID:F1005899)
floor rate of return which occurs when the market is really competitive[5] (Grant, 2008 page
no.69).
Some of the largest basic coffee companies who sales coffee in grocery chains could
have responded to swift growth in the speciality coffee industry by introducing by they own
versions of popular supermarket brands [6] (Koehn 2005). Some established companies
would have needed to achieve high volume of sales then small companies to achieve profit
target.
Potential for new entrants
The second force in Porters model which will be applied to the analysis of the
industry environment. The potential for new entrants which was Starbucks incubated. The
primary prevention to new entrants into industry is the barriers to enter. The higher barriers
to entry are within any given industry the threats of new entrants to that industry [7] (Porter,
1998 page no.7). The especially coffee industry does not pot a high premium on economies
of level. We can tell in other words companies with national distribution in the coffee industry
at large experienced some discount thought bulk purchases and suppliers and greater
infrastructure their advantages was small. This only would involve low barriers to entry in the
speciality in the coffee industry.
Starbucks entered in coffee industry in 1971 but Starbucks stores launched grew
more successful in 1996, new stores generated an average of $700000 revenue in their first
year that more than average of $427000in 1990. In this way partly due to growing reputation
of Starbucks brands. Starbucks was entered in Japans market in 1996. Before 1996
Starbucks has business in United States only. In 1998 Starbucks entered in United Kingdom
market. That is new entry in UK coffee industry. In 2002 Starbucks opened first store in
Latin America (in Mexico City). In August 2003 opened new store and first store in South
America (in Lima). In end of 2010, Starbucks opened in EI Salvador (Center America)[5] In
the early days, Starbucks so busy with selling coffee, one cup at a time, opening store and
educating people about dark-roasted coffee that they never thought much about branding
strategy.
In 1996 Starbucks began selling bottled Frappuccino. In 1999 Starbucks acquired
Tazo Tea. In 2000 Acquired hear music, a San Francisco based company. In 2003
Starbucks acquired Seattles Best coffee. In 2005 introduce Starbucks coffee liqueur;
acquires Ethos Wate.
Substitute Products
Another force which up to an organization and its include in Porters five force and it
is also threat of substitute products. The Pepsi and Coca-cola is the primary substitute
products posing a potential threat to specially were the caffeinated soft drink. Competitors
like Coca cola and Pepsi offered drink, which had the caffeine inherent in especially of
coffee, at significantly lower prices [8] (Quelch 2006). However, this is the large different in
the test and demographic makeup of customers between the two products. That is only true
direct substitute for especially coffee available was basic coffee. Basic coffee was
considered to be of significantly lower quality then speciality coffee. As an analysis, it
actually presented the industry with little threat of substitution.
Bargaining Power of Buyers
The bargaining power of buyer also plays an important role determining the standpoint from
an investors point of view of the environmental which the speciality of coffee industry existed
in inception. The force of the buyers bargaining power is relative to the ability of buyers to
force down prices, bargain for higher-quality products or more services, and pit rival
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Namrataben Panchasara (Student ID:F1005899)
organizations against one another.[9] (Porter, 1998, p. 24) In the specialty coffee industry,
individual consumers constituted the majority little bit of all buyers; so, they didnt typically
buy in large volumes and did not act in concert. Both of these factors reduced the relative
bargaining power of buyers in this industry. In addition, the cost of buying a cup of specialty
coffee did not represent a significant small part of any individual buyers cost of living,
reducing the propensity for price shopping and increasing the importance on quality and
customer service.
One of the primary differences between the basic coffee industry and the specialty coffee
industry is the amount of differentiation involved in the specialty coffee industry and the lack
of differentiation in the basic coffee industry. At last, the buyer or consumer in the 14
specialty coffee industry does not have full information. The consumer does not know the
actual demand, market prices or supplier costs which seriously reduces their bargaining
power. Overall, then, the bargaining power of the buyers or customers of the specialty coffee
industry, which consisted basically of individual consumers, was not considerable.
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Namrataben Panchasara (Student ID:F1005899)
Michael porter defines three potentially successful generic strategy; overall cost
leadership, differentiation and focus.
Overall cost leadership 20 implies the pursuit of cost reductions in all areas of a firm through
strongly controlling overhead, avoiding marginal, not as much of profitable consumers and
sacrificing explore and development, customer service, advertising and other areas not
relevant to the direct manufacturing of a product. The generic strategy of differentiation
involves the creation of something that is supposed by the industry as being unique. This
can take on many different forms including but not limited to brand image, technology,
features, dealer networks and customer service [11]. The last generic strategy mentioned is
focus, which targets an exacting group, geographic market, or segment of a given product
line. (Michael Porter, 1998, p. 38)[12] The Starbucks seen today would seem to fit the generic
strategy of differentiation; though, the original strategy used by Starbucks was closer to the
generic strategy of focus with an importance on differentiation within the particular target
consumer segment. At the requirements for a generic strategy of differentiation, as defined
by Michael Porter, sheds light on why this could not have been Starbucks original generic
strategy.
A firm that focuses on the generic strategy of differentiation would reveal strong marketing
abilities; so far, Starbucks did not even run a television advertisement until 1998. In fact,
their advertising budget only constituted 4% of their total incurred costs.[9] (U.S. Securities
and Exchange Commission, 1998)[13] A second characteristic universal in a company
pursuing the generic strategy of differentiation is a strong and established capability in basic
research and development, with individual as different to quantitative measurement goals.
The primary means by which Starbucks conducted its research and development in past
was through trial and error within company stores. A third characteristic of companies
pursuing a generic strategy of differentiation is an extensive belief in the industry of having
unique skills or unique products. Starbucks had this reputation within the distribution
segment of the specialty coffee industry. Their original store was founded in 1971 and they
were known for their luxury standards and knowledgeable staff.
With this information in give, an understanding of why Starbucks has continued such
high profit margins while at the same time increasing market share exponentially can be
ascertained.
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Namrataben Panchasara (Student ID:F1005899)
The strength of the company, together with promising market forecast has lead Starbucks to
one of the most victorious IPO (Initial Public Offering) in 1992.
By going public, Starbucks would get funding to fuel its expansion strategy over the years to
come. From $5.50 in 1992, Starbucks common stock price went up to $25 in 2001, and is
today at $58.
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Namrataben Panchasara (Student ID:F1005899)
In order to maintain the balanced equity among shareholders, Starbucks stock was split four
times (1993, 1996, 1999 and 2001). As the share value greater than before, these split also
prevented high prices from deterring small investors .Starbucks stock growth (in blue on the
chart) has always been above the average beverage industry stock growth.
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Namrataben Panchasara (Student ID:F1005899)
SWOT Analysis
Strength
Motivated staff
The cafe industry is to some level dependent on front house staff, their manner and their skill
to make customers come back. Starbucks promotes a situation that encourages team
working and collaboration. As such it encourages managers to follow its motto of their
personality, train the skill. Hence through outstanding service, customers keep coming
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Namrataben Panchasara (Student ID:F1005899)
back. possibly, Starbucks has one of the lowest staff revenue rate in the industry
(workforce.com).The strengths offer a favourable impact.
Weaknesses
Over-reliance on home market:
Although the American coffee market is value over $18 Billion (e-importz.com)., overreliance on this market leaves Starbucks vulnerable to unexpected changes that may occur
in such market. E.g. recession affects disposable income for customers and then, income.
Thus the management decision to focus mainly on the US market it a weakness
Opportunity
Growth coffee market
The universal taste of coffee drinkers in America is shifting near the more expensive organic
coffee which accounted for $1.3 billion in imports (Restaurant hospitality). This links to the
Social factors recognized in the External analysis and relates to changing tastes this is
favourable because it provides an opportunity for Starbucks to increase its customer support
with the possibility of high profit margins as a result.
Threats
Competition
Coffee industry is very competitive. McDonalds is the main competitor of Starbucks
coffee. McDonalds which was recently found to sell good coffee for better value is damaging
for Starbucks (digitaljournal.com). In other words this is a u critical influence. (Look at page
no.11 Industry rivalry)
PEST Analysis
Political
Government stability
Political stability of countries is a main issue that firms need to consider becaus either
indicator may aim to a country as being investor friendly, however that could rapidly change
when there is elections or political instability (e.g. Egypt). This could lead to huge trouble in a
firms operations and strategy or in a worst case situation where Starbucks was forced to
totally pull out of Israel because of such issues therefore harmfully affecting its strategy for
expansion. Political control is unfavourable in this case and presents a risk to Starbucks
Economical
Exchange Rates
The falling dollar rates compared to other currencies (Bloomberg.com) which was caused in
part by weaker economic policy will affect imports. Most of Starbucks vital supplies such as
coffee beans, sugar and milk will be affected because they are imported, so incurring higher
cost due to weak dollar. This raises a question as to whether the company will pass the extra
cost to consumer and risk creation its coffee even more costly.
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Namrataben Panchasara (Student ID:F1005899)
Technical
Technological Influence
Technological advancements have never been so fast, hence firms need to consistently
follow the trends and exploit any opportunities that may result and implement any change
required. For example, Starbucks have embraced the new phone payments system that was
introduced recently which helps cut long queues at peak time
Rewards Program
Recently, Howard Shultz has referred to a strategy he calls segmentation, as being
one of the initiatives he will use to reach new consumer segments. A recommendation not to
pursue this strategy is supported by the analysis done in this paper. As previously stated, a
couple of Starbucks primary recent competitors are McDonalds and Dunkin' Donuts. Both of
these companies have given many market signals which can be interpreted as their strong
commitments to selling value specialty coffee. The strategy of segmentation would seem to
be Starbucks counter to both McDonalds and Dunkin' Donuts intentions. However, if
Starbucks pursues their segmentation strategy they risk degrading the most significant
competitive advantage they possess: their brand image. By selling a discounted specialty
coffee at Starbucks locations, the overall brand's image could be degraded and an unwinnable price war with McDonalds and Dunkin' Donuts becomes more likely.
Instead of selling discounted coffee under their segmentation strategy, which seems aimed
at appealing to the price sensitive lower end of the market which is likely destined for
McDonalds and Dunkin Donuts, Starbucks should concentrate on creating more elaborate
discounting techniques to employ with their most frequent customers. This both eliminates
the potential degradation of the Starbucks brand and increases the bond customers will
experience with Starbucks. Additionally, a rewards program will encourage customers to visit
Starbucks more often and will dissuade them from visiting competitor stores, such as
McDonald's and Dunkin' Donuts, which seem unlikely to offer reward programs.
Increase International Expansion
The first and most great action which Starbucks should take is to decrease their US
expansion efforts. Continued aggressive attempts at growing in the United States by adding
as many new store locations as in the past will inevitably act to cannibalize existing locations
same store sales. The primary reason why this is true and why Starbucks should reduce
their U.S. expansion plan is the conclusion reached earlier in this analysis: one of the
qualities natural to the mature stage of the industry lifecycle is excess numbers. By dropping
their expansion efforts in the United States, Starbucks can convey the capital saved into
their international expansion efforts. The international market provides an ideal target for
increase for three important reasons. First is the lack of penetration of specialty coffee in
many nations and the potential market share which one these nations represent. For
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Namrataben Panchasara (Student ID:F1005899)
example, Starbucks currently operates around 16,000 stores with 10,000 in the United
States and 6000 internationally. so far, the United States has not ranked in the top 10 for
total coffee expenditure per person in the last 25 years. This suggests that internationally,
there is an vast coffee drinking population to be tapped into. For example, originally,
Starbucks introduced their Tazo tea brand into the Japanese market. After a successful
examination run in Japan then Tazo was brought into the US market. More such modern
products should be tested first in international markets 70 because there, Starbucks does
not put its brand reputation at as great a risk. This is true since those markets have not been
exposed to Starbucks for as general a period of time and, thus, the brand is more flexible in
those markets.
CD Burning
In addition to free wireless Internet access, Starbucks could equip stores with a CD
burning device to allow customers to burn copies of the online albums they purchase within
Starbucks at a low charge. Not only would this increase the customers options when
purchasing an online album but would also encourage customers to buy online albums
within Starbucks locations. so, customers could not only get the electronic version of their
selected music for their Ipods but could also have a hard copy CD for use in other devices
such as the vehicles which transported them to the Starbucks store. Having this extra
motivation could well increase foot traffic in Starbucks locations. As well Starbucks could
promote their brand and music label on the blank CDs. The labels of the CDs could use or
include Starbucks logo and the interactive experience the customer will have watching their
CD being burned and the label being placed onto it will give them a better sense of
ownership.
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Namrataben Panchasara (Student ID:F1005899)
doing today? To extra increase this expressive connection with their customers, Starbucks
could implement digital photo frames in all store locations and upload local customer photos
and probably even customer supplied family photos, which are appropriate in nature, upon
request. This would be a new, classier version of that time worn image, the local pub with
innumerable photos of the regulars festooning the walls. At present, the majority of
Starbucks stores have latte machines that are placed in such a way as to block the baristas
from presentation the customers and vice versa when the barista is in the act of creation the
latte. These latte machines pose a serious physical blockage to the baristas ability to
establish a lasting impression on the customer.
Continually Improve the Coffee
Given the specialty coffee markets transition into the mature stage of the industry
lifecycle, it is important to maintain a reputation for the highest quality coffee in the industry.
In February of 2008 the magazine Consumer Reports rated McDonald's drip coffee as
tasting better than that of Starbucks. To ensure the quality of their coffee, Starbucks should
continually analyze their brewing systems and practices and consider renovations. The
brewing process should at all times be judged based upon its ability to bring out the
complexities and distinctive flavours of the worlds different exotic specialty coffees.
Starbucks should also be intent upon protecting whatever brewing process they deem to be
the best through patents or acquisition of patents, which would, in turn, provide a defendable
competitive advantage.
Conclusion
Starbucks strategy is fairly simple increase the perception of high quality of a product,
become accustomed stores to the consumers lifestyle, and blanket areas totally, one after
the other, even if the stores cannibalize one another business. Starbucks is very successful
coffee chain.The companys move on cuts down on delivery and organization costs,
shortens customer lines at individual stores, and increases base traffic for all the stores in an
area.
Reference
[1] http://www.hoovers.com/company/Starbucks_Corporation/rhkchi-1.html
[2] http://investor.starbucks.com/phoenix.zhtml?c=99518&p=irol-infoReq
th
[3] McDonalds Corp Betting That Coffee Is Britains Cup of Tea". New York Times. 28 March 1999. Retrieved
August 6, 2009
[4] Porter, M. E. (1998). Competitive Strategy page no.17) Techniques for Analyzing Industries and
Competitors. New York: The Free Press.
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Namrataben Panchasara (Student ID:F1005899)
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Namrataben Panchasara (Student ID:F1005899)