最新Company Starbucks Marketing Report 星巴克市场营销分析英文版.docx

最新Company Starbucks Marketing Report 星巴克市场营销分析英文版.docx

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最新CompanyStarbucksMarketingReport星巴克市场营销分析英文版

CompanyStarbucksMarketingReport星巴克市场营销分析英文版

CompanyStarbucksMarketingReport

Producedby

Names

1.StudentNumber:

9Name:

Grace

2.StudentNumber:

1Name:

Ann

3.StudentNumber:

2Name:

Tom

4.StudentNumber:

8Name:

Serena

Reportdate:

2014/12/10

5.StudentNumber:

16Name:

Anna

Group:

GraceDate:

December10,2014

Executivesummary

ThepurposeofthisreportwastoidentifyasuitableforStartbuckstointroduceintoatargetmarket.Aspartofthisprocessastrategicanalysiswasconductedtotheenvironment.Strategiesthatmitigatedthreatsandweaknessandonesthattookofthesestrategiesasuitablenewproduct

wasthendeveloped.

TheboomingofChineseeconomynourishesabroadcoffeeconsumptionmarket.Againstthismacroeconomicbackground,StarbucksputstheChinesemarketintothefirstplaceofitsoverseasmarketexceptAmericanmarket.StarbuckshasmadegreatbusinessachievementinChinesemarket,whileitisalsochallengedbythedevaluationofStartbucks’brandandthedowngradeofitscorecompetitiveness.basedonthebackground,productandenvironmentanalysisandstrategymaking,analysesonmanyrelatedliteratures,thispaperresearchedontheStartbucks’marketingstrategies,analysesStartbucks’operatingenvironmentbothinternallyandexternallyandsummarizesthemarketingstrategiesofStarbucksinchina.

Thereportwasbasedoninformationfromarangeofdatasources,includingStarbucks’websitesandthemagazinesaboutthiscompany

Group:

GraceDate:

December10,2014

TableofContents

1.Introduction……………………………………………………5

2.CompanyBackground…………………………………………6

2.1Aboutthecompany………………………………………..6

2.1.1History………………………………………………….6

2.1.2Mission…………………………………………………..7

2.1.3Values……………………………………………………7

2.2Products……………………………………………………….8

2.1.4TargetMarkets/MarketSegments……………………...8

2.1.5Marketshare……………………………………………..8Majorcompetitors……………………………………….9

2.1.6Table1:

directcompetitortoStarbucks…………………..10

3.EnvironmentalAnalysis………………………………………...11

3.1External.…………………………………………………11

3.1.1PEST/PESTL………………………………………...11

3.1.2CompetitiveForces………………………………….12

3.1.3ExternalOpportunitiesandThreats…………………14

3.2InternalAnalysis………………………………………...15

3.2.1IdentificationofSWOTelements…………………...15

3.2.2EvaluationofSWOTelements………………………17

3.2.3AnalyzeandRank………...…………………………18

3.3Strategies………………………………………………..19

3.3.1Strategiesdevelopment……………………………..19

3.3.2Identifystrategicfit…………………………………20

3.3.3Table2:

SWOT/StrategiesMatrix…………………..21

4ProductDevelopment………………………………………….21

4.1StrategySelection……………………………………….21

4.2ProductSelection……………………………………..…23

4.2.1Ideageneration………………………………………23

4.2.2MarketingStrategy……………………………..........25

4.2.2.1Demographic……………...………………….26

5Conclusion……………………………..………………………26

6Reference………………………………...…………………….27

7Appendix………………………………………………………28

7.1Ideageneration………………………………………….28

7.2TeamReport…………………………………………….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

2.1.3Values

Starbucks’snetearningsin2011were$417.80million,whichisasignificantincreasefrom124.570million,Furthermore,itsrevenuesgrowfrom$10.383billionin2008to$11.7billionin2011.Theincreasei

nrevenueandsaleswasdirectresultofthenumerousnewstoresthatwereopened.DuringthisperiodStarbucksstoresgrow508percentfrom8400storestoover12000across39countries.Now,Starbuckshavemorethan13000storesand145000employees.Anduntil2013,saleshadincreaseto$14.982billion

2.2Product

2.2.1TargetMarket

ThetargetmarketofStarbuckinchinaislocatedinsuper-largecitylevel,andeconomicallydevelopedcoastalareasandrelativelydevelopedcityofsecondarycitieswithhighereducation,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.

a）Coffeecompetition:

suchas,Dietrich’scoffee,Pete’scoffee,andCaribouCoffeecompany.Thesecompany’sproductissimilartoStarbuckandthepriceandqualitiesarealsosame.

b）Conveniencestorecompetition:

thesetypeofcoffeestorearemoreattractivethanStarbucksforthecustomerswhoareincollegeandofficeworker.DuetothesestoreyoucanfindineverycornerofstreetandthecostforthesestorestoopenislowerthanStarbuck.

c）Fastfoodrestaurantssellcoffee:

suchasMcDonalds,KFC,PizzaHutandDunkinDonuts.Thesefastfoodcompanyaremorecommonineverycity.Inaddition,thesestores’coffeearemorecheaperthanStarbuckandtheycanprovidemanykindsoffoodanddrinks.

d）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.WhileStarbucksstoresarepositionedasl