Wednesday, November 6, 2019

Strategic Analysis SWOT Analysis of Starbucks Corporation The WritePass Journal

Strategic Analysis SWOT Analysis of Starbucks Corporation INTRODUCTION Strategic Analysis SWOT Analysis of Starbucks Corporation INTRODUCTIONOVERVIEW OF STARBUCKS COFFEEStore Expansion Strategy of StarbucksFINANCIAL CRISIS AND COMMODITIZATION OF THE BRANDIssue ReasonsSTRATEGIC MARKETING MANAGEMENT TO SOLVE PROBLEMSSWOT AnalysisRe-energizing Starbucks ProcessRECOMMENDATIONS  FOR FUTURE STRATEGYCONCLUSIONRelated INTRODUCTION Starbucks brand name is  one of most admired famous global business in the world (Moore, 2006, p.7). Moreover, in terms of marketing, Starbucks always is the case study for discussing about it successful marketing and branding strategies.  Because of the fall of the economy,  it  was  forced to close 700 stores that were  unable to make  enough profit  and cut thousands of jobs in America, UK, and Australia  after a drop in sales  in 2008.  The brand was  also facing the issue of their customers choosing a cheaper option over their higher coffee prices.  Starbucks  then  was  applauded  for their handling of crisis situations. This report will apply  relevant theory and practice of  strategic marketing  management to  explore the situation, contributing factors and management of marketing strategies in the financial crisis sector,  reflecting the happenings and identifying recommendations relevant to Starbucks International Coffee. OVERVIEW OF STARBUCKS COFFEE The Seattle-based Starbucks Corporation, which founded in 1971, is nowadays a multinational coffee and coffee house chain with over 15,000 stores in  in all 50 states and   43 countries outside of the United States  (Pham, 2008, p.8).  Serving consumers everywhere (Moore, 2006, p.12.), the aim of Starbucks is  to establish and leverage its powerhouse premium specialty coffee through rapid expansion of retail operations, new distribution channels and successful make it coffee a global product for millions customers. At Starbucks Coffee, the mission is []  to inspire and nurture the human spirit one person, one cup, and one neighbourhood at a time. (Clampitt, 2009). Starbucks  has been and always be  proud of their commitment to maintaining quality, integrity, and great taste of coffee through the course of its growth  and the high value placed on the employees/partners worldwide  (LeFort, 2008)  . Store Expansion Strategy of Starbucks Throughout the 1990s,  Starbucks  had started  developed a  Ã¢â‚¬Å"three-year geographic expansion strategy†Ã‚  (Clampitt, 2009) then  Starbucks store launches grew more successful  in revenue  (Creamer, 2007).  Ã‚  Not just selling the coffee,  Starbucks model  with opening new stores next to doors and inside shopping malls  caused them to increase in value  than all other competitors  (Cebrzynski, 2007)  Ã‚  In 2004, Starbucks announced to analysts that it had a  Ã‚  very aggressive target to  double its rate of expansion. Their stated goal was to grow to 15,000 stores in the US.  According to the report in an article,  Starbucks has more than 13,000 locations around the world, and has  overstretched itself with the  long-term goal of 40,000 stores worldwide  (Woodward, 2007,  Clark, 2008).  Appendix 4, 5, 6   There is a raised question that  whether it is a bad business decision for coffee chain Starbucks to expand its brand too quick.  (Cebrzynski, 2007) is also suspicious that  has  Starbucks lost its â€Å"Starbucks experience† by growing that big? (Business: Trouble brewing, 2007)   FINANCIAL CRISIS AND COMMODITIZATION OF THE BRAND A crisis, according to  Ã‚  (Brown, 2003)  is â€Å"a decisive moment†, â€Å"a turning point†, â€Å"a time of great difficulty†, then marketing cannot possibly be in crisis.  Mr Schultz, Starbuckss CEO, saw the crisis coming. He had discovered the problem of their own development strategies: Stores no longer have the experienced soul with the warm feeling of a neighbourhood store. At the beginning of 2007, he did warned about the commoditisation of the brand that the expansion from 1,000 to more than 13,000 shops over the past ten years, in order to achieve the growth, development, has led to a series of decisions that make a watering down of the Starbucks experience. (Businessweek. 2007). The decline of Starbucks is the result of over expanding previous years, has been criticized by those who oppose globalization such as ( Klein, 2009): Instead of opening giant stores on the outskirts of town, Starbucks chooses locations right in the range of the inner a rea already full with all kinds of coffee house. This strategy relies heavily on the cost reduction by purchasing multiple quantities at wholesale prices like Wal-Mar, however, affected more by the competitors† The rapid growth has obviously caused Starbucks some problems.  For the first time  in its  37-year-  history  Starbucks lost customers and profits collapsed 97% (Jagger, 2008)  during the fourth quarter of 2007  after the ubiquitous coffee chain was forced to absorb the effect of weakening demand.  The  footfall had declined in the UK,  where it has two other big coffee retailer: Whitbreads Costa and Caffà ¨ Nero as well,  -$6.7 million after tax,  compared with a $158 million profit for the same quarter last year. (Lee, 2008).  Although company officials still do not believe growth is an issue  (Cebrzynski, 2007),  first time in five years, Starbucks was  knocked out of first place in the coffee-and-doughnuts category by Dunkin Donuts  (Creamer, 2007). And it was the biggest faller in the index by 7 points to 42 out of a possible 100.  (Leroux, 2008) Issue Reasons As  (Schindehutte  et al.,  2008) argues that  [] something is clearly affecting the ability of firms and business units to sustain performance  ), suffering from a rough economy and its own strategic missteps,  Starbucks had to admit their own mistakes, much of which  is self-inflicted  (Ignatius, 2010)  In current economy,  as a  classic dilemma of any big business, while trying to expand, Starbucks not only have to deal with other factors like competitors and the mortgage crisis, they also competing with themselves.  Size may have brought success to Starbucks, but it has also led to issues of brand depersonalisation.  In the rush to open more stores, Starbucks is experiencing what all successful brands do when they move from being a small, niche firm to a global entity  (Golding,2009). Moreover, there are some extra affections from the environment, such as: The brands bottom line has been hit by the rising costs of raw materials. â€Å"[] now Starbucks isn’t for some people† said  Howard Schultz,  CEO of Starbucks (Not enough froth Starbucks, 2008). Fancy Starbucks coffee has also struggled to compete with cut-price rivals such as McDonalds and Dunkin Donuts, as these traditionally food-focused outlets have begun to sell their own premium and reasonable coffee offer (Clark, 2008).   As the financial crisis has spread to the real economy,  a perfect storm of negative factors affecting the consumer  (Cebrzynski, 2007).  The flagging economy and soaring gas prices are responsible too  (Leroux, 2008).  Ã‚  Consumers are worried of rising gas prices, energy bills,   declining home values, the weak dollar, tighter credit, therefore  giving hard consideration to how they spend their money. They even already  scale back on restaurant dining that made  restaurants are slowly creeping out of their thoughts. STRATEGIC MARKETING MANAGEMENT TO SOLVE PROBLEMS Crisis management is much more than coping with a crisis, it is identifying, studying, forecasting, stopping and avoiding crisis as well. (Clampitt, 2009)  Continuous improvement and monitoring in business operation can detect and prevent an upcoming crisis (Rhee Valdez, 2009).   Effective marketing can contribute to a firms growth through better anticipation of market opportunities, calibration of risks, a tighter linkage of technological possibilities with market concepts, and faster adjustment to shifting market needs and competitive moves. (Day, 2003)   For their part, market-driving firms such as Starbucks is demonstrating how business model innovation results in sustainable advantage and superior long-term performance in a wide range of industries.  (Schindehutte  et al.,  2008).  When a crisis or disaster strikes, companies must analyze and choose from many strategic plans.   One way they do this is by using a SWOT analysis – a strategic planning tool u sed to evaluate Strengths, Weaknesses, Opportunities, and Threats.    The goal of a SWOT analysis is to identify key internal and external factors that affect the desired outcome.    Strengths and weaknesses are internal to the company and include things like wage/benefits, corporate culture, leadership, marketing, and operations.   Opportunities and threats are external to the company and include things like government regulations, competition, and economic and social forces.  (Clampitt, 2009)  The focus for the strategic management to understand the market and industry processes of Starbucks and must be able to integrate valid and reliable SWOT analysis so as to determine future strategies for business development and growth in the global market. SWOT Analysis The SWOT analysis will provide enough awareness for the Starbucks and its business management and operations with regards to their strategic management implying relevant points for their resources as well as market approaches and processes in order to stay in shape and in control of their business environment.  Applying a SWOT analysis to Starbucks global expansion strategy shows why they have been successful overcome the crisis.  Appendix 7 The business strategy of Starbucks is identical to the corporate level strategy, focusing on coffee-related products as the premier purveyor of the finest coffee in the world and maintenance of great environment for every staff member in its retail stores. Continual quality improvement is crucial to competitive success and the perfect symbol for the dilemma that faces world trade  (Schindehutte  et al.,  2008). Therefore, it is typical to give the promises to improve service, reduce growth and expand marketing efforts for responding to a decline in customer traffic (Business: Trouble Brewing, 2007).   Equally as important, company should not lose sight of their brand heritage (Cebrzynski, 2007).     A long term business strategy built upon the hundreds of little things on a daily basis  which is the key to customer relationships in the future  (Cannon, 2002). Re-energizing Starbucks Process When a decline in customer traffic  happens to any chains like Starbucks, its a signal that the company should re-examine their positions (Cebrzynski, 2007).  It is the market that provides signals both to the entrepreneur and marketer regarding what value is needed, when it is needed, and how it should be delivered  (Schindehutte  et al.,  2008). Starbucks needs to go back to its â€Å"roots† (Cebrzynski, 2007) and make its brand special again. Company brought back the original CEO, Howard Schultz to restore the companys shine. Starbucks knows it needs to do something new  (Skenazy, 2008). Re-structure: Back to basics Chairman Howard Schultz take back the reins from ousted CEO James Donald,  not only closed 100 unspecified, underperforming locations with weak sales but also closed most stores across the US simultaneously in order to retrain to improve customer experience at American stores and to â€Å"get back to the core  (Creamer, 2007). Besides, Geoff Vuleta, CEO of New York innovation consultancy Fahrenheit 212, had a radical solution that open a chain of microstores devoted solely to making coffee. No travel cups, no music, no machines, just amazing beans and a narrow range of the best-in-the-world coffee drinks,, just moving brand back to the basics.   Resource-led Strategy: Focus on service quality experience Everyone should know that nothing is better for a business than a  satisfied customer  who can talk to others about their experience with our service (Cannon, 2002).   First of all, Starbucks really needs to refocus on the luxury coffee experience; the smells, the sounds. They also gained  customers positive experience in stores by well-trained staffs who were knowledgeable about the company’s products, who eagerly communicated the company’s passion for coffee, and who had the skills and personality to deliver consistently pleasing customer service (Whats Brewing at Starbucks, 2011).  Starbucks wanted to turn all Starbucks employees into partners, give them a chance to share in the success of the company and make clear the connection between their contributions and the company’s market value (Thompson Strickland, 2009). From its founding, Starbucks set out to be a third place to spend time, in addition to home and work.(Business: Trouble Brewing, 2007) To remedy that, the company plans to improve its service. Field managers will spend more time in the stores to make sure service really does get better, and new baristas will receive additional training.  (Cebrzynski, 2007). New breakfast line, featuring a proprietary baked and chilled food program was unveiled in September. Howard Schultz said the smell of the sandwiches overpowered the aroma of coffee, one of the chains signature features  (Jennings, 2008).  Following the lead of other coffee chains, Starbucks will also be offering a customer loyalty card for the first time.  (Ahmed Walsh, 2008)  Ã‚  In an attempt to rvetain loyalty in the UK, Starbucks has introduced free coffee refills for anyone buying a hot drink and has ramped up its hitherto negligible marketing activity  (Lee, 2008). Market-led Strategy:   Reputation management can take a while for a bad reputation to hit your bottom line, or a good one to increase profit (Cannon, 2002). As word-of-mouth is a primary marketing tool, Brian Collins, chief creative officer of New Yorks Collins design research firm, suggested company should better use its digital resources to learn the tastes of regular customers and reach target audience by creating social networking tools  Ã‚  like Facebook or Twitter and blog page.  They also used it both as a way to stay interacted, involved with their current customers and look for new ones.   According to TNS Media Intelligence, Starbucks spent $40 million in the first nine months of 2007 (York, 2008), launched its first national TV campaign to defend its ownership of the coffee segment from encroachment by McDonalds, Dunkin Donuts and other chains  (Cebrzynski, 2007). They also created the site â€Å"My Starbucks Idea† (, which gives consumers the opportunity to post ideas, suggestions, to vote and discuss about what they want to see from Starbucks.  If they gain support, these ideas may be chosen to carry out to change the company in its business process, product development, experience development, and store design.(Jarvis 2008) Change will not happen overnight, Mr. Schultz said. It will evolve over time, but I ensure you a positive change will occur. I, along with our dedicated partners, will strive to exceed the expectations of our customers every day.  (York 2008) RECOMMENDATIONS  FOR FUTURE STRATEGY Some experts therefore believe  its unbranded stores  initiative is not only logical, but necessary. It needs to focus on the inherent values of being local; it needs to employ local staff; it needs to be suitably different from Starbucks corporate image.It is a phenomenally successful company that started off as a local brand but grew incredibly quickly, he says. The brand was originally loved and respected by everyone, but the corporate world decided it had become too big.As the company expands, the culture and corporate strategy must be maintained for success (Jennings, 2008).  For the recommendation, Starbucks should be able to sustain the companys growth and make the business become strong global brand. What could Starbucks do to make its stores an even more elegant milieu that welcomes rewards and give surprises to customers? What new products and new experiences could the company provide that would belong to and be associated with Starbucks? And how could Starbucks reach people who were not coffee drinkers? Starbucks must continue the fixed-price purchase commitments in order to secure an adequate supply of quality green coffee beans and to limit its exposure to fluctuating coffee prices in upcoming periods. (ThompsonStickland, 2009) However, David Anderson, director of Cada Design Group, argues that most consumers dont have issues with the brand.  Consumers are looking for a home away from home, and want it in an environment that isnt so heavily corporate branded.  They think customers are brand loyal or product loyal, but they are not. It comes down to convenience and providing a space people want to be in.  It wants to regain a community personality and the image of the neighbourhood coffee shop.(Golding, 2009) CONCLUSION Starbucks Coffees heyday was back when the corporation announced the business results in the first quarter this year reached U.S. $ 2.7 billion, with net profit of 242 million dollars (nearly 300% increase compared to same period in 2009). This is also the result of efforts to revive the brand had been likened to a giant. From the case of Starbucks, what is the lesson for business? Because development needs, the business diversified products and services is perhaps natural. A long time, Starbucks has gone with their own race shop system extension. This group has become the pride of American business people. The market strategy of Starbucks is a classic lesson in the textbook business. More services they desire to acquire a lot of customers. In fact, they have plummeted, but in time to edit. So go in-depth development (product quality, service key) to get a solid foundation for expanding business. But do not be too ambitious expansion width, expansion, missing the core. Marketing once again demonstrated its magic to bring Starbucks back to the track. The results of consumer research shows that of Starbucks, the main indicators in the business achieved a high level of satisfaction over a year ago. Although Starbucks enjoyed success in the past few years, there are a few obstacles looming. Since the popularity of the coffee house idea has grown, some cities wish to issue regulations on the coffeehouses due to complaints of late night patrons becoming uncontrollable.  In conclusion therefore, Starbucks was the only company with anything close to national market coverage. The companys efforts to greatly increase its sphere of strategic interest via its joint ventures and the move to sell coffee in supermarkets that represents such ongoing drive in order to continually reinvent the way Starbucks operate its business.  (Thompson Stickland, 2009) Amidst the environmental, social, and economic challenges and changes for Starbucks, its chairman, president, and chief executive officer, Howard Schultz, pledges Even during this time of change for our company, one thing that will never change is our long-standing commitment to conducting business in a responsible and ethical manner. Going forward, we will only deepen our approach by continuing to integrate social and environmental responsibility in every aspect of our business. With its various and numerous awards in Best Business, Most Admired Company, 100 Best Corporate Citizens, to name a few, Starbucks is becoming one of the most respected brands in the world.  (Clampitt, 2009)

No comments:

Post a Comment

Note: Only a member of this blog may post a comment.