Docfoc.com-case # 5- Starbucks Coffee Company

7/24/2019 Docfoc.com-case # 5- Starbucks Coffee Company

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Case # 5: Starbucks Cofee

company


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Team Members

Starbucks 07/31/2015


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Table of Contents Introduction

Vision Statement

Mission Statement (1990-2008)

EE matri!

IE matri! C"M matri!

S#$T matri!

S"%CE matri!

IE matri! &'% ST'%TE&* matri!

+C& matri!

%ction "lan , 'ecommendations

Starbucs0./1/201


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C$TI=E>

Entre4reneur oard Sc5ult? @oined t5e

com4an3 in 1982

irector of 'etail $4erations and

Maretin6

Idea of sellin6 be;era6es

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C$TI=E> %4ril7 198A Brst store to sell be;era6es

as o4ened

Ser;ed A00 customers < o;er t5e 20

customer a;era6e at t5eir best store

II &iornale %cuires Starbucs

oard Sc5ult? < StarbucDs "resident and

CE$

Starbucs10/1/2011


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C$TI=E> #orlds 4remier roaster and retailer of

s4ecialt3 coFee

87812 com4an3-oned stores

.782 licensed stores in more t5an 0

countries

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C$TI=E>

%nnual sales of about G10 billion as of%4ril 2010

Sell H be;era6es7 4astries7 5ole bean

coFee7 6round coFee7 and coFee-related4roducts

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VISI$ ST%TEMET

To ins4ire and nurture t5e5uman s4irit < one 4erson7one cu4 and onenei65bor5ood at a time

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Mission Statement1990 < $ctober 2008

Establis5 Starbucs as t5e 4remier

4ur;e3or of t5e Bnest coFee in t5e orld

5ile maintainin6 our uncom4romisin6

4rinci4les as e 6ro

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Com4etition

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EJTE'%K %CT$'

EV%K=%TI$

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E!ternal actors E;aluation #ei65 #ei65t


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E!ternal actors E;aluation(EE Matri!)

#ei65t

'atin6

#ei65ted

Score

$44ortunities

International Markets 10 1 10

Global expentipion 11 A AA

Long-term Industry Grot! 10 0

"e product mix 09 A L

urc!asing companies 10 1 10

Strong $nancial support 12 A A8

%!reats

%errorist &ttacks ' Sa(ety issue 11 "e entrants 09 A L

Go)ernment *egulations 10 0

+S market saturation 08 2A

%,%&L 100 01


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ITE'%K %C'$'EV%K=%TI$

Starbucs0./1/201

I t l t E l ti # i 5 ' ti # i 5t


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Internal actor E;aluation(IE Matri!)

#ei65t

'atin6 #ei65ted Score

Strengt!s

Inno)ation 11 A AA

Global presence 12 A A8

ro$tability 0L 18

rand *ecognition 10 A A0

Store ambience 12 A A8

.ig! market s!are and marketgrot!

0L 18

Limited number o( strongcompetitors

0L 18

.ig! /uality customers ser)ice 08 A 2 0eaknesses

.ig! employee turno)er 10 1 10

.ig! prices 0L 2 12

,)er dependence on +S markets 0 2 10


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C$M"ETITIVE "'$IKEM%T'IJ

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(C"M)

Starbucks Mc1onalds 1unkin 1onuts

0.2.

L

2

0

100Total

02.02.

018

2009inancial "osition

00

0

011Customer Ser;ice

0L0

L

0A

8

A012&lobal E!4ansion

0L8A01

0L8

A01.Customer Ko3alt3

0A0A

0A

01"riceCom4etiti;enes

0L0

L

0

L

012"roduct Variet3

0A2028

20A2

01A%d;ertisin6

0202020

200

010"roduct ualit3

Score'atin

6

Scor

e

'atin

6

Scor

e

'atin

6

#ei65

t

Critical Success2actor


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C$M"ETITIVE "'$IKEM%T'IJ

C"M of Star +ucs is

205ic5 is 5i65ert5an its com4etitors so

t5e3 5a;e com4etiti;ead;anta6e


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S#$T M%T'IJ

Starbucs0./1/201

S#$T M t i


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S#$T Matri!Strengt!s 3 S4ro$tability6rand

*ecognition7 Global resence

0eaknesses 3 04 +ne)en orldide

distribution

6 roduct ricing7 ,)erdependenceon +S markets

,pportunities 3 ,4 Global 8xpansion6 "e Markets

7 urc!asingCompanies

S, Strategies4 *e in)est pro$t in

ne markets

6 +se its brand to sellne products

7 8xpand globalpresence bypurc!asingcompanies

0, Strategies4 "e markets ill

balance distribution

6 Loer prices (orne products7 urc!asecompanies tosur)i)e

%!reats 3 %4 "e entrants6 +S market

saturation7 Go)ernment

*egulation

S% Strategies4 ,fer betterstake!older )alue

6 8nsure a strong(oundation

7 Gro according tot!e rules and

regulations

0% Strategies4 8nter into necountries be(orecompetition6 Loer prices in&sia


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S"%CE M%T'IJ

Starbucs0./1/201

S"%CE Matri!


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S"%CE Matri!

Internal Strate6ic "osition E!ternal Strate6ic "osition

inancial Stren6t5 (S) 'atin6

En;ironmental Stabilit3(ES)

'atin6

'eturn on In;estment#orin6 Ca4italet income"rice Earnin6 'atio

LLA

Tec5nolo6ical c5an6es'ate of inNationCom4etiti;e 4ressureemand Variabilit3"rice 'an6e of Com4etin6

Ser;ice

---2--1

S a;era6e 2 ES a;era6e -280

Com4etiti;e %d;anta6e(C%)

'atin6

Industr3 Stren6t5 (IS) 'atin6

Maret S5are

Ser;ice ualit3Customer lo3alt3Com4etitionDs ca4acit3utili?ation

-1

-2-2-1

"roBt 4otential

&rot5 4otentialinancial Stabilit3'esource utili?ation

L

C% a;era6e -10 IS a;era6e 2

ConclusionH-irectional ;ector coordinatesH J-a!is -10 O 2 P .


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+6

+6-6

-6

SPACE Matrix FS

ES

ISCA

Conservative Aggressive

CompetitiveDefensive

(3.7! ".#$


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IE M%T'IJ

Starbucs 0./1/201

(IE) Internal , E!ternal Matri!


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(IE) Internal , E!ternal Matri!

IE Total #ei65ted Scores (0L)

EE

Total

#ei65tedScores(01)

Stron6A0 to 0

%;era6e299 to 20

#ea199 to 1

i650toA0

G*,0 '+IL1

Medium20to29

9

Ko

10to

199


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&'% ST'%TE&*

M%T'IJ

Starbucs 0./1/201

&rand Strate63 Matri!


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#EEQC$M"ETITIVE

"$SIT

I$

'%"I M%'QET &'$#T ST'$&C$M"ETI

TIVE

"$

SITI$

uadrant II uadrant I

uadrant III uadrant IV

SK$# M%'QET &'$#T


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+C& M%T'IJ

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#EEQC$M"ETITIVE

"$SIT

I$

'%"I M%'QET &'$#T ST'$&C$M"ETI

TIVE

"$

SITI$

uadrant II uadrant I

uadrant III uadrant IV

SK$# M%'QET &'$#T

%ction "lan ,


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%ction "lan ,'ecommendations

En5ance atmos45ere

Entertainment to attract more customers

Increase maretin6

%d;ertise

Sales 4romotions

"romote 5ealt53 4roducts

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