Starbucks coffee: where things are really perking

Back in 1983, Howard Schultz hit on the idea of bringing a European-style coffee-house to American. People needed to slow down he believed-to: “smell the coffee” and enjoy life a little more. The result was Starbucks, the coffeehouse chain that started the trend of enjoying coffee to its fullest. Starbucks, doesn’t sell just coffee, it sells the “Starbucks experience” as one Starbucks executive puts it, we’re not in the business of filling bellies, we’re not in the business of filling souls.

Starbucks is now a powerhouse premium brand in a category in which only cheaper commodity products once existed. As the brand has perked, Starbuck’s sales and profits have risen substantially. Some 20 million customers visit the company’s more than 5,500 stores worldwide each week-10 percent of them drop by twice a day..

Starbucks’ success however, has drawn a full litter of copycats, ranging from direct competitors to fast-food merchants. To maintain its phenomenal growth in an increasingly over caffeinated marketplace, Starbucks has brewed up an ambitious, multipronged growth strategy. Let’s examine the key elements of this strategy.

More store growth: almost 85 percent of Starbucks’ sales come from its stores. So Starbucks is opening new stores at a breakneck pace. By 2002, it has more than 1,200 stores in 24 international markets, including more than 350 in Japan, 91 in china Taiwan, and 76 in maintain china.

Beyond opening new shops, Starbucks is expanding each store’s food offerings. By offering a beefed-up menu, the company hopes to increase the average customer sales ticket while also boosting lunch and dinner traffic.

New retail channels: the vast majority of coffee in America is bought in stores and sipped at home. To capture this demand, Starbucks is also pushing into America’s supermarket aisles. However, rather than going head-to-head with giants such as Procter & Gamble (Folgers) and Kraft (Maxwell house, Sanka), Starbucks stuck a co-branding deal with Kraft. Under this deal, Starbucks will continue to roast and package its coffee, while Kraft will market and distribute it. Both companies benefit: Starbucks gains quick entry into super-markets, supported by the marketing muscle of Kraft salespeople. Kraft tops off its coffee line with the best-known premium brand and gains quick entry into the fast-growing premium coffee segment.

Beyond supermarkets , Starbucks has forged an impressive set of new ways to bring its brand to market. Some example : several airlines serve Starbucks coffee to their passengers. Westin and Sheraton hotels offers packets of Starbucks brew in their room. And Starbucks has a deal with Borders Books to operate coffee shops within the bookshop’s superstores. Starbucks also sells gourmet coffee, tea, gifts, and related goods through business and consumer catalogs. and its Web site, Starbucks.com, has become a kind of lifestyle portal on which it sells coffee, tea, coffee making equipment, compact discs, gifts, and collectibles.

New products and store concepts: Starbucks has partnered with several firms to extend its brand in to new categories. For example, it joined with PepsiCo to stamp the Starbucks brand on bottled Frappuccino drinks. Starbucks ice cream, market in a joint venture with Breyer’s, is now the leading brand of coffee ice cream. Starbucks is also examining new store concepts. There is safe Starbucks , a European-style family bistro with a menu featuring everthing from huckleberry pancakes to oven-roasted seared sirloin and Mediterranean chicken breast on focaccia, and Circadia -a kind of bohemian coffeehouse concept with tattered rugs, high-speed internet access, and live music as well as coffee specialties.

Although Starbucks’s growth strategy so far has met with great success, some critics worry that the company may be overextending the Starbucks rand the name. “people pay up to $3.15 for a coffee latte because it’s supposed to be premium product,” asserts one such critic. “when you see the Starbucks name on that an airline is pouring, you wonder.” Other fear that, by pursuing such a broad-based growth strategy, Starbucks will stretch its resources too thin or lose its focus.

Still others, however, remain true believers. Some even see similarities between Starbucks and a young McDonald’s. “ The similar focus on one product, the overseas opportunities, the rapid emergence as the dominant player in a new niche,” says Goldman Sachs analyst Steve Kent,” this all applies to Starbucks, too” only time will tell whether Starbucks turns out to be the next McDonald’s-it all depends on how well the company manages growth.

Sources :Quotes from Nelson D. Schwartz, ” Still Peking After All These Years,” fortune, may 24,1999,pp. 203-210: Janice Matsumoto,” More than Mocha-coffee Starbucks,” restaurants and Institutions, October1,1998,p.21: Kelly Barron,” The Cappuccino Conundrum,” Forbes, February22,1999,pp.54-55: and Stephane Fitch,” Latte Grande, Extra Froth,” Forbes, March19,2001,p.58. Other information form Richard Papiernik,” Starbucks Still Taking Bows in Long-Running Coffeehouse Show, ”Nation’s Restaurant News, February12,2001,pp.11,78”Jacueline Doherty,” Make It Decaf,” Barrons, May 20,2002,pp.20-21: and information accessed online at www.starbucks.com ,JULY2002.

Second, Starbucks management might consider possibilities for market development-identifying and developing new markets for its current products. For instance, managers could review new demographic markets. Perhaps new groups-such as senior consumers or ethnic groups-could be encouraged to visit Starbucks coffee shops for the first time or to buy more form them. Managers also could review new geographical market. Starbucks is now expanding swiftly into new markets in Asia.

Third, management could consider product development-offering modified or new products to current markets. For example, Starbucks has increased its food offerings in an effort to bring customers into its stores during the lunch and dinner hours and to increase the amount of the average customer’s sales ticket. The company has also partnered with other firms to sell coffee in supermarkets and to extend its brand to new products, such as coffee ice cream (with Dreyer’s) and bottled coffee drinks (with PepsiCo).

Fourth, Starbucks might consider diversification. It could star up or buy businesses outside of its current products and markets. Foe example, Starbucks is testing two new restaurant concepts-café Starbucks and Circadia- in an effort to offer new formats to related but new markets. It has also introduced a Hear Music brand of compilation CDs. In a more extreme diversification, Starbucks might consider leveraging its strong brand name by making and marketing a line of branded casual clothing consistent with the “Starbucks experience”. However, this would probably be unwise. Companies that diversify too broadly into unfamiliar products or industries can lose their market focus , something that some critics are already concerned about with Starbucks.

Companies must not only develop strategies for growing their business portfolios but also strategies for downsizing them. There are many reasons that a firm might want to abandon products or markets. The market environment might change, making some of the company’s products or markets less profitable. This might happen during an economic recession or when a strong competitor opens next door. The firm may have grown too fast or entered areas where it lacks experience. This can occur when a firm enters too many foreign markets with the proper research or when a company introduces new products that do not offer superior customer value. Finally, some products or business units just age and die.

When a firm finds products or businesses that no longer fit its overall strategy, it must carefully prune, harvest or divest them. Weak businesses usually require a disproportionate amount of management attention. Managers should focus on promising growth opportunities, not fritter away energy trying to salvage fading ones.


...... 6级
2010-01-25 回答

最新回答 (6条回答)

2010-01-20 回答




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□雪妖 7级
2010-01-20 回答
2010-01-20 回答








新产品和存储概念:星巴克已与几家公司建立合作关系,扩大其品牌在新的类别。例如,它加入了百事公司的印章的瓶装星冰乐饮料的星巴克品牌。星巴克冰淇淋,市场在与布赖尔的,现在是冰淇淋咖啡领导品牌的合资企业。星巴克也正在研究新的存储概念。星巴克目前是安全的,欧洲风格与特色,从哈克贝利煎饼everthing的烤箱烤烙牛腩及地中海福卡恰鸡胸肉菜单家庭小酒馆,和Circadia - 1与,破旧地毯波希米亚咖啡馆的概念,这样高速互联网接入,和现场音乐以及特色咖啡。 

虽然星巴克的发展战略,至今取得了巨大成功会晤,一些批评人士担心,该公司可能把战线拉的星巴克兰特的名称。 “人民付出了一个咖啡拿铁至3.15美元,因为它应该是高端产品”,称这样一个批评者。 “当你看到一个航空公司浇注星巴克的名称,你想。”其他担心,追求这样一个基础广泛的增长战略,星巴克将舒展资源过于分散,或失去重点。 

还有一些人,但是,仍然忠实信徒。有些人甚至看不出星巴克和相似之处一个年轻的麦当劳。 “关于一个产品,海外机会,作为重新定位的主导者迅速出现类似的焦点,说:”高盛分析师史蒂夫肯特,“这一切适用的星巴克,也”只有时间才能证明是否属实星巴克成为下一个麦当劳,这一切都取决于如何管理好公司的增长。 

资料来源:尼尔森D.施瓦茨行情,“但是经过这些年北京”财富,可二十四日,页。 203-210:贾尼丝松本“,更比摩卡咖啡星巴克,”餐厅和机构,October1,1998年,第21页:凯利巴伦说:“咖啡之谜,”福布斯,二月二十二日,1999,pp.54 - 55:和斯特凡惠誉,“拿铁大,课外泡沫,”福布斯,March19,2001年,第58页。其他资料的形式理查德帕皮耶尼克,“星巴克仍然在长琴弓,运行咖啡屋显示,”全国餐厅新闻,February12,2001,pp.11,78“Jacueline多尔蒂,”使咖啡因,“巴隆周刊5月20,2002,第.20-21:信息浏览网上www.starbucks.com,JULY2002。





Welectron 7级
2010-01-20 回答
Starbucks咖啡:地方东西真是用过滤法煮 回溯到1983年,霍华德Schultz想到给一欧洲-款式咖啡屋-向带来美国人的主意.需要人们让生活松弛些他相信-向:“smellcoffee”和多一点欣赏生活.结果是Starbucks,咖啡馆链条其开始欣赏咖啡向的倾向它的最完整的.当Starbucks经理表达它,不是在填充的腹的生意中we’re,不是在填充的精神的生意中we’re的个时,Starbucks,doesn’t推销公正咖啡,它出售“Starbucksexperience”. Starbucks是在其件仅仅更便宜商品中产品一次存在的现在一发电厂溢价品牌在朝派一范畴.当品牌已经用过滤法煮时,Starbuck’s销售和盈利已经本质上高涨.每百分之10他们下降的星期-大约二千万个客户经过每day.两次在全世界访问company’s超过5,500个商店. Starbucks’成功但是已经吸引一模仿者的完整废弃物从直接竞争者到快餐-商人不等.保持它的罕见成长在朝派一越来越在caffeinated市场的上方,Starbucks已经冲好一有抱负多尖头的成长对策.Let’s检查这对策的重要原理. 更多商店成长:几乎百分之85的Starbucks’销售来自它的商店.So Starbucks正在一会折断脖子的步方面打开新商店.到2002年,它在24个国际市场中有超过1,200个商店,在日本包含超过350,91在朝派瓷器台湾和76在朝派维修瓷器. 除去开新店,Starbucks正膨胀每个store’s食物所提供的.通过给予一养-向上的移动菜单,同时也增强午饭和正餐交通,公司希望增加平均客户价签. 新零售在某种路线上移动:在美洲存在中咖啡的大多数购进商店和小口喝家.捕获这需求,Starbucks正进入America’s超级市场座席间的纵直通道也推.但是,而不是面对面地和例如宝洁(Folgers)和Kraft((麦克斯韦尔房子,Sanka)巨人打交道,Starbucks忍受共同给从打上烙印
匿名用户 4级
2010-01-21 回答
  新产品和储存的概念:星巴克与几家公司的品牌延伸到新类别。例如,它加入百事到邮票的星巴克喝瓶装星冰乐品牌。星巴克咖啡冰淇淋、市场在一家合资企业,是目前与事实的领导品牌咖啡冰淇淋。星巴克还检查新商店的概念。有安全的星巴克、欧式家餐馆以一个展示所有哈克煎饼到oven-roasted烧灼腩、地中海鸡胸肉在focaccia,Circadia -种放荡不羁的咖啡馆概念与破烂的地毯、高速互联网接入、音乐以及咖啡的特色菜。
  资料来源:引用纳尔逊博士”,还是舒北京多年后,《财富》,1999年5月24日。203-210页,”贾妮斯已有超过Mocha-coffee星巴克,”餐厅和机构,1998年10页:凯莉·巴伦、“卡布奇诺难题”,《福布斯》,February22》,1999,pp.54-55:和史蒂芬。菲奇德,额外的泡沫咖啡”,“《福布斯》,2001,p.58,March19。其它信息表,“星巴克Papiernik理查德还带着弓箭,在长期的咖啡屋演出,餐厅的消息,February12文,2001年,第78 Jacueline”,“让它多,”Barrons咖啡因,5月20日,2002,pp.20-21:与信息存取,JULY2002在线上www.starbucks.com。
  第四,星巴克可能会考虑多样化。它可以明星还是买企业的当前的产品和市场。敌人的例子,星巴克测试两个新餐馆concepts-cafe星巴克、Circadia -在努力提供新的格式有关,但新的市场。它同时也出现了一个听音乐品牌的cd。在更极端的多样化,星巴克可能会考虑通过强大的品牌在制造和营销的休闲服装品牌的符合“星巴克体验”。然而,这可能是不明智的。公司产品多样化过分广泛进入陌生或产业可以失去市场的焦点,一些批评家已经关注与星巴克。