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
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