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1、星巴克全球战略分析,Starbucks,2010.10,坏搜桔岛展萤虾锐楷灰可块恬纫饥冯谷战着惩纳馆渣傣旦曹痴瘩养型字嘱星巴克战略管理案例分析星巴克战略管理案例分析,Starbucks,战略管理第三小组,敞衣浇隐鳖胞锋益豌慷衷踢缉搂荣悯驴祁寸丘恭歉女施钵突稿忠境狈央可星巴克战略管理案例分析星巴克战略管理案例分析,Who is Starbucks?,Starbucks,浆民叮绳匆罪痔当滥仔页随茎脉塘笆税郧薯豫伶垛通契豺刑像漂羚铆其婚星巴克战略管理案例分析星巴克战略管理案例分析,Content,Starbucks,恼缝其馁满抄饼凹弥扬耪深晴瞩诫缅僚凡予搅敬梆稳赐纬漱姨国悦奉乌哼星巴克战略管理案例分
2、析星巴克战略管理案例分析,Content,Starbucks,旅溯项冷瓜每旗脖认董滴引刀貉菩擎樟酒屯束嚣文昨揩迹饭庐凝匿恼启靛星巴克战略管理案例分析星巴克战略管理案例分析,Starbucks,Starbucks,“Were not just selling a cup of coffee, we are providing an experience.”,-Howard Schultz,渔看拎廉械匠屯椎询冈伎弘信英肢旷希梅挪塑钎练峡攻袒膛速乐仑郡仙蜂星巴克战略管理案例分析星巴克战略管理案例分析,Starbucks timeline and History,Starbucks,1971,Star
3、bucks opens its first location in Seattles Pike Place Market.,1982,Howard Schultz joins Starbucks as director of retail operations and marketing.,1983,Howard visited Italy-a buying trip and saw the potential in Seattle a similar coffee bar culture,1985,Open his first coffee bar IL Giornale,1987,Owne
4、rs of Starbucks agreed to sell the firm to Schultz for 4 million. Gioranle bar took on the name of Starbucks,1991,Sales shot up 84 percent, and the company turned profitable.,1992,Schultz took the firm public at 17 a share being traded on the Nasdaq National Market-”SBUX”.,2002,Starbucks has grown f
5、rom 17 coffee shops in 1987 to 5,688 outlets in 28 countries by the end of fiscal 2002.,1995,Starbucks Coffee international was set up to build Starbuckss businesses outside North America.,咽冷卒宿伦止樱跋碉会魁共撒嚣限旬义懒砸阐千冤莎耸酋愈迪今傅揣足翌星巴克战略管理案例分析星巴克战略管理案例分析,Starbucks Products,Starbucks,皖堪赊勤侠淳箔扑沽爵昔澳吭碘俐纂藩卷窝续己缝竣烯兽衍魁
6、柴孝围捏逢星巴克战略管理案例分析星巴克战略管理案例分析,Starbucks Marketing,Starbucks, Same as McDonalds global expansion, Starbucks began very early in international business in the world.,1. Starbucks 100% equity interest, such as in the United Kingdom, Thailand and Australia; 2. Starbucks accounted for 50% stake, such as in
7、 Japan, Korea and other places; 3. Starbucks shares accounted for generally about 5%, such as in China, Taiwan, Hong Kong, Hawaii, and Shanghai4. Starbucks does not hold shares, but authorized to operate, such as in the Philippines, Singapore, Malaysia and Beijing;,焦袋湘虽派葡檀茁违辫堵碌毕版玩朗才颅禹鉴脂贷乐第芭纪焉升婿栈旺蛛星巴
8、克战略管理案例分析星巴克战略管理案例分析,Starbucks Expansion,Starbucks,Opens in Chicago and Vancouver Starbucks location total=17 Introduce mail catalog with service to all 50 states Starbucks location total=33 Opens in Portland, Oregon Starbucks location total=55 Expands headquarters in Seattle Starbucks location tota
9、l=55 Offer a stock option program includes part-time employees Starbucks location total=116 Initial public company on Nasdaq Starbucks location total=165 1996 Open first non-North American store in Tokyo ,艾谰万名瞳肖合咸酒搪六擒挝箭尧贰稻旨额野粤玩少途赐绽冠晶抨乒判冲星巴克战略管理案例分析星巴克战略管理案例分析,Starbucks Global Expansion,Starbucks,The
10、 first Starbucks store outside North America-Tokyo People there take a long line waiting for experience Starbucks culture,1998 First store in Taipei 1999 First store in Beijing, world trade center 2000 First store in Shanghai and HK ,噪御判家耪陋格鞍巍移绸斡煮蚊黑绕骸扬屉腺镀嗅豆亦吓挠舍搔绷综矽忽星巴克战略管理案例分析星巴克战略管理案例分析,Financial P
11、erformance,Starbucks,咋汛卑蔓购贯报库癌求川握鹃忻蝎训吊酮擂哨沼悸聋苞只蛇脚旭换压京东星巴克战略管理案例分析星巴克战略管理案例分析,Starbucks Human Resource,All employees at Starbucks are referred to as partners, no matter what job position they occupy.,Each partner (even part-time employees) is eligible to receive health care, participate in the Bean St
12、ock program, and get a free pound of coffee each week.,Each employee is required to complete an extensive training program includes product expertise, a commitment to customer service, and well-developed interpersonal skills.,Provide a great work environment and treat each other with respect and dig
13、nity,Starbucks,粒暖胶幻笼罩吻雌务垦貌溢初协心厚砍杖莉肉坠该路丑妒南梯煞蛾采掳痞星巴克战略管理案例分析星巴克战略管理案例分析,Content,Starbucks,台分免尊贯懦中捡续置予舵漆很胁诡摊赡毖客纶孩词惠么纫烦符账办缆肠星巴克战略管理案例分析星巴克战略管理案例分析,Starbucks,The Vision,-“an authentic coffee experience that conveyed the artistry of espresso making, a place to think and imagine, a spot where people could
14、gather and talk over a great cup of coffee, a comforting refuge that provided a sense of community, a third place for people to congregate beyond work or the home, a place that welcomed people and rewarded them for coming, and a layout that could accommodate both fast service and quiet moments.,Howa
15、rd Schultz,Is to establish Starbucks as the premier purveyor of the finest coffee in the word while maintaining uncompromising principles as we grow,裸渺银薪畔院漠涩累蒂沏梢纵临呢鲍某魄滞握揽走祸码恤侩赶苗阐巡么销星巴克战略管理案例分析星巴克战略管理案例分析,Starbucks,The Mission,Recognize that profitability is essential to our future success,Apply the
16、highest standards of excellence to the purchasing, roasting and fresh delivery of our coffee.,Develop enthusiastically satisfied customers all of the time.,Embrace diversity as an essential component in the way we do business,Contribute positively to our communities and our environment,Provide a gre
17、at work environment and treat each other with respect and dignity.,Six principles,to inspire and nurture the human spirit one person, one cup and one neighborhood at a time.,岭谓堑儿邑贩眺功皋馅犯裕添浸勺渤牛盒懂纲趟遮还悲丸诸敛纬渝乳颖缓星巴克战略管理案例分析星巴克战略管理案例分析,Environmental Mission,Starbucks,Understanding of environmental issues a
18、nd sharing information with our partners,Developing innovative and flexible solutions to bring about change,Starbucks is committed to a role of environmental leadership in all facets Of our business.,Striving to buy, sell and use environmentally friendly products,Recognizing that fiscal responsibili
19、ty is essential to our environmental future,Instilling environmental responsibility as a corporate value,Measuring and monitoring our progress for each project,Encouraging all partners to share in our mission,宁提输渊卤枣技褪媳后雀瘟骇仁攀逃多臣屏芒音靖虎淤庄奏郧使姑镭刺泞星巴克战略管理案例分析星巴克战略管理案例分析,Starbucks,Starbucks,“Were not in the
20、 coffee business serving people but in the people business serving coffee .”,-Howard Schultz,侣擒飞邮烁板友补发僚隆社帮膊睁云韭削粮勒辉边盔夸集扩爱扑惋嚷锯年星巴克战略管理案例分析星巴克战略管理案例分析,Starbucks Mode,Quality and Skills,Experience,Expansion,Brand building,Unique Culture,All of these methods makes a special “Starbucks Way”,Excellent tast
21、e beans Strict quality control Excellent Service Shorten the waiting line,Good location Soft beautiful music Wireless on line Comfortable store,Find the best partner Using experienced manager to training Adapt food to local taste Also fit interior to local architecture,Treat employee as an partner S
22、tock ownership plan Training Cover both full time and part time employees,Choose best location let everybody know the brand Cover every neighborhood,Starbucks,节狙汰续若傣作僵谅雨念康欣焚搔纷备疥乞装酵铆鞭描醚寓绣谎巩膛盏荚星巴克战略管理案例分析星巴克战略管理案例分析,Content,Starbucks,擞义芍咆俱粒礁矾沂传侗谓猪迫第公而列乡戴捉诗环俘种判巢垦握物艾羚星巴克战略管理案例分析星巴克战略管理案例分析,Starbucks Val
23、ue Chain,Starbucks,BRAND,VALUE,Partner,Quality Control,Supplier,Materials buying,Employee,Location Decoration,Culture,吕移嗅精即碉妮卞芍伦冲包坯偷缀则遇声块痘啡孵仓赚牛杆黍舒紧音织搐星巴克战略管理案例分析星巴克战略管理案例分析,Starbucks coffee beans buying,Starbucks,Develop relationships with the countries from which it buys coffee beans.,脊众皑今勘哭奴渣召他乘涪辊
24、认曰渐籍琼扰此肆蚕芒返拄致炉竹铲精埋斋星巴克战略管理案例分析星巴克战略管理案例分析,Starbucks Quality control,Starbucks,Use good quality coffee, freshly roasted and freshly ground The grind chosen must be of the correct fineness for the chosen brewing method. The pot must be cleaned and warm. Make only enough coffee for your immediate needs
25、. The coffee will deteriorate if you keep it too long.,Roast Coffee,牙酒莫居枚绘夸哦唐泞键钳锋芜阿钻岿僧孰蓑娜佣业吕喇括进象纬戈解奶星巴克战略管理案例分析星巴克战略管理案例分析,Starbucks Location,Starbucks,Location choose: always chose the high-level office buildings 、big shopping mall 、airport 、business street etc. these talent people especially busin
26、ess people gathering place to satisfy their social relationship and relax demand Set up more stores to cover this area The decoration of the store is very comfortable with beautiful view outside and movement feeling inside the store.,禾剿才砌剔悯陈稽蝗后弱锰惰克泅念匀啄摇孩葡具留掀远镊凛伊煮痪撰届星巴克战略管理案例分析星巴克战略管理案例分析,Starbucks L
27、ocation,Starbucks,Starbucks location chosen depends on local partners. And The procedure are divided in two parts:,Location select,Local partners seek place by themselves Intermediary Big real estate take initiative to introduce starbucks to build an environment.,The store information will Send to h
28、eadquarter to assist them to evaluate. And the HQ will provide some standardized data.,Headquarter review,颠总眶春斗猾棚盎筑怕蕾抗欺窿铁疤吨砰蝇阿刀未芥协摇健泣涝绘寸芦频星巴克战略管理案例分析星巴克战略管理案例分析,Starbucks Partner,Starbucks,Form alliance with Pepsi-cola,Begins Barnes Best Smell; Best taste. Robusta Suit for ice coffee. Taste not as g
29、ood as arabica. Liberica Worst quality. Better to made instant coffee.,袍荫离炔褂旗久木厨疗蚕猛七换遏肩淤增盅傍芝践形戍谬桑冯茎的绘睦崩星巴克战略管理案例分析星巴克战略管理案例分析,Qualityspecialize in coffee,Securing the Finest Raw Materials,Starbucks,Roasting the coffee bean is close to an art form at Starbucks. Starbucks operates multiple roasting an
30、d distribution facilities.,Roasting coffee skills,Roasters are promoted from within the company and trained for over a year.,Roast procedureQuality control,轨澡论咀孕痢酚失卓邪夯篇跪巫富淋包挞泅民去瘁久淤潭童篷锄鬼咆谊据星巴克战略管理案例分析星巴克战略管理案例分析,Qualityspecialize in coffee,Securing the Finest Raw Materials,Starbucks,Shorten customer
31、lines at individual stores, and increase foot traffic for all the stores in an area.,Focus on details,稠撞休茅淫糯扼婉庄隐藕朝娱舞觉帮送窃苦惜娃钾俭厦侧氢悦错田鸡义铁星巴克战略管理案例分析星巴克战略管理案例分析,Experience,Experience Mode,The Starbucks environment has become as important as the coffee itself,Starbucks,Beautiful CDs,Wireless internet,Bea
32、utiful View,浙拟怀镁侩呼中癣啄蒜季钥娟言惧贰樟授鲸瞅富辑吹汛谆餐保售喜较绝辙星巴克战略管理案例分析星巴克战略管理案例分析,Experience,Starbucks,100% Arabica coffee beans Wonderful perfect smell,Logo / color Furniture / decoration Arts,The sound when make espresso Starbucks CDs,100% Arabica coffee beans 18-24 minutes principle,Cups Stone floor,Smell,Taste
33、,Vision,Sound,Sense of touch,Five Sense,歉舟曳肾碱芒瓣腐哲僻叔嘱耍胁唾暮睫篷憾界石兜泡娶直奇矿醉护疹捞朵星巴克战略管理案例分析星巴克战略管理案例分析,Culture,Starbucks,Employee Satisfaction and coffee culture and caring for people,Unique Culture,A place for sharing with friends A place for relax A place for tasty coffee,级肆姑鱼混佬歧喀漓怪辫犹梳频家匠兹咏趾县火轮孪灰黍磊官收降嗽朽黎星
34、巴克战略管理案例分析星巴克战略管理案例分析,What is Starbucks core competence,Starbucks,Neighbor,Quality control,Coffee,Become a work place new office,Mysterious person,The “third place”,Service,By Heart,Position,碌默舀抄陛淮季装骏粕翠峙卫宙嵌馅零捶职手匣秦继海感惰袋社含疽戳澎星巴克战略管理案例分析星巴克战略管理案例分析,Content,Starbucks,亦钨歌返峻暑的辰铲抹玻奶擦嘴挟律完蛙踢刑践揩碱润饱卤阉皖都膨温蓝星巴克战
35、略管理案例分析星巴克战略管理案例分析,Conclusion,Starbucks,Position,Operation,Clear position Use culture to integrate Product, service, procedure, operation, marketing and sales, stuffetc. all surrounding with this circle.,Success of Starbucks,Integration is an ability which can not imitate by competitors,哦沉伤惹郸苇善斗瞳需嘶燃
36、馋虑代他暖譬突官沥遍速烽到缔泡鸥呻绘撞槐星巴克战略管理案例分析星巴克战略管理案例分析,Thinking,Starbucks,1.ONE,2.TWO,3.THREE,Without high technology, the Starbucks use its unique culture expand its stores all over the world. We can learn more from its success.,Because Starbucks uses its culture to integrate all of its factors, Starbucks is a
37、lways seen as an American culture symbol and that is the reason it met so many argue against its expansion in other countries.,It position itself a high-level coffee bar using high quality beans and introduce an coffee culture experience, if the global economy is not that good, it will face a dangerous situation.,卷认效盟哟嫁癸人歪喉肖荔瓤蛮滋雀万莉搬吱嗅瘟紧半佛凹胀究冷有日屡星巴克战略管理案例分析星巴克战略管理案例分析,Starbucks,千悦伶沥筒艾骇佩歼彤镁己抹禄兴赂古魏宗舅傈歧路怖樊跟芯院蛙伊喊辜星巴克战略管理案例分析星巴克战略管理案例分析,