Starbucks Case
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CHAPTER HAPTER HAPTER HAPTER HAPTER HAPTER HAPTER 1 – INTRODUCTIONNTRODUCTIONNTRODUCTIONNTRODUCTIONNTRODUCTIONNTRODUCTIONNTRODUCTIONNTRODUCTIONNTRODUCTIONNTRODUCTIONNTRODUCTION ………….. ………………………….. …………………. 3
MISSION ISSION ISSION ISSION ISSION ISSION ISSION STATEMENTTATEMENTTATEMENTTATEMENTTATEMENTTATEMENTTATEMENTTATEMENT ………………………….. ………………………….. ………………. 3
ENVIRONMENTAL NVIRONMENTAL NVIRONMENTAL NVIRONMENTAL NVIRONMENTAL NVIRONMENTAL NVIRONMENTAL NVIRONMENTAL NVIRONMENTAL NVIRONMENTAL NVIRONMENTAL NVIRONMENTAL NVIRONMENTAL MISSION ISSION ISSION ISSION ISSION ISSION ISSION STATEMENTTATEMENTTATEMENTTATEMENTTATEMENTTATEMENTTATEMENTTATEMENT ………………………….. ……………….. 3
1.2 STARBUCKS TARBUCKS TARBUCKS TARBUCKS TARBUCKS TARBUCKS TARBUCKS TARBUCKS TARBUCKS STAKEHOLDERSTAKEHOLDERSTAKEHOLDERSTAKEHOLDERSTAKEHOLDERSTAKEHOLDERSTAKEHOLDERSTAKEHOLDERSTAKEHOLDERSTAKEHOLDERSTAKEHOLDERS ………………………….. ………………………….. ……… 3
CHAPTER HAPTER HAPTER HAPTER HAPTER HAPTER HAPTER 2 – ANALYSISNALYSISNALYSISNALYSISNALYSISNALYSISNALYSIS ………………………….. ………………………….. …………………………. 6
2.1 EXTERNAL XTERNAL XTERNAL XTERNAL XTERNAL XTERNAL XTERNAL XTERNAL ANALYSIS NALYSIS NALYSIS NALYSIS NALYSIS NALYSIS NALYSIS NALYSIS – INDUSTRY NDUSTRY NDUSTRY NDUSTRY NDUSTRY NDUSTRY NDUSTRY NDUSTRY ANALYSIS NALYSIS NALYSIS NALYSIS NALYSIS NALYSIS NALYSIS NALYSIS – MICHAEL ICHAEL ICHAEL ICHAEL ICHAEL ICHAEL ICHAEL PORTERORTERORTERORTERORTERS 5 FORCESORCESORCESORCESORCES ………………………….. ………………………….. ………………………….. ……………… 6
2.1.1 OPPORTUNITIES AND PPORTUNITIES AND PPORTUNITIES AND PPORTUNITIES AND PPORTUNITIES AND PPORTUNITIES AND PPORTUNITIES AND PPORTUNITIES AND PPORTUNITIES AND PPORTUNITIES AND PPORTUNITIES AND PPORTUNITIES AND PPORTUNITIES AND PPORTUNITIES AND PPORTUNITIES AND PPORTUNITIES AND PPORTUNITIES AND THREATSHREATSHREATSHREATSHREATSHREATS ………………………….. …………………….. 6
2.2 EXTERNAL XTERNAL XTERNAL XTERNAL XTERNAL XTERNAL XTERNAL XTERNAL ANALYSIS NALYSIS NALYSIS NALYSIS NALYSIS NALYSIS NALYSIS NALYSIS – PESTELPESTELPESTELPESTELPESTELPESTEL ………………………….. ………………………….. . 8
2.3 INTERNAL NTERNAL NTERNAL NTERNAL NTERNAL NTERNAL NTERNAL NTERNAL ANALYSIS NALYSIS NALYSIS NALYSIS NALYSIS NALYSIS NALYSIS NALYSIS – CAPABILITIESAPABILITIESAPABILITIESAPABILITIESAPABILITIESAPABILITIESAPABILITIESAPABILITIESAPABILITIESAPABILITIESAPABILITIES ………………………….. ……………….. 10
2.3.1 STRENGTHSTRENGTHSTRENGTHSTRENGTHSTRENGTHSTRENGTHSTRENGTHSTRENGTHS AND WEAKNESSESEAKNESSESEAKNESSESEAKNESSESEAKNESSESEAKNESSESEAKNESSESEAKNESSESEAKNESSES ………………………….. …………………… 10
CHAPTER HAPTER HAPTER HAPTER HAPTER HAPTER HAPTER 3 – TOWSTOWSTOWSTOWS ANALYSIS AND NALYSIS AND NALYSIS AND NALYSIS AND NALYSIS AND NALYSIS AND NALYSIS AND NALYSIS AND NALYSIS AND NALYSIS AND NALYSIS AND NALYSIS AND CONCLUSIONONCLUSIONONCLUSIONONCLUSIONONCLUSIONONCLUSIONONCLUSIONONCLUSIONONCLUSION ………………………….. …………….. 12
CHAPTER HAPTER HAPTER HAPTER HAPTER HAPTER HAPTER 4 – CONCLUSIONS FOR STRATONCLUSIONS FOR STRATONCLUSIONS FOR STRATONCLUSIONS FOR STRATONCLUSIONS FOR STRATONCLUSIONS FOR STRATONCLUSIONS FOR STRATONCLUSIONS FOR STRATONCLUSIONS FOR STRATONCLUSIONS FOR STRATONCLUSIONS FOR STRATONCLUSIONS FOR STRATONCLUSIONS FOR STRATONCLUSIONS FOR STRATONCLUSIONS FOR STRATONCLUSIONS FOR STRATONCLUSIONS FOR STRATONCLUSIONS FOR STRATONCLUSIONS FOR STRATONCLUSIONS FOR STRATEGY AND RECOMMENDATIEGY AND RECOMMENDATIEGY AND RECOMMENDATIEGY AND RECOMMENDATIEGY AND RECOMMENDATIEGY AND RECOMMENDATIEGY AND RECOMMENDATIEGY AND RECOMMENDATIEGY AND RECOMMENDATIEGY AND RECOMMENDATIEGY AND RECOMMENDATIEGY AND RECOMMENDATIEGY AND RECOMMENDATIEGY AND RECOMMENDATIEGY AND RECOMMENDATIEGY AND RECOMMENDATIEGY AND RECOMMENDATIEGY AND RECOMMENDATIEGY AND RECOMMENDATIEGY AND RECOMMENDATIONSONSONS ……………. 13
4.2 FUTURE STRATEGIC OPTIUTURE STRATEGIC OPTIUTURE STRATEGIC OPTIUTURE STRATEGIC OPTIUTURE STRATEGIC OPTIUTURE STRATEGIC OPTIUTURE STRATEGIC OPTIUTURE STRATEGIC OPTIUTURE STRATEGIC OPTIUTURE STRATEGIC OPTIUTURE STRATEGIC OPTIUTURE STRATEGIC OPTIUTURE STRATEGIC OPTIUTURE STRATEGIC OPTIUTURE STRATEGIC OPTIUTURE STRATEGIC OPTIUTURE STRATEGIC OPTIUTURE STRATEGIC OPTIUTURE STRATEGIC OPTIUTURE STRATEGIC OPTIONSONSONS: ………………………….. ………………………….. …. 14
4.3 STAKEHOLDERS EXPECTATTAKEHOLDERS EXPECTATTAKEHOLDERS EXPECTATTAKEHOLDERS EXPECTATTAKEHOLDERS EXPECTATTAKEHOLDERS EXPECTATTAKEHOLDERS EXPECTATTAKEHOLDERS EXPECTATTAKEHOLDERS EXPECTATTAKEHOLDERS EXPECTATTAKEHOLDERS EXPECTATTAKEHOLDERS EXPECTATTAKEHOLDERS EXPECTATTAKEHOLDERS EXPECTATTAKEHOLDERS EXPECTATTAKEHOLDERS EXPECTATTAKEHOLDERS EXPECTATTAKEHOLDERS EXPECTATTAKEHOLDERS EXPECTATTAKEHOLDERS EXPECTATIONIONION ………………………….. ………………………….. … 16
BIBLIOGRAPHYIBLIOGRAPHYIBLIOGRAPHYIBLIOGRAPHYIBLIOGRAPHYIBLIOGRAPHYIBLIOGRAPHYIBLIOGRAPHYIBLIOGRAPHYIBLIOGRAPHYIBLIOGRAPHY ………………………….. ………………………….. ………………………….. ……….. 18
Business Strategy Main Assignment Page 3
CHAPTER 1 – INTRODUCTION
When Starbucks went public in 1992, it had only 165 stores spread throughout Seattle and its neighbouring states. (Starbucks Investor Relations, 2009) Today, Starbucks Coffee Company is the leading retailer, roaster and brand of specialty coffee in the world; it has over 9,000 retail locations in North America, Latin America, Europe, the Middle East and the Pacific Rim. (www.starbucksstore.com, 2011). What was the Starbucks strategy that enabled this initially West Coast yuppie fad to become a global phenomenon, placing Starbucks at 241 on the 2010 Fortune 500 List? (CNNmoney.com, 2010)
1.1 STARBUCKS