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  1. 1. STARBUCKS COFFEE<br />Presented by:<br />ChinmayaVashishth<br />Debendra Rout<br />DewalJindal<br />KapilDaga<br />KapilSingla<br />Karan Sood<br />PranjalMehrotra<br />
  2. 2. STARBUCKS COFFEE<br />We’re not in the coffee business serving people…<br />We’re in the people business serving coffee.<br />-Howard Behar, <br /> Director of Retail Operations<br />
  3. 3. Agenda<br />History and Business growth strategy<br />Problem Identification<br />Starbucks and Market research<br />SWOT analysis<br />Recommendation <br />Future prospect and conclusion<br />
  4. 4. STARBUCKS: THE HISTORY<br />The original Starbucks store was started by ZeivSiegl, Jerry Baldwin and Gordon Bowker in 1971 <br />It was opened as a store that sold whole beans and premium-priced coffee beverages <br />Howard Schultz’s joined with Starbucks in 1982 and his idea was to create a chain of coffee houses with a product differentiation of specialty “live coffee”, service or customer intimacy with an “experience”, and an atmosphere of a “third place” to add to their work and home alternatives.<br />The stores targeted selling their coffee primarily to affluent, well educated, white-collar patrons between the ages of 25 and 44.<br />In 1992 Howard Schultz , after opening Starbucks 140 stores, took the company public and by the end of 2002 Starbucks had opened more than 5000 stores across the globe.<br />
  6. 6. PRODUCT MIX<br />The company spent minimal dollars on advertising to promote a brand concept , still achieving phenomenal sales figures<br />The majority of sales came from coffee based and other beverages and the rest from food items and whole bean coffee sales.<br />Other- 15% Revenue Source<br />Product Mix with % sales<br />
  7. 7. SALES FIGURES<br />
  8. 8. STARBUCKS: THE SUCCESS<br />‘Live Coffee’ Mantra<br />Highest quality coffee offered <br />Control the supply chain- Work with the growers, oversee the roasting and control the distribution<br />Continuous product innovation<br />
  9. 9. Where does the problem lie?<br /><ul><li> Lacked a Strategic Marketing Group
  10. 10. Changing Perception
  11. 11. Unsatisfied Customers
  12. 12. Increasing Competition</li></li></ul><li>Lacked a Strategic Marketing Group<br /><ul><li> No Chief Marketing Officer
  13. 13. Marketing Department functioned as </li></ul> three different groups :<br /><ul><li> Market Research Group
  14. 14. Category Group
  15. 15. Marketing Group</li></li></ul><li>Changing Perception<br />
  16. 16. Dissatisfied Customers<br /><ul><li>Starbucks was not meeting expectations in terms of Customer Satisfaction and there was a direct link between Satisfaction and Customer Loyalty</li></li></ul><li>Increasing Competition<br /><ul><li> Though Starbucks is still a dominating chain but its hold on coffee has loosened.
  17. 17. Facing Competition not from newcomers but from older coffee chains that have increasing customer loyalty.
  18. 18. Another threat are the established food chains that have altered their focus to incorporate the rising trend of coffee.</li></li></ul><li>Increasing Competition<br />Dunkin Donuts: Complementary pairing of Coffee & Donuts.<br />2. Peet’s Coffee & Tea: Focus on Quality Coffee & Strategic Positioning of Stores nearby to Starbucks locations.<br />3. Caribou Coffee: Differentiate themselves on the basis of Store Environment.<br />
  19. 19. Marketing Concepts Visited<br /><ul><li> Market Research/Survey
  20. 20. Importance of Findings  Action  Impact
  21. 21. Customer Values
  22. 22. What as an organization we are doing for customers?
  23. 23. Customer Satisfaction/Loyalty
  24. 24. What does the customer perceive of our values and to what extent he/she is thrilled about it?</li></li></ul><li>Target<br />Consumer<br />How <br />aligned is <br />your brand?<br />Target<br />Needs<br />Target<br />Value<br />Target<br />Message<br />Aligning the Marketing Value Chain<br />Who are they?<br /><ul><li>Psychographically
  25. 25. Demographically
  26. 26. Geographically</li></ul>What are their current needs?<br /><ul><li>Personal needs and usage occasions</li></ul>Tactics, mix, media, spend<br />Why Buy (Brand)? (Essence of the brand)<br /><ul><li>Product line 1
  27. 27. Product line 2…</li></ul>How do we communicate the “why”?<br /><ul><li>For the brand?
  28. 28. By product line? </li></ul>16<br />
  29. 29. STARBUCKS and Market Research<br />Strong Proactive culture @ STARBUCKS<br />
  30. 30. Strengths<br />The Brand Starbucks<br />Strong Financial Base<br />Large number of locations<br />3rd Party Tie-Ups<br />Growth through Innovation<br />Respected employer<br />
  31. 31. Weaknesses<br />Undisciplined Marketing<br />Inflexible Pricing<br />Does not tailor its branches according to location<br />
  32. 32. Opportunities<br />Tie-ups with other established <br /> businesses<br />Developing international business<br />Diversification into other drinks<br />
  33. 33. Threats<br />New Entrants<br />Competitive rivalry<br />Substitution<br />Bargaining power of Customers<br />
  34. 34. Recommendations<br />Strategies to Renew Starbucks Brand Name<br />(a) Advertising and Promotion:<br />Market there brand more aggressively in order to convince people that Starbucks <br />serves coffee that is superior to other coffee and beverages.<br />(b) Product Differentiation: <br />Starbucks  should  work  on  differentiating  its  coffee. They<br />should invest in  extensive  research  and  development efforts<br />to develop new flavors, blends or even roast fusions.<br />(c) Coffee  Variety  and  Quality  Control:  <br />In  catering  to  different  consumer  preferences, Starbucks needs to increase its<br /> variety  of  coffee  offered. Starbucks needs to ensure that the coffee offered  is<br /> of  the  highest  quality.<br />
  35. 35. 2)  Strategies  to  Build  and  Retain  Customer  Loyalty  <br />a) Privilege Card and Rewards Program:<br />Having  a  non‐distinct  rewards  program provides no incentive for coffee drinkers to choose Starbucks over other its competitors.<br />b) Starbucks Drive‐Through:  <br /><ul><li> Although Starbucks’ strategy has been to open as many  stores  as possible, most of its stores are mid‐sized. As a result Starbucks loses potential customers.
  36. 36. Starbucks has already started implementing drive ‐ throughsaround the country, and there is potential for them to expand.</li></li></ul><li>Recommendations<br />Strategies towards Cost Efficiency<br />Effective Store Expansion Decisions <br />Restrict its expansion in US<br />Explore and Expand in new markets<br />
  37. 37. Development<br />Growth<br />Maturity<br />Decline<br />Europe<br />USA<br />Asia<br />Life-cycle model of coffee consumption<br />Latin America<br />Latin America<br />
  38. 38. Strategies towards Future Growth<br />Expansion into the Corporate Market<br /><ul><li>Ineffective Starbucks’s expansion </li></ul>strategy in the past<br /><ul><li>Mini Starbuck’s Stores
  39. 39. Focus on Health Drinks
  40. 40. Huge Infrastructure and Reach</li></li></ul><li>CONCLUSION<br />Invest $40 million to increase man-hour, however with certain guidelines<br />Innovative Product Vs. Quick/Pleasant Sales<br />Strong need for diversification<br />
  41. 41. Questions<br />