Starbucks Corp tactical strategic

102
Starbucks
Tactical & Strategic Report

ii
Starbucks
© Published by The DataGroup Stiftung, Vaduz, Liechtenstein. Copyright © by DataGroup Stiftung. All rights reserved. No part of
the contents of this document/database may be reproduced for third party distribution or transmitted to third parties in any form or by
any means without the written permission of the publisher. DataGroup publications are available worldwide only through authorized
distributors.
The publishers make no representation, express or implied, with regard to the accuracy of the information contained in this
publication and database and cannot accept any legal responsibility for any errors or omissions.
All trademarks are recognized. The name Starbucks, et al, © Logo / ™ are the property of the companies concerned and are used as
only an identifier and as Fair Comment as allowed in United States copyright law and the decisions of the European
Court. Microsoft, Word, Excel, Access, Windows, and associated logos and identifiers are trademarks of Microsoft Corporation. The
copyright and trademarks of the U.S. Government Printing Office, Bureau of the Census, U.S. Department of Commerce, U.S. Office
of Management and Budget, U.S. General Accounting Office, NTIS & other U.S. Government Departments & Agencies are
recognized. The copyright and trademarks of all publishers and producers of ancillary documentation and software are recognized.
ISBN / EAN 769998013048 Printed in the USA & European Union 769998013048

102
Starbucks
Substantial interest, recent commentary and overall performance speculation persuaded
DataGroup Analysts to publish the new edition of the Tactical & Strategic Report on
Starbucks - now complete updated. The new Edition of the report represents a complete re-
evaluation, re-assessment and re-formulation of the last edition. The results are extensive, far
reaching and essential research for all those searching for highly sophisticated Tactical &
Strategic information on Starbucks.

ii
About the publishers
For over 40 years DataGroup and their associated companies have
been collecting information on Companies and their Staff, their Products
and Markets, their Suppliers and Materials Consumed, their Bankers and
Financiers, their Customers and Clients, their Competitors and Industry
sectors.
The collection of data from all available sources has made DataGroup
by far the largest repository of commercial information in the world.
DataGroup databases are more extensive than any other commercial or
government held databases.
In 1979 DataGroup produced the world's first entirely computer generated Tactical and Strategic
Company Report and its scope and contents was instantly acknowledged as being a vital and
unparalleled tool for all managers interested in a Tactical and Strategic appraisal of a target company
- be that their own company, an acquisition target or a competitor.
Between 1979 and 1987 DataGroup supplied these reports only to established clients. The main
reason being that the DataGroup computers were fully utilized in supplying the demand from existing
clients and there was insufficient capacity to enable the reports to be sold more widely. In 1987,
because substantial new computer hardware came on-stream, DataGroup was able to offer the
Tactical and Strategic Company Reports on a general basis. Between January 1987 and December
1993 DataGroup distributors had supplied more than 30,000 Tactical and Strategic Company
Reports to their clients. The reports were quickly recognized as being the most important
development in corporate planning for very many years. Since 1993 the distribution of DataGroup
reports has been strictly controlled and is no longer available to the general public. These documents
and their associated databases are supplied via distributors to their own approved client base.
The fact is that DataGroup Tactical and Strategic Company Reports are unique and there is no
other comparable publication available.
The DataGroup Tactical & Strategic Report is the most extensive available from any source in the
world. The report is designed to give readers a highly detailed insight into Starbucks by providing a
comprehensive range of data, beginning with historic financial results through to a series of long-term
forecasts on the company's future performance. The report includes data on Starbucks markets,
performance, competitive position and full results from surveys of Company customer base, suppliers
and other contacts.
A DataGroup Tactical & Strategic Report can probably tell you more about a Company, its
Markets and Customers, its Suppliers and Industry Sector, than can its Chairman or indeed the
whole Board of Directors.
Whatever your interest in Starbucks, whether as competitor or analyst, shareholder or investor,
customer or client, you will not find a more comprehensive, authoritative and compelling report.
The Tactical & Strategic Report on Starbucks covers all the items, topics and issues listed in the
report description. The report consists of the report and database on DVD, plus printed manuals.

2- 1
Contents
Foreword & Overview iii
1: The Current Analysis of Starbucks 1.1
2: The Tactical Analysis of Starbucks 2.1
3: The Strategic Analysis of Starbucks 3.1
4: The Survey Analysis of Starbucks 4.1
5: Market Research: Starbucks 5.1
6: Business Planning: Starbucks 6.1
7: After-Sales Services: Report on Starbucks 7.1
8: Methodology: Starbucks Report 8.1
9: Notes: Report on Starbucks 9.1
The N°1 Source of Corporate Information
Since 1974
has provided
commercial
information to
corporate managers
and government
planners.

2- 2
Basis of the Report
This DataGroup report is designed to
provide a complete tactical and strategic
appraisal of Starbucks, together with all
necessary background market research
and business planning.
The format and content of the reports
are similar to that produced by many major
strategic Management Consultants - the
only difference being that when one
commissions a management consultancy
firm to undertake such a study, the cost is
usually $50,000-$200,000 whereas DataGroup reports are available for only a fraction of that cost.
The reason for the vast difference in cost is due to the fact that these reports are produced
entirely by computer, whereas a normal management consultant's report would have been
manually produced and thus the labour content (which is the major cost factor) is greater. In
addition none of the management consultancy firms have access to the very large databases held
by DataGroup and they therefore have to purchase or research the base data needed for their
reports.
As DataGroup reports are produced by computer the analysis contained in these reports is
uniform and accurate and the objectivity of the conclusions is greater than that of a manually
produced study where one has to rely on individual consultants, their (frequently subjective)
opinions and their abilities.
For these reasons we believe that DataGroup reports are a more reliable, accurate and
effective product than is the usual management consultant's report.
Clearly, readers may encounter difficulties with the interpretation of the data or analysis and
therefore DataGroup provide an After-Sales Service whereby readers can obtain additional data
and if required, can hold a Seminar (at the Client's offices) on the reports. Furthermore, an
unlimited client hotline is available whereby clients can consult with company, market and industry
specialists.

2- 3
Forward
Starbucks
The contents, data classes and data sets found in The Tactical & Strategic Report on
Starbucks are shown here. This identifies all the main data classes; however it represents the
minimum database configuration. Individual databases on Starbucks will contain
supplemental data. Editions are updated at least monthly. The current edition comprises of
over 9,000 pages, 20,000 spreadsheets, 20,000 database tables, 500 diagrams & maps.
Contents change for each edition. This database is updated monthly and monthly updates are
available.
The Tactical & Strategic Report on Starbucks has the following coverage:-
Report Contents:- The report has three main constituent parts, the Corporate data, the
Market Research data, and the Business Planning tools. In addition there is a host of
reference information provided.
Corporate Coverage:- The report covers the main Subsidiaries, Divisions & Geographic
Market areas of Starbucks.
Product Coverage:- The report covers the major Product Groups and Product Areas of
Starbucks.
Market Coverage:- The report covers up to thirty Market Areas, Product and Market
Sectors for Starbucks. In addition a World Market Research database is given for Starbucks.
Geographic:- The report covers the Company’s home markets plus fourteen other
important national markets within the trade cell. Also covered are the Regions or States
within each country.
Time Series:- The Report covers both Historic and Forecast data. The Historic data covers
the previous 3-9 years and the Forecast data is presented in two time series, being: a
Medium-Term forecast for the next 7 years, and a Long-Range projection for the period up
to 2028 and beyond.

2- 4
Overview
The printed volumes are instruction manuals which indicate the essential elements of the
Tactical & Strategic Report on Starbucks in relation to the attached DVD. Version 16 (and
later) of this publication contains substantially more data than in previous versions or editions
and thus the quantity and complexity of the data makes it is virtually impossible to produce an
easily usable hardcopy printout, as this would run into many tens of thousands of printed
pages. Therefore, to assist users, these manual describe how to extract from the DVD
databases the specific information required, and then print a hardcopy document if required.
The current edition comprises of over 9,000 web pages, 20,000 spreadsheets, 20,000 database
tables, 500 diagrams and maps. Contents change for each edition. The database is updated
monthly.
The Current Analysis of Starbucks
Volume 1
The CURRENT ANALYSIS is designed to provide the normal type of financial data plus
additional financial & operating data.
The Products & Markets most critical to Starbucks in the Medium and Long Term.
BASIC COMPANY DATA
FINANCIAL DATA: 90 pages of Financial + Accounts Data.
OPERATIONAL DATA: Operating Finances, Margins + Costs.
THE MARKET: The Total Market by Country, by State or Region, by Year 1997 to the current year.. Market
coverage is designed to encompass not only the existing markets for Starbucks products, but also areas of market
expansion, product segmentation, parallel markets, et al. By the same token the data excludes those market areas
or sectors which are unavailable to Starbucks for whatever technical or commercial reasons.
MARKET CONSUMPTION: 90-100 pages of Market Consumption & Market Trend figures are given by
EACH COUNTRY, STATE, REGION by EACH INDUSTRY, PRODUCT Group and/or MARKET Sector by
YEAR to the last year of filed accounts..
PRODUCT PROFILES: Product Profiles for Each product by country by year to the last year of filed accounts..
PRODUCT MARKETING: Sales & Selling; Distribution + Handling; Advertising; After-Sales; Marketing
MARKETING: Sales & Selling Costs; Distribution + Handling Costs; Advertising Costs; After-Sales Costs;
Total Marketing Costs.
CUSTOMERS + SUPPLIERS + INDUSTRY by Regions, Cities & Towns.
PRODUCT INDUSTRIES: New Technology, Production, Process Investments; P&E in Use; P&E Investments.
PRODUCT INDUSTRY FINANCES: Profits/ Total Assets; Profit/ Sales; Sales/ Total Assets; Profit/ Capital
Employed; Sales/ Employee; Capital Employed/ Employee; Profit/ Employee; Remuneration/ Employee; Sales/
Payroll; Sales/ Stock; Current Ratio; Credit periods.
INDUSTRY: Technology + Process Investments; P & E in Use + Investments.

2- 5
The Tactical Analysis of Starbucks
Volume 2
The TACTICAL ANALYSIS undertakes an appraisal of Starbucks which is used to evaluate
and forecast short term tactical issues & factors; plus highly detailed forecasts on the
Company's sales, financial, operational & marketing performance during the next 7-14 years.
A DETAILED FORECAST: Turnover, Profitability,
Productivity, Market Shares, Awareness + Perceptions,
Rating, Sales, Advertising, Products, Competence,
Quality, Pricing, Competitors, Performance, Superiority,
Service, Customer Base, Costs, Margin, Distribution.
FINANCIAL FORECAST: 90 pages of Financial +
Accounts Data.
OPERATIONAL FORECAST: Operating Finances,
Margins + Costs.
THE INDUSTRY Figures given by EACH COUNTRY,
STATE, REGION by YEAR. Structure: Concentration:
Immediate Customer Base Profile: Employment: Cost
Structure: Inventory Structure: Capital Expenditure
Structure: Industry Finances.
MARKETING FORECASTS: Marketing + Competitive
Forecast & Analysis.
SHORT TERM STRATEGY + TACTICS: Product Markets, Product Conclusions, Product & Market Price,
Segmentation, Quality, Availability, Performance Variances, Technological & Technical Factors, Service,
Product Fragmentation, Distribution, Customer Factors, Psychographics, Market Stretching, Merchandising,
Pricing, Selling, Marketing Back-up, Market-places, Customer Base, Distribution, Market Routes, Distribution
Logistics, Control Systems, Distribution, Handling Costs, Advertising + Sales Promotion, End User Targets, End
User Factors, End User Sectors, Joint Ventures, Short Term Investment.
COMPETITIVE ANALYSIS: The comparison of the Strengths and Weaknesses of Starbucks and its major
competitors in the Trade Cell. The forecasted performance of Starbucks is a function of the Company's strengths
and weaknesses in relation to that of its Competitors.
TACTICAL ANALYSIS: The tactical analysis is designed to review, analyze and isolate certain critical tactical
questions which indicate the short term prospects for Starbucks.
SHORT TERM TACTICAL ISSUES: An analysis of the Company's short term tactical issues and relative
performance in the Market-Place.

2- 6
The Strategic Analysis of Starbucks
Volume 3
The STRATEGIC ANALYSIS is intended to give an extremely far reaching strategic analysis
of Starbucks and thereby explore the medium and long term problems and opportunities for
Starbucks. This provides a vital input to Corporate Planning and Development.
MEDIUM + LONG TERM STRATEGIC CONSIDERATIONS: Long Term Market & Product Forecast,
Consumption Forecast, Long Range Forecast for Products, Product Growth, Factors for Profitability.
MARKET ENVIRONMENT: Growth, Structure, Service, Customers.
THE PRODUCT: Life Cycles, Market
Share, Product Quality, Product range,
Profitability, Pricing, Service Quality,
New Products.
COMPETITION: Market Share,
Profitability, Competition, Market.
THE INDUSTRY: Industry Growth,
Costs, Capacity, Productivity, Labour,
Unionization, Capital Structure,
Investment, Margins, Integration,
Marketing costs, Process,
Distribution, Market Penetration.
MEDIUM + LONG TERM
STRATEGIES: Build, Hold or
Harvest
MEDIUM + LONG TERM CHECKLIST: Profitability, Productivity, Market Shares, Customers, Sales
Promotion, Product Availability, Competence, Products, Quality, Pricing, Competitors, Performance, Service,
Customer Base, Costs & Margins, Distribution Channels, Forecast of Financial + Operating Data.
MEDIUM + LONG TERM CHECKLIST is a working plan or document for the critical factors which influence
Starbucks in strategic terms. The data is given as a matrix by Subsidiary, Division, Unit or Market sector.
CRITICAL LONG RANGE FORECASTS - Long Term Market & Product Forecast - Overall Market Forecast
for the Industry - Long Range Country / Trade Cell Forecasts - Long Term Product Growth
THE LONG-TERM MARKETS The Market section consists of a LONG-TERM MARKET CONSUMPTION
forecast giving data for each year up to 2028. Market Consumption & Market Trend figures are given:- by each
Country/ State / Region by each Product Group and/or MARKET by YEAR UP TO 2028
LONG-TERM PRODUCT PROFILES Figures are given by each Country / State or Region by each Product and
by Year to 2028. Market data for each Product or Market Sector in a matrix for all the countries or states in the
Long-Term.
LONG-RANGE PRODUCT SUMMARY Figures are given by EACH Country / State or Region by each
Product. The PRODUCT SUMMARY will give a forecast for each Product or Market Sector in the Long-Term.

2- 7
The Survey Analysis of Starbucks
Volume 4
The IMAGE + SURVEY ANALYSIS give a tabular & graphic analysis of the prevalent
image of Starbucks in terms of customers, distribution channels & competitors. Overall
National Surveys are provided as a point of comparison.
IMAGE + CUSTOMER SURVEYS: The Company can greatly benefit from knowing what their customers
think and how the company might improve products or services.
PERFORMANCE: Credibility, Customer Confidence, Reputation, Staff Efficiency & Performance, Integrity,
Truth + Honesty, Written + Verbal Communications, Customer service - Handling - Complaints - Problems,
Comprehension + Awareness of Product, Customer Response + Information, Promotion, Advertising,
Documentation, Contracts. Current & Forecast Data.
STATUS, STANDING, COMPETITIVENESS: Operations, Manpower, Costs, Margins, Products, Managers,
Corporate, Distribution, Customers, Marketing, Competition, Reputation, Promotion, Competence. Current &
Forecast Data.
THE SURVEYS Over 600 vital questions answered in these surveys. Analysis isolates the person behind the
purchase decisions (at various levels) and analyses the situation before, during and after the purchase.
END USERS + CONSUMERS: Figures by EACH Country, Company, Division by each CONSUMER
Question.
BUYERS: Figures for Buyers by EACH Country, Company, Division by each BUYER Question.
CONSUMER OR BUYER LEVEL: The Buyer Profile is a matrix by YEAR & by AGE Group (7 ranges) by
Social Class (6 ranges) by Geographic Location. Current & Forecast Data.
DISTRIBUTION CHANNELS: for EACH Country, Company, Division by each DISTRIBUTION Question.
INDUSTRY PERFORMANCE: Analyses of a large number of questions on the specific Performance of the
Companies within the Industry.
NATIONAL SURVEYS: National Surveys are given to enable one to compare and evaluate the Company's
survey results with the National averages and norms. National Surveys can also be regarded as being the
Competitive averages for each National market - thus one can see the relative performance of Starbucks in the
market-place. In competitive markets, Image and Customer Surveys on the competitors isolate and identify
problem areas for the competitors and thereby identify opportunities for Starbucks. National Surveys cover all
the topics mentioned above for Starbucks Image Surveys.
STARBUCKS COMPANY SURVEYS:
The information in this section is based on the
results of surveys and similar research amongst the
Customers, Branch Networks & Distribution
Channels, Buyers and Suppliers of Starbucks. The
data is given relative to the Subsidiary, Division,
Unit or Market sectors.

2- 8
The Market Research: Starbucks
The MARKET RESEARCH report on Starbucks is intended to give a comprehensive and
widespread analysis of the markets in which Starbucks operates and may operate in the future.
STARBUCKS WORLD REPORT
Chapters Pages Volumes
Diagrams, Maps
& Illustrations
Spreadsheets
& Databases
59 c. 2,000
DVD,
Memory Stick &
printed volume
c. 500 c. 10,000
INTRODUCTION: STARBUCKS WORLD REPORT
This is an entry level product which provides users with commercial intelligence on Starbucks markets and
industries in 205 countries. The report analyses the world markets for Starbucks from a basic point of reference,
namely the base country of the reader. It is for this reason that reports are generated for each base country. The
report is formatted to give both a narrative description of the various matters covered as well as provide readers
with the ability to directly use the Chapters (via Microsoft Word or compatible word processors) to produce their
own reports and documentation. Experienced users will be able to use the spreadsheet and databases to generate
highly detailed narrative reports, charts and graphics - as well as sophisticated business and commercial forecasts
and models. The databases are provided in both Excel spreadsheets and Access database. Explanatory notes are
provided as word processor documents or in PDF formats.
As an entry level product the narrative is necessarily illustrative in its terminology and seeks to provide a basic
degree of business logic and theory which indicates the rational applied in the forecasting and modelling
methodology.
The Starbucks databases provided are specifically designed to provide users with a uniform and consistent
numeric measure of both (normally) quantifiable values as well as conceptual factors which are (usually) only
capable of qualification. Experienced users will know how to apply forecasting and modelling software to the
numeric data provided to generate highly detailed and discrete business planning models. The databases
provided in this report can be used directly with databases on other product, markets and industries in other
countries. The databases are specifically designed to be trans-national, currency neutral, inflation and purchasing
parity adjusted, product parity and product equivalent adjusted, opportunity cost adjusted, and numerically
compatible; they all can be linked or merged programmatically in business planning models to provide multi-
national and multi-level analysis.
Before using the data provided please read the Database Introduction as well as the Notes and Definitions links
found in each Chapter. There are subtle statistical nuances to some of the spreadsheets and databases which will
help the user to fine-tune their models & forecasts to obtain maximum effect and greater accuracy. The database
flow chart & database description should be consulted when applying statistical and modelling software.

2- 9
Business Planning for Starbucks
This business planning utilities provide users with the tools to produce a detailed Business
Plan or Proposal which is based on specific commercial intelligence for the product market
and industry in the countries and/or urban areas concerned. It is able to produce four levels of
business planning and support documentation for Starbucks.
Summary
An Executive Summary which can be used as a Business Plan for a Board or committee budgeting presentation
in a corporate situation, or as a Business Proposal when seeking to attract investment from banks, venture
capitalists or other parties in entrepreneurial situations. This is a printed document (for which a template is
provided) and it is completed by the user. View the Summary document as a web page to get an overall idea of
the format and then open it with Word (as a document) and complete the information necessary.
Market Research
Documents which are designed to produce a range of function based and operational delineated plans for middle
or operational managers.
This information is produced for internal consumption by managers and can be viewed on the company intranet
or can be produced as printed manuals for which boilerplates (which are designed to be edited as necessary by
the user) are provided.
The documents are also intended to be edited and refined by managers in order to produce detailed tactical and
operational plans.
These chapters are also found as Word documents in the DOC folder and they can be edited or modified as
necessary to provide customized reports.
Mirror ‘.htm’ files are also provided to allow users to produce a customized intranet site if required.
Base Data
The base data, reference materials and resources provided are designed to be used (and customized) in order to
produce further business planning and logic. This includes the following:-
1. Market Research
2. Forecast Scenarios
3. Spreadsheet data (.xls)
4. Databases (.mdb)
5. Base data for long term forecasting and modelling.
6. Web files (.htm) which can be edited or modified by the user.
7. Word files which are boilerplates which can be edited or modified by the user.
8. Manuals which can be edited or modified by the user.
9. Reference data
10. Toolkit
Business Plan Modules
This is an optional Add-in module.
Details of these modules can be found on the website.

2- 10
The Current Analysis
Starbucks
Volume 1
The CURRENT ANALYSIS of Starbucks is designed to provide the normal type of financial
data plus additional financial & operating data which is not normally available from published
accounts.
The report provides coverage of all the Major Products & Markets (supplied and serviced by
Starbucks) which are perceived to be the most important areas for the Company in the
Medium and Long Term.
The Current Analysis TABLE OF CONTENTS VOLUME 1
BASIC DATA ON STARBUCKS
FINANCIAL DATA: 90 pages of Financial + Accounts Data.
OPERATIONAL DATA: Operating Finances, Margins + Costs.
THE MARKET: The Total Market by Country, by State or Region, by Year to the last year of filed accounts..
MARKET CONSUMPTION: 90-100 pages of Market Consumption & Market Trend figures are given by
EACH COUNTRY, STATE, REGION by EACH INDUSTRY, PRODUCT Group and/or MARKET Sector by
YEAR to the last year of filed accounts..
PRODUCT PROFILES: Product Profiles for Each product by country by year to the last year of filed accounts..
Market coverage is designed to encompass not only the existing markets for Starbucks products, but also areas of
market expansion, product segmentation, parallel markets, et al. By the same token the data excludes those
market areas or sectors which are unavailable to the Company for whatever technical or commercial reasons.
PRODUCT MARKETING: Sales & Selling; Distribution + Handling; Advertising; After-Sales; Marketing.
MARKETING: Sales & Selling Costs; Distribution + Handling Costs; Advertising Costs; After-Sales Costs;
Total Marketing Costs.
CUSTOMERS + SUPPLIERS + INDUSTRY: by Regions, Cities & Towns.
PRODUCT INDUSTRIES: New Technology, Production, Process Investments; P&E in Use; P&E Investments.
PRODUCT INDUSTRY FINANCES: Profits/ Total Assets; Profit/ Sales; Sales/ Total Assets; Profit/ Capital
Employed; Sales/ Employee; Capital Employed/ Employee; Profit/ Employee; Remuneration/ Employee; Sales/
Payroll; Sales/ Stock; Current Ratio; Credit periods.
INDUSTRY: Technology + Process Investments; P & E in Use + Investments.
One main benefit is derived from the data given in respect of information gained from the Customers,
Distribution Network and Suppliers of Starbucks. This research provides much insight into the Company and is
invaluable if the reader is seeking to forecast the future of the Company, rather than just analyse the past.

2- 11
VOLUME 1.1 INTRODUCTION
VOLUME 1.2 STARBUCKS BASIC DATA
KEY PERSONNEL: Chief Executive, Sales Director, Marketing Director, Export Director, Marketing Manager,
Export Manager, Technical Director, Technical Manager, Chairman & other Directors.
Mainline product / service. Product / services provided. Bankers. Year established. Current employees. Issued
capital. Shareholders. Last published turnover. Subsidiaries. Associated companies. Companies represented.
Agencies. Physical processing locations. Capital investment. Advertising expenditure. Advertising media.
Advertising posture. Sales promotion activity. Method of selling. Distribution. Distribution network. Use of
distribution channels.
VOLUME 1.3 STARBUCKS HISTORIC FINANCIAL + OPERATIONAL DATA
Data (previous 3 to 5 years) for Starbucks:
Total Sales; Domestic Sales; Exports; Pre-tax Profit; Interest Paid; Non-trading Income; Operating Profit;
Depreciation; Trading Profit; Fixed Assets; Intangible Assets; Intermediate Assets; Total Fixed Assets; Stocks;
Debtors; Other Current Assets; Total Current Assets; Total Assets; Creditors; Short Term Loans; Other Current
Liabilities; Total Current Liabilities; Net Assets; Shareholders' Funds; Long Term Loans; Other Long Term
Liabilities; Capital Employed; Directors' Remunerations; Employees' Remunerations; Total Employees.
New Technology Expenditure; New Physical Process Technology Expenditure; Total Research & Development
Expenditure; Plant & Equipment in Use within the range 0-3 years; Plant & Equipment in Use within the range
3-6 years; Plant & Equipment in Use within the range 6-9 years; Plant & Equipment in Use over 9 years old;
Plant & Equipment Investment greater than Depreciation; Plant & Equipment Investment Less than
Depreciation; Capital Expenditure on Plant & Equipment; Capital Expenditure on Structures; Capital
Expenditure on other Items.
Return on Capital; Return on Assets; Return on Shareholders' Funds; Pre-tax Profit Margins; Operating Profit
Margin; Trading Profit Margin; Assets Utilization; Sales as a ratio of Fixed Assets; Stock Turnover; Credit
Period; Creditors' Ratio; Working Capital/Sales; Current Ratio; Quick Ratio; Borrowing Ratio; Equity Ratio;
Income Gearing; Total Debt as a ratio of Working Capital; Debt Gearing Ratio; Average Remuneration; Profit
per Employee; Sales per Employee; Remunerations/Sales; Fixed Assets per Employee; Capital Employed per
Employee; Total Assets per Employee; Exports/Sales; Materials/Energy Costs; Payroll Costs; Total Process
Costs; Sales Costs; Distribution & Handling Costs; Advertising Costs; After-Sales Costs; Total Marketing Costs;
Added Value.
Capacity Utilization as a measure of Standard Capacity; Relative output of Products of a Superior Quality as a %
of the Total; Product Pricing as a % of the Market Average; New Products as a % of the Total Output; Index of
Comparative Salesforce & Selling Expenditure; Index of Comparative Advertising Expenditure; Index of
Comparative General Promotional Expenditure; Wholesale Customers; End User Customers; OEM &
Commercial Customers; End User Customers; Governmental Customers; Non-Specific Customers.
VOLUME 1.4 THE MARKET ENVIRONMENT FOR STARBUCKS
There are four basic issues to investigate when considering the market environment for Starbucks.
1. Market Environment for Starbucks.
2. Market Growth (both short-term & medium term) by each Product & Market Area is fully analysed in
Volumes 2 & 3. The historic market data is presented in Volume 1.
3. The Market Structure for Starbucks products is very critical for profitability. The nature of the market,
the location of the Market-Place, the customer base and the supplier structure is fully covered in
Volumes 1, 2 & 3.
4.
Market/s Serviced is the term used to denote the function between the product/s and services offered by
Starbucks and the particular market sector the marketing effort reaches.
Further Market data is of course available as part of the After-Sales and Hot-Line Service.

2- 12
BASIS OF MARKET COVERAGE: The report provides coverage of all the Major Products and Markets
supplied and serviced by Starbucks. The reported Starbucks markets are those which are perceived to be the
most important area for the Company in the Medium and Long Term.
In that this report is conceived as a Tactical and Strategic document it is felt important to concentrate only on
those markets which represent the corner-stone of Company customer bases and not become involved in any
peripheral activities of Starbucks.
VOLUME 1.4.1 MARKET SUMMARY
The Market Summary section consists of a historic and forecast breakdown giving data for Company Domestic
Markets plus 14 other markets within the trade cell, for each year from 1997 to the current year..
COMPANY PRODUCT MARKET SUMMARY: Market Data & Financial figures are given:-
by EACH COUNTRY / STATE
by EACH PRODUCT Group
and/or MARKET Sector
by YEAR 1997 to the current year.
plus FINANCIAL data and forecasts
VOLUME 1.4.2 PRODUCT MARKET DATA
The Market section consists of a historic and forecast breakdown giving data for each year from 1997 to the
current year..
COMPANY PRODUCT MARKET CONSUMPTION:
Market Consumption and Market Trend figures are given:-
by EACH COUNTRY / STATE / REGION
VOLUME 1.4.3 MARKET SECTORS
The Market Sector section consists of a historic and forecast breakdown giving data for Company Domestic
Markets plus 14 other markets within the trade cell, for each year from 1997 to the current year..
MARKET SECTORS: Market Sector figures are given:-
by EACH MARKET Sector
VOLUME 1.4.4 PRODUCT PROFILES
The Product Profile section consists of a historic and forecast breakdown giving data for each Product covered in
the report. Data is given for Company Domestic Markets plus 14 other markets within the trade cell.
COMPANY PRODUCT PROFILES:
Product Data & Financial figures are given:-
plus FINANCIAL PRODUCT data & forecasts
PRODUCT DATA: Structure: Concentration: Immediate Customer Base Profile: Employment: Cost Structure:
Inventory Structure: Capital Expenditure Structure: Industry Finances.

2- 13
VOLUME 1.5.1 CUSTOMERS
Figures for Products are given:-
by EACH COUNTRY / STATE / REGION & CITY.
THE CUSTOMER BASE: This section provides a guide to the distribution of the End Users in each market. The
data given is primarily intended for use when planning sales and distribution coverage and for other promotional
activities; to allow the formulation of salesforce and distribution tactics whereby salesmen, distributors, service
and distribution depots, after-sales services, et cetera can be most effectively sited to ensure optimum coverage
of the customer base.
VOLUME 1.5.2 DISTRIBUTION
COMPANY PRODUCT DISTRIBUTION: The Surveys of Suppliers and Distribution Channels reveal the
geographic distribution channels for products. In markets where the Distribution Channels are radically at
variance with the Distribution of the Customer Base, there are obviously logistic problems in the supply and
servicing of the customers; and this may represent an opportunity for companies entering that particular national
market to provide a superior service and thereby gain market share. It is thus possible to analyse the distribution
of the Customer Base (being the Market) and the distribution of the existing suppliers in order to evaluate
whether or not customers are receiving adequate service or product distribution.
KEY SERVICE CITIES: Within each of the countries covered there are certain Key Service Cities which are
vital to the distribution and servicing of the Product Market or Industry. The maps give these KEY SERVICE
CITIES which are ranked according to their relative importance in the base country concerned. Any company in
the market or wishing to enter the various national markets should consider the establishment of sales and
distribution in relation to these KEY SERVICE CITIES as they reflect the potential regional market logistics for
Products.
VOLUME 1.5.3 INDUSTRY EMPLOYMENT
PRODUCT INDUSTRY & EMPLOYMENT: The maps in this section give the percentages of total employees
involved in the Product Industry in each of the regions or districts of the countries covered. The data given
covers manufacturing, production, marketing & distribution channel employees.
VOLUME 1.6.1 INDUSTRY FINANCIAL PERFORMANCE
by EACH COUNTRY / STATE / REGION by YEAR.
PROFITS BEFORE TAX: Net profits including investment income receivable, excluding all deductions,
interest & expenses.
PROFITABILITY: Profit before tax as a % of total assets.
PROFIT MARGIN: Profit before tax as a percentage of sales.
RETURN ON CAPITAL: Profit before tax expressed as a percentage of capital employed.
LIQUIDITY: Current Ratio: current assets expressed as a ratio of current liabilities.
STOCK TURNOVER: Sales divided by stocks. The number of times stocks are turned over in a year.
CREDIT PERIOD: Debtors divided by sales, multiplied by 365. Average number of days taken before
accounts paid.
CURRENT LIABILITIES: Creditors, loans & bills payable, bank overdrafts, tax due & other current
liabilities.
SALES: Gross turnover including exports & inter-company sales.
TOTAL ASSETS: Fixed Assets at written down value, investments, current assets & an allocation for
goodwill.
CURRENT ASSETS: Debtors, cash, stocks at balance sheet evaluation, quoted investments & other current

2- 14
assets.
CAPITAL EMPLOYED: Total Assets less Current Liabilities.
CAPITAL USAGE: Sales expressed as a ratio of total assets.
SALES PER EMPLOYEE: Sales divided by the number of employees. Includes short-time staff & part-time
staff.
CAPITAL EMPLOYED PER EMPLOYEE: Capital employed divided by the number of employees.
PROFIT PER EMPLOYEE: Profit before tax divided by the number of employees.
AVERAGE REMUNERATION PER EMPLOYEE: Total employee remuneration divided by number of
employees.
SALES PER UNIT OF EMPLOYEE REMUNERATION: The ratio of sales to the wages bill.
CAPITAL EMPLOYED PER UNIT OF EMPLOYEE REMUNERATION: The ratio of capital employed to
Wages.
VOLUME 1.6.2 INDUSTRY PROCESSES
by EACH COUNTRY / STATE / REGION by YEAR.
PRODUCT INDUSTRY STRUCTURE: New technology investments. New production & process investments.
Plant & equipment in use: less than 3 years. Plant & equipment in use: 3 - 6 years. Plant & equipment in use: 6 -
9 years. Plant & equipment in use: over 9 years. Plant & equipment investments: less than depreciation. Plant &
equipment investments: equal to depreciation. Plant & equipment investments: greater than depreciation.
NEW TECHNOLOGY INVESTMENT: The figures given represent investment in Research & Development
into New Technology, Product Technology (in terms of both Products & Services) and other applications of
Technology used in the Product industry. The term 'Technology' denotes Technology, Techniques,
Improvements, Substitutions and other factors applied to the Product or Services offered by the Product industry.
PRODUCTION TECHNOLOGY INVESTMENT: The term 'Production Technology' denotes Technologies,
Techniques, Processes, Automation, Mechanics, et cetera which are applied to the process, production or other
operations (manufacturing, marketing or distribution) of the Product industry.
INDUSTRY CONCENTRATION: The largest 4 companies; the largest 8 companies; the largest 20 companies;
the largest 50 companies
INDUSTRY IMMEDIATE CUSTOMER BASE PROFILE: Wholesale establishments; retail outlets;
manufacturers & OEM buyers; government; other immediate customers.
INDUSTRY EMPLOYMENT: Total average Employment.
INDUSTRY COST STRUCTURE: Payroll; materials; value added.
INVENTORY STRUCTURE: Total inventory; finished products; work in progress; materials.
INDUSTRY CAPITAL EXPENDITURE STRUCTURE: Total capital expenditure; plant & equipment;
buildings & structures: other expenditure.

2- 1
The Tactical Analysis
Starbucks
Volume 2
The TACTICAL ANALYSIS undertakes an appraisal of Starbucks which is used to evaluate
and forecast short term tactical issues & factors; plus highly detailed forecasts on the
Company's sales, financial, operational & marketing performance during the next 7 years.
The Tactical Analysis TABLE OF CONTENTS VOLUME 2
A DETAILED FORECAST
Turnover, Profitability, Productivity, Market Shares, Awareness + Perceptions, Rating, Sales, Advertising,
Products, Competence, Quality, Pricing, Competitors, Performance, Superiority, Service, Customer Base, Costs,
Margin, Distribution.
FINANCIAL FORECAST: 90 pages of Financial + Accounts Data.
OPERATIONAL FORECAST: Operating Finances, Margins + Costs.
The Financial & Operational Data forecasts given make the following assumptions:-
1. 1. Forecasts are based on an interaction of all external factors including:
a) Market Growth (Medium + Long Term),
b) Competitive Factors &
c) Industry Factors
2. Forecasts assume 'ceteris paribus' in terms of internal factors.
3. The forecast assumptions use Competitor databases to forecast changes in competitive situations which
will affect Starbucks.
THE INDUSTRY:
Figures given by EACH COUNTRY, STATE, REGION by YEAR. Structure: Concentration: Immediate
Customer Base Profile: Employment: Cost Structure: Inventory Structure: Capital Expenditure Structure:
Industry Finances.
MARKETING FORECASTS: Marketing + Competitive Forecast & Analysis.
SHORT TERM STRATEGY + TACTICS: Product Markets, Product Conclusions, Product & Market Price,
Segmentation, Quality, Availability, Performance Variances, Technological & Technical Factors, Service,
Product Fragmentation, Distribution, Customer Factors, Psychographics, Market Stretching, Merchandising,
Pricing, Selling, Marketing Back-up, Market-places, Customer Base, Distribution, Market Routes, Distribution
Logistics, Control Systems, Distribution, Handling Costs, Advertising + Sales Promotion, End User Targets, End
User Factors, End User Sectors, Joint Ventures, Short Term Investment.
COMPETITIVE ANALYSIS: The basis of the Competitive analysis is the comparison of Starbucks and the
competitors which exist in the major Trade Cell markets and industries in which the Company operates. The
comparison is made in terms of the Strengths and Weaknesses of Starbucks and its major competitors who
together account for 80% of the cumulative Market Share in the Trade Cell. The data is gained from research
into the Company's Customer and Distribution Channel Bases as well as those of the other major competitors in
each of the Trade Cell markets. The forecasted performance of Starbucks is a function of the Company's
strengths and weaknesses in relation to that of its Competitors.
TACTICAL ANALYSIS: The tactical analysis is designed to review, analyse and isolate certain critical tactical
questions which indicate the short term prospects for Starbucks. These issues are fundamental to the profitability
of Starbucks and will indicate the performance during the next six years.

2- 2
SHORT TERM TACTICAL ISSUES: A DATABASE analysis of various aspects of the Company's short term
tactical issues and relative performance in the Market-Place. The data is given as a matrix by Subsidiary,
Division, Unit or Market sector.
VOLUME 2.1 FINANCIAL + OPERATIONAL FORECAST FOR STARBUCKS
7-14 YEARS of Forecast Data for Starbucks:
Debtors; Other Current Assets; Total Current Assets; Total Assets; Creditors; Short Term Loans; Other Current
Liabilities; Total Current Liabilities; Net Assets; Shareholders' Funds; Long Term Loans; Other Long Term
Liabilities; Capital Employed; Directors' Remunerations; Employees' Remunerations; Total Employees
New Technology Expenditure; New Physical Process Technology Expenditure; Total Research & Development
Expenditure; Plant & Equipment in Use in the range 0-3 years; Plant & Equipment in Use in the range 3-7 years;
Plant & Equipment in Use in the range 6-9 years; Plant & Equipment in Use: 9+ years old; Plant & Equipment
Investment greater than Depreciation; Plant & Equipment Investment Less than Depreciation; Capital
Expenditure on Plant & Equipment; Capital Expenditure on Structures; Capital Expenditure - other.
Period; Creditors' Ratio; Working Capital / Sales; Current Ratio; Quick Ratio; Borrowing Ratio; Equity Ratio;
per Employee; Sales per Employee; Remunerations / Sales; Fixed Assets per Employee; Capital Employed per
Employee; Total Assets per Employee; Exports as a % of Sales Materials & Energy Costs; Payroll Costs; Total
Process Costs; Sales Costs; Distribution & Handling Costs; Advertising Costs; After-Sales Costs; Total
Marketing Costs; Added Value Capacity Utilization as a measure of Standard Capacity; Relative output of
Products of a Superior Quality as a % of the Total; Product Pricing as a % of the Market Average; New Products
as a % of the Total Output; Index of Comparative Salesforce & Selling Expenditure; Index of Comparative
Advertising Expenditure; Index of Comparative General Promotional Expenditure; Wholesale Customers; End
User Customers; OEM & Manufacturing Customers; End User Customers; Governmental Customers; Non-
Specific Customers.
VOLUME 2.2.1 PRODUCT MARKETING FACTORS
by YEAR.
PRODUCT FACTORS: Quality. Approvals. Design factors / design specifications. Physical criteria / physical
parameters. R&D costs / development costs / customization. Technology / technology factors & development.
Product life / longevity. Performance / product efficiency / product integrity. Reliability / product failure /
product defects. Operating criteria / product operation or usage. Probability of technical development / technical.
Product life cycle / product obsolescence.
MARKETING FACTORS: Distribution / warehousing / handling costs. Costs/prices at supplier sale price.
Costs/prices at end user / retail sale price. Stock availability / lead times / delivery. Sales promotion & sales
costs. Advertising posture & advertising costs. Competition / competitors' aggressiveness & posture. Market
share / relative market shares. Seasonality / cyclical demand / demand fluctuations. Sensitivity to economic
climate & conditions. After-sales factors.
SUPPLIER FACTORS: Processing / production / handling facilities & capacity. Processing/ handling capacity /
flexibility of plant. Dependence on sub-contractors / in-house supplies. Technical capabilities / new product
developments. Technological aptitude & innovations. Other capacity. Own buying influence / economies of
scale. Alternative suppliers base. Commitment/capacity of other suppliers. Price advantages & pricing amongst
other suppliers. Conditions of sale / terms of trading.
DISTRIBUTION / CUSTOMER INTERFACE FACTORS: Technical / marketing capabilities & capacity.
Distribution facilities & manpower availability. Commitment to other suppliers. Sales volumes / turnover
required. Margins / added value. Captive customer base / customers handled. Area/s serviced & geographic
coverage. Sales promotion / advertising / salesforce. Effects on existing products & customer base. Cash-flow
requirements of distribution channel. Capital requirements.

2- 3
CUSTOMER FACTORS: Propensity to consume / demand factors. Product purchase background / past product
purchase. Purchasing criteria - commercial. Purchasing criteria - motivational. Purchase price / acquisition costs /
product costs. DMU susceptibility / customer awareness.
VOLUME 2.2.2 MARKET SEGMENTATION
MARKET SEGMENTATION: Pricing - lower price; pricing - higher price; availability - greater availability;
availability - reduced availability; convenience factors; distribution factors; customer factors; Psychographics;
branding; multi-branding; market stretching.
PRODUCT SEGMENTATION: Quality - higher quality; quality - lower quality; performance variances;
technological & technical factors; warranty variances; service factor variances; product fragmentation.
VOLUME 2.2.3 PRODUCT LAUNCH / REVISION DATA
by YEAR
PRODUCT LAUNCH / REVISION DATA: By year. Adoption rates : product revisions
ADOPTION RATES: New products; conversion ratios : product revisions; conversion ratios : new products
POTENTIAL FIRST YEAR GROWTH: Product revisions; potential first year growth : new products.
VOLUME 2.2.4 PRODUCT MARKETING COSTS
by YEAR.
MARKETING COSTS: BY YEAR: Sales & selling costs. Sales & selling costs : during product launch.
Distribution / warehousing / handling / processing costs. Distribution / warehousing / handling / processing costs
: during product launch. Advertising / promotional costs. Advertising / promotional costs : during product
launch. After-sales costs. After-sales costs : during product launch. Total marketing costs. Total marketing costs
: during product launch.
VOLUME 2.3 TACTICAL PRODUCT PROFILES
Tactical Product Profiles consists of a breakdown giving data for each Product covered in the report.
TACTICAL PRODUCT PROFILES: Product figures are given:-
by YEAR 1997 to the current year. + PRODUCT data & forecasts
VOLUME 2.4 TACTICAL PRODUCT SUMMARY
The PRODUCT SUMMARY section provides an overview for each Product Sector in the Present & Medium-
Term.
MARKET GROWTH RATES: Average Annual Growth Rate to the last year of filed accounts.;
MARKETING COSTS: % of Turnover: ~ Sales & selling costs ~ Handling costs ~ Advertising costs ~ After-
sales costs ~ Marketing costs;

2- 4
INVESTMENT: INVESTMENT % of Turnover ~ New technology investment ~ Process technology
investment;
PLANT & EQUIPMENT: % of Total P&E by Age groups;
P&E INVESTMENT: % of Companies by Depreciation levels;
INDUSTRY FINANCIAL DATA: Profit/ total asset ~ Profit/ sales ~ Sales/ total assets ~ Profit/ capital
employed ~ Sales/ employee remunerations ~ Capital employed/ remunerations ~ Sales/ stocks ~ Current ratio ~
Credit taken;
INDUSTRY PROFILE: INDUSTRY CONCENTRATION % OF TOTAL REVENUE by Company size ranges;
CUSTOMER BASE PROFILE: % OF TOTAL REVENUE ~ Wholesale ~ End User ~ OEM + trade buyers ~
Government ~ Other customers;
COST STRUCTURE: % OF TOTAL REVENUE ~ Payroll ~ Materials ~ Value added;
INVENTORY STRUCTURE: % OF TOTAL REVENUE ~ Total inventory ~ Finished products ~ Work in
progress ~ Materials;
CAPITAL EXPENDITURE: % OF TOTAL REVENUE ~ Total capital expenditure ~ Plant & equipment ~
Structures ~ Other expenditure.
COMPETITIVE ANALYSIS
The general basis of the following analysis is the comparison of Starbucks and the various competitors which
exist in the major Trade Cell markets and industries in which the Company operates. The comparison is made in
terms of the Strengths and Weaknesses of Starbucks and its major competitors who together account for 80% of
the cumulative Market Share in the Trade Cell.
The data is gained from research into the Company's Customer and Distribution Channel Bases as well as
those of the other major competitors in each of the Trade Cell markets. The forecasted performance of Starbucks
is a function of that company's strengths and weaknesses in relation to that of its competitors. This function and
the conclusions thereof drawn are projected from the various forecasts contained below.
PRESENTATION OF THE ANALYSIS
This section analyses some 180 major items in relation to product and market sectors. Thus some 2700
competitive considerations and issues are discussed and analysed. Clearly it would be extremely difficult, and
indeed overwhelming in length, to produce this analysis only in prose and thus the data is presented in terms of a
database analysis.
In order to interpret this presentation it is necessary to understand the various factors being considered in the
analysis:-
1. The relative strength, weakness and performance of Starbucks in terms of all relevant product and
market sectors.
2. The relative strengths, weaknesses and performance of the competitors in terms of all relevant product
and market sectors.
3. The average strengths, weaknesses and performance of the competitors in terms of all relevant product
and market sectors.
4. The Market and Industry in which Starbucks operates and the prevailing norms and expectations.
5. All the above factors when forecast individually, in relation to the Products, Markets and Industries, are
projected in the Medium Term.
VOLUME 2.5.1 ADVERTISING + MARKETING APPRAISAL CURRENT STANDING
This section covers each of the Major Products offered by Starbucks as well as Product Groups and Product
Areas covered by the Company.
PRODUCT & MARKET SECTOR COVERAGE: Overall awareness by customers ~ Overall reputation ~
Reputation of products ~ Reputation of product quality ~ Reputation of service provided ~ Reputation of
customer handling ~ Rating of overall sales promotion activity ~ Rating of advertising ~ Rating of sales
personnel ~ Rating of sales print ~ Rating of product availability ~ Rating of product specifications ~ Rating of
on-time delivery ~ Rating of complete order delivery ~ Rating of order handling ~ Rating of ability to supply ~
Rating of marketing competence ~ Rating of marketing awareness ~ Rating of marketing technology ~ Rating of
promotional documentation ~ Rating of promotional + sales decay ~ Rating of advertising competence ~
Perception of product pricing ~ Product superiority ~ Customer service ~ Prompt delivery ~ Service promptness
~ Service levels ~ Service procedures ~ Service convenience ~ Product delivery system ~ Flexibility of customer

2- 5
handling ~ Perceptions of terms of trading ~ Initial contact ~ Order handling staff ~ Sales staff ~ Administration
staff ~ Sales management ~ Sales personnel ~ Upstream sales integration ~ Downstream promotional integration
~ Captive sales channels ~ Reliance on selling outlets ~ Utilization of other promotional effort ~ Benefits of
other marketing ~ Captive customer bases ~ Warehousing & handling ~ Packing & packaging ~ Sales activity ~
Product availability ~ Customer satisfaction ~ Location of customers ~ Captiveness of the customer base ~
Customer base loyalty ~ Concentration of purchases ~ Purchase frequency ~ Order size ~ Customer servicing ~
Seasonality ~ Advertising & sales promotion ~ Marketing ~ Sales promotion ~ Salesforce ~ Advertising ~
Pricing policy ~ Economic conditions ~ Relative marketing effort ~ Reaction to competitors ~ New competitors
~ Prices at MSP ~ Price increases ~ Prices at RSP ~ Market share.
VOLUME 2.5.2 CURRENT ENVIRONMENT
This section covers each of the Major Subsidiaries, Divisions and Operations (which comprises of Starbucks) as
well as Geographic Market areas covered by the Company.
CORPORATE COVERAGE: Physical marketing difficulties ~ Physical marketing capacity ~ Physical
advertising capacity ~ Flexibility of advertising response ~ Ability to vary marketing effort ~ Customer handling
systems & equipment~ Advertising + marketing materials acquisition & sources ~ Advertising & marketing
materials stock levels ~ Dependence on advertising + marketing contractors & agents ~ Advertising buying
influence ~ Sales manpower availability ~ Sales staff relations ~ Pressure of salesforce wage rises ~ Relative
sales payroll levels ~ Relative sales incentive levels ~ Salesforce technical capabilities ~ Marketing materials
stock levels ~ Variable marketing costs ~ Fixed marketing costs ~ Marketing payroll costs ~ Direct marketing
costs relative to competitors ~ Product development costs ~ Quality ~ Product specifications ~ Design ~
Operating criteria ~ Product efficiency ~ Product reliability ~ Product longevity ~ Product life cycle ~ Product
customization ~ Product technology ~ Product usage ~ Management strengths: senior marketing personnel ~
Management strengths: salesforce managers ~ Management strengths: sales & marketing staff ~ Management
strengths: customer handling managers ~ Management strengths: technical aptitude ~ Management strengths:
customer handling reliability ~ Upstream marketing strategies ~ Downstream marketing tactics ~ Captive
marketing channels ~ Dependence on external marketing ~ Dependence on external promotion ~ Dependence on
external marketing support ~ Dependence on customers attitudes ~ Warehousing & handling ~ Packing &
packaging ~ Distribution ~ Product availability ~ Order processing ~ Location of customers ~ Dependence on
customer base ~ Captive customer base ~ Concentration of customers ~ Product usage frequency ~ Order value
~ Relative customer servicing ~ Seasonality of demand ~ Advertising & sales promotion ~ Marketing costs ~
Sales promotion costs ~ Selling costs ~ Advertising costs ~ Competitors' pricing policy ~ Sensitivity to
economic conditions ~ Relative marketing spend ~ Competitors' aggressiveness ~ Entry of new competitors ~
Prices at MSP ~ Price increases at MSP ~ Prices at RSP ~ Market share.
VOLUME 2.6.1 COMPANY SHORT-TERM COMPETITIVE ISSUES
CORPORATE COVERAGE:
THIS SECTION COMPARES STARBUCKS WITH THEIR MAJOR COMPETITORS WITHIN THE TRADE
CELL: Overall awareness by customers ~ Overall reputation ~ Reputation of products ~ Reputation of product
quality ~ Reputation of service provided ~ Reputation of customer handling ~ Rating of overall sales promotion
activity ~ Rating of advertising ~ Rating of sales personnel ~ Rating of sales print ~ Rating of product
availability ~ Rating of product specifications ~ Rating of on-time delivery ~ Rating of complete order delivery
~ Rating of order handling ~ Rating of ability to supply ~ Rating of marketing competence ~ Rating of
marketing awareness ~ Rating of marketing technology ~ Rating of promotional documentation ~ Rating of
promotional + sales decay ~ Rating of advertising competence ~ Perception of product pricing ~ Product
superiority ~ Customer service ~ Prompt delivery ~ Service promptness ~ Service levels ~ Service procedures ~
Service convenience ~ Product delivery system ~ Flexibility of customer handling ~ Perceptions of terms of
trading ~ Initial contact ~ Order handling staff ~ Sales staff ~ Administration staff ~ Sales management ~ Sales
personnel ~ Upstream sales integration ~ Downstream promotional integration ~ Captive sales channels ~
Reliance on selling outlets ~ Utilization of other promotional effort ~ Benefits of other marketing ~ Captive
customer bases ~ Warehousing & handling ~ Packing & packaging ~ Sales activity ~ Product availability ~
Customer satisfaction ~ Location of customers ~ Captiveness of the customer base ~ Customer base loyalty ~
Concentration of purchases ~ Purchase frequency ~ Order size ~ Customer servicing ~ Seasonality ~ Advertising
& sales promotion ~ Marketing ~ Sales promotion ~ Salesforce ~ Advertising ~ Pricing policy ~ Economic
conditions ~ Relative marketing effort ~ Reaction to competitors ~ New competitors ~ Prices at MSP ~ Price
increases ~ Prices at RSP ~ Market share.

2- 6
VOLUME 2.6.2 COMPANY SHORT-TERM COMPETITIVE CONSIDERATIONS
CORPORATE COVERAGE:
THIS SECTION COMPARES STARBUCKS WITH THEIR MAJOR COMPETITORS WITHIN THE TRADE
CELL: Physical marketing difficulties ~ Physical marketing capacity ~ Physical advertising capacity ~
Flexibility of advertising response ~ Ability to vary marketing effort ~ Customer handling systems & equipment
~ Advertising + marketing materials acquisition & sources ~ Advertising & marketing materials stock levels ~
Dependence on advertising + marketing contractors & agents ~ Advertising buying influence ~ Sales manpower
availability ~ Sales staff relations ~ Pressure of salesforce wage rises ~ Relative sales payroll levels ~ Relative
sales incentive levels ~ Salesforce technical capabilities ~ Marketing materials stock levels ~ Variable marketing
costs ~ Fixed marketing costs ~ Marketing payroll costs ~ Direct marketing costs relative to competitors ~
Product development costs ~ Quality ~ Product specifications ~ Design ~ Operating criteria ~ Product efficiency
~ Product reliability ~ Product longevity ~ Product life cycle ~ Product customization ~ Product technology ~
Product usage ~ Management strengths: senior marketing personnel ~ Management strengths: salesforce
managers ~ Management strengths: sales & marketing staff ~ Management strengths: customer handling
managers ~ Management strengths: technical aptitude ~ Management strengths: customer handling reliability ~
Upstream marketing strategies ~ Downstream marketing tactics ~ Captive marketing channels ~ Dependence on
external marketing ~ Dependence on external promotion ~ Dependence on external marketing support ~
Dependence on customers attitudes ~ Warehousing & handling ~ Packing & packaging ~ Distribution ~ Product
availability ~ Order processing ~ Location of customers ~ Dependence on customer base ~ Captive customer
base ~ Concentration of customers ~ Product usage frequency ~ Order value ~ Relative customer servicing ~
Seasonality of demand ~ Advertising & sales promotion ~ Marketing costs ~ Sales promotion costs ~ Selling
costs ~ Advertising costs ~ Competitors' pricing policy ~ Sensitivity to economic conditions ~ Relative
marketing spend ~ Competitors' aggressiveness ~ Entry of new competitors ~ Prices at MSP ~ Price increases at
MSP ~ Prices at RSP ~ Market share.
TACTICAL ANALYSIS
The tactical analysis is designed to review, analyse and isolate certain critical tactical questions which indicate
the short term prospects for Starbucks. These issues are fundamental to the profitability of the Company and will
indicate the company's performance during the next few years.
Profitability ~ Productivity ~ Market Shares ~ Customers' Awareness ~ Customers' Perceptions ~ Customers'
Rating of Sales Promotion Activity ~ Customers' Rating of Advertising Posture ~ Customers' Rating of Product
Availability ~ Customers' Rating of Technical Competence ~ Customers' Awareness of Products ~ Customers'
Awareness of Product Quality ~ Customers' Awareness of Product Pricing ~ Customers' Perception of Pricing
Relative to Competitors ~ Customers' Perception of Quality Relative to Competitors ~ Customers' Perception of
Relative Product Performance ~ Customers' Perception of Relative Technical Superiority ~ Customers'
Perception of Relative Service Factors ~ Current Customer Base ~ Annual Sales of Products & Services ~
Current Sales ~ Costs & Margins ~ Distribution Channels & Networks ~ Pre-Tax Profit / Total Assets ~ Pre-Tax
Profit / Sales ~ Pre-Tax Profit / Capital Employed ~ Pre-Tax Profit Per Employee ~ Investment / Sales ~
Receivables / Sales ~ Inventory / Sales ~ Physical Process Costs / Sales ~ Total Marketing Costs / Sales ~ R&D
Expenditure / Sales ~ Added Value ~ Capacity Utilization ~ Relative Product Quality ~ Relative Product Pricing
~ Competitors ~ Competitors' Strength ~ New Products ~ Product Life Cycle ~ New Product Horizons ~
Relative Competitive Sales-Force Expenditure ~ Relative Competitive Advertising Expenditure ~ Relative
Competitive Promotional Expenditure.
SHORT TERM TACTICAL ISSUES
This section has a DATABASE analysis of the various aspects of the Company's short term tactical issues and
relative performance in the Market-Place. The data is given as a matrix by Subsidiary, Division, Unit or Market
sector.
 Market Values for Starbucks
 Conclusions on the Company's Products
 Product & Market Segmentation: Pricing, Quality, Availability, Performance Variances, Technological
& Technical Factors, Warranty Variances, Service Factors, Product Fragmentation, Convenience
Factors, Distribution Factors, Customer Factors, Psychographics, Branding, Multi-Branding, Market
Stretching
 Merchandising

2- 7
 Pricing & Pricing Structures: Recommendations on Pricing
 Salesforce Requirements: Comments on Salesforce & Recommendations
 Marketing Back-up for Salesforce & Distribution Networks
 The Market-Place for Starbucks: Customer Base -v- Distribution Channels
 Routes to the Company's Market: Distribution Recommendations
 Distribution Logistics & Distribution Support Systems: The Distribution Control System - Facilities,
Network, et cetera
 Distribution & Handling Costs
 Inventory & Sales/Stock Levels & Norms
 Buying & Service Promptness Norms
 Warranty & After-Sales Services: Warranty & After-Sales Cost: Rating of the Company's Warranty &
After-Sales Services
 Advertising & Sales Promotion: Advertising & Sales Promotion Costs
 End User Targets, End User Factors
 Relative Quality Demanded by End User Sectors
 Branding & the Company's Products
 Joint Ventures for Starbucks
 Short Term Investment Areas for Starbucks.

3- 1
The Strategic Analysis
Starbucks
Volume 3
The STRATEGIC ANALYSIS is intended to give an extremely far reaching strategic analysis
of Starbucks and thereby explore the medium and long term problems and opportunities for
Starbucks. This provides a vital input to Corporate Planning and Development.
The Strategic Analysis TABLE OF CONTENTS VOLUME 3
MEDIUM + LONG TERM STRATEGIC CONSIDERATIONS: Long Term Market & Product Forecast,
Consumption Forecast, Long Range Forecast for Products, Product Growth, Factors for Profitability.
MARKET ENVIRONMENT: Growth, Structure, Service, Customers.
THE PRODUCT: Life Cycles, Market Share, Product Quality, Product range, Profitability, Pricing, Service
Quality, New Products.
COMPETITION: Market Share, Profitability, Competition, Market.
THE INDUSTRY: Industry Growth, Costs, Capacity, Productivity, Labour, Unionization, Capital Structure,
Investment, Margins, Integration, Marketing costs, Process, Distribution, Market Penetration.
MEDIUM + LONG TERM STRATEGIES: Build, Hold or Harvest
MEDIUM + LONG TERM CHECKLIST: Profitability, Productivity, Market Shares, Customers, Sales
Promotion, Product Availability, Competence, Products, Quality, Pricing, Competitors, Performance, Service,
Customer Base, Costs & Margins, Distribution Channels, Forecast of Financial + Operating Data.
MEDIUM + LONG TERM CHECKLIST recommends a working plan or document for the critical factors which
influence Starbucks in strategic terms. The data is given as a matrix by Subsidiary, Division, Unit or Market
sector.
CRITICAL LONG RANGE FORECASTS:
 Long Term Market & Product Forecast
 Overall Market Forecast for the Industry
 Long Range Country / Trade Cell Forecasts
 Long Term Product Growth for Starbucks
THE LONG-TERM MARKETS: The Market section consists of a LONG-TERM MARKET CONSUMPTION
forecast giving data for each year up to 2028. Market Consumption & Market Trend figures are given:- by
EACH COUNTRY / STATE / REGION by EACH PRODUCT Group and/or MARKET by YEAR UP TO 2028
LONG-TERM PRODUCT PROFILES: Figures are given by EACH Country / State or Region by EACH
PRODUCT and by Year to 2028. This section provides Market data for each Product or Market Sector in a
matrix for all the countries or states (covered by the report) in the Long-Term.
LONG-RANGE PRODUCT SUMMARY: Figures are given by EACH Country / State or Region by EACH
PRODUCT. The PRODUCT SUMMARY section is designed to provide a forecasted overview for each Product
or Market Sector (covered in the report) in the Long-Term.

3- 2
VOLUME 3.1 STARBUCKS STRATEGIC PERFORMANCE
STRATEGIC CONSIDERATIONS
This section provides a quantitative, narrative and graphic analysis of the many strategic considerations vital to
the medium and long term future of Starbucks. The data is given as a matrix by Subsidiary, Division, Unit or
Market sector.
CRITICAL LONG RANGE FORECASTS:
1. Long Term Market & Product Forecast
2. Overall Market Forecast for the Industry
3. A Long Range Forecast
4. Long Term Product Growth for Starbucks.
THE PRODUCTS:
1. Life Cycles & Stages in the Life Cycle & Gompertz Analysis: Market Share & the product life cycle -
Quality & the product life cycle - Product range & introduction or dynamic Stage life cycles - Product
Range & Capital Intensiveness - Market Share & selling customized or specified products -
Profitability, market share & Product uniqueness
2. Relative Pricing
3. Quality: Value Scale - Relative Product Quality - Profitability & Quality Products & Services -
Relative Product Quality & Levels of Profitability - Quality Profits & Concentrated Markets - Product
Quality & Relative Market Share - Product Quality, Profitability & Growth
4. New Products: Profitability, growth markets & new products - New product introductions, pricing &
profitability - New product introductions, investment & profitability - Levels of new products, product
quality & profitability.
COMPETITION:
1. 1.The Market Share: Market share & profitability - Profitability & relative market share - Company
Market Shares
2. Relative Market Shares
3. Nature of the Competitive Situation: Entry & exit of competitors - Relative Strengths of competitors
4. Perfectness of the Market
THE INDUSTRY:
1. Long Term Industry Growth
2. Physical Process Considerations: Costs & market shares - Capacity Utilization & market shares -
Productivity & profitability in growth markets - Levels of labour Unionisation & market shares -
Unionisation, profitability & growth - Unionisation, profitability & concentration - Unionisation,
profitability & harvesting strategies - Profitability, processes & market shares.
3. Capital Structure & Investment Intensity: Profitability & investment intensity - Net margins &
investment - Gross margins & investment - Profitability, market share & capital intensity - Productivity,
profitability & investment intensity - Capacity Utilization, profitability & capital intensity - Inventories
level, profitability & capital intensity.
4. Physical Process & Vertical Integration: Profitability, market share & vertical integration -
Profitability, diversification & vertical integration - Profitability, vertical integration & numbers of
customers - Profitability, vertical integration & product quality - Profitability, vertical integration &
inventory value - Profitability, vertical integration & employee productivity.
5. Marketing & Sales Costs: Profitability, market share & marketing costs - Profitability, capital intensity
& marketing costs - Profitability, numbers of customers & marketing costs - Profitability, product
quality & marketing costs - Profitability, new products & marketing costs.
6. R&D + Process Development Costs: Profitability, R&D expenditure & market cycle - Profitability,
R&D expenditure & product quality - Profitability, R&D spend & marketing costs - Profits, R&D spend
& market share - Profitability, R&D spend & Unionisation.
7. Distribution of the Company's Products
8. Market Penetration & The Right Tools for the Job
9. Market Share issues for Starbucks

3- 3
The relationship between market share & profitability
a) Market share, profit/sales & investment
b) The relationship between market share & added value / Vertical integration & investment/sales -
Conclusions for Starbucks
c) The relationship of market share & sales ratios / investment/sales ratio & integration – Conclusions
for Starbucks
d) Marketing costs/sales ratio & market penetration
e) Market leadership, pricing & product quality
f) Market leadership, customers & product advances
g) Purchase frequency & Market Share
h) Customer base fragmentation & Market Share
MEDIUM + LONG TERM STRATEGIES
Building, Holding and Harvesting Strategies:-
1. When to Build Market Share - Building strategies for Starbucks
2. When to Hold Market Share - Holding strategies for Starbucks
3. When to Harvest Market Share - Harvesting Strategies for Starbucks
MEDIUM + LONG TERM CHECKLIST
This section recommends a working plan or document for the critical factors which influence Starbucks in
strategic terms. The data is given as a matrix by Subsidiary, Division, Unit or Market sector.
Medium & Long Term Checklist for Starbucks:
Forecast of Profitability ~ Forecast of Productivity ~ Forecast of Market Shares ~ Recommendations on
Customer Awareness ~ Recommendations on Customer Perceptions ~ Recommendations on Sales Promotion
Activity ~ Recommendations on Advertising Posture ~ Recommendations on Product Availability ~
Recommendations on Technical Competence ~ Recommendations on Awareness of Products ~
Recommendations on Awareness of Product Quality ~ Recommendations on Awareness of Product Pricing ~
Recommendations on Pricing Relative to Competitors ~ Recommendations on Quality Relative to Competitors ~
Recommendations on Relative Product Performance ~ Recommendations on Relative Technical Superiority ~
Recommendations on Relative Service Factors ~ Forecast of Current Customer Base ~ Forecast of Annual Sales
of Products & Services ~ Forecast of Current Sales ~ Recommended Costs & Margins ~ Recommended
Distribution Channels & Networks ~ Forecast of Pre-Tax Profit / Total Assets ~ Forecast of Pre-Tax Profit /
Sales ~ Forecast of Pre-Tax Profit / Capital Employed ~ Forecast of Pre-Tax Profit Per Employee ~ Forecast of
Investment / Sales ~ Forecast of Receivables / Sales ~ Forecast of Inventory / Sales ~ Forecast of Physical
Process Costs / Sales ~ Forecast of Total Marketing Costs / Sales ~ Forecast of R&D Expenditure / Sales ~
Forecast of Added Value ~ Forecast of Capacity Utilization ~ Forecast of Relative Product Quality ~ Forecast of
Relative Product Pricing ~ Forecast of Competitors ~ Forecast of Competitors' Strength ~ Forecast of New
Products ~ Forecast of Product Life Cycles ~ Forecast of New Product Horizons ~ Forecast of Relative
Competitive Sales-Force Expenditure ~ Forecast of Relative Competitive Advertising Expenditure ~ Forecast of
Relative Competitive Promotional Expenditure.
NEW PRODUCT DEVELOPMENT + PRODUCT SCREENING
The report will provide a fully developed product screening procedure for the future use of readers when
evaluating existing products and new product opportunities for Starbucks.
COMMERCIAL DECISION SCENARIOS : BALANCE SHEET + COSTS FORECASTS
1. BASE FINANCIAL + OPERATIONAL FORECAST SCENARIO
2. MEDIAN MARKET SCENARIO
3. MARKET SEGMENTATION FORECASTS
4. PRICE INCREASE EFFECT ON FINANCIAL + OPERATIONAL FORECASTS
5. QUALITY IMPROVEMENT FORECASTS
6. NEW PRODUCT DEVELOPMENT FORECASTS
7. NEW PLANT + EQUIPMENT INVESTMENT FORECASTS

3- 4
8. NEW TECHNOLOGY INVESTMENT FORECASTS
9. MARKETING EXPENDITURE FORECASTS
10. DISTRIBUTION CHANNEL IMPROVEMENT FORECASTS
11. PERSONNEL + STAFF IMPROVEMENT FORECASTS
12. COST STRUCTURE IMPROVEMENT FORECASTS
13. EXPORT SALES IMPROVEMENT FORECASTS
Each of the above scenarios contains Forecast Data (to 2028) for Starbucks which cover the following items:-
Debtors; Other Current Assets; Total Current Assets; Total Assets; Creditors; Short Term Loans; Current
Liabilities; Total Current Liabilities; Net Assets; Shareholders' Funds; Long Term Loans; Long Term Liabilities;
Capital Employed; Directors' Remunerations; Employees' Remunerations; Total Employees
New Technology Expenditure; New Physical Process Technology Expenditure; Total Research &
Development Expenditure; Plant & Equipment in Use: 0-3 years; Plant & Equipment in Use: 3-7 years; Plant &
Equipment in Use: 6-9 years; Plant & Equipment in Use over 9 years old; Plant & Equipment Investment greater
than Depreciation; Plant & Equipment Investment Less than Depreciation; Capital Expenditure on Plant &
Equipment; Capital Expenditure on Structures; Capital Expenditure on Miscellaneous Items
Period; Creditors' Ratio; Working Capital / Sales; Current Ratio; Quick Ratio; Borrowing Ratio; Equity Ratio;
per Employee; Sales per Employee; Remunerations / Sales; Fixed Assets per Employee; Capital Employed per
Employee; Total Assets per Employee; Exports as a % of Sales Materials & Energy Costs; Payroll Costs; Total
Process Costs; Sales Costs; Distribution & Handling Costs; Advertising Costs; After-Sales Costs; Total
Marketing Costs; Added Value
Capacity Utilization as a measure of Standard Capacity; Relative output of Products of a Superior Quality as
a % of the Total; Product Pricing as a % of the Market Average; New Products as a % of the Total Output; Index
of Comparative Salesforce & Selling Expenditure; Index of Comparative Advertising Expenditure; Index of
Comparative General Promotional Expenditure; Wholesale Customers; End User Customers; OEM &
Manufacturing Customers; End User Customers; Governmental Customers; Non-Specific Customers.
VOLUME 3.2 MARKET DATA
The Market section consists of a long term forecast breakdown giving data for each year to 2028.
PRODUCT MARKET CONSUMPTION
Market Consumption & Market Trend figures are given:-
by YEAR to 2028
VOLUME 3.3 PRODUCT PROFILES
Product Profiles consists of a breakdown giving data for each Product covered in the report.
PRODUCT PROFILES Product figures are given:-
by YEAR to 2028 + PRODUCT data & forecasts

3- 5
VOLUME 3.4 PRODUCT SUMMARY
The PRODUCT SUMMARY section is designed to provide an overview for each Product or Market Sector in
the Long-Term.
MARKET GROWTH RATES: Average Annual Growth Rate
MARKETING COSTS: % of Turnover: ~ Sales & selling ~ Handling ~ Advertising ~ After-sales ~ Marketing
INVESTMENT: INVESTMENT % of Turnover ~ New technology investment ~ Process technology
investment;
PLANT & EQUIPMENT % of Total P&E by Age groups;
P&E INVESTMENT % of Companies by Depreciation levels
INDUSTRY FINANCIAL DATA: Profit/ total asset ~ Profit/ sales ~ Sales/ total assets ~ Profit/ capital
employed ~ Sales/ employee remunerations ~ Capital employed/ remunerations ~ Sales/ stocks ~ Current ratio ~
Credit taken
INDUSTRY PROFILE: INDUSTRY CONCENTRATION % OF TOTAL REVENUE by Company size ranges
CUSTOMER BASE PROFILE: % OF TOTAL REVENUE Wholesale ~ End User ~ OEM + trade buyers ~
Government ~ Other customers
COST STRUCTURE: % OF TOTAL REVENUE ~ Payroll ~ Materials ~ Value added
INVENTORY STRUCTURE: % OF TOTAL REVENUE Total inventory ~ Finished products ~ Work in
progress ~ Materials
CAPITAL EXPENDITURE: % OF TOTAL REVENUE Total capital expenditure ~ Plant & equipment ~
Structures ~ Other expenditure.

4- 1
The Survey Analysis
Starbucks
Volume 4
The IMAGE + SURVEY ANALYSIS gives a tabular & graphic analysis of the prevalent
image of Starbucks in terms of customers, distribution channels & competitors. Overall
National Surveys are provided as a point of comparison.
The Survey Analysis TABLE OF CONTENTS VOLUME 4
STARBUCKS IMAGE + CUSTOMER SURVEYS
Companies (especially those with image or customer attitude problems) can greatly benefit from knowing what
their customers think and how the company might improve products or services.
The data regularly monitors the perceptions & needs of the customer base. Such surveys frequently give advance
warning of problems in terms of customers’ product or service needs; changes in the competitive situation as
new products and competitors enter or leave the market; developments in technology and the evolution of the
technical requirements of customers; et cetera. The Customer Surveys are also an extremely effective way to
independently monitor the effectiveness of the marketing; the results of advertising & sales promotion activity
and the effectiveness of the salesforce or distribution network.
The Surveys of Starbucks are given as a MATRIX which includes each of the Company’s major areas of
operation, viz, subsidiaries, divisions, brands, product groups and market sectors. The matrix is given in two
separate data sets of up to fifteen of these groupings.
PERFORMANCE: Credibility, Customer Confidence, Reputation, Staff Efficiency & Performance, Integrity,
Truth + Honesty, Written + Verbal Communications, Customer service – Handling – Complaints – Problems,
Comprehension + Awareness of Product, Customer Response + Information, Promotion, Advertising,
Documentation, Contracts. Current & Forecast Data.
STATUS, STANDING, COMPETITIVENESS: Operations, Manpower, Costs, Margins, Products, Managers,
Corporate, Distribution, Customers, Marketing, Competition, Reputation, Promotion, Competence. Current &
Forecast Data.
THE SURVEYS: Over 600 vital questions answered in these surveys. Analysis isolates the person behind the
purchase decisions (at various levels) and analyses the situation before, during and after the purchase.
END USERS + CONSUMERS: Figures by EACH Country, Company, Division by each CONSUMER
Question.
BUYERS: Figures for Buyers by EACH Country, Company, Division by each BUYER Question.
CONSUMER OR BUYER LEVEL: The Buyer Profile is a matrix by YEAR & by AGE GROUP (7 ranges) by
SOCIAL CLASS (6 ranges) by GEOGRAPHIC Location. Current & Forecast Data.
DISTRIBUTION CHANNELS: for EACH Country, Company, Division by each DISTRIBUTION Question.
INDUSTRY PERFORMANCE: Analyses of a large number of questions on the specific Performance of the
Companies within the Industry.
NATIONAL SURVEYS: National Surveys are given to enable one to compare and evaluate the Company’s
survey results with the National averages and norms. National Surveys can also be regarded as being the
Competitive averages for each National market – thus one can see the relative performance of Starbucks in the
market-place. In competitive markets, Image and Customer Surveys on the Company’s competitors isolate and
identify problem areas for the competitors and thereby identify opportunities for Starbucks. National Surveys
cover all the topics mentioned above for Starbucks Image Surveys.

4- 2
STARBUCKS COMPANY SURVEYS: The information shown in this section is based on the results of surveys
and similar research amongst the Customers, Branch Networks & Distribution Channels, Buyers and Suppliers
of Starbucks. The data is given relative to the Subsidiary, Division, Unit or Market sectors.
VOLUME 4.1 CORPORATE SURVEY FINDINGS
STARBUCKS CORPORATE END USERS SURVEY
Current purchasing criteria ~ Reaction to POS & merchandising ~ Satisfaction with product quality ~
Satisfaction with product design ~ Satisfaction with product availability ~ Satisfaction with existing products &
services ~ Satisfaction with existing retail levels~ Satisfaction with retail product levels ~ Satisfaction with
existing methods of supply ~ Satisfaction with product packaging ~ Satisfaction with product packaging design
~ Reaction to advertising & sales promotion ~ Product awareness ~ The quality –v- price question ~ The
availability –v- price question ~ Price sensitivity ~ Future trends in purchasing criteria.
STARBUCKS CORPORATE SERVICE NETWORKS + DISTRIBUTION SURVEYS
End User: current purchasing criteria ~ End User: product reject/return rate after purchase ~ End User:
satisfaction with existing products ~ End User: satisfaction with existing methods of supply & distribution ~ End
User: satisfaction with company’s product levels ~ End User: satisfaction with availability of product ~ End
User: satisfaction with quality & specifications ~ End User: satisfaction with deliveries / frequency & up-take ~
End User: satisfaction with ordering procedures ~ End User: satisfaction with terms of trading ~ End User:
satisfaction with after-sales services received from company ~ End User: satisfaction with availability of
advertising support & POS / promotional materials ~ End User: satisfaction with technical & other assistance
received ~ End User: satisfaction with technical documentation / instructions ~ Commercial: current purchasing
criteria ~ Commercial: purchasing criteria – future trends ~ Commercial: the availability –v- price question ~
Commercial: the quality –v- price question ~ Commercial: satisfaction with quality of product received ~
Commercial: satisfaction with availability of product ~ Commercial: satisfaction with company product levels ~
Commercial: satisfaction with company ability to fulfil orders on time ~ Commercial: satisfaction with company
delivery frequency & up-take ~ Commercial: satisfaction with company ordering procedures & formalities ~
Commercial: satisfaction with company terms of trading ~ Commercial: satisfaction with company credit &
other financial details ~ Commercial: satisfaction with existing products & product ranges ~ Commercial:
satisfaction with existing methods of supply & distribution ~ Commercial: satisfaction with quality &
specifications of products ~ Commercial: satisfaction with after-sales services received from company ~
Commercial: satisfaction with availability of advertising support & POS / promotional materials ~ Commercial:
satisfaction with technical & other assistance received ~ Commercial: satisfaction with documentation /
instructions ~ End User: product reject / spoilage rate whilst held ~ End User: product reject / returns rate ~ End
User: reactions to advertising & sales promotion ~ End User: the quality –v- price question ~ End User: the
availability –v- price question ~ End User: purchasing criteria – future trends.
STARBUCKS CORPORATE COMMERCIAL USERS SURVEYS
End User: person/s initiating decision to re-order ~ End User: person/s negotiating terms with the company ~
End User: person/s approving / authorizing order/s ~ End User: person/s monitoring results of purchases & sales
~ Commercial: person/s initiating decision to re-order ~ Commercial: person/s initiating decision to increase
amounts purchased / total inventory ~ Commercial: person/s initiating decision to introduce new products or
brands ~ Commercial: person/s deciding what products / brands are to be sold ~ Commercial: person/s preparing
orders / specifications for purchases ~ Commercial: person/s evaluating products & brands available ~
Commercial: person/s seeking quotations ~ Commercial: person/s negotiating terms with the company ~
Commercial: person/s approving / authorizing order/s ~ Commercial: person/s monitoring results of purchases &
sales ~ End User: person/s seeking quotations ~ End User: person/s evaluating products & brands available ~
End User: person/s preparing orders / specifications for purchases ~ End User: person/s deciding what products /
brands are to be sold ~ End User: person/s initiating decision to introduce new products or brands ~ End User:
person/s initiating decision to increase amounts purchased / total inventory.
STARBUCKS CORPORATE PERFORMANCE SURVEYS
Relative Credibility: Company Level ~ Relative Credibility: Outlet Level ~ Relative Credibility: Company
Managers ~ Relative Credibility: Company Staff ~ Relative Credibility: Specialist Company Staff ~ Relative
Credibility: Company Contracts & Documentation ~ Relative Credibility: Company Advertising ~ Relative
Customer Confidence at Company Level ~ Relative Customer Confidence at Outlet Level ~ Relative Customer
Confidence in Company Managers ~ Relative Customer Confidence in Company Staff ~ Relative Customer
Confidence in Specialist Company Staff ~ Relative Customer Confidence in Company Contracts &
Documentation ~ Relative Customer Confidence in Company Advertising ~ Relative Reputation at Company
Level ~ Relative Reputation at Outlet Level ~ Relative Reputation of Company Managers ~ Relative Reputation
of Company Staff ~ Relative Reputation of Specialist Company Staff ~ Relative Staff Efficiency: Company

4- 3
Level ~ Relative Staff Efficiency: Outlet Level ~ Relative Staff Efficiency: Company Managers ~ Relative Staff
Efficiency: Company Staff ~ Relative Staff Efficiency: Specialist Company Staff ~ Relative Staff Efficiency:
Contracts & Documentation ~ Relative Staff Efficiency: Problem Solving ~ Relative Staff Performance:
Company Level ~ Relative Staff Performance: Outlet Level ~ Relative Staff Performance: Company Managers ~
Relative Staff Performance: Company Staff ~ Relative Staff Performance: Specialist Company Staff ~ Relative
Staff Performance: Contracts & Documentation ~ Relative Staff Performance: Overall Customer Handling ~
Relative Staff Integrity: Company Level ~ Relative Staff Integrity: Outlet Level ~ Relative Staff Integrity:
Company Managers ~ Relative Staff Integrity: Company Staff ~ Relative Staff Integrity: Specialist Company
Staff ~ Relative Staff Integrity: Contracts & Documentation ~ Relative Staff Integrity: Advertising &
Promotions ~ Relative Truth & Honesty: Company Level ~ Relative Truth & Honesty: Outlet Level ~ Relative
Truth & Honesty: Company Managers ~ Relative Truth & Honesty: Company Staff ~ Relative Truth & Honesty:
Specialist Company Staff ~ Relative Truth & Honesty: Contracts & Documentation ~ Relative Truth & Honesty:
Advertising & Promotions ~ Relative Written Communications: Company Level ~ Relative Written
Communications: Outlet Level ~ Relative Written Communications: Company Managers ~ Relative Written
Communications: Company Staff ~ Relative Written Communications: Specialist Company Staff ~ Relative
Written Communications: Contractual ~ Relative Written Communications: Correspondence ~ Relative Verbal
Contact: Company Level ~ Relative Verbal Contact: Outlet Level ~ Relative Verbal Contact: Company
Managers ~ Relative Verbal Contact: Company Staff ~ Relative Verbal Contact: Specialist Company Staff ~
Relative Customer Handling: Company Level ~ Relative Customer Handling: Outlet Level ~ Relative Customer
Handling: Company Managers ~ Relative Customer Handling: Company Staff ~ Relative Customer Handling:
Specialist Company Staff ~ Relative Customer Complaint Handling: Company Level ~ Relative Customer
Complaint Handling: Outlet Level ~ Relative Customer Complaint Handling: Company Managers ~ Relative
Customer Complaint Handling: Company Staff ~ Customer Complaint Handling: Specialist Company Staff ~
Relative Customer Problem Solving: Company Level ~ Customer Problem Solving: Outlet Level ~ Customer
Problem Solving: Company Managers ~ Customer Problem Solving: Company Staff ~ Customer Problem
Solving: Specialist Company Staff ~ Relative Customer Comprehension of Product: Company Level ~ Customer
Comprehension of Product: Outlet Level ~ Relative Staff Comprehension of Product: Company Managers ~
Staff Comprehension of Product: Company Staff ~ Staff Comprehension of Product: Specialist Company Staff ~
Relative Customer Awareness of Product: Company Level ~ Customer Awareness of Product: Outlet Level ~
Relative Staff Awareness of Product: Company Managers ~ Staff Awareness of Product: Company Staff ~ Staff
Awareness of Product: Specialist Company Staff ~ Relative Customer Confidence in Product: Company Level ~
Customer Confidence in Product: Outlet Level ~ Relative Staff Confidence in Product: Company Managers ~
Staff Confidence in Product: Company Staff ~ Staff Confidence in Product: Specialist Company Staff ~ Relative
Customer Service: Company Level ~ Customer Service: Outlet Level ~ Customer Service: Company Managers
~ Customer Service: Company Staff ~ Customer Service: Specialist Company Staff ~ Customer Service:
Contracts & Documentation ~ Relative Initial Customer Response: Company Level ~ Initial Customer
Response: Outlet Level ~ Initial Customer Response: Company Managers ~ Initial Customer Response:
Company Staff ~ Initial Customer Response: Specialist Company Staff ~ Relative Information for Customers:
Company Level ~ Information for Customers: Outlet Level ~ Information for Customers: Company Managers ~
Information for Customers: Company Staff ~ Information for Customers: Specialist Company Staff ~ Relative
Promotional Activity: Company Level ~ Promotional Activity: Outlet Level ~ Relative Advertising Posture:
Company Level ~ Advertising Posture: Outlet Level ~ Relative Contract Documentation: Company Level ~
Relative Contract Documentation: Outlet level.
VOLUME 4.2 STARBUCKS SECTOR SURVEY FINDINGS
STARBUCKS SECTOR END USERS SURVEYS
Current purchasing criteria ~ Reaction to POS & merchandising ~ Satisfaction with product quality ~
Satisfaction with product design ~ Satisfaction with product availability ~ Satisfaction with existing products &
services ~ Satisfaction with existing retail levels~ Satisfaction with retail product levels ~ Satisfaction with
existing methods of supply ~ Satisfaction with product packaging ~ Satisfaction with product packaging design
~ Reaction to advertising & sales promotion ~ Product awareness ~ The quality –v- price question ~ The
availability –v- price question ~ Price sensitivity ~ Future trends in purchasing criteria.
STARBUCKS SECTOR SERVICE NETWORKS + DISTRIBUTION SURVEYS
End User: current purchasing criteria ~ End User: product reject/return rate after purchase ~ End User:
satisfaction with existing products ~ End User: satisfaction with existing methods of supply & distribution ~ End
User: satisfaction with company’s product levels ~ End User: satisfaction with availability of product ~ End
User: satisfaction with quality & specifications of products ~ End User: satisfaction with deliveries / frequency
& up-take ~ End User: satisfaction with ordering procedures ~ End User: satisfaction with terms of trading ~
End User: satisfaction with after-sales services received from company ~ End User: satisfaction with availability
of advertising support & POS / promotional materials ~ End User: satisfaction with technical & other assistance

4- 4
received ~ End User: satisfaction with technical documentation / instructions ~ Commercial: current purchasing
criteria ~ Commercial: purchasing criteria – future trends ~ Commercial: the availability –v- price question ~
Commercial: the quality –v- price question ~ Commercial: satisfaction with quality of product received ~
Commercial: satisfaction with availability of product ~ Commercial: satisfaction with company product levels ~
Commercial: satisfaction with company ability to fulfil orders on time ~ Commercial: satisfaction with company
delivery frequency & up-take ~ Commercial: satisfaction with company ordering procedures & formalities ~
Commercial: satisfaction with company terms of trading ~ Commercial: satisfaction with company credit &
other financial details ~ Commercial: satisfaction with existing products & product ranges ~ Commercial:
satisfaction with existing methods of supply & distribution ~ Commercial: satisfaction with quality &
specifications of products ~ Commercial: satisfaction with after-sales ser-vices received from company ~
Commercial: satisfaction with availability of advertising support & POS / promotional materials ~ Commercial:
satisfaction with technical & other assistance received ~ Commercial: satisfaction with documentation /
instructions ~ End User: product reject / spoilage rate whilst held ~ End User: product reject / returns rate ~ End
User: reactions to advertising & sales promotion ~ End User: the quality –v- price question ~ End User: the
availability –v- price question ~ End User: purchasing criteria – future trends.
STARBUCKS SECTOR COMMERCIAL USERS SURVEYS
End User: person/s initiating decision to re-order ~ End User: person/s negotiating terms with the company ~
End User: person/s approving / authorizing order/s ~ End User: person/s monitoring results of purchases & sales
~ Commercial: person/s initiating decision to re-order ~ Commercial: person/s initiating decision to increase
amounts purchased / total inventory ~ Commercial: person/s initiating decision to introduce new products or
brands ~ Commercial: person/s deciding what products / brands are to be sold ~ Commercial: person/s preparing
orders / specifications for purchases ~ Commercial: person/s evaluating products & brands available ~
Commercial: person/s seeking quotations ~ Commercial: person/s negotiating terms with the company ~
Commercial: person/s approving / authorizing order/s ~ Commercial: person/s monitoring results of purchases &
sales ~ End User: person/s seeking quotations ~ End User: person/s evaluating products & brands available ~
End User: person/s preparing orders / specifications for purchases ~ End User: person/s deciding what products /
brands are to be sold ~ End User: person/s initiating decision to introduce new products or brands ~ End User:
person/s initiating decision to increase amounts purchased / total inventory.
STARBUCKS SECTOR PERFORMANCE SURVEYS
Relative Credibility: Company Level ~ Credibility: Outlet Level ~ Credibility: Company Managers ~
Credibility: Company Staff ~ Credibility: Specialist Company Staff ~ Credibility: Company Contracts &
Documentation ~ Credibility: Company Advertising ~ Relative Customer Confidence at Company Level ~
Customer Confidence at Outlet Level ~ Customer Confidence in Company Managers ~ Customer Confidence in
Company Staff ~ Customer Confidence in Specialist Company Staff ~ Customer Confidence in Company
Contracts & Documentation ~ Customer Confidence in Company Advertising ~ Relative Reputation at Company
Level ~ Reputation at Outlet Level ~ Reputation of Company Managers ~ Reputation of Company Staff ~
Relative Reputation of Specialist Company Staff ~ Relative Staff Efficiency: Company Level ~ Relative Staff
Efficiency: Outlet Level ~ Relative Staff Efficiency: Company Managers ~ Relative Staff Efficiency: Company
Staff ~ Relative Staff Efficiency: Specialist Company Staff ~ Relative Staff Efficiency: Contracts &
Documentation ~ Relative Staff Efficiency: Problem Solving ~ Relative Staff Performance: Company Level ~
Relative Staff Performance: Outlet Level ~ Relative Staff Performance: Company Managers ~ Relative Staff
Performance: Company Staff ~ Relative Staff Performance: Specialist Company Staff ~ Relative Staff
Performance: Contracts & Documentation ~ Relative Staff Performance: Overall Customer Handling ~ Relative
Staff Integrity: Company Level ~ Relative Staff Integrity: Outlet Level ~ Relative Staff Integrity: Company
Managers ~ Relative Staff Integrity: Company Staff ~ Relative Staff Integrity: Specialist Company Staff ~
Relative Staff Integrity: Contracts & Documentation ~ Relative Staff Integrity: Advertising & Promotions ~
Relative Truth & Honesty: Company Level ~ Truth & Honesty: Outlet Level ~ Truth & Honesty: Company
Managers ~ Truth & Honesty: Company Staff ~ Truth & Honesty: Specialist Company Staff ~ Truth & Honesty:
Contracts & Documentation ~ Truth & Honesty: Advertising & Promotions ~ Relative Written Communications:
Company Level ~ Written Communications: Outlet Level ~ Written Communications: Company Managers ~
Written Communications: Company Staff ~ Relative Written Communications: Specialist Company Staff ~
Written Communications: Contractual ~ Written Communications: Correspondence ~ Relative Verbal Contact:
Company Level ~ Relative Verbal Contact: Outlet Level ~ Verbal Contact: Company Managers ~ Verbal
Contact: Company Staff ~ Verbal Contact: Specialist Company Staff ~ Relative Customer Handling: Company
Level ~ Customer Handling: Outlet Level ~ Customer Handling: Company Managers ~ Customer Handling:
Company Staff ~ Customer Handling: Specialist Company Staff ~ Relative Customer Complaint Handling:
Company Level ~ Customer Complaint Handling: Outlet Level ~ Customer Complaint Handling: Company
Managers ~ Customer Complaint Handling: Company Staff ~ Relative Customer Complaint Handling: Specialist
Company Staff ~ Relative Customer Problem Solving: Company Level ~ Customer Problem Solving: Outlet
Level ~ Customer Problem Solving: Company Managers ~ Customer Problem Solving: Company Staff ~
Customer Problem Solving: Specialist Company Staff ~ Relative Customer Comprehension of Product:

Starbucks Corp tactical strategic

Starbucks Corp tactical strategic

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (20)

Similar to Starbucks Corp tactical strategic

Similar to Starbucks Corp tactical strategic (20)

Recently uploaded

Recently uploaded (20)

Starbucks Corp tactical strategic