1. Strategic and Operational Planning

4. Exhibit 4 – 1 ● Planning Dimensions

6. Exhibit 4 –2 ● Strategic and Operational Planning and Strategies

8. Exhibit 4 –3 ● The Strategic Planning Process

10. Exhibit 4 –4 ● Starbucks’s Five-Force Competitive Analysis

11. Exhibit 4 –5 ● Parts of a Company Situation Analysis 1. Assessment of the present strategy based on performance. 2. Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis. 3. Assessment of competitive strength and identification of competitive advantage. 4. Conclusions concerning competitive position. 5. Determination of the issues and problems that need to be addressed through the strategic planning process.

12. Exhibit 4 –6 ● SWOT Analysis for Starbucks Coffee

13. Exhibit 4 –7 ● Competitive Strength Assessment for Starbucks Coffee

17. Exhibit 4 –8 ● Criteria That Objectives Should Meet

22. Exhibit 4 –9 ● Grand and Growth Strategies Grand Strategy Growth (aggressively expand size) Stability (remain the same or grow slowly) Turnaround and Retrenchment (reverse a negative trend and cut back)) Combination (mix of other three) Growth Strategies Concentration—expand existing line(s) of business Integration—expand forward and/or backward within line(s) of business Diversification—add related and/or unrelated products

23. Common Methods for Pursuing a Growth Strategy Mergers Acquisitions Joint Ventures Takeovers Strategic Alliances

25. Exhibit 4 – 10 ● BCG Growth-Share Matrix

26. Exhibit 4 – 11 ● The Entrepreneurial Strategy Matrix (ESM) Source : Reprinted from Business Horizons, Volume 40 (3), Matthew C. Sonfield and Robert N. Lussier, “The Entrepreneurial Strategy Matrix. A Model for New and Ongoing Ventures,” Copyright ©1997, with permission from Elsevier..

28. Exhibit 4 – 12 ● Adaptive Strategies

31. Exhibit 4 – 13 ● Strategies for Starbucks over the Product Life Cycle

35. Exhibit 4 – 14 ● Standing Plans versus Single-Use Plans