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![General Strategies
Acquisition or control of brokerage /
logistiĐ firŵs to support StarďuĐk’s
supply chain management.
Acquisition or control or coffee bean
and
dairy product producers. ;]]](https://image.slidesharecdn.com/starbucks-220911102106-8b97015a/85/starbucks-ppt-27-320.jpg)
starbucks.ppt
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- 2. Competitive Profile Matrix Identifiesa firŵ’s ŵajor Đoŵpetitors aŶd its particular strengths and weaknesses in relation to its competitors. Displays the ďasis of aŶ orgaŶizatioŶ’s strategy and is a useful instrument to communicate those strategic attributes to all in the organization.
- 3. Difference from IFEand EFE The IFE matrix consists of the internal factors and the EFE matrix consists of the external factors The CPM matrix consists of a mix of both internal and external factors
- 4. Weakness of CPM CSFratings are subjectively assigned a rating between 1 and 4, and non- uniformity may occur due to weights being assigned subjectively by the evaluators. The total weighted scores obtained for each company reveal relative strengths or weaknesses of the companies but are not to be implied as precise in nature.
- 5. Overview of theQuick Service Industry Companies in this industry operate restaurants that provide food served to customers who order and pay at a counter.
- 6. Overview of theQuick Service Industry Demand is driven by: Demographics Consumer tastes Personal income
- 7. Overview of theQuick Service Industry 15% 40% 45%
- 8. Starbucks Competition McDonald's recently launchedits McCafe campaign in which it sells premium specialty coffee beverages at a slight disĐouŶt to StarďuĐks’. McDonalds has an excellent platform from which to compete as it already has so many stores in prominent locations with drive-thru windows.
- 9. Starbucks Competition Dunkin' Donuts,uses its donuts and the rest of its menu as the draw. The customer can choose between a coffee or a coffee and a donut.
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- 11. Advertising (4 –3 – 3) Starbucks •Brand marketing •Social media and internet • $182.40M , 29% ↑, 1.37% of total McDonalds • Traditional media • $787.50M, 2% ↑, 2.8% of total revenues DuŶkiŶ’ • Advertising fund of 5% of gross retail sales • Mobile application with over 1M downloads
- 12. Product quality (4– 2 – 3) Starbucks •Provides the highest quality of coffee brewing through its onsite brewing and smelling McDonalds • Utilizes automated brewing with less smelling • Customer responses ͞deĐeŶt͟ to ͞aďsolutely disgustiŶg͟ DuŶkiŶ’ • CMLs deliver products with the same high consistency and quality
- 13. Product variety (3– 4 – 3) Starbucks •Hot and cold coffee, beverages, and some bread McDonalds • Hamburger, sandwich, chicken, spaghetti, French fries, and breakfast meals DuŶkiŶ’ • Donuts and sandwich, burrito and breakfast meals
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- 15. Financial position (3– 4 – 3) Starbucks •Net revenues increased by 14%. •Consolidated operating income was $2.0 billion in fiscal 2012. •Operating margin increased to 15.0%. •EPS for fiscal 2012 was $1.79. •Cash dividends declared McDonalds • Combined operating margin was 19.82% in 2012, down from 20.38% . • Revenues increased 2.08% from $27,006 in 2011 to $27,567 in 2012. • Diluted earnings per share was $5.36. • Cash dividends declared were $2.53 and $2.87 in 2011 and 2012 respectively. DuŶkiŶ’ • Total revenues for 2012 amounted to $658.181. • The operating margin decreased from 32.68% in 2011 to 36.38% in 2012. • Diluted earnings per share for 2012 is $0.93 • The company did not pay cash dividends for 2011 and paid $0.60 per share in 2012.
- 16. Customer loyalty (2– 3 – 4) Starbucks •33M Facebook fans •Former Starbucks consumers begun visiting DuŶkiŶ’ DoŶuts and McDonalds or purchased in- home coffee brewers and McDonalds • While low consumer confidence continues to negatively affect overall retail sales and the IEO segment, McDonalds outperformed the market and grew its market share. DuŶkiŶ’ • No. 1 rank in customer loyalty by Brand Keys in coffee category. • Oǀerall DuŶkiŶ’ ranked 17 (12) worldwide, McDonalds at 32 (26) and Starbucks at 45 (100)
- 17. Global expansion (3– 4 – 4) Starbucks •Starbucks has about 18,000 stores world-wide of which roughly 13,000 are in the North America. •Starbucks is in 62 countries McDonalds • McDonalds operates over 1,900 restaurants across 19 countries in Latin America and the Caribbean. • In Japan, there nearly 3,300 restaurants. • Over 1,600 McCafé locations DuŶkiŶ’ • Dunkin' Donuts had 3,173 restaurants in 31 countries. • Baskin-Robbins had 4,517 restaurants in 45 countries.
- 18. Customer service (4– 3 – 3) Starbucks •Third place concept •Introduced the ͞Latte Method͟ McDonalds • Enhanced appearance and functionality of MĐDoŶalds’ restaurants • Extended operating hours and over 5,400 restaurants are open 24 hours. DuŶkiŶ’ • Re-designed coffeehouses. • Creating a more desirable place for fast- casual eating.
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- 20. Strategies Product quality andvariety Acquire business that are engaged in the production and selling of highly specialized bread, pastries, cookies, cakes and the like that will supply its own requirement. Starbucks mode of acquisition can be full integration, or just by entering into a long-term contract.
- 21. Strategies Price competitiveness Instead ofbuying premium coffee beans from outside suppliers at a high cost, the company can just buy supplies from its competitors at a lower price. Acquire or purchase a portion of its Đoŵpetitors’ stoĐks, so that they ǁill haǀe access lower costs of coffee beans and acquire the necessary competence to become a cost leader.
- 22. Strategies Customer loyalty Partnership withthe producers of espresso machines to include Starbucks products into the packaging. Diversify into the business of producing its own coffee espresso machines.
- 23. Strategies Global expansion Increase marketshare by selectively opening stores in new and existing markets (including China and India) as well as increasing revenues in the existing stores.
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- 26. General Strategies Into ajoint venture with the producers of espresso machines to include Starbucks products into the packaging. Increase market share by selectively opening stores in new and existing markets (including China and India) as well as increasing revenues in the existing stores.
- 27. General Strategies Acquisition orcontrol of brokerage / logistiĐ firŵs to support StarďuĐk’s supply chain management. Acquisition or control or coffee bean and dairy product producers. ;]]