German University in Cairo
Strategic Analysis for Starbucks Prepared By: 12-
3-
Taghred Khattab Ehab Aziz Bassem Naguib
Class: Strategic Analysis 704 Monday from 8 PM to 10 PM
Represented to: Dr. Saneya El Gallaly
1
Table of Content
2
Table of Content
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1- Introduction * In 1971 Star Starbu buck cks s open opened ed oper operat atio ions ns in Seat Seattl tle’ e’s s Pike Pike Plac Place e
Mark Market ets s with with the the futu future re aim aim of prov provid idin ing g co coff ffee ee to a numb number er of restau restaura rants nts and surrou surroundi nding ng bars. bars. With With the recrui recruitme tment nt of Howard Howard Schultz who led the marketing and retail efforts of Starbucks. * In 1982, the company took a change in direction through the views
of Schultz, who after visiting Italy tried to adapt the same principles in order to a strong bar culture. Schultz then utilized Starbucks ability to prov provid ide e qual qualit ity y co coff ffee ee bean beans s and and open opened ed up a new new stor store e ca call lled ed Il Giornale, which brewed coffee from these particular beans. * In 1987, Giornale had decided to take over the assets of Starbucks
and also, further changed its name to Starbucks Corporation. By the end of the year, Starbucks had increased the number of stores to 17 and furthered its location span by entering Chicago and Vancouver. * In 1990, the company took further steps forward with expansion of
the the Seat Seattl tle e head headqu quar arte ters rs and and an incre increas ase e in reso resour urce ces s with with the the opening of a new roasting plant. Relationships and other ventures also too took off duri during ng the early arly nine nineti ties es as the the com ompa pany ny loo ook ked to development organizations to further its progress. *In 1995, the company really established its name with the opening
of the 676th store as well as increasing the products in store with the addition of compact discs a result of a previously popular experiment with ‘in-house’ music. * In 1996, the company kept on stretching its reach by entering into
the market of Japan, Singapore and Hawaii. This was achieved through joi joint nt vent ventur ures es inclu includin ding g the the one one form formed ed with with Sa Saza zaby by Inc. Inc.,, whic which h pushed through the development of coffee houses in Japan.
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*By the year 2000, things had progressed so far that 3,300 stores
were already opened, the company had ventured into countries ranging from England to Australia & China. * By last quarter of 2008, total international stores became 5113 store & 11567store in United States.
2- Current situation The current international situation for Starbucks seems to be an emerging part of their business and the reorganization of this is proved by their aim to become a leading global company through making a difference in people’s lives all around the world. This goal is quite close to being achieved as proved the Starbucks current locations in international markets and the successfulness of these ventures. The current countries in which Starbucks are located in are: Australia, Bahrain,
Canada,
Hong
Kong,
Israel,
Japan,
Kuwait,
Lebanon,
Malaysia, New Zealand, Oman, Peoples Republic of China, Philippines, Qatar, Saudi Arabia, Singapore, South Korea, Switzerland, Taiwan, Thailand, United Arab Emirates, Egypt, United Kingdom, and the United States.
2.1 Current performance Overall, the aim of becoming a worldwide global brand seems to be working in favor of the company and is helping it to attract the attention of many major companies who would like to share a partnership. This is all positive news for the company because it provides a strong basis for future development of international markets, which further strengthens the mission to become one of the leading specialty coffee retailers in the world.
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However, the net revenues increased 3 percent to $2.5 billion for the fourth quarter of 2008, compared to $2.4 billion for the fourth quarter of 2007. For the 13-week period ended September 28, 2008, Starbucks reported net income of $5.4 million, which included $105.1 million of restructuring charges and other transformation strategy costs. Net income was $158.5 million for the same period a year ago. The company actions announced in July of 2008 to close approximately 600 company-operated stores in the U.S. and 61 company-operated stores in Australia, and reduce approximately 1,000 open and filled positions within its leadership structure and non-store organization.
2.2 Strategic posture 1- mission
“To inspire and nurture the human spirit— one person, one cup, and one neighborhood at a time” “The mission of Starbucks is to establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromising principles while we grow” None of this success would have been possible without a set of goals that the company aimed to achieve and a set of principles, which governed the decision making process. The six principles of Starbucks are stated as: 1-
Provide a great work environment and treat each other with respect and dignity.
2-
Embrace diversity as an essential component in the way we do business.
3-
Apply the highest standards of excellence to the purchasing.
4-
Roasting and fresh delivery of our coffee. 5
5-
Develop enthusiastically satisfied customers all of the time.
6-
Contribute positively to our communities and our environment, and recognize that profitability is essential to our future success. Application of these principles can be used as a guideline for all employees from managers to workers to aim to achieve the company’s goals, while maintaining a certain type of standard.
This mission statement along with the set of guidelines provides a focus for employees as they make strategic decisions. It not only supports the employees, but supports the customers as well, making a note that they should be satisfied all of the time. The mission shows alignment with the vision by stating how the company plans to reach the broad goals set by the vision statement.
Another
supporting
sentence
in
the
mission
statement is that the “company applies the highest standards of excellence to the purchasing, roasting and fresh delivery of its coffee.” This statement supports the idea that Starbucks uses the best available resources to give it a recognized and respected name. 2-
Objectives & Strategies:
Here are the following objectives of Starbucks: Our Coffee
It has always been, and will always be, about quality. We’re passionate about ethically sourcing the finest coffee beans, roasting them with great care, and improving the lives of people
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who grow them. We care deeply about all of this; our work is never done. Our Partners
We’re called partners, because it’s not just a job, it’s our passion. Together, we embrace diversity to create a place where each of us can be ourselves. We always treat each other with respect and dignity. And we hold each other to that standard. Our Customers
When we are fully engaged, we connect with, laugh with, and uplift the lives of our customers— even if just for a few moments. Sure, it starts with the promise of a perfectly made beverage, but our work goes far beyond that. It’s really about human connection. Our Stores
When our customers feel this sense of belonging, our stores become a haven, a break from the worries outside, a place where you can meet with friends. It’s about enjoyment at the speed of life—sometimes slow and savored, sometimes faster. Always full of humanity. Our Neighborhood
Every
store
is
part
of
a
community,
and
we
take
our
responsibility to be good neighbors seriously. We want to be invited in wherever we do business. We can be a force for positive action— bringing together our partners, customers, and the community to contribute every day. Now we see that our responsibility—and our potential for good—is even larger. The world is looking to Starbucks to set the new standard, yet again. We will lead. Our Shareholders
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We know that as we deliver in each of these areas, we enjoy the kind of success that rewards our shareholders. We are fully accountable to get each of these elements right so that Starbucks—and everyone it touches—can endure and thrive. From all what mentioned above that Starbucks is aiming to success through quality of product, diversify in business and place, to satisfy customers and shareholders, through pleasant and nice existence nearly to everyone.
2.3 Financial Analysis The general financial performance for Starbucks in 2008 was declining from the previous years dramatically. The following analysis will show this fact.
Investment Returns %
Company Industry
Return On Equity
12.6
25.8
Return On Assets
5.6
13.2
Both the ROE and ROA are lower than the industry’s average, which means that the company is not using both the equity and their assets properly to increase their revenue.
Profit Margins % Gross Margin Pre-Tax Margin Net Profit Margin
Company 16 4.4 3.03
Industry 27 13.2 8.5
Starbucks margins are lower also that the industry’s average, especially in 2008 where the net profit margin reduced to 3.03 from 6.3 in 2007.
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Financial Condition Debt/Equity Ratio Current Ratio Quick Ratio
Company 0.40 0.80 0.48
Industry 0.46 1 0.7
Starbucks generally manages their debs and liabilities wisely, and this considers a financial strength for the company.
Year
2008
Sales Net Income
2007
2006
2005
10,383,000 9,411,497
7,786,942
6,369,300
315,500
564,259
494,467
672,638
Growth Rate 12,000,000
800,000 700,000 600,000 500,000 400,000 300,000 200,000 100,000 0
10,000,000 D S 8,000,000 U e 6,000,000 u l a 4,000,000 V
2,000,000 0 2005
2006
2007
2008
Years
Sales Net Income
Although the total sales was increased in the last 4 years, the net income was reduced, especially in 2008 when it reached almost half 2007.
Management Efficiency
Company
Industry
9
Inventory Turnover
12.6
20.6
Asset Turnover
1.83
1.7
3- Corporate governance Board of directors
As part of Starbucks mission they are committed to maintain their uncompromising principles while they grow. In this regard, their Board of Directors
has
adopted
governance
principles and
committee
charters to lead Starbucks governance practices. Currently, the board has 9 directors, a substantial majority of whom meet all of the independence requirements of NASDAQ® and the U.S. Securities and Exchange Commission. Of the nine members of Starbucks board, one is Latino, two are African American (one of which is female), and one other female also serves on the board. Starbucks president and CEO Howard Schultz chair the board. In Starbucks there are well-defined criteria for the selection of new board members, foremost being a clear demonstration of their own personal integrity and ethics. Board diversity is sought in terms of members’ personal and professional backgrounds, gender, race, ethnicity or other differentiating characteristics, enabling a wider range of opinions and perspectives to be considered. This criterias of selection affected the company in a very good way that gave it the opportunity to succeed in the international market. That the diversified background, education, culture and gender in the board was one of the greatest Starbucks strong points. There are three committees of the board are comprised of independent directors
and
have
specific
charters:
Audit
and
Compliance, 10
Compensation and Management Development and Nominating and Corporate Governance. In November 2007, the board amended the company’s bylaws to include majority
voting to allow shareholders
to play
a more
meaningful role in the election of directors. Director nominees must receive
more
“for” than
“against” votes
to
be
elected
in
an
uncontested election. Additionally, the term of a nominee who does not receive a majority of the votes cast will end on the earliest of either: (1) 90 days after the date election results are certified; (2) the date the director resigns; or (3) the date the board of directors fills the position. This change demonstrates Starbucks ongoing commitment to strong corporate governance practices. Shareholders and partners (employees) can provide recommendations and feedback to the board through the Business Conduct Helpline and the Audit line. In addition, written correspondence can be sent to the board, an individual director or to any of Starbucks independent board committees. Committee charters, governance principles, director nominations policy (including criteria for board membership) and profiles on each board member are
available
in
the
corporate
governance section
of
Starbucks.com. Starbucks formed a Policy Governance Council in fiscal 2006 to oversee and approve governance tools at the global enterprise level, and to ensure they are well-defined, consistent with each other, current, stored for easy retrieval, and effectively communicated to partners. The Council is comprised of company leaders who represent multiple business units and functions, and is supported by Starbucks Policy Office and staff.
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Starbucks stakeholders include partners (employees), customers, suppliers, farmers, shareholders, governments, community members, environmental groups, activists and many others. The company engaged them to be able to understand their concerns and gain their input on topics of mutual importance.
4- External Environment: Opportunities and Threats Starbucks international operation was one of the major aspects of their success. , in the mid 1990s, with the market reaching saturation, Starbucks could no longer depend on the U.S. market for growth. To maintain its growth rates and to boost revenues, Starbucks had to venture abroad. Starbucks international presence is now in more than 25 countries and the United States of America. This presence is formed in three modes in entry that are Joint venture, licensing and wholly owned subsidiaries. This became a burden on the mother company in a later stage. That those types of entry moods need a lot of training, supervising, management assistance and technology transfer for the partner. This is along with inability to engage in global strategic coordination. However, the success of Starbucks is not only to its aggressive expansion but also to its product innovation. Starbucks came out with new products to attract customers on different periods. Also diversification was one of the factors that Starbucks started to apply even on a small initiated base. That along with serving coffee, Starbucks also sold merchandise. In 1995, it started selling CDs of its famous in-house music program. It also entered into alliances with
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various players such as Canadian Airlines, United Air Lines, Starwood Hotels, and Barnes & Noble, Inc., to serve Starbucks coffee.
4.1 Michael Porter’s five forces Michael Porter defines five forces impacting a firm's competitiveness— threat of substitutes, threat of new entrants in the industry, bargaining power of suppliers, bargaining power of customers, and the intensity of competition within the industry. A firm's strategic decisions to respond to these five forces are a source of risk also. The company is facing a real threat of substitution from many other companies that producing the same product that is satisfying the same need. This is in its domestic market and even in the international market specially Europe and Middle East. Also Starbucks is facing a real problem of rival competition due to its uncompetitive price all over the world and even in its domestic market. Also the taste of Coffee had been judged by customers as an artificial taste especially in Japan. Suppliers bargaining power is really represent a threat for Starbucks. That they decided to deal with a 51% women or minority owned suppliers. Also they are not dealing with suppliers who don’t follow the same environmental ethics that are for Starbucks. This may lead them to lose a good opportunity or deal with a supplier that they will not deal with him. Also dealing with small suppliers instead of dealing with limited number of big power full suppliers is not giving them real good deals for facilities and prices.
4.2 Societal Environment Economics
Economic factors are an important aspects that concern the nature and direction of the economy in which a firm operates.
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Starbucks also faced criticism from Non Governmental Organizations (NGOs) that urged the company to acquire certified coffee beans, ensuring that those coffee beans were grown and marketed under certain economic and social conditions. Furthermore, Starbucks faced problems due to economic recession in countries such as Switzerland, Germany, and Japan in the early 2000s, where it experienced declining sales and revenues. Moreover, a real expectation of huge recession during the next year due to the worldwide financial crisis may affect the company’s results badly. Technological
Starbucks is continuously searching for ways to better a customers’ experience. With the introduction of the Starbucks Card for example, the Company has created the opportunity to improve customer service, shorten lines and make a customer’s visit at Starbucks quicker and more convenient. Most if not all Starbucks location has WI-FI for consumer needs. Political/Legal 1- Increasing tensions between the United States and the rest of the
world, the business environment, especially in the Middle East and Southeast Asia, was becoming increasingly volatile. After U.S. declaration of war on Iraq in early 2003 matters became worse for the company. This created serious problems for Starbucks. In July 2002, Arab students called for a boycott of American goods and services, due to the alleged close relationship between the United States and Israel. The boycott targeted U.S. companies including Starbucks, Burger King, Coca-Cola and Estee Lauder 14
2- In addition to these incidents, Starbucks topped the list of companies
to be boycotted due to Schultz's alleged closeness to the Jewish community. Till now in the Arab countries & Middle East a lot of rumors that Starbucks is sponsoring the Jewish community against Palestinian crises. Due to increasing security threats, Starbucks closed down its six stores in Israel. 3- Starbucks had two class action suits pending since 2001. The lawsuits
entitled Carr vs. Starbucks and Sheilds vs. Starbucks are challenging the status of Starbucks California store managers and assistant managers as exempt employees under California wage and hour laws. Starbuck’s is denying all liabilities in these cases, however; the company has agreed to the settlement in order to take care of all of the plaintiffs’ claims without having to get involved in any protracted litigation. 4- Starbucks only imports all their coffee beans, so possible threats could
include a change in import laws. A change in the status quo as far as imports go could greatly affect numerous areas of production for the company. For example, if it costs more to import or the process is made more difficult the result could ultimately be a change in price, which would affect the level of consumption for Starbucks coffees. Social/Cultural
Environmental Mission Statement (Starbucks is committed to a role of environmental leadership in all facets of our business) As a result of Starbucks closely following their objectives, the company has installed a list of principles that further outline the company’s willingness to make sure that its affect on the environment is as positive as possible. These principles are stated as: 1-
Understanding of environmental issues. 15
2-
Sharing information with our partners.
3-
Developing innovative and flexible solutions to bring about change.
4-
Striving to buy, sell and use environmentally friendly products.
5-
Recognizing that fiscal responsibility is essential to our environmental future.
6-
Instilling environmental responsibility as a corporate value.
7-
Measuring and monitoring our progress for each project, and encouraging all partners to share in our mission.
Those can only be seen as a positive for the image of the company and shows that they are willing to utilize their resources in order to more than satisfy requirements.
4.3 Task Environment Not only this but also, Starbucks organizing activities such as neighborhood clean-ups and walk-a-thons. Many examples are available on the web site of the company. Policies that also have been implemented are the buying policies, which only allow the company to purchase from those other businesses (suppliers) who follow the same environmental strategy as Starbucks. This may push the company to lose an opportunity of good deal, because the supplier doesn’t follow the company environmental policies.
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Finally, to integrate these policies to new employees, Starbucks has employed the services of a few partners which congregate together to create a “Green Team,” which installs the environmental views into trainees as well as coming up with inventive ways of helping the environment.
Summary of External factors TO However, it was found that the success of Starbucks was due to its profitable domestic operations. It was reported that most of Starbucks' international operations were running into losses. In May 2003, Starbucks' Japanese operations reported a loss of $3.9 million (Japan constituted the largest market for the company outside the United States), and the company also performed badly in Europe and the Middle
East.
Analysis
pointed
out
that
Starbucks'
international
operations were not as well planned as its U.S. operations. It was also observed that the volatile international business environment made it difficult for the company to effectively manage its international operations.
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4.4 External Environment (EFAS) (SWOT) External Factors
Weight Rating
Weighted Score
SR Opportunities
O1 New Markets with low investments
0.1
3
0.3
O2 Coffee Market Growing Worldwide
0.1
4
0.4
0.12
2
0.24
0.08
3
0.24
O3 O4
Product range diversification to more food and non-food items New distribution channels (delivery) Threats
T1
Boycotting for Political reasons (Middle East and Arab)
0.08
4
0.32
T2
Financial Crises and Recession
0.15
4
0.6
T3
Increase in Domestic competition
0.1
4
0.4
T4
Volatile coffee and dairy products
0.1
4
0.4
0.08
4
0.32
0.09
3
0.27
T5 US market saturation T6
Consumer trends toward more healthy ways and away form caffeine Total
1
3.49
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5- Internal Environment: Strengths and Weaknesses 5.1 Corporate Structure Starbuck has no formal organization chart and does not work with hierarchy structure. It consists of to main departments, functional department consists of marketing, supply chain, operations, finance and human resources, and cross functional teams, consisting of local store marketing and marketing campaigns. The decision making process in Starbucks is bottom – up process, where the employees are empowered even to take decisions without referring back to the management. There is a conflict in the corporate structure where some employees are reporting to two different divisions which in some cases causing confusion and over lapping.
5.2 Corporate culture The Chairman of Starbucks, Schultz decided to treat employees as family, and called them partners. Both full time and part time employees could benefit from training and health insurance. Starbucks paid some more salaries than competitors to gain highly qualified employees. Starbucks relied on its baristas and other frontline staff to a great extent in creating the ‘Starbucks Experience' which differentiated it from competitors. Employees had option to stock chare according to their base salaries. Also Starbucks had shared values with their employees who made them proud to work in such successful company, and this created good culture. Schultz decided also to be open and honest with his employees, and let them share in the decision making process. He
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gave extensive training to employees especially barista employees to give careful attention to customers. Environment was important to Starbucks. Using this concept Starbucks gave good attention to their suppliers by helping them technically and financially as part of their corporate social responsibility. Also it encouraged all partners to share in the company’s mission. Starbucks has deep tacit knowledge, which is difficult to be imitated by competition.
5.3 Functional strategies 5.3.1 Marketing
The main marketing strategy and position for Starbucks is for customers to consider it as their place after home and work, this will guarantee customers visiting the shops several times. However it also customizes its positioning for each store individually according to the specific location it is in. Another important part of Starbucks’ positioning over competition is that they are environmentally friendly. Starbucks does not generally offer promotional prices on its products. It has a reputation for having pricey drinks; furthermore, Starbucks brand is too expensive. The company mainly depends on the brand for their high revenues, which could be risky from competition. However it seems to be the market leader when it comes to new products and ideas. Starbucks has found more success advertising on a local level rather than to the nation as a whole. The Company advertises a lot through print mediums, as Starbucks’ target market tends to be educated people who do more reading than the average person. In 2005, Starbucks spent $87.7 million on advertising, or 1.4% of revenues. Starbucks also market itself as environmentally friendly and focus on its corporate social responsibility, one example is buying Ethos-Water
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Company and they also plan to donate $ 10 million to help countries under developed lacking clean water. 5.3.2 R&D
The R&D role in Starbucks is to make a R&D mix and mainly consists of the following activities: Coffee Science New Technology Equipment Technology Product Development Menu Development Coffee Quality Assurance Sensory Science The introduction of the Starbucks Card for example, Starbucks has created the opportunity to improve customer service, shorten lines and make a customer’s visit at Starbucks quicker and more convenient Starbucks is continuously searching for ways to better a customers’ experience. The company spent 7.2 Million in 2008 for new technologies related to food and equipment. 5.3.3 Operations and logistics
The main operation for Starbucks divided into local operation in USA and international operation. Starbucks depended mainly on their employees to manage operation, that’s why they focused on training employees as they are the main asset in the company. They are managing all stores in USA, however, they are in the international operation sometimes manage their store, or give licenses, or get into joint ventures with existing companies. But they focus on their operation on the quality of their coffee.
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Starbucks deals with international small suppliers. Starbucks made good deals with their suppliers to supply coffee with fixed prices rather than using the Fair Trade Coffee. They mainly use non-smoking restrictions in their stores, however in some countries because of culture conflicts they had to have either smoking rooms or smoke areas in the air. One of the main advantages Starbucks has is the accumulative experience of their employees in operation, this is due to the low turn over they have and their focus on employee satisfaction. 5.3.4 Human Resources
Starbucks paid considerable attention to the kind of people it recruited. So the company hired people for qualities like adaptability, dependability and the ability to work in a team. Starbucks was one of the few retail companies to invest considerably in employee training and provide comprehensive training to all classes of employees, including part-timers Company depends on their personnel in their high revenue, which is very risky as if they lost some of the key persons. Early 2000s, the company began to show signs that its generous policies and high human resource costs were reflecting on its financial strength. Although the company did not reveal the amount it spent on employees, it said that it spent more on them than it did on advertising While the industry turnover rate is about 200 percent, Starbucks maintains a turnover rate of only 60 percent. Due to this low turnover, Starbucks has lowered their training time and costs. Furthermore, 82% of the partners rated being “very satisfied” and 15% as “satisfied” with their jobs when asked by outside audit agencies.
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5.3.5 Information System
Starbucks is following this major trend of moving towards multimedia Direct Marketing Solutions and Web-based models. Customers visit its web site to buy coffee products and gifts, and to learn more about the art of roasting and brewing coffee. The site also offers services such as the Starbucks “Taste Matcher” tool, which interactively recommends specifics coffee roasts and blends bases on customer’s preferences. Moreover in late November 2001 Starbucks Debit card was introduced in US. Its introduction has increased customer loyalty as well as attracted new customers to Starbucks stores. Most if not all Starbucks locations have WI-FI for consumer needs. The MIS department affects Starbucks partners whenever they open a store cash register, use computer software or send voice mail messages. The IS department in Starbucks focuses mainly on: Business Applications Development Production Services Retail Business Systems Strategic Architecture
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5.4 Internal Environment (IFAS) (SWOT) Internal Factors
Weighted
Weight
Rating
0.12
5
0.6
Score
SR Strengths
S1
High Brand Equity
S2
Satisfied Employees
0.1
4
0.4
S3
Exclusive coffee products
0.08
4
0.32
S4
Economies of scale in purchasing
0.1
4
0.4
S5
Widespread and consistency
0.09
4
0.36
S6
Strong financial foundation
0.1
3
0.3
0.12
1
0.12
0.1
3
0.3
W3 Lack of internal focus (too much focus on Expansion)
0.11
3
0.33
W4 Cross Functional management
0.08
3
0.24
Weaknesses
W1 High prices W2 Over dependency on coffee and coffee related products
Total
1
3.37
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6. SFAS, SWOT Analysis Ratin
Weighted
g
Score
Duration
SR
SFAS
S1
High Brand Equity
0.09
5
0.45
X
S2
Satisfied Employees
0.07
4
0.28
X
S4
Economies of scale in purchasing
0.08
4
0.32
X
W1
High prices Over dependency on coffee and coffee related
0.09
2
0.18
X
0.09
3
0.27
X X
W2 W3
products Lack of internal focus (too much focus on
Weight
Long
Intermediate
0.09
4
0.36
O1
expansion) New market with low investment
0.08
4
0.32
X
O2
Coffee Market growing worldwide
0.07
4
0.28
X
0.09
2
0.18
O3
Product range diversification to food and non food
X
T2
items Financial Crises and Recession
0.09
4
0.36
T3
Increase in Domestic competition
0.08
4
0.32
X
T4
Volatile coffee and dairy products
0.08
4
0.32
X
Total
1
Short
X
3.19
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7. Reviewing mission and objective Mission Statement: Starbucks should keep their mission statement as it reflects the current situation as well, expect for changing the product scope to include products more than the coffee for good diversification. Objectives: The Company can keep the same current objects as it serves the current situation of the company. Just one object should be added which is: Invest in other product for either related or unrelated business to maintain the success.
7. Reviewing mission and objective Mission Statement: Starbucks should keep their mission statement as it reflects the current situation as well, expect for changing the product scope to include products more than the coffee for good diversification. Objectives: The Company can keep the same current objects as it serves the current situation of the company. Just one object should be added which is: Invest in other product for either related or unrelated business to maintain the success.
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8. Strategic alternatives (TOWS analysis) Strengths Internal factors
External Factors
Weaknesses
S1 High Brand Equity
W1 High prices
S2 Satisfied employees
W2 Over dependency on coffee and
S4 Economies of scale in purchasing
coffee related products W3 Lack of internal focus (too much focus on expansion)
Opportunities
1- Grow vertically to include
1- Diversification to related
O1 New market with low
other low cost countries
businesses to overcome the
investment
using the good brand.
dependency on the coffee
O2 Coffee Market growing worldwide O3 Product range diversification to food
2- Use the experienced employees to diversify in other related businesses.
and increase product range. 2- Reduce costs to reduce
prices in low investment
and non food items
markets and get benefits
Threats
1- Differentiate using the high
from the growing markets. 1- Reduce costs to reduce
T2 Financial Crises and
brand to prevent domestic
price in order to survive in
Recession
competition.
the current financial crises.
T3 Increase in Domestic competition T4 Volatile coffee and dairy products
2- Make backward vertical
2- Depend on international
integration using the
alliances in the
economies of scale to avoid
international stores to focus
volatile of coffee and dairy
on the domestic market to avoid competition, as the domestic market is the main source of revenue.
9. Review strategies 9.1 Corporate Strategy 27
The corporate strategy should continue in Retrenchment as they started in July 2008 close stores to reach 600 by the end of 2009. One more strategy should be added to Diversify in related business to secure the company, as they depend only on coffee products.
9.2 Business strategy Domestic Business Unit: Should focus on more differentiation to face the hard local competition. International Business Unit: Should focus on reducing costs to reduce prices; this will help in entering new low cost markets and gain more profits. Also continue with alliances in countries to reduce management focus and concentrate more on the Domestic Market.
9.3 Functional Strategies Marketing
Starbuck should continue in their existing marketing strategy for promotion and advertising. Starbuck should make strategy of good price reduction strategy in order to enter new markets and maintain current customers. Research and Development
Starbuck can continue in their R&D strategy by being the Technological leader in the coffee retail business. Operation Strategy
Starbuck can continue in the current strategy for depending on employees in management and to make good deals with suppliers to reduce costs. Human Resources
The company should continue in developing and motivating employees as they are their best assets. Information System
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The company should continue in developing their Information System to help the company increasing profitability.
10. Implementation The company can implement the above strategies by: o
Use the best of their Economies of scale to reduce costs.
o
Start new independent Business Unit for New products, with decentralization for products-group structure.
o
They should reduce cross functional tasks to reduce confusion between employees and increase efficiency.
o
Depend on the outsiders of their board to get potential new investments in new businesses.
11. Evaluation and Control Starbucks should evaluate their performance quarterly in 2009 to avoid any accumulative losses and to take quick corrective actions. The best evaluation method for Starbucks will be financial evaluation by measuring the following: 1- ROI for any new investment they made and for the old investments as well. 2- Net profit for each store to separate between profitable and non profitable stores. 3- Net profit for each country to separate between profitable and non profitable countries.
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