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1、A Brief Case Study of StarbucksOutline of the case study. Brief introduction of Starbucks. Starbucks in the world. Starbucks in China. Starbucks on the Internet. Recommendations .Brief history of StarbucksStarbucks has always been a place where you can find the worlds best coffees. But in 1971, you
2、would have had to travel all the way to our only store in Seattles historic Pike Place Market. 1970s The first Starbucks opens. The name comes from Herman Melvilles Moby Dick, a classic American novel about the 19th century whaling industry. The seafaring name seems appropriate for a store that impo
3、rts the worlds finest coffees to the cold, thirsty people of Seattle. 1980s Howard Schultz joins Starbucks in 1982. While on a business trip in Italy, he visits Milans famous espresso bars. Impressed with their popularity and culture, he sees their potential in Seattle. Hes right after trying lattes
4、 and mochas, Seattle quickly becomes coffee-crazy. 1990s Starbucks expands beyond Seattle, first to the rest of the United States, then the entire world. After becoming one of the first companies to offer stock options to its part-time employees, Starbucks becomes a publicly traded company. 2000s Th
5、e Starbucks phenomenaon continues. As of this writing, Starbucks has more than 6,000 locations in over 30 countries. In addition to our excellent coffees and espresso drinks, people now enjoy for Tazo? tea and Frappuccino? blended beverages. Starbucks in the world With more than 5,500 coffeehouses i
6、n over 50 countries, its clear that their passion for great coffee, genuine service and community connection transcends language and culture. They knew they were onto something when they decided to open the first international coffeehouse in Tokyo back in 1996. The response was extraordinary, and to
7、 this day theyre still amazed by how warmly their coffee shops have been embraced by millions of people around the world. Built on Great Global Partnerships They owe much of their global success to the international partners. In fact, they wouldnt be the universally respected brand they are today wi
8、thout their commitment to bringing their coffees to the world. How they choose partners is critical to the success they enjoy. You could say theyre kind of picky. They like to delve deep into another companys soul. Shared values, strategic fit, good leadership and a strong track record are among the
9、 most important qualities they look for. Respect for Local Cultures Their chairman Howard Schultz summed it up nicely when he said, “We remain highly respectful of the culture and traditions of the countries in which we do business. We recognize that our success is not an entitlement, and we must co
10、ntinue to earn the trust and respect of customers every day.” Starbucks Expansion Strategy Starbucks developed a geographic expansion strategy that targeted areas which not only had favorable demographic profiles but which also could be serviced and supported by the companys operations infrastructur
11、e. For each targeted region, Starbucks selected a large city to serve as a hub; teams of professionals were located in hub cities to support the goal of opening 20 or more stores in the hub in the first two years. Once stores blanketed the hub, then additional stores were opened in smaller, surround
12、ing spoke areas in the region. To oversee the expansion process, Starbucks created zone vice presidents to direct the development of each region and to implant the Starbucks culture in the newly opened stores. All of the new zone vice presidents Starbucks recruited came with extensive operating and
13、marketing experience in chain-store retailing. Building a Top Management Team Schultz continued to strengthen Starbucks top management team, hiring people with extensive experience in managing and expanding retail chains. Orin Smith, who had an MBA from Harvard and 13 years experience at Deloitte an
14、d Touche, was brought in as chief financial officer in 1990 and then was promoted to president and chief operating officer in 1994. The four key executives during the companys formative yearsHoward Schultz, Dave Olsen, Howard Behar, and Orin Smithcontributed the most to defining and shaping the comp
15、anys values, principles, and culture. As the company grew, additional executives were added in marketing, store supervision, specialty sales, human resources, finance, and information systems. Schultz also took care to add people to Starbucks board of directors who had experience growing a retail ch
16、ain and who could add valuable perspectives. International Expansion In markets outside the continental United States (including Hawaii), Starbucks strategy was to license a reputable and capable local company with retailing know-how in the target host country to develop and operate new Starbucks stores. In some cases, Starbucks was a joint venture partner in the stores outside the continental Untied States. Starbucks created a new subsidiary, Starbuck
