Starbucks is an American company selling coffee cup to customers in their own stores all around the world. This firm is more present in manufactured countries such as in the North American and East Asian areas and also in Europe.
Nevertheless, the area that we are concerned is Europe and especially France where the competition and the rivalry in this coffee store sector is really important.
In order to compete and differentiate its offer, Starbucks has to improve its competitive advantage by anticipating customer behaviors and the trends of the markets. Therefore, we are thinking that Starbucks has to adopt and implement a new Strategy to keep a real advance behind their competitors by launching a Blue Ocean Strategy.
In this final paper, we will explain you the new vision of Starbucks Corporation to implement this new strategy of launching a new concept of drive-through stores in Europe in 2011.
Consequently, we will explain you this strategy in four steps which are at first set up where we are, then where we want to go, how to get there and finally how control, evaluate and improve our implementation plan.
[...] Graph Porter Analysis of the Sector of Coffee Stores in Europe in 2010. To keep this position of leader on the coffee market, Starbucks has significant success factors which are the following: • Starbucks' know how and its immense popularity with a strong brand awareness, ethical values and a high brand image • High level of customer loyalty • High level of quality of the products sold. • Efficient services process and the corporate lifestyle around the coffee (Starbucks experience) • The way that Starbucks promotes its brand and uses communication tools So, to differentiate its offer and the added services Starbucks stores have to be appealing to the markets and quickly answer to the new needs of customers and be the first to adopt and launch innovative products and concepts. [...]
[...] Therefore, financially speaking, we would like to increase our global sales in Europe by by the end of 2011; 10% by 2013 and 30% by 2015. This Blue Ocean Strategy is therefore to launch a new concept of drive- through as Mc Donald's made it. Indeed, according to a survey made by Starbucks Corporation in their stores in 2009 in Europe and especially in France of the current customers buy and immediately leave the store to consume their coffee outside. [...]
[...] Furthermore, the same concept of Starbucks is duplicated in all countries where it operates. Starbucks stores are exclusively non-smoking stores to preserve the aroma of coffee and respect legislative standards. The atmosphere of Starbucks is pretty much the same in different neighborhoods. You can relax with light music playing in the background; It is also possible to enjoy Internet access through its free Wi-Fi access, it allows Starbucks to keep customers longer and have them consume more while they are in the store. [...]
[...] This is an important reason for Starbucks to adopt a new vision statement and launch a new Blue Ocean Strategy to decrease one of the unique weaknesses that the brand suffers from in Europe: the long waiting lines in its coffee stores. Thanks to this strategy, Starbucks could maintain and improve its position in the European and French market. Furthermore, the most important thing is that opening drive-through stores will bring to the American company a new market by tapping into the coffee house market. INTRODUCTION Starbucks is an American company selling coffee to customers in its own stores all around the world. [...]
[...] The first “coffee pub” store was opened in 1984 in the sixth Starbucks store in Seattle. In the same year, the CEO, Mr Baldwin, decided to focalize more on the beans' quality with the acquisition of its then bean supplier. The guarantee of the coffee quality ensured by social, environmental and economic factors in different countries where Starbucks is located, is one of the main and central values of Starbucks coffee policy. It is one reason why the idea of selling coffee beverages in the stores was abandoned quickly after focus shifted to quality research. [...]
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