starbucks essay introduction

Our Company

Our Heritage

Our story begins in 1971 along the cobblestone streets of Seattle’s historic Pike Place Market. It was here where Starbucks opened its first store, offering fresh-roasted coffee beans, tea and spices from around the world for our customers to take home. Our name was inspired by the classic tale, “Moby-Dick,” evoking the seafaring tradition of the early coffee traders.

Ten years later, a young New Yorker named Howard Schultz would walk through these doors and become captivated with Starbucks coffee from his first sip. After joining the company in 1982, a different cobblestone road would lead him to another discovery. It was on a trip to Milan in 1983 that Howard first experienced Italy’s coffeehouses, and he returned to Seattle inspired to bring the warmth and artistry of its coffee culture to Starbucks. By 1987, we swapped our brown aprons for green ones and embarked on our next chapter as a coffeehouse.

Starbucks would soon expand to Chicago and Vancouver, Canada and then on to California, Washington, D.C. and New York. By 1996, we would cross the Pacific to open our first store in Japan, followed by Europe in 1998 and China in 1999. Over the next two decades, we would grow to welcome millions of customers each week and become a part of the fabric of tens of thousands of neighborhoods all around the world. In everything we do, we are always dedicated to Our Mission: With every cup, with every conversation, with every community - we nurture the limitless possibilities of human connection.

Coffee & Craft

It takes many hands to craft the perfect cup of coffee – from the farmers who tend to the red-ripe coffee cherries, to the master roasters who coax the best from every bean, and to the barista who serves it with care. We are committed to the highest standards of quality and service, embracing our heritage while innovating to create new experiences to savor.

Our Partners

We like to say that we are not in the coffee business serving people, but in the people business serving coffee. Our employees – who we call partners – are at the heart of the Starbucks experience. We are committed to making our partners proud and investing in their health, well-being and success and to creating a culture of belonging where everyone is welcome.

We Believe in the Pursuit of Doing Good

As it has been from the beginning, our purpose goes far beyond profit. We believe Starbucks can, and should, have a positive impact on the communities we serve.

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The History of Starbucks: From Founding to 2024, A Complete Guide

To say that Starbucks is a household name is a hilarious understatement. Starbucks is not just one of the world’s most well-known coffee brands; it’s one of the most well-known brands, period. It’s hard for younger people to imagine a world without Starbucks, and even some older folks might not remember what it was like before there was a Starbucks on every major corner in town.

In this article, we’re going to walk through the history of the coffee giant Starbucks. How did Starbucks get started? Who owns Starbucks? Is it a chain, or not? We’ll answer all these questions and more in this complete Starbucks history.

• When Was Starbucks Founded?

Starbucks was founded in 1971 in Seattle, Washington, by Jerry Baldwin, Zev Siegl, and Gordon Bowker. The three founders met as students at the University of San Francisco. The history of Starbucks is inextricably linked with another coffee company. Baldwin, Siegl, and Bowker were taught how to roast coffee by Alfred Peet, founder of the world-famous Peet’s Coffee & Tea .

The name Starbucks was agreed on by the three founders after a brainstorming session focused on coming up with as many words starting with the letters “st” as they could. Gordon Bowker owned an advertising agency and wanted to focus on “st” names since he thought they were particularly prevalent in successful brands and companies. Among the “st” names was Starbuck, a character from the Herman Melville novel Moby-Dick. The rest, as they say, is history.

• Rise of an Empire

From humble beginnings in Seattle’s Pike Place Market, Starbucks grew to a total of six stores in the Seattle area by 1986. In 1987, the original owners sold the Starbucks brand to a coffee business owner Howard Schulz who piggybacked on top of his existing brands to expand the company aggressively.

In the same year, the first Starbucks locations opened outside of Seattle in Vancouver, British Columbia, and Chicago, Illinois. A mere 2 years later, in 1989, there were a whopping 46 Starbucks locations spread across the western United States and Canada. This was only the beginning of Starbucks’ rise to prominence, and 3 years later, in 1992, Starbucks went public with 140 locations and an impressive $73.5 million revenue.

• Global Presence

The Starbucks we know today is a worldwide phenomenon filling every corner of the globe. In 1996, however, there were no Starbucks outside of North America until July, when the first location opened in Tokyo, Japan. Soon after, in December 1997, the second Starbucks outside of North America opened in the Philippines.

With its foot in the door of the international coffee market, Starbucks continued to expand , and soon there were locations in the United Kingdom, Mexico, and Australia. At this stage, in the early 2000s, Starbucks began acquiring other coffee companies to increase their reach and means of production. Seattle’s Best Coffee, Torrefazione Italia, and Peet’s Coffee were all part of the Starbucks brand by April 2003.

As of 2004, there were approximately 7,000 stores worldwide in over a dozen countries.

• A Brief Interruption

Despite the meteoric rise, the global recession in 2008 put Starbucks’ Cinderella story on pause while the world’s economies sputtered and crashed. Starbucks announced in July that they were closing 600 Starbucks locations, a staggering number considering that 10 years prior, 600 stores would have been about half of all their locations.

Although the recession ultimately cost Starbucks a sizable chunk of its stores and a large number of its worker’s jobs, it proved to be little more than a speed bump. Starbucks began to recover and thrive as the recession eased and economies kicked back into gear.

• Starbucks Today

It’s easy to lose sight of the mind-boggling fact that Starbucks is not franchised. Unlike another global giant McDonald’s, each Starbucks is owned by the parent company. Individuals cannot own and operate a Starbucks in the way a McDonald’s franchise owner can. Instead, Starbucks operates under a license agreement.

As of September 2020, there were 32,660 Starbucks around the globe in 83 countries. Starbucks’ growth over time shows a clear exponential curve indicative of the explosive impact they’ve had on the coffee industry. It is infeasible to expect the growth rate to continue at this level, with Starbucks themselves targeting 55,000 locations worldwide in the next decade. Starbucks has already reached over a billion dollars in annual revenue, posting an astronomical $2.3 billion in revenue in 2020.

Starbucks continues to innovate and adapt to the changing times and push the boundaries of what it means to be a mainstream coffee chain. From vegan-friendly choices to an extensive array of tea and snacks, Starbucks has grown beyond its purely coffee origins to be a one-stop shop for coffee and snacks for people on the go, wherever they may be.

The coffee industry faces new challenges every day. From climate change affecting growing conditions to unsustainable farming practices, the future of coffee has never been more uncertain. One thing is certain, however. Wherever the coffee industry goes in the next several decades, Starbucks is sure to be there, leading the way as the de facto face of coffee.

You may also be interested in: 

• Starbucks Caffeine: What’s in Your Favorite Drink?
• How Much Caffeine in Starbucks Grande Coffee? What to Know!

Featured Image Credit: Natalie Kim, Unsplash

Table of Contents

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Starbucks: Company Analysis

Introduction, marketing strategies, marketing philosophy, pricing strategy.

Competition has gone global and the market and industry dynamics have necessitated the need for companies to make concerted efforts streamlined towards ensuring that high quality goods and services are offered in the market at competitive prices. This has resulted in the adoption and implementation of several tools and strategies geared towards the aforementioned goals attainment. According to Soh (2009) “battles over technology standards have great strategic importance for firms competing in the food and beverage industry”. Starbucks has not been left behind in its quest for the adoption of new technologies and better marketing strategies.

In the operation of Starbucks Company, effective and efficient managerial interventions are widely applied. The company has over the years experienced continuous development in the coffee industry. To effectively and efficiently achieve and maintain this, it has employed marketing approaches which seek to enhance its comparative advantages as well as unlock economies of scale. Building a global brand with a strong presence in 30 countries and reporting revenue of $5.1 billion in 2006 is not an easy thing. It calls for best management in marketing and operations (Pickett and Pickett, 2001).

One strategy that has been used by Starbucks to aggressively market its coffee brand is cause marketing. This is because of the underlying factor that as opposed to person marketing, cause marketing has the capacity to impact emotionally on consumers and the general public. This strategy is well illustrated by the purchase of Ethos Water Company in 2005 by Starbucks with the aim of cleaning up the world’s water supply. Within just a period of five years, Starbucks pulled in one the biggest cause marketing strategy in the history marketing in that it plans to donate $10 million to developing nations that lacked capacity to provide clan water to their citizens. In fact, it has been pointed out in marketing circles that cause marketing forms an effective marketing strategy for international companies because of its ability to elicit emotional impact on the consumers. “More and more marketers are looking for ways to appeal to consumers on an emotional level by indicating that they support the sorts of causes that consumers support,” (Howard, 2005).

In addition to the above, the primary marketing philosophy behind the marketing strategy of star bucks is geared towards employing greater impact on social influences to reach their target market. This has been demonstrated by operational control and innovation and entrepreneurship that it has sought to the entrenchment of a clear mission statement that portray the importance of sociological importance through environmental issues. This issue is succinctly put by Kembell (2002) in stating that “Starbucks doesn’t just rest on its laurels, it demonstrates it through participating and organizing activities such as neighborhood clean-ups and walk-a-thons and once again, the company’s image is strengthened by its actions.”

In its pursuance of its strategic control intervention, Starbucks Company has incorporated in its management the integration of both qualitative and qualitative strategies, the uses financial and non-financial information and customer focus interventions. Furthermore, it rewards all it employees and customers on the basis of relative contribution to the company success. On the aspect of innovation and entrepreneurship, it ensures continuous success in this competitive world and spends a considerable amount of resources in its innovation and it unique. Because of its global presence, Starbucks uses global and second mover strategy to attract and retain its customers. This is demonstrated by the long term marketing plan it signed with Kraft Foods Inc. to “distribute, market, advertise and promote the Starbucks products” (Kembell, 2002).

In addition to the above, the pricing strategy of Starbucks is aimed at giving the customer the best value in return for the price of the product. The pricing strategy is an important attribute and should ideally be focused on the pursuit of a strategy that is based on customers’ perception of value and has been fully exploited by Starbucks to its competitive advantage. This is because of the greater attachment to quality than price. According to Soh (2009), “A comparison of specialty drinks with its competitors reveals very minor differences and Starbucks’ image is one of the key elements to their success,” Starbucks employs the application of intensive distribution that is aimed at capturing all areas in market levels. Last, the branding strategy for Starbucks is the most important characteristic of this top brand is its ability to deliver the benefits that customers truly desire. This is demonstrated through its unique colour.

In conclusion, Starbucks Company stands out comparatively above the rest in the coffee competitive market due the above strategic controls, effective Innovation and Entrepreneurship and best practices in marketing management. This market remains one of the most competitive and dynamic and as such Starbucks must avail a combination of flexibility and customer satisfaction strategies to stay at the top. It has archived an above average score in its management approaches so far.

Howard, T. (2005). Starbucks Takes Up Cause For Safe Drinking Water. USA Today . 160(9), 32-38.

Kembell, B. (2002). Catching the Starbucks Fever: Starbucks Marketing Strategy . Missouri: Missouri State University.

Pickett, S.H.K. and Pickett, J.M. (2001). Internal control: a manager’s journey . John Wiley and Sons.

Soh, P. (2009). Network Patterns and Competitive Advantage before the Emergence of a Dominant Design . Strategic Management Journal. J. , 31: 438–461.

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Starbucks: Strategic Management Essay

Introduction.

The study concerned with preparing strategic management procedure of “Starbucks”. This analysis would focus on a number of key points regarding the external and internal environments, strategic missions, business, corporate and global strategies, corporate governance programs, organizational structures, innovative features and many other issues of related to the strategic competitiveness to earning more than average income.

“Starbucks” at a glance

The companies was established in 1985 aimed to buy and roast better quality coffee beans and sell them as fresh as Italian style. Several accessories and machines were included to prepare coffees as ready to drink beverages. Starbucks also sells the trademarks and licenses by using a number of channels and retail stores are regarded with specialty. However, the vital goal of the company is gain international recognition with operational specialty and selective distribution channels. Annual report-2008 shows that Starbuck earns total 85% of its revenue from the own operated retail, 11% from licensing and 15% from specialty.

Strategic management process

Starbuck’s overall strategic management process could be designed as following:

Environmental analysis

Starbuck’s environmental factors could be examined by PEST analysis as following:

• Political factors: Starbuck has ‘gained ground’ regarding the ethics and supplier relation while it is also in a risk of imposition of greater control by China government regarding a minimum level of risks of interpretation, intellectual property enforcement and related laws while there is a chance of being penalized and restriction of launching new stores. David, F., (2008) argued that target markets of developing countries political conditions are causing the similar problems.
• Economic factors: Starbuck scored a high net income of $9.4 billon in 2007. In 2006 it gained $7.8 billion as net revenue. At the same time licensing revenue was $1.0 billion results from the high sales growth rate and the CPG business. The company has also proved its economic excellence by a global revenue of $1.3 billion, sales growth by 8% with others income of $29 million by the year 2006.
• Socio-cultural factors: Kotler, P. (2006) said CSR enables the company to providing social, economic and environmental satisfaction to public with 172000 competent employees.
• Technological factors: Modern technological supported Starbucks card for customer service, convenient central management of products and pricing for international distribution are very significant with technical expertise for production line.

Environmental concern

It includes a number of factors, like- resources, capabilities and core competencies. Those are as following:

• Resources: David, F., (2008) argued that under resource based theory, a company has 6 types of resources. Thus, Starbucks resources are:

• Financial resources: The comparative financial possession of the company could be presented as:

Starbucks is capable to gain high revenue and sales growth and a better EPS all that augmented to meet up the sales target in restaurant and retail sector of USA.

• Organizational resources: Regarding the organizational structure, Starbucks expanded in the field of retailing and situated with high traffic and visibility areas involving suburban centers, university campuses and situated outside of retails houses with various channels.
• Physical resources: It includes land, buildings, store equipments, leasehold improvements, equipments for roasting, and furniture, fixtures and others resulting total value of $28904330 by the year 2007.
• Technological resources: Starbucks is in top to performing its task by adopting modern technologies. For this purpose, it has implemented card system for customer service with entire process of maintaining restaurant service, retailing and global operations with innovative supports.
• Intellectual and human resources: Starbucks R&D is enriched with scientists, chemists and culinarians who are active for technical installation of foods, beverages and other machineries. It incurs about $7.0 million, $6.5 million and $6.2 for the year 2007, 2006 and 2005 for the R&D costs relative to testing process improvements of products and corporation.
• Reputation resources: Starbucks affords a high brand value and keeps continuous effort develop in future in North America. This reputation is the outcome of consumer perceptions about the quality, trust and ethical factors in every market segment. The generated goodwill for the year 2007 was $127636 in United States, $78289 around the world, $9700 in CPG and a total of $215625 in total.

SWOT analysis Starbucks Corporation

• Starbucks has outstanding brand awareness and quality image which helps to.
• It has websites to cover spread its business all over the world.
• It has skill and efficient employees and administration.
• It has make huge profit from capital lease, in last three years it has made $12.8 million from lease capital.

Weaknesses:

• Pricing and availability for all sorts of customers.

Opportunities:

• Starbucks has strong capital and resources for further expansion.
• Increased consumer interest on new products.
• Competitors are the main threats for Starbucks Corporation
• Last year it had failed to meet market expectation

Capabilities

Capabilities enable the company for creation and exploitation of opportunities for the development of sustainable advantages while a utilization of adroitness and insights. The flow of capabilities of the company can be shown as:

• Building of heart relationships with customers by the products.
• Maintenance of community services and strong supply chain with the distributors.
• Sourcing, roasting and improvement in making worldwide famous coffees.
• Committing to the acts of environmental leadership.
• Sharing possible and related information with stakeholders and partners.
• Innovative and diversified adaptive tendency.
• Controlling and evaluating the performance of every project.
• Initiating for co- branding as well as marketing performances.
• Operational swiftness at in store selling.
• Effectiveness in infrastructure of administration.

Core competencies: It indicates Starbucks resources and capabilities which are providing as a modem of competitive advantage, like quality, taste, flavor and diversification that distinguish it competitive and glorify its image and personality.

Formulation of strategies

Thompson, A., argued that strategic options are coordinated and interrelated set of actions that has been designed for exploiting the core capacities and competencies for achieving competitive advantage. So, according to the standard model, Starbucks generate several strategic options through some systematic phases from business- level to co- operative strategy:

Thus, a number of strategies at this level are as:

Business- level strategy

Starbucks can generate this type of strategy by using Porter’s generic strategy as below:

• By following the cost leadership strategy, Starbucks will be able to provide coffee beverages at the lowest costs in relation to other competitors’ like- McDonald’s, KFC, and Pizza Hut.
• Dibb, S. et al (2001) argued that by following the differentiation strategy, the company can deliver unique attributes and features to the target customers. Here, Starbucks can offer the finest whole bean coffees, quality green coffees and other unique items. At the same time providing an effort to catch the customers according to their working, traveling, dinning places as a symbol of offering values at a distinctive way. The formulation of differentiation strategy can be shown as following:

But before running with these options, the company should consider a number of factors as bargaining power of suppliers and customers and suppliers, potential entrants, substitutes etc.

• Griffin, R. W. (2006) mentioned that the company can also adopt focused cost leadership strategy for the purpose of providing the customers with “affordable solutions for better living” by offering the products at a lower price for the particular segment of the market 9 .
• Focused differentiation strategy will enable the company of offering unique differences to match the significant needs of a small segment of the target market.

Competitive dynamics

At this phase Starbucks can attempt to create competitive dynamics that comes from a series of competitive actions and responses among the competitors within the ready- to- drink beverage industry which may be affected by a number of factors, like- resource similarity, relative size of the firm, innovation, quality etc.

Corporate-level strategy

This concept focuses on diversification that involves the company’s retail segment offers the diversified sales mix of items for the year 2007 as:

Acquisition and restructuring strategies

Through the acquisition strategy, Starbucks will be able to buy a control or 100% interests in other company by using the core competency more effectively through the making of the bought firm a subsidiary in the sole portfolio. So, it can consider that strategy to gain:

• Increasing market power by horizontal, vertical or related acquisition.
• Overcoming entry barriers in newer or less- repudiated segment, like- North America.
• Increasing the speed to market.
• Increasing diversification.
• Reshaping own competitive scope etc.

For such purposes, Starbucks has bought a 90% stake in the licensed operations located in Beijing- China in the first quarter of last year. Because of the lion ownership from that acquisition, it has used the consolidation approach for the relevant data.

Another important aspect of acquisition is licensing of retail stores. Here, it leverages the zonal partners and stocks for the operational and store improvement expertise. Annual report-2008 demonstrated that by the year 2007, there were 3891 licensed stores existed in United States. Additionally, it also has this sort of relationship with Craft Foods, Inc., coffee partnership in North America with a joint partnership with Pepsi in while Starbucks has an equal investment of 50% for the bottled Frappuccino, Double Shot and espresso beverages.

Through restructuring, Starbucks will be able to sustain the fall in acquisition with others by changing the operating sets or financial structure. It can take many forms, like:

• Downsizing for reducing the number of employees and operating units with no changing in business portfolio.
• Downscoping for spinning off or offsetting business which are not related with its core business objectives.
• A leveraged buyout (LBO) for purchasing all the company’s assets for the purpose of privatization.

International strategy

Since Starbucks is operating and distributing services over 15000 stores in 43 countries, to become a successful player in the international market it should consider the following factors:

• Factors of production.
• Demand conditions.
• Related and supporting industries.
• Firm’s strategy, structure and rivalry.

Hill, C., (2007) argued that its global store base is growing vastly while the company is obtaining contribution of renowned global segments by the investment and the emerging that segment. For example- China, Russia, Brazil. The current segments demand a vast support company regarding the present revenues and operating profits. In 2006, the company earned total net revenues of $1302914 from its international market because of high sales volume of goods as well as lower costs of sales involving vast distribution of fixed costs and low dairy costs which are contributing greatly for the compensation based on stocks.

Co-operative strategies

In the light of the existing plans and situations, Starbuck can develop various types of co- operative strategies as following:

• By composition of strategic alliances, it can combine the resources, capabilities and core competencies with other firms for gaining the mutual interest in designing, distributing and producing goods.
• By joint- ventures it can enjoy benefits by the combination of assets as it is doing now.

Implementation of strategies

The company can implement the above projected and proposed strategies by the following dimensions:

Corporate governance

It dictates the co- relation of all the stakeholders in terms of control and directive performance of Starbucks. These ruling bodies are committed for maintaining the straight and powerful principles of growth. For that issue, Starbucks board of directors has taken rules of governance and committee for charters for directing the activities. This board consists of 9 directors, minimum majorities that face all the flexible demands of NASDAQ as well as the SEC (Securities & Exchange Commission) of United States. Additionally, it has installed an ethical code in respect to the CO, CF, controller and leaders of finance for a “code of ethics” indicated by the SEC rules.

Thus, the corporate governance structure can be presented as following:

• Board of directors: This group is responsible for performing at the owner’s profits by the systematic monitoring and controlling the business. Starbucks board of directors include Howard Schultz, Barbara Bass, Howard Behar, Mellody Hobson, Javier G. Teruel and many others as chairman, president, director, retired vice chairman etc.
• Senior officers: It includes CEO, CFO, president, executive vice president, senior vice president for marketing, global manufacturing operations, partner resources, global logistics, Asia- pacific, global procurement and coffee, Latin America, global coffee of Starbucks, business solution etc.
• Compensation program: The Company’s compensation schedule based on stock has been established according to the SFAS No. 123(R) or “Share- Based Payment Schedule” provision. The Black- School- Merton Model is used for pricing policy according to the subjective guesses that entitles time period for partners and stock price volatility.

Organizational structure and control

The organizational structure of Starbucks is as following:

Since Starbucks is highly differentiated in its own industry, it basically follows the following functional structure:

Additionally, the company operates the controlling function for assurance of material data according to the SEC’s references for the timely decision making.

Strategic leadership

Starbucks maintains such issue for anticipation, envision and flexibility of the entire planning as:

Corporate entrepreneurship and innovation: It includes about 170000 committed employees, efficient operating team, management capability and experienced R&D of which all are responsible for the company’s handsome revenues, net income and global goodwill. The company proves its environmental concern by utilizing and selling environmentally healthy goods, taking the social concern as value of the company, and other affairs.

Recommendations

To become more effective and efficient, Starbucks should concentrate on the following issues:

• It should be alert about the expectation of market since there exist a chance of reducing the stock price at an extensive and sharp rate.
• Should be concerned about war, terrorism or political fluctuation.
• At present the company has to compete against the qualified restaurants in U.S.A and the established companies are offering a great threat for Starbucks.

Since the company’s another lion revenues come for international sector, it should take in mind about some risk factors:

• Fluctuated rate of currencies.
• Uncertain economic, social and political factors.
• Interception of rigidity of laws etc.
• Richer prospect and flexible contract with China government as there the company is facing a major entry barrier for laws and regulations.
• Conducting campaigns and other efforts to remove public thoughts about the negative effects of coffee on health by illness and other fatal impacts.

Though the company typically faces all of those challenges, it is somewhat possible to handle it with an exact strategic and appropriate strategic planning and a proper management of it.

Starbucks, a core coffee company is managing the strategic process in a quite well structured way with adequate amount of resources, capabilities, core competencies, social responsibilities, innovative approach, worldwide distribution network, and many other factors for which in the previous year it has experienced targeted opening of new centers, in- store sales growth and consumers pressure in retail and restaurant business which converted into 21% of net revenues and 16% increase in earnings during that year although the company faced a number of major challenges.

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Starbucks Analysis

This company began with an idea from three good friends who had a strong passion for gourmet coffee. They developed this idea and opened their first store in 1971 in Washington, which served the world’s finest, fresh-roasted whole-bean coffee, and towards the end of 1970s, it gained momentum within Washington. Starbucks began to experience real success in the 1980s, when Howard Schultz became the new head marketer. However, the concept of Starbucks becoming a place to socialize and relax between the periods of work and home was established.

Implied Corporate, Business, Functional Strategies

The strategies implemented by Starbucks at the corporate level are the reduction in price by producing new products of coffee using cheaper beans or using special discount promotion in order to increase sales.

At the functional level, advertisements are developed through the internet, especially the Facebook, where consumers conveniently have more access to Starbucks’ details. This helps in market penetration and development, which increases sales and reduces the company’s weaknesses.

At the business level, Starbucks effectively pursues the focus-based strategy in conjunction with the cost leadership or differentiation-based strategy. However, in order to increase its strength, Starbucks needs to improve on its focus strategy because other competitors are attempting to specialize in the coffee business.

Starbucks Mission, Vision, Values

The current Chief Executive Officer, Howard Schultz, designed the culture and mission of Starbucks after a trip to Italy, where he discovered the espresso culture and fell in love with it. He discovered the potential to create the same culture in Seattle. Since then, Starbuck’s goal was to build an experienced way of serving coffee. This goal made it possible for the coffeehouse to branch out and be accepted globally (Cheema, Dahlin, Grewal, Jagpal and Roux 1-2).

The company’s mission statement “to inspire and nurture the human spirit: one person, one cup and one neighborhood at a time” is achieved using the following principles:

• “ Our Coffee .” Starbuck is always passionate about ethically sourcing the finest coffee beans, roasting them with great care and improving the lives of those who grow them. The company’s belief is that it has always been and will continue been about the quality.
• “ Our Partners .” Starbucks believe it is not just a job: it is its passion, and that is why it is called partners. The organization embraces diversity in creating a place where everyone can be real. Treating each other with dignity and respect is its watchword.
• “ Our Customers .” The business always tries to fully engage, connect and laugh with, and also aims at improving the lives of their customers even if the time is limited.
• “ Our Store .” Starbucks’ store is a haven and relief from the worries outside where customers feel the sense of belonging, always full of humanity.
• “ Our Neighbors .” Starbucks takes serious responsibility in making sure it is a good neighbor because every store is part of a community.
• “ Our Shareholders .” The corporation is committed to ensuring that its shareholders also enjoy the success they require (Starbucks Coffee Company 2011).

The Company’s Business Model

Starbucks has adopted the five-force model as discussed below for its business functionalities whereby it analyzes the forces that operate among its competing sellers. It describes the rivalry that exists among its competing sellers, the threats from substitute products and services, as well as potential new entrants, the influence from suppliers, and also the power of buyers of its products.

The Company’s Key Objectives for Measuring Its Performance

A measurement model is designed for clarification the integration between external and internal performances of the company. It is very difficult for an organization to be productive without the internal and external performance factors. Therefore, it is important to have a performance measurement model for assessing activities such as delivery time and new products introduction, the project lifecycle, increasing number of new and repeated customers, market value of the organization and customers’ attrition rate. Starbucks uses the balance scoreboard for measuring its performance, which results in obtaining the specific level of project outcomes of the company. The five-step procedure is applied to measure the immediate and intermediate result of its accomplishments, and the ultimate results of its accomplishment in the market. Additionally, these levels of results define the company’s key objectives (Lakshminarasimhan).

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However, this business model has been effective in the Starbucks business process because it focuses on the effects of competition from other companies that provide similar products and services, and uses the resources and capabilities to take advantage of their weaknesses.

External Environment Analysis

The five-force model of competition illustrates the five major sources of competition faced by Starbucks and the interaction between them. These forces, which have different levels of influence on the competition faced by Starbucks, are discussed below:

• The rivalry that exists among the competitive sellers in the industry.
• The threat of drink-alternatives to coffee, such as colas, juice and tea that are prepared and sold both at home and in the retail market.
• The threat that arises from emerging companies which sell similar products.
• The power of suppliers as a threat comes from the operations of the suppliers like coffee and diary vendors.
• The threat from the power of buyers has little influence on Starbucks.

Nevertheless, the interaction among these five-forces is illustrated in Figure 1 below. It shows how each force influences competition among competing sellers in the market (Cook 5-10).

Competitor Analysis

Starbucks’ major competitors are specialty coffee shops and quick restaurants. This company believes that its customers choose retailers primarily based on services provided, price, convenience and product satisfaction. In recent times, the corporation has experienced a significant direct competition from large quick-service restaurants in the US, which have greater marketing and operational resources more than Starbucks actually has. The organization also faces competitions from other international companies in the coffee-beverage market.

The intensity of this competition increased as businesses try to improve their position in the market by reducing prices, increase market efforts or introduce new products or substitutes. On 26 February, 2008, Starbucks closed its operations for several hours in order to train their employees, and Dunkin Donuts took advantage of the opportunity and gained new customers.

However, food choices, restaurant ambience, and pricing form the diversities among competitors and customers may choose based on preference. Some offer bakery-caf? menu while others offer a full menu and the prices on them vary among competitors as well. Starbucks experienced a high substitution threat because new products could be the start of the next consumer trend, creating initial high demand for them. Highly caffeinated drinks, such as Red Bull and Monster, have proven this capability, whereby some former coffee drinkers now prefer to obtain caffeine from those energy drinks or from soda, rather than getting it from coffee products. Research shows that more than 77 percent of adults over 18 years consume coffee on occasional or daily basis. This fact recently made Starbucks introduce a 99-cent cup of coffee in order to help them compete with other lower-priced competitors and with the sagging economy. The main competitors in this industry are:

• McDonalds . The two brothers named Mac and Dick McDonalds opened their first restaurants in 1940 in San Bernardino, California. On 31 December, 2007, they had about 31,377 McDonalds restaurants in 118 countries, which are serving about 54 million people every day as the world’s largest fast food chain restaurant. This company first upgraded their coffee in 2006 to compete with other companies. McDonalds has a larger demographic than Starbucks where by caters to families with senior citizens, children, teenagers, and adults with its well-established menu offerings, while Starbucks is considered to be a luxury for the affluent. The advantage it has over Starbucks is its significantly large amount of traffic.
• Dunkin Donuts . The first Dunking Donuts was opened in Quincy, Massachusetts, by William Rosenberg in 1950. Presently, there are more than 13,000 Dunkin Donuts in almost 50 countries worldwide with sales of $6.4 billion in 2006. They were initially known for their doughnuts and coffee, and after some years, they introduced new products, such as bagels, breakfast sandwiches and muffins. In order to compete with specialty coffeehouses, they extended their coffee offerings to include lattes, coffees, tea, flavored hot chocolates and coolattas.
• Panera Bread . Panera Bread was founded in 1981 by Louis Kane and Ron Shaich. It was originally named Au Bon Pain Co., Inc., and changed to Panera Bread Company in 1998. It presently has more than 1,160 bakery-cafes in 40 states in the United States and its headquarters is in Richmond Heights, Missouri. Its product lines include artisan and specialty bread, baked goods, coffee, espresso drinks, salads, gourmet pizzas, made-to-order sandwiches and custom roasted coffees. The closest competitor to Starbucks is Panera’s ambience of casual dining which also provides Wi-Fi connectivity to customers. Its pricing is set so that customers will perceive the great value of high-quality food at reasonable prices that will hopefully encourage customers to repeatedly patronize them.

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Industry Driving Forces

Industry driving forces are operational in the coffee industry and may affect the market as a whole. Starbucks’ retail strategy, which is focused on maintaining loyalty and repeating business among the targeted markets, includes hiring and training of knowledgeable counter servers. The latter provide customers with the opportunity to enjoy a relaxing atmosphere. Besides. they educate customers about their specialty coffee drinks and other associated products. Starbucks supports its strategies with retail mix just like other companies:

Stores are located in the most highly visible places, and hubs are created in centralized cities or regional centers for expansion into neighboring markets. Merchandise assortment, which is based on sales distribution, includes coffee beverages, food items, whole-bean coffee and other coffee-related equipment. The partnership treatment it offers to its employees due to their training, benefits, empowerment schemes, and growth opportunities motivates them to always improve on their productivity.

Industry Key Success Factors

In every industry, the key success factors illustrate the elements of its organizational activities that determine its future success. These core factors are following:

• Customer service : Its excellent customer services are adopted as a very important source of competitive edge base on increasing the amount of coffee shops.
• Social responsibility : In the past several years, the industry tried to increase its impact of corporate social responsibilities by increasing its level of engagement in the fair trade, employee treatment, carbon emission policies, and recycling policies, which are seen as notable success factors.
• Shop design : Coffee shops are usually positions as a third place apart from their workplaces and homes, where they can spend most of their time in relevant atmosphere with music and interior design.
• Quality of products : The quality and freshness of its products, which fuels the level its customers’ expectations, has been an extremely significant factor in the coffee industry.
• Customer loyalty reward programs . The level of attractiveness of its loyalty programs that offer discounts and other advantages to customers impacts the level of their behavior (Botten).

Overall Analysis of the Industry

Based on the data obtained about the industry, we can say that it is after its customer’s satisfaction, which aims at providing a favorable environment for people to rest while providing high-end quality coffee drinks at affordable prices.

Internal Analysis

The present strategies employed by Starbucks are very effective as reflected in the results for the fiscal year 2012. The statistical results obtained for the period show that the strategies put in place by Starbucks are vital but could also be improved by always aiming higher and setting effective and long-term goals.

Financial Analysis

This evidences the financial status of Starbucks, which is a result of some marketing decisions that have been put in place as discussed below:

• Total revenue increased in fiscal year 2012 with 14% to $13.3billion in comparison to the $11.7billion in 2011. This change was primarily based on the 7%-increase in the worldwide comparable store sales.
• The consolidated operating income increased to $2 billion in fiscal year 2012 from $1.7 billion in 2011, and the operating margin also raised from 14.8% in 2011 to 15% in 2012. This was caused by the increase in sales leverage and the absence of charges in fiscal year 2012.
• The cash flow from operations also grown from $1.6 billion in fiscal year 2011 to $1.8 billion in 2012. Additionally, the capital expenditures increased from $532 billion in 2011 to $856 billion in 2012.
• Starbucks’ EPS for fiscal 2011, which was $1.62 billion, raised to $1.79 billion in 2012, which was based on the improved sales leverage, partially offset by the impact of higher commodity costs in fiscal year 2012 and the gain recorded in the fourth quarter of 2012 (Starbucks Corporation 2012).

Company’s Competitively Important Resources and Capabilities

The resources and capabilities of Starbucks are classified into tangible and intangible ones. The tangible resources and capabilities are following:

• Retail Store . Starting from the 1990s, this company has been rapidly expanding by building numerous amounts of stores around the world. However, because of its sophisticated location strategy, it has been able to occupy premium locations. Nonetheless, this became the corporation’s main resource in expanding its reach or at least for maintaining its leading position in the market.
• Manpower . Starbucks has accumulated thousands of employees who serve as a strong resource team. Starbucks employees tend to offer more capabilities to the company based on their potentials.

The intangible resources and capabilities of Starbucks include its continuing growth in the product equity, the new experience concept with the display of innovative products, and its cozy atmosphere, with the internet connectivity, promotion, seasonal themes, etc.

Is the Company Able to Seize the Market Opportunities and Nullify External Threats?

Based on the resources and capabilities of Starbucks, it has been able to seize the market opportunities and improve on those resources and capabilities in order to nullify external threats.

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Starbuck can compete on all grounds with its competitors in accordance with its cost structure and the value it places on its customers. This company values its buyers and sets high standards for retaining them and capturing new consumers as well, which makes it more competitive in the market.

SWOT Analysis

Starbucks has proven to be the an innovative company by introducing the automatic espresso machines and prepaid cards, which result in less transaction time that makes it possible to generate higher revenues and greater convenience for the customers. Other innovations in this organization are the provision of wireless internet services, online pre-order services.

• The extremely flexible nature and efficient organization of Starbucks allows it to set up new stores within shorter periods of time.
• The strong financial performance of this company with the net earning up to 22 percent in 2006 makes it almost debt-free. This makes it possible for the enterprise to develop new products and also invest in the new markets and fight the competition.

Starbucks’ unprecedented treatment to the employees that included health insurance and stock options benefits were seen as the reason for its market penetration, which made employees become more dissatisfied and felt underappreciated. This caused the danger of the negative service impairment and high cost due to the high employee turnover rate.

• Its dependence on its home market that is the US. The 17 percent of revenue internationally generated in 2006 by the company only accounted for less than a quarter of its 12,440 stores worldwide. This shows that Starbucks has not yet truly transformed itself into a global organization.
• This company also relies on a narrow product mix. More than three quarters of its retail sales are from beverages. Despite its creativity regarding the beverage innovation, it still relies on one product group, which makes it more vulnerable in terms of the consumer changes.

Opportunities

The company’s increase in the international presence by opening new stores abroad is considered as a great opportunity and potential for 20,000 non-US-based stores.

• It is easier for Starbucks to capture additional consumers’ shares of wallet than it will be for the new market entrants and smaller competitors.

The company’s business model does not seem to be invulnerable to competition, and more businesses are becoming attracted to the upscale coffee market, such as McDonald’s, which is its biggest threat probably.

• Its consumers’ willingness may change due to the environmental conscience public opinion because Starbucks always has the intention of appearing as a caring company.

Are the Company’s Cost Structure and Customer Value Proposition Competitive?

The cost structure and customer value proposition put in place by Starbucks is very competitive as a result of measuring the value system based on the value chain as discussed below:

• The impact on the internal organizational occurrence due to the global calamities, increasing unemployment, recession, or increased workload.
• Its impact on the functional inputs because of the changes in the internal organization (as in step one) such as funding, technological support and employee attrition.
• The action items that are driven by the functional inputs (as in step 2) mark the starting point of the measuring process. In this step, the various parameters like the amount of money spent on overall production are measured.
• This organization starts measuring the outcomes based on the inputs (as in step 3 above). The data collected is being analyzed and also quality audit, customer satisfaction, end products and deliverables and post sales services are assessed.

However, the three levels of project outcomes measured in this step are: immediate, intermediate and ultimate results (Lakshminarasimhan).

In conclusion, Starbucks has been a worldwide purveyor of the finest coffee and has established itself as the most employee-valued company while still retaining its uncompromising standards and values for its customers. The company’s global recognition is based on the strategies put in place and the models used in its business processes.

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Geography of Moscow, Russia

Learn 10 Facts About Russia's Capital City

• Urban Geography
• Physical Geography
• Political Geography
• Country Information
• Key Figures & Milestones
• M.A., Geography, California State University - East Bay
• B.A., English and Geography, California State University - Sacramento

Moscow is Russia's capital city and is the largest city in the country. As of January 1, 2010, Moscow's population was 10,562,099, which also makes it one of the top ten largest cities in the world. Because of its size, Moscow is one of the most influential cities in Russia and dominates the country in politics, economics, and culture among other things. Moscow is located in Russia's Central Federal District along the Moskva River and covers an area of 417.4 square miles (9,771 sq km).

The following is a list of ten things to know about Moscow: 1) In 1156 the first references to the construction of a wall around a growing city called Moscow began to appear in Russian documents as did descriptions of the city being attacked by the Mongols in the 13th century. Moscow was first made a capital city in 1327 when it was named the capital of the Vladimir-Suzdal principality. It later became known as the Grand Duchy of Moscow. 2) Throughout much of the rest of its history, Moscow was attacked by rival empires and armies. In the 17th century a large part of the city was damaged during citizen uprisings and in 1771 much of Moscow's population died due to the plague. Shortly thereafter in 1812, Moscow's citizens (called Muscovites) burned the city during Napoleon 's invasion. 3) After the Russian Revolution in 1917, Moscow became the capital of what would eventually become the Soviet Union in 1918. During World War II, however, a large portion of the city suffered damage from bombings. Following WWII, Moscow grew but instability continued in the city during the fall of the Soviet Union . Since then, though, Moscow has become more stable and is a growing economic and political center of Russia.

4) Today, Moscow is a highly organized city located on the banks of the Moskva River. It has 49 bridges crossing the river and a road system that radiates in rings out from the Kremlin in the city's center. 5) Moscow has a climate with humid and warm to hot summers and cold winters. The hottest months are June, July, and August while the coldest is January. The average high temperature for July is 74°F (23.2°C) and the average low for January is 13°F (-10.3°C). 6) The city of Moscow is governed by one mayor but it is also broken down into ten local administrative divisions called okrugs and 123 local districts. The ten okrugs radiate out around the central district which contains the city's historic center, Red Square, and the Kremlin. 7) Moscow is considered the center of Russian culture because of the presence of many different museums and theaters in the city. Moscow is home to the Pushkin Museum of Fine Arts and the Moscow State Historical Museum. It is also home to Red Square which is a UNESCO World Heritage Site . 8) Moscow is well-known for its unique architecture which consists of many different historic buildings such as Saint Basil's Cathedral with its brightly colored domes. Distinctive modern buildings are also beginning to be constructed throughout the city.

9) Moscow is considered one of the largest economies in Europe and its main industries include chemicals, food, textiles, energy production, software development, and furniture manufacturing. The city is also home to some of the world's largest companies. 10) In 1980, Moscow was the host of the Summer Olympics and thus has a variety of different sports venues that are still used by the many sports teams within the city. Ice hockey, tennis, and rugby are some popular Russian sports. Reference Wikipedia. (2010, March 31). "Moscow." Moscow- Wikipedia, the Free Encyclopedia . Retrieved from: http://en.wikipedia.org/wiki/Moscow

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Home — Essay Samples — Geography & Travel — Travel and Tourism Industry — The History of Moscow City

The History of Moscow City

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Published: Feb 12, 2019

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