STRATEGIC MANAGEMENT 5

by
Wilfred Shayoya

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 TABLE OF CONTENTS
1.0 Introduction...........................................................................................................................1
1.1 Implementation, Monitoring and Control System of Starbuck Strategic Plans....................1
1.1.1 Production and Operations............................................................................................1
1.1.2 Marketing......................................................................................................................2
1.1.3 Research and Development...........................................................................................2
1.1.4 Management..................................................................................................................2
1.1.5 Financial and Accounting..............................................................................................2
1.1.6 Strategic Control............................................................................................................2
1.1.7 Contingency Planning...................................................................................................3
1.2 Key Success Indicators of Starbuck Coffee’s Strategic Plan...............................................3
1.2.1 Market leadership..........................................................................................................3
1.2.2 Superior store locations.................................................................................................3
1.2.3 Supply chain management.............................................................................................4
1.3 Potential Risks during Implementation................................................................................4
1.4 Effectiveness of Starbuck Coffee’s Strategic Plan...............................................................6
1.4.1 Excellent Strategic Locations........................................................................................6
1.4.2 Brand Recognition- Equity, Customer Loyalty, and Cult Status..................................6
1.4.3 Strong Global Presence and Large Size........................................................................7
1.4.4 Company Culture and the Management of Human Resources.....................................7
1.4.5 Corporate Social Responsibility....................................................................................7
1.4.6 Technology Leveraging and Mobile Outlet..................................................................8
1.4.7 The Role and the Nature of Marketing Strategy in Starbucks Business Development.8
1.4.8 Understanding the Competitors and the Market............................................................9
1.4.9 Successful Entry Mode..................................................................................................9
1.4.10 Adaptation of Other Cultures, ‘Acts Local when going abroad’................................10
1.5 Conclusion..........................................................................................................................10
REFERENCES..............................................................................................................................12

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 MONITORING AND CONTROLLING SYSTEM FOR THE IMPLEMENTATION OF
STARBUCKS’ STRATEGIC PLAN
1.0 INTRODUCTION
Starbucks Coffee has managed to position itself as a distinguished and successful provider of
high-quality coffee products, attracting millions of customers worldwide. In the early 2000s,
Starbucks expanded into other important key markets, covering most Asian countries and also
moving into the European, Australian, and Latin-American market. In 2011, the company had
16,635 stores in 50 countries of which 8,832 are wholly-owned stores and 7,803 licensed stores.
By forming alliances with major coffee producers and retailers as well as acquiring emerging
competitors, Starbucks has managed to extend and eventually consolidate its market position in
recent years. The company is also following hot trends in the coffee market, such as single-serve
coffee or the delivery of ready-to-be-served coffee to luxury hotel rooms. Moreover, Starbucks
has realized that emerging markets, most prominently India, have huge untapped potentials that
need to be exploited if the company wants to gain and maintain a competitive edge over
competitors. The aggressive expansion strategy that Starbucks is currently pursuing in India can
thus be understood as a clear message to competitors that it will not render the number one spot
in the global coffee market without a fight. With third quarter (2011) sales figures exceeding the
five percent threshold in both the USA and internationally, and new shops opening in India
almost on a daily basis, the company seems have chosen the correct strategic path for the
upcoming years (Starbucks, 2013).

1.1 Implementation, Monitoring and Control System of Starbuck Strategic Plans

1.1.1 Production and Operations

Starbucks typically clusters stores in high-traffic, high visibility areas within the market. The
company is able to vary the size of stores allowing it to locate in a variety of settings. Depending
on size and location of the store, product mix will vary. Starbucks will continue to focus on
improving efficiency. One notable was has been reducing the number of U.S. dairy suppliers
from 65 down to fewer than 25 (Ahmed et al., 2016).

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1.1.2 Marketing
Positioning its products on a simple plane, Starbucks focus remains on quality and experience.
Starbucks’ image is the key to its success. Starbucks does not sell coffee, it sells the experience.
People come to Starbucks not just for the coffee, but also for the music, the atmosphere, to read,
to study, and to socialize. A part of Starbucks successful promotion of its image has been
concentrating on local advertising rather than at the national level (Arora & Sharma, 2011).

1.1.3 Research and Development

Starbucks’ culture is one of innovation and creativity. The company is continually developing
exciting new products. It created the Starbucks Card which makes a great gift as well as giving
customers convenience. The card also helps extend the brand. Starbucks mobile app allows
customers to order and pay ahead, avoiding long lines once they enter the store (Khan, Yusop &
Baharudin, 2017).

1.1.4 Management
It is Starbucks’ firm belief its employees are one of its most important assets. Its high quality
staff allows it to maintain a competitive advantage. Starbucks will continue to maintain an
empowering culture, keeping with its informal organizational chart, avoiding a hierarchal
organizational structure. Starbucks will continue to encourage employees to believe in the
products it serves and sharing common goals.

1.1.5 Financial and Accounting

With current assets of $5.47 billion and current liabilities of $5.38 billion in 2013, Starbucks
quick ratio is less than one, indicating it has no problem paying its current obligations
(Starbucks, 2013).

1.1.6 Strategic Control

Starbucks will use the balanced scorecard approach to strategic control. This will allow it to see
improvement and receive feedback from different perspectives, not relying solely on its financial
as a sign of success or failure. In addition to the traditional financial perspective, it will also
view progress from the learning and growth perspective, the business process perspective, and

2
the customer perspective. The balanced scorecard will serve as the enterprise’s nerve center
(Kaplan and Norton, 1992).

1.1.7 Contingency Planning

Should revenue exceed projections, Starbucks will take the extra profit into the following year
and use this in marketing efforts. Additionally, the senior management team will examine all
areas of operation to determine what is being done well and what triggered the success in order
to build upon it in adjacent years. Should revenues fall noticeably short of projection, senior
management will try to isolate where the problems lie. Is the problem some processes in need of
improvement or is the economy in a downturn and the strategy needs to be reassessed. Starbucks
will continue to interact with customers to stay abreast of who they are, what they want, and how
to market to them. When tastes change, Starbucks will find ways to differentiate itself by
innovation to make new exciting beverages.

1.2 Key Success Indicators of Starbuck Coffee’s Strategic Plan

Key success factors are a combination of important facts that are required in order to accomplish
one or more desirable business goals. For Starbucks, key success factors are based on its
numerous capabilities which distinguish the company from competitors. Three particular
capabilities can be highlighted to have the biggest impact on Starbuck’s market success.

1.2.1 Market leadership

Starbucks is occupying the market leadership position in many developed and emerging markets.
For example, the company can boast of market share of 75 percent in the U.S. market.70 In
China, Starbucks holds a market share of nearly 70 percent (Burkitt, 2010). Being the leader of
the market allows Starbucks to set industry trends which the company has done in the past with
beverages like the Frappuccino (The Jeebboo Gazette, 2012). In other words, the higher the
market share the higher the control over competitors and influence on customers.

1.2.2 Superior store locations

Starbucks is able to locate their stores in areas with much higher foot traffic and better local
demographic compositions, such as in close proximity to places of interests or landmarks.

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Through this, Starbucks is able to attract more customers and also improve its quality image. In
addition to that, the store atmosphere enjoys a unique perception among customers.

1.2.3 Supply chain management

One of Starbuck’s strongest key success factors is its own supply chain operations. In a time
where coffee prices are rising and ethical sourcing practices becoming the norm, the company
has managed to form long-lasting and mutually-beneficial partnerships with farmers around the
world. “Starbucks’ transportation rates are the best in the industry, and the ability to protect the
integrity of their coffee beans from detrimental effects of oxygen and time through a closed loop
system of packaging is unprecedented in the industry (The Jeebboo Gazette, 2012). Key success
factors are continuously nurtured by and guided by Starbucks’ six principles, which, in short,
leverage customer loyalty, premium quality coffee, and homey atmosphere of its stores to fend
off competitors. Starbucks’ current strategy orientation has been highlighted at great length in
assignment two. The EFE matrix has shown that the company is only marginally able to respond
to external factors. This means that with its current strategic orientation, Starbucks is able to
sufficiently cover most of the external factors but not all of them. In other words, Starbucks’
current strategy is appropriate, nonetheless it requires fine-tuning to be sustainable in the short-
to medium-run.

1.3 Potential Risks during Implementation

In the process of analysing the current situation of the specialty coffee industry, one must
examine the competitive landscape. Porter’s Five Force Model allows for proper identification of
the landscape of the industry (Thompson, Strickland & Gamble, 2007). The biggest threat in the
specialty coffee industry is the power that suppliers have over the price of coffee. Arabica coffee
prices soared 77 % in 2010 which leads to major problems for the coffee industry (Murphy,
2011). Arabica coffee is one of the most sold brands of coffee in the specialty coffee industry.
With prices for that type of coffee sky rocketing, it will definitely hurt the bottom line of every
competitor, especially those that thrive on a low cost strategy. The second biggest threat is from
current specialty coffee competitors. McDonald’s, Starbucks, and Dunkin Donuts, and other
smaller coffee chains are continually competing for business. McDonald’s is taking on Starbucks
head on in Europe and plans to become the number one Café, thus overtaking Starbucks at its

4
current number one position (Liu, 2009). McDonald’s is embracing the foreign market that
Starbucks has been leery about. The third strongest threat is the power that the buyers have in
this industry. Because specialty coffee is not a necessity, people can decide that it no longer fits
in their budget, or that they no longer enjoy the environment of a certain vendor.

With coffee shops all over the world and almost on every corner, there are plenty of options for
consumers, and that allows them to be picky about what they want to buy. Starbucks is even
marketing its significantly lower costs to its Korean market (Han and Ryu, 2009). Consumers
have the power to choose between low cost or high quality which forces vendors to choose a
strong and consistent strategy. The fourth strongest threat is from new entrants. Although there
are a lot of new mom and pop coffee shops opening up, there are not enough of them to
significantly deter from the major competitors. The weakest threat for the specialty coffee
industry is that of substitutes. Most consumers that drink coffee like it because of the taste. The
energy that it gives a person can be substituted, but not the taste or richness of the drink. Avid
coffee drinkers will not be torn away by a substitute product such as an energy drink or even a
hot tea. The profit outlook for the specialty coffee industry, considering the five forces of
competition, is still high. There will definitely be some challenges that the strong competitors
will have to face; but overall, the coffee industry will not be completely overcome by any one of
Porter’s five forces. The overall attractiveness of the industry and competitive environment is
very strong. The growth rate for the industry is still increasing and does not look to plateau any
time soon after examining the driving forces and Porter’s Five Forces Model.

With innovation, strong marketing, and global expansion the coffee industry is on pace to make
marvellous breakthroughs. The driving forces of industrialization and disposable income will
allow the coffee industry to flourish and will present new and challenging opportunities. The
competition is stiff to overcome and will take a lot of work from any member of the specialty
coffee industry. The escalating prices of coffee will play a major role in the expansion of the
coffee industry over the next decade. The specialty coffee industry, overall, is very strong and
has the potential to grow and thrive.

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1.4 Effectiveness of Starbuck Coffee’s Strategic Plan
The main reason why Starbucks is one of the most successful chains worldwide is because the
corporate leaders believe that their employees and customers are their most valuable resources to
compete globally. Thus, Starbucks invests heavily in its employee’s and consumers’ satisfaction.
This research considers several factors that some of them are derived from the Eclectic
paradigm, and those factors are contributed towards that success, such as:

1.4.1 Excellent Strategic Locations

Location is considered as one of the essential factors in determining the success of any business,
the strategic decision, and the companies’ long-short run future. A tremendous number of
literatures studied the location, as a determination on foreign direct investment in the past five
decades. For example, Dunning (1998), and his generous contribution to the literature, by
providing his eclectic paradigm model, and his contribution successfully explained foreign direct
investment choice of production companies. His model is also, known as OLI, Dunning made a
great connection between Ownership, Location, and Internationalization; in the location portion
of the electric paradigm, he was able to identify that multinational companies must assess if there
is a comparative advantage in a specific country. The categories of Dunning’s framework could
be stated as follow: Market seeking, corporations target another country to access to a greater
market, to gain an easy adaption of goods and services to the local market and save cost.

1.4.2 Brand Recognition- Equity, Customer Loyalty, and Cult Status

Starbucks’ outstanding strategies have contributed towards building the trust between its
consumers, forming a solid brand loyalty. For example, creating ‘The Barista experience; and
‘The Third Place,’ rewards cards. All of the above strategies have perceived as service quality,
values, and nonmonetary by the consumers, also, generated some consistency in attending
Starbucks’s sites and consumers’ loyalty and trust (Kumar, 2016). Starbucks in 2009 launched a
program known as “My Starbucks loyalty program and mobile payment” that helped the
consumers to pay without the need of carrying their wallet, also allow the consumers to win
more points, and reworded with free drinks when spending more money at any Starbucks sites
(Pallien, 2018).

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1.4.3 Strong Global Presence and Large Size
With different economic systems world-wide and different expanding strategies, multinational
corporations started to enhance their abilities to expand overseas, leading to an increment of
competitive pressure globally to establish and exploit different host countries’ opportunities.
Global presents it as an element of developing corporate strategies and accelerates the
internationalization process, leading to a significant increase in brand recognition (Sharma,
2019). Starbucks’ global expansion is massive. Starbucks has more than 24,000 sites in most of
the countries around the world.

1.4.4 Company Culture and the Management of Human Resources

Starbucks’ board understands the relationship between works culture, human resource
management, and employee motivation. So, the company selects individuals that match and fit
those three factors. Also, the atmosphere, work conditions, elegance, and the company’s culture
have motivated the employees to have excellent performance. “All of this is reflected in the
company’s human resource policies, which resulted in the commitment of its employees and
loyalty to its customers (Tikson, & Hamid, 2018).

1.4.5 Corporate Social Responsibility

Corporate social responsibility could be defined as business regulations to be accountable locally
and within the community (Hopkins, 2006). Many multinational corporations have to commit to
contributing positively to the public and private sectors, the economy, and the environment, in
order to remain competitive in the market and also, as well as maintain sustainability.  Some of
the multinational corporations prioritize their corporate social responsibility to maintain their
image within the country.  A tremendous number of scholars have contributed generously to the
literature to examine organizations’ corporate social reasonability image as correlated to the
organizations ‘success (Kumar, 2018; Leszczynski et al., 2013). Starbucks focuses on supporting
organizations that care about making positive social and environmental effects; Starbucks has
decided to invest in people within the communities.  For example, Starbucks has collaborated
with farmers in host countries to obtain a high quality of coffee and at the same time, improve
the farmers’ life and environment. Starbucks uses innovative technologies to be more effective,
reduce costs, and to be more preservative to the environment.

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Furthermore, Starbucks is not only thinking of gaining profit but also thinking of other parties
that are related to the business. For example, Starbucks always manage to create fair trade and
equal opportunities with the suppliers, and even with competitors, and that what made Starbucks
brand so successful worldwide, in fact, studies and more than 93% show, how Starbucks always
supportive of social responsibility, and consumers have a positive image of the company and its
contribution to the community and the environment (Harnrungchalotorn & Phayonlerd, 2014).

1.4.6 Technology Leveraging and Mobile Outlet

The appropriate use of technology for businesses is one of the essential ingredients within the
recipe for global success. To be successful globally, companies need to invest heavily in
technology and have more communication through technology with their consumer to make sure
that the company meets their needs and desires when providing goods and services (Chen &
Tsou, 2007). Starbucks has a distinguished history of technology, leadership, and innovation
among its peers within the industry; Starbucks was the first company launched a website in 1998,
and at the beginning of 2002, the company decided to offer free WiFi in all the sites for their
consumers, and the result of the free WiFi transitioned consumers from a one-time purchase to
all-day consumers. When Starbucks started the mobile rewards and loyalty program, the sales
have increased significantly by 11%, and the consumers started to feel it is easier to use their
phones rather than their wallet. About 37% of the company’s sales run via phone (Foster, 2018).

1.4.7 The Role and the Nature of Marketing Strategy in Starbucks Business Development
Starbucks’ unique and outstanding marketing strategy was one of the reasons to differentiate its
brand from rivals, which led Starbucks to spread throughout the globe. With significant market
growth, to achieve high popularity and consumers’ Loyalty and to be the number one coffee
chain worldwide. Starbucks’ marketing strategy is not only limited to its products, but it’s also,
to other aspects of marketing such as brand positioning ‘unconventional market tactics’, market
segmentation, and marketing investment (Pratap, 2020).

Beyond the experience of a simple little expensive cup of coffee compared to the rivals,
Starbucks has positioned itself as a place where consumers can relax and enjoy interactions with
other consumers. Starbucks sites could be considered a place where consumers socialize with
themselves. Starbucks was the first corporation to produce free and ultimate WiFi to its
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consumers. Starbucks has a partnership with other organizations, companies, and other
businesses to sell its products and coffee mostly (Haskova, 2016).  Market segmentation is a
tactic that companies tend to do to gain a competitive advantage in the market domestically or
internationally. Market segmentation means dividing the market into three different categories,
and the members of each category share the same characteristics. The categories are
commonality, similarity, and kindship (Martin, 2011). The market segmentation of the
corporation is interesting, Starbucks was able to divide and target the population into two groups
based on age and income. The first group is 25 to 40 years old with middle-high income or class;
the second group is 18-24 with higher income. Also, most Starbucks consumers belong to
generations Y and Z, and one other interesting market segmentation for Starbucks was targeting
the geographic location where there are a lot of potentials, such as target areas where there are a
lot of educated people and coffee lovers (Khan, Yusop & Baharudin, 2017).

1.4.8 Understanding the Competitors and the Market

Starbucks has always maintained the lead among the competitors domestically and
internationally through product innovations, for example when Starbucks has launched pumpkin
spice latte, the sales have increased by 150,000 only in the first two days after the launch date,
the results have shown that the shares were increased for the company by 6.96%, on the other
hand, the competitors such as McDonald’s and Dunkin Donuts launched a similar product have
shown a reduction in their market share.  The company has shown flexibility with their products,
for example, tea-drinking products, and non-dairy products such as introducing almond milk,
coconut milk in its stores in China (Forbes, 2016).

1.4.9 Successful Entry Mode

When a company expands overseas in a foreign market, in order to guarantee global success, it is
important to choose the appropriate entry mode depending on some factors involved such as the
market size of the host country, infrastructure, and political instability, etc. There are several
entry mode strategies for a firm willing to expand in a foreign market such as exporting, turnkey
projects, licensing, franchising, wholly-owned subsidiaries, and joint ventures (Wach, 2014).
Starbucks mainly tends to two global entry mode strategies, joint ventures, and acquisition.
Starbucks in 1998 was able to control ownership of a company called sixty-five Seattle which is

9
a coffee company in England in order to expand in the UK. Also, because of the APAC
agreement the company decided to enter New Zealand by joint venturing with New Zealand
restaurant company Ltd. The same strategy worked in Spain where Starbucks did a joint venture
with VIPS, a company that specializes in full-service dining. Also, the free trade agreement with
China was the reason that Starbucks has significantly opened a tremendous number of stores in
the country in 2001. Through Joint ventures and acquisition, Starbucks exploits the West
European market, especially in Spain, Austria, France, and Switzerland (Ramos &
Rathinakumar, 2012).

1.4.10 Adaptation of Other Cultures, ‘Acts Local when going abroad’

Adaptation is a series of processes of changing products or services that meet the consumers’
needs and desires in a specific market other than in which it is originally introduced. This
concept is important for a company during international expansion in foreign countries
(Leszczynski et al., 2013). Starbucks understands the concept and started to overcome the
liability of foreignness when expanding in the global territories, by starting to understand local
consumers’ needs and desires in foreign countries. For example, in Japan, Starbucks before
entering Japan, the company started understanding the Japanese culture in every aspect, even the
Japanese unique building architect and design such as low roof, and with religious signs,
‘Shintoism’. So, when building the sites in japan, the company has partnered with a local
company that specializes in construction, and design, because Starbucks wanted to give the
impression to the local consumers in Japan that Starbucks could be considered as a local
Japanese company. Regarding the products Starbucks has offered in its menu, the local drinks
and food for its Japanese consumers, for example, Starbucks has introduced the traditional tea
the green tea leaves house, with a wide selection of Japanese biscuits which is cookie crumble
with white pudding, besides all of that Starbucks has also, introduced American food. Still, with
little changes, the sandwiches are smaller, and the dessert is less sweet. The same can be done for
its target customers in India as the targeted country.

1.5 Conclusion
Outstanding growth and great expansion strategies were the reasons why Starbucks is globally
successful. Starbucks has always worked towards its products and market development, whether

10
in expanding new digital engagement, expanding its joint ventures, partnerships, or constantly
evaluating the coffee quality and experience. That gave Starbucks the opportunities to align its
products with different cultural preferences in each country of its international expansion.
Starbucks has invested heavily in innovation approximately about $300 million because
Starbucks knows that innovation would open great opportunities in a lot of countries (Klein,
2019). Innovation would give the company the ability to redefine its brand philosophy, maintain
the evolution of the consumers’ needs and desires and adapt to the changes in the consumers’
behavior and that would lead Starbucks to stay competitive and not to lose its footprints in the
marketplace. Starbucks needs to understand that there are some future challenges such as the
increased competition from rivals such as McDonald’s and Dunkin Donuts. Also, it’s important
to work on diversifying its product to include alcoholic beverages in its stores based on the local
policies of each country. However, the company has shown some signs in 2014 that would
diversify its product to include alcoholic beverages in the future in its menu (Roll, 2020).

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