Documente Academic
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10/10/2011
Mission/Vision of Starbucks
To satisfy customers and to create a third
place environment
Three components to branding strategy : the
coffee itself, service, and atmosphere
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Overview as of 2002
5,886 stores(4574 National, 1312 International)
Customers(20 million total, 570 per week per
store)
Net Income of 215 million $
Customer Demographic (Traditional vs. New)
Menu (Average price of drink $3.85, 30 drinks,
and 23 whole bean coffee blends)
Partners 360 total labor hours and an average
pay rate of $9.00 per hour
Partnerships (Pepsi Bottling Co., Kraft Foods, and
Dreyers Ice cream)
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Specialty
Coffee, 31%
Specialty Coffee
Traditional Coffee
Traditional
Coffee, 69%
Specialty
Coffee, 41%
Traditional
Coffee, 59%
Specialty Coffee
Traditional Coffee
Strengths
Well developed and established brand
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Weaknesses
Customization of Drinks
Caused tension between product quality and
customer focus
Increased menu size
Lacked a strategic marketing group
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Opportunities
Increase Customer Satisfaction
Customer Quota
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Threats
Competition
Donut & Bagel Chains
Small scale specialty coffee chains
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Problem
Key Problem: Maintaining a customer
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Existing Plan
Investment Plan
$40 million annually
Add 20 labor hours a week
Maintain 3 minute service time goal
Increase customer satisfaction
in weekly sales
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Reinvigorating a Customer
Focused Image
New Incentives for customer
Ideas: Drink of the day, membership cards,
serve at your seat
Incentives for Partners
Adding 20 hours during peak hours to maintain
3 minute time
More authority to regional retail managers
Install a rolling menu policy
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Maintaining Expansion
Moving into new domestic and international
markets
Not saturating existing markets
Instead: move into untapped domestic markets
and increase through put at current stores
through added hours
Advantages: Will appear more customer
focused locally, faster
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Recap
customer service
inovations
brand image
Marketing plan
Expansion
Domestic
International
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