Starbucks going global fast

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Rohit Dobaria

Presentation on case discussion of "Stabucks - Going Global Fast".

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Prepared By: Dobaria Rohit Senta Arvind Kidecha Hitesh

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Starbucks has evolved from a mere seller of coffee products to a full-fledged chain “restaurant”, offering not only coffee products but also other beverages, foods, and merchandise. Starbucks is still a global leader in the coffee shop chain business Introduced an online app making it more convenient for customers to locate stores and place orders Starbucks slogan of “Uniquely Starbucks” continues to play a huge role in company’s success

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A Fortune 500 company, Starbucks share prices reached its peak in 2006 and declined unexpectedly in 2008. Although its business has picked up in 2011 with an increase in operating profits, Starbucks has lost its market leader position to Costa, a chain coffee shop business owned by Whitbread plc. Starbucks’ strategic issues are its decrease in market share, negative brand perception that was invoked by its competitors and its devalued Starbucks’ Experience that was its competitive advantage. A situational analysis of Starbucks was conducted to indicate possible opportunities and threats. Internal analysis and competitor analysis was conducted simultaneously to identify Starbucks distinctive capabilities and weaknesses against competitors. Strategic options such as Market Penetration, Product Development and Market development were assessed for their suitability, acceptability and feasibility. Strategic choices that unravel three issues that Starbucks is challenged with are presented in the report.

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Tipping Point Convinced of tea’s health benefits and willing to experiment with different varieties in seeking superior taste, tea drinkers are visiting an expanding number of retail locations serving and selling packaged specialty tea. Rising affluence and the desire for convenience drive sales of hot and iced teas and have prompted Starbucks, DavidsTea, Argo Tea, Teavana and Unilever to open hundreds of new outlets. Middle class residents in urban India are showing a similar desire for tea at branded shops such as Golden Tips, airport shops like Chamraj (UNITEA) and Manjushree Tea and revitalized tearooms such as Cha Bar at OXFORD book store, Dolly’s Tea shop, Camellia bars, Tea Junctions Kolkata, and independent ventures like Chado Tea India in Mumbai. Premium Switch In the past year sales overall continued to climb due to the move to premium rather than greater volumes of tea. A tea cup of fresh leaf is six grams and a tea bag is closer to 4 grams. There is even less tea in a K-Cup but the difference in price is 3x to 6x. Last year Canadians drank about the same volume of tea and the same number of cups per capita but sales of specialty tea exceeded conventional (total volume is still greater for conventional). This is happening in the U.S. Sales in grocery are slipping as traditional brands lose ground. The industry is currently $8.7 billion but will quickly grow to $15 billion in three years (and some say sooner) despite the economic doldrums.

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Starbucks Corp. is betting its future on its coffee shops. To do that, the Seattle-based company has removed a distraction by selling the rights to offer its coffee and tea in grocery and retail stores to Nestle SA for more than $7 billion. Coffee sellers from Dunkin' Brands Group Inc. to McDonald's Corp. have crowded supermarket shelves with branded bags of ground and roasted beans. Starbucks products will give Switzerland-based Nestle a bigger stake in that fight without having to introduce a new brand to U.S. consumers. For Starbucks, the consumer packaged-goods business generated $1.8 billion in revenue in fiscal 2017, just 8% of Starbucks's total. "While consumer packaged goods is an important and highly profitable business, it's small," said Michael Schaefer, head of Euromonitor's global food and beverage practice. Sales have been slowing at Starbucks coffee shops in the U.S. as mall traffic declines and competition increases. Starbucks has opened higher-end stores under brands called Roastery and Reserve to compete with independent coffee shops and small chains that have grabbed sales from customers willing to pay more for specialty drinks and pastries. There are nearly 33,000 coffee shops in the U.S., according to market-research firm Mintel, up 16% from five years ago. Starbucks also wants to open more coffee shops in China, a market the Seattle-based company said will eventually overtake the U.S. as its largest. The company recently opened its first Roastery store in Shanghai. Retail operations in the U.S. and China "are our two big growth engines," Starbucks Chief Executive Kevin Johnson told investors on a call about the deal Monday. Starbucks has dropped other ancillary businesses recently to focus on its coffee shops. Last fall, Starbucks sold its Tazo tea brand to Unilever for $384 million. The company recently closed its mall-based Teavana tea stores because of weak traffic. Starbucks shares fell 23 cents to $57.45 on Monday. Nestle stock rose 1.6%. The deal gives Starbucks an upfront infusion of cash that it plans to return to shareholders through share buybacks. Starbucks said it planned to give $20 billion to shareholders over three years in buybacks and dividends. That might assuage some shareholder concerns as Starbucks works to boost sales growth. Nestle said it would pay Starbucks $7.15 billion as well as continuing royalties on all sales. Mr. Johnson said the partnership will raise familiarity with the Starbucks brand by getting its ground and whole bean coffee into international markets where it isn't currently sold. Nestle hopes more coffee sales can offset flagging sales of some of its other packaged-food businesses. As part of the Starbucks deal, Nestle will add Starbucks Reserve, Seattle's Best Coffee and Teavana to a portfolio that includes the Nescafe and Nespresso brands. Nestle will also manage the business of distributing Starbucks K-Cups, the single-serve coffee pods used in Keurig brewers in North America. .

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36 Pan 1 Introduction and Overview c. What would happen if the US. govern- mentrequired that flat panel displays sold in the United States had to also be made in the United States? On balance, would this be a good or a bad thing? tl giobalEOGE Globalization Use the globalEDGETM site to complete the following exercises: Exercise 1 Your company hasdeveloped a new product that has uni- versal appeal across countries and cultures. In fact; it is ex- pected to achieve high penetration rates in all the countries where it is introduced, regardless of the average income of the local populace. Considering the COSts of the product launch, the management team has decided to ini- tially introduce the product only in countries that have a sizable population base. You are required to prepare a pre- liminary report with the top 10 countries in terms of population size.A member of management has indicated that a resource called the "World Population Data Sheet" may be useful for the report. Since growth opportunities are Exercise 2 d. What does the example of Vizio tell you about the .futureofproduction in an in- creasingly integrated global economy? What does it tell you about the strategies . that enterprises must adopt to thrive in highly competitive global markets? another major concern, the average population growth rates should be listed also for management's consideration. You are working for a company that is considering in- .vesting in a foreign country. Investing in countries with different traditions is an important element of your company's long-term strategic goals. As such, management has requested a report regarding the attractiveness of al- ternative countries based on the potential returnofFDL Accordingly, the ranking of the top 25 countries in terms of FDI attractiveness is a crucial. ingredient for your report. A colleague mentioneda potentially useful tool called the "FDI Cottfidence Index"whichis updated . periodically. Find this index and provide additional.information regarding how the index is constructed. The Globalization of Starbucks Thirty years ago, Starbucks was a single store in Seattle's Pike Place Market selling premium-roasted coffee. To- day it is a global roaster and retailer of coffee with some 16,700 stores, 40 percent of which are in 50 countries outside of the United States. Starbucks set out on its current course in the 1980s when the company's director of marketing, Howard Schultz, came back from a trip to Italy enchanted with the Italian coffeehouse experience. Schultz, who later became CEO, persuaded the company's owners to experiment with the coffeehouse format-and the Starbucks experience was born. The strategy was to sell the company's own premium roasted coffee and freshly brewed espresso-style coffee beverages, along with a variety of pastries, coffee accessories, teas, and other products, in a tastefully designed coffeehouse setting. The company focused on selling "a third place experience,.

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