Starbucks Coffee strategic review

Docs en anglais | 18 pages | 28-04-2008 | Format : | Note : Non noté

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Résumé

Today, the European Union represents 27 different countries; these countries have a common market, common ''citizenship', common institutions and a body of common law. So since the European Union is created, we can do business with other countries (part of the UE) easily. There are fewer barriers than before as we have a free movement of goods and services, we do not have customs post anymore, we have a free movement of persons, free movement of capital, an equity market, a common currency... It facilitates the trade between these 27 countries, or to implement a business abroad.

However, implement your business in another country is not the easiest thing. Instead all these countries are different, the climate is different, the culture is different, even if it is said that we have a common market, it is quite different as well. That means that to implement a business abroad, you have to adapt your product, your service, find a way to communicate, take care of the symbols, the education of the people, there values and attitude, adapt yourself to the way of working of the future employees... in few words, to adapt yourself to a new way of thinking and working.

We decided to take the example of the huge American company Starbucks to show the different dimensions to take into account when trying to enter the European market.

Table of contents:

Introduction

I) The Product Choices according to Starbucks' Targeted Markets

- Which products and geographic markets are targeted?

II) Methods of Development and Market Entry for Starbucks

- How is the business developed within the EU? What methods and modes of market entry are employed?

III) The Competitive Platform

- Does the firm pursue a strategy based on cost leadership or differentiation?
- An important choice of products
- A diversified structure
- About the marketing
- Starbucks: also a cost leader?

IV) The Key Industry Variables

- What are some of the key industry forces in the EU context and how do they influence firm strategy?

V) The Strategic Orientation of the Company

- Does Starbucks pursue an integrated global, regional or localized strategy?

VI) Organisation of the business in terms of decision-making and the configuration of units/activities

- With a look at HQ-SBU and HQ-subsidiary ties
- Employment
- International organisation
- Within the biggest market of the brand: the USA

VI) The Marketing Strategies

- To characterise the firms approach to marketing in the EU, including its pricing and branding strategies
- The marketing strategies
- Starbucks' pricing strategy
- Starbucks in the U.E.

Conclusion

Sources

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