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Starbucks Corporation Strategic Case Analysis

Executive Summary

As coffee drinkers of all ages and sizes increase around the world, Starbucks amongst fierce rivals continues to experience unsurpassed growth sales. Their upscale coffee outlets that deliver ‘pleasing to the eye’ décor and brand uniqueness at locations scattered nationally and internationally, their distinct aromas and scents, Starbucks has been able to differentiate themselves from all competitors. The aforementioned characteristics that is Starbucks, has enabled the coffee retailer to increase profitability, expand globally, and attract new customers.

With an estimated 17,000 outlets in approximately 55 countries, Starbucks boasts as the largest coffee outlet chain in the world. In North America alone, Starbucks employs nearly 11,000 full-time and 60,000 part-time employees. Additionally, the chain employs over 7,000 outside its United States borders. Through providing top quality coffee beans and distinctive varieties (aforementioned), Starbucks has led the way in revolutionizing the market industry. The chain not specializes in serving coffee, but also teas, juices, pastries of all kinds and now even coffee-flavored ice cream brands that deliver pleasing to the taste and thirst of many loyal, and soon-to-be new customers.

Since 1994, Starbucks has enjoyed measurable success through clever mergers and or acquisitions. A few successful ventures include Seattle’s Best coffee chain now offers a small line of its premium brands on commercial Delta airlines flights and thanks to the ever-increasing Wi-Fi market, Starbucks continues to connect with customers. In 2010, after extensive market surveying, Starbucks introduced three new ice cream coffee-free flavor brands.

Starbucks continues to face stiff competition and only through strategic planning hinged upon finding new and creative ways to be innovative will the firm continue to diversify its financial portfolio while enabling its ability to cover liabilities.

Introduction

Headquartered in Seattle, Washington, Starbucks is an international Corporation (www.Starbucks.com) whose stocks are traded on the NYSE under the SBUX ticker symbol. Starbucks is the largest coffee outlet in the world, with close to seventeen thousand shops in approximately fifty countries or provinces, eleven thousand in America alone, over one thousand in Canada, eight hundred in Japan and seven hundred Coffee Shops in the United Kingdom. Starbucks in 2003 was listed as a Fortune 500 firm, ranked 465. By the end of 2010, they were ranked 241.

Background

Howard Schultz gained control of Starbucks in 1987. Starbucks was founded by three colleagues in 1971 in Seattle who were inspired by a mutual acquaintance Alfred Peet, an established businessman. By 1980 the company had grown to four locally owned stores that turned a reasonable profit every year. It was in 1981 when Howard Schultz, then Vice President of U.S operations for Swedish Kitchen and Coffeemaker equipment decided to visit Starbucks out of curiosity as to how and why the Starbucks was so successful with selling his company’s products. Managerially, Schultz was impressed with the company. After much persistence, Schultz landed his first job with Starbucks as head of marketing and research.

Overflowing with ideas for the company, Howard Schultz’s biggest inspiration and vision for Starbucks future came in 1983 while on a business trip to Italy and the idea of Espresso Bars came fell upon him. After failing to convince Baldwin for the expansion of business, he initially left Starbucks in 1985 and started the “Il Giornale” coffee bar chain in 1985 and the coffeehouse was very successful. In 1987 after buying out the former owners Jerry Baldwin and Gordon Bowker, Schultz began to quickly begin to realize his full dream for Starbucks and quickly expanded business operations in Vancouver, British Columbia, and Chicago, Illinois, of the same year. By 1992, Starbucks then a recognized publicly traded company on the stock market had expanded nationally to 165 shops. In 2009, Starbucks succeeded by opening about nine hundred additional shops outside the Continental United States.

Mission Statement

(Actual per www.starbucks.com, accessed on 20 February 20, 2011)

“Establish Starbucks as the premier distributor of the best coffee on the planet without compromising principles on quality of growth.”

Our Coffee

It has always been, and will always be, about quality. We’re passionate about ethically sourcing the finest coffee beans, roasting them with great care, and improving the lives of people who grow them. We care deeply about all of this; our work is never done.(2, 7)

Our Partners

We’re called partners, because it’s not just a job, it’s our passion. Together, we embrace diversity to create a place where each of us can be ourselves. We always treat each other with respect and dignity. And we hold each other to that standard, ensuring the latest technology is implemented for producing superior products to our loyal customers. (4, 8, 9)

Our Customers

When we are fully engaged, we connect with, laugh with, and uplift the lives of our customers—even if just for a few moments. Sure, it starts with the promise of a perfectly made beverage, but our work goes far beyond that. It’s really about human connection. (1)

Our Stores

When our customers feel this sense of belonging, our stores become a haven, a break from the worries outside, a place where you can meet with friends. It’s about enjoyment at the speed of life—sometimes slow and savored, sometimes faster. Always full of humanity. (6)

Our Neighborhood

Every store is part of a community, and we take our responsibility to be good neighbors seriously. We want to be invited in wherever we do business. We can be a force for positive action—bringing together our partners, customers, and the community to contribute every day. Now we see that our responsibility—and our potential for good—is even larger. The world is looking to Starbucks to set the new standard, yet again. We will lead. (3)

Our Shareholders

We know that as we deliver in each of these areas, we enjoy the kind of success that rewards our shareholders. We are fully accountable to get each of these elements right so that Starbucks—and everyone it touches—can endure and thrive. (5)

Customer

Products or services

Markets

Technology

Concern for survival, profitability, growth

Philosophy

Self-concept

Concern for public image

Concern for employees

Mission Statement Analyzed

No.

Component

YES / NO

1.

Focuses on consumers

YES

2.

Goods and Services

YES

3.

Research and Development (Market)

YES

4.

Concern for technological research and innovation

NO

5.

Focus on Survivability, Profitability and Growth

YES

6.

Philosophical Values

YES

7.

Self-Actualization Concepts

YES

8.

Public Image Aims

YES

9.

Concern for Employees

NO

I consider this to be a fairly good, and accurate statement although per my rating (based on research), the mission statement lacks two (2) important components: Technology and Concern for employees. The company must evaluate whether it is technologically advanced and even though the company’s vision is of concern to its employees, it still should be added to its mission statement.

Vision Statement

(Actual per www.starbucks.com, accessed on 20 February 20, 2011)

”To establish Starbucks as the most recognized and respected brand in the world and become a national company with values and guiding principles that employee could be proud of. “

The vision statement clearly describes the dream or the future of the company that is to be the world’s most well known coffeehouse and also to be the most appreciated and positively graded brand by all levels of people around the world. Finally, the company focuses emphasis in the value of employees and their loyalty, and strives to create a happy work environment.

The opportunity for entry of new competitors shows a balance between different firms competing in a market and subsequently, they can be looked upon as a threat to already established firms. One of Starbucks staunchest competitors is McDonalds McCafe which is really catching on globally. Competition is real due to entry level start up costs which can be extremely low and or offered at a bargain price to gain a competitive edge. This probably can explain why Starbucks has recently decided to partner with Burger King which I personally consider a very positive move.

Starbucks Competitive Profile Matrix (CPM) is illustrated below and compares the coffee firm’s internal and external factors, based upon strengths (superior or 4.0), against weaknesses (1.0), against its current, and projected market competition. Used effectively, it will give management clear idea about the firm’s strengths and weaknesses and aid in plotting a way forward that is healthy and most importantly, profitable. Anything in between can be rated from fair, to average to above average to superior. From the illustration below, Starbucks fares a little above average when compared to Dunkin’ Donuts, yet well below McDonald’s.

Competitive Profile Matrix (CPM)

 

Starbucks

McDonald’s

Dunkin Donuts

Critical Success Factors

Weight

Rating

Weighted Score

Rating

Weighted Score

Rating

Advertising

0.06

2

0.12

4

0.24

3

Top Management

0.07

3

0.21

4

0.28

2

Customer Service

0.08

4

0.32

2

0.16

3

Technological Advances

0.07

3

0.21

4

0.28

2

International Market Sales

0.10

3

0.30

4

0.40

1

Global Expansion

0.10

3

0.30

4

0.40

1

Financial Position

0.12

2

0.24

4

0.48

3

Customer Loyalty

0.10

4

0.40

2

0.20

3

Market Share

0.09

2

0.18

4

0.36

1

Product Quality

0.08

4

0.32

2

0.16

3

Marketing

0.05

3

0.15

4

0.20

2

Price Competitiveness

0.08

1

0.08

4

0.32

2

Total

1.00

 

2.83

 

3.48

 

In the External Factor Evaluation or EFE, only external factors, that is, opportunities, and threats, are evaluated. From the illustration below, the following info can be drawn:

Gourmet coffee consumption tied in to drinkers educational levels. The higher the level of education the more gourmet coffee on average was consumed, by as much as seventy-one percent. Trends showed sixteen percent of U.S. adult population consumed specialty coffee on a daily basis; sixty-three percent only occasionally. The growth in popularity of specialty coffees has increased, as only thirteen percent and fifty-nine percent of people reported daily and occasional consumption, respectively, in 2002. Also, trends over the past ten-years showed consumers requesting more organic coffees which influenced retailers on the growing environment of coffee beans. Consumers are becoming more health conscious and are looking for sweats and snacks that are low in carbohydrates / sugar and calories.

International market has a stronger economy and accordingly, consumers would be able to pay premium price for specialty or gourmet coffee.

With regards to threats, the 2007–2009 economic recession adversely affected the specialty coffee industry. Recently, trends show consumer concern with nutritional value. Volatility in the stocks and coffee price could impact the purchasing power for the buyers. Smaller competitors are expanding their markets as well as their product line offerings.

In conclusion, competitors such as McDonald’s and Dunkin Donuts are becoming stronger in offering specialty coffee along with other complimentary products. This may explain why SBUX has recently announced a partnership with Burger King who has long lagged behind McDonalds, especially in the breakfast arena to start offering Seattle’s Best coffee products (a subsidiary of Starbucks), in efforts to further close the gap between itself from it’s the conglomerate that is McDonald’s Corporation.

External Factor Evaluation (EFE) Matrix

Key External Factors

Weight

Rating

Weighted Score

Opportunities

 

 

 

Gourmet coffee consumption rose with the drinker's educational level. Those who finished college bought forty-nine percent more gourmet coffee on average, and those with some postgraduate education bought seventy-one percent more

0.1

3

0.3

Sixteen percent of the U.S. adult population consumed specialty coffee on a daily basis, whereas sixty-three percent indulged occasionally

0.08

4

0.32

The growth in popularity of specialty coffees has increased, as only thirteen percent and fifty-nine percent of people reported daily and occasional consumption, respectively, in 2002

0.09

4

0.36

Another trend that has surfaced in the past decade has been consumer requests for organic coffees, and more emphasis was placed by retailers on the growing environment of the beans

0.1

3

0.3

Consumers are becoming more health conscious and are looking for sweats and snacks that are low in carbs / sugar and calorie

0.08

4

0.32

International market has a stronger economy and accordingly, consumers would be able to pay premium price for specialty or gourmet coffee

0.09

3

0.27

Threats

 

The 2007-2009 economic recession adversely affected the specialty coffee industry

0.1

2

0.2

Recent trends shows consumers are concerned about the nutritional value of coffee products and are demanding nutritional info be posted on the products even in retail outlets.

0.09

2

0.18

Volatility in the stocks and coffee price could impact the purchasing power for the buyers

0.07

2

0.14

Smaller competitors are expanding their markets as well as their product line offerings

0.1

2

0.2

Competitors such as McDonald's and Dunkin Donuts are becoming stronger in offering specialty coffee along with other complementary products

0.1

2

0.2

Total

1.00

 

2.79

Internal Factor Evaluation (IFE) Matrix

Internal Factor Evaluation (IFE) Matrix is a summary step in conducting an internal strategic-management audit used to evaluate the strengths and weaknesses of a business, and provide a foundation for identifying and evaluating relationships founded upon those areas.

Looking at key Internal Factors, Starbuck’s most advantageous opportunities lie in expansion in ever-growing Markets like Brazil, Russia, India and China or the BRICs as they are commonly referred. Of note, Starbucks doesn’t appear to show any interest in marketing its products through advertisings as much as focusing on the quality of its coffee and that power alone to retain, and attract new customers.

Key Internal Factors

Weight

Rating

Weighted Score

Strengths

 

 

 

Starbucks expects to add approximately 20 net new stores to its global store base in fiscal

0.06

4

0.24

2009 by closing approximately 425 company-operated stores in the United States and adding of approximately 60 company-operated stores internationally

0.05

4

0.2

The company plans to open approximately 65 net new licensed stores in the United States and approximately 320 net new licensed stores internationally

0.07

4

0.28

Capital expenditures for fiscal 2009 are expected to remain unchanged, at approximately $600 million.

0.06

3

0.18

Licensing revenues increased primarily due to higher product sales and royalty revenues as a result of opening 438 new licensed retail stores in the last 12 month

0.07

4

0.28

Strong marketing and promotional campaign such as product placement in major TV series

0.09

4

0.36

Starbucks also provides electrical outlets and, in some stores, wireless access, for customers who might need to use their MP3 players or laptop computers

0.06

3

0.18

Starbucks' products can be found in convenience stores, grocery stores, department stores, movie theaters, businesses, schools, and even airports

0.07

4

0.28

Starbucks is rated by Fortune as one of the best top 10 places to work

0.04

3

0.12

Starbucks also encourages the use of its Web site where customers are able to register their Starbucks' cards, receive nutritional information about Starbucks' products, shop online, search for careers, and much more

0.06

3

0.18

Weaknesses

 

47 percent drop in earnings in one year (2008)

0.07

1

0.07

For the 26 weeks ending March 2009, Starbucks' revenues decreased 7 percent to $4.95 billion and net income decreased 72 percent to $89.3 million

0.06

2

0.12

Moody's Investors Service recently downgraded Starbucks' credit ratings

0.04

1

0.04

The U.S. company operated retail business continued deteriorating trends

0.06

1

0.06

For the second quarter of fiscal 2009, U.S. total net revenues were $1.8 billion, a decline of $131.5 million, or 6.8 percent, due to decreased revenues from company operated retail stores

0.04

2

0.08

Many of Starbucks' International operations are in early stages of development that require a more extensive support organization relative to the current levels of revenue and operating income in the United States

0.03

1

0.03

International total net revenues were $433.7 million for the 13 weeks ended March 29, 2009, down $59.7 million, or 12.1 percent, compared with the same period last year, primarily due to the impact of a stronger U.S. dollar relative to the British pound and Canadian dollar

0.04

1

0.04

Global Consumer Products Group (CPG) total net revenues decreased by 2 percent to $94.8 million for the second quarter of fiscal 2009, due primarily to lower margin on sales of packaged coffee as a result of discounting, as well as lower volume to the trade

0.03

1

0.03

Total

1.00

 

2.77

Financial Ratio Analysis (December 2008-2010)

Financial data in U.S. Dollars

Values in Millions (Except for per share items)

Business Type: Industry

Financial statements are prepared in this standard format to allow direct comparisons of all companies and industries across multiple time frames.

2010

2009

2008

Period End Date

10/03/2010

09/27/2009

09/28/2008

Period Length

53 Weeks

52 Weeks

52 Weeks

Stmt Source

10-K

10-K

10-K

Stmt Source Date

11/22/2010

11/22/2010

11/22/2010

Stmt Update Type

Updated

Reclassified

Reclassified

 

 

 

 

Revenue

10,707.4

9,774.6

10,383.0

Total Revenue

10,707.4

9,774.6

10,383.0

 

 

 

 

Cost of Revenue, Total

8,010.0

7,750.0

8,390.4

Gross Profit

2,697.4

2,024.6

1,992.6

 

 

 

Selling/General/Administrative Expenses,

Total

569.5

453.0

456.0

Research & Development

0.0

0.0

0.0

Depreciation/Amortization

510.4

534.7

549.3

Interest Expense (Income), Net Operating

0.0

0.0

0.0

Unusual Expense (Income)

53.0

332.4

266.9

Other Operating Expenses, Total

293.2

264.4

330.1

Operating Income

1,419.4

562.0

503.9

 

 

 

 

Interest Income (Expense), Net Non-Operating

50.3

37.0

5.2

Gain (Loss) on Sale of Assets

0.0

0.0

0.0

Other, Net

0.0

0.0

0.0

Income Before Tax

1,437.0

559.9

455.7

 

 

 

 

Income Tax - Total

488.7

168.4

144.0

Income After Tax

948.3

391.5

311.7

 

 

 

 

Minority Interest

-2.7

-0.7

3.8

Equity In Affiliates

0.0

0.0

0.0

U.S. GAAP Adjustment

0.0

0.0

0.0

Net Income Before Extra. Items

945.6

390.8

315.5

 

 

 

 

http://moneycentral.msn.com/inc/images/expand.gifTotal Extraordinary Items

0.0

0.0

0.0

Net Income

945.6

390.8

315.5

 

 

 

 

http://moneycentral.msn.com/inc/images/expand.gifTotal Adjustments to Net Income

0.0

0.0

0.0

 

 

 

 

Basic Weighted Average Shares

744.4

738.7

731.5

Basic EPS Excluding Extraordinary Items

1.27

0.53

0.43

Basic EPS Including Extraordinary Items

1.27

0.53

0.43

 

 

 

 

Diluted Weighted Average Shares

764.2

745.9

741.7

Diluted EPS Excluding Extraordinary Items

1.24

0.52

0.43

Diluted EPS Including Extraordinary Items

1.24

0.52

0.43

 

 

 

 

Dividends per Share - Common Stock Primary Issue

0.36

0.0

0.0

Gross Dividends - Common Stock

267.6

0.0

0.0

Interest Expense, Supplemental

32.7

39.1

53.4

Depreciation, Supplemental

509.2

533.0

547.8

 

 

 

 

Normalized EBITDA

1,834.7

1,307.2

1,206.5

Normalized EBIT

1,324.3

772.5

657.2

Normalized Income Before Tax

1,490.0

892.3

722.6

Normalized Income After Taxes

983.28

623.92

494.26

Normalized Income Available to Common

980.58

623.22

498.06

 

 

 

 

Basic Normalized EPS

1.32

0.84

0.68

Diluted Normalized EPS

1.28

0.84

0.67

Amortization of Intangibles

1.2

1.7

1.5

Accessed, Retrieved and used verbatim on 20 February 2011, at http://moneycentral.msn.com/investor/invsub/results/statemnt.aspx?Symbol=SBUX

The Strength-Weaknesses-Opportunities and Threats (SWOT) analysis is an effective to that when used properly, gathers, analyzes, and evaluates information which helps firms identify strategic advantages/disadvantages.

SWOT Strategies

Strengths

Weaknesses

Starbucks expects to add approximately 20 net new stores to its global store base in fiscal

2009 by closing approximately 425 company-operated stores in the United States and adding of approximately 60 company-operated stores internationally

The company plans to open approximately 65 net new licensed stores in the United States and approximately 320 net new licensed stores internationally

Capital expenditures for fiscal 2009 are expected to remain unchanged, at approximately $600 million.

Licensing revenues increased primarily due to higher product sales and royalty revenues as a result of opening 438 new licensed retail stores in the last 12 month

Strong marketing and promotional campaign such as product placement in major TV series

Starbucks also provides electrical outlets and, in some stores, wireless access, for customers who might need to use their MP3 players or laptop computers

Starbucks’ products can be found in convenience stores, grocery stores, department stores, movie theaters, businesses, schools, and even airports

Starbucks is rated by Fortune as one of the best top 10 places to work

Starbucks also encourages the use of its Web site where customers are able to register their Starbucks’ cards, receive nutritional information about Starbucks’ products, shop online, search for careers, and much more

47 percent drop in earnings in one year (2008)

For the 26 weeks ending March 2009, Starbucks’ revenues decreased 7 percent to $4.95 billion and net income decreased 72 percent to $89.3 million

Moody’s Investors Service recently downgraded Starbucks’ credit ratings

The U.S. company operated retail business continued deteriorating trends

For the second quarter of fiscal 2009, U.S. total net revenues were $1.8 billion, a decline of $131.5 million, or 6.8 percent, due to decreased revenues from company operated retail stores

Many of Starbucks’ International operations are in early stages of development that require a more extensive support organization relative to the current levels of revenue and operating income in the United States

International total net revenues were $433.7 million for the 13 weeks ended March 29, 2009, down $59.7 million, or 12.1 percent, compared with the same period last year, primarily due to the impact of a stronger U.S. dollar relative to the British pound and Canadian dollar

Global Consumer Products Group (CPG) total net revenues decreased by 2 percent to $94.8 million for the second quarter of fiscal 2009, due primarily to lower margin on sales of packaged coffee as a result of discounting, as well as lower volume to the trade

Opportunities

S-O Strategies

W-O Strategies

Gourmet coffee consumption rose with the drinker’s educational level. Those who finished college bought 49 percent more gourmet coffee on average, and those with some postgraduate education bought 71 percent more

Sixteen percent of the U.S. adult population consumed specialty coffee on a daily basis, whereas 63 percent indulged occasionally

The growth in popularity of specialty coffees has increased, as only 13 percent and 59 percent of people reported daily and occasional consumption, respectively, in 2002

Another trend that has surfaced in the past decade has been consumer requests for organic coffees, and more emphasis was placed by retailers on the growing environment of the beans

Consumers are becoming more health conscious and are looking for sweats and snacks that are low in carbohydrates / sugar and calorie

International market has a stronger economy and accordingly, consumers would be able to pay premium price for specialty or gourmet coffee

Implement product development by introducing organic coffee and disclosing the nutritional content to the consumers (S1, S2, S3, S5, S6, S7, O1, O2, O3)

Continue opening more retail stores overseas where coffee is in demand and market has not been saturated by competitors (S1, S2, S3, S4, S9, O6)

Develop new products with better nutritional value (S6, S8, O1, O2, O4, O5)

Develop a marketing strategy such as “Starbucks Combo” by offering combination of gourmet coffee and cookie / cake or “2 for 1” on Tuesdays and Wednesdays when the patrons can purchase coffee on Tuesday and get free refill on Wednesday (W1, W2, W3, O1, O2, O3)

Establish joint venture with hotels, airlines, and retailers for having mini-Starbucks locations or for serving premium Starbucks coffee in the hotel rooms or during the flights (W1, W2, W3, W4, W5, O1, O2, O3, O6)

Threats

S-T Strategies

W-T Strategies

The 2007–2009 global recession negatively affected the specialty coffee industry

Recent trends have shown that some of the consuming public is concerned about the nutritional value of such products as those offered by the specialty coffee sector and have even challenged the correctness of the labeling and calorie information posted on the products available at retail outlets.

Volatility in the stocks and coffee price could impact the purchasing power for the buyers

Smaller competitors are expanding their markets as well as their product line offerings

Competitors such as McDonald’s and Dunkin Donuts are becoming stronger in offering specialty coffee along with other complementary products

Implement market penetration strategy by promoting additional licensing retail deals. This minimizes the risks and capital expenditures for Starbucks (S2, S3, S4, S5, T1, T4, T5)

Lower prices of popular drinks by $0.50 and promote the price decrease through aggressive advertising (S6, S7, S8, T1, T4)

Penetrate market by appealing to a wider variety of consumers (W6, T4, T5)

Cutback on some of operating expenses such trying to improve purchasing power and getting better prices from the suppliers and vendors (W4, T4, T5)

SPACE Matrix

FS

CA

ES

IS

6

5

4

3

2

1

Conservative

Aggressive

Competitive

Defensive

1

2

3

4

5

6

7

-2

-3

-4

-5

-7

-1

-6

7

-7

-6

-5

-4

-3

-2

-1

Financial Stability (FS)

Environmental Stability (ES)

Return on Investment

2

Unemployment

-5

Leverage

5

Technological Changes

-2

Liquidity

2

Price Elasticity of Demand

-3

Working Capital

5

Competitive Pressure

-5

Cash Flow

5

Barriers to Entry

-2

Financial Stability (FS) Average

3.8

Environmental Stability (ES) Average

-3.4

Competitive Stability (CA)

Industry Stability (IS)

Market Share

-2

Growth Potential

5

Product Quality

-1

Financial Stability

1

Customer Loyalty

-1

Ease of Market Entry

2

Competition’s Capacity Utilization

-3

Resource Utilization

4

Technological Know-How

-2

Profit Potential

3

Competitive Stability (CA) Average

-1.8

Industry Stability (IS) Average

3

Y-axis: FS + ES = 3.8 + (-3.4) = 0.2

X-axis: CA + IS = (-1.8) + (3.0) = 1.2

Grand Strategy Matrix

Weak Competitive Position

Quadrant II

Quadrant I

Quadrant IV

Quadrant III

Strong

Competitive

Position

Rapid Market Growth

Slow Market Growth

1. Related diversification

2. Unrelated diversification

3. Joint ventures

The Internal-External (IE) Matrix

The IFE Total Weighted Score

Strong

3.0 to 4.0

Average

2.0 to 2.99

Weak

1.0 to 1.99

High

3.0 to 3.99

I

II

III

The EFE Total

Weighted Score

Medium

2.0 to 2.99

IV

IV

Starbucks Stores, Inc.

VI

Low

1.0 to 1.99

VII

VIII

IX

QSPM

 

 

Create Promotional Strategies Such As "Starbucks Combo" Or Reduce The Price By $0.50 Per Drink On Popular Drinks

Develop New Products With Better Nutritional Value

Expand Internationally By Opening Additional 100+ License Retailers Through Joint Ventures

Key Factors

Weight

AS

TAS

AS

TAS

AS

Opportunities

 

 

 

 

 

 

Gourmet coffee consumption rose with the drinker's educational level. Those who finished college bought 49 percent more gourmet coffee on average, and those with some postgraduate education bought 71 percent more

0.1

2

0.2

4

0.4

1

Sixteen percent of the U.S. adult population consumed specialty coffee on a daily basis, whereas 63 percent indulged occasionally

0.08

4

0.32

3

0.24

2

The growth in popularity of specialty coffees has increased, as only 13 percent and 59 percent of people reported daily and occasional consumption, respectively, in 2002

0.09

3

0.27

4

0.36

2

Another trend that has surfaced in the past decade has been consumer requests for organic coffees, and more emphasis was placed by retailers on the growing environment of the beans

0.1

2

0.2

4

0.4

3

Consumers are becoming more health conscious and are looking for sweats and snacks that are low in carbs / sugar and calorie

0.08

1

0.08

4

0.32

3

International market has a stronger economy and accordingly, consumers would be able to pay premium price for specialty or gourmet coffee

0.09

2

0.18

3

0.27

4

Threats

 

 

 

The 2007-2009 global recession negatively affected the specialty coffee industry

0.1

4

0.40

2

0.20

3

Recent trends have shown that some of the consuming public is concerned about the nutritional value of such products as those offered by the specialty coffee sector and have even challenged the correctness of the labeling and calorie information posted on the products available at retail outlets.

0.09

4

0.36

1

0.09

3

Volatility in the stocks and coffee price could impact the purchasing power for the buyers

0.07

---

---

---

---

---

Smaller competitors are expanding their markets as well as their product line offerings

0.1

2

0.20

3

0.30

4

Competitors such as McDonald's and Dunkin Donuts are becoming stronger in offering specialty coffee along with other complementary products

0.1

4

0.40

3

0.30

2

TOTAL

1.00

 

2.61

 

2.88

 

Strengths

 

 

 

 

Starbucks expects to add approximately 20 net new stores to its global store base in fiscal

0.06

4

0.24

3

0.18

2

2009 by closing approximately 425 company-operated stores in the United States and adding of approximately 60 company-operated stores internationally

0.05

2

0.1

1

0.05

4

The company plans to open approximately 65 net new licensed stores in the United States and approximately 320 net new licensed stores internationally

0.07

3

0.21

2

0.14

4

Capital expenditures for fiscal 2009 are expected to remain unchanged, at approximately $600 million.

0.06

---

---

---

---

---

Licensing revenues increased primarily due to higher product sales and royalty revenues as a result of opening 438 new licensed retail stores in the last 12 month

0.07

1

0.07

3

0.21

4

Strong marketing and promotional campaign such as product placement in major TV series

0.09

4

0.36

3

0.27

2

Starbucks also provides electrical outlets and, in some stores, wireless access, for customers who might need to use their MP3 players or laptop computers

0.06

---

---

---

---

---

Starbucks' products can be found in convenience stores, grocery stores, department stores, movie theaters, businesses, schools, and even airports

0.07

2

0.14

4

0.28

3

Starbucks is rated by Fortune as one of the best top 10 places to work

0.04

---

---

---

---

---

Starbucks also encourages the use of its Web site where customers are able to register their Starbucks' cards, receive nutritional information about Starbucks' products, shop online, search for careers, and much more

0.06

---

---

---

---

---

Weaknesses

 

 

 

 

47 percent drop in earnings in one year (2008)

0.07

4

0.28

3

0.21

2

For the 26 weeks ending March 2009, Starbucks' revenues decreased 7 percent to $4.95 billion and net income decreased 72 percent to $89.3 million

0.06

---

---

---

---

---

Moody's Investors Service recently downgraded Starbucks' credit ratings

0.04

---

---

---

---

---

The U.S. company operated retail business continued deteriorating trends

0.06

3

0.18

2

0.12

4

For the second quarter of fiscal 2009, U.S. total net revenues were $1.8 billion, a decline of $131.5 million, or 6.8 percent, due to decreased revenues from company operated retail stores.

0.04

2

0.08

3

0.12

4

Many of Starbucks' International operations are in early stages of development that require a more extensive support organization relative to the current levels of revenue and operating income in the United States

0.03

3

0.09

2

0.06

4

International total net revenues were $433.7 million for the 13 weeks ended March 29, 2009, down $59.7 million, or 12.1 percent, compared with the same period last year, primarily due to the impact of a stronger U.S. dollar relative to the British pound and Canadian dollar.

0.04

3

0.12

2

0.08

1

Global Consumer Products Group (CPG) total net revenues decreased by 2 percent to $94.8 million for the second quarter of fiscal 2009, due primarily to lower margin on sales of packaged coffee as a result of discounting, as well as lower volume to the trade.

0.03

4

0.12

3

0.09

2

SUBTOTAL

1.00

 

1.99

 

1.81

 

SUM TOTAL ATTRACTIVENESS SCORE

 

 

4.6

 

4.69

 

Portfolio Analysis: Starbuck’s BCG Matrix

(The World's Most Innovative Companies Their creativity goes beyond products to rewiring themselves. Business Week and the Boston Consulting Group rank the best. Accessed and referenced on 20 February 20, 2011 at http://www.businessweek.com/magazine/content/06_17/b3981401.htm)

The Boston Consulting Group (BCG) matrix is enhancing a multidivisional firm’s efforts to formulate strategies. The BCG allows a multi-focused firm to manage its portfolio by examining relative market share position and the industry growth rate each division relative to all other divisions in the organization. The Starbucks BCG matrix below shows four (4) divisions which include Question Marks, Stars, Cash Cows, and Dogs.

Quadrant I shows low relatives market position, high growth industry. Cash needs versus cash generation are high and low. Quadrant II or Star Division identifies best long-run opportunities for growth and profitability. Quadrant III or Cash Cows with high relative market share position but compete in a low growth industry and finally, Quadrant IV or Dogs identifies relatively low market share position and compete in a snail or no market growth industry.

Starbucks Income Statements shows steady increases between 2003 and 2005. The revenues on the year 2003 were $4,075,000, while $2,191,000 in year 2004, $6,369,000 in year 2005. Also, the firm’s growth sales rate for 2004 and 2005 was 56.3%. In conclusion, Starbucks were identified in Star division which means its long-run opportunities for the growth and profitability is overall good.

Recommendations

Starbucks’ coffees price are much more expensive than other market competitor products because Starbucks’ purchases the highest quality coffee beans which means and price-war advantage for its competitors in these challenged economic times.

Develop series of new coffee, tea and fruit drinks with better nutritional values for health conscious customers. Initially, enter selected market with predatory pricing strategy and then move to larger market.

Starbucks is showing signs of change and that the change has started to work. For the first time in eight quarters, the company posted positive earnings. In fact, all US company operated stores reported positive growth in their sales.

For the last few years, the company over-expanded by opening too many stores and some too close to each others. Now, they have done an impressive job restructuring itself and returning back to being profitable by closing some stores and slimming down its workforce over the past few years. They further eliminated excessive waste in their operations and have been trying to be leaner in their day to day business processes.

Leading the way in technological media, Starbucks innovative nature has enabled capitalization on the social networks like Twitter and Facebook. Additionally, Starbucks even has an iPhone application (accessed at "Why Starbucks Has Room to Improve." http://www.minyanville.com/businessmarkets/articles/starbucks-growth-upgrade-profit-price-hikes/1/22/2010/id/26485 20 Feb. 2011.).

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