营销案例(星巴克).ppt

The?Controllable?Elements? The?Controllable?Elements? The?Uncontrollable?Elements? The?Uncontrollable?Elements? 全球扩张。global expansion poses huge risks for Starbucks. For one thing, it makes less money on each overseas store because most of them are operated with local partners. While that makes it easier to start up on foreign turf, it reduces the companys share of the profits to only 20 percent to 50 percent. 对策：1.对扩张目的进行合理科学的定位 2.对扩张的策略和方式精心选择 3.明确企业扩张后的发展的方向问题 未来的挑战。Moreover, Starbucks must cope with some predictable challenges of becoming a mature company in the United States. Not only are the activists among them turned off by the power and image of the well-known brand, but many others say that Starbucks latte-sipping sophisticates and piped-in Kenny G music are a real turnoff. They dont feel wanted in a place that sells designer coffee at $3 a cup. 对策：1.努力提高品牌含金量 2.塑造独特的消费氛围 员工。As it expands, Starbucks faces another big risk: that of becoming a far less special place for its employees. For a company modeled around enthusiastic service, that could have direct consequences for both image and sales. Its perks are no longer enough to keep all the workers happy. Starbucks pay doesnt come close to matching the workload it requires, complain some staff. 对策：1.完善津贴机制 2.做好人才储备工作。 3.合同或协议约束。 文化差异。As Starbucks spreads out, Schultz will have to be increasingly sensitive to those cultural challenges. Now, Starbucks is waking up to the grande challenges faced by any corporation bent on becoming a global powerhouse. 对策：1.文化整合 2.跨文化培训 3.塑造共同愿景,建设学习型组织 一． 文化冲突和利润低下 文化冲突 以中国为例，“小咖啡”模式的星巴克，在中国市场的日子并不好过，以上岛模式为代表的“大咖啡”模式正在对星巴克形成围剿，并已成为咖啡连锁的主流。 利润低下 星巴克全球有超过1万家连锁店，但是相对巨大的咖啡市场，星巴克只分得金字塔顶上的一小杯羹。以中国市场为例。根据Eurom onitor In-ternational提供的数据，2009年星巴克作为行业龙头在中国市场的份额达到70%，中国门店的营业收入为3500万元，这一数字较 2004年的1100万元增长了超过两倍。 二． 大规模的扩张与企业服务背离 急速扩张的全球战略因为重视企业文化而崛起的星巴克越来越力不从心。 星巴克