Case Study: Espressolab

The individual tastes of coffee drinkers around the world are different, Nescafe manufacture in multi-select the type of coffee product to cater those tastes. It starts with the coffee plant and the coffee beans.

For more than three decades since Starbucks started its operations, the company was considered as a leading coffee chain operator. However, in 2008, the company faced a significant financial downturn that almost cost it its position in the marketplace. Through strategic planning and adopting a differentiation strategy, Starbucks, under the CEO Howard Shultz, recovered from the financial decline to regain a competitive advantage over other big companies like McDonald's and Panera Bread. This paper will discuss the business strategy and management for Starbucks Company and emphasize the importance of business strategy. It will cover the strategic basics of Starbucks, its financial downfall, an analysis of its profitability and a comparison with its key competitors as well as its technological threats and opportunities.

“Our mission: to inspire and nurture the human spirit – one person, one cup and one neighborhood at a time.” (Starbucks, 2013). That is the mission statement of Starbucks. Whenever you think about who has the most premier cup of coffee or the most mouthwatering Frappuccino, you can’t help but visualize the green twin-tailed mermaid coffee icon. With more than 21,000 locations in 66 countries and revenue upwards of US $16.44 billion (Fortune 500, 2015), something or more importantly someone is

Starbucks’ lead in the specialty coffee industry exemplifies the result of deftly executing a well-planned business strategy. Moreover, Starbucks is well positioned for what is expected to be a continuing rise in the popularity of specialty coffee products. The question before Starbucks’ leadership, however, is what avenues will lead to Starbucks’ goal of remaining true to its core, the highest quality coffee products while providing a “total coffee experience” for its customers?

In conclusion, the Broadway Café faces a strong buying power and rivalry among competitors due to the large volume of shops offering the same products and services. The threat of new substitute products and alternatives is also high for the same reasons for buyer power. The Café also faces the threat of new entrants due to the lack of insignificant entry barriers. One upside is the relatively weak supplier power. The coffee industry is huge as stated above and vendors are more than ample. With this information we can conceive our business focus. The Broadway Café is best suit for a focused differentiation strategy. We plan to achieve

Starbucks is undoubtedly an international brand. The history of coffee traces back to Ethiopia, Africa, India, Arabia, and Europe, and has been traded abroad since the 11th century. Understanding the demand and widespread market for coffee, Starbucks has triumphantly capitalized both the domestic market, and the varied international markets as well. Possessing about 6,500 retail sites worldwide, Starbucks’ net is spread across thirty countries and has been found as one of the most recognized brands all over the globe in equality to McDonalds and Toyota. This organization’s ability to build an international brand has been unprecedented- particularly since it represents a specialty

The success of Friend-Z 's, a regional based coffee house in the United States, is in its tenth year of business. The small business venture, which began as a cooperative college project, has grown into one of the best coffee houses on the college scene. Friend-Z 's success has sparked the interest of its partners to take their small business to the next level by expanding into the global market. Competing globally would allow Friend-Z 's Coffee House to take advantage of a larger customer base, opportunity to be a stronger competitor, and thrive in diverse environments. Friend-Z 's international business will increase their client base with every new opening. They are not restricted by location or tied a region with failing economics. Therefore, opening Friend-Z 's to the option of an online market. Friend-Z 's will be able to rise as a stronger competitor in the coffee market, especially in countries with fewer competitors. The presentation of the coffee house will be crucial for becoming comparable or communicating its uniqueness. Friend-Z 's existence in the global market opens up their business worldwide. This business move releases dependency on the local or regional market in the United States, reduces growth restraints, and allows movement from potential economic unrest. The advantages of Friend-Z 's beginning a global business are promising, but it would be wise to consider the possible negative factors before going global.

Starbucks, an American coffee company which was established in the year 1971. At that time it has only one store in Seattle’s Historic Pike Place Market, Washington. It covered a long journey from that single store to hundreds and thousands of stores in different countries. It has 9 stores in Seattle till 1987. The professional management and strategies used by Howard Schultz made the company globally successful. The result of his efforts lead to the expansion of stores from 400 in US to 4700 in all over the world .It followed the policy of joint venture and foreign assistance to expand its business. The aim of the report is to analyze the management strategies used in the case of Starbucks and apply our theory of knowledge. This will help

Expresso Espresso coffee shop (EE) opened in March 2006 across the street from the University of South Alabama in Mobile. The shop targeted the 13,000 students as well as the faculty and staff. Todd Sylvester, the owner, has big dreams of expanding to another location. Although the business concept offered a warm environment with high quality products, it lacked sustainability, market knowledge, and competitive options. In spring 2006 the business was operating at a negative net-income. The following report explores the case of EE during the spring of 2006 and discusses alternative courses of action to current business strategies.

The main aim of the corporation remained the same: to be the leading company at selling exclusive coffee and increase market share in the North America, which was prosperously achieved. As a customer-oriented entity Starbucks place their clients in the centre of the business activity, having satisfaction of customers’ needs as a priority (Boşcor & Tălpău, 2011). Howard Schultz explains, “We are not in the coffee business serving people, we are in the people’s business serving coffee” (Schultz & Yang, 1999). Starbucks does not just sell coffee; it sells the “Starbucks experience”. The store designers with the HR and Operations departments have created a place where people would come back again and again. As of November 4, 2015 there are 23,132 Starbucks stores operating all over the world (Loxcel Geomatics, 2015) and they are not planning on stopping the rapid expansion. However, due to the cultural differences people have diverse needs, which cannot be met by using one universal international standard for every store in every country. Therefore, in order to gain necessary competitiveness in local markets Starbucks Corporation has to adapt its marketing mix so it could correspond to the existent demand. What strategies Starbucks Corporation applies entering new markets (like in Japan and Australia instances) will be discussed in the following

Starbucks also constantly introduce new and promising supply strategic strategy along with ethical environmental goals such as C.A.F.E. Practices. Those strategic moves allow them to gain control of their own coffee suppliers which will drives its business to grow tremendously in the international market for the next few years to come. Strong business model is also a key factor which allows Starbucks to take the right steps to ensure their long term goals are successful, as they own a multinational business model which allows them to have a widespread of products that can be customized to suit national requirements. Nevertheless, having such robust business model, Starbucks ought to have continuous improvements and continue building its goals and expectations else their business will be in a downfall situation; therefore, it is important for them to set their objective and strategies clearly and react decisively for any challengers they may face in the dynamic

Starbucks had ranked the top of the coffee house chains by number of stores worldwide in 2013 (Statista, 2014). As a result, the “Starbucks on Every Corner” strategy is an extreme success and this had proved that even though there are stores every corner except for 48 Sub-Saharan African countries, Central Asian and Eastern European, Starbucks Corporation is having a good operating and maintaining company skills (Statista, 2014). For instance, if the international sales department and coffee production department do not work in collaboration between each other, Starbucks who own so many stores worldwide would definitely suffer as a whole

Starbucks has been considered the top provider of the finest coffee bean and coffee drinks in the world. Anyone who loves a good cup of coffee knows that Starbucks is the top choice. No matter where you are in the world, you will see an inviting Starbucks store with this amazing aroma of freshly roasted and brewed coffee, nicely lighted space, great seat lay-out, free wi-fi, and just a comfortable space to hang out. The baristas behind the green apron are wondering people delivering nothing but the best “Starbucks experience”. Over 4 decades of successful business, Starbucks has grown into a well-known brand in every household, not only in the North America, but even in Europe, Mediterranean, Middle East, and Asia, It has become so popular that its name does not even necessary to be printed in most of its products, and the Starbucks logo is what they all need. In this paper, I aim to discuss the company’s strategy behind its great success. Also, I will provide feedback as to how the company is operating in the Philippines [which is my home country].

Christophe Reale, the managing director of Espressamente at Illy, acknowledges the demand prospects for coffee, and is aware of the growth of niche markets in traditional consuming countries and the opportunities of new consumers in emerging and exporting countries. Christophe anticipated Espressament’s place within the global market and the company’s opportunities for future growth, he knew the importance of prioritizing markets to achieve the global route to markets. Based on previous given knowledge, sales potential analysis and a ton of research, Chistophe decided to focus only on the markets or countries with the most potential. And with this diligent research and vast experience Christophe will foresee where the greatest potential for success lies, and what kind of strategy should be pursued

With the development of economic globalization, “fast food” becomes a more and more substantial industry in the business world, which adapts to the pace of people’s life. Each organization spares every effort to stand forward the competition due to the fierce competition. In this article, we focus on the “Starbucks”, a prevailing coffee manufacturer in recent years.