YP 47 B Syndicate 4
Dwi Kurnia Putri29112091
Siti Larissa 29112100
Ir. Alibasjah Inggriantara, SE, MM
MASTER OF BUSINESS ADMINISTRATION
BANDUNG INSTITUTE OF TECHNOLOGY
I. CURRENT SITUATION
A. CURRENT PERFORMANCE
• In 2006, the US based Starbucks Coffee Company, with over 11,000 stores in 36 countries was the No. 1 specialty coffee company in the world. • Every week over 40 million customers visited Starbucks coffeehouses. • After phenomenal success in the US, and revolutionizing specialty coffee culture, Starbucks undertook international expansion and popularized its specialty coffee worldwide. • In the 1990s, Starbucks concentrated its expansion efforts mainly in Asia. The initial pages of the case delineate the origin and growth of Starbucks as a company and a super brand and the strategies adopted by it. • In 2002, Starbucks announced that it was planning to enter India. Later it postponed its entry as it had entered China recently and was facing problems in Japan. • In 2003, there was news again that Starbucks was reviving its plans to enter India. • In 2004, Starbucks officials visited India but according to sources they returned unconvinced as they could not crystallize on an appropriate partner for its entry. • In mid 2006, Starbucks announced that they were all set to offer the ‘Starbucks experience’ to Indians in the next 18 months.
II. STRATEGIC POSTURE
• To inspire and nurture the human spirit – one person, one cup and one neighborhood at a time. • Expansion to Asia market
• “We are looking forward to offering the finest coffee in the world, handcrafted beverages, and the unique starbucks experience” • 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.” • 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.” • 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.” • 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.” • 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.” • 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.” 3. STRATEGIES
• International expand through joint ventures, licenses or by company own operation • Building critical relationship to gaining additional market...