Starbucks Business Plan

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January 6th, 2011

Expanding in the Danish market for the coffee shop chain industry – with Starbucks as an illustrative case

Table of contents
Figures of contents5
Title sheet8
1Executive summary9
2Introduction – what is Starbucks?10
2.1Subject field11
2.2Problem and problem formulation11
2.3Project design12
3Methodology and theory of science14
3.1.1Three methodological views of Arbnor and Bjerke14
3.1.1.1The analytical view15
3.1.1.2The systems view17
3.1.1.3The actors view19
3.1.2Four sociological paradigms of Burrell and Morgan21
3.1.3Functionalist paradigm22
3.1.4Interpretive paradigm23
3.1.5Radical humanist paradigm23
3.1.6Radical structuralist paradigm23
3.2Comparison of Arbnor & Bjerke and Burrell & Morgan24
3.3Limitations and Assumptions26
3.4Validity and reliability of the project and data collection28
4Theory30
4.1Expansion of the coffee shop chains in Denmark30
4.1.1Screening process for expanding a coffee shop s chains business in Denmark30
4.2Identify basic appeal33
4.3Environmental analysis33
4.3.1Macroenvironment34
4.3.2Microenvironment38
4.3.2.1Customers38
4.3.2.2Segmenting consumer markets40
4.3.2.2.1Defining market segmentation40
4.3.2.2.2Reasons for segmenting the market41
4.3.2.2.3How to segment the Danish coffee shop chain industry market41
4.3.2.3Consumer markets42
4.3.2.3.1Consumer behavior43
4.3.2.3.1.1Cultural factors43
4.3.2.3.1.2Social factors44
4.3.2.3.1.3Personal factor44
4.3.2.3.2The Five-Stages Model45
4.3.2.3.2.1Problem recognition46
4.3.2.3.2.2Information search46
4.3.2.3.2.3Evaluation of alternatives47
4.3.2.3.2.4Purchase decision47
4.3.2.3.2.5Postpurchase behavior47
4.3.2.4Competition48
4.3.2.4.1Identifying competitors48
4.3.2.4.2Strategies,objectives,strengths and weaknesses and selecting competitors49
4.3.2.4.2.1Strategic Groups50
4.3.3Internal environment53
4.4Analyze the market potential56
4.4.1Definition and goals57
4.4.2Reasons to analyze the market potential57
4.4.3How to analyze the market potential57
4.5Creation of an expansion strategy59
4.5.1Concentration versus diversification strategies59
4.5.2Entry modes61
4.5.2.1Types of entry modes61
4.5.2.2Presentation of entry modes62
4.5.2.3Advantages and disadvantages of entry modes regarding coffee shop chains business expansion64
4.5.2.4Reflections65
4.5.3Incremental and simultaneous strategy (Waterfall and Shower approach)67
4.6Evaluation and choice of strategy68
4.7Implementation of the strategy68
5Combining methodology with theories used70
6An ideal research plan75
6.1Research plan75
7An illustrative Case – Starbucks77
7.1Why Starbucks? Why Denmark?77
7.2Identify basic appeal77
7.3Macroenvironment78
7.3.1Market size, share and definition78
7.3.2The degree of turbulence78
7.3.3PEST model79
7.3.3.1Economic factors79
7.3.3.2Opportunities and development in Denmark79
7.3.3.3Expenditure versus savings80
7.3.3.4The cyclicality and expectations80
7.3.4Social-cultural81
7.3.4.1The Danish population82
7.4Microenvironment83
7.4.1Segmentation of customers84
7.4.2Competition – Strategic Groups88
7.5The internal analysis92
7.6Market potential analysis96
7.7Creation and evaluation of the expansion strategy98
7.7.1Concentration versus diversification98
7.7.2Entry mode strategy100
7.7.3Incremental and simultaneous strategy (Waterfall and Shower approach)101
7.8Choice of strategy102
8Sum up of the illustrative case104
9Conclusion107
10References109
* Figures of contents
Figure 1 The Boundary between Explanatory and Understanding...
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