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Starbucks Strategy and Internal Initiatives to Return

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Starbucks Strategy and Internal Initiatives to Return
STARBUCKS' STRATEGY AND
INTERNAL INITIATIVES TO RETURN TO
PROFITABLE GROWTH
BIMA
DHARMA
PRISILIAN
SELMA NURLIESYA RAMADHIANE
REISA
RIDWAN

• PLEASE IDENTIFY THE RESOURCES OR CAPABILITIES STARBUCKS
AND MAKE VRIN MATRIX ANALYSIS TO DECIDE WHETHER THOSE
ARE
CORE
COMPETENCIES
THAT
PROVIDE
SUSTAINED
COMPETITIVE ADVANTAGES?
• PLEASE ANALYSIS HOW FAR ETHICS AS WELL AS GOVERNANCE
ARE IMPLEMENTED IN STARBUCKS.
• IN IMPLEMENTING CSR, ANALYZE IN WHICH STAGE STARBUCKS
CSR VALUE
• STARTING IN OCTOBER 1992 AND CONTINUING
THROUGH
OCTOBER 2004, STARBUCKS GRANTED EACH ELIGIBLE EMPLOYEE
A STOCK OPTION AWARD. PLEASE DISCUSS WHAT ARE THE
BENEFITS OF THIS PROGRAM TO STARBUCKS PERFORMANCE THE
YEARS AFTER.
• DISPATCH TO ME (TRI570720@YAHOO.CO.ID) ON MONDAY 13TH
APRIL 2015 AT THE LATEST.
• GOOD LUCK, GUYS!

CASE SUMMARY
CORE COMPETENCE DARI STARBUCKS MEMANFAATKAN STRATEGI DIFERENSIASI PRODUK
DENGAN MENAWARKAN CAMPURAN PRODUK PREMIUM MINUMAN BERKUALITAS TINGGI DAN
MAKANAN RINGAN. EKUITAS MEREK STARBUCKS DIBANGUN PADA PENJUALAN KUALITAS KOPI
TERBAIK DAN PRODUK TERKAIT, DAN DENGAN MEMBERIKAN SETIAP PELANGGAN UNIK
"STARBUCKS EXPERIENCE", YANG BERASAL DARI LAYANAN PELANGGAN TERTINGGI, BERSIH DAN
TERAWAT DENGAN BAIK TOKO YANG MENCERMINKAN BUDAYA MASYARAKAT DI MANA MEREKA
BEROPERASI, SEHINGGA MEMBANGUN TINGKAT TINGGI LOYALITAS PELANGGAN DENGAN KULTUS
BERIKUTNYA. ITS KOMPETENSI INTI LAINNYA ADALAH NILAI-NILAI BERBASIS PENDEKATAN
MANAJEMEN SUMBER DAYA MANUSIA UNTUK MEMBANGUN HUBUNGAN INTERNAL DAN EKSTERNAL
SANGAT KUAT DENGAN PEMASOK, YANG MENDORONG PENYEBARAN SUKSES STRATEGI BISNIS
EKSPANSI ORGANIK KE PASAR INTERNASIONAL, INTEGRASI HORISONTAL MELALUI AKUISISI
CERDAS DAN ALIANSI YANG MEMPERTAHANKAN MEREKA JANGKA PANJANG TUJUAN STRATEGIS
MENJADI MEREK YANG PALING DIAKUI DAN DIHORMATI DI DUNIA.

THE RESOURCES OR CAPABILITIES STARBUCKS AND
MAKE VRIN MATRIX ANALYSIS TO DECIDE WHETHER
THOSE ARE CORE COMPETENCIES THAT PROVIDE
SUSTAINED COMPETITIVE ADVANTAGES?

RESOURCES OR CAPABILITIES
ANALYSIS
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