Strategic Management

Topics: Value, Strategic management, Value network Pages: 2 (469 words) Published: December 14, 2012
Introduction
Terms of reference: What is your report setting out to do (Strategic Fit Analysis of Starbucks – which business segment and country?) •A very brief introduction to Starbucks (e.g. outline of history, current market position and strategy) •A brief introduction to the country/market environment

Starbucks has 3 operating segments:
The International segment (company-operated stores and licensed stores, and foodservice accounts primarily in Canada and the United Kingdom*) •The United States segment (company-operated stores and licensed stores*) •The Global Consumer Products Group segment (packaged coffee and tea, Starbucks VIA ® Ready Brew and other branded products sold worldwide through channels such as grocery stores, warehouse clubs and convenience stores, and US foodservice accounts*) If you choose the International segment or the Global Consumer Products Group segment, we suggest you focus your analyses on a single country/region (e.g. UK, India, China, Europe, Scandinavia. Task A (1): ANALYSIS OF STARBUCKS’ EXTERNAL ENVIRONMENT (Approximately 1000 words) Maximum of 30 marks •Macro-environment (PESTEL: Essential)

Optional: Any other models/analyses (e.g. scenarios)
Micro-environment (Porter’s 5 Forces: Essential)
Optional: Any other models/analyses (e.g. strategic groups, market segments, Blue Ocean canvas) •Identify opportunities and threats from both analyses!
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Critical Success Factors (CSF) “…those factors that are either particularly valued by customers or which provide a significant advantage in terms of cost” (Johnson, Whittington, & Scholes, 2012) •Opportunities and threats must be linked to CSF!

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Strategic capability: Threshold resources and competences + Distinctive resources and competences (Essential) •Value chain and value network analysis (Essential)
Optional: Any other models
Make sure your analysis includes evaluation of resources and competences that are relevant to the Critical Success...
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