星巴克
Product and pricing decisions
ON THE JOB： FACING A BUSINESS CHALLENGE AT STARBUCKS
Brewing Up Success Nationwide
Have you had your coffee yet today？ If so， did you open a can of Folgers and brew it yourlf， or did you hand $2 to a barista and ask for a "single tall skinny mocha no whip with extra cocoa"？ More and more coffee drinkers are getting their daily do of java from Starbucks Coffee Company. Founded in 1971，Starbucks originally sold its trademark dark-roasted coffee beans in a few Seattle stores. But everything changed when current chairman and CEO Howard Schultz took over in 1987. Schultz envisioned lling gourmet coffee beverages in hip neighborhood coffee bars like the ones he saw on every corner while vacationing in Italy. He wanted Starbucks to be a meeting place where people could exchange ideas and escape from everyday
hassles. And from day one he wanted to go national.
Schultz focud on building a competitive advantage through a loyal， well-trained labor force that deli
vers consistently superior products and rvice. He also fostered a company commitment to employer responsibility， environmental stewardship， passion for coffee， and integrity in customer relations. His efforts paid off. In a decade， Starbucks grew to over 1，100 stores in 22 states and 3 foreign countries. In the United States， Starbucks literally changed the defi1ition of "a good cup of coffee." Loyal customers are described as "religious" about the product. In fact， Starbucks is so highly regarded that the company is leveraging its reputation with brand extensions. Bottled coffee beverages， ice cream， music CDs，and a coffee-laced beer now bear the Starbucks logo and are available on grocery store shelves. In addition，
the company receives hundreds of joint venture proposals for new products every week.
But even though the success of Schultz's vision has led to unprecedented opportunities， it has also created new challenges. Rapid expansion has led some consumers to view Starbucks as a corporate villain that rides into town， throws down a lump of cash to get the best locations， and then drives the local cafes out of business. Locals fear that a Starbucks on the corner means the loss of a community's unique character. Brand extensions also rai new concerns； Although initial products have proven successful， they run the risk of diluting Starbucks' core identity as a premium coffee company. The company also faces the challenge of keeping quality consistent as the compan
y continues to grow. Starbucks ts customers‘ expectations high，and it must continue to meet tho expectations to stay ahead of new competitors that enter the market almost
daily.
The concerns weighed heavily on the minds of Schultz's marketing team as Starbucks celebrated its twenty-fifth birthday. Team members were developing a new marketing strategy that they hoped would establish Starbucks' image and assure its future success nationwide. If you were on that team， what would you do to maintain Starbucks' leadership position？ How would you evaluate the potential of new products？ How would you define your target markets？ What image would you want consumers to have of Starbucks， and how would you maintain that image as the company continues to grow？
On the Job： Meeting Business Challenges at Starbucks
Starbucks entered its twenty-sixth year as the uncontested leader of the gourmet coffee market. The company had already experienced incredible growth， with sales approaching $700 million in 1996， and Schultz had plans to continue expanding， opening almost 900 new stores over the next veral years. But the coming years would undoubtedly prove challenging. Competitors like The
Second Cup， Seattle's Best Coffee， and Barnie's had expansion plans of their own. And many companies imitated Schultz's formula for success with the hope of beating Starbucks at its own game. The Starbucks marketing team had to be savvy to stay on top.
The team began by extensively rearching both competitors' and Starbucks' stores. They brought in hidden cameras to document how well the employees knew their coffee， and they asked customers how they felt about the products，atmosphere， rvice， and coffee. The insights they gained became the foundation of their
strategy.
As with all good marketing strategies， the heart of the plan was a vision of how they wanted to position Starbucks in the coffee market. In addition to remaining the quality leader， they wanted Starbucks stores to appear more like local cafes than a national chain and more like a sanctuary from daily stress than just a take-out coffee store. Other goals included boosting stagnant sales in older stores， establishing a central focus for all Starbucks products， and developing national advertising
that would convey a consistent image. Achieving the objectives required making changes in produ
cts， distribution， and promotion.' Over the years， Starbucks core products， coffee beans and beverages， had already undergone changes to meet customer preferences. But some merchandi， such as mugs and coffee makers， had been left untouched. Now new merchandi was planned for all stores. In addition， new food items were offered to attract customers throughout the day （becau half the day's sales were typically made during the morning hours）。
New products were targeted for grocery store distribution， including cold coffee drinks and ice cream novelties. However，the company was adamant about maintaining its identity through strict product standards. If a product wasn't fundamentally related to coffee and to Starbucks' core values， it wouldn't carry the
Starbucks logo.
The retail distribution strategy had to address additional challenges. To combat the fears of certain communities about losing their uniqueness， Starbucks began designing new stores to reflect local cultures. For example， a store in Seattle's upscale Queen Anne neighborhood has a fireplace and large chairs that invite customers to linger and relax. The company also began redesigning older stores （where sales had begun to level off） in order to give them a more comfortable feel. To expa
nd its market， Starbucks rolled out a nationwide line of specialty coffees to be sold exclusively in supermarkets. The company packaged the supermarket coffee uniquely but priced this new line of coffees to match prices at company stores，keeping the brand image high while discouraging cafe customers from purchasing Starbucks at the supermarket.
Even though product and distribution changes were important， a well-designed promotion strategy was the key to building a consistent image nationwide. Starbucks had always taken an undifferentiated approach to marketing. If a person was a coffee lover， that person was a potential Starbucks customer. And rearch shows that coffee lovers have an emotional tie to the beverage. It can even be a part of their lf-identity. To capitalize on this， the marketing team focud on building a national campaign that didn't feel national. They wanted customers to build a personal identification with Starbucks products. So the advertiments they developed were down-to-earth and genuine， depicting Starbucks as a place to find peace in a hectic world. To counter arguments that the company is too pristine， Starbucks ud ads that were somewhat unpolished，as though an art student had done them. In addition， the company began to experiment with "digital marketing"
through a hip Web site that attempts to re-create the coffeehou culture on the Internet.
Finally， to ensure high standards of quality and maintain what Schultz believes is Starbucks' biggest point of differentiation， the company reaffirmed its commitment to its employees. All Starbucks employees receive extensive training before they t foot behind a counter. They also receive progressive compensation，including full health benefits and stock options， even for part-time employees. As Schultz says， "The only way we're going to be successful is if we have the people who are attracted to the company and who are willing
to sustain the growth as owners."
Only time will tell what the gourmet coffee market will I be like when Starbucks turns 50. But by continuing
to offer' the best-quality coffee products in a comfortable environment， I and by supporting the brand through
innovative promotion， I Howard Schultz expects Starbucks to remain on top of the bean hill.
产品和定价决策
在⼯作中⾯临的挑战，在⼀个业务：星巴克
酿造成功的全国性
你有你的咖啡，但今天的吗?如果是这样，你有没有开⼀罐Folgers酿造它⾃⼰说的，还是你的⼿2美⾦⼀咖啡师并要求“单⼀⾼瘦摩卡咖啡和可可”没有额外的鞭⼦?越来越多的咖啡的⼈都得到他们每⽇享受到的java从星巴克咖啡公司。成⽴于1971年，最初出售其商标dark-roasted星巴克的咖啡⾖在少数西雅图的商店。但⼀切都改变了，当时现任董事长兼⾸席执⾏官霍华德舒尔茨接管在1987年。舒尔茨设想销售极品咖啡饮料臀部的邻⾥咖啡酒吧像那些他看见在意⼤利度假的时候，就在每⼀个⾓落。他想要⼀个会议星巴克的场所,⼈们可以交换意见并逃离⽇常的困扰。从第⼀天起，他想去的国家。
舒尔茨着⼒构建竞争优势通过⼀个忠诚，训练有素的劳动⼒，提供始终如⼀的优良产品和良好的服务。他还培养了公司承诺向雇主责任、环境管理、激情喝杯咖啡，和整体性特征的客户关系。他的努⼒得到了回报。在⼗年内，增长到超过1100名星巴克的商店，在22个州和3国外。在美国，随便改变了defi1ition星巴克的“⼀杯好咖啡。”忠诚的顾客被描述为“宗教”⼀下你们的产品。事实上，星巴克是如此的⾼度重视，该公司是积累的信誉与品牌延伸。瓶装咖啡饮料、冰淇淋、⾳乐cd，和⼀个coffee-laced啤酒现在熊星巴克的标志，并可在杂货店货架。此外，该公司收到数百合资提案，为新产品，每星期。
但即使是舒尔兹的视觉的成功已经导致了前所未有的机遇的同时，也创造了新的挑战。快速扩张已经
导致了⼀些消费者⾓度作为⼀个公司的恶棍，星巴克骑到城⾥，摔倒块状的现⾦，以达到最佳的位置，然后带动当地咖啡馆倒闭了。当地⼈担⼼星巴克在拐⾓
处就是失去⼀个社区的独特个性。品牌延伸也提出新的忧虑；虽然最初的产品已被证明成功，他们就可能冲淡星巴克的核⼼⾝份贴现咖啡公司。该公司也⾯临着保证产品质量⼀致的挑战公司的不断壮⼤。星巴克集客户的⾼期望值，它必须继续实现这些期望，领先的新竞争者进⼊市场⼏乎每天。
这些担忧压⼒沉重的头脑的营销团队为舒尔茨的星巴克庆祝了它的25⽇的⽣⽇。团队成员是开发⼀种新的市场营销策略，希望建⽴在星巴克的形象和保证其未来成功的清单。如果你在这⽀球队，你将怎样做以维护星巴克的领导地位呢?你将怎⼳来评估可能的新产品呢?你将怎⼳来定义你的⽬标市场?什么样的形象，你会希望消费者的星巴克的咖啡，你会如何保持这种形象公司的不断壮⼤?
在⼯作：会议业务的挑战，在星巴克
星巴克进⼊了⼆⼗六年的篮下的领导者，极品咖啡市场。公司已经经历了令⼈难以置信的速度增长，年销售额接近7亿美元,1996年舒尔茨已计划继续扩⼤，开放近900新商店在接下来的⼏年⾥。但未来的⼏年⾥，毫⽆疑问的会被证明是有挑战性。喜欢第⼆杯竞争对⼿，西雅图的最好的咖啡,⽽且Barnie已经扩张计划⾃⼰的。仿舒尔兹以及许多公司成功的秘诀，希望打败星巴克在⾃⼰的⽐赛上。星巴克的营销团队必须保持最⾼奋勇前进。
研究团队开始⼴泛的两个竞争对⼿'和星巴克的商店。他们带来了隐藏相机记录的情况如何，员⼯知道他们的咖啡,⽽且他们问客户他们的感觉有关产品、⼤⽓、服务、和咖啡。他们获得的洞察⼒成为他们的策略的基础。
与所有的良好的营销策略,⼼的计划是⼀个异象，他们是如何想的位置在星巴克咖啡市场。除了保持质量的领导者，他们想要的星巴克店显得更像当地咖啡馆⽐全国连锁，更像⼀个避难所从⽇常压⼒不仅仅是⼀个叫外卖咖啡商店。其它的⽬标，包括推动停滞不前的销售在⽼的商店，设⽴中⼼焦点星巴克的产品，并为所有发展中国家⼴告，会传达⼀种⼀致的形象。实
现这些⽬标需要做出改变、产品分布,promotion. '
在过去的⼏年中，星巴克的咖啡⾖和核⼼产品，不含咖啡因的饮料，已经发⽣了变化，以满⾜客户的喜好。但是⼀些商品,⽐如咖啡杯，咖啡壶,⼀直都完好如初。现在，新商品的计划为所有的商店。此外，新⾷品被提供来吸引更多的旅客在整个⼀天(因为有⼀半的⽇⼦的销售额通常在早晨的时间)。
新产品为杂货店分布⽬标，包括冷的咖啡饮品和冰淇淋新颖独到之处。不过，该公司坚决认为要保持其⾝份都是经过严格产品的标准。如果⼀个产品并不是从根本上与咖啡和星巴克的核⼼价值观，它就不携带星巴克的标志。
零售分销策略必须讨论额外的挑战。战⽃时的恐惧，对某些社区失去他们的独特性，星巴克开始设计新商店，以反映当地⽂化。例如,⼀家店在西雅图附近的⾼档安妮⼥王有⼀个壁炉和⼤椅⼦，邀请客户逗留并放松。年长的公司也开始重新设计商店(在那⾥销售已经开始平整)，以便给他们⼀个更舒适的感觉。对拓展市场，星巴克推出了⼀项全国性的线是独家发售的专业的咖啡在超市销售。本公司独特的包扎超市咖啡价格这个新的⼀⾏，但提供的咖啡配价格保持在公司的商店品牌形象，同时阻拦客户⾼采购星巴克咖啡馆到超市。
即使产品和分布的变化都是很重要的,⼀个设计良好的推⼴战略是⼀致的形象建设的关键清单。星巴克⼀直带着未分化的推销⽅法。如果⼀个⼈是⼀个咖啡爱好者，那个⼈是⼀个潜在的星巴克顾客。同时研究表明，咖啡爱好者们有⼀种情感的领带到饮料。它甚⾄还可以他们的⾃我认同的⼀部分。利⽤这⼀点,⾏销团队集中于建⽴⼀个全国性的活动，并没觉得全国性的。他们希望客户建⽴个⼈识别与星巴克的产品。这样的⼴告，他们开发的是脚踏实地的和真正的，描绘星巴克的好地⽅找到和平在忙碌的世界。针对论点，公司太原始、星巴克使⽤⼴告都有点光洁，就像有⼀学艺术的学⽣画的。此外，该公司开始试验“数字营销”通过⼀个时髦的⽹站，试图重现咖啡馆⽂化在互联⽹上。
最后，以确保⾼标准的质量，维护好舒尔茨认为是星巴克的最⼤的观点的区别，公司重申了其员⼯。所有的星巴克的员⼯将得到⼴泛的训练之前，他们涉⾜后⾯柜台。他们也能得到进步的补偿，包括全部的健康福利，股票期权，甚⾄为兼职员⼯。舒尔茨说:“作为唯⼀的⽅法我们将会成功是我们有没有
⼈是吸引到公司和愿意维持增长作为主⼈。”
只有时间将会告诉你这个极品咖啡市场将我就像当星巴克转50。但是，继续提供⾼质量产品的咖啡在舒适的环境，我并通过⽀持品牌通过创新的推⼴，我霍华德舒尔茨预计星巴克保持顶部的⾖⼭
