Analyse de l'expansion internationale de Starbuck's

Exposé Marketing & marques Marketing international

Date de publication :

01/05/2008

Langue :

Anglais

Format :

.doc

Nombre de pages :

10 pages

Niveau :

avancé

Consulté :

4 fois

Avis client :

non évalué

Validé par :

le comité Oboulo.com

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Sommaire :

Sommaire

A differentiation advantage
Human resource management
The foreign entry strategy
Replicating and transferring the organizational capabilities
Sustained relationship with beans farmers
Extension of the brand and the products

Résumé :

Seattle-based starbucks is the world's largest seller of premium-brewed coffee with over 8,400 stores, including 2,000 stores spread in 31 foreign countries. starbucks used an international strategic approach to achieve its high level of international development across the globe.. starbucks built an outstanding competence in the management of retail outlets, selling high volumes of premium coffee-based drinks. The company is expanding outside the U.S. by replicating its business model in order to reach a global market. In this study we will explain how starbucks built this core competence, and how it applied its model abroad in order to meet a global expansion.
1- A differentiation advantage
First of all, what the company has done in the first instance is to transfer one concept from a foreign location. This was initiated by Howard Schulz, who joined the company in 1982 as Marketing Director. The following year, he attended a conference in Italy and experienced an espresso bar. He was amazed at how such a place was literally a social center, where people were not coming just for a coffee, but instead socialising and actually spending time there. He was convinced to bring back this "Coffehouse" model (Plog, 2005). He persuaded the company to experiment with this format in 1985 and the "starbucks experience" was born. This model involves selling premium fresh-roasted coffee, along with other coffee beverages, pastries and other products, all of which are sold in a store which can be described as the "third place", a social place for customers between home and work (Theodore, 2002).