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Starbucks AQShdagi 1500 do'konini kengaytiradi.

Starbucks AQShdagi 1500 do'konini kengaytiradi.

Kelgusi besh yil ichida kompaniya yangi choy va non mahsulotlari bilan kengaytirilishi va yaxshilanishi rejalashtirilmoqda.

Starbucks bu yil yana 1500 ta joy ochadi.

Yaqinda Starbucks yaqin besh yil ichida AQShda yana 1500 ta kafe ochish rejasini e'lon qildi. Kengayish amerikalik Starbucks kafelar sonini taxminan 13 foizga oshiradi. Kompaniya, shuningdek, Xitoyning o'sishi hisobiga butun dunyo bo'ylab 18000 ta kafedan 20000 tagacha kengaymoqda, garchi kompaniya daromadining asosiy qismi hali ham kompaniyaning Amerika do'konlaridan keladi.

Oxirgi kengayish haqidagi xabar 2008 yilda sodir bo'lgan keng tarqalgan restrukturizatsiyadan keskin farq qiladi, bu esa inqiroz davrida Starbucks kompaniyasini AQShdagi do'konlarining 10 foizini yopishga majbur qildi. O'shandan beri kompaniya o'z o'rnini tikladi va bozorda katta yaxshilanishlarni ko'rsatdi. Bosh direktor Xovard Shulz kengaytirish rejalarini "biznesimizning hozirgi kuchi" aksi deb ataydi.

Kengayish bilan kompaniya uchun bir nechta o'zgarishlar bo'ladi, shuning uchun kelgusi besh yil ichida yangi va takomillashtirilgan Starbucks -ni ko'rishni kuting. Eng katta o'zgarishlardan biri bu ularning choy menyusi bo'lib, u yaqinda o'z do'konlarini egallaydigan savdo markazining sevimli Teavana brendini o'z ichiga oladi. Do'konlar, shuningdek, San -Frantsiskodagi La Boulange zanjirining xamir ovqatlar menyusini almashtiradi, bu yangi kruvasan, kek va non mahsulotlari beradi.


Starbucks COVID-19 tufayli rejalashtirilgan ba'zi yangiliklarini tezlashtirmoqda

Starbucks, boshqa ko'plab zanjirlar singari, AQShda COVID-19 pandemiyasi tarqalishi bilan tezda moslashib ketishi kerak edi, lekin do'konlar qayta ochila boshlaganda va ba'zi joylarda ijtimoiy ajratish choralari ko'tarila boshlaganda, Starbucks xaridorlar nimani kutishlari mumkinligini e'lon qildi. kelgusi yil va undan keyin do'konlarga tashrif buyuring.

Press-relizda Starbucks ushbu yangiliklarni e'lon qildi, ular asosan mobil ilovasi orqali olib chiqish va buyurtma berishga ko'proq e'tiborni qaratadi. Koronavirus pandemiyasidan oldin, AQShdagi Starbucks tranzaktsiyalarining qariyb 80 foizi yo'lda bo'lgan, shuning uchun zanjir nafaqat xavfsizlikka bo'lgan ehtiyojlarga, balki xaridorlar qahva olishni afzal ko'radigan tarzda moslashtirilmoqda.

Bu shuni anglatadiki, keyingi 18 oy mobaynida Starbucks shahar atrofi joylarida yo'l chetidan olib ketishni taklif qiladigan do'konlar sonini ko'paytiradi va o'z xizmatlarini boshqa bozorlarga kengaytiradi. Shuningdek, u ikki qatorli haydovchi yoki derazali derazalar kabi yangiliklarni o'rganmoqda.

Nyu -York, Chikago, Sietl va San -Frantsisko kabi yirik shaharlarda siz Starbucks Pickup do'koni formatida ko'proq joylarni ko'rasiz, bu xaridorlarga o'z ichimliklariga buyurtma berish va uni faqat baristadan olib ketish imkonini beradi. Boshqa kafelarda bo'lmagan, Starbucks mobil buyurtmani qabul qilish uchun hisoblagich qo'shadi.

Ochig'ini aytganda, bu o'zgarishlar COVID-19dan oldin ishda edi, lekin Starbucks bosh direktori va prezidenti Kevin Jonson ochiq maktubida uch yildan besh yilgacha bo'lgan vaqt jadvalining kelgusi yil 12-18 gacha tezlashishini aytdi. oylar.


O'sish haqida ogohlantirish: Starbucks (SBUX)

Daily Trade Alert -dan eslatma: Quyidagi maqola birinchi marta paydo bo'lgan O'sish aktsiyalari bo'yicha maslahatchi, Investors Alley tomonidan taqdim etilgan premium axborot byulleteni.

Uoll -stritning odatiy donoligi shundaki, uyga kelgan iste'molchilar ertalabki qahvani tashlab, qancha pul tejashlari mumkinligini bilib olishardi Starbucks (SBUX).

Haqiqatan ham, koronavirus pandemiyasi Starbucksga qattiq ta'sir qildi. Savdolar 2020 yilning ikkinchi choragida yiliga 40% ga kamaygan, ammo Starbucks Xitoyda o'z biznesini-ikkinchi yirik bozori va o'sishi-joriy chorakda to'liq tiklanishini kutmoqda.

Bularning barchasi, nima uchun Jonson kafelarni kapital ta'mirlashni, sun'iy intellektni (AI) joylashtirish va ish haqini oshirishni tushuntiradi.

Bosh direktor dunyoning eng yirik qahvaxonalar tarmog'ining raqobatbardosh ustunligini oshirmoqchi Financial Times"Bizda manzilli bozorga qaraganda tezroq o'sadigan ko'rish qobiliyati bor, demak biz bozor ulushini olamiz".

Menimcha, Jonson haq. Mana nima uchun…

Starbucks strategiyasi

Pandemiya kompaniyaning oldingi strategiyasidagi katta kamchilikni ko'rsatdi: Starbucks shahar markazidagi biznes tumanlari va transport markazlarida juda ko'p piyoda harakatlanishiga ishonardi. Shubhasiz, davom etayotgan pandemiya tufayli sayohatlar va ofisda ishlaydiganlar soni sezilarli darajada kamaydi.

Bu haqiqat Jonsonni do'konlarining joylashuvi va formatini qayta ko'rib chiqishga undadi.

Bu erda, xususan, AQShda, Starbucks hozirda o'z savdo nuqtalarini fastfud restoranlari, shuningdek, qahvaxonalar uchun o'sishning ikki sohasiga yo'naltirmoqda: shahar atrofi va kichik shaharlardagi transport va katta shaharlardagi yig'ilish joylari.

Starbucks bu moliya yilida 2,150 ga yaqin savdo nuqtalarini ochishni rejalashtirmoqda, bu o'tgan yilga qaraganda taxminan 150 taga ko'pdir. Ammo u 1050 ta filialni yopmoqda, bu 2019 yildagi 600 tadan. Bu yil AQShda o'tgan yillardagiga qaraganda yangi yangi do'konlar kamroq bo'ladi.

Starbucks o'z strategiyasini rejalashtirishda Deep Brew nomli AI vositasidan foydalanmoqda. Deep Brew COVID-19 holatlaridagi ma'lumotlarni Starbucks-ning individual joylashuvi qanday moslashishi kerakligi, shuningdek Starbucks mobil ilovasi va sodiqlik dasturi foydalanuvchilariga ko'proq moslashtirilgan takliflar yaratish bo'yicha tavsiyalarga aylantiradi.

Yangi do'konlarni ochish strategiyasi kompaniyaning Xitoyda, bundan yigirma yil oldin kirib kelgan strategiyasidan keskin farq qiladi.

Xitoy uchun jang

Xitoyda Starbucks agressiv ravishda kengayishda davom etmoqda. Uning savdo nuqtalari sentyabr oyida 14% ga oshib, 4,700 dan oshdi. AQShning umumiy soni 15,300 ta.

Xitoy kabi katta va hali tez rivojlanayotgan bozorda Starbucks ko'plab raqobatchilarga duch keladi, shu jumladan tanish: McDonald's (MCD).

McDonald's keyingi uch yil ichida Xitoyda McCafes do'konini kengaytirish uchun 381 million dollar sarflaydi. Bu Starbucks -ga Xitoyning o'sib borayotgan o'rta sinfini va uning yuqori sifatli ichimliklar ta'mini qondirish poygasida to'g'ridan -to'g'ri qiyinchilik.

Rejaga ko'ra, McDonald's 2023 yil oxirigacha materik Xitoyda 4000 McCafe -ga ega bo'lishni maqsad qilgan.

McDonald's o'zining birinchi China McCafe -ni 2009 yilda ochgan. Ammo McCafe formati yaqin vaqtgacha katta va boy shaharlarda bo'lgan. Kompaniya shu yilning may oyida o'zining 1000 -chi xitoylik McCafe ochilishi bilan muhim bosqichni bosib o'tdi. U yil oxirigacha butun mamlakat bo'ylab 1500 do'konga ega bo'lishini kutmoqda, chunki u kontseptsiyani kichik bozorlarda tarqatadi.

Shunday bo'lsa -da, Starbucks aniq bozor etakchisi bo'lib qolmoqda. Qahva odatda bir chashka uchun o'rtacha 30 yuanga (4,59 dollar) teng bo'lgan holda, yuqori haq to'lashga qodir. McDonald's bir chashka qahvasini taxminan 20 yuanga (3.06) sotadi.

Starbucks -ning raqamli bosimi uning oldinda bo'lishini ta'minlaydi. Kompaniyaning texnologiyaga bo'lgan urg'usi Xitoyda ayniqsa tajovuzkor bo'ldi. Va u ishlamoqda: mobil telefonlarga kelayotgan buyurtmalarning ulushi sentyabr oyiga nisbatan ikki baravar ko'paydi. Bu buyurtmalar hozirda umumiy buyurtmalarning to'rtdan biridan ko'prog'ini tashkil qiladi.

Jonson haqli aytadi: "Xitoy raqamli iste'molchi qayerga ketayotganini ko'rsatuvchi ko'rsatkichdir".

Starbucks uchun nima bo'ladi

2020 yilgi sarmoyadorlar kunida kompaniya pandemiya tiklanishi va undan keyingi davrlar uchun kutilgan traektoriyani bayon qildi. Starbucks 2024 -moliyaviy yilgacha sotish 8% dan 10% gacha va tuzatish operatsion marjasi 18% -19% gacha o'sishini, bunda global miqyosda 4% - 5% o'sishi hamda do'konlar mahsuldorligi oshishi kutilmoqda.

Buning ajablanarli joyi yo'q, menejment Xitoyga nisbatan eng optimist edi. Starbucks allaqachon u erda talabni pandemiyadan oldingi darajaga yaqinlashayotganini ko'rgan va 2023 yilga borib 6000 do'kon ochish niyatida bu yil qo'shimcha 600 ta do'kon ochishga majbur bo'lgan.

Hatto Xitoydan tashqarida ham kompaniya xalqaro o'sish salohiyatini oshiradi. Ushbu o'sish prognozi mijozlarni jalb qilish choralariga asoslangan, uning mukofotlash dasturlari, shuningdek Mobile Order & amp Pay, hozirda faqat bir nechta mamlakatlarda mavjud.

E'tibor bering, mukofotlar dasturi Starbucks uchun pandemiya paytida yorqin joy bo'ldi, 90 kunlik faol a'zolik 10%ga oshdi.

Kengroq nuqtai nazardan qaraganda, ixtisoslashgan qahvaxonalar koronavirus inqirozidan qattiq zarar ko'rmoqda. Bu ba'zi kichik qahvaxonalar yopilishiga olib keladi, bu Starbucks uchun raqobatni kamaytiradi. O'zining kuchli brendi va kuchli mobil buyurtma va to'lov platformasi bilan Starbucks bu inqirozni boshqa restoran tarmoqlariga qaraganda yaxshiroq o'tishini kuting.

Uoll -strit endi Starbucks haqidagi hikoyani uyg'otdi va undan pandemiyadan yanada ustun mavqega ega bo'lishini kutmoqda. Uning bozor qiymati mart oyining eng past darajasidan ikki barobarga oshdi va yil boshidan buyon 18.3% ga oshdi va rekord bozor kapitallashuvi 122.3 milliard dollarga etdi.

Starbucks sentyabr oyida har choraklik dividendni o'ndan biriga oshirdi, lekin u aktsiyalarni sotib olishni to'xtatdi. Kompaniyani pandemiyadan qutqarish uchun qariyb 4.75 milliard dollarlik qarzni berganidan so'ng, Jonson sotib olishni qaytarishdan oldin uning leverjini kamaytirish kerakligini aytdi.

Starbucks hikoyasi mustahkam ko'rinadi va kompaniya kelgusi yillarda, ayniqsa Xitoyda yanada o'sishga tayyor ko'rinadi. Biroq, so'nggi bir necha oy ichida aktsiyalar juda ko'p bo'lganligi sababli, u faqat 4 yulduzli reytingga ega. Siz aksiyalarni har qanday narxda 113 dollargacha sotib olishingiz mumkin.

Toni Daltorio
2020 yil 21 -dekabr

311 dollarga. $ 3.157 evaziga [bir hafta ichida] chiqdi! [homiy]
Mark menga bu guvohlikni elektron pochta orqali yubordi. U mening uzoq vaqt o'qiganlarimdan biri. U o'z uyida yotgan qo'shimcha naqd pulni oldi va shu oyda uning barcha hisob -kitoblarini yopdi. Men sizga o'xshagan boshlang'ich savdogarlarga buni har oyda qanday qilishni ko'rsataman. Mening keyingi naqd pul olishim uchun shu erni bosing.


Starbucks xalqaro operatsiyalarini qanday kengaytirmoqchi

2016 yilda Xitoyda 500 ta yangi do'kon ochish, Teavana choy markasini Hindistonga olib kelish va Xitoy elektron tijorat bozoriga chiqish maqsadida Starbucks korporatsiyasi o'zining xalqaro operatsiyalarini kengaytirish strategiyasini ishlab chiqqanga o'xshaydi. Kompaniya Xitoy o'zining eng muhim va qiziqarli imkoniyatini o'zining eng yirik bozoriga aylanishi mumkin deb hisoblasa -da, Hindistonda o'sish sur'ati past bo'lishiga qaramay, uch yil ichida atigi 75 do'kon ochildi. Biz ishonamizki, global kengayish kompaniyaning o'sishining asosiy omillaridan biri bo'ladi va u xalqaro miqyosda kengaytirish maqsadlariga erishish yo'lida.

Xitoyda mijozlar tajribasini yaxshilash uchun innovatsiyalar

Starbucks Xitoyda ishga tushirilgandan buyon mahalliy muhitga moslashishini ta'minladi va bu strategiya uning mintaqada o'sishiga yordam berdi. Kompaniya buni Xitoyda keng ko'lamli rejalari doirasida davom ettirmoqda. Xitoyda raqamli texnologiyalar va elektron tijorat ommabopligini inobatga olgan holda, kompaniya o'z do'kon tajribasini raqamli makon bilan uzviy bog'laydigan Starbucks 4-o'rinli mahalliy tajribani yaratishni rejalashtirmoqda. Xitoyda raqamli innovatsiyalarni amalga oshirish uchun strategik hamkorlikni o'rganmoqda. Kompaniya, shuningdek, xitoylik xaridorlarga ijtimoiy sovg'a berish imkoniyatini taqdim etuvchi Alibaba's Tmall (B2C platformasi) da o'z elektron do'konini ochdi. Starbucks, Tmall-dagi elektron do'koni 300,000 dan ortiq muxlislarni ro'yxatga olganini va birinchi oyda Tmallning "Oziq-ovqat va ichimliklar" toifasida eng yaxshi brendga aylanganini da'vo qilmoqda. Kompaniya, shuningdek, Xitoyda ixtisoslashgan tajriba do'konlari bo'lgan "Zaxira" do'konlariga e'tibor qaratib, butun dunyoda cheklangan miqdorda mavjud bo'lgan noyob va nozik qahvalarni ajratib ko'rsatadi. Bu tashabbuslar mintaqadagi bozor ulushini ko'paytirishga qaratilgan va kompaniya 2019 yilga borib Xitoyda 3400 ta do'konga ega bo'lishni maqsad qilgan.

Rivojlanayotgan hind bozoriga teging

Hindiston iqtisodiyoti yuqori raqamli o'sishga guvoh bo'lganligi sababli, Starbucks o'sib borayotgan o'rta sinfda mamlakatda daromadlari yuqori bo'lgan katta imkoniyatni ko'radi. Kompaniya Hindistonda 2014 yil dekabr oyida 1500 ga yaqin do'konlari bo'lgan Café Coffee Day kabi qahva zanjirlaridan kuchli raqobatga duch kelsa, Hindistondagi umumiy kafe bozori 1,1 dollarga baholanmoqda. milliard dollarlik kafelar bozori deyarli 300 million dollarga teng. Garchi u Hindistonda atigi 75 ta do'konni mahalliy o'yinchi Tata Global Beverages bilan hamkorlikda boshqarsa -da, Starbucks Hindistonni eng tez rivojlanayotgan bozor deb hisoblaydi. Kompaniya Hindistonga "Teavana" choy markasi bilan bir qatorda o'z qadoqlangan mahsulotlarini olib kelishni rejalashtirmoqda. Hindiston asosan choy ichadigan xalq ekanini hisobga olsak, Teavananing mamlakatda ishga tushirilishi Starbucks-ga mintaqada mijozlar topishiga yordam berishi mumkin. Bundan tashqari, Hindistonga mobil va raqamli texnologiyalarini mobil buyurtma va to'lov sifatida olib kelib, mamlakatning aholi zich joylashgan shaharlarida uzun navbatlarni kamaytirib, Starbucks -ga raqobatbardosh ustunlikni beradi.

Xitoy va Hindistonda shaharlarning o'rta sinf aholisi ko'paygani sayin, Starbucksning ushbu mintaqalardagi tashabbuslari uning xalqaro kengayish rejalariga mos keladi.

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Kompaniyaning aytishicha, chorshanba kuni yangi do'konlar 18000 do'kondan iborat global tarmog'ini kengaytiradi. Starbucks shuningdek, o'zining ko'plab do'konlarini ta'mirlashni rejalashtirmoqda.

Qo'shimchalar 2017 yilga kelib AQShdagi do'konlar sonining 13% ga oshishiga olib keladi. Starbucksning yillik hisobotiga ko'ra, oktyabr oyiga kelib AQShda 11100 do'konlari bor edi.

Qahva zanjirining Xitoy uchun ham katta rejalari bor, u erda 2015 yilga kelib 70 ta shaharda do'konlar sonini ikki barobardan ziyod 1500 taga etkazishni rejalashtirgan. Hozirda Xitoyda Starbucksning 700 ta do'koni mavjud.

Xitoyda kengayish Starbucks-ning Osiyo-Tinch okeani mintaqasidagi ishtirokiga katta hissa qo'shadi. 2013 yil oxirigacha Starbucks u erda jami 4000 do'konga ega bo'lishga umid qilmoqda, jumladan, Yaponiyada 1000, Koreyada 500 va Vetnamdagi birinchi do'koni.

Starbucks bu haqda investorlar uchun o'tkazilgan konferentsiyada ma'lum qildi. Starbucks (SBUX) aktsiyalari e'lon qilinganidan keyin tushib ketdi.

O'tgan oy Starbucks Teavana Holdings (TEA) ni 620 million dollarga sotib olishini e'lon qildi, bu unga 40 milliard dollarlik global choy bozorida katta ishtirok etish imkonini beradi. Kelishuv shu yilning oxirigacha yakunlanishi kutilmoqda.

Starbucks shuningdek, 7 -dekabrda sotiladigan 450 dollarlik yangi premium sovg'a kartasini e'lon qildi. Karta egasiga ichimliklar, oziq -ovqat va tovarlar uchun amal qiladigan Starbucks 400 dollarlik kredit olish huquqini beradi.


Starbucks 2025 yilga borib 10 mingta do'konni ko'kalamzorlashtirishga va'da berdi

Bu bo'ron mavsumi, amerikaliklar uzoq muddatli iqlim o'zgarishi va ob-havoning tobora kuchayib borayotgan tahdidlarini aniq biladigan vaqt. O'tgan yili Trump ma'muriyati Parijdagi iqlim kelishuvlaridan chiqish niyati borligini e'lon qilganida, vaziyatni umidsiz his qilish juda oson edi. Plastmassalardan foydalanish - bu boshlanish, lekin oxir -oqibat "Titanik" dagi stullarni aralashtirib yuborish holatidir. Yaxshiyamki, ’s bunday taqiqni e'lon qilgan hech bo'lmaganda bitta kompaniya bizning dahshatli iqlim muammolarimizni hal qilishda katta o'zgarishlarga tayyor ko'rinadi.

Starbucks bosh direktori Kevin Jonson shu haftada va iqlim bo'yicha global sammitda ishtirok etar ekan, 2025 yilgacha butun dunyo bo'ylab qahvaxonalar tarmog'ini ishga tushirishini e'lon qildi. yangi qurilishning kombinatsiyasi va uning mavjud joylarini barqaror materiallar va yashil texnologiyalar bilan jihozlash.

Bu harakat birdaniga siljish emas, balki mavjud harakatlarning kengayishi. Starbucks ilgari AQShning Yashil qurilish kengashi bilan hamkorlik qilgan va hozirda AQShda va boshqa 19 mamlakatda sertifikatlangan 1500 ta energiya va atrof-muhitni loyihalash bo'yicha Liderlik do'konlari bilan shug'ullanadi.

2025 yilgi LEED standartlariga javob bermaydi, lekin ulardan oshib ketadi. Kelgusi yil davomida Starbucks SCS Global Services va Butunjahon yovvoyi tabiat fondi bilan hamkorlikda “Greener Stores Framework ” ni kodifikatsiya qiladi. Asosiy maqsad-bu yashil do'konlarni faqat qayta tiklanadigan energiya bilan ta'minlash, ramkada, shuningdek, qayta ishlatilishi mumkin bo'lgan, kam ta'sirli qurilish materiallari va mahalliy havo va suv sifatini yaxshilashga qaratilgan tavsiya etilgan amaliyotlar ko'rsatilishi mumkin.

Ko'pgina korporativ barqarorlik choralari singari, bu harakat ham altruistik emas. CNBC hisob -kitoblariga ko'ra, yashil do'konlar Starbucks -ni o'n yil mobaynida 50 million dollarlik kommunal to'lovlarni tejaydi. Iqlim o'zgarishi dunyoning qahva ta'minotini qisqartirishi mumkinligini hisobga olib, yashil rangga ega bo'lish Starbucks ’ asosiy biznes modeli kelajakda ham hayotiyligini ta'minlashga qaratilgan harakatdir.

Jonson nuqtai nazaridan, Starbucks va#x2019 CO2 chiqindilarini kamaytirish bilan birga xarajatlarni kamaytirish ham — ham yonma -yon ketishi kerak. & quot; Bizning ijtimoiy ta'sir ustunlarimizdan biri bu barqarorlikdir & quot; dedi u global iqlim harakatlari sammitining panel ko'rinishida. & quot; Biz o'z maqsadimiz va qadriyatlarimizga ko'ra, foyda olish yaxshilikka intilish bilan zid emasligiga ishonadigan kompaniyamiz. ”

Ovozdan, Jonson Starbucks va#x2019 barqarorlik harakatlari somon va do'konlarda to'xtashini xohlamaydi. Panelda bo'lgan vaqtida u, shuningdek, qahvani dunyodagi birinchi 100% barqaror hosilga aylantirish istagini aytib o'tdi, axloqiy me'yorlardan foydalangan holda yetishtirildi. Global ta'minot zanjirining murakkabligini hisobga olgan holda, bu, hatto Starbucks kabi xarid qobiliyatiga ega bo'lgan biznes uchun ham juda qiyin vazifadir. Hech bo'lmaganda, ertalabki qahvani olishdan oldin, qayiqda suzishimizdan oldin, sayyoramizning hamma joyida joylashgan qahvaxona zanjiri iqlim falokatining oldini olish uchun o'z hissasini qo'shishga harakat qilishini bilish yaxshidir.


Starbucks keyingi 18 oy ichida 400 tagacha do'konni yopadi va xizmatlarga e'tibor qaratadi

Starbucks keyingi 18 oy mobaynida o'z kafelariga katta o'zgarishlar kiritadi.

Qahva kompaniyasi 400 tagacha do'konni yopishni rejalashtirmoqda va yaqinda SEC tomonidan taqdim etilgan ma'lumotlarga ko'ra, faqat olib ketish va borish xizmatlarini ko'rsatadigan joylarni qo'shishga e'tiborini qaratmoqda. CNN. Zanjirning aytishicha, u bu o'zgarishni COVID-19 inqirozidan oldin rejalashtirgan.

Qo'shma Shtatlarda koronavirus pandemiyasi boshlanishidan oldin, Starbucks o'z biznesining 80% dan ortig'ini xaridorlar sotib olgani haqida xabar bergan. & quotCovid-19 bizga kitoblardagi rejalarimizni tezlashtirishga imkon berdi,-dedi Starbucks vakili CNNga.

Faqatgina olib ketiladigan yangi do'konlar, Starbucks an'anaviy kafelarini odamlar gavjum qilmagan holda, qahvaxonini ketma-ket ichishni afzal ko'rgan band mijozlarga yaxshiroq xizmat qiladi. Starbucks ma'lumotlariga ko'ra, bu strategiya mijozlar tajribasini yaxshilash, chakana savdo doiramizni kengaytirish va kelajakda daromadli o'sish imkoniyatini yaratish maqsadida ishlab chiqilgan.

Ijtimoiy ajratish choralari kompaniyaga katta zarar etkazdi va ko'p daromadlar mart oyining o'rtalarida faqat modellarga o'tdi, aksariyat joylar noma'lum muddatga yopildi. Hisob -kitoblarga ko'ra, Starbucks joriy moliyaviy chorakda taxminan 3,2 milliard dollar daromad yo'qotdi.

Starbucks tiklanmoqda, ammo shu kungacha AQShning barcha hududlari ochila boshlagach, do'konlarning 95% qayta ochilgan. Kompaniya moliyaviy inqirozdan chiqish uchun ijobiy nuqtai nazarga ega.

& quotBizning biznesimizni tiklash davom etar ekan, biz endi o'zgaruvchan fazaga poydevor qo'yayapmiz va mijozlarimiz va sheriklarimiz tajribasini oshiradigan va uzoq muddatli o'sishga turtki beradigan biznesimizning o'zgarishini tezlashtirishga imkon beradigan & x2014 & aposrestore va moslashuvchanlikni yaratamiz. Kevin Jonson va moliyaviy direktor Pat Grismer hujjatlarni topshirishda manfaatdor tomonlarga yozgan maktubida. “Har bir o'tgan haftada biz biznesni tiklanishining aniq dalillarini ko'ramiz, bu bilan taqqoslanadigan do'konlar savdosi ko'rsatkichlari yaxshilanadi.


Nega Starbucks 100 million dollarlik nonvoyxonalar tarmog'ini yopishni rejalashtirgan bo'lishi mumkin?

La Boulange asoschisi Paskal Rigoning so'zlariga ko'ra, Starbucks besh yil mobaynida 23 do'konli tarmog'ini 400 dan ortiq joylarga kengaytirishni rejalashtirganini inobatga olgan holda, bu qaror ba'zilar uchun hayratga soldi.

Oxir oqibat, ular buning aksini qilishdi.

Ehtimol, novvoyxonalarni yopish Starbucks strategiyasining bir qismi bo'lgan, deb taxmin qilmoqda Ad Week.

Yopilishlar bilan, Starbucks La Boulange retseptlariga egalik qiladi, bu esa oxirgi chorakda Starbucks -ning oziq -ovqat mahsulotlarini sotish hajmini 16 foizga oshirishga yordam berdi va endi uning chakana savdo punktlarini ishlatish og'irligi yo'q.

"Technomic" restoran konsalting kompaniyasi ijrochi vitse -prezidenti Darren Tristanoning e'lon haftasiga aytishicha, Starbucks La Boulanj bilan nima qilishni rejalashtirgani boshidan aniq emas.

"Men taxmin qilardimki, ular o'zlari ko'rsatgan yo'lni bosib o'tish niyatida edilar, lekin ular muvaffaqiyatsiz bo'lishdi", dedi u. "Ammo, agar siz boshiga nazar tashlasangiz, biz ularni La Boulanj o'sayotganini ko'rganday bo'ldik. Ular bundan saboq olishayotganday tuyuldi."

Starbucks hech qachon La Boulanjni faqat intellektual mulki uchun sotib olganini tan olmaydi, agar shunday bo'lgan bo'lsa ham, 4K Consulting restoran konsalting kompaniyasi prezidenti Noelle Ifshin Ad Week nashriga bergan intervyusida.

"Ammo kompaniyalar buni doimo qilishadi", dedi u.

Starbucks La Boulange do'konlarini yopayotganini aytadi, chunki ular "kompaniyaning uzoq muddatli o'sishi uchun barqaror emas".

"La Boulange brendi do'konlarda Starbucks taomlarining kelajagida muhim rol o'ynaydi va kompaniya San -Frantsiskodagi, AQSh va Kanadadagi Starbucks chakana savdo do'konlarida La Boulange mazali taomlarini taqdim etishni orziqib kutadi". dedi press -relizda.

Qahva tarmog'i sevimli qandolatchilik brendini sotib olgandan so'ng, La Boulanjning keklari, xamir ovqatlar, keklar va boshqalar Starbucks -ning AQShdagi do'konlarida tarqatildi.

"40 yildan ko'proq vaqt o'tgach, biz ham novvoymiz deb ayta olamiz", dedi o'sha paytda Starbucks bosh direktori Xovard Shults.

Qabul qilinganidan ko'p o'tmay, La Bulanjning asoschisi San -Fransisko darvozasiga La Boulanjening chakana savdo do'konlarida hech narsa o'zgarmasligini aytdi.

"Bizning 19 ta manzilimizda kuniga 10 000 dan 14 000 gacha xaridor bo'ladi", dedi u. "Biz biror narsani o'zgartirish uchun ahmoq bo'lardik."

Endi Starbucks novvoyxonalarni yopayotganda, taxminan 800 kishi ishsiz qoladi. Starbucks, ishdan bo'shatilgan ishchilarga iloji boricha yaqin atrofdagi Starbucks do'konlarida ish topishga yordam berishini aytdi.


Starbucks Corp. SBUX (AQSh: Nasdaq)

Starbucks korporatsiyasi maxsus qahva ishlab chiqarish, sotish va chakana savdo bilan shug'ullanadi. U quyidagi segmentlar orqali ishlaydi: Amerika Xitoy/Osiyo Tinch okeani (CAP) Evropa, Yaqin Sharq va Afrika (EMEA) va Kanallarni ishlab chiqish. Americas, CAP, EMEA segmentlari qahva va boshqa ichimliklar, qo'shimcha oziq-ovqat, qadoqlangan qahvaxonalar, bir martalik qahva mahsulotlari va kompaniyalarga mo'ljallangan do'konlar va litsenziyali do'konlar orqali tovarlarning asosiy tanlovini sotadi. Kanallarni ishlab chiqish segmentiga o'z kompaniyasi boshqaradigan va litsenziyalangan do'konlaridan tashqarida xaridorlarga qadoqlangan qahva, choy va tayyor ichimliklarni sotish kiradi. Kompaniya brendlari qatoriga Evolution Fresh, Teavana, Tazo Tea va Seattle 's Best kiradi. Starbucks 1985 yil 4 -noyabrda Jerri Bolduin va Xovard D. Shultz tomonidan asos solingan va bosh qarorgohi Sietlda (VA) joylashgan.

Asosiy odamlar Starbucks Corp.

Boshliqlar kengashi

Mellodi Luiza Xobson rais o'rinbosari Sundance instituti, Quibi Holdings MChJ, Chikagodagi iqtisodiy klubi, Muzey assotsiatsiyalari, Investitsiya kompaniyalari instituti, Starbucks Corp., After School Matters, Inc., Ariel Investment Trust, Ariel Capital Management Holdings, Inc., Lukas hikoya san'ati muzeyi, Chikagodagi Jahon biznesi, Jorj Lukas oilaviy jamg'armasi, Chikago jamoat kutubxonasi, Tabiiy tarix muzeyi, Xalq ta'limi jamg'armasi, Qimmatli qog'ozlar bo'yicha professionallar milliy assotsiatsiyasi, JPMorgan Chase & amp Co., Jorj Lukas ta'lim jamg'armasi.
Kevin R. Jonson prezidenti, bosh ijrochi direktori va direktori Amperity, Inc., Starbucks Corp., Vashington davra suhbati
Xovard D. Shults raisi-faxriy Starbucks Corp., Starbucks Italy Srl, Pinkberry, Inc., Starbucks Coffee Singapore Pte Ltd., Starbucks Coffee Australia Pty Ltd.
Richard E. Allison Mustaqil direktor Starbucks Corp., Domino 's Pizza, Inc.
Endryu Kampin - mustaqil direktor Starbucks korporatsiyasi
Izabel Ge Mahe mustaqil direktori Starbucks korporatsiyasi
Xaver Garsiya-Teruel Avila Mustaqil direktor Nielsen Co. BV, Starbucks Corp., Nielsen Holdings Plc
Joshua Kuper Ramo mustaqil direktori Starbucks Corp., FedEx Corp., Kissinger Associates, Inc.
Mustaqil direktor Klara Shix Starbucks korporatsiyasi
Meri N. Dillon mustaqil direktor Chikago Iqtisodiy Klubi, Jahon Biznes Chikago, Starbucks Corp., Chakana savdo Liderlari Assotsiatsiyasi, Save The Children Federation, Inc., Ulta Beauty, Inc., Untsiya of Prevention Fund, KKR & amp Co., Inc.
Satya Nadella mustaqil direktor Chikago universiteti, Ishbilarmonlar kengashi, Fred Xatchinson saraton tadqiqot markazi, Starbucks korporatsiyasi, Microsoft korporatsiyasi.
Yorgen Vig Knudstorp mustaqil direktori LEGO tizimi A/S, LEGO A/S, Starbucks korporatsiyasi.

Barcha rahbarlar

O'rtacha o'sish sur'atlari Starbucks Corp.

30.09.2020 (moliyaviy yil) tugagan oxirgi besh yil

Daromad +2.07% Sof daromad -13.41% Bir aktsiyaga to'g'ri keladigan daromad -11.71%
Kapital sarflash +0.60% Yalpi marja +27,65% Pul oqimi -11,42%

Insider Trading Starbucks Corp.

Tranzaktsiyalarning qisqacha mazmuni: SECga hisobot berilgan insayderlarning umumiy xaridlari va sotishlari

Eng so'nggi insayderlik bitimlari 2020 yil iyun - 2021 yil aprel

02/16/21 Jon Kulver guruhi boshlig'i, Int l & amp Channel 48749 Derivativ/lotin bo'lmagan trans. har bir aksiya uchun 60,68 dollardan 2,958,089
02/16/21 Reychel Mari Ruggeri, Evf 9421 Har bir aksiya uchun $ 0.00 mukofot 0
02/16/21 Gina Vuds Evp, Jamoatchilik bilan aloqalar 9421 Har bir aktsiya uchun $ 0.00 mukofot 0
02/16/21 Jon Kulver guruhi prezidenti, Int l & amp Channel 48749 Har bir aktsiya uchun 106,51 dollar 5,192,256
02/03/21 Reychel A. Gonsales, umumiy maslahatchi 1000 Har bir aksiya uchun 0,00 dollar miqdorida sovg'a 0
03/29/21 Reychel A. Gonsales, umumiy maslahatchi 82894 Derivativ/lotin bo'lmagan trans. bir aksiya uchun 56,64 dollardan 4,695,116
03/17/21 Mellodi Luiza Xobson direktori 4345 Har bir aksiya uchun $ 0.00 mukofot 0
03/17/21 Xaver Garsiya-Teruel Avila direktori 1403 Har bir aktsiya uchun $ 0.00 mukofot 0
03/17/21 Joshua Kuper Ramo direktori 2670 Har bir aktsiya uchun $ 0.00 mukofot 0
03/17/21 Yorgen Vig Knudstorp direktori 1357 Har bir aksiya uchun $ 0.00 mukofot 0
03/17/21 Meri N. Dillon direktori 1357 Har bir aktsiya uchun $ 0.00 mukofot 0
03/17/21 Direktor Klara Shix 1176 Har bir aksiya uchun $ 0.00 mukofot 0
03/17/21 Satya Nadella direktori 2670 Har bir aktsiya uchun $ 0.00 mukofot 0
03/17/21 Richard E. Allison direktori 2670 Har bir aksiya uchun $ 0.00 mukofot 0
03/17/21 Endryu Kampin direktori 2670 Har bir aksiya uchun $ 0.00 mukofot 0
03/17/21 Rejissyor Izabel Mahe 2670 Har bir aksiya uchun $ 0.00 mukofot 0
03/29/21 Reychel A. Gonsales, umumiy maslahatchi 82894 Har bir aktsiya uchun $ 109.50 9,076,893
03/15/21 Jill L. Walker svp bosh buxgalteri 478 Derivativ/lotin bo'lmagan trans. har bir aksiya uchun $ 108.90 52,054
04/05/21 Kevin R. Jonson prezidenti va bosh direktori 170000 Derivativ/lotin bo'lmagan trans. har bir aksiya uchun 47,02 dollardan 7,993,400
04/01/21 Kevin R. Jonson prezidenti va bosh direktori 153290 Derivativ/lotin bo'lmagan trans. har bir aksiya uchun 47,02 dollardan 7,207,696
04/05/21 Kevin R. Jonson prezidenti va bosh direktori 170000 Har bir aktsiya uchun $ 111.07 18,881,900
04/01/21 Kevin R. Jonson prezidenti va bosh direktori 31489 Har bir aktsiya uchun $ 109,45 3,446,471
04/01/21 Kevin R. Jonson prezidenti va bosh direktori 121801 Har bir aktsiya uchun $ 109.04 13,281,181
06/09/20 Jill L. Walker svp bosh buxgalteri 280 Derivativ/lotin bo'lmagan trans. har bir aksiya uchun 60,68 dollardan 16,990
06/09/20 Jill L. Walker svp bosh buxgalteri 720 Derivativ/lotin bo'lmagan trans. bir aktsiya uchun 38,92 dollardan 28,022
06/01/20 Myron E. Ullman direktori 4252 Derivativ/lotin bo'lmagan trans. har bir aksiya uchun 15,39 dollardan 65,438
06/09/20 Jill L. Walker svp bosh buxgalteri 2000 Har bir aktsiya uchun $ 82,64 165,280
06/01/20 Myron E. Ullman direktori 4252 Har bir aksiya uchun 77,66 dollar 330,210
07/01/20 Myron E. Ullman direktori 4252 Derivativ/lotin bo'lmagan trans. bir aktsiya uchun 15,39 dollardan 65,438
07/16/20 Jill L. Walker svp bosh buxgalteri 1245 Derivativ/lotin bo'lmagan trans. har bir aksiya uchun 74,39 dollardan 92,616
07/01/20 Myron E. Ullman direktori 4252 Har bir aktsiya uchun $ 74.09 315,031
08/18/20 Direktor Klara Shix 6876 Derivativ/lotin bo'lmagan trans. bir aksiya uchun 56,70 dollardan 389,869
08/18/20 Direktor Klara Shix 6426 Derivativ/lotin bo'lmagan trans. har bir aksiya uchun 60,68 dollardan 389,930
08/18/20 Direktor Klara Shix 6696 Derivativ/lotin bo'lmagan trans. bir aktsiya uchun 21,54 dollardan 144,232
08/03/20 Myron E. Ullman direktori 4252 Derivativ/lotin bo'lmagan trans. bir aktsiya uchun 15,39 dollardan 65,438
08/18/20 Direktor Klara Shix 37498 Har bir aktsiya uchun $ 79.13 2,967,217
08/03/20 Myron E. Ullman direktori 4252 Har bir aktsiya uchun $ 76,53 325,406
09/01/20 Myron E. Ullman direktori 4252 Derivativ/lotin bo'lmagan trans. har bir aksiya uchun 15,39 dollardan 65,438
09/01/20 Myron E. Ullman direktori 4252 Har bir aktsiya uchun $ 84,77 360,442
10/09/20 Kevin R. Jonson prezidenti va bosh direktori 107762 Derivativ/lotin bo'lmagan trans. har bir aksiya uchun 56,10 dollardan 6,045,448
10/01/20 Myron E. Ullman direktori 4252 Derivativ/lotin bo'lmagan trans. har bir aksiya uchun 15,39 dollardan 65,438
10/16/20 Rosalind Geyts Brewer guruhi prezidenti va bosh direktori 9805 Derivativ/lotin bo'lmagan trans. har bir aksiya uchun $ 88.52 867,939
10/09/20 Kevin R. Jonson prezidenti va bosh direktori 107762 Har bir aktsiya uchun 90,08 dollar 9,707,201
10/01/20 Myron E. Ullman direktori 4252 Har bir aktsiya uchun 86,97 dollarlik dispozitsiya 369,796
11/17/20 Kevin R. Jonson prezidenti va bosh direktori 107764 Derivativ/lotin bo'lmagan trans. har bir aksiya uchun 56,10 dollardan 6,045,560
11/11/20 Xaver Garsiya-Teruel Avila direktori 46778 Derivativ/lotin bo'lmagan trans. bir aktsiya uchun 15,39 dollardan 719,913
11/02/20 Myron E. Ullman direktori 4258 Derivativ/lotin bo'lmagan trans. bir aktsiya uchun 15,39 dollardan 65,531
11/16/20 Angela Lis evp, bosh sherik ofitser 10227 Har bir aktsiya uchun $ 0.00 mukofot 0
11/11/20 Angela Lis evp, bosh sherik ofitser 10522 Har bir aksiya uchun $ 0.00 mukofot 0
11/11/20 Kevin R. Jonson prezidenti va bosh direktori 61027 Har bir aktsiya uchun $ 0.00 mukofot 0
11/11/20 Kevin R. Jonson prezidenti va bosh direktori 56818 Har bir aktsiya uchun $ 0.00 mukofot 0
11/11/20 Jon Kulver guruhi boshlig'i, Int l & amp Channel 25253 Har bir aktsiya uchun $ 0.00 mukofot 0
11/11/20 Rosalind Geyts Brewer guruhi prezidenti va bosh direktori 18939 Har bir aktsiya uchun $ 0.00 mukofot 0
11/11/20 Patrik J. Grismer evp va cfo 18939 Har bir aksiya uchun $ 0.00 mukofot 0
11/11/20 Reychel A. Gonsales, umumiy maslahatchi 14731 Har bir aktsiya uchun $ 0.00 mukofot 0
11/11/20 Jill L. Walker svp bosh buxgalteri 1052 Har bir aksiya uchun $ 0.00 mukofot 0
11/25/20 Joshua Kuper Ramo direktori 2925 Har bir aktsiya uchun $ 98.28 287,469
11/03/20 Joshua Kuper Ramo direktori 9650 Har bir aktsiya uchun $ 88.12 850,358
11/17/20 Kevin R. Jonson prezidenti va bosh direktori 107764 Har bir aktsiya uchun 98,43 dollarlik dispozitsiya 10,607,211
11/11/20 Xaver Garsiya-Teruel Avila direktori 46778 Har bir aktsiya uchun $ 95.70 4,476,655
11/02/20 Myron E. Ullman direktori 4258 Har bir aksiya uchun 87,56 dollar 372,830
11/16/20 Kevin R. Jonson prezidenti va bosh direktori 7421 Derivativ/lotin bo'lmagan trans. har bir aksiya uchun $ 97.78 725,625
11/13/20 Kevin R. Jonson prezidenti va bosh direktori 6043 Derivativ/lotin bo'lmagan trans. bir aksiya uchun 95,56 dollardan 577,469
11/16/20 Jon Kulver guruhi boshlig'i, Int l & amp Channel 3393 Derivativ/lotin bo'lmagan trans. har bir aksiya uchun $ 97.78 331,768
11/13/20 Jon Kulver guruhi boshlig'i, Int l & amp Channel 1398 Derivativ/lotin bo'lmagan trans. bir aksiya uchun 95,56 dollardan 133,593
11/16/20 Rosalind Geyts Brewer guruhi prezidenti va bosh direktori 4871 Derivativ/lotin bo'lmagan trans. har bir aksiya uchun $ 97.78 476,286
11/13/20 Rosalind Geyts Brewer guruhi prezidenti va bosh direktori 2865 Derivativ/lotin bo'lmagan trans. bir aksiya uchun 95,56 dollardan 273,779
11/16/20 Reychel A. Gonsales, umumiy maslahatchi 1822 Derivativ/lotin bo'lmagan trans. bir aksiya uchun 97,78 dollardan 178,155
11/13/20 Reychel A. Gonsales, umumiy maslahatchi 1221 Derivativ/lotin bo'lmagan trans. bir aksiya uchun 95,56 dollardan 116,679
11/16/20 Jill L. Walker svp bosh buxgalteri 519 Derivativ/lotin bo'lmagan trans. bir aksiya uchun 97,78 dollardan 50,748
11/13/20 Jill L. Walker svp bosh buxgalteri 75 Derivativ/lotin bo'lmagan trans. bir aksiya uchun 95,56 dollardan 7,167
11/16/20 Angela Lis evp, bosh sherik ofitser 678 Derivativ/lotin bo'lmagan trans. har bir aksiya uchun $ 97.78 66,295
11/13/20 Angela Lis evp, bosh sherik ofitser 111 Derivativ/lotin bo'lmagan trans. bir aksiya uchun 95,56 dollardan 10,607
11/13/20 Patrik J. Grismer evp va cfo 2142 Derivativ/lotin bo'lmagan trans. bir aksiya uchun 95,56 dollardan 204,690
12/17/20 Patrik J. Grismer evp va cfo 14268 Derivativ/lotin bo'lmagan trans. at $ 103.21 per share 1,472,600
12/11/20 Angela Lis evp, chief partner officer 4500 Disposition at $ 103.22 per share 464,490

Ownership Starbucks Corp.

Mutual Funds that own SBUX

Vanguard Total Stock Market Index Fund 33165224 2.82% 71268 0.32% 03/31/21
Vanguard US Total Market Shares Index ETF 32528405 2.76% 32528405 0.32% 04/30/20
Vanguard 500 Index Fund 24101263 2.05% 157214 0.38% 03/31/21
Invesco QQQ Trust 14628263 1.24% -115318 1.05% 04/30/21
SPDR S&P 500 ETF Trust 12102067 1.03% 105336 0.38% 04/30/21
Government Pension Fund - Global (The) 11295856 0.96% -719682 0.12% 12/31/20
Fidelity 500 Index Fund 10778523 0.92% 149694 0.38% 03/31/21
Vanguard Institutional Index Fund 9541952 0.81% -95823 0.38% 01/31/21
iShares Core S&P 500 ETF 9246276 0.79% 24325 0.38% 04/30/21
Vanguard Growth Index Fund 9144232 0.78% -123871 0.67% 03/31/21

Institutions that own SBUX

The Vanguard Group, Inc. 87165925 7.43% -885846 0.27% 12/31/19
BlackRock Fund Advisors 56630825 4.83% -1016587 0.28% 12/31/19
SSgA Funds Management, Inc. 52101678 4.44% -169439 0.32% 12/31/19
Magellan Asset Management Ltd. 32036678 2.73% 3553788 6.83% 12/31/19
Northern Trust Investments, Inc.(Investment Management) 19695748 1.68% -185917 0.38% 12/31/19
Geode Capital Management LLC 18603871 1.59% 161755 0.34% 12/31/19
Fidelity Management & Research Co. LLC 14762048 1.26% -72943 0.16% 12/31/19
Norges Bank (13F) 12423105 1.06% -113664 0.31% 12/31/19
Loomis, Sayles & Co. LP 11720079 1.00% -3019718 1.75% 12/31/19
Walter Scott & Partners Ltd. 10736645 0.92% 102434 3.49% 12/31/19

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Recommendation for Starbucks Coffee Company

The purpose of this report is to conduct market analysis and recommend appropriate marketing strategies for Starbucks Coffee.

In the report, we will first look into Starbucks’s goal, its product and markets. Then we will look into the key actions and decisions that lead to the success of the company. After that, we will discuss the issues that Starbucks is facing in this competitive global market. For each strategic issue, appropriate marketing recommendations for the company are made respectively.

BACKGROUND AND SITUATION ANALYSIS

Starbucks Coffee starts in 1971 with a single store in Seattle’s Pike Place Market. Today, they are privileged to welcome nearly 35 million customers on a weekly basis, in more than 12,000 stores around the world. (www.starbucks.com)

Starbucks’s goal is to become the leading retailer and brand of coffee in each of its target markets by selling the finest quality coffee and related products and by providing each customer a unique “Starbucks Experience”. “Starbucks Experience” is a third place after home and work with superior customer service, clean and well maintained retail stores which reflect the personalities of the communities in which they operate.

Starbucks strategy for expanding its retail business is to increase its market share mainly by opening additional stores in existing markets and to open stores in new markets. In support of this strategy, Starbucks opened 1,040 new company operated stores in fiscal 2006. (www.starbucks.com)

During fiscal 2006, Starbucks Coffee Company operated retail stores accounted for 85% of total net revenues. (Starbucks Annual Report 2006) In addition to company operated stores, Starbucks works with certain carefully chosen business to operate licensed stores in various places.

Its strategy is to reach customers where they work, travel, shop and dine by establishing relationship with people that share the Company’s values and commitment to quality. These relationships take various forms, including licensing arrangements, foodservice accounts and other initiatives related to the Company’s business. Licensed and Foodservice stores can be found on college campuses. Customers can enjoy their Starbucks in select supermarkets, hotels and military bases throughout foodservice venues around the world. During fiscal 2006, specialty revenues accounted for 15% of total net revenues. (Starbucks Annual Report 2006)

Starbucks also recently has strategically sold coffee and tea products through other channels such as supermarkets, or non-traditional retail channels such as United Airlines, Marriott International, Holland-American Cruise Line, and Department Stores.

To achieving growth and making profits, Starbucks started to go international since 1996. International connections can build a strong foreign presence which helps to increase brand recognition and also increase the domestic business. The more stores Starbucks has around the world, the more loyalty and familiarity can be built among its existing and potential customers.

The following are the macro environmental variables which are likely to impact Starbucks when going international:-

Starbucks has carefully analyzed various strategies for the placement of its stores. They have developed cost-saving options for these stores to meet the need to adapt to each geographic region. They also need to consider the tastes and preferences of each area. For example, customers in New Orleans prefer their bagels toasted and those in Atlanta require more seating for a “social” coffee break.

Starbucks begin in US, which is the sector we are examining for demographics. As of July 2005, the population of the U.S. was estimated at 295,734,134 (CIA World Factbook). Population facts are important to Starbucks because they can give Starbucks valuable statistics, such as US population base per Starbucks store. People ages 15-64 make up the largest percentage of the population (67%), and therefore will have greater control of the market than any other sector (CIA World Factbook). This implies that the most important target market for Starbucks are people within this age group. The two largest ethnic groups in the U.S. are white 81.7%, black 12.9% and Asian 4.2%. (CIA World Factbook) The ethnic background is important to a company because it influences tastes, trends, perceptions, values and beliefs of an individual.

Estimated GDP in 2004 was $11.75 trillion. GDP real growth rate was 4.4% (CIA World Factbook). The growth rate of GDP suggests that the economy is growing, and therefore there is opportunity for Starbucks to expand business. A very large per capita purchasing power parity of $40,100 suggests that Americans have the opportunity to buy specialty coffee drinks from an expensive, quality-intensive organization such as Starbucks (CIA World Factbook).

_3.4 TECHNOLOGICAL FACTORS_

Strategic issues that will challenge Starbucks in the future are related to their tight control and lack of flexibility, organizational structure, and diversification. First, Starbucks is vertically integrated as they buy and roast the beans, ship them to the stores, produce, and sell the coffee. They may face difficulties or have to raise the price of their coffee if the cost of raw beans increases, or there is a decrease in available labor.

The second issue is that they are centralized around controlling all steps of the distribution process, entering into joint ventures which may lead to quality control issues in locations.

Another issue is the ability for growth. Starbucks will continue to grow in their core business, but the more they spread into international and joint ventures they will face increased quality control problems.

_3.5 POLITICAL AND LEGAL FACTORS_

The Los Angeles city council was considering an ordinance that would require licensing of coffeehouses open past midnight. This demonstrates how government exertion can prove unprofitable for the business. Furthermore, anti-trust laws might prevent Starbucks from future expansions, since the company is not owned locally as with other franchisers. Other human-rights activists or organizations can potentially voice their concerns about the business’s process, such as how the leaflets concerning under-paid Guatemalan eventually forces Starbucks to establish several codes for treatments of its foreign subcontractors.

_SOCIAL CULTURAL FACTORS_

Nationalism and cultural differences may result in recurrent problems on resource availability, product quality consistency and costs, which effect adversely to foreign operations. For instance, due to its population and potential of growth, China represents a grate opportunity of market. In the past, coffee was considered as a Western bourgeois commodity in China and people are used to have tea instead. Coffee doesn’t go well with Chinese food and culture as well. Until recently, the market research shows the country’s coffee drinking has doubled in the past four years. (www.marketwatch.com/news) Nevertheless, it still only amounts to about one cup per person per annum and the brand typically is instant Nescafe.

Starbucks strives to create a unique culture with a passionate interest in changing a simple commodity into an addictive gourmet delicacy and meet individual market wants and needs without compromising Starbucks’s brand image and culture of the company.

Starbucks’s competence in the style of stores and creative coffee drinks has propelled it to the front among coffee retailers. Starbucks is not just stands for a cup of fresh and nice coffee. Starbucks is about the passion for the soul of people, quality product, excellent customer service and the experience and understanding of the culture of coffee. In the following paragraphs, we are going to analysis the 4Ps (i.e. Product, Price, Place and Promotion) of Starbucks, followed by appropriate marketing strategic recommendations.

Starbucks has been committed to sourcing the highest quality coffees around the world. It only purchases coffees that have been grown and processed by suppliers who meet strict environmental, social, economic, and quality standards. Starbucks is well-known for its exceptionally high quality coffees, care in selection, and expertise in roast (www.starbucks.com).

Broad Product Differentiation

Depending upon competence and innovation, Starbucks establishes its long lasting and profitable competitive advantages by broadly differentiating its coffee and coffee related products.

Starbucks combines its merchandizing strategy with its marketing programs to create and reinforce a distinctive brand image for its coffees. The company’s brand image strategy is reflected in its product mix, producing, and sales and educational materials. What Starbucks stands for is a good cup of fresh coffee and the recognized brand worldwide.

It is undeniable that Starbucks has a competitive advantage when it comes to quality, especially when compared to other generic coffee commodity. However, in terms of convenience, despite arduous efforts to establish Starbucks at every corner, there are still more supermarkets than there are Starbucks bars. Realizing the potential for this convenience sector of the coffee market, Starbucks should actively pursuing substitutes that compete in these areas, for example a pre-packaged drinks or offer tea in its shops as a preemptive measure to fight off any teahouse looking to steal away the coffee drinkers.

Sometime Asia can be mistakenly seen as one culture by outsiders. It can be true somehow, yet to be successful in the region. The countries in Asia are totally different when it comes to culture, value, religion, tastes etc. Many Asians prefer for tea especially in China, a county of devoted tea drinkers who do not take readily to the taste of coffee. Starbucks should set different strategies and approaches for each market to make Starbucks’s experience to be part of the culture.

To meet local tastes or preferences, Starbucks can act local, for example, by introducing alcoholic beverage fro special happy hour set in some countries or region. Traditionally Korea and China are huge alcohol consuming culture as well as coffee. High margin of beer, wine or cocktail may help Strarbucks match local tastes and preferences, most importantly, can boost its revenue.

Starbucks stores are normally gathered in high-traffic, high visibility locations. It takes more than just location to be successful. Attracting customers to Starbucks happens by providing high quality coffee and creating inviting, comfortable places that are conveniently located. These places should be those that add to the spirit of each community.

Starbucks expands its stores by entering new markets wherever the opportunity exists to become the leading specialty coffee retailer. By the year 2006, its current location totals 12,440 worldwide (www.starbucks.com)

From past experiences, customer loyalties cannot be stretched or transferred to a new product or channel in a short time. Starbucks should expect a gradually change on its customers’ purchasing power and habits. Eventually, the Internet may reconfigure how customers think of mass-market brands. But that shift will take years to unfold and company leaders need to manager the transition with great skills. Therefore, Starbucks needs to make some change on its current e-commerce strategy.

First, it may add more value to its value chain by expending its website function as a communication tool to link its stakeholders such as customers, suppliers, management and employees. Second, consolidate the public relation function. Starbucks.com is not only a window for online business, but also a window for building the company’s image and reputation. Third, keep online business on core products but maintain the products diversification as a long-term strategy, and implement it by gradually introducing new products one at a time. Last, to strategic ally with .com companies to expend its selling channels.

Starbucks can setup online chat room to facilitate communication among its stakeholders. It may also create free email accounts to further spread its fame and consolidate customers’ loyalty. In addition, it can gradually add indirect coffee related products into its online sales collection, such as coffee machine. It may also want to introduce some online coffee tour package to provide cheap travel tours or hotel accommodation. In order to increase sales, Starbucks may also ally with .com companies to promote its products. For example, to sign a sell contract with yahoo.com to carry Starbucks’ products.

Starbucks doesn’t have much conventional advertising because it found that there is too much competition for consumers’ attention in TV, radio and print media. Starbucks usually picks one or two charities or events that reach the community it serves. This will inspire people inside and outside the company and reinforce the company’s value and image.

Starbucks integrates its corporate culture with its surroundings. At all levels of the Company, Starbucks partners strive to be good neighbors and active contributors in the communities where they live and work. It’s part of the Starbucks culture. It is the goal of Starbucks to involve partners as decision-makers, volunteers, and leaders in the initiatives they support.

To be a real global company, Starbucks can participate in or support local events, helping education in developing countries or community activities so that it can enhance its public relationship with those international markets. In most Asian markets, once it is perceived as a true partner or caretaker, its growth strategy might work just as in US market.

By pricing its coffee competitively with the prevailing high-end coffee prices, Starbucks represents an attractive combination of price, features, high quality, good service and other attributes customers find attractive.

The fact that Starbucks prides itself in customer service, providing the “Starbucks experience” for the customer, means that the business is mainly customer-oriented, and thus translates to a strong customer’s power. Nonetheless, the greater the importance of the product’s quality or services to the customers, as is the case with coffees, there is little extent to the buyers’ price sensitivity. This indicates that as long as Starbucks maintains quality products and superb customer-service, individual consumers are unlikely to be able to exert their buying powers. Therefore, it’s good for Starbucks to maintain its prevailing high-end coffee prices.

It is no doubt that Starbucks is one of the most successful company in the world. They used a simply strategy, “connecting links between treating employees with dignity and respect and producing a good product and services.” That was the major factors that differentiate Starbucks from others and bring the successful to Starbucks.

The future of Starbucks, which is in a fast-growth phase, is apparently to be successful and promising. However, those keys of success may not be applicable to tomorrow’s environment and in global market. Defending and growing a competitive position requires firmly built strategies based on its unique, valuable and leading capabilities and resources, rather than the products and services themselves, proactively responding to ever changing internal and eternal environment to keep fending off its competitors. Although currently there are no formidable competitors for Starbucks leadership in both international and domestic markets, it should not take it for granted for good. Tomorrow’s destiny of Starbucks should depend on its strategic capability to preserve and sustain its strengths, offset weaknesses, avoid threats and capitalize on opportunities. If Starbucks would correctly identify and deal with the issues under current and near future circumstances, it could remain excited about further growth and continues to be prosperous.

http://geography.about.com/library/cia/blcusa.htm (CIA World Factbook)

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Cateora, Philip R., 1996, International Marketing, Irwin, Chicago.

Peter J. Buckley, Fred Burton and Hafiz Mirza, 1998, The Strategy and organization of international business, Macmillan Press, New York.

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Bryan Lowes, Christopher Pass and Stuart Sanderson, 1994, Companies and markets, Oxford, UK.

Starbucks Annual Report 2006 (2006). Starbucks Annual Report. Seattle,WA., Starbucks Coffee Company.


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