Assignment Title: Starbucks Business Report

Table of Contents

Part 1 – Starbucks Business Report 4

Introduction  4

External Environment analysis  5

PESTLE Analysis  5

Porter’s five forces  7

Industry Life Cycle Model 8

Internal Environment analysis  9

Value Chain Analysis  9

VRIO Framework  11

Recommendations  13

Part 2 – Starbucks’ Stakeholder Report  15

Priority Group – Employees  15

Priority Group – Power, Interest and Communication strategy  16

Mendelow’s matrix  16

Communication Strategy  17

References  18

Appendix  21

Appendix A: Starbucks’ internal and external Stakeholders  21

Appendix B: Starbucks’ PESTLE Analysis  22

Appendix C: Starbucks’ SWOT Matrix  23

Appendix D: Starbucks Statement of Consolidated Revenue  24

Part 1 – Starbucks Business Report

Introduction

Starbucks is a well-known coffee retailer all across the whole world. It has developed remarkably fast and earned the right amount of profit in the year 2014, with around 23.1% return on assets. In the year 2015, Starbucks has emerged as the undisputed leader in the speciality coffee retail industry of the world. The company has earned a total revenue of over 16 billion dollars on an annual basis. It operates with more than 21000 retail outlets across 60 countries. The management of Starbucks manages to execute all its international operations effectively by establishing a close network with several international partners as well as with the franchised and licensed Starbucks cafes located worldwide (Rothaermel 2017). Almost 200000 employees are employed who take the responsibility of taking care of the interests and demands of the customers and satisfying them. Moreover, the employees are highly motivated and encouraged to instruct the customers on home brewing, thereby maintaining a long-term relationship with them (Noe et al. 2017). Starbucks has attained the recognition of Seattle’s Best Coffee, Teavana’s Heaven of Tea brands and also Torrefazione Italia.

However, it did not experience a smooth growth in its operations due to high-level market competition. The company had to shut down around 900 stores during 2008 and 2009 (Garthwaite et al. 2017). Several companies giving a fierce competition to Starbucks are Peet’s Coffee and Tea, Dunkin’ Donuts, Caribou Coffee, Keurig Green Mountain Coffee and McDonald’s. Like Starbucks, these companies also sell roasted coffee beans to the grocery stores, unique coffee drinks and food items which attracted several potential coffee lovers in the market. The number of coffee lovers is increasing with every passing day. Around 37% of the total coffee consumed accounts for speciality coffee consumers in the US. In Italy, 200000 coffee bars are there which show the growing consumption of coffee in the nation. Starbucks has always been successful, and it held the position of the market leader in the speciality coffee industry over the last several decades (Voigt et al. 2017). The management of the company aimed at its international market expansion and keep on satisfying the demands of the customers by diversifying its product and service range.

They also pay attention to the quality of their products and thus, they use highest-quality beans to prepare coffee. Bean procurement is a crucial stage where quality assurance is done at Starbucks. Variety of speciality Arabica beans is used by the company so that proper blend of aroma, flavour, acidity and body is maintained. The company has focused upon developing effective relationships with its coffee bean supplier countries which is also a significant factor behind its success and profitability in the international market. The bean roasters of Starbucks are Washington, South Carolina, Pennsylvania, California, Nevada and Netherlands. The company promotes and trains them for a year to make sure that the roasted coffee is of the best quality (Harrington et al. 2017). They have even made efforts on introducing premium coffee and Italian-style beverage experience to the American and other market segments to attract customers’ attention. The owners of the company believe in spending a minimum amount of money on advertising (315 million dollars) compared to its competitors like McDonald’s (808 million dollars) which proves that Starbucks has higher brand recognition.

External Environment analysis

The external environmental analysis for Starbucks is done to understand the external factors of the organization. The business performs External analysis due to its high degree of dynamism, complexity and uncertainty (Shtal et al. 2018). Coffee cafe industry is popular among the masses and should be studied. In this section, we analyse through Pestle analysis, porter’s five forces, the industry life cycle for Starbucks.

PESTLE Analysis

The pestle analysis is developed to gather and study external factors that affect Starbucks coffee business (Appendix B).

• Political

The political factors could affect Starbucks in a positive or negative manner both. For example, the new developments for nearby coffee offices and industrial location would bring new infrastructure opportunities. However, political changes for new rules and regulations in food processing could create vast differences. For example, fresh food labelling regulations if introduced in the countries, will impact Starbucks coffee shops globally.

• Economic

To achieve economic accountability, Starbucks has introduced ethical coffee sourcing guidelines which promote Coffee and Farmer Equity Practices. With such an approach, financial transparency could be achieved as well as fair working conditions and energy conservation could also be gained. As the economic recession comes into developing countries, consumers look after cheaper products. Hence, Starbucks has a huge opportunity to reduce their coffee rate so that they could increase profitability and competitive advantage.

• Social

The social factors assess what a customer prefers, especially when they buy coffee from a café. For example – conscious health, age distribution, population growth as well as career attitude. Starbucks encourages its employees to assist customers personally for making decisions for coffee. For example, they provide understanding about beans, grind, coffee/espresso machines and home brewing processes. Starbucks Kyoto Ninenzaka Yasaka Chaya was established in Japan by making an old building as a coffee shop without making changes in outer appearance so that customers feel the authentic touch of their culture (Hirashima & Iwasaki 2018). However, Starbucks does not invest in advertising as per 2014 data shows $315 expenditure. The company usually focus on the content present in energy drinks such as smoothies; however, lacks shows health benefits of fruits (Vassallo et al. 2018). It can consider a threat because lack of advertisement wove away customers towards other competitors. Still, this could be a new opportunity for the company for promoting new health-based brands.

• Technological

Technological aspects are implemented so that organizations can develop their marketing strategies. Starbucks has also implemented technological changes with the introduction of digital platforms. The digital presence was developed after the year 2013, for example, website Starbucks.com, My Starbucks Idea, and Starbucks Digital Network (Krishna 2018). It is an opportunity so that customer social network could be built through promotional activities. Whereas, Starbucks app has a pre-transaction environment from which menu, food items, favourites and past purchase history could be seen (Ramaswamy & Ozcan 2019). Hence, Technologies are implemented in the company for mobile as well as website marketing.

• Legal

Starbucks implements several legal policies for food safety and employee benefits effectively. The packages are applied for both part-time and full-time employees such as insurance (medical, dental, vision and short-term disability), paid vacations, holidays, mental health benefits and career counselling programs. Whereas, food safety quality control programs are implemented as per corporate and health department standards (Harris et al. 2019). Therefore, legal rules are beneficial and create an opportunity for the company to hire new employees as well as produce safe food products.

• Environmental

Starbucks has offered so many ecological and sustainable efforts throughout the years. In South Korea, they use recycled take-out cups, organic foods, reusable mugs; whereas, has a responsibility menu to promote environment from harm (Kim & Yun 2019). Starbucks also prefers ethnic coffee beans rather than importing from other countries and works as per guidelines. Further, Starbucks has used renewable energy sources in all their stores globally to empower environmental impacts (Environment 2019). Therefore, the company here has an opportunity to reduce adverse climatic effects by using green technology.

Porter’s five forces

The porter’s five force model proposes five forces which drive industry competition and sabotage the organization’s capability to earn a profit (Duke 2017). Starbucks has also affected by these five forces previously, which are described below.

• Competitive Rivalry: The competitive rivalry shows that in the coffee industry rivalry exists firmly in the marketplace. Similarly, with Starbucks, there are several competitors which exist and pose as a threat. For example, in the United States exist other coffee brands such as Caribou Coffee, Peet’s Coffee & Tea, McDonald’s, and Dunkin’ Donuts. Caribou coffee is another brand that provides similar roasted coffee to the grocery stores with license agreements. Whereas, in Europe, there is intense rivalry seen with other café coffee shops such as McCafe, Costa Coffee, Tchibo, and Cafe Nero (Madar 2018). Customers could prefer Dunkin’ Donuts due to launch of their foam cups in 2020 (Yu & Cruz 2019). Therefore, competitive rivalry is a very high-intensity threat that could affect the company
• Threats of New Entrants: The new entrants in the speciality coffee café industry has a reasonable possibility. Consider small coffee shops that open on a tiny scale does not affect the company in a considerable amount. However, new entrants are considered threats and increase rivalry. For example, new entrants could lower their consumer selling prices. As a result, customers could be wooed away due to economic recession or being poor. Another example includes the differentiation of new entrants from Starbucks based on quality or location. Small coffee shops could take a central place that is easy to access and stands in the favourite position (Zhang et al. 2019).
• Bargaining Power of Customers: The customers who come to buys products have colossal power not to choose a particular brand. There are two ways through customers will not prefer Starbucks, for example, low switching costs, and substitute available (Duke 2017). For example, customers could prefer other competitors due to lower prices. Or, new substitutes are available that has a much better taste for brewing coffee. In both cases, the bargaining power of customers has a substantial impact on Starbucks.
• Bargaining Power of Suppliers: The suppliers who provide coffee beans does not have much impact on the coffee café company. Starbucks follows the Coffee and Farmer Equity (CAFE) program that provides suppliers with equal status and fair partnership. Co-operative Café Timor (CCT) is a supplier firm that sells approximately 60 per cent of produced coffee to Starbucks (da Costa Graciana et al. 2019). Therefore, the bargaining power of suppliers to much lower due to fair treatments and good relationships with suppliers.
• The Threat of Substitution: The threat of substitution exists because coffee is replaceable with tea, juice, water, soda and other energy drinks. Hence, consumers could prefer anything else instead of coffee. However, to overcome these supposed threat Starbucks offers various other facilities. For example, selling coffee packs to the local grocery stores so that they are not replaced. Therefore, the risk of substitute is higher as many people quit drinking coffee due to caffeine addiction.

Industry Life Cycle Model

The industry’s life cycle is designed so that the industry’s strategies for products, growth opportunities, supply chain activities and performance could be analysed (Outlaw 2019). There are three critical stages of industry life cycle model such as growing, mature and declining. This model is applicable to identify in which stage Starbucks is currently right now (Appendix D). As far as growth is concerned in half quarter year of 2019, Starbucks has seen net revenue of $6.3 billion with a 7 per cent increase from the previous year (Starbucks Investor Relations 2019).

Similarly, in the year 2014 return on assets for Starbucks was 23.1 per cent. Therefore, Starbucks has a massive growth in sales and revenue across four years. The second stage of the model is the mature stage where company matures, and growth continues. It is evident that Starbucks is split into a bigger coffee café producing company across the globe. Therefore, maturity for the establishment is also present for the organization. However, the last stage describes how Starbucks is declining into growth from past years. According to the revenue report 2019, the company has seen a sudden drop in the market. Henceforth, Starbucks stands in a maturity stage as per the industry life cycle and requires preventive measures for the same.

Internal Environment analysis

The internal environment analysis identifies a company’s resources, capabilities and competencies. Further, how organizations could gather competitive advantage by analysing their current situations will be determined. Starbucks also requires to understand what their current strategies are and how it impacts them in the near future. In this section, value chain analysis and the VRIO framework will be implemented.

Value Chain Analysis

The value chain analysis demonstrates the entire range of activities which occurs in the process from raw materials to the final product for the customers. Value chain activities are divided into two parts: primary and secondary. While primary activities identify significant processes that happen to create the final product. The secondary activities are those that are not important; however affects the company (Piboonrungroj, Williams & Simatupang 2017). The primary and secondary activities for Starbucks is provided below.

Primary Activities

• Inbound Logistics: Inbound logistics covers raw materials from suppliers in an organization. Starbucks also picks coffee beans from different suppliers across the globe such as Latin America, Asia-Pacific and Africa. From porter’s five force model, it is clear that coffee beans are supplied from suppliers directly from the farm. Furthermore, Starbucks has good relationships with suppliers and therefore, always procure beans from farms directly. These beans are transported to storage houses where packaging is done, and the distribution is done. Hence, inbound logistics for Starbucks conclude that they prefer high quality of roasted beans directly from farms. However, they can improve inbound logistics by introducing new farm partnership programs.
• Outbound Logistics: Starbucks sells its coffee and other products with the help of technological advancement. For example, Starbucks.com and Starbucks app provides services for online delivery and payments for the customers. In the United States, a new concept of single-origin coffee was established by the company so that customers could buy it from the local retailers. Therefore, products are sold with new innovation so that customers could purchase the products. Further, as the competitive rivalry is healthy, they could launch new products to sell from retailers.
• Operations: The operations are little different from other coffee cafe companies. For example, the roasting facility for Starbucks is separately run so that authentic taste is identified. Another example is Arabica coffee beans which are mainly used by the company as a significant source. Further, Starbucks operates countries such as India, Japan, China, the United Kingdom, the United States that make it famous globally. At Least 25, 000 stores are opened today international level named as Starbucks Coffee, Teavana, Seattle’s Best Coffee, and Evolution Fresh (Real & Percell 2018). In 2017, annual report, Starbucks claims that 79 per cent and 10.5 per cent of total net revenue was obtained from the company based and licenced stores. It means the company gets benefits from international operated stores.
• Services: From the external social analysis, it is clear that customer preferences are always kept in mind at Starbucks. The company has always aimed to provide healthy coffee and energy drinks that could woo customers. For example, in Japan, the buying of the old house as Starbucks makes them feel at home. Another example is that employees are trained for explaining customers about coffee beans, brewing style and health-related benefits (Marie 2019). The concept of third place is implemented so that people could enjoy apart from the office, college and homes.
• Marketing and Sales: As from the above analysis, advertisement is not a critical approach for Starbucks to promote their activities. Rather than they prefer to change the menu as per customer choice for making sales, still, the sales increase every year because of customer value above fake publicity. However, it is suggested to have a good marketing strategy so that competitive advantage could be gained over other companies.

Secondary Activities

• Organization Infrastructure: The various departments of the Starbucks are presented here, for example, management, finance, marketing, technology and other aspects. The company provides several training programs for the employees, whether they are full time or part-time. Additionally, different benefits are also provided to the employees for medical, dental or vision insurance. Further, employees are considered freely for open suggestions and individual decision-making process. On the other hand, it also develops a customer base by offering the best customer services. Additionally, leadership and management are also responsible for making Starbucks a better stand out in the coffee cafe industry.
• Resources: The resources whether they are physical or non-physical are properly used. For example, human resources such as workers who serves coffee and barista are treated fairly.
• Technology: The company has green technology so that climate change could be handled. Furthermore, mobile and website app is also helpful so that customer reach could be propagated.
• Procurement Activities: This activity is handled properly because Starbucks chooses suppliers wisely. They do not want to compromise on coffee brand quality with inadequate suppliers.

VRIO Framework

VRIO framework is helpful to analyze the resources which provide a competitive advantage to Starbucks. VRIO stands for valuable, rare, inimitable and organised. There are different strengths of Starbucks which are evaluated. For example, strong global presence, coffee speciality, third place concept, sharp brand image, supply chain activities and customer services (Appendix C). Therefore, evaluation is done based on these strengths and gather how competitive advantage over other organisations is achieved.

Recommendations

Starbucks could make specific improvements in different areas in the next three years through SMART objectives. These recommendations are alliances, product development, as well as employment opportunities. Several areas of the organisation could improve by considering these changes. Alliance will give reach of international markets to Starbucks through information access, and provision of resources and capabilities (Leischnig & Geigenmüller 2018).

Further, product development will increase net sales revenue in the future as well as employment opportunities will improve productivity and customer services. Therefore, sales, marketing relationships and productivity will be increased after making changes to the Starbucks operations.

• Specific: Starbucks could make three specific improvements in building alliances, product development, as well as employment opportunities. For example, partnerships with other retailers and companies could be done to penetrate the international market in developing countries although alliances with Tata Global Beverages has been made previously to enter India (Fischer & Roy 2019). Similarly, they could also produce ethically sourced coffee 100 per cent by making alliances (How Starbucks Plans to Make an Impact by 2020 and Beyond 2017). For example, they could make an alliance with local farmers in developing countries. Whereas, product development strategy could be implemented by mixing native culture into their beverages. Furthermore, employment opportunities could be increased by achieving productivity, although employees are provided with insurance benefits. Veterans and military spouses could be offered job opportunities through special programs (How Starbucks Plans to Make an Impact by 2020 and Beyond 2017).  Students could be given scholarships so that they earn as well as seek a professional management degree.
• Measurable: At Least one alliance should be in the international markets within developing countries to enter. Whereas, product development can also be measured by selling coffee, energy drinks, and beverages at a lower price. The company wants to employ 100,000 opportunities to youth by the year 2020 (How Starbucks Plans to Make an Impact by 2020 and Beyond 2017). Starbucks could provide job opportunities for approximately 25,000 veterans and military spouses. Therefore, the changes are measurable and will produce positive outcomes.
• Achievable: Alliances are achievable because governments through businesses look for innovation and development of infrastructure. Further, Starbucks today aims to mend partnership with 10,000 environment sustainability certification programs, for example, Arizona State University by the year 2020 (How Starbucks Plans to Make an Impact by 2020 and Beyond 2017). Therefore, international mergers are possible, which will allow Starbucks for global reach. Further, people value good coffee; however, also consider the taste, health outcomes and affordable prices. Lastly, the purpose of employment opportunities seems achievable because spouses and student both need second income; hence Starbucks could grab this opportunity.
• Realistic: Three recommendations are practical because it deals with issues for the marketing penetration in global markets, unemployment and product reach in a competitive atmosphere. Hence, in reality, people require jobs and thus seek opportunities for making money; while, products are sold by other competitors, and therefore Starbucks need to make their product unique.
• Time-Bound: Alliance does have a time constraint, and thus, the company should consider doing them in next year. Whereas, product competition also makes time-bound constraint for replacement with other brands. Currently, several new brands are developed and sold, which makes time a critical aspect. However, employment does have a time-bound can be achieved in the next three years.

Part 2 – Starbucks’ Stakeholder Report

Priority Group – Employees

Employees are an essential and integral part of the organisation and considered internal stakeholder group. Starbucks has made employees their focus of attention because they are considered as key for competitiveness and growth (Appendix A). Hence, productivity increases when people working in an organisation has complete job satisfaction. The company has already done a lot for employees by providing empowered corporate culture, employee benefits and employee stock ownership program. Recently, an employee assistance program is launched to offer short term counselling for U.S employees for mental health benefits (Lucas 2019). This is one example which shows that Starbucks considers employees an integral part and introduces new strategies to acquire workforce productivity. When an employee is pleased, they could work better without any pressure in the workplace.

Furthermore, Starbucks previous Leader Schultz believed that a committed workforce is responsible for increasing service quality. Hence, after following these approaches, several changes for employee stakeholder groups are made. Starbucks, under a partnership with Arizona State University, offers 56 per cent of tuition fees for junior and senior years student employees (Thompson 2017). Whereas, the company has also offered packages for insurance of medical, short term disability, and dental issues. Additionally, employees are given paid vacations, assistance programs, higher wages and stock option plan. Whereas, training programs are offered so that employees could provide customer services. Employees are given a session in a 7-hour workshop named as Brewing the Perfect Cup at Home. Further, the company aims higher to encourage more job opportunities in the year 2025. For example, changes to the youth, offering jobs to the veterans and military spouses and tracking university students for new employment initiatives are future goals (How Starbucks Plans to Make an Impact by 2020 and Beyond 2017). Therefore, employee stakeholder groups are provided with ample benefits from Starbucks.

However, the focus is on employee stakeholder, which brings lots of different problems for Starbucks in three years. Firstly, the demand for employees will increase in the three years from now; secondly, human resource costs is a crucial concern because Starbucks will need to cut down employees; the third reason is to maintain the organisation culture as it was three years ago (Liu & Zhang 2019). It means Starbucks has to manage employee benefits in similar term and fashion in the next three years. Therefore, Starbucks will need to consider these issues for retrieving the same competitiveness and growth from employee stakeholder group.

Priority Group – Power, Interest and Communication strategy

Mendelow’s matrix

The Mendelow matrix was established to analyse the power and interest of various stakeholder groups in an organisation. Furthermore, this matrix allocates stakeholders and their influence that impact as well as take an interest in the internal work processes of an organisation (Eisenberg 2018). Hence, the place of employee stakeholder group is demonstrated through Mendelow matrix for organisation Starbucks.

Communication Strategy

Acquiring for employees could be done through several communication strategies. The communication strategy could be used through colleges and university websites where people could be informed about programs. For example, Starbucks could reach younger students who require a college education. Another strategy is the use of social media pages such as Facebook and WhatsApp for making interactions with employees personally. Whereas social activities could be introduced so that customers could take part in them.

Further, mobile apps for customer interaction could be launched so they could discuss any racial, abusive or other issue anonymously. Lastly, a separate Starbucks portal should be created for people looking into job opportunities. In this way, communication could extend reach to old and new customers.

References

da Costa Graciana, B et al. 2019, “The Nucleus-Estate and Smallholder Partnership towards Export Competitiveness of Timor Leste Coffee”, Modern Economy, vol. 10, no. 07, pp. 1655-1670.

Duke, D 2017, ‘Porter’s Five Forces and the Coffee Industry.’ Management Teaching Review, vol. 3, no. 3, pp. 241–251. doi:10.1177/2379298117726765

Environment 2019, viewed 11 December 2019, <https://www.starbucks.com/responsibility/environment>.

Eisenberg, P 2018, “Does Tax Transparency Tackle Tax Avoidance?: A Stakeholder Perspective”, in , SSRN Electronic Journal, vol. 8, no. 1, pp. 46-59.

Fischer, D & Roy, K 2019, “Market Entry in India: The Curious Case of Starbucks”, in, Rutgers Business Review, vol. 4, no. 2, pp. 125-139, viewed 12 December 2019.

Garthwaite, C, Busse, M, Brown, J and Merkley, G, 2017, ‘Starbucks: A story of growth’. Kellogg School of Management Cases, pp.1-20

Harris KJ, DiPietro RB, Line ND, Murphy KS, 2019, ‘Restaurant employees and food safety compliance: motivation comes from within.’ Journal of foodservice business research, vol. 22, no. 1, pp. 98-115.

Harrington, RJ, Ottenbacher, MC and Fauser, S, 2017, ‘QSR brand value: Marketing mix dimensions among McDonald’s, KFC, Burger King, Subway and Starbucks’. International Journal of Contemporary Hospitality Management, vol. 29, no. 1, pp.551-570.

Hirashima, K & Iwasaki, T, 2018, Starbucks Japan evokes tradition and history with unique designs, in, asia.nikkei.com, viewed 11 December 2019, <https://asia.nikkei.com/Business/Business-trends/Starbucks-Japan-evokes-tradition-and-history-with-unique-designs>.

Kim T, & Yun S, 2019, ‘How Will Changes toward Pro-Environmental Behavior Play in Customers’ Perceived Value of Environmental Concerns at Coffee Shops?’ Sustainability, vol. 11, no. 14, pp. 1-19.

Krishna CG, 2018, ‘Starbucks Communication Strategies–More Than Just a Cup of Coffee.’ IUP Journal of Soft Skills. vol. 12, no. 3, pp. 23-53.

Lucas, A, 2019, Starbucks to boost workers’ mental health benefits, reduce ‘remedial tasks’, in, https://www.cnbc.com, viewed 12 December 2019, <https://www.cnbc.com/2019/09/06/starbucks-to-boost-workers-mental-health-benefits-reduce-remedial-tasks.html>.

Leischnig, A & Geigenmüller, A 2018, “When does alliance proactiveness matter to market performance? A comparative case analysis”, in, Industrial Marketing Management, vol. 74, pp. 79-88.

Liu, Y & Zhang, J, 2019, ‘The Influence of Employees’ Motivation Management on Teamwork: Taking Starbucks as an Example’. In 2019 International Conference on Management, Education Technology and Economics (ICMETE 2019). Atlantis Press.

Madar, A, 2018. ‘How Do European Cafe Chains Managers Handle Competition?’ International Journal of Business and Economic A airs (IJBEA), vol. 3, no. 4, pp. 178-184

Marie, A 2019, “The Effect of Service Quality and Servicescape Towards Customer Satisfaction, Starbucks Coffee, Jakarta”, in, TRJ Tourism Research Journal, vol. 3, no. 1, p. 56.

Outlaw, K 2019, Understand Industry Life Cycles, Unlock a Wealth of Knowledge | IBISWorld Industry Insider, Ibisworld.com, viewed 11 December 2019, <https://www.ibisworld.com/industry-insider/how-to-use-industry-research/understand-industry-life-cycles-unlock-a-wealth-of-knowledge/>.

Noe, RA, Hollenbeck, JR, Gerhart, B and Wright, PM, 2017, ‘Human resource management: Gaining a competitive advantage’. New York, NY: McGraw-Hill Education.

Piboonrungroj, P, Williams, S & Simatupang, T 2017, “The emergence of value chain thinking”, in International Journal of Value Chain Management, vol. 8, no. 1, p. 40.

Ramaswamy, V & Ozcan, K 2019, ‘Digitized Interactive Platforms: Turning Goods and Services into Retail Co-Creation Experiences’, in, NIM Marketing Intelligence Review, vol. 11, no. 1, pp. 18-23.

Rothaermel, FT, 2017, ‘Strategic management’. New York, NY: McGraw-Hill Education.

Starbucks Investor Relations 2019, Starbucks Reports Q4 and Full Year Fiscal 2019 Results, Quarterly Reports, Starbucks Corporation, Seattle, pp. 1-34, viewed 12 December 2019, <https://investor.starbucks.com/financial-data/quarterly-results/default.aspx>.

Shtal, TV, Buriak, MM, Amirbekuly, Y, Ukubassova, GS, Kaskin, TT and Toiboldinova, ZG, 2018. Methods of analysis of the external environment of business activities. Revista ESPACIOS, vol. 39, no. 12.

Thompson, A, 2017, Starbucks Coffee’s Stakeholders: A CSR Analysis – Panmore Institute, in, Panmore Institute, viewed 12 December 2019, <http://panmore.com/starbucks-coffee-stakeholders-csr-analysis>.

Vassallo AJ, Kelly B, Zhang L, Wang Z, Young S, and Freeman B, 2018, ‘Junk food marketing on Instagram: a content analysis.’ JMIR public health and surveillance, vol. 4, no. 2, pp. 54.

Voigt, KI, Buliga, O and Michl, K, 2017, ‘Globalizing Coffee Culture: The Case of Starbucks’. In Business Model Pioneers (pp. 41-53). Springer, Cham.

Yu, M. and Cruz, J.M., 2019. The sustainable supply chain network competition with environmental tax policies. International Journal of Production Economics, vol. 217, pp.218-231.

Zhang Y, Yang B, Zhang M, Zhang G, Song S, Qi L, 2019. ‘Exploring Location Pattern of Commercial Stores in Shichahai, Beijing from a Street Centrality Perspective.’ Chinese Geographical Science, vol. 29, no. 3, pp. 503-516.

Appendix

Appendix A: Starbucks’ internal and external Stakeholders

Appendix B: Starbucks’ PESTLE Analysis

Appendix C: Starbucks’ SWOT Matrix

Appendix D: Starbucks Statement of Consolidated Revenue

Source (Starbucks Investor Relations 2019)

Source (Starbucks Investor Relations 2019)