案例模拟

Case Study

One thing that all managers do is plan. The planning they do may be extensive or it may be limited. It might be for the next week or month or it might be for the next couple of years. It might cover a work group or it might cover an entire division. No matter what type or extent of planning a manager does, the important thing is that p1anning takes place. Without planning, there would be nothing for managers to organize, lead, or control. Based on the numerous accomplishments that Starbucks has achieved through the efforts of its employees, managers, no doubt, have done their planning.

   The company’s mission is as follows: “To establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromising principles as we grow.” The company’s six Guiding Principles:

(1) Provide a great work environment and treat each other with respect and dignity.

(2) Embrace diversity as an essential component in the way we do business.

(3) Apply the highest standards of excellence to the purchasing, roasting, and fresh delivery of our coffee.

(4) Develop enthusiastically satisfied customers all of the time.

(5) Contribute positively to our communities and our environment.

(6) Recognize that profitability is essential to our future success.

Company Goals

As of April 2006, Starbucks had 11,377 stores in 37 countries. During the 30 weeks that ended April 30, the country opened 755 new stores in the United States and 381 new stores overseas. However, that’s a far cry from where the company wants and intends to be someday. CEO Jim Donald says Starbucks’ long-term goal is 15,000 U.S. stores and 30,000 stores globally. For 2006, the company’s goal is to open approximately 1,800 new stores globally and to reach about ﹩7.6 billion in revenues. Goals for the next 3 to 5 years include attaining total net revenue growth of 20 percent and earnings per share growth between 20 to 25 percent.

In addition to its financial and other growth goals, Starbucks has an even “glitzier” goal. It wants to have a hand in helping define society’s pop culture menu. Although this goal takes Starbucks beyond its coffee roots, it seems to fit well with the unconventional approach to business that Howard Schultz has followed from the beginning.
 

Company Strategies

Starbucks has been called the most dynamic retail brand conceived over the last 2 decades. It has been able to rise above the commodity nature of its product and become a global brand leader by reinventing the coffee experience. Millions of times each week, a customer receives a drink from a Starbucks barista. It’s a reflection of the success that Howard Schultz has had in creating something that never really existed in the United States—café life. And in so doing, he created a cultural phenomenon. Starbucks is changing what we eat and d rink. It’s altering where we work and play. It's shaping how we spend time and money. No one is more surprised by this cultural impact than Howard Schultz. He says, “It amazes all of us how we’ve become part of popular culture. Our customers have given us permission to extend the experience.’’

Starbucks has found a way to appeal to practically every customer demographic as its customers cover a broad base. It's not just the affluent or the urban professionals and it’s not just the intellectuals or the creative types who frequent Starbucks. You’ll find soccer moms, construction workers, bank tellers, and clerical assistants at Starbucks. And despite the high price of its products, customers pay it because they think it's worth it. What they get for that price is some of the finest coffee available commercially, custom preparation, and, of course, that Starbucks ambiance—the music, the comfy chairs, the aromas, the hissing steam from the espresso machine—all invoking that warm feeling of community and connection that Schultz experienced on his first business trip to Italy and knew instinctively could work elsewhere.

There's no hiding the fact that Starbucks’ broad strategy is to grow into a global empire .Howard Schultz says, “We are in the second inning of a 9-inning game. We are just beginning to tap into all sorts of new markets, new customers, and new products.” But any growth that Starbucks pursues is done so with great care and planning. CEO Jim Donald says that all company growth is governed by whether quality can be maintained. If there is any uncertainty about quality, a new strategy won’t fly, no matter how good it might seem. Starbucks has designed its growth strategies to exploit the customer connections it has so carefully nurtured and the brand equity it has so masterfully built. And company executives have taken the company in new directions even while continuing to grow store numbers and locations and increasing same-store sales.

As the world's number-one specialty coffee retailer, Starbucks sells coffee drinks, food items, coffee beans, and coffee-related accessories and equipment. In addition, Starbucks sells whole bean coffees through a specialty sales group and grocery stores. Starbucks has grown beyond coffee into related businesses such as coffee-flavored ice cream and ready-to-drink coffee beverages. These Starbucks-branded products have been developed with other companies. For instance, its Frappuccino and DoubleShot coffee drinks were developed with Pepsi-Cola. Its Starbucks Ice Cream was developed with Dreyer’s. In early 2006, Starbucks launched its ready-to-drink coffee drink, Starbucks Iced  Coffee, through a joint venture with Pepsi-Cola. The company extended its success at brand extensions to selected global markets when it launched a fresh Starbucks-branded premium ready-to-drink chilled coffee called Starbucks Discoveries in convenience stores in Taiwan and Japan. This product was enthusiastically embraced by customers immediately. In addition, Starbucks markets a selection of premium tea products since its acquisition of Tazo, LLC.

Starbucks has also pursued other strategic initiatives to enhance its core business. For instance, in November 2001, the company launched the Starbucks prepaid card. Since that time, more than 77 million prepaid cards have been activated and loaded with more than $1 billion. The director of Starbucks global card services says, “We’ve been pleasantly surprised by the card business, by how fast its grown in percentage of tender, and how people use the card. It offers so many opportunities to grow from there. It's one of our fastest-growing channels”. Industry experts say that part of the reason for its success is its dual use—as gift cards and for customer loyalty. Also important to its success, however, is the fact that the company has made it easy to purchase, reload, and use. The company is on the leading edge in finding innovative ways to get the prepaid cards into potential customers’ hands such as parent-student cards, gift-card malls, and business gifts and incentives.

Having conquered the coffee business, one of the company’s most interesting brand extensions has been music. Selling music at Starbucks began when a store manager made tapes for his store. These tapes proved to be so popular that the company began licensing music compilation CDs for sale. Initially, Howard Schultz had to be persuaded about this product and recalls, “I began to understand that our customers looked to Starbucks as kind of editor. It was like…we trust you. Help us choose.” And if you think about it, music has always been part of the cafe or coffeehouse experience. In addition to sell its private-label CDs, the company launched the HearMusic Cafe in Santa Monica, California, in March 2004. At these stores, customers burn their own compilation CDs. After sampling selections, if they choose to buy, customers can walk up to a music “bar” and order a customer CD with any variation of songs and have it delivered to their table when it’s completed. Based on the success Starbucks has had with music, it decided to selectively link the Starbucks brand with certain kinds of movies, the first being Akeelah and the Bee. The president of Starbucks Entertainment division says, “Movies are a very important part of our entertainment strategy. The though was to start with music, build some success, establish credibility, and then move into films.” Eventually, the company wants to be a destination not just for java but also for music, movies, books, and more.

Not everything that Starbucks touches turns to gold. One of its big flops was a magazine called Joe launched by the company and Time. It lasted three issues before being called off. A carbonated coffee beverage product called Mazagran, developed with Pepsi-Cola, never made it to market. Too, Starbucks decided to close its Torrefazione Italia cafes when they didn’t meet the goals set for them.

What about the core industry Starbucks is in? How is it doing? The hot drinks market continues to sizzle. It’s forecasted to increase 10.9 percent between now and 2010. In addition, the 2006 National Coffee Drinking Trends report of the National Coffee Association of the United States says that coffee tied soft drinks in daily market penetration for the first time since 1990. And Starbucks wants to remain at the forefront of the industry. Some 24 percent of Starbucks customers visit 16 times per month—a number that no other fast-food chain even comes close to.

There’s no doubt that Howard Schultz has built and continues to build Starbucks to be big．Growth has been funded through cash flow, not by selling stock or by using debt financing. Some of the new ideas to be implemented include an aggressive roll-out of drive-through windows, which now number more than 1,000 U.S. locations and 35 Canadian sites; a co-branded Web site between Yahoo! and Starbucks where online daters can arrange to meet and drink free coffee; a partnership between Starbucks and Kellogg that created a hot breakfast product; and two new banana-based blended drinks.

Discussion Questions

1. Starbucks has some pretty specific goals it wants to achieve. Given this, do you think managers would be more likely to make rational decisions, bounded rationality decisions, or intuitive decisions? Explain.

2. Give examples of decisions that Starbucks managers might make under conditions of certainty. Under conditions of risk. Under conditions of uncertainty.

3. Make a list of Starbucks’ goals. Describe what type of goal each is. Then, describe how that stated goal affect how the following employees do their jobs: (a) a part-time store employee—a barista—in Omaha; (b) a quality assurance technician at the company’s roasting plant in Carson City, Nevada; (c) a regional sales manager; (d) the senior vice president of new market; and (e) the CEO.

4. Discuss the types of growth strategies that Starbucks has used. Be specific.

5. Evaluate the growth strategies Starbucks is using. What do you think it will take for these strategies to be successful?

6. What competitive advantage(s) do you think Starbucks has? What will it have to do to maintain that (those) competitive advantage(s)?

7. Do you think the Starbucks brand can become too saturated—that is, extended to too many different products? Why or why not?

8. What companies might be good benchmarks for Starbucks? Why? What companies might want to benchmark Starbucks? Why?

9. Describe how the following Starbucks managers might use forecasting, budgeting, and scheduling (be specific): (a) a retail store manager; (b) a regional marketing manager; (c) the manager of global trends; and (d) the CEO.

10. Describe Howard Schultz as a strategic leader.

11. Is Starbucks “living” its mission? Explain. (You can find the company mission on its Web site, www.starbucks.com, or in the continuing case found at the end of Part 2.)

12. Do a brief SWOT analysis of Starbucks.

Source: Stephen P. Robbins and Mary Coulter. Management (9th edition). Prentice Hall. 2007

星巴克——计划

所有管理者都从事一项工作——计划。他们所做的计划可能是大量的，也可能是有限的。这些计划可能是下周或下个月的，也可能是将来几年内的；这些计划可能涉及到一个工作小组或整个部门。不管管理者所做的计划是什么类型或什么内容，重要的是他们在做计划。没有计划，管理者们也就无从进行组织、领导和控制。星巴克在全体员工和管理者的努力下取得了很多成就，因此，毫无疑问，星巴克一直以来都在计划着。

星巴克提出的公司使命是：将星巴克建成全球极品咖啡的翘楚，并在公司不断发展的过程中坚守自己一贯的指导原则，并制定了公司的6项指导原则：

（1）提供优质的工作环境，并创造相互尊重、相互信任的工作氛围；

（2）秉持多元化经营的重要原则；

（3）采用最高标准进行咖啡产品的采购、烘焙和保鲜运输；

（4）永远以高度热忱的服务满足顾客的需求；

（5）为我们的社区和人居环境做出积极贡献；

（6）明确利润增长是公司未来成功的重要保障。

公司目标

截至2006年4月份，星巴克在全球37个国家开设有11 377个门店。截止到4月30日的30周内，公司在美国开设了755家新店，同时在国外开设了381家新店。然而，这和公司计划的数量还有很大的差距。公司首席执行官吉姆·唐纳德(Jim Donald)说，星巴克的长期目标是：在美国开设15 000家门店，而在全球拥有30 000家门店。2006年，公司计划在全球范围内开设1800家新店，并且收入达到76亿美元。3~5年内计划总净收入增加20%，每股盈余增加20%~25%。

除了财务和其他扩张目标外，星巴克还有一个更加“闪亮”的目标，它想主导社会流行文化。虽然这一目标和咖啡没有联系，但是它非常符合星巴克从起步起就不走寻常路的策略。 

公司战略

星巴克被公认为20年来最富有动态性的零售品牌。它超越了产品的商品特性，通过不断革新咖啡体验而成为全球品牌领导者。无论何时，顾客都能从星巴克享受到咖啡，这是星巴克董事长霍华德·舒尔茨创造的咖啡文化，而这文化此前在美国从来没有出现过。通过采用这种方式，他创造了一种文化现象。而星巴克也在改变我们的饮食习惯、工作和娱乐方式；它也在影响我们休闲和消费的方式。对于这一结果，没有人比霍华德·舒尔茨感到更惊奇，他说：“对于我们成为流行文化的一部分这一现象，我们都感到非常惊奇，是我们的客户给了我们拓展咖啡体验的机会。”

虽然星巴克的顾客遍布全球，但星巴克总有办法吸引到任何区域的顾客。在星巴克，你不仅能够看到有钱人、专家、知识分子，还能看到足球爱好者、建筑工人、银行出纳员和公司职员。虽然星巴克的产品价格高昂，但顾客们觉得值得，他们不仅得到最好的、按自己口味定制的咖啡，还有星巴克的环境：音乐、舒适的椅子、香气、还有咖啡机上升腾的热气，这些都给人一种温馨的感觉，这也是霍华德·舒尔茨第一次去意大利旅行中感受到的，并本能地认为这将在任何地方都会受到顾客欢迎。

毋庸置疑，星巴克的扩张战略是致力于成为全球性的企业。霍华德·舒尔茨指出：“如果这个全球性的游戏分为9个步骤，星巴克才进行到第二个步骤。星巴克才刚刚接触到各种各样的新市场、新顾客和新产品。”星巴克的每一步成长都做了充足的计划。首席执行官吉姆·唐纳德指出，所有公司的成长都离不开产品质量的提升，然而无论产品质量如何优质，一个新的战略都必不可少！星巴克针对精心培育的顾客关系和完美打造的品牌价值设计了扩张战略。公司的管理层正引导着公司朝这个新方向前进，同时持续在不同地点开设门店和保持增长的销售额。

作为世界排名第一的咖啡零售商，星巴克出售咖啡、食物、咖啡豆和与咖啡相关的装饰品及设备。此外，星巴克还通过专卖店和杂货店出售咖啡豆。现在，星巴克已向与咖啡相关的经营领域进行了拓展，如咖啡味冰激凌和便利包装的咖啡饮料。这些产品都和其他公司的产品一起合作销售，比如，它旗下的星冰乐 (Frappuccino) 和冰摇双份浓缩咖啡饮料(Doubleshot)与百事可乐一起搭配销售，而冰激凌则和德雷尔(Dreyer's)一起搭配。2006年初，星巴克与百事可乐合作开发了便捷式咖啡饮料和冰咖啡。星巴克在台湾和日本的便利店发布了一款称为“发现星巴克”的便捷装冰咖啡饮料，它通过对目标市场的品牌扩张来保持成功。这一款产品的发布立刻受到了消费者的狂热喜爱。并且，星巴克兼并了泰舒(Tazo)有限公司，营销该公司的优质茶产品。

为了增强核心业务，星巴克还采取了其他的战略措施，例如，2001年11月，星巴克发布了预付会员卡。迄今，已有7700万的会员，筹集金额超过10亿美元。星巴克全球支付卡服务总监指出：“对于预付卡的增长趋势和顾客们使用的方式，我们非常惊奇，它是我们发展最快的一个渠道，为星巴克提供了很多发展的机会。”行业内的专家指出：支付卡的成功取决于卡的双重价值，礼品积分、顾客忠诚度。其他成功的因素还包括：它便于顾客购买、再充值和使用。目前，星巴克正为开发潜在顾客而寻找创新的吸引顾客的方式，如父母-学生一体卡、商业中心礼品卡和商务礼品等。

成功征服咖啡领域后，星巴克开始向音乐领域进行品牌延伸。这一想法的诞生得益于一门店经理在店内出售自制的音乐录影带，并取得了极大的成功，因此星巴克开始授权出售CD。最初这一想法的执行需要说服霍华德·舒尔茨，后来，他回忆时说道：“我开始意识到，顾客将星巴克视为‘编辑’，他们似乎都有这样的心声——我们信任星巴克，帮我们选择吧。”若我们停下思考片刻便会发现，音乐其实也是咖啡体验的一部分。除了出售定制的CD，公司于2004年3月在圣莫尼卡(Santa Monica)和加利福尼亚(California)设立了“聆听音乐咖啡馆”。在这些咖啡馆里，顾客可以选择定制CD选辑。试听过歌曲后，如果顾客决定购买，他们只需到音乐吧台点中意的流行歌曲，等这些歌曲录制到CD后，服务员会送到顾客手上。基于音乐开发的成功探索，星巴克决定将其品牌与特定电影相结合，星巴克第一部出资的电影是《阿基拉和拼字大赛》。星巴克娱乐部门的总裁说：“电影是我们娱乐战略的重要组成部分，这一策略得益于我们音乐业务的成功和由此建立的信誉，这才使我们有了向电影业进军的策略。”星巴克的终极目标是成为一个不仅仅局限于咖啡，而是整合了音乐、电影、书籍等领域的公司。

然而，并非所有星巴克的尝试都是成功的。它曾经和《时报》合作发行了杂志Joe，但发行了3期之后就被叫停了；它和百事可乐联合开发的碳酸咖啡饮料马萨克朗(Mazagran)从未面市过；另外，由于没有达成业务目标，星巴克决定关闭意大利的Torrefazione Italia(意大利的一种咖啡品牌)咖啡门店。

星巴克的核心行业是什么？它是如何做到的？热饮料仍将是星巴克的主导产品，预期到2010年，它将增长10.9%；另外，由全国咖啡协会发布的全国咖啡饮料趋势报告指出，咖啡饮料向日常生活渗透始于1990年，星巴克致力于成为该行业的龙头老大。24%的顾客平均每月光顾星巴克16次，这一数字是任何从事餐饮行业的公司从未达到过的。

毫无疑问，霍华德·舒尔茨已建立星巴克王国，并持续将星巴克做大做强。星巴克用于业务扩张的资金来源于现金流，而非出售股票或借债。目前星巴克已将很多创新点子付诸实践，包括专为驾驶员设立的窗口式分店，此种分店在美国已超过1000家，在加拿大也超过了35家；星巴克与雅虎合作开发了虚拟网站，在线的情侣可到虚拟咖啡店里喝免费的咖啡；星巴克与家乐氏(Kellogg)合作开发了广受欢迎的早餐产品和两款香蕉混合饮料。 

问题

1. 星巴克需要达成很多特定的目标。你认为管理者从事以下哪种决策比较多，理性决策、有限理性决策，还是直觉决策？请解释。

2. 分别给出星巴克管理者在确定条件下、风险条件下、不确定条件下所作决策的例子。

3. 列出星巴克的目标，并对目标的类型进行分类，然后分析这些目标对以下员工有什么影响？（a）位于奥马哈(Omaha)的星巴克门店的兼职员工；（b）位于内华达州(Nevada)的卡森(Carson)城的星巴克烘焙工厂里的质量保证工程师；（c）区域销售经理；（d）新市场的高级副总裁；（e）CEO。

4. 具体分析星巴克所用的扩张战略。

5. 评估现有的星巴克战略。你认为这些战略的成功还需要什么条件？

6. 星巴克具备什么优势？若要持续保持这些优势，星巴克需要怎样做？

7. 你认为星巴克的品牌是不是过于饱和，即开发了过多的产品？为什么？

8. 什么企业会成为星巴克的标杆企业，为什么？哪些企业会将星巴克作为标杆企业，为什么？

9. 分析下列星巴克管理者会如何进行预测、预算和计划？（a）零售商店经理；（b）区域市场经理；（c）预测全球趋势的经理；（d）CEO。

10. 从战略领导者角度分析星巴克总裁霍华德·舒尔茨(Howard Schultz)。

11. 星巴克履行了它的使命了吗？请解释。 

12. 为星巴克做一个SWOT分析。