Управление международными рекламными кампаниями

    The main point is Starbucks reputation precedes itself. It has shown to be successful in every new market penetration, and to move into smaller city markets would be no different.

3. Functional strategic

    Starbucks Corporation continues to grow, and has goals of greater international expansion. For example, The company plans on opening 500 stores in Europe by 2003 (BBC News Online, 1998). Starbucks plans on opening hundreds of new stores internationally, as well as continuing to grow in the United States. Research has shown that industry growth rate is slowing. Threats loom from the Starbucks' general and specific environment.

    Functional strategies, according to Mary Coulter, are the short term goal-directed decisions and actions of the organization's various functional units, which include production and operations, marketing, and financial/accounting (Coulter). 

• Research and development of Starbucks in order to facilitate its continuing expansion.

    Starbucks is ranked as Fortune's #1 most innovative company in the food services industry. Starbucks has differentiated its product lines to include teas, sodas, ice creams, foods, etc.Starbucks organizational culture is one of innovation and creativity. The company has been a first mover into the market with products such as the Starbucks Card, or the 'DoubleShot' Espresso beverage. 

    Starbuck's research and development should emphasize product development. Product differentiation has proven an excellent defense to threats such as bargaining power of buyers. Developing new products will offset potential risks. For example, if the prices of coffee beans rise dramatically, Starbucks will be able to use sales from its diverse array of products to soften the blow of reduced coffee sales. An R&D emphasis on product development is often synonymous with company growth, and company growth will continue to be a major corporate strategy of Starbucks. 

    Starbucks should continue to be a first mover into markets with new products and ideas. An advantage of being a first mover into a market, according to Mary Coulter, is a reputation for being innovative and an industry leader. Image will be very important to Starbucks' international marketing strategies. Starbucks image will be crucial if the company does not want to become a commodity. Being a first mover of new products into new international markets will be an excellent way for Starbucks to build customer loyalty and uphold its image as an innovative company. 

• Starbuck's employees continue to be Starbuck's most important asset.

    Starbucks' employees, it is shown, share common goals, such as believing in the product they sell. Starbucks employees are referred to as partners, and even part-time employees are eligible to receive health-care, participate in the Bean Stock program, and get free coffee! All Starbucks' employees are well trained. The investment in training obviously pays off, as Starbucks has a far lesser turnaround than the industry average. 

    Employees should continue to be Starbucks' most important asset, and resource. The extremely low turnover rate of employee has contributed to the development of Starbucks' image, and brand image is vital to the future success of the expanding company. 

    The Human Resource Management strategy, however, should be tailored to the host country's culture. Starbucks must be sensitive to the performance appraisal, and compensation techniques that best fit the country in which they are operating. For example, in the United States, an individualistic culture, individual reward systems are useful and employed (Hodgetts). In Asian countries such as China, who have collectivist cultures, individual reward systems would not motivate employees (Hodgetts). Rather, group reward systems, and group recognition is coherent with the culture of the country. 

    Geert Hofstede's popular cultural dimensions can be used by Starbucks to develop uniquely tailored Human Resource Management Strategies. The four dimensions are power distance, uncertainty avoidance, individualism, and masculinity (Hodgetts). Understanding these cultural dimensions can lead Starbucks to the most effective ways to communicate with employees (top-down or bottom-up), and appraise performance. 

    It is critical that Starbucks avoid an ethnocentric disposition of their Human Resource Management techniques. Tailoring HRM strategies to different cultures is critical to the success of their brand image. 

• Marketing differentiation strategy of Starbucks. The marketing strategies offset potential environmental threats such as a slowing of the market. 

    Starbucks positions their products based on quality and image. Starbucks created the coffee shop revolution, and they have had the ability to be the public educator on espresso coffee. According to magazine article found on Starbucks.com, the company's brand is a member of the coming century's top twenty-five brands. It is critical that Starbucks position their brand for what the brand stands for: an innovative industry leader that produces high quality products. Brand image, as already shown, is a goal that all the future functional strategies will work to attain. 

    Starbucks must differentiate their products based firstly on image and secondly on the product itself. Considering that international markets such as Italy are renowned for high quality coffees, it will be difficult for Starbucks to differentiate their products on quality alone. Combined with its research and development emphasis on product development and being the first mover into a market, Starbucks should differentiate its new products based on their unique features and brand image. 

    Starbucks must position its brand as an experience. The Starbucks' experience is what will entice new customers to visit their locations and create customer loyalty. First impressions will be vital in ensuring repeat customers.

    Starbucks will be able to combat the threats of bargaining power of buyers, substitute products, and competitive forces by continuing to market based on their highly differentiated products and unique brand image. 

• Starbucks locating their operations and layout in new markets.

    Starbucks' coffee shops are typically clustered in high traffic, high visibility locations. Varying store sizes also allows Starbucks' to be situated in various settings, such as airports, grocery stores, office buildings, and street corners. Starbucks has traditionally taken great care in picking the right locations. In the United States, the average Starbuck's location draws on a population base of 200,000. In some cities, Starbucks draws on much smaller population bases, flooding the market and reducing the threat of smaller competition, but increasing the risk of cannibalization. 

    Starbucks should not flood new markets to drive out threats of smaller competition. If cannibalization occurs, and Starbucks is forced to close some of its operations, this could seriously damage their reputation. Starbucks' image is too important an asset in the company's international expansion efforts to let reputation tarnish it. 

    Starbucks' should continue to locate their operations in high traffic areas, high visibility areas. The company should continue to take excellent care in picking locations. It is extremely important that Starbucks' international stores reflect a uniqueness in their location and layout. Having locations in a variety of locations will ensure large market exposure.