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5CTHERESEARCHOFSTARBUCKSCHINAMARKETINGSTRATEGYABSTRACTThispaperisstructuredonthe5Cmodelstartingfromtheanalysisofexternalmarketinvironmentandinternalsurroundings.Basedontheanalyticfindings,itsegmentedthemarketsanddeducedStarbucks’targetmarketisthosecityresidentswithhighlyeducatedcultureheritage,unquierefinedtasteandadmirablehighincome.AndwhatdifferentiateStarbucksfromitscompetitorsareitsmarketingpositionascoffeeexpertise,passionatepartner,thepassiontoimprovetheworld,innovationandStarbucksexperience.AsStarbucks’scorecompetenceisitsunqiuecultureandvalue,ittakesthebusinessformofservingcoffeetorealizeitsultimatepositionofhumanbusinesstoinspireandhuminityandintimacy.Asaresultitsmarketingisdecidedbyandoutofpsychologicalandspiritualconcerns.Thispapersummarizesitasasensibleandculturalmarketingstrategy.InthepresentrapidlydevelopingChina,moreandmoreChinesesareopentothewesternculutureandfood,especiallyunderthedriveoftheyounggenerationandfashiontrends,thetotoalretailsalesofcosummergoodsjumpupimpressivelyandcontinuously.ChinahasenteredintoaconsumingerapushedbymoresensibleandemotionalforceswhereStarbucks’spositionisrightattheplace.Starbucks’s“experiencemarketing”isitsequityaccountingforitsattactiveness.WhatStarbucksprovidedtocustomerwithisnotsimplycoffee,butaspirallyelevatingcustomerexperienceandconnection.Starbukcscoffeeculture,withcustomerexperienceasitscore,haswonandaccumulatedaloyalcustomerbasealready.Andthatprice,place,productandpromotion,thesefundamentalmarketingelements,arealldirectedtoinfluencecustomer’sinvironmentwhichispenetratedbyexperiencemarketingtochangetheconsumers’valueandbehaviorandleaventheirphychologyforlongterm.ObviouslyontheotherhandStarbucks’sdevelopmentinChinaalsofaceschallengessuchaswesternandChinesecultureconflictsandsoon.ToStarbucks,brandismerelyanexplicitextensionofitsvalueandculture,andpeoplearewhatitleveragesonmosttoconcreteandconveysuchvalueandculture.Outofthisprinciple,Starubucksestablishedaninimitablecorporategovernancesystemwhichincludedasetofuniquelydesignedorganizationalstructure,humanresourcesmanagement,andcontrolpattern.KEYWORDS:Marketing,Competition,StrategyMBA11.1197120073020·HowardSchultz1998319991500230MBA21.25C2465MBA31.35C4PPESTSWOT1.45C4PPESTSWOTSheth-Newman-Gross\“”“”“”MBA44PMBA52.12.1.11971200730202006·HowardSchultz198219851987MBA6203913,000145000NASDAQ200118500“4000236199220%200622%7814%5.64200722%242.0518%50300”2.1.21987198711198815198920199030199132199253——199620024672090——MBA7100%50%5%2.1.331998319991500230MBA8Starbucksinternal2-1FIGURE2-1StarbucksenterChinahistory2-11999200020022005675C(Context)(CustomerNeed)(Competition)(Collaborator)(CompanySkills)2.2Context199819992000200120022003200420052006MBA9“”Polictical(Economic)(Technological)(Social)PESTMBALib2-2PESTFIGURE2-2PESTmodel2.2.1WTOMBA10WTOEmail199220052.2.22.2.2.12007-200811%25%16%MBA112.2.2.2200020011004535199319981995200022010MBA122.2.2.32006953%200641.4%57%“”(h)(l)YCY=Y[h]+Y[1]C=C[h]+C[1]=c[h]Y[h]+c[1]Y[1]0c[h]c[1]1Y[h]C[h]c[h]Y[1]C[1]c[1]cc=C/Y=c[h]Y[h]+c[1]Y[1]/Y=c[h]Y[h]/Y+c[1]Y[1]/Y=c[h]Y[h]/Y+c[1]Y-Y[h]/Yc=c[h]-c[1]Y[h]/Y+c[1]Y[h]/Yc[h]c[1]c[h]-c[1]0Y[h]/Y19970.8120030.77MBA132.2.2.4CPICPI2-3CPIFIGURE2-3ChinaCPITrendMBA1420079-122-42007FIGURE2-42007ResidentConsumerPriceForecast2-32-420078CPI6.5%CPICPIPPI90GDP100061%2006GDP8062%200552.1%199148.8%200538.2%,.80%,MBA15GDP20072006GDP20002-5010002000300040005000600070000501001502002503003504004505002-51978100FIGURE2-1ChineseConsumingLevelandIndicator(1978=100)200660%50%-59%40%-49%30%-39%30%MBA166.913.6%199720078.6132007826.3%25.7%24.6%20071“”2-12-1Table2-1ChinaWell-to-doIndicator200712.2.2.520051613211.82010202013.714.620331513MBA175.4212.5936.9330.4420050-142650420.315-64941977265100557.72-62-6FUGURE2-6ChinaPopulationCompositionStructure15-64728080MBA18GDP199020001852592684001208420312:2-719782004FIGURE2-71978-2004ChinaUrbanandRuralPopulationChange19921.19%3200441.7658.2420104951“”“”“”20054038.72005MBA1938197119876·19878302080150010013204022.5215%2%199830%35001000200140420212006082408:50“”·“”IT2002IDFOrinSmithPaulotellinitmobileMBA21“”20032004“”———“”2007“”2.2.3.2ArabicaRobusta70450“”1hotspots80211MBA2275/510/10152007872018922003—20051.5—220073519885000Robusta199819992003MBA2390%2000C.A.F.ETM2.2.4MBA24————“”“Wearenotinthecoffeebusinessservingpeople,butinthepeoplebusinessservingcoffee.TheequityofStarbucksbrandisthehumanityandintimacyofwhatgoesoninthecommunities….TheStarbucksenvironmenthasbecomeasimportantasthecoffeeitself.”MBA25“”“”“”2000“”“”500MBA262.3(ConsumerNeeds)2.3.12-82-8MBA27FIGURE2-8MotivationmodelStarbucksInternal2-9FIGURE2-9PurchaseBehaviourModel2.3.22.3.32.3.3.1MBA282.3.3.2Lai,1995HirschmanHolbrook,1985utilitarianHedonicHirschmanHolbrook,1985Sheth-Newman-Gross1991(2-10)MBA29MBALib2-10Sheth-Newman-GrossFIGURE2-10Sheth-Newman-GrossCustomerValueModelHolbrook(1995)“”aninteractiverelativisticpreferenceexperience)MBA3053Sheth-Newman-Gross(2-11)2006112-10FIGURE2-11Needsand