星巴克的中国市场营销策略研究

华中科技大学硕士学位论文星巴克的中国市场营销策略研究姓名：贾灿申请学位级别：硕士专业：工商管理指导教师：李长江20081031I2015SWOTIIAbstractWiththerapiddevelopmentofChinaeconomy,thereappearsapotentiallargemarketforcoffeeconsumption.ManyforeigncompanieshaveoptimisticviewsofChinesemarket.Chinaislikelytobecometheworld’ssecondlargestconsumermarketby2015,saidareportreleasedbytheBostonConsultingGroup.Accordingtotheoptismisticprospect,StarbucktargetsChinaasthemostimportantoverseasmarket.Thispapertakesservicesmarketing,corecompetitivepowertheory,experiencemarketingandothertheoriesasitstheoreticalbasia.Throughextensiveinvestigationandreadingliterature,thewriterobjectivelyanalysistheexternalandintenalenvironmentofStarbucksinChinesemarket,andpointouttheadvantages,disadvantages,opportunitiesandthreatsofStarbucksinChinesemarket,andeducesStarbuck'smarketingstrategyinChinesemarketthroughFiveForcesAnalysisandSWOTmodels.However,astherapidexpand,therearesomecrisisoftheweakeningofStarbucks'corecompetenceandexperience.ThispaperanalyzesStarbucks'currentcrisisandtrytoputforwardsomesolutions.Starbuck'sinternalresourcesandabilitiesshowsthatitscorecompetenceistheuniqueenterprisecultureandvalues.BysegmentingStarbuck'stargetmarketinchina,thisarticleconcludethatitstargetmarketisthosecityresidentswithhighlyeducatedcultureheritage,uniquerefinedtasteandadmirablehighincome,whichisdescribedasatacticofsensitivenessandexperiencemarketing.AsthehighlydevelopmentofChineseeconomy,ahugeexclusivemarketinchinagraduallyappears,whichisfocusedonbyStarbuck'smarketingstrategychoiceintheformofcoffeeculture.ThispaperanalysisStarbucks’scompetitivestrategyandmarketstrategythroughservicesmarketingandexperiencemarketingtheories.WhatdifferentiatesStarbucksfromitscompetitorsisthestrategyofexperiencemarketingthatenablesStarbuckstogetarapiddevelopment.StarbucksprovidenotonlyhighlyqualifiedservicesbutalsouniqueIIIcustmorexperenices,whichbringtheloyaltytoStarbucksbrand.ToStarbucks,itsbrandvalueisbecauseoftheuniquecompetenceofexperiencemarketing.Starbucks’sbrandvalueisalsoduetounqieStarbukcs’sexperience.ThispaperplanstoformulatetheeffectivemarketingstrategyforStarbucks.Keyword:competitivestrategymarketstrategyexperiencemarketingservicesmarketingcorecompetitivepower(“”)::::111.1Starbucks19711987·19926NASDAQ16000150000“”“”“”202050019992005200721.2PEST.SWOTSTP7P1E.5SWOT322.1.2-1[1]2-142.2SWOTSWOT[2]22SWOTSWOTSOSTWOWTSOSTWOWT2-2SWOT-OSSO-WWO-TSTWT2.3·BerndH.SchmittExperientialMarketingSenseFeelThinkActRelate[3]5[4]LLP·BIJosePhpinell·JamesHIGilmore1998[5]2.4STPSTP·STP[6]6·7.,“”[7]833.119714J.BaldwinG.BowkerZ.Sieg1983.19851987StarbucksCorporation198719871992111901987199019921987199019921992“”199922001995StarbucksCoffeeInternationalInc.SCISAZABYInc.19969199620001116[8]3.2CEO19983199912000200220055003002005103.319862008670[9]“”[10]114PESTPoliticalEconomicTechnologicalSocialPEST4-14-1PEST124.1500WTOWTOWTO1992200513[11]4.24.2.12002960200620002002200619991999124-243144-21995-200520064-3“”1615%—18%GDP30004.2.320066615770643.920024.88043.9%19921.19%3200441.7658.242010495120051613211.82010202013.714.6203315174.3“”,184.4ITIT20032004“”2007“”1955.15.1.150010013204022.5199830%2%420200140[12]205.1.2COFFEEBEANCOSTAWhitbreadCOSTACOSTACOSTACOSTACOSTAKFCCOSTA100620031789WhitbreadPlcCostaWhitbread174214MarriottHotelTGIFridayCostaWhitbreadCOSTACOSATCOSTACOSTA21KFC,KFC225.25.323301993245.45000010020255.5600[13]KFCCOSTA26Staysmallwhilegrowingbig[14]COSTACOSTA,2766.16.1.1“”200630286.1.26.21990C.K.Prahalad•GaryHamelTheCoreCompetenceoftheCorporation“29”[15]“”6.3SWOT6.3.1Interbrand200610030.9991200583020[16]1600020045066.3.2CD1006.3.3312005306.3.4COSTACPI6.3.5SWOTSWOT6-1326-1SWOTStrenghWeaknessOpportunitySOWOThreatSTWTSWOT1SO2ST3WO4WT3377.17.1.17.1.2347.1.3123453567.236[17][18]·7.363720-30387.47.4.1,,——,,,,,,200350%.397.4.2407.57.5.1EugeneWAnderson[19]41427.5.27.6——“”20062006412043200119017.7[20]44,,7.8[20]LOGOSTARBUCK,STARBUCKLOGOSirens457.9·“”“”4647“”“”“”“”4849MBAMBAMBA50[1].[M].:,1997[2].[M].:,2000[3],.[J].,2005(10):1[4].[J].,2004(8):26[5],H.[M].:,2002[6][].[M].,2000[7]..:[M].:,2002[8].[M].:,2005[9].[N].,2008.7.14[10]..[M].:,2007[11].[J].,2007(1):44[12].[J].2005(1):45[13]MICHAELA.HITT.[M].:,2005[14]..[M].:,2006[15].[M].:,2002[16].[J].()2007(13):18[17].[M].2006[18].[M].:,1998[19],.[M].:,2005[20]VALARIEA.ZEITHAML.[M].:,2004[21].()[M].:,200551[22].,..[M].:,2008[23]DELI.HAWKINS.[M].:,2003[24],.(12)[M]..:,2006[25].:[J].,2002(8):25[26].[M].:,1998[27]Routledge1.:[M]..:,1998[28],.[J].,2004,24(3):78-81[29],.[J].,2007(7):17-21[30],.[M].:,2005[31]StephenJ.Brammer,StephenPavelin.CorporateReputationandSocialPerformance:TheimportanceofFitOperationsResearch[J].ManagementScienceVolume,2007,47(5):31[32]AnneS.Jsui,SushilS.Nifadkar,andAmyYiOu,Cross-National.Cross-culturalOrganizationalBehaviorResearch:Advances,GrapsandRecommendations[J].JOM(JournalofManagement),2007,33(4):26[33]MichaelA.HittR.DuaneIrelandRoberE.Hskisson,StrategicManagementCompetitivenessandGlo