starbucks competitive profile matrix
DESCRIPTION
This is a competitive matrix prepared for Starbucks Corporation. A case study under the doctorate program of PLM. The competitors analyzed were McDonald's and Dunkin DonutsTRANSCRIPT
![Page 1: Starbucks Competitive Profile Matrix](https://reader030.vdocument.in/reader030/viewer/2022012301/5453f742af795911308b56a9/html5/thumbnails/1.jpg)
Starbucks Corporation Competitive Profile Matrix
Ferdinand C. Importado
![Page 2: Starbucks Competitive Profile Matrix](https://reader030.vdocument.in/reader030/viewer/2022012301/5453f742af795911308b56a9/html5/thumbnails/2.jpg)
Competitive Profile Matrix
Identifies a firm’s major competitors and its particular strengths and weaknesses in relation to its competitors.
Displays the basis of an organization’s strategy and is a useful instrument to communicate those strategic attributes to all in the organization.
![Page 3: Starbucks Competitive Profile Matrix](https://reader030.vdocument.in/reader030/viewer/2022012301/5453f742af795911308b56a9/html5/thumbnails/3.jpg)
Difference from IFE and EFE
The IFE matrix consists of the internal factors and the EFE matrix consists of the external factors
The CPM matrix consists of a mix of both internal and external factors
![Page 4: Starbucks Competitive Profile Matrix](https://reader030.vdocument.in/reader030/viewer/2022012301/5453f742af795911308b56a9/html5/thumbnails/4.jpg)
Weakness of CPM
CSF ratings are subjectively assigned a rating between 1 and 4, and non-uniformity may occur due to weights being assigned subjectively by the evaluators.
The total weighted scores obtained for each company reveal relative strengths or weaknesses of the companies but are not to be implied as precise in nature.
![Page 5: Starbucks Competitive Profile Matrix](https://reader030.vdocument.in/reader030/viewer/2022012301/5453f742af795911308b56a9/html5/thumbnails/5.jpg)
Overview of the Quick Service IndustryCompanies in this industry operate restaurants that provide food served to customers who order and pay at a counter.
![Page 6: Starbucks Competitive Profile Matrix](https://reader030.vdocument.in/reader030/viewer/2022012301/5453f742af795911308b56a9/html5/thumbnails/6.jpg)
Overview of the Quick Service IndustryDemand is driven by:
Demographics
Consumer tastes
Personal income
![Page 7: Starbucks Competitive Profile Matrix](https://reader030.vdocument.in/reader030/viewer/2022012301/5453f742af795911308b56a9/html5/thumbnails/7.jpg)
Overview of the Quick Service Industry
15%
40%
45%
![Page 8: Starbucks Competitive Profile Matrix](https://reader030.vdocument.in/reader030/viewer/2022012301/5453f742af795911308b56a9/html5/thumbnails/8.jpg)
Starbucks Competition
McDonald's recently launched its McCafe campaign in which it sells premium specialty coffee beverages at a slight discount to Starbucks’. McDonalds has an excellent platform from which to compete as it already has so many stores in prominent locations with drive-thru windows.
![Page 9: Starbucks Competitive Profile Matrix](https://reader030.vdocument.in/reader030/viewer/2022012301/5453f742af795911308b56a9/html5/thumbnails/9.jpg)
Starbucks Competition
Dunkin' Donuts, uses its donuts and the rest of its menu as the draw.
The customer can choose between a coffee or a coffee and a donut.
![Page 10: Starbucks Competitive Profile Matrix](https://reader030.vdocument.in/reader030/viewer/2022012301/5453f742af795911308b56a9/html5/thumbnails/10.jpg)
Critical Success Factors
![Page 11: Starbucks Competitive Profile Matrix](https://reader030.vdocument.in/reader030/viewer/2022012301/5453f742af795911308b56a9/html5/thumbnails/11.jpg)
Advertising (4 – 3 – 3)
Starbucks
• Brand marketing
• Social media and internet
• $182.40M, 29% ↑, 1.37% of total revenues
McDonalds
• Traditional media
• $787.50M, 2% ↑, 2.8% of total revenues
Dunkin’
• Advertising fund of 5% of gross retail sales
• Mobile application with over 1M downloads
![Page 12: Starbucks Competitive Profile Matrix](https://reader030.vdocument.in/reader030/viewer/2022012301/5453f742af795911308b56a9/html5/thumbnails/12.jpg)
Product quality (4 – 2 – 3)
Starbucks
• Provides the highest quality of coffee brewing through its onsite brewing and smelling
McDonalds
• Utilizes automated brewing with less smelling
• Customer responses “decent” to “absolutely disgusting”
Dunkin’
• CMLs deliver products with the same high consistency and quality
![Page 13: Starbucks Competitive Profile Matrix](https://reader030.vdocument.in/reader030/viewer/2022012301/5453f742af795911308b56a9/html5/thumbnails/13.jpg)
Product variety (3 – 4 – 3)
Starbucks
• Hot and cold coffee, beverages, and some bread
McDonalds
• Hamburger, sandwich, chicken, spaghetti, French fries, and breakfast meals
Dunkin’
• Donuts and sandwich, burrito and breakfast meals
![Page 14: Starbucks Competitive Profile Matrix](https://reader030.vdocument.in/reader030/viewer/2022012301/5453f742af795911308b56a9/html5/thumbnails/14.jpg)
Product competitiveness (2 – 4 – 2)
![Page 15: Starbucks Competitive Profile Matrix](https://reader030.vdocument.in/reader030/viewer/2022012301/5453f742af795911308b56a9/html5/thumbnails/15.jpg)
Financial position (3 – 4 – 3)Starbucks
• Net revenues increased by 14%.
• Consolidated operating income was $2.0 billion in fiscal 2012.
• Operating margin increased to 15.0%.
• EPS for fiscal 2012 was $1.79.
• Cash dividends declared increased from $0.56 in 2011 to $0.72 in 2012.
McDonalds
• Combined operating margin was 19.82% in 2012, down from 20.38% .
• Revenues increased 2.08% from $27,006 in 2011 to $27,567 in 2012.
• Diluted earnings per share was $5.36.
• Cash dividends declared were $2.53 and $2.87 in 2011 and 2012 respectively.
Dunkin’
• Total revenues for 2012 amounted to $658.181.
• The operating margin decreased from 32.68% in 2011 to 36.38% in 2012.
• Diluted earnings per share for 2012 is $0.93
• The company did not pay cash dividends for 2011 and paid $0.60 per share in 2012.
![Page 16: Starbucks Competitive Profile Matrix](https://reader030.vdocument.in/reader030/viewer/2022012301/5453f742af795911308b56a9/html5/thumbnails/16.jpg)
Customer loyalty (2 – 3 – 4)
Starbucks
• 33M Facebook fans
• Former Starbucks consumers begun visiting Dunkin’ Donuts and McDonalds or purchased in-home coffee brewers and espresso machines.
McDonalds
• While low consumer confidence continues to negatively affect overall retail sales and the IEO segment, McDonalds outperformed the market and grew its market share.
Dunkin’
• No. 1 rank in customer loyalty by Brand Keys in coffee category.
• Overall Dunkin’ ranked 17 (12) worldwide, McDonalds at 32 (26) and Starbucks at 45 (100)
![Page 17: Starbucks Competitive Profile Matrix](https://reader030.vdocument.in/reader030/viewer/2022012301/5453f742af795911308b56a9/html5/thumbnails/17.jpg)
Global expansion (3 – 4 – 4)
Starbucks
• Starbucks has about 18,000 stores world-wide of which roughly 13,000 are in the North America.
• Starbucks is in 62 countries
McDonalds
• McDonalds operates over 1,900 restaurants across 19 countries in Latin America and the Caribbean.
• In Japan, there nearly 3,300 restaurants.
• Over 1,600 McCafé locations
Dunkin’
• Dunkin' Donuts had 3,173 restaurants in 31 countries.
• Baskin-Robbins had 4,517 restaurants in 45 countries.
![Page 18: Starbucks Competitive Profile Matrix](https://reader030.vdocument.in/reader030/viewer/2022012301/5453f742af795911308b56a9/html5/thumbnails/18.jpg)
Customer service (4 – 3 – 3)
Starbucks
• Third place concept
• Introduced the “Latte Method”
McDonalds
• Enhanced appearance and functionality of McDonalds’ restaurants
• Extended operating hours and over 5,400 restaurants are open 24 hours.
Dunkin’
• Re-designed coffeehouses.
• Creating a more desirable place for fast-casual eating.
![Page 19: Starbucks Competitive Profile Matrix](https://reader030.vdocument.in/reader030/viewer/2022012301/5453f742af795911308b56a9/html5/thumbnails/19.jpg)
Competitive Profile Matrix
![Page 20: Starbucks Competitive Profile Matrix](https://reader030.vdocument.in/reader030/viewer/2022012301/5453f742af795911308b56a9/html5/thumbnails/20.jpg)
Strategies
Product quality and variety Acquire business that are engaged in the production and selling of highly specialized bread, pastries, cookies, cakes and the like that will supply its own requirement. Starbucks mode of acquisition can be full integration, or just by entering into a long-term contract.
![Page 21: Starbucks Competitive Profile Matrix](https://reader030.vdocument.in/reader030/viewer/2022012301/5453f742af795911308b56a9/html5/thumbnails/21.jpg)
Strategies
Price competitivenessInstead of buying premium coffee beans from outside suppliers at a high cost, the company can just buy supplies from its competitors at a lower price. Acquire or purchase a portion of its competitors’ stocks, so that they will have access lower costs of coffee beans and acquire the necessary competence to become a cost leader.
![Page 22: Starbucks Competitive Profile Matrix](https://reader030.vdocument.in/reader030/viewer/2022012301/5453f742af795911308b56a9/html5/thumbnails/22.jpg)
Strategies
Customer loyaltyPartnership with the producers of espresso machines to include Starbucks products into the packaging. Diversify into the business of producing its own coffee espresso machines.
![Page 23: Starbucks Competitive Profile Matrix](https://reader030.vdocument.in/reader030/viewer/2022012301/5453f742af795911308b56a9/html5/thumbnails/23.jpg)
Strategies
Global expansionIncrease market share by selectively opening stores in new and existing markets (including China and India) as well as increasing revenues in the existing stores.
![Page 24: Starbucks Competitive Profile Matrix](https://reader030.vdocument.in/reader030/viewer/2022012301/5453f742af795911308b56a9/html5/thumbnails/24.jpg)
Grand Strategy Matrix
![Page 25: Starbucks Competitive Profile Matrix](https://reader030.vdocument.in/reader030/viewer/2022012301/5453f742af795911308b56a9/html5/thumbnails/25.jpg)
SFAS Matrix
![Page 26: Starbucks Competitive Profile Matrix](https://reader030.vdocument.in/reader030/viewer/2022012301/5453f742af795911308b56a9/html5/thumbnails/26.jpg)
General Strategies
Into a joint venture with the producers of espresso machines to include Starbucks products into the packaging.
Increase market share by selectively opening stores in new and existing markets (including China and India) as well as increasing revenues in the existing stores.
![Page 27: Starbucks Competitive Profile Matrix](https://reader030.vdocument.in/reader030/viewer/2022012301/5453f742af795911308b56a9/html5/thumbnails/27.jpg)
General Strategies
Acquisition or control of brokerage / logistic firms to support Starbuck’s supply chain management.
Acquisition or control or coffee bean and dairy product producers. ;]]