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Starbucks' Value Chain Analysis

Starbuck's Value Chain *****

In analyzing the structure and performance of Starbuck's ***** Chain, an analysis of the company's strengths, weaknesses, opportunities and threats have been completed, followed by an assessment of *****ir product, marketing and sales, and customer service functions. The value chain was originally defined by Dr. Micheal Porter as a means to defining how the key functional areas ***** a company coordinate and synchronize with each other to accomplish their strategic objectives (Porter, Millar, 149).

Figure 1: *****'s Value ***** Model (Porter, Millar, *****49)

***** primary activities of Inbound Logistics, Operations, Outbound Logistics, Marketing ***** Sales and Service form the primary ***** of any value ***** according to (Porter, Millar, 149) ***** ***** the support activities of the organization, human resources, technologies, ***** purchasing. Taken together these combination of factors create the ***** chain the all companies rely on to produce *****s, deliver *****s, and c*****tinually develop next generation products to serve the needs of *****ir cus*****mers.

SWOT Analysis


***** catalyst of the core ***** that Starbucks has can be traced to their ability ***** exp***** retail locations quickly and pr*****itably. This strength of rapid retail *****ansion ***** *****en the basis ***** *****ir second key strength, which is their wide geographic presence. Third, their robust financial per*****ance in inclusion in the Fortune 500 for the first time illustrate how tightly intertwined ***** three core strengths of the company are. What also has emerged as a key competitive differentiator for the ***** ***** ***** speed at which Starbucks can ***** new products. Their ne product development process ***** is global in scope, taking into account se*****onal variations in each hem*****phere, is also one of the key strategic strengths of the company. All of these factors contribute to ***** ***** the greatest strengths of Starbucks, ***** is ***** brand (Henry, 56 - 59).


Starbucks continues to struggle to gain global growth *****, translating their retailing expansion techniques in the U.S. into more global success. The high reliance on ***** U.S. market, a continued weakness ***** the company, makes the challenges of ***** growth all the more urgent. With an operating loss reported in Japan, and a lack ***** new customer ***** in other nations, Starbucks is beginning to realize that their brand alone *****not expand global markets as it does domestically. What is necessary is a more differentiated ***** strategy that centers on more localized beverages and foods, ***** less of a *****e-size-f*****s-all product mix in international locations (Pretorius, 21 - 28). In addition to these weaknesses, Starbucks ***** also challenged by the growing backlash a*****st the ubiquity ***** ***** brand, especially in foreign countries.


***** are many opportunities for Starbucks going forward however, despite *****ir weaknesses and the ***** they face. The opportunity for more effective global market expansion through the use of joint ventures, licensing, and wholly owned subsidiaries needs ***** be balanced against ***** risks inherent in ***** approach. Starbucks ***** to consider jo*****t ventures in those ***** *****


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