星巴克新興市場進入模式與經營策略分析-以中國市場為例

Abstract

1996年「星巴克」在日本銀座開出邁出北美以外國際市場第一家店，開啟了「星巴克」的國際化腳步，也是連鎖精品咖啡產業一個重要的里程碑，從此後，「星巴克」大幅擴張國際化市場的進入，其他連鎖咖啡品牌也爭相佈局全球市場，23年後「星巴克」在全球市場的進入策略如何轉變，才有了今天的成績，面對未來的發展，以目前全球78個市場，總數三萬一千多家門店的規模，是否就標示了「星巴克」的產業領導地位，後繼競爭品牌一定會爭相恐後地挑戰「星巴克」的位子，未來「星巴克」要如何管理全球的組織及市場經營才是最有效率的，且站穩領導者的腳步。 本研究以「星巴克」中國市場為主要探討對象，中國是新興市場中很具有特色的一個國家，他在政治及經濟的劇烈變化與成長，讓全世界的生意人都想到這個市場大展身手，但每個品牌的發展境遇卻大不相同；「星巴克」進入中國二十年，進入初期、中期及近期，分別在進入模式及營運策略上有不同的轉變，才造就了今日的領導地位，本研究也分別探討這些變化及所代表的意涵，並運用於台大EMBA學習到的理論基礎來驗證筆者經歷及觀察到的過程再分享出來，相信可以給一些人不同的啟發。 基於「星巴克」進入中國市場的實際案例，運用波特的競爭環境五力分析、PEST及CAGE模型分析市場的差異性，國際化策略及市場進入模式，歸納關鍵成功因子模式，分析「星巴克」面對這個新興市場的策略運用，以及「星巴克」用什麼樣的組織及管理模式來經營這個市場，以取得目前的領導地位，相信對於很多想進入中國市場的餐飲零售連鎖品牌都可以參考。

In 1996, Starbucks opened its first store in Ginza, Japan and stepped out of the international market outside North America. It started the internationalization of Starbucks. It is also an important milestone for the chain specialty coffee industry. Since then, Starbucks has greatly expanded its entry into the international market. Chain coffee brands are also scrambling to expand into the global market. How will Starbucks' global market entry strategy change in 23 years leads to today's results, facing the future development, are currently 75 markets worldwide with a total of more than 31,000 stores. Does the scale of the store mark Starbucks ‘leadership position’? Successive competing brands will inevitably challenge Starbucks’ position. In the future, how Starbucks will manage the global organization and business performance to be the most efficient one and secure foothold of the leader position. This research focuses on the Starbucks China market. China is a very distinctive country in emerging markets. The drastic changes in politics and economy have made all businessmen around the world think of this market, but they have different learning and for the lessons learned. Twenty years after Starbucks entered China, it has entered different stages in the entry mode and operating strategy, which have led to today's leadership position. This study also explores these changes and their implications. After the EMBA study, I was able to use the theoretical basis to verify my experience and observation, and then share it to others. I believe it can give many people different inspirations. Based on the actual case of Starbucks entering the Chinese market, using Porter's five-forces analysis of the competitive environment and the PEST CAGE model to analyze the differences in the market, what are the internationalization strategies and market entry models, summarize the key success factors to analyze the strategic use of Starbucks in this emerging market, , and what kind of organization and management model Starbucks uses to operate this market in order to gain its current leadership position. Lots of F B and retail chain business can refer to it.