|
导读：本文是一篇地道的英国report，不知道report格式的小伙伴可以参照本文的一个格式来完成自己的report报告哦，全文如下：
1.0 Introduction引言
星巴克在全球60多个国家拥有21000多家门店，每周约有9000万人来到星巴克（Campbell和HelleLoid，2016年）。然而，奇怪的是星巴克在意大利没有分支机构。意大利人非常喜欢咖啡，意大利是世界上第11个咖啡豆年消费量最大的国家（Aleksandar Jevtic，2015年），意大利有着悠久的咖啡传统和习惯，但与星巴克的文化和产品有着很大的冲突，这可能是星巴克未能在意大利（BBC新闻，2016年）。无论如何，意大利一直是星巴克需要征服的市场，这不仅是因为这里的咖啡市场非常大，而且因为如果它不能征服意大利市场，那对星巴克来说将是一个巨大的遗憾，因为星巴克在国际贸易中取得了巨大的成功。不可否认，如果星巴克进入意大利市场，它将面临许多挑战和威胁。本研究以星巴克为研究对象，分析其宏观外部条件、咖啡产业的竞争状况以及星巴克在意大利发展的优势，以期对星巴克在意大利的竞争战略提出建议。
Starbucks has more than 21,000 stores in more than 60 countries around the world, and about 90 million people around the world come in Starbucks every week (Campbell and Helleloid, 2016). However, it is strange that Starbucks has not had a branch in Italy. Italians are very fond of coffee, Italy is the 11th country in the world in which coffee beans are consumed most yearly (ALEKSANDAR JEVTIC, 2015), Italy has its own long drinking coffee traditions and habits, but there is a big conflict with Starbucks’ culture and products, it may be one of the reasons for Starbucks’ failing to open a shop in Italy (BBC news, 2016). In any case, Italy is always a market that Starbucks needs to conquer, it is not only because the coffee market here is very large, but also because if it can not conquer the Italian market, it will be a very large regret for Starbucks, which has made great success in the international business. It is undeniable that if Starbucks enters the Italian market, it will encounter many challenges and threats. In this study, Starbucks is used as a research object to analyze the macro external conditions, the competitive situation of the coffee industry, and the advantages of Starbucks for Starbucks’ development in Italy, so as to recommend on Starbucks' competitive strategy in Italy.
2.0 Discussion讨论
2.1 Five Forces Model五力模型
该模型可用于分析一个行业的竞争状况。本报告运用该模型分析了意大利咖啡行业的竞争形势以及星巴克进入市场面临的问题和挑战，为制定星巴克的竞争战略提供依据。
The model can be used to analyze the competitive situation of an industry. In this report, the model is used to analyze the competitive situation of the Italian coffee industry and the problems, challenges that Starbucks will face in entering the market, so as to provide the basis for the formulation of Starbucks’ competitive strategy.
2.1.1Potential new entrants潜在新进入者
意大利的消费者现在更喜欢意大利咖啡，潜在的公司可以提供高品质的意大利咖啡，这会对星巴克构成威胁（BBC新闻，2016年）。
Consumers in Italy now more like Italian coffee, potential companies which can provide high-quality Italian coffee can pose a threat to Starbucks (BBC news, 2016).
2.1.2 Threat of substitute product替代产品的威胁
咖啡是意大利人最喜爱的饮料，它深深融入了意大利人的日常生活，咖啡替代品，如果汁、奶茶不能取代咖啡对意大利人的重要性（Lucia Maffei，2017）。
Coffee is the favorite drink of the Italian, it is deeply integrated into the Italian daily life, coffee alternative products, such as juice, milk tea can not replace the importance of coffee for the Italians (LUCIA MAFFEI, 2017).
2.1.3 Suppliers bargaining power
Starbucks is a global well-known enterprise, it cooperates with raw materials suppliers around the world, coupled with Starbucks’ high brand image, usually the suppliers are willing to cooperate with Starbucks. The bargaining power of the suppliers is relatively low (Patterson, Scott and Uncles, 2010).
2.1.4 Buyer bargaining power
Italy has about 1.49 million local cafes, and their taste is more in line with the Italian habits, the price is relatively low. Most of the local people spend about 1 euro on drinking a cup of coffee, and Starbucks coffee usually costs more than 2 euros, and the taste of coffee is not in line with the Italian custom, the Italian people like to drink more bitter Italian espresso, rather than Latte, Macchiato added with milk. Italian drink coffee for relaxing, making friends, chating, they do not need Wifi, their coffee bars may not have uniform and refined decoration as what Starbucks has, but they are more distinctive and humane (BBC news, 2016; Petroff, 2017).
2.1.5 The rivalry among competing sellers
At present, large local coffee companies in Italy include illy, Mokambo, LAVAZZA, etc., they occupy 90% of the local coffee market, their coffee tastes, pricing, service and level are more in line with Italian consumers’ coffee consumption habits, culture and tradition. They are very competitive for Starbucks (Euromonitor international report, 2017).
2.2 PESTL
PESTL model is used to analyze the macroscopic external environment of a company. In this report, the model is used to analyze Starbucks's macro external environment in Italy to provide the basis for the formulation of Starbucks’ competitive strategy.
2.2.1 Political
The Italian government allows foreign companies to invest in Italy and enjoy national treatment in terms of tax and preferential policies. Starbucks deals with coffee services that do not involve the country's monopoly industries and scarce resources, coupled with the good relationship between the Italian government and the US government, so Starbucks has little political risk in development in Italy (U.S. & Foreign Commercial Service and U.S. Department of State, 2012).
2.2.2 Economic
Italy is the seventh largest economy in the world, it is also a member of the Group of Seven industrial countries, a member country of the Organization for Economic Cooperation and Development, a member of the International Monetary Fund. Italian industry and services, tourism are highly developed, and since the outbreak of the European debt crisis, the economic situation I Italy is gradually improving (Sarti and Zella, 2016).
2.2.3 Social
Italian love life and have a lot of passion, they have a long history, culture and habits of drinking coffee, but they are also loyal to their own traditions and habits, and it is not easy for them to make changes (BBC news, 2016).
2.2.4 Technological
Italy is an industrialized country with good infrastructure. Its technical level and equipment of coffee production are advanced in the world, which can fully meet what Starbucks needs, while Italy also has perfect communications network construction to meet what Starbucks needs for electronic payment (U.S. & Foreign Commercial Service and U.S. Department of State, 2012).
2.2.5 Legal
Italian legal system is more sound and perfect, while Italy law enforcement is more stringent and there is more equitable justice, Starbucks will not suffer discrimination in Italy at the legal level. In addition, Italy has relevant laws for the protection of intellectual property to deal with infringement events towards Starbucks (U.S. & Foreign Commercial Service and U.S. Department of State, 2012).
2.3 Competitive advantages
Although there is conflict between Starbucks products and Italian coffee in terms of coffee consumption culture, tradition, habits, it still has its own competitive advantages. First, Starbucks has a very high brand awareness and influence, in many places, it represents fashion and trend (Campbell and Helleloid, 2016), although the Italian consumers have doubts about its products, for those young Italian consumers, they may be willing to try Starbucks coffee, while Italy has nearly 50 million international visitors each year (McCabe, 2016), these international tourists are its important customer base. Second, Starbucks can open more than 20,000 stores around the world because of its localization measures, it has accumulated a wealth of local experience, in Italy, it can also be based on the needs of Italian consumers to make adjustments on products and cafes (Han and Zhang, 2009). Third, Starbucks is one of the companies which perform experiential service best (Hossain and Islam, 2015), and although Italian consumers have different demands for coffee consumption, Starbucks can continue to hold the concept of experiential service in terms of specific service measures to make adjustments towards Italian consumers to get good results. Finally, Starbucks has a global channel of ordering, they have the ability to purchase Italian consumers’ favorite high-quality coffee beans at the right price from the world (Patterson, Scott and Uncles, 2010).
2.4 Internal resources
Starbucks’ brand image and visibility is an important tool for attracting young consumers and international visitors (Campbell and Helleloid, 2016). Starbucks’ management has a lot of successful localization experience, they have a lot of experience and advice for Starbucks’ localization strategy in Italy (Han and Zhang, 2009). Starbucks' global sourcing system can help Starbucks to purchase high quality coffee beans for Italian consumers (Patterson, Scott and Uncles, 2010). Starbucks has a wealth of experience in human resource management, and they can help Starbucks to develop more service people who meet the needs of Italian consumers (Hossain and Islam, 2015).#p#分页标题#e#
2.5 Competitive strategy
According to the above analysis, Starbucks is facing a great challenge in the Italian coffee market, although Starbucks has its own competitive advantages, but in a short period of time, it is difficult to change Italian consumers’ spending habits. The author thinks that the best competitive strategy that Starbucks can take in development in Italy may be a centralized strategy, that is, the use of their own advantages to carry out marketing towards young Italian consumers and international tourists. In this way, on the one hand, Starbucks do not need to completely subvert their products and corporate culture, they only need to adjust some specific measures to meet the needs of local consumers, reducing the cost of corporate marketing. For example, in terms of coffee containers, for consumers who drink in the stores, the stores will provide them with ceramic cups according to Italian consumers’ habit, rather than provide them paper cups, while appropriately reducing the amount of coffee per cup. Considering coffee tastes, they will provide Italian consumers with Espresso coffee that they prefer, and it is more bitter. Judging from decoration of the stores, it is not stressed the consistency of the decoration of various stores, but combining with the decoration style with more Italian local cultural characteristics. In addition, Starbucks’ own unique characteristics of experiential service should still be maintained, including the provision of free Wifi, on-site display of coffee production process, hiring service staff who can communicate and chat with the locals fluently. On the other hand, it can avoid competition with illy, Mokambo, LAVAZZA and other strong local brands to a certain extent. In addition, training young consumers’ acceptance for Starbucks is beneficial for the future long-term development of Starbucks in Italy, and there are nearly 50 million tourists in Italy each year (Kathy McCabe, 2016), which provides enough potential consumers for the development of Starbucks in Italy.
3.0 Conclusion
Italy is a market that Starbucks needs to conquer, but Italy has its own long-term coffee drinking traditions and habits, which conflict with Starbucks’ culture and products, thus it is undeniable that Starbucks will encounter many challenges and Threaten in entering the Italian market. This report is through analysis to find that these threats are reflected in a strong competitive edge that the local coffee companies in Italy have, Italian consumers’ high bargaining power, a big difference between Italian consumers’ demands for coffee, environment of drinking coffee and what Starbucks now provides. For this reason, the author recommends that Starbucks' future competitive strategy in Italy can focus on a competitive strategy, that is, using its own strengths to target young Italian consumers and international visitors to implement marketing.
References
ALEKSANDAR JEVTIC. (2015). 11 Countries that consume the most coffee in the world.
BBC news. (2016). Can Starbucks succeed in Italy?
Campbell, K. and Helleloid, D. (2016). Starbucks: Social responsibility and tax avoidance. Journal of Accounting Education, 37(12), 38-60.
Catturani, I. , Nocella, G. , Romano, D. and Stefani, G. (2008). Segmenting the Italian coffee market: marketing opportunities for economic agents working along the international coffee chain.
Euromonitor international report. (2017). Coffee in Italy.
Han, G. K. and Zhang, A. (2009). Starbucks is forbidden in the forbidden city: blog, circuit of culture and informal public relations campaign in China. Public Relations Review, 35(4), 395-401.
Hossain, M. and Islam, K. M. Z. (2015). Generating ideas on online platforms: a case study of “my Starbucks idea”. Arab Economic and Business Journal, 10( 2), 102-111.
LUCIA MAFFEI. (2017). Starbucks to open in Italy, home of espresso, in 2018. Italian cafes say bring it.
McCabe, K. (2016). Record number of tourists visiting in Italy. Available from: https://www.italytravel.com/2016/08/record-number-of-tourists-visiting-italy-in-2016/ (accessed on March 11, 2017).
Patterson, P. G., Scott, J. and Uncles, M. D. (2010). How the local competition defeated a global brand: The case of Starbucks. Australasian Marketing Journal (AMJ), 18(1), 41-47.
Petroff, A. (2017). Starbucks is coming to the home of the espresso.
Sarti, S. and Zella, S. (2016). Changes in the labour market and health inequalities during the years of the recent economic downturn in Italy. Social Science Research, 57(5),116-132.
U.S. & Foreign Commercial Service and U.S. Department of State. (2012). Doing business in Italy: 2012 country commercial guide for U.S. companies.
|
 |
|||
| 网站地图 |
