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霍华德•舒尔茨在1987年买下了西雅图咖啡公司，之后将这六个咖啡商店转变成了拥有25000多名员工，1300家店铺的国有公司。截止到2002年为止，在28个国家已有5689家店铺。他就是星巴克背后的支撑者，星巴克的首席执行官。 PESTLE分析法能帮助企业制定策略，协助他们了解公司现在以及将来运作的外部环境。这是研究许多不同外界因素对公司影响的一种方法——外界因素对成功或者失败的影响。 税收政策是一种高税收且强加给这些生产咖啡豆国家的农民，这通常意味着星巴克需用高价格购买咖啡豆。任何行业的税收水平的波动最终肯定是转移给消费者。近日(2003年6月13日)坦桑尼亚的财政部长协调当地政府的税收要求，且制定合理的税收方案以提高农村咖啡豆的生产力。降低这些“小佃农”的税收，其余的税收将会转移至像星巴克这样购买咖啡豆的购买商。 Howard Schultz bought a Seattle coffee company in 1987 then transformed the six coffee stores into a national, publicly owned company with more than 25, 000 employees and over 1,300 stores. By 2002 these figures had risen to 5,689 stores in 28 countries. He is the man behind, and CEO of, Starbucks. PESTLE analysis is tools that can aid organizations making strategies by helping them understand the external environment in which they operate now and will operate in the future. It is a method of examining the many different external factors affecting an organization - the outside influences on success or failure. Taxation policy is a high taxation imposed on farmers in those countries producing the coffee bean will usually mean Starbucks pay a higher price for the coffee they purchase. Any fluctuations in taxation levels in the industry are almost certainly ultimately passed on to the consumer. Recently (June 13, 2003) Tanzania's Minister of Finance harmonized and rationalized local government taxation to boost rural productivity of the coffee bean. Tax was lowered for these ‘small holder farmers' and this saving will have been passed on to purchasers of coffee like Starbucks. Deregulation - A decade ago, the USA pulled out of the ICA (international Coffee Agreement) that set export quotas for producing nations and kept the price of coffee fairly stable. Coffee quotas and price controls ended. Since the deregulation farmers have suffered and their earnings have dropped. Many have struggled to make a living so have given up. International trade regulations/tariffs - Trade issues will affect Starbucks predominantly when exporting and importing goods. When another country's government imposes a tariff it not only results in an efficiency loss for Starbucks but large income transfers can become inconsistent with equity. This extra charge can turn a bargain into a rip-off. Also, since 9/11, trade relations have been adversely affected between the USA and some other countries. Government stability is another important factor for the company. Starbucks should thoroughly investigate the political stability of any country they plan to expand to. Changes in government can lead to changes in taxation and legislation. The forthcoming American elections may have an effect on Starbucks as new legislation or new or existing government may bring in taxes. Also, those countries in political turmoil or civil war (e.g. Zimbabwe at present) should be approached with great caution when considering new ventures. International stability - The international economy must be brought into consideration as it can affect Starbucks' sales and markets. The aftermath of 9/11 was an example of an economic downturn that affected the world market. If the world market is in a slump it is not usually the ideal time for a business to look at grand expansion. Employment law - A reduction in licensing and permit costs in those countries producing the coffee bean for Starbucks would lower production costs for farmers. This saving would in turn be passed on to the purchaser. Michael Porter defines five forces impacting a firm's competitiveness- threat of substitutes, threat of new entrants in the industry, bargaining power of suppliers, bargaining power of customers, and the intensity of competition within the industry. A firm's strategic decisions to respond to these five forces are a source of risk also. The company is facing a real threat of substitution from many other companies that producing the same product that is satisfying the same need. This is in its domestic market and even in the international market specially Europe and Middle East. Also Starbucks is facing a real problem of rival competition due to its uncompetitive price all over the world and even in its domestic market. Also the taste of Coffee had been judged by customers as an artificial taste especially in Japan.This occurs where there is product-for-product substitution, where there is a substitution of need e.g. a bald head reduces the need for hair gel, where there is generic substitution and finally the attitude 'we could always do without ...'. An example for Starbucks would be if an alternative to coffee was offered e.g. a customer switching from coffee to tea. Competitive rivalry: Numerous factors contribute to intense rivalry between existing competitors in an industry. This is most likely to be high where entry is likely; there is the threat of substitute products, and suppliers and buyers in the market attempt to control. This is why it is found in the centre of the diagram. The extent to which competitors are in balance, this is where competitors are of an equal size which creates intense competition as one of the competitors tries to gain dominance over the other, high fixed costs in an industry may result in price wars, differentiation is important as in a commodity market where products or services are undifferentiated there is little to stop customers switching between competitors. Starbucks do not really have any competitive rivals that are of similar size to them so there are not any rivals in the market that would be considered in balance with them. However, they must maintain their excellent standards and always be on the lookout for new innovations in order to stay as the market leader. Suppliers bargaining power is really represent a threat for Starbucks. That they decided to deal with a 51% women or minority owned suppliers. Also they are not dealing with suppliers who don't follow the same environmental ethics that are for Starbucks. This may lead them to lose a good opportunity or deal with a supplier that they will not deal with him. Also dealing with small suppliers instead of dealing with limited number of big power full suppliers is not giving them real good deals for facilities and prices. If the market is dominated by few large suppliers rather than numerous fragmented sources, a suppliers bargaining power is likely to be high. Although suppliers do have certain amounts of power, it is limited. With Starbucks being 'the most famous specialty coffee shop chain in the world' reaching sales of $3.28 billion in 2002 and still expanding they should still be requiring coffee beans for some time. It is safe to say that the Suppliers need Starbucks, just as much, if not more so than Starbucks need their supplies. Fortunately for Starbucks they buy their coffee beans directly from producing countries: Latin America (50%), Pacific Rim (35%) and East Africa (15%). "The term motivation derives from the Latin word for movement (movere). Building on this concept, Atkinson defines motivation as "the contemporary (immediate) influence on direction, vigor, and persistence of action", while Vroom defines it as a process governing choice made by persons... among alternative forms of voluntary activity". The goal is to define what is more appropriate in terms of motivation to excel in a particular job requirement, when studying motivation as it relates to the workplace. The biggest barrier manager's face when it comes to improving employer motivation is a misconception about their job as a manger. Let's set the record straight. The manager's job is not to solve problems but to get problems solved. It is impossible for managers to effectively solve all of the problems in their domain. Motivation is the catalyst that spurns employees' eagerness to work without pressure. To motivate is to provide employees with a motive to do some tasks. It is to cause or provoke somebody to act either positively or negatively. To say that nobody can motivate employees at work is like saying there are no influential leaders, there are no effective managers, there are no motivational speakers, the psychologists in sports management teams are useless and that motivation is not achievable. Motivation has been used by effective managers to prompt ordinary people to achieve uncommon results in all fields of endeavours. Motivation is determined not only by the performance-to-outcome expectancy, but also by the effort-to-performance expectancy. The implications of this are that the levels of performance which are set as the points at which the individuals received desired outcomes must be achievable or attainable by these individuals. If the individuals feel that the level of performance required to get a reward is higher than they can reasonably achieve, then their motivation to perform well will be relatively low or clip. The managers need to clearly, directly, and explicitly link those outcomes desired by employees to the specific performances desired by them. If their employees' values external rewards, then the emphasis should be on the rewards systems concerned with promotion, pay etc. While the linking of these rewards can be initiated through informing the employees, it is extremely important that the employees see a clear example of the reward process working in a fairly short period if the motivating "expectancies" are to be created in the employees' minds. The linking must be done by official announcement or memo in addition to statement of intent.#p#分页标题#e# If your employee values internal rewards (e.g., achievement), then they should concentrate on changing the nature of the person's work, for he or she is likely to respond well to increased autonomy, feedback and challenges as these will lead to a situation where good performance is inherently rewarding. The best way to check on the adequacy of the internal and external reward system is to ask employees what their perceptions of the situation are. After all it is the perception of the employees that determine their motivation, not reality. It doesn't matter for example if you feel a subordinate's pay is related to his or her motivation. Motivation will be present only if the subordinates see the relationship. Many managers are misled about the behavior of their subordinates because they rely on their own perceptions of the situation and forget to find out what their subordinates feel. To find out managers need to ask by using questionnaires. Employees face a major motivational roadblock when they believe, "Outcomes are not tied to my performance. I will not get what my performance deserves." This is a trust problem. Trust problems tend to be easier for managers to spot because employees usually are vocal about them. There are two difficulties, however, that managers face. First, trust problems cannot be corrected quickly. It takes time to build trust. Second, it takes courage for managers to give employees what their performance deserves. It may be easy to reward the high performers, but it is sometimes uncomfortable to withhold rewards when people perform poorly. It is particularly difficult when the poor-performing employee is either an outspoken troublemaker or a loyal, dedicated and hard working employee. But giving employees what their performance deserves is important. To do otherwise sends a crippling message to the underperforming employee and his teammates. It is like a parent who tells two children they can have ice cream if they clean their rooms, and then lets both have the reward when only one completes the chore. This teaches both children that they do not have to perform to get what they want. Unfortunately, too many employees have learned this lesson, and it is a major cause of motivation and performance problems in the workplace. Another mistake managers make is to give too much trust. Managers who delegate duties to employees and then never follow up may think they are doing the right thing by giving employees space and independence. But, in fact, they are not reinforcing positive behaviors or correcting negative behaviors. Employees want managers to follow up on assignments to find out what they are doing right and what they could do better. Tying positive outcomes to the employee's bonus reinforces those behaviors and improves productivity. The prescribed changes in the organization design, culture and positive reinforcements will encourage managers to acquire emotional competencies needed for motivating their subordinates effectively. As it was stated, perhaps the most difficult aspect of being a work team leader is motivation of team members. The topic of employee motivation plays a central role in the field of management--both practically and theoretically. Managers see motivation as an integral part of the performance equation at all levels, while organizational researchers see it as a fundamental building block in the development of useful theories of effective management practice. Indeed, the topic of motivation permeates many of the subfields that compose the study of management, including leadership, teams, performance management, managerial ethics, decision making and organizational change. In the conclusion, performance of individuals is a critical issue in making organizations works effectively. If a manager is to influence work behavior and performance, he must have an understanding of motivation and the factors which influence an individual's motivation to work hard, and to perform well. Even the term motivation is not always used clearly. The failure to define terms in a clear and valid way stifles cognitive clarity and progress in the field of work motivation. |
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