星巴克中国应对新零售模式竞争的营销策略分析.pdf
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1、摘要摘要星巴克自1999年进入中国咖啡市场以来,经过20多年的市场培育,以其高 品质和专业化,精心打造品牌咖啡文化深入人心。中国作为星巴克全球第二大市 场,源源不断地给贡献着强有力的营收,同店营收连续多年保持每年6%的增长。到2017年,星巴克在亚太地区的营收超过200亿人民币,中国市场贡献了一半 以上。但是进入2018年以来,星巴克在中国市场的增速开始迅速下降,2018年 第一季度同店增长率报5%,第二季度增长4%,第三季度却迎来首个负增长-2%,第四季度勉强拉正到1%。2018年,星巴克在中国咖啡市场遭遇了什么?2018年,中国咖啡行业来到了转折点,互联网的发展促使咖啡行业进行不 断迭代,
2、“互联网+咖啡”模式不断突显。中国“新零售”模式咖啡连锁企业来 势汹汹:前有连咖啡摆脱星巴克外卖小弟角色,建立自有品牌;后有瑞幸咖啡依 仗资本优势,对标星巴克,强扩充、打低价牌抢夺现有市场。另夕卜,国际咖啡巨 头也开始纷纷走上经营模式转型之路,努力寻找“新零售”与传统零售的平衡点。为顺应时代,应对竞争,星巴克中国开始调整营销策略,并借助多元化营销 手段,力争继续保持市场领先者地位:1)通过优化组织结构,加码拓展“第四 空间”,加强数字创新;2)利用大数据,优化数据质量、提高处理效率并降低 HR成本,加强企业人力资源的管理;3)开发APP在线点单和AI语音在线订购系 统,加大数字化投入,提升消费
3、者在线消费体验;4)不断完善员工福利和培训 机制,促进员工自觉地提升客户服务质量;5)积极创新产品和渠道,以期用最 优的营销策略组合保障企业持续增长战略的有效实施。本文采用案例分析法,以星巴克中国现有营销策略为研究内容,基于营销基 本理论,运用PEST分析、波特五力分析、S.T.P分析和SWOT分析等多种分析方 法,对星巴克中国应对新零售模式竞争的营销策略进行分析和评价,希望在“互 联网+”时代下寻求转型中的传统零售企业提供借鉴。关键词:星巴克、“新零售”模式、营销策略、“互联网+”IAbstractAbstractSince entering the Chinese coffee marke
4、t in 1999,Starbucks,after over 20 years of market cultivation,has built a brand coffee culture deeply rooted in peoples hearts,with its high quality and professionalization.As Starbucks second largest market in the world,China has been continuously playing a big part in its revenue,with same-store s
5、ales growing at an annual rate of 6%for many years.By 2017,Starbucks had more than 20 billion yuan in revenue in the Asia-Pacific region,with China accounting fbr more than half.However,since the beginning of 2018,the growth rate of Starbucks in the Chinese market has begun to slow down rapidly.In t
6、he first quarter of 2018,the same-store growth rate was 5%,and 4%in the second quarter.However,the number in the third quarter was-2%,the first negative growth rate ever,and then the fourth quarter barely pulled back to 1%.What happened to Starbucks in the Chinese coffee market in 2018?In 2018,the c
7、offee industry in China has reached a turning point.The development of the booming Internet has prompted the continuing update of this industry,witnessing the increasing prominence of the Internet+Coffee model.China*s new retail coffee chain enterprises have picked up steam.Various coffee companies
8、began to shed the role as a delivery boy of Starbucks and built their own brands.Whats more,luckin coffee,relying on its capital advantage and targeting at Starbucks,strongly expanded and grabbed the existing market by attracting customers with low prices.In addition,international coffee giants have
9、 also embarked on the road of transforming business model in an effort to find the balance between new retail and traditional retail.In order to adapt to the times and cope with the competition,Starbucks China started to adjust its marketing strategy and strove to maintain its market leader position
10、 by means of diversified marketing methods.First,it strengthened digital innovation by.optimizing the organizational structure and making greater efforts in expanding the fourth space.Second,it utilized big data to optimize data quality,improve processing efficiency and reduce HR costs,so as to rein
11、force the human resources management.Third,it developed application fbr online ordering and an online ordering system operated by AI speech recognition,therefor it improved ii星巴克中国应对新零售模式竞争的营销策略分析consumers online consumption experience through increasing digital input.Fourth,it kept improving the st
12、aff welfare and training mechanism,so that staff would consciously improve the quality of customer service.Fifth,it actively innovated products and channels,hoping to effectively implement the sustainable growth strategy of the enterprise with the optimal marketing strategy combination.Based on the
13、basic theory of marketing,this essay uses the case study method,PEST analysis,Porters five forces analysis,S.T.P analysis,SWOT analysis and other approaches,to research Starbucks Chinas existing marketing strategy and analyze and comment its marketing strategy in response to the new retail competiti
14、on mode,hoping to provide references for traditional retail enterprises that are seeking transformation in the era of Internet Plus.Key Words:Starbucks;New Retail Mode;Marketing Strategy;Internet PlusIII目录目录1.绪论.11.1 研究背景.11.2 研究目的.21.3 研究意义.31.4 研究方法与思路.42.理论基础.62.1 国内外营销策略理论.62.1.1 国外营销理论综述.62.1.2
15、 国内营销理论综述.82.2 企业战略管理经典理论.92.2.1 宏观环境一PEST分析.92.2.2 微观环境一波特五力分析模型.102.2.3 SWOT 分析.122.3 企业营销策略管理经典理论.142.3.1 S.T.P 理论.142.3.2 4Ps营销组合策略.152.3.3 4Rs营销理论.163.星巴克中国外部环境分析.193.1 咖啡行业宏观环境分析一PEST分析.193.1.1 政治环境分析.193.1.2 经济环境分析.223.1.3 社会环境分析.283.1.4 技术环境分析.323.2 星巴克中国微观环境分析一波特五力模型对比分析.33IV星巴克中国应对新零售模式竞争的
16、营销策略分析3.2.1 同行业现有竞争者的竞争能力-与“新零售”模式咖啡连锁品牌对比 343.2.2 潜在竞争者进入的能力.42323替代品的替代能力.453.2.4 供应商的讨价还价能力.473.2.5 购买者的讨价还价能力.494.星巴克内部环境分析.504.1 星巴克中国简介.504.2 星巴克中国现有营销策略分析.514.2.1 星巴克中国的S.T.P.营销发展战略.51422星巴克中国现有营销策略组合-4Ps+4Rs.574.2.3 星巴克管理方与业主关系对营销策略实施的影响.614.3 影响星巴克营销策略存在的主要问题.614.4 星巴克中国内部竞争力分析.624.4.1 组织结构
17、.*.624.4.2 人力资源.634.4.3 服务资源.644.4.4 财务状况分析.664.5 星巴克中国营销能力分析.694.6 内部环境分析结论.695.星巴克中国SWOT分析.705.1 星巴克中国的优势(S).705.2 星巴克中国的劣势(W).715.3 星巴克中国发展的外部机会(0).725.4 星巴克中国发展的外部威胁(T).736.星巴克中国市场营销策略选择.756.1 目标市场分析.756.2 市场定位.77V目录6.3 星巴克中国市场营销策略选择.796.4 规范化服务过程.856.5 星巴克中国市场营销策略实施效果分析.856.6 星巴克中国市场营销策略改进建议.86
18、7.星巴克中国营销策略实施与保障.887.1 星巴克中国中期营销策略实施方案.887.1.1 中期规戈I目标.887.1.2 实施方案.887.2 实施营销策略的保障体系.897.2.1 优化组织结构.897.2.2 加强企业管理.897.2.3 加大数字化投入,提升网络消费体验.917.2.4 力码虽供应链体系管理.928.结论与展望.948.1 研究结论.948.2 研究展望.95参考文献.96致谢.99VITable of ContentsTable of Contents1.Introduction.11.1 Research Backgroud.11.2 Research Purpo
19、se.21.3 Research Meaning.31.4 Research Methods and ideas.42.Thoratical Fundation.62.1 Marketing Strategy Theory at Home and Abroad.62.1.1 Overview of Foreign Marketing Theories.62.1.2 Overview of Domestic Marketing Theories.82.2 Analysis of Enterprise Development Strategy.92.2.1 Macro Enviroment-PES
20、T Analysis.92.2.2 Mi aero Enviroment-Porters Five Forces Analysis Model.102.2.3 SWOT Analysis.122.3 Analysis of Enterprise Marketing Strategy.142.3.1 S.T.P Theory.142.3.2 4Ps Mareketing Mix Strategy.152.3.3 4Rs Marketing Theory.163.External Enviroment Analysis of Starbucks China.193.1 Macro Envirome
21、nt of Coffee Industry-PEST Analysis.193.1.1 Analysis of Political Enviroment.193.1.2 Analysis of Economic Enviroment.223.1.3 Analysis of Social Enviroment.283.1.4 Analysis of Technological Enviroment.323.2 Micro Enviroment of Starbucks-Porterfs Five Forces Analysis.333.2.1 The Competitiveness of Exi
22、sting Competitors in the Same Industry-Compa red with New Retail*Model Coffee Chain Brand.343.2.2 The Ability of Potential Competitors to Enter.423.2.3 The Substitution Capacity of Substitutes.453.2.4 The Bargaining Ability of Suppliers.47VII星巴克中国应对新零售模式竞争的营销策略分析3.2.5 The Bargaining Ability of Purch
23、asers.494.Internal Enviroment Analysis of Starbucks China.504.1 Breif Introduction of Starbucks China.504.2 The Exsiting Marketing Analysis of Starbucks China.514.2.1 S.T.P.Marketing Development Strategy.514.2.2 Existing Marketing Strategy Mix-4Ps+4Rs.574.2.3 The Influence of the Relationship betwee
24、n Managemnet and Owners ofStarbucks on the Implementation of Marketing Strategy.614.3 The Main Problems Affecting Starbucks*Marketing Strategy.614.4 Analysis on the Internal Competitiveness of Starbucks China.624.4.1 Organizational Structure.624.4.2 Human Resource.634.4.3 Service Resource.644.4.4 An
25、alysis of Financial Conditions.664.5 Analysis of Marketing Ability of Starbucks China.694.6 Conclusion of Internal Enviroment Analysis.695.SWOT Analysis of Starbucks China.705.1 Superiority of Starbucks China(S).705.2 Weakness of Starbucks China(W).715.3 Opportunity of Starbucks China Development(O)
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