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Starbucks Case Study

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Submitted By susieg919
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Starbucks
Issue:
There is a chasm between how the company sees itself and how its patrons view it in the area of customer satisfaction. This is evidenced by marketing research that suggests the level of customer satisfaction is actually below where the company had intuitively though it should be. In order to close the gap, it has been suggested that the company invest $40M into adding an additional 20 hours of labor to each of its 4500 stores (the earnings per share equivalent of almost seven cents a share) to expedite speed-of-service. The proposed remedy is being met with resistance because of its possible effects on the company’s bottom line.

SWOT Analysis:
Strengths-
* Brand Recognition * Company owns one-third of all coffee bars in the country. * Strategic partnerships have expanded the company’s footprint beyond its brick and mortar locations (i.e. PepsiCo, Kraft Foods, Dreyers) * Brand Loyalty * 58% of customer base visits between 3-8+ times per month making up 89% of all transactions (with the average being 5 visits per month) * Partner buy-in to established company ethos * Low employee turn-over * Schultz believes “partner satisfaction leads to customer satisfaction”
Weaknesses-
* Brand Meaning * The way the company sees itself, doesn’t not necessarily match how customer see the company (qualitative vs. quantative). * “Customer Snapshot” Program * May not provide a clear enough (or wide enough) snapshot of reality. * Measures “basic service” but not the intangibles that underlie customer satisfaction (i.e. there is a marked difference between customer service and customer satisfaction). * No CMO * Relying on senior executive to bastardize marketing responsibilities may lead to important information falling through the cracks and never making up the chain.

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