week6 lesson1 by Chuting Feng https://padlet.com/cfeng9/epbtbfv6x5u75z1i Case study: Starbucks en-us 2021-02-15 20:23:25 UTC 2021-02-22 09:42:15 UTC hello@padlet.com Please put your group discussion results here. cfeng9 https://padlet.com/cfeng9/epbtbfv6x5u75z1i/wish/1204794429 Some references for you
Q1
Functional strategy are generic building blocks of competitive advantage. For example, managers in Rand D might look for ways to simplify the design of a product, reducing the number of parts it contains.
By doing so reduced the required time. So, by doing these, they may lower the cost structure or
differentiate its product offering, either can be the basis of competitive advantage.
(Hint- look for all the operational areas and changes they made in different functional areas) 
 


]]> 2021-02-15 20:23:37 UTC https://padlet.com/cfeng9/epbtbfv6x5u75z1i/wish/1204794429 Group 4 jchunkrachang1 https://padlet.com/cfeng9/epbtbfv6x5u75z1i/wish/1225521758 1. 
  • Production strategy ig. sell the company own premium roasted coffee
  • Human resources strategies ig. Functioning superior customer service ii. employees’ hiring/training programs, iii. progressive compensation policies better than labor market conditions. 
  • Starbucks provided progressive compensation policies that gave even part-time 
    employees stock option grants and medical benefits
2. 
  • Intangible Human resources - Starbucks executives H developed employee hiring and training programs that were the best in the restaurant industry 
  • Intangible Starbucks was selling far more than coffee— it was selling an experience
  • Tangible Starbucks has the capabilities to own their own shops, where as other restaurants prefer to franchise. 
  • Intangible They also have the ability to serve more than just coffee and provide a higher level of incentives to workers which in turn means a higher level of efficiency. 
  • Tangible Some of the company's distinctive competencies is roasting their own coffee, choosing sophisticated location strategy to find the best locations and a very unique understanding of a "third place” format coffeehouse.
3. 
  • Starbucks uses its resources and capabilities to find their distinctive competencies which can then be used to form strategies that give the company a sustained competitive advantage. Distinctive competences shape the strategies that the company pursues, which led to
  • competitive advantage and superior profitability. Several of the strategies used by Starbucks created new resources and capabilities along the way while enhancing their distinctive competencies at the same time 
4. I think that the main reasons for wanting to own their stores is to directly control the quality of its products and to reduce the amount of profit sharing. When restaurants franchise, a portion of its revenue goes to the owners of each business so by owning its stores, Starbucks is able to keep all of its profits


]]> 2021-02-22 09:20:24 UTC https://padlet.com/cfeng9/epbtbfv6x5u75z1i/wish/1225521758 Group 2 https://padlet.com/cfeng9/epbtbfv6x5u75z1i/wish/1225523802 1. A . Excellent employee hiring and training programs in the restaurant industry. Employees of Starbucks attend mandatory training classes that not only teach them to make a good cup of coffee but also train them on the service-oriented values of the company.

B. Own supply chian(production process ) as to control the quality of coffee(beans)

C. They are constantly developing their coffee products. (innovation)

D. constantly design of its stores; reach customer satisfation.

2.  preminum locaions;Good quality; own production process;good reputation; loyal customers; product constant designs; direct operation (quality control garanteen);HR mangement;Decision-Making; Enough capital(asset);Enoguh equipment;providing unique customer service;

3. outstanding quality of the coffee brewed, excellent service provided at the stores, fast growth of new stores all around the world. These factors not only have increased the sales but also the reputation among the coffee lovers. Starbucks encounters aggressive competition in all areas of its business activity. 

4. direct control(quality etc), maximizing profit, easy to manage, protect brand image.




]]> 2021-02-22 09:21:02 UTC https://padlet.com/cfeng9/epbtbfv6x5u75z1i/wish/1225523802 Group 3 https://padlet.com/cfeng9/epbtbfv6x5u75z1i/wish/1225526178 1.
Internal production strategy: Selling the company's own roasted premium coffee in a café setting, as well as freshly ground espresso-style coffee drinks, a variety of coffee pastries, teas and other products. Provide consumers with more choices by selling various drinks and beverage accessories and various cakes
Human resources strategy: Develop the best staff recruitment and training programme in the catering industry. Teach staff service-oriented values. A progressive remuneration policy that gives benefits to part-time employees.
Competitive Strategy: Through detailed demographic data analysis, it will occupy more advanced store positions before imitators.
Differentiation strategy
Based on the culture of different countries, provide consumers with a unique experience. (Similar to coffeehouse)

2. 
  • Has a large number of its own storefronts; management with sufficient professional ability, high salary and high welfare guarantee; large number of wealthy repeat business
  • Excellent employee training system (training the basic abilities of employees and the recognition of company values), accurate positioning ability (finding a better position)

]]> 2021-02-22 09:21:45 UTC https://padlet.com/cfeng9/epbtbfv6x5u75z1i/wish/1225526178 Group 1 https://padlet.com/cfeng9/epbtbfv6x5u75z1i/wish/1225526232 1. 
a, sell the company’s own premium roasted coffee
b, superior customer service in stores. 
employee hiring and training programs.
Starbucks provided progressive compensation policies.
c, seasonal beverages and drinks,
attracting more customers to the chain. 
d, the company still prefers to own 
its own stores wherever possible. 

2.
two types of resources:
A) Manpower: Starbucks has accumulated thousands of well-trained employees. 
B) Retail shops, and has established a large number of retail shops worldwide. 

3.
a.Human capital resource: develop employee hiring and training programs
b.Physical source: A global roaster and retailer of coffee own 12,000 retail stores
c.Unique business model: Espresso bars allow people to go after home and office (hang out and social)

4.
a. Expanding the value of the business would expand the value of the brand. 
b. Owning the shops would allow Starbucks to build a good reputation in the best locations over a long period of time.
c. it delivers higher profits and higher market share locally, nationally and globally. 
]]> 2021-02-22 09:21:46 UTC https://padlet.com/cfeng9/epbtbfv6x5u75z1i/wish/1225526232 Q2: cfeng9 https://padlet.com/cfeng9/epbtbfv6x5u75z1i/wish/1225553877 Resources: factors that allow a company to create competitive advantage- financial, physical, human, technological and organisational factors. Resources could be tangible or intangible,  Tangible-physical such as land, buildings, plant, equipment. Intangible-nonphysical creation of
managers such as brand names, reputation, staff knowledge, patents, copyrights, trademarks. 
 
Distinct competencies: unique firm specific strength that allows it to better differentiate its product and
or achieve substantially lower cost (bedrock of the companies’ competitive advantage) 
This arises from resources and capabilities. For a firm to have distinctive competence, it must have valuable resources and the capabilities (skills). 

Q3 Hint 
brand name 
number of stores 
profit growths 
customers 

Q4:
Quality 
control 
profit
brand image
 
 ]]> 2021-02-22 09:30:13 UTC https://padlet.com/cfeng9/epbtbfv6x5u75z1i/wish/1225553877