Market Audit: StarbucksTable of Contents Executive Summary ...............................................................3 Environmental Aspects
Running head - Market Audit: Starbucks
Table of Contents
Executive Summary ...............................................................3
Environmental Aspects
Markets ........................................................................5
Customers.....................................................................6
Competition ..................................................................7
Marketing Aspects
Objectives....................................................................9
Strategies.....................................................................10
Tactics........................................................................12
The Four P's
Product........................................................................12
Price..........................................................................13
Place..........................................................................14
Promotion...................................................................14
Organization..........................................................................15
Conclusions and Recommendations..............................................16
Appendices ..........................................................................18
Executive Summary
Starbucks was founded in the 1970s, opening their first location in 1971 in Seattle's Pike Place. In 1982, Seattle's Best began to sell to restaurants and coffee bars. In 1987, the company's name became Starbucks. The same year stores in Chicago and Canada were opened. In 1988 Starbucks began mail-order sales of their products.
In 1991, Starbucks established a relationship with CARE an international humanitarian organization, distributing coffee samplers, the beginning of the company's international expansion effort. In 1996, first stores in the Pacific were opened and their product line expanded into food. In 1998-9 expansion continued abroad and distribution efforts were made to include supermarket sales domestically. Further development of stores and product dissemination was continued through 2005.
Today Starbucks sells hot and cold beverages, complementary food items, coffee-related accessories and equipment, teas and other non-food products through retail stores in 37 countries. The company operates primarily in the US, is headquartered in Seattle, Washington and employs about 115,000 people. The company recorded revenues of $6.4 billion during the 2005 fiscal year.
Starbucks has experienced expansion globally, and has created licenses throughout Asia, the Middle East, Africa, and the Americas, and maintains a 40% market share internationally.
The goal of the company is to create brand awareness through the Starbucks Experience. This experience translates well, helping folks start their day with an aromatic cup of coffee, pleasant customer service, and each person's finding a niche while enjoying their favorite drink and listen to music or read a book. While language and culture may vary, the experience is universal, creating a positive encounter and consumers who will return over and again.
Recently, the company has realized increasing financial sales and market share (See Appendix 1). Starbucks has found global appeal, even in tea drinking countries such as China and the UK. Therefore, they should continue expanding their product line and number of stores to increase exposure in the burgeoning global market, hedging revenue gains versus domestic saturation and economic downturn.
Starbucks' customers are generally well educated, in the upper middle socioeconomic class, health aware, and up with the latest trends. Keeping this demographic satisfied is paramount to this company's success. Further, Starbucks should innovate more drinks and complementary products. This is one of this company's strengths and must continue to do so to maintain global superiority.
Starbucks has much competition internationally for the consumer's money. A few are Dunkin Donuts, Diedrich also known as Gloria Jean, and Caffé Nero. While domestically there is no doubt who the leader is in this market, their competition is gaining international share more rapidly and outperforming Starbucks in many benchmarks. Moreover, Starbucks Corp. must continue to streamline their processes and train their employees. The company's human resources produce significantly lower than industry average, and the aforementioned competition, in revenue per employee. Customers will not wait for poor service. They will go down the street to Dunkin Donuts or some other purveyor for a cup of specialty coffee. Slow service relates into lost customers and revenue, and this should be of significant attention to Starbucks management while maintaining the "Experience".
Furthermore, Starbucks must continue to expand their distribution arrangements domestically, if they are to meeting their objective of becoming the best and largest purveyor of specialty coffee products in the world. While they currently have successful domestic delivery through grocery stores, foodservice, and giants such as Kraft, PepsiCo, Japan's Sazaby Inc., and Dryers, they must find ways into more grocery stores, foodservice distribution as well as more introductions with the North American Coffee Partnership to proliferate the Starbucks brand.
Additionally, they must find ways to control Green Bean Coffee prices through more cooperative agreements with farmers internationally and should consider domestically growing their own beans, limiting some of the potential causes of price fluctuations such as volatile economic and political climates. Another consideration is to bundle food with specialty drinks or either with value-added services. Lastly, this company should expand into tea beverages, particularly in international locations where the beverage is more popular than specialty coffee.
Environmental Aspects
Markets
Starbucks is the leader in the specialty coffee market. According to Mergent Online (2006) this company owns, mostly driven by U.S. consumption, slightly over a 40% market share. Evidenced by their rapid growth strategy. Furthermore, Starbucks projects sales to increase another 125% over the next 5 years (Datamonitor, 2006).
Starbucks has experienced expansion globally, and has created licenses throughout Asia, the Middle East, Africa, and the Americas.
Table 1. Starbucks total licensed retail stores by region and specific location for FY 2005
Asia Pacific
#
Europe/Middle East/Africa
#
The Americas
#
Japan
572
Spain
39
U.S.
2435
China
85
Saudi Arabia
38
Canada
18
Taiwan
53
Greece
38
Mexico
60
South Korea
33
UAE
37
Hawaii
51
Philippines
83
Kuwait
32
Puerto Rico
1
Malaysia
62
Turkey
24
Peru
6
New Zealand
41
Switzerland
21
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Asia Pacific
#
Europe/Middle East/Africa
#
The Americas
#
Japan
572
Spain
39
U.S.
2435
China
85
Saudi Arabia
38
Canada
18
Taiwan
53
Greece
38
Mexico
60
South Korea
33
UAE
37
Hawaii
51
Philippines
83
Kuwait
32
Puerto Rico
1
Malaysia
62
Turkey
24
Peru
6
New Zealand
41
Switzerland
21
The Bahamas
2
Indonesia
32
France
6
Lebanon
0
Austria
9
Qatar
8
Bahrain
8
Cyprus
7
Oman
4
Jordan
4
UK
2
Furthermore, Starbucks has opened an additional 735 company owned stores worldwide. The attractiveness of these markets is, as the citizens urbanize, income is increasing changing consumer spending habits driving consumption, making good targets (Starbucks 10K, 2005).
The company's best opportunity for future profits are through continued domestic and international expansion. The Specialty Coffee sector grew 157% between 2000 ($3,258 million) and 2005, to reach $8,372 million in total. This growth was driven by the appetite Americans have for up-market and premium-priced coffees. Over the next five years, sales are expected to reach $18.9 billion. As Starbucks continues to expand, they will be positioned to command the largest portion. Further, the opening of additional stores globally in the locations in Table 1 and in new markets such as Brazil and Russia will assist diversifying revenues and hedge against an U.S. economic downturn (Datamonitor, 2006).
Customers
Starbucks customers are generally upper middle class, health conscious, and hip. They gather at locations for the latest or their favorite cup of specialty coffee with friends, to enjoy a book, or listen to their favorite music. What draws customers is not just the variety of specialty drinks and complimentary food, but the "Starbucks Experience". The experience provides a place for people to feel safe, warmth, and the feeling of belonging (Starbucks 10K, 2005).
However, one universal need of the company's customers in the "experience" is outstanding customer service. A survey conducted by Mintel International demonstrated 64% of American coffee drinkers select a location based on how much time they have to wait. Starbucks' plans include serving breakfast sandwiches, which will add to time required to make specialty coffees. The longer wait will cause some of their customers to go to rivals such as Dunkin Donuts. As a result, this has become a major concern for Starbucks as they expand their menu and develop ways to control processing times (Gray, 2005).
Starbucks was able to cut processing when engineers observed staff had to reach into the ice bin twice to construct a venti size ice beverage from when they started 5 years previously. To resolve this issue a "volumetric ice scooper" was developed reducing 14 seconds off the average time of one minute for all blended drinks (Gray, 2005).
Another process Starbucks created control was credit card purchases. Store locations currently do not require signatures on credit purchases under $25, saving 30 seconds. Further, to reduce the customer queue, Starbucks created a "floater." The "floater" is an employee who manages the work processes and receives customer orders and from waiting in line. While a floater increases costs to Starbucks, management is satisfied with the choice since floaters cut an additional 20 seconds from service time (Gray, 2005). Lastly, the controls in place may reduce potential supply chain management issues and bullwhip effect from lost revenue of lost customers.
Starbucks will need to stay on the cutting edge of equipment to maintain the customer queue and controlling processes as competitors attempt to improve theirs to steal market share. Further, consideration not just to expanding food menus and beverages, but the consequence of innovation must be considered. This is a process, which should be a work in progress at Starbucks Corp. to remain the leader in market share.
Competition
Starbucks faces competition in coffee beverage sales from other specialty coffee shops, restaurants, and doughnut shops. The company's whole bean coffees compete with specialty coffees retailed in supermarkets, specialty retailers and specialty coffee stores. Furthermore, regional competition sells whole bean coffees in supermarkets. Increasing competition may affect the company's revenues and pressure market share (Datamonitor, 2006).
While there are many in this market, the specialty coffee market continues to grow. Through rapid expansion, distribution, and innovative flavors, Starbucks is the leader in the coffee industry. There are many challengers. However, two competitors are Diedrich Coffee internationally and Caffé Nero in Europe.
Diedrich Coffee specializes in sourcing, roasting and selling various types of coffee. The company's products are sold through their retail stores, grocery stores, wholesale arrangements including office coffee service distributors, restaurants and specialty retailers, via mail-order and the Internet. During FY 2005, Diedrich Coffee created revenues of $52.5 million, a rise of 3.2% over 2004. Further, they reported a net income of $14.6 million for 2005. The company owns and manages over 50 retail sites and franchises over 420 locations under the Gloria Jean's Coffees, Diedrich Coffee, and Coffee People brands. The retail units are located in 33 US states and 15 foreign countries (Diedrich, 2006).
Gloria Jean is Diedrich's mall based coffee store. The shops present an assortment of coffees, merchandise, and novelty and gift items in addition to light food items to complement beverage sales. Over 95% of Gloria Jean's retail units are franchised. The mall shops are located throughout the US and in 13 foreign countries (Diedrich, 2006).
Caffé Nero is a coffee retailer with 250 stores throughout the UK. All the stores are company owned. Caffé Nero is a European-style coffee house brand serving espresso based coffee and deli food. The company serves sandwiches, pastas featuring the recipes of chef Ursula Ferrigno, soups, pizza, salads, biscotti, fresh pastries, and cakes. The Caffé Nero locations are decked out in Italian contemporary style and attempt to create a similar gathering experience to Starbucks.
During FY 2005, the company made revenues of £70.1 million, an improvement of 39% over 2004. Additionally, in FY 2005, the company noted a net income of £5 million, doubling the previous year (Caffé Nero, 2006).
The UK coffee bar market is strong, registering £2.2 billion in sales, and is the fastest growing segment. The pace of development of this branded sector will rise by more than 10% per annum for the next few years. Three trade names dominate the UK branded coffee segment: Caffé Nero, Starbucks and Costa Coffee. The three control about 57% of the market. Caffé Nero and Starbucks are growing more rapidly than the opposition. Caffé Nero is mounting share the fastest and is the largest player in this market, with Starbucks just behind. Both are positioned to benefit from the continued expansion of this segment (Caffé Nero, 2006).
Starbucks faces significant competition in coffee beverage sales from other specialty coffee shops, restaurants, and doughnut shops. In order to maintain market supremacy, this company will have to continue to expand with a focus on overseas development.
Marketing Aspects
Objectives
Starbuck's mission statement is to "Establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromising principles while we grow" (Starbucks, 2005). The company achieves their mission by setting objectives to solidify their market share as the most established and revered specialty coffee brand in the world while creating an atmosphere of warmth. Starbucks is reaching this aim through sustained rapid expansion of retail stores in global and emerging markets while selecting first-rate locations, which will make use of the company's brand equity in the specialty coffee industry (Starbucks 10K, 2005).
Strategies
Internally, Starbuck's operations are divided into retail and specialty divisions. The Starbucks Corporation operates the retail division. The specialty division is a combination of many revenue avenues including foodservice, overseas licensing agreements and income created from collaborations started to develop or distribute Starbucks products (Euromonitor, 2006).
Starbucks Corporation does not maintain coffee plantations. However, they buy green coffee beans from global markets then process them. The sourcing of green coffee beans makes Starbucks subject to the fluctuations of the coffee commodity market. The company mitigates the risk of volatile markets by entering into long-term contracts for their coffee supply needs, securing longer term pricing. As of 3 October 2004, Starbucks held $272 million in fixed-price contracts. In addition with existing inventory, providing enough supply of green coffee for 2005 (Euromonitor, 2006).
The company's objective is to establish Starbucks as the most recognized and respected brand in the world. This entity should continue rapidly expanding their retail operations, grow the Specialty Operations division, and selectively pursue other opportunities to leverage the Starbucks brand through the introduction of new products and the development of new distribution channels, to achieve this goal.
Externally, Starbucks has many collaborations and international licensing agreements. A few of their international partners include Sigla S A, Marinopoulos Brothers S A, Lasino S.A, Mei Da Coffee Co., Ltd and Maxim's Caterer Ltd. Starbucks uses strategic partnerships and has aligned with airlines, hotels and bookshops. In 1994, an effort with PepsiCo resulted in the production of a version of Starbuck's Frappuccino. In 2002, Starbucks Doubleshot was created by the same partnership. Further, based on annual sales of Frappuccino, the company projects the product line developing into a billion-dollar venture (Euromonitor, 2006).
Other collaborations include those with Kraft Foods and Dreyer's. Dreyer's produces Starbucks Ice Cream, which is now a very popular brand of coffee-flavored ice cream. Further, the alliance with Kraft Foods has help distribute Starbucks coffee in domestic and international markets. Additionally, Starbucks has demonstrated their skill running international distribution through an endeavor with Japanese conglomerate Sazaby Inc, where they have opened 534 stores making this the company's largest international market (Euromonitor, 2006).
A couple of weaknesses of Starbucks are low revenue per employee and a narrow product mix. The company produces lower revenues and income per employee in contrast to the industry in 2005: revenue per employee of $55,385 versus $120,464 respectively. Further, Starbucks' net income per employee is $4,300 compared to the industry's $8,578 in the same year (See Appendix 1). The company's lower rates demonstrate poor internal processes (Datamonitor, 2006).
Additionally, Starbucks' sales growth has been driven by beverage innovation, which may not be sustainable in the long-term. As a result, the company may lose market share. Moreover, retreating returns from beverage innovation, one of the company's strengths, would have a negative affect on the company's future performance (Datamonitor, 2006).
Tactics
In order to maintain the company's future growth and make Starbucks a stronger global brand, the company believes they have to be innovative, take risks, and consistently modify their vision. Starbucks management put forward many strategic questions. "What could Starbucks do to make its stores an even more elegant "third place" that welcomed, rewarded, and surprised customers? What new products and new experiences could the company provide that would uniquely belong to or be associated with Starbucks? What could coffee be-besides being hot or liquid? How could Starbucks reach people who were not coffee drinkers? What strategic paths should Starbucks pursue to achieve its objective of becoming the most recognized and respected brand of coffee in the world?" Through these questions, Starbucks gains perspective and better defines who they are. Further, identifying where the organization will head (Starbucks Corporation, 1997).
Moreover, Starbucks maintains service and product differentiation from their competitors. The "Starbucks Experience", quality, and brand set this company apart. The atmosphere, while replicated is not easily duplicated by competitors. Additionally, the quality of the coffee is superior and the brand is met with anticipation with each new store. Furthermore, Starbucks locations are everywhere, conveniently located and expanding domestically and abroad (Euromonitor, 2006).
The 4 P's
Product
Starbucks sells a variety of products. While specialty coffees make up their primary sales, they carry a full line of complementary items. Starbucks must continue to innovate new drinks and consider more heavily their tea products in countries such as Japan, the UK, and China, who are traditionally heaver tea consumers.
Table 2. Starbucks Products.
Beverages
Food
Non-Food Items:
Brands:
Brewed coffees
Sandwiches
Mugs
Cafe Estima Blend
Italian-style espresso beverages
Salads
Travel tumblers
Caffé Verona
Cold blended beverages
Pastries
Coffeemakers
Gold Coast Blend
Roasted whole bean coffees
Ice creams
Coffee grinders
Holiday Blend
Tea products
Storage containers
Serena Organic Blend
Fruit juice
Compact discs
Starbucks Christmas Blend
Sodas
Games
Starbucks Decaf Christmas Blend
Coffee liqueur
Seasonal novelty items
Yukon Blend
Starbucks card
Gazebo Blend
Media bar
Decaf Komodo Dragon Blend
Komodo Dragon Blend
LightNote Blend (Datamonitor, 2006).
During the 2004 fiscal year, the company's retail sales mix by product type was 77% beverages, 14% food items, 5% whole bean coffees and 4% coffee-making equipment and other merchandise (Euromonitor, 2006).
Price
Starbuck prices will vary from region to region. Further, iced coffee tends to be more expensive then hot coffee, with little explanation. The author cites potential reasons for inflated iced beverages due to ice or maybe the use of plastic. However, Starbucks sets prices raising hot drinks during colder months and cold drinks in warmer seasons (Schiffman, 2001).
Option prices are dependent on supply and demand. Further, premium coffee prices are the result of volatile weather, economic, and political conditions in growing countries. Some of the countries are Colombia, Sumatra, and Yemen. Mitigating these prices, Starbucks builds relationships and sustainability to those growers through loans, which they make through producer cooperatives (Starbucks Corporation, 1997).
Additionally, Starbucks negotiates fixed-price purchases securing enough supply of green coffee beans to control exposure to fluctuating coffee prices in the future. When arranged cost commitments with farmers are unattainable, Starbucks purchases coffee futures contracts to create supply and price safeguards. However, green coffee been prices have fluctuated tremendously, as in 2002 when beans were at a historic low, when unforeseen inflation in coffee prices negatively affected Starbucks profits calling for an increase in the prices of their beverages and roasted beans sold through retail operations (Euromonitor, 2006).
Place
Starbucks sells their products in table 2 to the customer through their locations globally. Further, they sell their products in grocery stores. Starbucks has several distribution collaborations with major players Kraft, PepsiCo, Dryers, and Jim Beam expanding their supply through licensing and distribution agreements. The new agreements include distribution to bars restaurants, and retail outlets. Further, their many agreements assist global reach and improve their presence in airports, hotels, and books shops. See Appendix 2 for an expanded list of Starbucks subsidiaries and their locations (Euromonitor, 1998).
Promotion
Starbucks has made use of the appearance of their stores and ambience, to create word-of-mouth advertising, and rapid expansion to grow their business (Euromonitor, 2006). Further, the company has used Compact Disc promotion with major recording artists to promote the brand. Moreover, Starbucks is about to enter into movie promotion to extend their marketing program (Reuters, 2006). Another significant avenue this company uses is mail-order, since many of their customers are computer savvy and Internet promotion is inexpensive compared to other avenues (Starbucks Corporation, 1997).
Starbucks sells a variety of products through a pioneering vision, meeting customer's wants. This company will have to continue to innovate to stay ahead of their peers in this segment. Further, Starbucks will need to continue develop relationship abroad with new farmer cooperatives to manage the cost, the political and environmental volatility of foreign countries, of green bean coffee. Additionally, they should consider developing coffee beans domestically. Lastly, Starbucks should continue their promotion of their brand through more than word of mouth and further develop their distribution channels.
Organization
Starbucks' plan is rapid growth through expansion and innovation. Corporate disseminates information to all their employees and creates organizational structures to meet challenges such as environmental issues. Starbucks takes corporate responsibility seriously creating environmental committees. The teams developed an additional mission statement for the manner their business affects the environment. The environmental mission statement maintains, "Starbucks is committed to a role of environmental leadership in all facets of our business. We will fulfill this mission by a commitment to:
* Understanding of environmental issues and sharing information with our partners.
* Developing innovative and flexible solutions to bring about change.
* Striving to buy, sell and use environmentally friendly products.
* Recognizing that fiscal responsibility is essential to our environmental future.
* Instilling environmental responsibility as a corporate value.
* Measuring and monitoring our progress for each progress for each project.
* Encouraging all partners to share in our mission" (Starbucks 10K, 2006).
Assuring Starbucks follows their environmental mission; the Green Team was formed to monitor waste reduction, recycling, and energy and water conservation. Further, the Environmental Footprint Team discovers initiatives and establishes performance metrics, which will help reduce the company's environmental impact (Environmental Fact Sheet, 2004).
Conclusion and Recommendations
The following are observations and recommendations for Starbucks to stay ahead of the competition and continue to prosper.
This company must continue to expand internationally and domestically. Domestic expansion is useful because the maneuver limits competition often through Starbucks acquisition before they become a threat. Moreover, U.S. store development is prudent, because Americans enjoy their specialty coffee and the trend is projected to double to $18.9 billion. Expansion and acquisition will put Starbucks in a position to take advantage of market trends and receive the largest share. However, this company must carefully manage expansion not creating saturation, which may result in internal structure, logistical, and operational efficiency problems.
Further, the coffee market is ripe for expansion into international locations and is globally expected to grow 125% over the next 5 years. While Starbucks is expanding domestically, they lag behind their competition internationally. This vision is too inward because when the U.S. economy has down periods, revenue is affected. Through international expansion, Starbucks could hedge their top line profits.
Additionally, Starbucks must continue to innovate their drinks and complementary products. This is one of this company's strengths and if they lose their pioneering foresight, they will lose market share. Moreover, Starbucks must continue to streamline their processes and train their employees. Customers will not wait for service. They have many options. Poor service equals lost customers, which may become evident from revenue per employee of Starbucks, which is significantly lower than industry average.
Starbucks must continue to expand their distribution arrangements domestically. They must find ways into more grocery stores; foodservice as well as more introductions with the North American Coffee Partnership should see Starbucks brought into more homes. Further, this company should consider creating greater perceived value by bundling their drinks and complimentary food items into a breakfast or lunch. They could target specific segments with a value "Power Meal to Go" for business types or "Full Throttle" caffeine drinks for college students and individuals looking for an energy boost. Further, consideration of service and product bundles could be considered. Lastly, Starbucks should expand into tea beverages, particularly in international locations where the beverage is more popular than specialty coffee.
Appendix 1 Starbucks Corp: Financial Summary 2000-2004
US$ million
2000 2001 2002 2003 2004
Net sales 2,177.6 2,649.0 3,288.9 4,075.5 5,294.3
Percent Growth 29.1 21.6 24.2 23.9 29.9
Operating income 212.3 280.2 315.3 424.7 610.1
Percent Growth 35.5 31.9 12.5 34.6 43.7
Net profit 94.6 180.3 212.6 268.3 391.8
Percent Growth -7.0 90.6 17.9 26.2 46.0
Operating margin (%) 9.7 10.6 9.6 10.4 11.5
Net margin (%) 4.3 6.8 6.5 6.6 7.4
Shareholders' equity 1,148.2 1,374.9 1,723.2 2,082.4 2,486.8
Long-term debt 7.2 6.5 5.8 5.1 4.4
Debt/equity ratio (%) 0.6 0.5 0.3 0.2 0.2
Basic earnings per 0.24 0.46 0.55 0.69 0.99
share (US$)
Number of employees 47,000 54,000 62,000 74,000 90,000
Net profit per employee 2,013 3,339 3,429 3,626 4,353
(US$)
Capital expenditure 372.2 384.2 375.5 427.2 412.0
Capital expenditure/ 17.1 14.5 11.4 10.5 7.8
turnover (%)
Advertising expenditure 32.6 28.8 25.6 49.5 68.3
Advertising expenditure/ 1.5 1.1 0.8 1.2 1.3
turnover (%)
Source: Euromonitor International from company report
Appendix 2 Subsidiaries 2004
Company
Country
Chengdu Starbucks Coffee Company Limited
China
Coffee Concepts (Guangdong) Ltd
China
Coffee Concepts (Shenzhen) Ltd
China
Coffee Concepts (Southern China) Ltd
Hong Kong, China
Emerald City CV
Netherlands
Olympic Casualty Insurance Company
USA
Qingdao American Starbucks Coffee Company Limited
China
Rain City CV
Netherlands
SBI Nevada Inc
USA
SCI Europe I Inc
USA
SCI Europe II Inc
USA
SCI Investment Inc
USA
SCI Ventures SL
Spain
Seattle Coffee Company
USA
Seattle Coffee Company (International) Limited
United Kingdom
Seattle's Best Coffee Co
-
Starbucks (Shanghai) Supply Chain Co Ltd
China
Starbucks Asia Pacific Investment Holding Limited
Hong Kong, China
Starbucks Asia Pacific Investment II Holding Limited
Hong Kong, China
Starbucks Asia Pacific Investment III Holding Limited
Hong Kong, China
Starbucks Capital Asset Leasing Company
USA
Starbucks Card Europe Limited
United Kingdom
Starbucks Coffee (Dalian) Company Limited
China
Starbucks Coffee (Deutschland) GmbH
Germany
Starbucks Coffee (Ireland) Limited
Ireland
Starbucks Coffee (Thailand) Ltd
Thailand
Starbucks Coffee Agronomy Company SRL
Costa Rica
Starbucks Coffee Asia Pacific Limited
Hong Kong, China
Starbucks Coffee Canada Inc
Canada
Starbucks Coffee Company (Australia) Pty Ltd
Australia
Starbucks Coffee Company (UK) Limited
United Kingdom
Starbucks Coffee EMEA BV
Netherlands
Starbucks Coffee Holdings (UK) Limited
United Kingdom
Starbucks Coffee International, Inc
USA
Starbucks Coffee Singapore Pte Ltd
Singapore
Starbucks Coffee Trading Company Sarl
Switzerland
Starbucks Global Card Services Inc
USA
Starbucks Holding Company
USA
Starbucks Management Consultancy (Shanghai) Co Ltd
China
Starbucks Manufacturing Corporation
USA
Starbucks Manufacturing EMEA BV
Netherlands
Starbucks New Venture Company
USA
Starbucks US Brands LLC
USA
Sur-Andino Café SA
-
Torrefazione Italia LLC
USA
Torz and Macatonia Limited
United Kingdom
Urban Coffee Opportunities LLC
USA
Source: Euromonitor International
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Starbucks Marketing Audit 1
