International Expansion of Starbucks under the Background of Global Tourism Development EXPANSION INTERNATIONALE DES STARBUCKS DANS LE CADRE DU DÉVELOPPEMENT DU TOURISME GLOBAL
Bibliographic record
Abstract
Abstract: In 1995, with the rapid development of tourism industry, Starbucks began to adjust its business strategy to exploring foreign opportunities. To fulfil this objective, it used many strategies, such as two main business strategies: license and joint venture; HR strategy: maintaining quality workforce; operations strategy: multiple channels of distribution and design strategy. During the process of its international expansion, it met several troubles such as stiff competition from well-established existing players; market saturation and culture challenge, and also took corresponding measures to overcome those difficulties. To pursuit success in the foreign markets, it is very important to export exactly the unique nature of shopping at Starbucks, like its unique corporate culture, coffee services, exclusive taste, etc. Then challenges Starbucks may meet for its further expansion into a specific country-China is proposed. Key words: International expansion, Starbucks, Tourism development Resume: En 1995, avec le developpement rapide de l'industrie touristique, Starbucks se mettait a ajuster sa strategie commerciale pour explorer ses opportunites etrangeres. Pour accomplir cet objectif, il utilisait des strategies tels que les deux principales opportunites commerciales : la licence et le joint-venture, HR strategie : maintenir la productivite qualitative ; strategies d'operations : multiples voies de distribution et la strategie de design. Pendant le processus de son expansion internationale, il a produit plusieurs troubles comme la competition vivez par les existants etablis ; la saturation du marche et le defi des cultures. Aussi il a pris des mesures correspondantes pour surmonter ces difficultes. Pour poursuivre le processus dans le marche international, il est tres important d'exporter exactement la nature unique de shopping dans Starbucks, comme son unique culture corporative, des cafes services, le gout exclusive etc. Apres les defis. Starbucks pourrait connaitre une expansion d'avantage dans un pays specifique - La Chine est proposee. Mots-cles: expansion internationale, Starbucks, developpement touristique 1. INTRODUCTION Rapid development of international tourism industry pushes more and more local people outside America are familiar with Starbucks coffee shop around the world and poses new opportunities for the extend of Starbucks enterprises. Hence, it is essential to detect trends and understand strategic issues that stem from a global economy. This report studies the international expansion process of Starbucks coffee shop, a leading group in the worldwide coffee market. It also analyses the troubles Starbucks met during its process and how it overcame those troubles, based on its unique nature of shopping and the strategies it used for during the same period. Finally, the report tries to seek the challenges Starbucks may meet in its further expansion into China, a very large potential customers market. 2. ANALYSIS OF STRATEGIES USED FOR ITS INTERNATIONAL EXPANSION In 1995, with the development of global tourism industry and almost 700 stores across the United States, Starbucks began to adjust its business strategy to exploring foreign opportunities. This decision was not made by chance. Some analysts believe that the United States coffee bar market may be reaching saturation. They point to the fact that there have been some consolidations as bigger players snap up some of the smaller coffee bar competitors. Further, they note that Starbucks' store base is also maturing, leading to a slowdown in the growth of their unit volume and the firm's profitability. Higher coffee costs have also cut into their margins, intensifying the competition in what has now become a crowded market (Mclean, 2000). Recognizing this, Starbucks has turned its attention to foreign markets for continued growth. 2.1 Two main business strategies: License and Joint Venture In 1996, Starbucks invested $1. …
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How this classification was reachedexpand
Full frame distilled prediction
Teacher imitationNot calibrated prevalence, not ground truth. Human validation pending. Learned from the 10,348 direct Codex labels and 10,348 direct Gemma labels. Candidate is the union of thresholded teacher heads; consensus is their intersection. These outputs are machine_predicted_unvalidated and are not human labels or direct frontier model labels.
Codex and Gemma teacher scores by category
| Category | Codex | Gemma |
|---|---|---|
| Metaresearch | 0.002 | 0.000 |
| Meta-epidemiology (narrow) | 0.000 | 0.000 |
| Meta-epidemiology (broad) | 0.000 | 0.000 |
| Bibliometrics | 0.000 | 0.002 |
| Science and technology studies | 0.002 | 0.004 |
| Scholarly communication | 0.000 | 0.001 |
| Open science | 0.001 | 0.000 |
| Research integrity | 0.000 | 0.000 |
| Insufficient payload (model declined to judge) | 0.000 | 0.000 |
Machine scores (provisional)
The two teacher heads of the student model, read on this work. A score orders the frame for review; it never asserts a category, and the validation status ships verbatim with every row.
Baseline scores from an immature model (maturity gate not passed, 7 training rounds). Scores rank; they never assert a category.
score_only:v0-immature-baseline · verbatim from the scoring run: score_only means the number may rank works, and no category label ships from itClassification
machine, unvalidatedMachine predicted; both teacher heads agree on what is shown here.
How this classification was reached, model by model and score by score, is at the end of the page under "How this classification was reached".