Table of Content

Table of Content 1.0 Introduction ······················································································ 3 1.1 Industry Information ····················································································3 1.2 Company Information ··················································································4 2.0 STP ································································································ 5 2.1 Segmentation ································································································5 2.2 Targeting ···········································································································6 2.2.1 Segment Characteristics ···························································································· 6 2.2.2 Competition ·············································································································· 7 2.2.3 Company Fit·············································································································· 7 2.3 Position and Value Proposition ········································································7 3.0 Value Discipline ·················································································10 3.1 Operational Excellence ·················································································· 10 3.2 Customer Intimacy ························································································· 11 3.3 Product Leadership ························································································ 12 4.0 Business Model Canvas ············································································13 4.1 Starbucks ········································································································ 13 4.2 Costa Coffee ···································································································· 17 4.3 Analysis ··········································································································· 20 5.0 Value Chain ······················································································21 5.1 Starbucks ········································································································ 21 5.2 Costa Coffee ···································································································· 22 6.0 Aligning Employee Value ·········································································24 6.1 Starbucks ········································································································ 24 6.2 Costa Coffee ···································································································· 24 6.3 Analysis ··········································································································· 24 7.0 CSR & Creating Shared Value ···································································25 7.1 Starbucks ········································································································ 25 7.2 Costa Coffee ···································································································· 25 7.3 Analysis ··········································································································· 26 8.0 Recommendations ···············································································27 8.1 Starbucks ········································································································ 27 8.2 Costa Coffee ···································································································· 28 9.0 Reference ························································································29

1.0 Introduction With the development of economic and changing lifestyles, coffee market becomes more popular in China. This report is designed to compare the value creation process and value delivery strategy of Starbucks and Costa Coffee (Costa) that are two biggest brands in china coffee market. Firstly, this report applies STP to identify the targeting segment and value proposition of these two brands. Secondly, value discipline is employed to analyze how the value created for consumers. Thirdly, this report implements both business model canvas and value chain to describe how these two brands deliver values to target customers. Fourthly, this report compares the employee value, CSR and shared value of Starbucks and Costa. Finally, based on the analysis, this report concludes several recommendations for Starbucks and Costa respectively.

1.1 Industry Information High speed growth of Chinese economy has changed people’s lifestyle and consumption habit, consumers are increasingly emphasis on leisure activities and personal happiness. Also, consumers prefer to spend leisure time outside in public venues like coffee shops. These changes cause the boosting consumption of coffee in China (Passport, 2017). Besides, purchasing power has greatly increased because of higher household disposable incomes (IBISWorld, 2016).

The rising consumer interest in the coffee culture in China has increased coffee consumption in China. Although drinking tea is a traditional culture in China with a long history, drinking coffee becomes more fashionable among Chinese young customers (Passport, 2017).

1.2 Company Information Starbucks is an international coffee and coffeehouse chain based in Seattle, it entered the Chinese coffee market in 1999 and expanding aggressively. In 2015, it had 1,026 company owned stores in mainland China (IBISWorld, 2016). The Chinese coffee shop market is at the growth stage, and Starbucks accounted the biggest market share which gained market share of 9.2% in 2016 (IBISWorld, 2016).

Costa is the largest coffee shop chain in the UK, it accounts for 6.5% of total Chinese coffee market share in 2016, ranked behind Starbucks. By 2015, it had 1,026 stores in China (IBISWorld, 2016). Costa uses joint venture ownership model to established two Costa Restaurant managers in China to reach customers in different regions. According to MarketLine (2015), Costa offers similar products to Starbucks, and it localized offerings as well.

2.0 STP

2.1 Segmentation This report employed a combination of demographic, psychographic, geographic and behavioral to segment the coffee market into four categories. Firstly, the category one is ‘Coffee Connoisseurs’. This category indicates the consumers who seek for high quality coffee. Secondly, the category two is ‘Coffee Fashionistas’. The category is consisted of consumers who have modernized lifestyle. These consumers enjoy the relaxed atmosphere in a café but still require the quality in some degree. Thirdly, the category three is ‘Environment Explorers’. The category is composed of the consumers who focus more on the environment of a café and whether a café can provide an individual place for business negotiation or daily chatting. Finally, the category four is ‘Thirst Seekers’. This category includes the consumers who recognize coffee as a drink and seek for all types of coffee to solve the thirsty problem. The information in the table is collected from reliable online databases like Ibisworld and Marketline.

2.2 Targeting

2.2.1 Segment Characteristics

According to Nan (2014), coffee as a west-style food is a symbol of modernization. Hence, ‘Coffee Fashionistas’ will prefer café than the other bars since these consumers seek for modernized lifestyle. Meanwhile, ‘Coffee Fashionistas’ also contains a large number of returnees who are used to the western style café during the experience in western country. Hence, ‘Coffee Fashionistas’ is considered to be the largest consumer group in China coffee market. In addition, the growth rate of china coffee market is still high during the past decades. As a result, to maintain the profitability, it is necessary to follow the consumer trend in the market.

Table 2: Coffee statistics for China (International Coffee Organization, 2015)

2.2.2 Competition According to IBISWorld (2017), current internal competition in china coffee market is medium but the trend is still increasing. Moreover, external competition is still a key factor that will influence the market since more fast- food restaurants like McDonald’s begin to sell coffee.

2.2.3 Company Fit Starbucks and Costa all claim that both coffee and consumers are the core values of organization. Moreover, as international brands, these two brands have strong brand identity especially among the returnees.

Based on the target evaluation, it is obvious that ‘Coffee Fashionistas’ is the segment for both Starbucks and Costa to target on account of both the size and requirements of ‘Coffee Fashionistas’. Through targeting this segment, these two brands can not only maintain the profitability and competitive advantages in china coffee market but also realize the organizational mission and values.

2.3 Position and Value Proposition

Figure 1:Positioning Map of China Coffee Market 7

Table 3: Value Proposition of Starbucks

Table 4: Value Proposition of Costa Coffee

In response to the requirements of the target segment, the positioning map illustrates two key elements in the positioning strategy of Starbucks and Costa --- quality and relaxed environment. By applying the customer value proposition, these two elements are also recognized as the key value propositions of these two brands that the report will discuss about. Through these two value propositions, these two brands can deliver both warm feeling and premium coffee to consumers. Also, the two value propositions are distinct enough for Starbucks and Costa to reach the ‘Coffee Fashionistas’ segment in the china coffee market effectively. But it is worth mentioning that there are still differences in these two values propositions between these two brands to maintain the unique competitive advantages.

3.0 Value Discipline To evaluate the advantages of business, Treacy and Wiersema (1993) proposed the concept of three value disciplines. Operational excellence presents that the company operates efficiently at a reasonable price. Customer intimacy means creating long-term customer loyalty by targeting the market precisely. Master of product leadership company must be creative and focuses on leading-edge products and service.

Starbucks and Costa both pursue to be the “master of three discipline” in china. However, Starbucks performs better in customer intimacy while Costa excels in product leadership.

3.1 Operational Excellence Starbucks and Costa shared similar coffee price ($4-6). However the price in Costa is more competitive since the coffee quality is better. For providing more convenient service to customers, Starbucks and Costa are both located in high- traffic and high-visibility locations such as big malls, airports or business

10 districts in China (Wang, 2012).

Starbucks and Costa both made efficient operational strategies based on specific situation. Starbucks made an entry into the Chinese market as a joint venture with Beijing Mei Da coffee, Uni-President and Maxim's Caterers (Plog, 2005). This strategy helped Starbucks expanded immediately and avoided the cultural barrier. In July 2017, Starbucks announced to start stake acquisition in China and achieve 100% ownership by 2021 (Qian, 2017). Since the brand image has been built, this strategy can minimize the distribution cost and make the business decision rapidly.

Costa entered into joint venture with “Yueda Group” and “Hualian Group” (Yao, 2014). These two groups can provide convenience by sharing the knowledge of local market to develop Costa chain. Meanwhile, Hualian owns more than 70 super malls in china. Through cooperating with Hualian, Costa can expand distribution channels and gain advantages in the competition with Starbucks since Hualian is the landlord of Starbucks.

3.2 Customer Intimacy Starbucks makes itself a symbol of modern lifestyle (Wang, 2012) and has accumulated stronger customer loyalty than Costa. They both embrace localized marketing strategies such as localized products (iced green tea) and seasonal products (mooncake) (Yao, 2014).

For better communication with customers, Starbucks starts a campaign on Chinese major social media with hashtag #Starbucks# (Qian, 2017). According to UKeassays (2015), Costa Cafe did three years in-depth consumer research before launching in China, and has built a strategy to analyse customer’s feedback every week. 11

Starbucks and Costa provided coffee experience in different ways. Starbucks brings the concept of “third place” to China. The store design is group-oriented since customers always come with groups. The store in Beijing even designs a “coffee workshop” area (Wang, 2012). On the other hand, Costa proposed a new concept of “a place feel like home” base on Starbucks “third place” to provide more traditional coffee experience to customers. The process of making coffee is visible so people can feel like they are staying in a traditional western family. The central area is designed to be more private with comfortable couches, which is similar to living room (Comunicaffe, 2016).

3.3 Product Leadership Costa values the coffee quality and Starbucks values the “third place” coffee experience. However, Costa excels in both. In coffee quality, Costa claims that the coffee beans are all 100% Rainforest Alliance certified and roasted in traditional Italian-style to get the best taste (Costa, 2015). Costa’s baristas will be trained to understand every step of coffee-making and even started a global competition to choose the best baristas (Comunicaffe, 2016). However, the training in Starbucks emphasizes how to provide the best customer service (Plog, 2015). In coffee experience, Costa shows more innovations by proposing the idea of “a place feel like home”.

4.0 Business Model Canvas Based on STP and three value disciplines analysis, business model canvas can be used for analyzing Costa’s and Starbucks’ current value delivery systems and how elements in the model support their value propositions.

4.1 Starbucks

Key partners—the network of suppliers and partners that make business model work

Coffee growers are one of the keys to ensure raw material quality so that Starbucks provides premium coffee beverage to customers (Branch, 2009).

Italian furniture manufacturers are another key to create “third place” because customized furniture is necessary for Starbucks to create “third place” atmosphere (Friedman and Miles, 2006).

Key Activities—the most important things a company must do to make its business model work

On one hand, efficient supply chain management ensures coffee beverage quality. On the other hand, store events like Christmas event can attract new customers and reinforce current customer relationship. Meanwhile, such events can also help customers to realize that Starbucks not only provides good coffee, but also provides a unique coffee experience.

Key Resources—the most important assets required to make business model work

Barista are the link between customers and Starbucks. They are one of the keys to deliver value proposition to customers. On the one hand, barista ensure customers can enjoy premium coffee within one minutes 30 seconds. On the other hand, barista create relax and comfortable atmosphere for customers through standardised and humanized service so that customers can feel “third place” easier (Jia, 2008).

Headquarters’ designers are one of the keys to ensure every store has “third place” atmosphere. Headquarter hires 400 professional designers to be responsible for designing the decoration of every coffee store (Li et al., n.d.).

Customer Segments—the different groups of people or organizations that a company aims to reach and serve

Coffee fashionistas are the target customer of Starbucks because they want to seek modernized lifestyle through purchasing premium coffee. They also need a place outside of home and work to relax themselves and carry out social contact. Hence, Starbucks’ value proposition meets their requirements.

Customer relationships—the type of relationships a company wants with their customers

Starbuck’s target customers need an informal public place to communicate with their friends and relax. The place should be outside of work and home so that people put aside their concerns and enjoy the conversation around them (Project for Public Spaces, 2009). Starbucks’ “third place” can satisfy their need. Hence, the need of communication will attract customers to Starbucks’ store and build consumer loyalty as well (Luo, 2015).

Channels—how a company reaches its target segments to deliver the value proposition

All stores in China are direct-sale store. The operational model guarantees the consistent of distinctive Starbucks experience, service standard and coffee quality in all stores, which promise the delivery of value proposition to their customers.

Cost Structure—all the costs incurred to operate a business model

Occupancy and raw materials cost occupy the largest proportion (33.9%) of total cost, which is followed by store-operating expenses (24.2%). Store operating and raw materials are related to create “third place” and product

15 quality respectively, which proves Starbucks’ expenditure matches its value proposition.

Revenue Stream—how the company generates revenues from its customer segments

According to …., most customers (68.57%) claimed that Starbucks’ relaxed store environment and atmosphere attracted them. 25% of customers thought premium coffee was the key advantage of Starbucks. This report found customers like to consume in Starbucks because they can enjoy “third place” and premium coffee here. Hence, Starbucks delivers its value proposition to customers successfully.

4.2 Costa Coffee

Key partners

Yueda and Beijing Hualian Group are joint venture partners of Costa in China. Costa gets strong channel advantages through cooperating with them because Costa can open stores in their own shopping malls, supermarkets and estates with less time and cost. Through the cooperation, customers can visit Costa’s stores and feel Costa’s value proposition conveniently.

Coffee farmers are one of the keys to ensure the raw materials quality. They supply the 100% Rainforest Alliance certified coffee beans to Costa so that customers can enjoy premium coffee.

Furthermore, Oates construction plays a key role to create and deliver “a place feel like home” feeling for customers because it is responsible for Costa stores’ decoration and purchase of furniture.

Key Resources

Unique coffee formulation is one of the keys to make unique Costa espresso. Costa blends Arabica beans with Robusta beans according to 6:1 to make unique Costa espresso.

Baristas are one of the keys to make unique espresso because they are responsible for removing defects of every single batch of beans before roasting. Furthermore, all coffee beverage is handcrafted by baristas.

The list ensures every store can create “a place feel like home” atmosphere. Costa headquarter has a special list for store items display. The display of lights, wall painting, chairs and tables must be selected from the list.

Key activities

Efficient and strict supply chain management ensures the quality of coffee. Costa’s control for its own supply chain is stricter than Starbucks. It is responsible for the purchase, storage, blend, roasting and grind of coffee beans by itself. There is not any third party that involves in the supply chain.

In addition, Costa holds a series of marketing activities to deliver its value proposition. For example, Costa cooperated with Weibo to carry out LBS

18 marketing. During the event, if customers sign up in specified stores and write the reason they like Costa, they can get different class metals as well as coupons. Through such marketing activities, Costa promotes customers to consume in store to feel “a place feel like home” and premium coffee.

Channel

Costa uses joint venture model to operate stores in China in order to get Channel advantages, which make customers can visit stores and feel Costa’s value proposition conveniently.

Customer segments

Customer fashionistas are also Costa’s target customers. Costa’s value proposition can satisfy customer fasionistas’ demand. Hence, Costa’s value proposition can be delivered to customer fashionistas successfully.

Customer relationship

Similar to Starbucks, Costa’s target customers need a place to relax themselves and carry out social contact. The place should have relatively easy and comfortable space without any restriction so that people put aside their concerns and enjoy the conversation around them. That is exactly what Costa provides. Hence, customers’ social contact requirements leads customers to Costa and build loyalty for Costa.

Cost structure

Costa’s cost structure is similar with Starbucks. Raw materials cost occupies the largest percentage (37.9%). Employee expense is the second (33.6%). Occupancy and leasing expense is the third (7.5%). Raw materials cost and employee expense contribute to premium coffee directly. Occupancy and leasing expense contribute to create “a place feel like home” directly.

Revenue stream

A study shows 60% of customers consume in Costa because of quiet environment and unique taste, which suggests customers like to consume in Costa because they felt Costa’s value proposition. Therefore, the delivery of value proposition is successful.

4.3 Analysis Generally, the obvious differences between Costa and Starbucks in model canvas exist in key resources, partners and channel.

5.0 Value Chain

5.1 Starbucks

The value chain of Starbucks can be divided into two parts, support activities and primary activities. Firstly, for firm infrastructure, Starbucks headquarter and manage physical store strictly (MarketLine, 2015), it can guarantee a strict control of all stores, which promise the consistency. Secondly, Starbucks supplies the medical insurance for its employee to protect health (Passport, 2017). It also supplies related training to ensure employee’s quality, such as coffee knowledge training and service skilling training (Plog, 2005). Thirdly, for technology development, it adopts the payment system of WeChat and its own application (Plog, 2005). With these, customer can pay for bills easier and faster. Finally, Starbucks uses its own green coffee sourcing standard called “C.A.F.E.” practice to ensure its coffee and farmer’s equity (Wang, 2012).

In Starbucks primary activities part, for inbound logistics and outbound logistics, Starbucks uses Third Party Logistics (3PL). It means that Starbucks needs third part to do inbound and outbound logistics (Starbucks, 2017). It can decrease the cost ad increase the activity of logistics. Secondly, it locates their stores in or near a variety of settings and has in-store promotion and delivery business. Consumers can buy coffee easily. Fourthly, in marketing part, Starbuck has done a lot research of China to design inoffensive strategy to adapt Chinese cultural (MarketLine, 2015). They do not deliver advertisement in China (Nan 2014). Instead, Starbucks pays more attention on connecting its coffee with fashion through social media and have a media buzz (Wang, 2012). It can find many street snaps with Starbucks on Weibo (Wang, 2012). Finally, Starbucks applies fully automatics tools and it makes its coffee in same quality even in different stores (Nunlist, 2016). The waiting time in Starbucks is short which can decrease consumer’s time cost (Plog, 2005). Moreover, Starbucks want to create third place for consumer as mentioned before.

5.2 Costa Coffee

Value chain of Costa has many common points with Starbucks’. However, it still exists some differences. For support activities, Costa is joint ventures with Beijing Hualian (Williams, 2014). Beijing Hualian invests a lot of shopping mall. It means Costa can enter the shopping mall easily. Secondly, Costa can use Alipay which is the largest electronic payment system in China (Comunicaffee, 2016), whereas Starbucks cannot. Finally, Costa’s coffee bean is from Rainforest Alliance certified farms (Costa, 2017). For primary part, firstly, Costa posts many advertisements to improve its brand awareness (Yao, 2014). It wants to create a brand image that it has premium of coffee (Yao, 2014). It hosts the barista competition every year. It conveys a message to customer that the ability of their barista is updated every year. Moreover, Costa cooperates with Chinese mobile payments and post coupon on them. Finally, Costa uses semi-automatics tool and its coffee quality rely on professional barista’s capacity (Williams, 2014). It may make its coffee be purer but cannot guarantee the quality in different stores. Moreover, the backstage of Costa is semitransparent. Customers can look the process of coffee product. Costa wants to make stores like home instead of third place for consumers.

6.0 Aligning Employee Value It is important for corporates to align with employees. Bassi and McMurrer (2017) believe that the employee investments will improve the engagements and loyalty of employees and finally can improve company performance.

6.1 Starbucks Starbucks always emphasizes employee benefits, for example, Starbucks offers insurance, medical and other benefits for employees to protect their health. Moreover, since 2017, all full-time employees who work for two years at Starbucks in China, whose parents are under 75 years old will get a Starbucks China Parent Care Program: the provision of parental illness insurance (Starbucks, 2017). In Chinese culture, every child should care of their parents in their later years. Therefore, Starbucks uses this way to relieve stress of employees, which makes them become more loyal to Starbucks.

6.2 Costa Coffee Costa uses a different way to engage with its employees but it still emphasizes their coffee quality. There is an annual Barista of the Year competition held by Costa. Every Costa Barista can participate in this competition which recognizes the passion, personality and pride of the employees standing for Costa globally (Costa Coffee, 2017).

6.3 Analysis Starbucks uses a very clever way to engage with their employees, it not only closes to Chinese culture but also give employees humanistic care. In contrast, Costa engages with employees by holding coffee competitions, which can show them pursuit of coffee quality. Also, it corresponds to the value proposition of Costa.

7.0 CSR & Creating Shared Value Maintaining a good relationship with social topics is one of the core competitiveness of the brand (Williams, 2014). Meanwhile, shared value perspective concerns on improving growing techniques and strengthening the local clustering of backing up suppliers and other institutions. This leads to greater income and profits that benefits both farmers and the companies (Porter & Kramer, 2017).

7.1 Starbucks Starbuck developed approaches to ethical sourcing by helping coffee farmers to drive forward their commitment to sourcing 100% of their coffee from responsible sources. Starbucks' techniques are designed to strengthen land and forest management to reduce the soil erosion and water runoff whilst increasing crop productivity. Furthermore, Starbucks is achieving shared value with an initiative which is to recycle all customer cups. Interestingly, Starbucks invited competitors in its supply chain to come up with innovative ways to achieve this goal. What Starbucks discovered was that when their competitors were invited, their existing suppliers had potential solutions (Starbucks, 2017).

7.2 Costa Coffee All the coffee beans of Costa come from sustainably grown beans sourced from Rainforest Alliance Certified farms. To achieve the Rainforest Alliance Certification, farms must ensure the growers and the planting land are seriously supported and sustained. Also, Costa uses recyclable cups which is made by certified sustainable pulp and vegetable. (Costa Coffee, 2017).

7.3 Analysis Both Starbucks and Costa use recyclable cups and ethical growing to have a sustainability development. Although clearly conducive to these two brands and the communities in which the company operates, the economic benefits remain to be seen. They are both doing well in this aspect. However, Starbucks seems doing better because it evolves in more corporates in taking social responsibilities, which may expand their influence.

8.0 Recommendations

8.1 Starbucks Firstly, Starbucks should carry out expansion based on ensuring its service quality and customers’ experience. Starbucks should configure more resource to train employees and decorate store to maintain brand position and value. For example, Starbucks should recover the old training process of employees. In old training process, every store must close once a month or week to train employees. Furthermore, new employees must be trained for three months in Starbucks’ headquarter in Seattle whatever they work in which country. Hence, Starbucks can provide high quality and personalize service to maintain the high-end brand image.

Secondly, Starbucks can also use real estate strategy to increase income like McDonald’s. After McDonald’s finds suitable places for opening store, it buys the property and rent out the property to its franchisees, and the price of these property will increases because of McDonald’ s brand effect. Therefore, McDonald’s can get considerable benefit after it rent out the property. Starbucks can buy a property and then rent out it to other companies or individuals to get considerable extra income or Starbucks can share its profit with proprietor to reduce leasing.

Finally, if Starbucks also wants to reflect their value proposition of “premium coffee”, they can also hold some competitions about coffee making or coffee appreciating. In addition, Starbucks should pay more attention to mobile payment. Without cooperating with mobile payment, customer may find that it is very inconvenient.

8.2 Costa Coffee Firstly, Costa can have more programs that support or benefit employees themselves, which may make them feel more engaged with the company and stimulates their creativity and enthusiasm. Since all Costa coffee beverage is handcrafted by baristas, so it has higher and stricter requirement for baristas’ skills than other coffee shops.

Secondly, Starbucks has simplified the training process of employees in order to expand rapidly. Which causes the decrease of customer experience and service quality of Starbucks. Costa can take this opportunity to capture Starbucks’ target customers and suppresses the high-end position of Starbucks through intensifying its own service quality and customer experience.

Finally, Costa can find more partners in making recyclable cups or other environment-friendly activities to take social responsibilities. Furthermore, Costa needs to cooperate with social media to host an event to promote the brand.

9.0 Reference

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