Business > CASE STUDY > Bus__485_Benchmark___Strategic_Alternatives_Assessment_on_Starbucks_1.docx BUS-485 Bench (All)

Bus__485_Benchmark___Strategic_Alternatives_Assessment_on_Starbucks_1.docx BUS-485 Bench

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Bus__485_Benchmark___Strategic_Alternatives_Assessment_on_Starbucks_1.docx BUS-485 Benchmark - Strategic Alternatives Assessment on Starbucks Grand Canyon University: BUS-485 Intro A company nee... ds to be able to analyze their strengths and their weaknesses, because it allows them to have potential growth opportunities and strategies for their company. A company that has some strengths and weaknesses that needs to be addressed in order for them to have potential growth opportunities and strategies is Starbucks. Starbucks was created in 1971 by three men by the name of Gordon Bowker, Zev Siegl, and Jerry Baldwin (Bondarenko, 2015). The first location for Starbucks started in Seattle, and over the years the store has expanded into a worldwide company with 31,256 stores (Lock, 2020). Even though the company has been around for a while now, there is still room for improvement. The following information will include a SWOT analysis, strategic alternatives, decision matrix, factors that can hinder the success of the company, and elements for growth. SWOT Analysis STRENGTHS ï‚·Global Brand Recognition ï‚·Atmosphere in Starbucks ï‚·Excellent Supply Chain management WEAKNESSES ï‚·Premium price for Coffee ï‚·High employee turnover ï‚·Coffee culture clash OPPORTUNITIES ï‚·Easy access to new countries ï‚·Expanding product mix and offerings ï‚·Technological advances THREATS ï‚·Saturation in the U.S. market . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . [Show More]

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