【正文】 ely works! 111 Starbucks’ Strategy: The Key Elements ? Expand number of Starbucks stores domestically by blanketing metropolitan areas, then adding stores on the city’s perimeter ? Make Starbucks a global brand by opening stores in an increasing number of foreign locations ? View each store as a billboard for the pany and as a contributor to building the pany’s brand and image ? Broaden instore products to include coffeeflavored ice cream, teas, fresh pastries, music CDs, and coffee accessories ? Fully exploit the growing power of the Starbucks’ name and brand image with outofstore sales ? Display corporate responsibility and environmental sustainability ? Control costs of opening new stores ? Promote customerfriendly service and enhance store ambience by making Starbucks a great place to work 112 For Discussion: Your Opinion From your perspective as a consumer, does Starbucks’ strategy (described in Illustration Capsule ) seem to be wellmatched to industry and petitive conditions? 1. Does the strategy seem to be keyed to a cost advantage, differentiating features, serving the unique needs of a niche, or developing resource strengths and petitive capabilities rivals can’t imitate or trump (or a mixture of these)? 2. What is there about Starbucks’ strategy that can lead to sustainable petitive advantage? 113 Strategy and the Quest for Competitive Advantage ? The heart and soul of any strategy are actions a pany makes to ?Improve its financial performance, ?Strengthen its petitive position, and ?Gain a petitive advantage over rivals ? A creative, distinctive strategy that sets a pany apart from rivals and yields a petitive advantage is a pany’s most reliable ticket to above average profitability ?Operating with a petitive advantage is more profitable than operating without one ?Operating with a petitive disadvantage nearly always results in belowaverage profitability 114 A Powerful Strategy Leads to Sustainable Competitive Advantage ? A pany achieves sustainable petitive advantage when ? An attractive number of buyers prefer its products/services over those of rivals and ? The basis for this preference is durable ? Its nice when a strategy produces ? A temporary petitive edge but ? A sustainable edge over rivals greatly enhances a pany’s prospects for aboveaverage profitability What separates a powerful strategy from an ordinary strategy is management’s ability to fe a series of moves, both in the marketplace and internally, that produces sustainable petitive advantage! 115 Strategic Approaches to Building Sustainable Competitive Advantage ? Be the industry’s lowcost provider ? Achieve a costbased petitive advantage ? Incorporate differentiating features ? Superior product/service keyed to higher quality, better performance, wider selection, valueadded services, or some other attribute ? Focus on a narrow market niche ? Win a petitive edge by doing a better job than rivals of serving the needs and preferences of buyers in the niche ? Develop expertise and resource strengths not easily imitated or matched by rivals ? Achieve a capabilitiesbased petitive advantage 116 Competitive Advantage Examples ? Strive to be industry’s lowcost provider ?WalMart ?Southwest Airlines ? Outpete rivals on a key differentiating feature ?Johnson Johnson – Reliability in baby products ?HarleyDavidson – Kingoftheroad styling ?Rolex – Topoftheline prestige ?BMW– Engineering design an