TUGAS KELOMPOK

MANAJEMEN STRATEGI (STARBUCKS)

Diajukan untuk memenuhi nilai tugas :

Manajemen Stratejik

Kelas : C
Dosen Kelas:
Sandy Win, S.Sos., MBA.

Disusun Oleh :
Venna 2015120146
Erik Anugrah 2017120028
Christina Stella Setiady 6031801062
Claudia Meinardi 6031801110
Ameera Anindya Yasmin 6031801113
Nadilla Restika 6031801141
Fasman Jefry Zai 6031801201
Sharon Laurentia Putrayasa 6031801219

FAKULTAS EKONOMI
PROGRAM STUDI MANAJEMEN
UNIVERSITAS KATOLIK PARAHYANGAN
1. CPM
Starbucks McDonald’s Dunkin Donuts

Critical Success Factors Weigh Ratin Weighted Ratin Weighte Ratin Weighte
t g Score g d Score g d Score
Advertising 0.06 2 0.12 4 0.24 3 0.18
Top Management 0.07 3 0.21 4 0.28 2 0.14
Customer Service 0.08 4 0.32 2 0.16 3 0.24
Technological Advances 0.07 3 0.21 4 0.28 2 0.14
International Market Sales 0.10 3 0.30 4 0.40 1 0.10
Global Expansion 0.10 3 0.30 4 0.40 1 0.10
Financial Position 0.12 2 0.24 4 0.48 3 0.36
Customer Loyalty 0.10 4 0.40 2 0.20 3 0.30
Market Share 0.09 2 0.18 4 0.36 1 0.09
Product Quality 0.08 4 0.32 2 0.16 3 0.24
Marketing 0.05 3 0.15 4 0.20 2 0.10
Price Competitiveness 0.08 1 0.08 4 0.32 2 0.16
Total 1.00 2.83 3.48 2.15

By the result of CPM Table Matrix above, total score of Starbucks is 2.83, total score of
McDonald’s is 3.48 and total score of Dunkin Donuts is 2.15. This data indicates that
McDonald’s is superior in its competitive profile compared to the two main competitors,
Starbucks and Dunkin Donuts. Also, the lowest total score is owned by Dunkin Donuts.
As we could see from the data, Starbucks has the highest score in customer service,
customer loyalty product quality compared to two other competitors, McDonald’s and Dunkin
Donuts. Moreover, Starbucks has the lowest score in advertising, financial position and price
competitiveness.
Meanwhile, McDonald’s has the highest score in advertising, top management,
technological advances, international market sales, financial position, market share, marketing
and price competitiveness. Also, McDonald’s has the lowest score in customer service, customer
loyalty and product quality.
 For Dunkin Donuts, they don't have the highest score in any elements. However, they
have lots of lowest scores, such as in top management, technological advances, international
market sales, global expansion, market share and marketing.

2. EFE

External Factor Evaluation (EFE) Matrix

Key External Factors Weight Rating Weighted

Score

Opportunities

1. Gourmet coffee consumption rose with 0.1 3 0.3

the drinker's educational level. Those
who finished college bought 49 percent
more gourmet coffee on average, and
those with some postgraduate education
bought 71 percent more

2. Sixteen percent of the U.S. adult 0.08 4 0.32

population consumed specialty coffee on
a daily basis, whereas 63 percent
indulged occasionally

3. The growth in popularity of specialty 0.09 4 0.36

coffees has increased, as only 13 percent
and 59 percent of people reported daily
and occasional consumption,
respectively, in 2002
 4. Another trend that has surfaced in the 0.1 3 0.3
past decade has been consumer requests
for organic coffees, and more emphasis
was placed by retailers on the growing
environment of the beans

5. Consumers are becoming more health 0.08 4 0.32

conscious and are looking for sweats and
snacks that are low in carbs / sugar and
calorie

6. International market has a stronger 0.09 3 0.27

economy and accordingly, consumers
would be able to pay premium price for
specialty or gourmet coffee

Threats

1. The 2007-2009 global recession 0.1 2 0.2

negatively affected the specialty coffee
industry

2. Recent trends have shown that some of 0.09 2 0.18

the consuming public is concerned about
the nutritional value of such products as
those offered by the specialty coffee
sector and have even challenged the
correctness of the labeling and calorie
information posted on the products
available at retail outlets.
 3. Volatility in the stocks and coffee price 0.07 2 0.14
could impact the purchasing power for
the buyers

4. Smaller competitors are expanding their 0.1 2 0.2

markets as well as their product line
offerings

5. Competitors such as McDonald's and 0.1 2 0.2

Dunkin Donuts are becoming stronger in
offering specialty coffee along with other
complementary products

Total 1.00 2.79

3. Positioning Map
4. IFE

Internal Factor Evaluation (IFE) Matrix

Key Internal Factors Weight Rating Weighted

Score

Strengths

0.06 4 0,24
1. Starbucks expects to add approximately 20 net
new stores to its global store base in fiscal

0.05 4 0,2
2. 2009 by closing approximately 425
company-operated stores in the United States and
adding of approximately 60 company-operated
stores internationally

0.07 4 0,28
3. The company plans to open approximately 65 net
new licensed stores in the United States and
approximately 320 net new licensed stores
internationally

0.06 3 0,18
4. Capital expenditures for fiscal 2009 are expected
to remain unchanged, at approximately $600
million.

0.07 4 0,28
5. Licensing revenues increased primarily due to
higher product sales and royalty revenues as a
result of opening 438 new licensed retail stores in
the last 12 month
 0.09 4 0,36
6. Strong marketing and promotional campaign
such as product placement in major TV series

0.06 3 0,18
7. Starbucks also provides electrical outlets and, in
some stores, wireless access, for customers who
might need to use their MP3 players or laptop
computers

0.07 4 0,28
8. Starbucks' products can be found in convenience
stores, grocery stores, department stores, movie
theaters, businesses, schools, and even airports

0.04 3 0,12
9. Starbucks is rated by Fortune as one of the best
top 10 places to work

0.06 3 0,18
10. Starbucks also encourages the use of its Web site
where customers are able to register their
Starbucks' cards, receive nutritional information
about Starbucks' products, shop online, search for
careers, and much more

Weaknesses

0.07 1 0,07
1. 47 percent drop in earnings in one year (2008)

0.06 2 0,12
2. For the 26 weeks ending March 2009, Starbucks'
revenues decreased 7 percent to $4.95 billion and
net income decreased 72 percent to $89.3 million
 0.04 1 0,04
3. Moody's Investors Service recently downgraded
Starbucks' credit ratings

0.06 1 0,06
4. The U.S. company operated retail business
continued deteriorating trends

0.04 2 0,08
5. For the second quarter of fiscal 2009, U.S. total
net revenues were $1.8 billion, a decline of
$131.5 million, or 6.8 percent, due to decreased
revenues from company operated retail stores

0.03 1 0,03
6. Many of Starbucks' International operations are
in early stages of development that require a
more extensive support organization relative to
the current levels of revenue and operating
income in the United States

0.04 1 0,04
7. International total net revenues were $433.7
million for the 13 weeks ended March 29, 2009,
down $59.7 million, or 12.1 percent, compared
with the same period last year, primarily due to
the impact of a stronger U.S. dollar relative to the
British pound and Canadian dollar

0.03 1 0,03
8. Global Consumer Products Group (CPG) total
net revenues decreased by 2 percent to $94.8
million for the second quarter of fiscal 2009, due
primarily to lower margin on sales of packaged
 coffee as a result of discounting, as well as lower
volume to the trade

Total 1.00 2,77

5. SPACE Matrix
Financial Stability (FS) Environmental Stability (ES)

Return on Investment 2 Unemployment -5

Leverage 5 Technological Changes -2

Liquidity 2 Price Elasticity of Demand -3

Working Capital 5 Competitive Pressure -5

Cash Flow 5 Barriers to Entry -2

Financial Stability (FS) Average 3,8 Environmental Stability (ES) -3,4

Average
Competitive Stability (CA) Industry Stability (IS)

Market Share -2 Growth Potential 5

Product Quality -1 Financial Stability 1

Customer Loyalty -1 Ease of Market Entry 2

Competition’s Capacity Utilization -3 Resource Utilization 4

Technological Know-How -2 Profit Potential 3

Competitive Stability (CA) -1,8 Industry Stability (IS) Average 3,0

Average

Y-axis: FS + ES = 3,8 + (-3,4) = 0,4

X-axis: CA + IS = (-1,8) + (3,0) = 1,2
Koordinat
Kesimpulan: Poin vektor dalam kuadran agresif.

Dari hasil perhitungan tersebut, maka Starbucks bertempat di kuadran agresif [​aggressive
quadrant (kuadran atas-kanan)] dari Matriks SPACE, organisasi Starbucks berada dalam posisi
yang sangat baik dalam menggunakan kekuatan internalnya untuk mengambil keuntungan dari
kesempatan eksternal, menangani kelemahan internal, dan menghindari ancaman eksternal. Oleh
karena itu, penetrasi pasar, pengembangan pasar, pengembangan produk, integrasi ke belakang,
integrasi ke depan, integrasi horizontal, atau diversifikasi, dapat menjadi layak, tergantung pada
kondisi khusus yang dihadapi oleh perusahaan Starbucks.
6. Grand Strategy Matrix

Pada ​External Factor Evaluation (EFE) Matrix ​dan Internal Factor Evaluation (IFE)
Matrix ​dihasilkan data dengan total sebagai berikut,

External Factor Evaluation (EFE) = 2,79

Internal Factor Evaluation (IFE) Matrix = 2,77

Sehingga jika data tersebut digambarkan pada Grand Strategy Matrix, Starbucks masuk ke dalam
Kuadran 1​ dengan Posisi Kompetitif yang kuat dan Pertumbuhan Pasar yang tinggi.

Perusahaan yang berada pada Kuadran I dalam Matriks ​Grand Strategy b​ erada pada posisi yang
sangat bagus. Jika perusahaan berkonsentrasi pada pada pasar saat ini, maka penetrasi pasar dan
pengembangan pasar adalah pilihan yang sesuai, sedangkan jika berkonsentrasi pada produk
yang dimiliki saat ini, maka strategi pengembangan produk adalah strategi yang sesuai. Tidaklah
bijak untuk perusahaan di ​Kuadran I untuk bergerak jauh dari keunggulan kompetitif yang
dimilikinya saat ini. Ketika organisasi pada Kuadran I memiliki sumber daya yang berlebih,
maka integrasi ke belakang, ke depan, atau horizontal dapat menjadi strategi yang efektif. Bila
perusahaan pada Kuadran I terlalu berkomitmen pada satu produk, maka diversifikasi konsentrik
dapat mengurangi risiko yang berhubungan dengan lini produk yang sempit. Perusahaan
Kuadran I mampu mengambil keuntungan dari peluang eksternal dalam beberapa area, strategi
kuadran I dapat mengambil risiko secara agresif ketika dibutuhkan.

Adapun bentuk – bentuk strategi yang dapat digunakan pada Kuadran I adalah sebagai berikut,
● Pengembangan Pasar
● Pengembangan Produk
● Horizontal Integration
● Product Integration
● Backward Integration
● Penetrasi Pasar
● Diversifikasi Konsentrik
7. The Internal-External (IE) Matrix
The IFE Total Weighted Score

The EFE Strong Average Weak

Total 3.0 to 4.0 2.0 to 2.99 1.0 to 1.99
Weighted
Score

I II III

High
3.0 to 3.99

IV V VI

Starbucks

Medium
2.0 to 2.99
 VII VIII IX

Low
1.0 to 1.99

8. ​QSPM

Create
Promotion
al
Strategies
Such As
"Starbucks Expand
Combo" Internationally
Or Reduce Develop By Opening
The Price New Additional
By $0.50 Products 100+ License
Per Drink With Better Retailers
On Popular Nutritional Through Joint
Drinks Value Ventures
Key Factors Wei AS TA AS TA AS TAS
ght S S

Opportunities

Gourmet coffee consumption rose 0.1 2 0,2 4 0,4 1 0,1

with the drinker's educational level.
Those who finished college bought
49 percent more gourmet coffee on
average, and those with some
postgraduate education bought 71
percent more

Sixteen percent of the U.S. adult 0.08 4 0,32 3 0,24 2 0,16

population consumed specialty
coffee on a daily basis, whereas 63
percent indulged occasionally

The growth in popularity of specialty 0.09 3 0,27 4 0,36 2 0,18

coffees has increased, as only 13
percent and 59 percent of people
reported daily and occasional
consumption, respectively, in 2002
Another trend that has surfaced in 0.1 2 0,2 4 0,4 3 0,3
the past decade has been consumer
requests for organic coffees, and
more emphasis was placed by
retailers on the growing environment
of the beans

Consumers are becoming more 0.08 1 0,08 4 0,32 3 0,24

health conscious and are looking for
sweats and snacks that are low in
carbs / sugar and calorie

International market has a stronger 0.09 2 0,18 3 0,27 4 0,36

economy and accordingly,
consumers would be able to pay
premium price for specialty or
gourmet coffee

Threats

The 2007-2009 global recession 0.1 4 0,4 2 0,2 3 0,3

negatively affected the specialty
coffee industry
Recent trends have shown that some 0.09 4 0,36 1 0,09 3 0,27
of the consuming public is
concerned about the nutritional value
of such products as those offered by
the specialty coffee sector and have
even challenged the correctness of
the labeling and calorie information
posted on the products available at
retail outlets.

Volatility in the stocks and coffee 0.07 --- --- --- --- --- ---
price could impact the purchasing
power for the buyers

Smaller competitors are expanding 0.1 2 0,2 3 0,3 4 0,4

their markets as well as their product
line offerings

Competitors such as McDonald's and 0.1 4 0,4 3 0,3 2 0,2

Dunkin Donuts are becoming
stronger in offering specialty coffee
along with other complementary
products

TOTAL 1.00 2,61 2,88 2,51

Strengths

Starbucks expects to add 0.06 4 0,24 3 0,18 2 0,12

approximately 20 net new stores to
its global store base in fiscal

2009 by closing approximately 425 0.05 2 0,1 1 0,05 4 0,2

company-operated stores in the
United States and adding of
approximately 60 company-operated
stores internationally

The company plans to open 0.07 3 0,21 2 0,14 4 0,28

approximately 65 net new licensed
stores in the United States and
approximately 320 net new licensed
stores internationally

Capital expenditures for fiscal 2009 0.06 --- --- --- --- --- ---
are expected to remain unchanged, at
approximately $600 million.

Licensing revenues increased 0.07 1 0,07 3 0,21 4 0,28

primarily due to higher product sales
and royalty revenues as a result of
opening 438 new licensed retail
stores in the last 12 month

Strong marketing and promotional 0.09 4 0,36 3 0,27 2 0,18

campaign such as product placement
in major TV series

Starbucks also provides electrical 0.06 --- --- --- --- --- ---
outlets and, in some stores, wireless
access, for customers who might
need to use their MP3 players or
laptop computers

Starbucks' products can be found in 0.07 2 0,14 4 0,28 3 0,21

convenience stores, grocery stores,
department stores, movie theaters,
businesses, schools, and even
airports

Starbucks is rated by Fortune as one 0.04 --- --- --- --- --- ---
of the best top 10 places to work

Starbucks also encourages the use of 0.06 --- --- --- --- --- ---
its Web site where customers are
able to register their Starbucks'
cards, receive nutritional information
about Starbucks' products, shop
online, search for careers, and much
more

Weaknesses

47 percent drop in earnings in one 0.07 4 0,28 3 0,21 2 0,14

year (2008)

For the 26 weeks ending March 0.06 --- --- --- --- --- ---
2009, Starbucks' revenues decreased
7 percent to $4.95 billion and net
income decreased 72 percent to
$89.3 million

Moody's Investors Service recently 0.04 --- --- --- --- --- ---
downgraded Starbucks' credit ratings

The U.S. company operated retail 0.06 3 0,18 2 0,12 4 0,24

business continued deteriorating
trends

For the second quarter of fiscal 0.04 2 0,08 3 0,12 4 0,16

2009, U.S. total net revenues were
$1.8 billion, a decline of $131.5
million, or 6.8 percent, due to
decreased revenues from company
operated retail stores.

Many of Starbucks' International 0.03 3 0,09 2 0,06 4 0,12

operations are in early stages of
development that require a more
extensive support organization
relative to the current levels of
revenue and operating income in the
United States

International total net revenues were 0.04 3 0,12 2 0,08 1 0,04

$433.7 million for the 13 weeks
ended March 29, 2009, down $59.7
million, or 12.1 percent, compared
with the same period last year,
primarily due to the impact of a
stronger U.S. dollar relative to the
British pound and Canadian dollar.

Global Consumer Products Group 0.03 4 0,12 3 0,09 2 0,06

(CPG) total net revenues decreased
by 2 percent to $94.8 million for the
second quarter of fiscal 2009, due
primarily to lower margin on sales of
packaged coffee as a result of
discounting, as well as lower volume
to the trade.
 SUBTOTAL 1.00 1,99 1,81 2,03

SUM TOTAL
ATTRACTIVENESS SCORE 4,6 4,69 4,54

9. ​Recommendations

Berdasarkan analisis QSPM, Perusahaan sebaiknya mengikuti keputusan kedua yaitu

dengan mengembangkan produk baru yang memiliki nilai gizi lebih baik. Bersamaan dengan itu
perusahaan juga bisa menerapkan keputusan pertama yaitu membuat Strategi Promosi Seperti
"Starbucks Combo" Atau Kurangi Harga Dengan $ 0,50 Per Minuman Pada Minuman Populer
karena berdasarkan hasil analisis QSPM kedua keputusan ini tidak berbeda jauh. Jadi sambil
mengembangkan produk baru perusahaan dapat mengurangi harga pada minuman populer.
Demikian juga setelah produk baru dilaunching, maka perusahaan bisa membuat strategi promosi
seperti "Starbucks Combo".

10. EPS/EBIT Analysis

$ Amount Needed: $50 million
Stock Price: $23.06
Tax Rate: 31.3%
Interest Rate: 3.5%
# Shares Outstanding: 740.2 Million

Common Stock Financing Debt Financing

 Recession Normal Boom Recession Normal Boom

EBIT $500.000.000,00 $1.000.000.000,00 $1.500.000.000,00 $500.000.000,00 $1.000.000.000,00 $1.500.000.000,00

Interest $0,00 $0,00 $0,00 $1.750.000,00 $1.750.000,00 $1.750.000,00

EBT $500.000.000,00 $1.000.000.000,00 $1.500.000.000,00 $498.250.000,00 $998.250.000,00 $1.498.250.000,00

Taxes $156.500.000,00 $313.000.000,00 $469.500.000,00 $155.952.250,00 $312.452.250,00 $468.952.250,00

EAT $343.500.000,00 $687.000.000,00 $1.030.500.000,00 $342.297.750,00 $685.797.750,00 $1.029.297.750,00

# Shares 742.368.256,72 742.368.256,72 742.368.256,72 740.200.000,00 740.200.000,00 740.200.000,00

EPS 0,46 0,93 1,39 0,46 0,93 1,39

70 Percent Stock - 30 Percent Debt 70 Percent Debt - 30 Percent Stock

Recession Normal Boom Recession Normal Boom

EBIT $500.000.000,00 $1.000.000.000,00 $1.500.000.000,00 $500.000.000,00 $1.000.000.000,00 $1.500.000.000,00

Interest $525.000,00 $525.000,00 $525.000,00 $1.225.000,00 $1.225.000,00 $1.225.000,00

EBT $499.475.000,00 $999.475.000,00 $1.499.475.000,00 $498.775.000,00 $998.775.000,00 $1.498.775.000,00

Taxes $156.335.675,00 $312.835.675,00 $469.335.675,00 $156.116.575,00 $312.616.575,00 $469.116.575,00

EAT $343.139.325,00 $686.639.325,00 $1.030.139.325,00 $342.658.425,00 $686.158.425,00 $1.029.658.425,00

# Shares 741.717.779,71 741.717.779,71 741.717.779,71 740.850.477,02 740.850.477,02 740.850.477,02

EPS 0,46 0,93 1,39 0,46 0,93 1,39

Berdasarkan hasil perhitungan dari Analisis EPS/EBIT, terdapat persamaan jumlah EPS di setiap
recession adalah 0,46 karena baik di common stock financing (pendanaan saham umum), di debt
financing (pendanaan utang), di 70 percent stock + 30 percent debt, dan di 30 percent stock + 70
percent debt hasilnya sama, yaitu 0,46. ​Normal ​adalah 0,93 karena baik di common stock
financing (pendanaan saham umum), di debt financing (pendanaan utang), di 70 percent stock +
30 percent debt, dan di 30 percent stock + 70 percent debt hasilnya sama, yaitu 0,93. ​Boom
karena baik di common stock financing (pendanaan saham umum), di debt financing (pendanaan
utang), di 70 percent stock + 30 percent debt, dan di 30 percent stock + 70 percent debt hasilnya
sama, yaitu 1,39.EPS yang besar menunjukkan kemampuan perusahaan yang lebih besar dalam
menghasilkan keuntungan bersih dari setiap lembar saham. Oleh karena itu, nilai yang paling
menguntungkan untuk perusahaan Starbucks adalah dengan memilih Boom karena nilai Boom
merupakan nilai paling tertinggi diantara semua (​Recession​ dan ​Normal)​ , yaitu 1,39.