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| 论文编号： | 11198 | |
| 作者编号： | 2320170352 | |
| 上传时间： | 2019/12/9 10:09:03 | |
| 中文题目： | 星巴克中国数字创新发展战略研究 | |
| 英文题目： | Study on Starbucks China''s Development Strategy of Digital Innovation | |
| 指导老师： | 胡望斌 | |
| 中文关键字： | 咖啡零售;数字创新;战略;星巴克 | |
| 英文关键字： | coffee retail industry; digital innovation; strategy; Starbucks | |
| 中文摘要： | 星巴克是全球最大的连锁咖啡零售企业，进入中国市场20年来不断扩张，旗下全资子公司星巴克中国负责运营中国内地160个城市的4000多家直营门店，占据了50%以上的中国现磨咖啡市场份额。通过二十年的经营，星巴克中国成为了星巴克继美国本土之后的第二大市场，成为了这个全球最大的咖啡连锁公司的重要增长引擎。 随着数字时代的来临，技术革新给传统企业造成了巨大冲击，餐饮零售企业也不例外。星巴克中国也在这种背景下，遇到了基于互联网思维创新发展的竞争对手——瑞幸咖啡。星巴克一直秉承顾客至上的原则，但数字时代的顾客，其思维方式、生活习惯每时每刻都在随着互联网的发展而改变。面对科技、市场的深刻变化，星巴克中国必须不断加快数字创新的脚步，继续保持和扩大竞争优势。 基于以上背景，本文以星巴克中国的数字创新为研究对象，首先运用PEST分析法和波特五力分析法对企业的外部战略环境进行分析及运用VRIO框架对企业内部资源和能力进行分析，得出企业数字创新的机会和威胁，优势和劣势。然后结合SWOT分析、波特价值链分析和安索夫矩阵对企业数字创新发展战略做出了选择，制定出2020～2022财年企业的数字创新发展战略，并提出了具体实施方案和保障措施，为企业的数字化转型提供了战略支持，也为其他零售企业提供了创新借鉴。 | |
| 英文摘要： | As the largest coffee house chain in the world, Starbucks witnessed the establishment of over 4,000 stores in 160 cities operated by wholly-owned subsidiaries in China, a continuous and consistent expansion that captured over 50% active coffee shop market shares over the past two decades. The effort during this period has made China Starbucks’ second-largest market after America and a strong growth driver for the world's largest coffee chain retailer. However, with the endowment of the digital era, technological innovation has generated a predominate impact on food retailers and traditional enterprises alike. Starbucks has been challenged by Luckin Coffee, a late coming competitor in China that emerged with internet-oriented innovative ideas. Although Starbuck keeps delivering a customer-first service, customers themselves are experiencing constant changes in ways of thinking and living as they are ushering into the digital era. In the face of the fundamental changes in technologies and marketing patterns, Starbucks China must catch up with the trend of digital innovation to maintain and expand its competitive edge. This article selects the digital innovation of Starbucks China as the objective of the study. It will use PEST analysis and Porter’s Five Forces analysis as the tools to review the strategic environment for the enterprise before the breakdown analysis of Starbucks’ internal resources and capacities with the VRIO framework, to identify opportunities and advantages vis-à-vis threats and disadvantages. This article will then adopt SWOT analysis, Porter's Value Chain analysis and Ansoff Matrix to propose strategic options for Starbucks’ digital innovation and draw up a mid-term digital innovation strategy stretching form FY 2020 to 2022 along with specific action plans for implementations and effects. This article aims to provide strategic support for not only Starbucks’ digital transformation but also serve as a reference for other retailers alike. | |
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