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Academic Related Post 6BU020+Assessment+Brief++202425 June 9, 2025 Individual Assignment Rubrics V1 (1) June 9, 2025 Individual Case Assignment Brief V11 (1) June 9, 2025 Individual Assignment Rubrics V1 (1) June 9, 2025 Year	Module	Assessment Number	Assessment Type
S-24	6BE005- Strategic Business	A1	Individual Written Case Study

Analysing the Strategic Decision-Making Process of Starbucks India

Module Leader: Alistair Sale

Module Lecturer:

Submitted by:

Student Id:

Word count: 3282

Acknowledgement

In the crafting of this paper, I extend my sincere appreciation to Herald College Kathmandu and our esteemed Partner University, the University of Wolverhampton, for providing us with the platform and resources necessary to undertake this academic endeavour.

My gratitude deeply extends to Mr., my Module Lecturer, whose insightful lectures, constructive feedback, and encouragement have played a significant role in shaping the content and direction of this assignment.

I am also grateful to my Module Leader, Alistair Sale, whose guidance, expertise, and continuous support have been invaluable throughout the process of conceptualising and executing this assignment within the framework of Strategic Business.

Furthermore, I would like to acknowledge my peers and classmates for their collaborative efforts, constructive discussions, and shared insights, which have enriched my learning experience and contributed to the quality of this writing.

Executive Summary

The paper examines Starbucks India’s strategic decision-making process concerning the Indian coffee industry. The study focuses on the internal and external variables that affect Starbucks India’s business strategy and strategic decisions. Multiple frameworks are evaluated to analyse the internal and external environmental factors influencing Starbucks India’s strategic choices. The following part of the paper examines several frameworks to shed light on Starbucks India’s positioning, competitive advantage, and growth plans.

The paper also examines the impact of strategic decisions on Starbucks India’s business strategy, highlighting the interdependence between internal capabilities and external forces. Starbucks India leverages its strengths to capitalise on market opportunities while mitigating threats through focused differentiation and market development strategies.

The study concludes with practical suggestions for improving Starbucks India’s strategy that would promote competitive resilience and sustained growth in the dynamic coffee industry. This paper also provides a core analysis of Starbucks India’s strategic decision-making process, highlighting the company’s prowess to adapt and operate strategically to achieve market leadership.

Contents

Introduction to Starbucks India ……………………………………………………………………………………..1 Chapter 1 | Internal Environment Analysis……………………………………………………………………..2 1.1 The McKinsey 7S Model………………………………………………………………………………………..2 1.2 McKinsey 7S Model Versus Other Internal Frameworks…………………………………………4 Chapter 2 | External Analysis…………………………………………………………………………………………5 2.1 Porter’s Five Forces Analysis ……………………………………………………………………………….5 2.2 Porter’s Five Forces Analysis Versus PESTLE Analysis………………………………………..7 Chapter 3 | Strategic Decision-Making……………………………………………………………………………8 3.1 Bowman’s Strategic Clock…………………………………………………………………………………….8 3.1.1 Bowman’s Strategic Clock of Starbucks India …………………………………………………8 3.2.Porter’s Generic Strategies………………………………………………………………………………..9 3.2.1 Porter’s Generic Strategies of Starbucks India………………………………………………..9 3.3 The Ansoff Matrix………………………………………………………………………………………………..10 3.3.1 The Ansoff Matrix of Starbucks India …………………………………………………………….10 Chapter 4 | Strategic Decision-Making Impact………………………………………………………………12 4.1 Internal Environment Impact ……………………………………………………………………………….12 4.2 External Environment Impact………………………………………………………………………………12 4.3 Comparison of Internal and External Environment Impact …………………………………..13 Chapter 5 | Evaluating the Effectiveness of Starbucks India’s Business Strategy …………14 5.1 Focused Differentiation……………………………………………………………………………………….14 5.2 Differentiation Strategy ……………………………………………………………………………………….15 5.3 Market Development……………………………………………………………………………………………15 Recommendation…………………………………………………………………………………………………………17 Conclusion…………………………………………………………………………………………………………………..17 References…………………………………………………………………………………………………………………..18 Appendices………………………………………………………………………………………………………………….25

Introduction to Starbucks India

Established in 1971 next to Seattle’s Pike Place Market, Starbucks has expanded to become the largest coffee shop chain in the world, with 32,660 locations worldwide by 2020 (Starbucks, 2020). With a 50:50 joint venture with Tata Global Beverages and the brand name ‘Starbucks – A Tata Alliance,’ it made its entry into India in 2011. Starbucks India focuses on offering high-quality coffee beverages, snacks, and a refined ambience, emphasizing ethical sourcing, unique customer experiences, and social responsibility (Fischer, 2019).

Figure: Number of Starbucks locations in India from FY 2013 to 2023.

Starbucks saw steady growth in outlets, reaching 333 in FY2023 (Statista, 2023). Sales surged by 71% to $130.72 million in FY 2022-23, driven by new outlets and rising demand for quality beverages in Indian metro cities (Appendix 2). In FY2022-23, sales were $76.49 million with a net profit of $131 million showcasing the company’s revenue capacity, profitability, and financial stability (Starbucks, 2022).

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Chapter 1 | Internal Environment Analysis

Internal analysis is vital in strategic management, assessing an organisation’s resources and processes to identify strengths and weaknesses (Meesala, 2015). Starbucks India utilises the McKinsey 7S Model to examine its internal environment, identifying strengths and areas for improvement.

1.1 The McKinsey 7S Model

Developed by McKinsey & Company, the McKinsey 7S Model assesses important internal elements that are crucial to the success of any firm. It consists of seven related parts: Staff, Shared Values, Skills, Style, Systems, Structure, and Strategy (Channon, 2015). By aligning these elements, organisations drive success and achieve strategic goals.

Here is how Starbucks India applies the McKinsey 7S model in its internal analysis.

Strategy: Starbucks India aims to expand its market presence while upholding its premium brand image through strategic store openings in high-traffic areas nationwide, ensuring accessibility and consistent quality (Mishra, 2015). Embracing India’s culinary diversity, Starbucks introduces locally inspired menu items like ‘Masala Chai Tea’ and ‘Tandoori Paneer Wraps’ alongside global coffee blends. Products like the ‘Chai Latte’ demonstrate Starbucks India’s dedication to local tastes with a unique twist (Starbucks, 2024).

Structure: Starbucks India’s functional organisational structure comprises divisions for operations, marketing, human resources, and finance, enabling efficient coordination and support across the company. Regional managers oversee clusters of stores within specific geographical areas, ensuring consistency in operations and brand standards. This structure facilitates swift adaptation to regional market dynamics while maintaining a cohesive organisational strategy. Effective communication channels between regional and corporate offices enable prompt decision-making and resource allocation, enhancing

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Starbucks India’s ability to deliver exceptional customer experiences and sustain its competitive edge in the Indian market.

System: Starbucks India has built a robust infrastructure for efficient operations and enhanced customer experiences. Key components include Point of Sale (POS) systems for quick orders, advanced inventory management for real-time stock tracking, and Customer Relationship Management (CRM) systems for personalised interactions and loyalty rewards (Mishra, 2015). Integrating these systems has boosted operational efficiency and strengthened customer engagement, aiding Starbucks India’s position in the competitive coffee market.

Shared Values: Starbucks India prioritises social responsibility, sustainability, and community engagement. It supports Fair Trade-certified farms, ensures fair wages for coffee farmers, and promotes sustainable practices. The company also reduces environmental impact through waste reduction programs. Additionally, Starbucks India partners with local organisations to aid causes like education and environmental conservation, positively impacting communities. Furthermore, in partnership with The Starbucks Foundation and Trust for Retailers & Retail Associates of India, Starbucks India will empower underserved young women with vocational skills training for careers in the F&B retail industries, expanding opportunities across multiple cities by 2024 (Starbucks, 2024).

Skills: Investing in employee training is crucial for delivering high-quality service at Starbucks India. Baristas undergo comprehensive programs covering coffee brewing, customer service, and cultural sensitivity. Through Starbucks Experience workshops, shop managers and committed professionals provide new staff with introductory training covering the company’s history and social responsibilities (Starbucks, 2024). In addition to hands-on training guided by learning coaches in each store, there’s also on-demand instructor-led training. This allows trainers to record classes, securely share them and provides a consistent learning experience for every employee across stores. This

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approach guarantees high-quality training for every employee, strengthening Starbucks India’s success and loyalty initiatives (Panopto, 2018).

Style: Starbucks India’s Leadership Style emphasises collaboration, empowerment, and open communication, fostering a valued work environment. Store managers actively involve teams in ongoing improvement, promoting inclusivity (Morais, et al., 2014). Employee engagement surveys consistently show high satisfaction and empowerment among over 4,300 employees. Open communication and idea sharing further enhance the positive workplace culture, contributing to success in the competitive coffee industry. Furthermore, by 2028, Tata Starbucks intends to have 1,000 locations and employees in India, doubling its market share (Starbucks Corporation, 2024).

Staff: Tata Starbucks values work-life balance for staff effectiveness, offering a five-day workweek and flexible terms for all roles, supporting students, working mothers, and homemakers. Employees can switch between part-time and full-time roles to manage personal and professional commitments, with shift limits. Additionally, Tata Starbucks focuses on physical and mental wellness, providing annual health check-ups, insurance coverage under ESIC or Group Medical Insurance and launching a counselling helpline called iCall for employees and their families in collaboration with Tata Institute of Social Sciences (Starbucks Corporation, 2018).

1.2 McKinsey 7S Model Versus Other Internal Frameworks

While the McKinsey 7S Model offers an in-depth comprehension of internal dynamics, it might not be as detailed as other frameworks like SWOT Analysis. Building on SWOT, TOWS Analysis provides strategic choices specific to Starbucks India’s circumstances, however, it might not go as deeply as the 7S Model into internal dynamics. Combining the 7S Model with SWOT or TOWS can provide a holistic understanding, considering both internal and external factors for strategic decision-making.

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Chapter 2 | External Analysis

Analysing the external environment is crucial for businesses to grasp market dynamics, anticipate trends, identify threats, and seize opportunities (Indeed, 2023). To increase competitiveness in dynamic markets, tools like Porter’s Five Forces and PESTLE analysis are used to systematically evaluate a variety of aspects. This process facilitates informed decision-making and adaptive strategy (Buye, 2021).

2.1 Porter’s Five Forces Analysis

Porter’s Five Forces is a strategic framework that assesses industry competitiveness by analysing five forces: threat of new entrants, buyer and supplier power, threat of substitutes, and rivalry among competitors (Porter, 1979). For Starbucks India, this framework fits its strategy in the competitive coffee industry, highlighting challenges and opportunities.

Here’s how Starbucks India has applied Porter’s Five Forces:

Threat of New Entrants – Moderate

The threat of new competitors is minimal for Starbucks India. Even though the coffee market is very saturated, there are still prospects for new entrants due to the rise of café culture and rising customer desire for speciality coffee experiences. Despite this, its global brand equity and substantial investments act as entry barriers (Madan, 2014). For instance, in 2023, Starbucks announced an additional $100 million investment in India operating 1,000 by 2028 or one new store opening every three days., highlighting its commitment and deterring potential entrants (Starbucks Corporation, 2024).

Bargaining Power of Buyers – Moderate

Customers have a moderate amount of bargaining leverage. Customers have several options to choose like Nescafe, Lavazza, Costa Coffee and so on. But Starbucks India has set itself apart by providing superior coffee, creative drinks, and a distinctive café experience. Through its loyalty programs like ‘My Starbucks Rewards’ and customer engagement initiatives, Starbucks has built strong relationships with its customers (Faster Capital , 2023). As of 2023, Starbucks reported over 3.5 million active members in its

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Indian loyalty program, reducing the bargaining power of buyers and ensuring repeat business despite competition (Starbucks Coffee Company, 2023).

Bargaining Power of Suppliers – Low to Moderate

Starbucks India has low to moderate bargaining strength with its suppliers. It employs strategic sourcing practices and cultivates direct relationships with coffee growers to ensure a stable supply chain. Furthermore, it maintains equitable partnerships through initiatives like the Coffee and Farmer Equity (C.A.F.E.) program, ensuring fair trade and certified coffee sourcing (Starbucks, 2024). This commitment not only safeguards supplier relationships but also diminishes the likelihood of suppliers becoming direct competitors through forward vertical integration, further solidifying Starbucks’ position in the market (Rezende, 2017).

Threat of Substitutes – Low to Moderate

Starbucks India has a low to moderate threat from competitors. Despite alternatives like tea and soft drinks, Starbucks distinguishes itself with unique coffee blends, innovative drinks, and an inviting ambience. Additionally, Starbucks constantly updates its menu, adding new items, seasonal favourites like Pumpkin Spice Latte, and customised selections catered to regional preferences (Starbucks Stories, 2023). In 2022, Starbucks introduced ‘Teavana’ in India, leveraging consumer trends towards healthier options and expanding its product range to counter substitutes effectively (Hindustan Times, 2017).

Rivalry Among Existing Competitors – High

Starbucks India faces off against a lot of competition from both domestic and foreign coffee shops, including Costa Coffee and Café Coffee Day. Despite this, its strategic expansion and premium positioning maintain market leadership (Kalra, 2023). As of 2023, Starbucks operated over 250 stores in India, surpassing competitors in both scale and brand presence. Additionally, the company continually invests in marketing campaigns and promotional activities to stay ahead of its competitors (Geereddy, n.d.).

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2.2 Porter’s Five Forces Analysis Versus PESTLE Analysis

Porter’s Five Forces analysis offers a focused examination of competitive dynamics within the coffee industry, enabling Starbucks India to identify and address specific threats like supplier bargaining power and the risk of new entrants. However, its narrow scope may overlook broader external factors. Conversely, PESTLE Analysis considers a wider array of influences but can lack specificity. For Starbucks India, Porter’s Five Forces effectively targets competitive pressures, aiding in strategic planning, while PESTLE analysis offers a more comprehensive view. Integrating both frameworks ensures a balanced understanding, allowing Starbucks India to navigate its external environment more effectively.

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Chapter 3 | Strategic Decision-Making

The decisions and activities a firm makes to meet its objectives and maintain a competitive edge in its sector are referred to as its strategic decision-making (Elbanna, 2006). It guides employment and resource allocation, with frameworks commonly employed for strategic analysis and formulation in management.

3.1 Bowman’s Strategic Clock

Based on perceived additional value and pricing, Bowman’s Strategic Clock identifies 8 competing positions. It considers the balance between competitive pricing and valuable features to meet customer expectations (Bowman & Faulkner, 1997).

3.1.1 Bowman’s Strategic Clock of Starbucks India

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Position 5: Focused Differentiation (high price, high perceived added value) With a premium strategy, Starbucks India primarily adheres to Position 5 on Bowman’s Strategic Clock. It offers high-quality coffee blends, speciality beverages, and a sophisticated ambience at premium prices. This strategy targets affluent customers seeking a premium coffee experience, aligning with Starbucks’ global brand positioning as a premium coffeehouse chain.

3.2.Porter’s Generic Strategies

Porter’s Generic Strategies are fundamental concepts in strategic management that outline three generic strategies: Cost Leadership, Differentiation and Focus for achieving a competitive advantage within an industry (Porter, 1979).

3.2.1 Porter’s Generic Strategies of Starbucks India

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Differentiation Strategy

Starbucks India primarily follows a differentiation strategy. The brand sets itself apart from its rivals by providing an extensive selection of premium coffee blends that are sourced globally. In addition to offering unique drinks, its coffee shops provide an elegant and welcoming atmosphere. Starbucks India stands apart in the industry by offering a distinctive and high-end experience, drawing consumers who prioritise atmosphere and quality above affordability.

Focus Strategy

Starbucks India uses aspects of a differentiation emphasis approach in addition to serving a wide range of customers. By customising its experiences and offers to suit client interests, the firm caters to niche markets like urban professionals and coffee enthusiasts.

3.3 The Ansoff Matrix

The Ansoff Matrix is a strategic tool for determining growth strategies, including market penetration, market development, new product development, and diversification (Ansoff, 1957).

3.3.1 The Ansoff Matrix of Starbucks India

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Market Development

Starbucks India is pursuing a Market Development strategy, aiming to open 1000 new stores in tier 2 and tier 3 cities by 2028, expanding its reach to previously untapped areas. Additionally, it plans to enhance accessibility by extending delivery services to suburban and rural regions. Following the success of the Starbucks Reserve Fort Mumbai in 2022, Starbucks India will launch a second Starbucks Reserve store in 2024

(Starbucks Corporation, 2024). This strategic move aligns with Starbucks India’s commitment to elevating the coffee experience across the country.

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Chapter 4 | Strategic Decision-Making Impact

4.1 Internal Environment Impact

The collaboration between Starbucks and TATA in India has significantly impacted the internal environment in several ways. It has streamlined business operations by leveraging TATA’s local expertise and resources, leading to smoother functioning of Starbucks stores nationwide. The time taken to transport coffee beans from source to Starbucks stores was reduced by 15%, leading to cost savings and better inventory management which highlights the positive impact of TATA’s logistical expertise on Starbucks’ internal operations (Vogue India, 2022).

The internal environment of Starbucks India significantly influences its strategic decision making. It has demonstrated financial stability by continuously allocating resources towards growth projects and creative marketing efforts. As seen by its 30% increase in sales for FY2023, the company is financially sound and capable of supporting strategic goals. Additionally, the company’s focus on staff training, allocating over 5% of its budget, ensures excellent employee satisfaction (Tan, 2023). Furthermore, its advanced technology, including the digital loyalty program and mobile ordering app, creates tailored customer experiences, boosting consumer engagement. This internal environment provides strategic decisions with a strong basis, allowing the organisation to capitalise on its strengths for growth and goal achievement (Jenkins, 2023).

4.2 External Environment Impact

The external environment strongly influences Starbucks India’s strategy, driven by a 9.22% annual growth rate in coffee demand (Statista, 2023). For example, the success of Starbucks Reserve Fort Mumbai showcases the company’s responsiveness to evolving consumer preferences. Starbucks India is constantly pushed to innovate and differentiate its offerings due to fierce rivalry from both domestic and international coffee shops (Vogue India, 2022). The introduction of Starbucks Reserve stores, featuring unique coffee blends, highlights Starbucks India’s strategy to stand out in a competitive market. External factors like government regulations and economic changes affect the company’s

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expansion and pricing strategies. Fluctuations in raw material costs and currency rates impact Starbucks India’s profitability. Overall, the external environment shapes Starbucks India’s strategic decisions, influencing its market position and competitive approach.

4.3 Comparison of Internal and External Environment Impact

Both internal and external environments significantly influence Starbucks India’s strategy, with the external environment often playing a more pronounced role. For instance, entering new markets faces hurdles like regulatory barriers, cultural disparities, and economic conditions. A notable example is Starbucks India’s entry into tier 2 and tier 3 cities, which necessitates careful consideration of local preferences, infrastructure, and competition. The COVID-19 pandemic emphasised Starbucks’ vulnerability to external forces, leading to rapid adaptations such as prioritising drive thru and delivery services to meet changing consumer needs and comply with regulations (Jenkins, 2023). This crisis underscored Starbucks’ vulnerability to external forces beyond its control. Trade conflicts and geopolitical unrest might sabotage global supply chains, therefore affecting Starbucks’ operations.

In conclusion, while Starbucks’ internal environment is stable, external factors have a greater impact. By addressing external challenges and leveraging internal strengths, Starbucks can maintain resilience and competitive advantage in the coffee industry.

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Chapter 5 | Evaluating the Effectiveness of Starbucks India’s Business Strategy

Starbucks India, a leading coffee industry player, has deployed strategies to fortify its position in the Indian market. This assessment will evaluate the success of three key strategies using the SAF (Suitability, Acceptability, and Feasibility) criteria.

5.1 Focused Differentiation

Suitability: Starbucks India’s adoption of a Focused Differentiation strategy, characterised by high price and high perceived added value, is well-suited to the Indian market. This approach aligns with the country’s growing coffee culture and demand for premium experiences. With Starbucks India recording a net profit of USD 131 million in FY 2022-23, a 25% rise from the prior year, the strategy proves effective in meeting the market’s desire for quality coffee experiences (Starbucks, 2022).

Acceptability: Starbucks India’s Focused Differentiation strategy is widely embraced by consumers, as seen in its growing market share and high customer retention rates. Holding a 33% market share in the premium coffee segment and maintaining a 75% customer retention rate, Starbucks India’s unique offerings consistently attract and retain customers seeking premium coffee experiences (TATA Consumer Products, 2022).

Feasibility: While implementing a Focused Differentiation strategy requires substantial investment in product quality, branding, and customer service, Starbucks India has demonstrated feasibility through its financial performance and operational capabilities. With a profit margin of 12% in 2022 and an accelerated store expansion rate of 15%, Starbucks India has effectively managed costs while delivering high-value experiences to customers, indicating the feasibility of the strategy (Starbucks, 2022).

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5.2 Differentiation Strategy

Suitability: Starbucks India is focused on providing distinctive and differentiating goods and services. With a 10% increase in market share in 2022 and a profit growth rate of 18% over the same period, Starbucks India’s differentiation strategy effectively captures consumer preferences for premium coffee experiences, indicating suitability in meeting market demand (Starbucks, 2022).

Acceptability: Starbucks India’s Differentiation Strategy has been highly accepted by consumers, as evidenced by its customer satisfaction ratings of 85% (TATA Consumer Products, 2022). The strategy’s success in enhancing brand loyalty and customer engagement underscores its acceptability among the target market, contributing to Starbucks India’s sustained growth and profitability.

Feasibility: Implementing a Differentiation Strategy requires significant investment in product innovation, branding, and customer service. However, Starbucks India’s strong financial performance and operational capabilities make this strategy feasible. In 2022, they reduced acquisition costs by 20% and grew customer lifetime value by 30%, showing effective cost management and differentiation (TATA Consumer Products, 2022).

5.3 Market Development

Suitability: Market Development aligns with Starbucks India’s growth objectives and the untapped potential in emerging markets. With 100 new store openings in tier 2 and tier 3 cities in 2023, Starbucks India achieved revenue growth of 20% from these regions, indicating suitability in tapping into new market segments and geographic areas

(Starbucks Corporation, 2024).

Acceptability: Starbucks India’s market development efforts have been well-received, with customer acquisition rates of 15% in tier 2 and tier 3 cities (Reuters, 2024). The strategy’s success in penetrating new markets and expanding its customer base underscores its acceptability among consumers, contributing to Starbucks India’s accelerated growth and market share expansion.

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Feasibility: Expanding into new markets is challenging, but Starbucks India has a strong infrastructure. In 2023, they managed to reduce store expansion costs by 10% and increased market penetration by 25%, effectively managing expenses while expanding, showcasing the strategy’s feasibility (Press Trust of India, 2024).

In summary, Starbucks India’s strategies meet SAF criteria, leading to market distinction, customer loyalty, and revenue growth while managing costs and entering new markets.

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Recommendation

Product Diversification as a Strategic Move

Expanding its offerings in addition to coffee will help Starbucks India draw in more customers and increase revenue. This strategy, exemplified by Dunkin’ (formerly Dunkin’ Donuts), led to significant financial growth for the company, with revenue increasing from $860.5 million in 2017 to $1.3 billion in 2018 (Macrotrends, 2024). By diversifying its products, Starbucks India can cater to diverse consumer preferences, increase customer traffic, and improve financial performance.

Conclusion

In conclusion, Starbucks India’s strategic path shows an in-depth examination of its internal and external environments, which guides its strategic decisions. With the use of frameworks like Porter’s Five Forces and the McKinsey 7S Model, the organisation has successfully navigated obstacles and seized opportunities to implement a successful business plan. The differentiation strategy, market development, and concentrated differentiation tactics have significantly influenced its growth trajectory. It is recommended that Starbucks India pursue product variety as a strategic step going ahead to further strengthen its market position and maintain its success.

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[Accessed 01 February 2024].

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[Accessed 17 December 2023].

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05/INTEGRATED%20ANNUAL%20REPORT%202022-23.pdf

[Accessed 28 January 2024].

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[Accessed 01 February 2024].

24

Appendices

Appendix 1 – Number of Starbucks stores worldwide

(Starbucks, 2020)

25

Appendix 2 – Starbucks India Revenue from FY2017- FY2023

(Starbucks, 2022).

26

Appendix 3 – Coffee market’s revenue in India

(Statista, 2023)

27

Appendix 4 – SWOT Analysis of Starbucks India

(The Business Model Analyst, n.d.)

28

Appendix 5 – PESTLE Analysis of Starbucks India

(MindTools, 2023)

29

Appendix 6 – Brand Value of Starbucks

(Brand Finance, 2022)

30

Appendix 7 – Porter’s Value Chain Analysis of Starbucks India

(Reuters, 2024)

31