Starbucks Organizational Strategy

Organizational strategy is the creation, implementation and evaluation of decisions within the whole enterprise that enables it to achieve it long-term objectives, and these actions make up a strategic plan of the company. In principles of management, organizational strategy refers to that manager make the planning and decision, which is overall, long-term, programmatic objectives. These planning and decision in order to be adapted to changes in the future environment and the sustainable and steady development of production and operation. Organizational strategy is to illustrate how to achieve the goals of the organization and overall planning of the mission, but also to put forward a detailed action plan for starting. The excellent strategy

The first one as a starting point for the outside in perspective is that the company must adapt to the market. That means the company has to be deep analysis for their own products and competing products and to accurately judge the consumer’s demand. It is beneficial to ensure the product distinctive advantages and its unique status in customers’ mind, finally to convey this conception to the target customers. Several years ago, there was coffee war that erupted between Starbucks and Dunkin’ Donuts. Starbucks positioned themselves as a provider of high-end café beverages. Their tactical position wasn’t based on price, because they were more focus on the quality of their products and the experience of itself. On the contrary, Dunkin’ Donuts staked out their own strategic position based on price, also targeting a different market segment with a different value proposition. It can be seen that is necessary to consider for every enterprise. How to make the right strategic position analysis and to choose the fit strategy has been a provoking thought for every

This model has four elements. The first is prospector, the company who are belonging to the prospector always handling a transparent product on a broad market and looking for new opportunities, try to research and innovations to develop constantly to keep pace with all the changes and to stay on their market. The company internal will focus on flexibility and dynamism. So prospector organizations solve the administrative problem by being decentralized; they will encourage collaboration among different departments and units. As an example of the effects of functional expertise in an international context, Maranjo-Gil explored the influence of sophisticated information systems on strategic performance among hospitals in Spain. It can be indicated that performance was enhanced primarily through sophisticated information systems’ role in implementing the prospector strategy. The second is defender, they have the opposite situation of the prospector because the narrow product of marketing. It is an emphasis on stability and retention. They may be to implement changes only if they cannot avoid it. As for this kind of company, the price is