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Business Canvas Model on Starbucks. including immunity to change competing commitments

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Pat Cotter [MBA]
Pat Cotter [MBA]

Presentation on starbucks utilizing the adapted Business Canvas model. Also includes a slide on competing commitments from the immunity to change.

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Business Canvas Model on Starbucks. including immunity to change competing commitments
Current State Current Assumption To be the leading retailer and brand of coffee in each or our target markets by selling the finest q products, and by providing each customer a unique Starbucks Experienc Key Partners Key Activities Value Proposition Customer Relationships Practice Practice Practice Coffee Bean Growers franchise partners Community Coffee is our core business Product innovation Acquit ion strategy expanding the markets segments to include breakfast and lunch Balancing profit social conscience Practice new markets, India, china, Asia pacific respecting and reflecting regional 2m mobile users: ease of use shareholders Business Partners tea leaf growers intuitional food service companies Assumption that they are all fair-trade producers ethically sourced actions taken by 3rd parties Teavana brand development Our commitment to creating shareholder value through the lens of humanity is truly a cornerstone of star bucks global strength Assumption everyone keeps drinking the ever popular demand expanding market portfolio DIY star bucks Assumption ppl want to drink SB at home digitally connected Global No adverse health issues with drinking coffee M+A expanding global presence favorable economy Key Resources Cost Structure Channels Practice 200k partners incl employees Practice Tax compliance Tax Avoidance Coffee Bean price Practice Social and digital media Loyalty and card program mobile tech 54m FB fans 3m twitter 14.6 loyalty cards 7M mobile users various mix of license and owned company across the globe Assumption Employee engagements Assumption The weather does not disrupt supply Socio/Economic condition in 3rd world is fine non unionized maintain employee benefits employee freedom of image crop disease natural disasters Maintain profit margins Assumption maintain being a company with a conscious Vertically integrated from seed to cup Assumption IT enabled free wifi in store distribute quickly via there own supply chain
Critical Analysis 3 Major Ambers Customer Relationships Key Resources Revenue Stream 3 Minor Red
Future State Educate the customers into the effects of the coffee and cream etc. R+D to reduce fat content or caffeine Over the past 3 or 4 years, McD, dunking have a renewed interest, however brand image and quality is maintaining the customer loyalty Low risk, stock doubled, competitive package Added Assumptions and practices
Tested Assumptions Team Decision to Change from Amber to Green upon review of new assumptions and practices
Business Canvas Model on Starbucks. including immunity to change competing commitments

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Business Canvas Model on Starbucks. including immunity to change competing commitments

  • 2. Current State Current Assumption To be the leading retailer and brand of coffee in each or our target markets by selling the finest q products, and by providing each customer a unique Starbucks Experienc Key Partners Key Activities Value Proposition Customer Relationships Practice Practice Practice Coffee Bean Growers franchise partners Community Coffee is our core business Product innovation Acquit ion strategy expanding the markets segments to include breakfast and lunch Balancing profit social conscience Practice new markets, India, china, Asia pacific respecting and reflecting regional 2m mobile users: ease of use shareholders Business Partners tea leaf growers intuitional food service companies Assumption that they are all fair-trade producers ethically sourced actions taken by 3rd parties Teavana brand development Our commitment to creating shareholder value through the lens of humanity is truly a cornerstone of star bucks global strength Assumption everyone keeps drinking the ever popular demand expanding market portfolio DIY star bucks Assumption ppl want to drink SB at home digitally connected Global No adverse health issues with drinking coffee M+A expanding global presence favorable economy Key Resources Cost Structure Channels Practice 200k partners incl employees Practice Tax compliance Tax Avoidance Coffee Bean price Practice Social and digital media Loyalty and card program mobile tech 54m FB fans 3m twitter 14.6 loyalty cards 7M mobile users various mix of license and owned company across the globe Assumption Employee engagements Assumption The weather does not disrupt supply Socio/Economic condition in 3rd world is fine non unionized maintain employee benefits employee freedom of image crop disease natural disasters Maintain profit margins Assumption maintain being a company with a conscious Vertically integrated from seed to cup Assumption IT enabled free wifi in store distribute quickly via there own supply chain
  • 3. Critical Analysis 3 Major Ambers Customer Relationships Key Resources Revenue Stream 3 Minor Red
  • 4. Future State Educate the customers into the effects of the coffee and cream etc. R+D to reduce fat content or caffeine Over the past 3 or 4 years, McD, dunking have a renewed interest, however brand image and quality is maintaining the customer loyalty Low risk, stock doubled, competitive package Added Assumptions and practices
  • 5. Tested Assumptions Team Decision to Change from Amber to Green upon review of new assumptions and practices