留学生作业：星巴克企业策略及组织文化的结果分析

留学生作业：星巴克企业策略及组织文化的结果分析 Results analysis

结果分析

1.1 H1: the relation between organizational culture and corporate strategy is integrated and complex, not simply vertical or lined.

Through theoretical studies on organizational culture and corporate strategy, the author summarizes their relations by using the following pictures.

1.1 H1：组织文化与企业战略之间的关系是综合和复杂的，不是简单的垂直或成荫。

From figure 1, there is an indirect relation existing between organizational culture and corporate strategy. Conveying by the corporate structure, organizational culture may bring impacts on strategic planning, strategic management and strategic control.

From picture 2, it can be found that the organizational culture directly influences the strategic vision, which decides what kind of corporate strategy the company would select.

Different from picture 1 and 2, this picture reflects the relation between them from the perspective of

organizational culture. From picture 3, strategies influence organizational culture through job content and the resource allocation. Short range profit seeking strategy or poor strategy would lead to stagnant organizational culture and then brings with poor financial performance. It is a vicious circle of culture formation. Companies such as Cannon and Sony develop vitalized cultures because of aggressive new product development. It is because of their vitalized culture that they continuously produce and implement aggressive new product-market strategies. The initiation of excellent new strategies requires a vigorous culture (initiatives of young car designer at Honda). When a company falls in stagnancy, it is difficult for it to initiate a new strategy to change the culture (difficulty to change culture within). In addition, different strategies will generate different cultures and culture values differ from one industry to another.

1.2 H2: different types of culture or strategies will result in different strategies or culture types. And there must be certain culture that can create wise

strategy anytime and anywhere.

1.2 H2：不同类型的文化或战略将导致不同的战略或文化类型。要有一定的文化，可以随时随地创建明智的策略。

1.3 H3: in Starbucks, high customer loyalty comes from unique organizational culture which actually plays a role of corporate strategy

1.3.1 questionnaire results——organizational culture factors promote customer loyalty

H3：在星巴克，高客户忠诚度来自于独特的组织文化，这实际上起到了企业战略的作用

1.3.1问卷调查结果 - 组织文化因素提升客户忠诚度

For the purpose of examining the retailer brand penetration and store loyalty, author obtained the purchase information through gathering the investigated customers’ receipts in Starbucks. In this dissertation, these purchase information was mainly from 100 consumers’ shopping receipts in Starbucks from Feb to June which exceed 20 weeks accumulated. The results of the purchase information from the gathered receipts are as follows:

1) Among these 100 customers, all of them once purchased the products of Starbucks. In other words, all of the

investigated customers have at least purchased the products of Starbucks.

2) Though all of them have once purchased the products of Starbucks, the frequency of their repeated purchase behaviours varies from person to person during the 20 weeks.

3) In detail, in the investigated 20 weeks, the purchasing frequency of each customer is as the table shows. However, allowing for the large number of the investigated customers (100) as well as the limitations of the paper, only 25 of them were listed. Despite collecting the receipts from those 100 customers, the author also conducted interviews with them in person so as to know about their attitudes towards these stores.

1.3.2 Theoretical study results——Starbucks's organizational culture

理论研究成果 - 星巴克的组织文化

在上一节中，介绍公司的文化至少包括以下内容：经营理念或原则，价值观，精神，道德，团队，企业形象和法规。更深层次的内容将在第二章中详细阐释。本节将简要介绍星巴克的组织文化，从这些方面：经营理念：以高度总是强调

咖啡质量作为合作伙伴尊重和尊严对待员工;保持人类与客户的连接，改变欢迎第三处商店为满足朋友和家人，享受一个安静的时刻独自一本书，或者干脆找一个熟悉的地方，一个新的城市，积极采取CSR（企业社会责任），慷慨回报股东。As introduced in above section, a company's culture at least includes the following content: business philosophy or principles, values, spirit, ethics, team, corporate image and regulations. Deeper content will be explicated in Chapter Two in detail. This section will briefly introduce Starbucks's organizational culture from these aspects: Business philosophy: to highly and always emphasize coffee quality; to treat employees as partners with respect and dignity; to keep human connection with customers; to change the store to be a welcoming third place for meeting friends and family, enjoying a quiet moment alone with a book or simply finding a familiar place in a new city; to take CSR (corporate social responsibility) actively; to reward shareholders generously. Corporate spirits: to inspire and nurture the human spirit—one person, one cup and one neighborhood at a time. Core values: the product Starbucks selling is not "coffee" but

"experience"; the store is not a place selling drinks but a third place to relax; employees are not workers but partners of the company; the company is not independent but a good neighbor within the community. Corporate image: during recent decades, the company has been honored of various awards. It has a high public reputation in the coffee drinking industry. Among 2011 Business Weekly top 100 brands in the worlds, Starbucks ranked the 88th place but considered as the biggest winner, because its brand value rapidly raised by 38% when the value of many other famous global brands decreased largely. In February of 2003, Starbucks ranked NO. 9 among Fortune top 10 companies with most respect in America. It was also one of the “Best Places to Work for LGBT Equality” (2009‐2010), awarded by the Human Rights Campaign. Ethics: CSR report is made and opened every year; business ethics and compliance report is also listed on the governmental website. Behavior standards: the Board of Directors has adopted governance principles, committee charters and policies to lead Starbucks governance practices. Currently, this company' s board has 11 directors, a substantial

majority of whom meet all of the independence requirements of NASDAQ and the U.S. Securities and Exchange Commission.

1.3.3 Theoretical study results——Starbucks's corporate strategy

理论研究成果 - 星巴克的企业战略

According to Three Strategies to Rapidly Grow (2001), with a view to realize quick growth, the company could adopt three kinds of strategies: better—make its comparative advantages the best；duplication –duplicate traditional business model in the new markets；segment –focused on special business unit，see Global Management (July). From a small store selling coffee beans to one of the most valuable brand, Starbucks applied all of them in its development history.

根据三大战略快速增长（2001年），以便实现快速增长，公司可以采取3种策略：更好地使自身的比较优势最好的重复重复传统的商业模式在新的市场;段 - 专注于特殊业务单元，看到全球管理（7月）。从一个小商店，卖咖啡豆最有价值的品牌之一，星巴克适用于所有的人都在其发展历史。

First of all, it is about better strategy. Strict quality control of products and service can be