Starbucks is one of the best consumer experience-led brands. While certain consumers believe it is a great coffee, in some blind taste tests, Their coffee has finished middle of the pack. Starbucks builds everything around the consumer experience. The brand views itself as being in the “moments” business. The brand stresses the importance of the culture with its staff and uses service values to deliver incredible guest experiences. Employees wear their green aprons with pride.
Starbucks had tremendous success in growing its brand in the 1980s and 1990s. By 2003, people viewed Starbucks as one of the most modern beloved brands in the marketplace. They had earned a very healthy position, so it began looking for new opportunities to grow beyond coffee. As Starbucks defined the brand as an “escape,” it naturally looked for other areas where consumers escaped.
Starbucks took their eye off the ball
For consumers, Starbucks offers the perfect moment of escape between home and work. To spark pleasant moments, they offer a unique combination of Italian coffee names, European pastries, relaxed and friendly staff, comfortable leather seats, and indie music. Overall, they creates a warm atmosphere, all in support of a fabulous experience. The experience the brand creates makes the coffee taste great.
In 2003, their brand ego got a bit of control. Starbucks created its own music recording company, won eight Grammys, then launched a movie, and started a partnership with William Morris to scout for music, books, and films. Starbucks even opened an “entertainment” office in Los Angeles.
Within five years, Starbucks had lost focus of who it was. These new businesses had become a significant distraction; their core coffee brand suffered dramatically. Without the inspired leadership on coffee, sales plummeted, and the stock price had fallen from $37 to $7.83. The company had to cut 18,000 jobs and close 977 stores. The Starbucks brand was in a complete free fall. Would it be yet another trendy brand to fade off into the sunset?
Starbucks desperately needed to refocus
The company exited the entertainment business and rebuilt everything back to the coffee ritual. It closed each store location for an entire day to retrain every barista—a symbol of what is most important to consumer experience of the brand. Starbucks created sandwiches, snacks, and pastries around the coffee routine to gain more share of requirements and stretch the coffee routine into lunch and dinner. All these efforts were designed to rekindle the consumer experience.
The strategic thinking allowed Starbucks to complete its turnaround plan
1. Set a vision of what you want
Starbucks wished to become a cherished favorite moment of the day. The question for Starbucks was how to build smartly around the consumer experience to drive significant growth in same-store sales.
2. Invest resources in a strategic program
They needed to regain its strong bond with consumers, to refocus on the consumer experience and build the brand through its culture-led essence, supported by a phenomenal team of employees. Starbucks wanted to bring this culture to the forefront of the consumer experience.
3. Focus on an identified opportunity
In 2008, Starbucks refocused to shift the coffee ritual beyond mornings. It wanted to build an all-day gathering place. The company broadened the portfolio around coffee by adding desserts, snacks, and sandwiches. They saw an opportunity in its under-utilized retail locations, which remained relatively empty after 11 a.m. The company wanted the broader portfolio to boost lunch and dinner sales, and earn a higher share of the consumer’s wallet and higher same-store sales.
4. Leverage a breakthrough market impact
Starbucks closed every store for a day to refocus on its service, then built a broader portfolio around coffee. The company successfully reconnected with most loyal Starbucks fans. It was able to turn the morning coffee routine into an all-day life ritual, allowing them to focus on becoming a consumer experience brand, and a gathering place to savor moments with friends and colleagues.
5. Performance result that pays back
No longer seen as a destination just for morning coffee, but rather an escape at any point in the day, they saw double-digit growth for five straight years. Meanwhile, the stock price increased 10-fold over that period.
The Starbucks Brand Plan
If you took the strategic thinking model and began to outline a brand plan for Starbucks, these would be the core elements:
Build a cherished meeting place to gather as a favorite moment in consumers’ day.
Increase same-store sales and earn a higher share of requirements among Starbucks loyalists.
- How do we build an overall consumer experience beyond coffee?
- How do we drive significant growth in same-store sales?
- Rebuild the consumer experience by training all Starbucks baristas to emphasize how our people make the difference to bring brand lovers back to Starbucks.
- Enhance the Starbucks experience at lunch with innovative sandwiches and snacks, to reinforce the quality difference at Starbucks to successfully enter the lunchtime market.
Focus staff on creating amazing consumer experiences. Retrain all baristas. Launch exotic, refreshing coffee choices, light lunch menu, increase dessert offerings. Create shareable experiences to motivate brand lovers to influence others.
Learn how brand leaders should think, define, plan, execute and analyze
- You will find strategic thinking models and examples for each of the four strategic thinking methods, looking at core strength, competitive, consumer, and situational strategies.
- To define the brand, I will provide a tool for writing a brand positioning statement as well as a consumer profile and a consumer benefits ladder. I have created lists of potential functional and emotional benefits to kickstart your thinking on brand positioning. We explore the step-by-step process to come up with your brand idea and bring it all together with a tool for writing the ideal brand concept.
- For brand plans, I provide formats for a long-range brand strategy roadmap and the annual brand plan with definitions for each planning element. From there, I show how to build a brand execution plan that includes the creative brief, innovation process, and sales plan. I provide tools for how to create a brand calendar, and specific project plans.
- To grow your brand, I show how to make smart decisions on marketing execution around creative advertising and media choices. When it comes time for the analytics,
- I provide all the analytical tools you need to write a deep-dive business review, looking at the marketplace, consumer, channels, competitors and the brand. Write everything so that it is easy to follow and implement for your brand.