(BQ) Part 2 book "Global marketing" has contents: Product and brand decisions, pricing decisions, global marketing channels and physical distribution, strategic elements of competitive advantage, leading, organizing, and controlling the global marketing effort, the digital revolution and the global e marketplace,.and other contents. | 10/18/07 3:18 AM Page 292 Global Market Entry Strategies: Licensing, Investment, and Strategic Alliances 9 F rom modest beginnings in Seattle’s Pike Street Market, Starbucks Corporation has become a global marketing phenomenon. Today, Starbucks is the world’s leading specialty coffee retailer, with 2006 sales of $ billion. Starbucks’ founder and chairman, Howard Schultz, and his management team have used a variety of market entry approaches—including direct ownership as well as licensing and franchising—to create an empire of more than 12,000 coffee cafés in 35 countries. In addition, Schultz has licensed the Starbucks brand name to marketers of noncoffee products, such as ice cream. The company is also diversifying into movies and recorded music. However, coffee remains Starbucks’ core business; to reach its ambitious goal of 40,000 shops worldwide, Starbucks is expanding aggressively in key countries. For example, at the end of 2006, Starbucks had 67 branches in 21 German cities; that number is expected to reach 100 by the end of 2007. Starbucks had set a higher growth target for Germany; those plans had to be revised, however, after a joint venture with retailer Karstadt-Quelle was dissolved. Now Starbucks intends to pursue further expansion independently. Despite competition from local chains such as Café Einstein, Cornelius Everke, the head of Starbucks’ German operations, says, “We see the potential of several hundred coffee shops in Germany.” Starbucks’ relentless pursuit of new market opportunities in Germany and other countries illustrates the fact that most firms face a broad range of strategy alternatives. In the last chapter, we examined exporting and importing as one way to exploit global market opportunities. However, for Starbucks and other companies whose business models include a service component or store experience, exporting (in the conventional sense) is not the best way to “go .
