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Starbucks Corp tactical strategic

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Starbucks

Tactical & Strategic Report

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Starbucks

Tactical & Strategic Report

© Published by The DataGroup Stiftung, Vaduz, Liechtenstein. Copyright © by DataGroup Stiftung. All rights reserved. No part of the contents of this document/database may be reproduced for third party distribution or transmitted to third parties in any form or by any means without the written permission of the publisher. DataGroup publications are available worldwide only through authorized distributors.

The publishers make no representation, express or implied, with regard to the accuracy of the information contained in this publication and database and cannot accept any legal responsibility for any errors or omissions.

All trademarks are recognized. The name Starbucks, et al, © Logo / ™ are the property of the companies concerned and are used as only an identifier and as Fair Comment as allowed in United States copyright law and the decisions of the European Court. Microsoft, Word, Excel, Access, Windows, and associated logos and identifiers are trademarks of Microsoft Corporation. The copyright and trademarks of the U.S. Government Printing Office, Bureau of the Census, U.S. Department of Commerce, U.S. Office of Management and Budget, U.S. General Accounting Office, NTIS & other U.S. Government Departments & Agencies are recognized. The copyright and trademarks of all publishers and producers of ancillary documentation and software are recognized.

ISBN / EAN 769998013048 Printed in the USA & European Union 769998013048

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Starbucks

Tactical & Strategic Report

Substantial interest, recent commentary and overall performance speculation persuaded

DataGroup Analysts to publish the new edition of the Tactical & Strategic Report on

Starbucks - now complete updated. The new Edition of the report represents a complete re-

evaluation, re-assessment and re-formulation of the last edition. The results are extensive, far

reaching and essential research for all those searching for highly sophisticated Tactical &

Strategic information on Starbucks.

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About the publishers

For over 40 years DataGroup and their associated companies have been collecting information on Companies and their Staff, their Products and Markets, their Suppliers and Materials Consumed, their Bankers and Financiers, their Customers and Clients, their Competitors and Industry sectors.

The collection of data from all available sources has made DataGroup by far the largest repository of commercial information in the world. DataGroup databases are more extensive than any other commercial or government held databases.

In 1979 DataGroup produced the world's first entirely computer generated Tactical and Strategic Company Report and its scope and contents was instantly acknowledged as being a vital and unparalleled tool for all managers interested in a Tactical and Strategic appraisal of a target company - be that their own company, an acquisition target or a competitor.

Between 1979 and 1987 DataGroup supplied these reports only to established clients. The main reason being that the DataGroup computers were fully utilized in supplying the demand from existing clients and there was insufficient capacity to enable the reports to be sold more widely. In 1987, because substantial new computer hardware came on-stream, DataGroup was able to offer the Tactical and Strategic Company Reports on a general basis. Between January 1987 and December 1993 DataGroup distributors had supplied more than 30,000 Tactical and Strategic Company Reports to their clients. The reports were quickly recognized as being the most important development in corporate planning for very many years. Since 1993 the distribution of DataGroup reports has been strictly controlled and is no longer available to the general public. These documents and their associated databases are supplied via distributors to their own approved client base.

The fact is that DataGroup Tactical and Strategic Company Reports are unique and there is no other comparable publication available.

The DataGroup Tactical & Strategic Report is the most extensive available from any source in the world. The report is designed to give readers a highly detailed insight into Starbucks by providing a comprehensive range of data, beginning with historic financial results through to a series of long-term forecasts on the company's future performance. The report includes data on Starbucks markets, performance, competitive position and full results from surveys of Company customer base, suppliers and other contacts.

A DataGroup Tactical & Strategic Report can probably tell you more about a Company, its Markets and Customers, its Suppliers and Industry Sector, than can its Chairman or indeed the whole Board of Directors.

Whatever your interest in Starbucks, whether as competitor or analyst, shareholder or investor, customer or client, you will not find a more comprehensive, authoritative and compelling report.

The Tactical & Strategic Report on Starbucks covers all the items, topics and issues listed in the report description. The report consists of the report and database on DVD, plus printed manuals.

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Contents

Foreword & Overview iii

1: The Current Analysis of Starbucks 1.1

2: The Tactical Analysis of Starbucks 2.1

3: The Strategic Analysis of Starbucks 3.1

4: The Survey Analysis of Starbucks 4.1

5: Market Research: Starbucks 5.1

6: Business Planning: Starbucks 6.1

7: After-Sales Services: Report on Starbucks 7.1

8: Methodology: Starbucks Report 8.1

9: Notes: Report on Starbucks 9.1

The N°1 Source of Corporate Information

Since 1974

has provided

commercial

information to

corporate managers

and government

planners.

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Basis of the Report

This DataGroup report is designed to

provide a complete tactical and strategic

appraisal of Starbucks, together with all

necessary background market research

and business planning.

The format and content of the reports

are similar to that produced by many major

strategic Management Consultants - the

only difference being that when one

commissions a management consultancy

firm to undertake such a study, the cost is

usually $50,000-$200,000 whereas DataGroup reports are available for only a fraction of that cost.

The reason for the vast difference in cost is due to the fact that these reports are produced

entirely by computer, whereas a normal management consultant's report would have been

manually produced and thus the labour content (which is the major cost factor) is greater. In

addition none of the management consultancy firms have access to the very large databases held

by DataGroup and they therefore have to purchase or research the base data needed for their

reports.

As DataGroup reports are produced by computer the analysis contained in these reports is

uniform and accurate and the objectivity of the conclusions is greater than that of a manually

produced study where one has to rely on individual consultants, their (frequently subjective)

opinions and their abilities.

For these reasons we believe that DataGroup reports are a more reliable, accurate and

effective product than is the usual management consultant's report.

Clearly, readers may encounter difficulties with the interpretation of the data or analysis and

therefore DataGroup provide an After-Sales Service whereby readers can obtain additional data

and if required, can hold a Seminar (at the Client's offices) on the reports. Furthermore, an

unlimited client hotline is available whereby clients can consult with company, market and industry

specialists.

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Forward

Tactical & Strategic Report

Starbucks

The contents, data classes and data sets found in The Tactical & Strategic Report on

Starbucks are shown here. This identifies all the main data classes; however it represents the

minimum database configuration. Individual databases on Starbucks will contain

supplemental data. Editions are updated at least monthly. The current edition comprises of

over 9,000 pages, 20,000 spreadsheets, 20,000 database tables, 500 diagrams & maps.

Contents change for each edition. This database is updated monthly and monthly updates are

available.

The Tactical & Strategic Report on Starbucks has the following coverage:-

Report Contents:- The report has three main constituent parts, the Corporate data, the

Market Research data, and the Business Planning tools. In addition there is a host of

reference information provided.

Corporate Coverage:- The report covers the main Subsidiaries, Divisions & Geographic

Market areas of Starbucks.

Product Coverage:- The report covers the major Product Groups and Product Areas of

Starbucks.

Market Coverage:- The report covers up to thirty Market Areas, Product and Market

Sectors for Starbucks. In addition a World Market Research database is given for Starbucks.

Geographic:- The report covers the Company’s home markets plus fourteen other

important national markets within the trade cell. Also covered are the Regions or States

within each country.

Time Series:- The Report covers both Historic and Forecast data. The Historic data covers

the previous 3-9 years and the Forecast data is presented in two time series, being: a

Medium-Term forecast for the next 7 years, and a Long-Range projection for the period up

to 2028 and beyond.

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Overview

The printed volumes are instruction manuals which indicate the essential elements of the

Tactical & Strategic Report on Starbucks in relation to the attached DVD. Version 16 (and

later) of this publication contains substantially more data than in previous versions or editions

and thus the quantity and complexity of the data makes it is virtually impossible to produce an

easily usable hardcopy printout, as this would run into many tens of thousands of printed

pages. Therefore, to assist users, these manual describe how to extract from the DVD

databases the specific information required, and then print a hardcopy document if required.

The current edition comprises of over 9,000 web pages, 20,000 spreadsheets, 20,000 database

tables, 500 diagrams and maps. Contents change for each edition. The database is updated

monthly.

The Current Analysis of Starbucks Volume 1

The CURRENT ANALYSIS is designed to provide the normal type of financial data plus

additional financial & operating data.

The Products & Markets most critical to Starbucks in the Medium and Long Term.

BASIC COMPANY DATA

FINANCIAL DATA: 90 pages of Financial + Accounts Data.

OPERATIONAL DATA: Operating Finances, Margins + Costs.

THE MARKET: The Total Market by Country, by State or Region, by Year 1997 to the current year.. Market

coverage is designed to encompass not only the existing markets for Starbucks products, but also areas of market

expansion, product segmentation, parallel markets, et al. By the same token the data excludes those market areas

or sectors which are unavailable to Starbucks for whatever technical or commercial reasons.

MARKET CONSUMPTION: 90-100 pages of Market Consumption & Market Trend figures are given by

EACH COUNTRY, STATE, REGION by EACH INDUSTRY, PRODUCT Group and/or MARKET Sector by

YEAR to the last year of filed accounts..

PRODUCT PROFILES: Product Profiles for Each product by country by year to the last year of filed accounts..

PRODUCT MARKETING: Sales & Selling; Distribution + Handling; Advertising; After-Sales; Marketing

MARKETING: Sales & Selling Costs; Distribution + Handling Costs; Advertising Costs; After-Sales Costs;

Total Marketing Costs.

CUSTOMERS + SUPPLIERS + INDUSTRY by Regions, Cities & Towns.

PRODUCT INDUSTRIES: New Technology, Production, Process Investments; P&E in Use; P&E Investments.

PRODUCT INDUSTRY FINANCES: Profits/ Total Assets; Profit/ Sales; Sales/ Total Assets; Profit/ Capital

Employed; Sales/ Employee; Capital Employed/ Employee; Profit/ Employee; Remuneration/ Employee; Sales/

Payroll; Sales/ Stock; Current Ratio; Credit periods.

INDUSTRY: Technology + Process Investments; P & E in Use + Investments.

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The Tactical Analysis of Starbucks Volume 2

The TACTICAL ANALYSIS undertakes an appraisal of Starbucks which is used to evaluate

and forecast short term tactical issues & factors; plus highly detailed forecasts on the

Company's sales, financial, operational & marketing performance during the next 7-14 years.

A DETAILED FORECAST: Turnover, Profitability,

Productivity, Market Shares, Awareness + Perceptions,

Rating, Sales, Advertising, Products, Competence,

Quality, Pricing, Competitors, Performance, Superiority,

Service, Customer Base, Costs, Margin, Distribution.

FINANCIAL FORECAST: 90 pages of Financial +

Accounts Data.

OPERATIONAL FORECAST: Operating Finances,

Margins + Costs.

THE INDUSTRY Figures given by EACH COUNTRY,

STATE, REGION by YEAR. Structure: Concentration:

Immediate Customer Base Profile: Employment: Cost

Structure: Inventory Structure: Capital Expenditure

Structure: Industry Finances.

MARKETING FORECASTS: Marketing + Competitive

Forecast & Analysis.

SHORT TERM STRATEGY + TACTICS: Product Markets, Product Conclusions, Product & Market Price,

Segmentation, Quality, Availability, Performance Variances, Technological & Technical Factors, Service,

Product Fragmentation, Distribution, Customer Factors, Psychographics, Market Stretching, Merchandising,

Pricing, Selling, Marketing Back-up, Market-places, Customer Base, Distribution, Market Routes, Distribution

Logistics, Control Systems, Distribution, Handling Costs, Advertising + Sales Promotion, End User Targets, End

User Factors, End User Sectors, Joint Ventures, Short Term Investment.

COMPETITIVE ANALYSIS: The comparison of the Strengths and Weaknesses of Starbucks and its major

competitors in the Trade Cell. The forecasted performance of Starbucks is a function of the Company's strengths

and weaknesses in relation to that of its Competitors.

TACTICAL ANALYSIS: The tactical analysis is designed to review, analyze and isolate certain critical tactical

questions which indicate the short term prospects for Starbucks.

SHORT TERM TACTICAL ISSUES: An analysis of the Company's short term tactical issues and relative

performance in the Market-Place.

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The Strategic Analysis of Starbucks Volume 3

The STRATEGIC ANALYSIS is intended to give an extremely far reaching strategic analysis

of Starbucks and thereby explore the medium and long term problems and opportunities for

Starbucks. This provides a vital input to Corporate Planning and Development.

MEDIUM + LONG TERM STRATEGIC CONSIDERATIONS: Long Term Market & Product Forecast,

Consumption Forecast, Long Range Forecast for Products, Product Growth, Factors for Profitability.

MARKET ENVIRONMENT: Growth, Structure, Service, Customers.

THE PRODUCT: Life Cycles, Market

Share, Product Quality, Product range,

Profitability, Pricing, Service Quality,

New Products.

COMPETITION: Market Share,

Profitability, Competition, Market.

THE INDUSTRY: Industry Growth,

Costs, Capacity, Productivity, Labour,

Unionization, Capital Structure,

Investment, Margins, Integration,

Marketing costs, Process,

Distribution, Market Penetration.

MEDIUM + LONG TERM

STRATEGIES: Build, Hold or

Harvest

MEDIUM + LONG TERM CHECKLIST: Profitability, Productivity, Market Shares, Customers, Sales

Promotion, Product Availability, Competence, Products, Quality, Pricing, Competitors, Performance, Service,

Customer Base, Costs & Margins, Distribution Channels, Forecast of Financial + Operating Data.

MEDIUM + LONG TERM CHECKLIST is a working plan or document for the critical factors which influence

Starbucks in strategic terms. The data is given as a matrix by Subsidiary, Division, Unit or Market sector.

CRITICAL LONG RANGE FORECASTS - Long Term Market & Product Forecast - Overall Market Forecast

for the Industry - Long Range Country / Trade Cell Forecasts - Long Term Product Growth

THE LONG-TERM MARKETS The Market section consists of a LONG-TERM MARKET CONSUMPTION

forecast giving data for each year up to 2028. Market Consumption & Market Trend figures are given:- by each

Country/ State / Region by each Product Group and/or MARKET by YEAR UP TO 2028

LONG-TERM PRODUCT PROFILES Figures are given by each Country / State or Region by each Product and

by Year to 2028. Market data for each Product or Market Sector in a matrix for all the countries or states in the

Long-Term.

LONG-RANGE PRODUCT SUMMARY Figures are given by EACH Country / State or Region by each

Product. The PRODUCT SUMMARY will give a forecast for each Product or Market Sector in the Long-Term.

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The Survey Analysis of Starbucks Volume 4

The IMAGE + SURVEY ANALYSIS give a tabular & graphic analysis of the prevalent

image of Starbucks in terms of customers, distribution channels & competitors. Overall

National Surveys are provided as a point of comparison.

IMAGE + CUSTOMER SURVEYS: The Company can greatly benefit from knowing what their customers

think and how the company might improve products or services.

PERFORMANCE: Credibility, Customer Confidence, Reputation, Staff Efficiency & Performance, Integrity,

Truth + Honesty, Written + Verbal Communications, Customer service - Handling - Complaints - Problems,

Comprehension + Awareness of Product, Customer Response + Information, Promotion, Advertising,

Documentation, Contracts. Current & Forecast Data.

STATUS, STANDING, COMPETITIVENESS: Operations, Manpower, Costs, Margins, Products, Managers,

Corporate, Distribution, Customers, Marketing, Competition, Reputation, Promotion, Competence. Current &

Forecast Data.

THE SURVEYS Over 600 vital questions answered in these surveys. Analysis isolates the person behind the

purchase decisions (at various levels) and analyses the situation before, during and after the purchase.

END USERS + CONSUMERS: Figures by EACH Country, Company, Division by each CONSUMER

Question.

BUYERS: Figures for Buyers by EACH Country, Company, Division by each BUYER Question.

CONSUMER OR BUYER LEVEL: The Buyer Profile is a matrix by YEAR & by AGE Group (7 ranges) by

Social Class (6 ranges) by Geographic Location. Current & Forecast Data.

DISTRIBUTION CHANNELS: for EACH Country, Company, Division by each DISTRIBUTION Question.

INDUSTRY PERFORMANCE: Analyses of a large number of questions on the specific Performance of the

Companies within the Industry.

NATIONAL SURVEYS: National Surveys are given to enable one to compare and evaluate the Company's

survey results with the National averages and norms. National Surveys can also be regarded as being the

Competitive averages for each National market - thus one can see the relative performance of Starbucks in the

market-place. In competitive markets, Image and Customer Surveys on the competitors isolate and identify

problem areas for the competitors and thereby identify opportunities for Starbucks. National Surveys cover all

the topics mentioned above for Starbucks Image Surveys.

STARBUCKS COMPANY SURVEYS:

The information in this section is based on the

results of surveys and similar research amongst the

Customers, Branch Networks & Distribution

Channels, Buyers and Suppliers of Starbucks. The

data is given relative to the Subsidiary, Division,

Unit or Market sectors.

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The Market Research: Starbucks

The MARKET RESEARCH report on Starbucks is intended to give a comprehensive and

widespread analysis of the markets in which Starbucks operates and may operate in the future.

STARBUCKS WORLD REPORT

Chapters Pages Volumes

Diagrams, Maps

& Illustrations

Spreadsheets

& Databases

59 c. 2,000

DVD,

Memory Stick &

printed volume

c. 500 c. 10,000

INTRODUCTION: STARBUCKS WORLD REPORT

This is an entry level product which provides users with commercial intelligence on Starbucks markets and

industries in 205 countries. The report analyses the world markets for Starbucks from a basic point of reference,

namely the base country of the reader. It is for this reason that reports are generated for each base country. The

report is formatted to give both a narrative description of the various matters covered as well as provide readers

with the ability to directly use the Chapters (via Microsoft Word or compatible word processors) to produce their

own reports and documentation. Experienced users will be able to use the spreadsheet and databases to generate

highly detailed narrative reports, charts and graphics - as well as sophisticated business and commercial forecasts

and models. The databases are provided in both Excel spreadsheets and Access database. Explanatory notes are

provided as word processor documents or in PDF formats.

As an entry level product the narrative is necessarily illustrative in its terminology and seeks to provide a basic

degree of business logic and theory which indicates the rational applied in the forecasting and modelling

methodology.

The Starbucks databases provided are specifically designed to provide users with a uniform and consistent

numeric measure of both (normally) quantifiable values as well as conceptual factors which are (usually) only

capable of qualification. Experienced users will know how to apply forecasting and modelling software to the

numeric data provided to generate highly detailed and discrete business planning models. The databases

provided in this report can be used directly with databases on other product, markets and industries in other

countries. The databases are specifically designed to be trans-national, currency neutral, inflation and purchasing

parity adjusted, product parity and product equivalent adjusted, opportunity cost adjusted, and numerically

compatible; they all can be linked or merged programmatically in business planning models to provide multi-

national and multi-level analysis.

Before using the data provided please read the Database Introduction as well as the Notes and Definitions links

found in each Chapter. There are subtle statistical nuances to some of the spreadsheets and databases which will

help the user to fine-tune their models & forecasts to obtain maximum effect and greater accuracy. The database

flow chart & database description should be consulted when applying statistical and modelling software.

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Business Planning for Starbucks

This business planning utilities provide users with the tools to produce a detailed Business

Plan or Proposal which is based on specific commercial intelligence for the product market

and industry in the countries and/or urban areas concerned. It is able to produce four levels of

business planning and support documentation for Starbucks.

Summary

An Executive Summary which can be used as a Business Plan for a Board or committee budgeting presentation

in a corporate situation, or as a Business Proposal when seeking to attract investment from banks, venture

capitalists or other parties in entrepreneurial situations. This is a printed document (for which a template is

provided) and it is completed by the user. View the Summary document as a web page to get an overall idea of

the format and then open it with Word (as a document) and complete the information necessary.

Market Research

Documents which are designed to produce a range of function based and operational delineated plans for middle

or operational managers.

This information is produced for internal consumption by managers and can be viewed on the company intranet

or can be produced as printed manuals for which boilerplates (which are designed to be edited as necessary by

the user) are provided.

The documents are also intended to be edited and refined by managers in order to produce detailed tactical and

operational plans.

These chapters are also found as Word documents in the DOC folder and they can be edited or modified as

necessary to provide customized reports.

Mirror ‘.htm’ files are also provided to allow users to produce a customized intranet site if required.

Base Data

The base data, reference materials and resources provided are designed to be used (and customized) in order to

produce further business planning and logic. This includes the following:-

1. Market Research

2. Forecast Scenarios

3. Spreadsheet data (.xls)

4. Databases (.mdb)

5. Base data for long term forecasting and modelling.

6. Web files (.htm) which can be edited or modified by the user.

7. Word files which are boilerplates which can be edited or modified by the user.

8. Manuals which can be edited or modified by the user.

9. Reference data

10. Toolkit

Business Plan Modules

This is an optional Add-in module.

Details of these modules can be found on the website.

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The Current Analysis

Starbucks

Volume 1

The CURRENT ANALYSIS of Starbucks is designed to provide the normal type of financial

data plus additional financial & operating data which is not normally available from published

accounts.

The report provides coverage of all the Major Products & Markets (supplied and serviced by

Starbucks) which are perceived to be the most important areas for the Company in the

Medium and Long Term. The Current Analysis TABLE OF CONTENTS VOLUME 1

BASIC DATA ON STARBUCKS

FINANCIAL DATA: 90 pages of Financial + Accounts Data.

OPERATIONAL DATA: Operating Finances, Margins + Costs.

THE MARKET: The Total Market by Country, by State or Region, by Year to the last year of filed accounts..

MARKET CONSUMPTION: 90-100 pages of Market Consumption & Market Trend figures are given by

EACH COUNTRY, STATE, REGION by EACH INDUSTRY, PRODUCT Group and/or MARKET Sector by

YEAR to the last year of filed accounts..

PRODUCT PROFILES: Product Profiles for Each product by country by year to the last year of filed accounts..

Market coverage is designed to encompass not only the existing markets for Starbucks products, but also areas of

market expansion, product segmentation, parallel markets, et al. By the same token the data excludes those

market areas or sectors which are unavailable to the Company for whatever technical or commercial reasons.

PRODUCT MARKETING: Sales & Selling; Distribution + Handling; Advertising; After-Sales; Marketing.

MARKETING: Sales & Selling Costs; Distribution + Handling Costs; Advertising Costs; After-Sales Costs;

Total Marketing Costs.

CUSTOMERS + SUPPLIERS + INDUSTRY: by Regions, Cities & Towns.

PRODUCT INDUSTRIES: New Technology, Production, Process Investments; P&E in Use; P&E Investments.

PRODUCT INDUSTRY FINANCES: Profits/ Total Assets; Profit/ Sales; Sales/ Total Assets; Profit/ Capital

Employed; Sales/ Employee; Capital Employed/ Employee; Profit/ Employee; Remuneration/ Employee; Sales/

Payroll; Sales/ Stock; Current Ratio; Credit periods.

INDUSTRY: Technology + Process Investments; P & E in Use + Investments.

One main benefit is derived from the data given in respect of information gained from the Customers,

Distribution Network and Suppliers of Starbucks. This research provides much insight into the Company and is

invaluable if the reader is seeking to forecast the future of the Company, rather than just analyse the past.

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VOLUME 1.1 INTRODUCTION

VOLUME 1.2 STARBUCKS BASIC DATA

KEY PERSONNEL: Chief Executive, Sales Director, Marketing Director, Export Director, Marketing Manager,

Export Manager, Technical Director, Technical Manager, Chairman & other Directors.

Mainline product / service. Product / services provided. Bankers. Year established. Current employees. Issued

capital. Shareholders. Last published turnover. Subsidiaries. Associated companies. Companies represented.

Agencies. Physical processing locations. Capital investment. Advertising expenditure. Advertising media.

Advertising posture. Sales promotion activity. Method of selling. Distribution. Distribution network. Use of

distribution channels.

VOLUME 1.3 STARBUCKS HISTORIC FINANCIAL + OPERATIONAL DATA

Data (previous 3 to 5 years) for Starbucks:

Total Sales; Domestic Sales; Exports; Pre-tax Profit; Interest Paid; Non-trading Income; Operating Profit;

Depreciation; Trading Profit; Fixed Assets; Intangible Assets; Intermediate Assets; Total Fixed Assets; Stocks;

Debtors; Other Current Assets; Total Current Assets; Total Assets; Creditors; Short Term Loans; Other Current

Liabilities; Total Current Liabilities; Net Assets; Shareholders' Funds; Long Term Loans; Other Long Term

Liabilities; Capital Employed; Directors' Remunerations; Employees' Remunerations; Total Employees.

New Technology Expenditure; New Physical Process Technology Expenditure; Total Research & Development

Expenditure; Plant & Equipment in Use within the range 0-3 years; Plant & Equipment in Use within the range

3-6 years; Plant & Equipment in Use within the range 6-9 years; Plant & Equipment in Use over 9 years old;

Plant & Equipment Investment greater than Depreciation; Plant & Equipment Investment Less than

Depreciation; Capital Expenditure on Plant & Equipment; Capital Expenditure on Structures; Capital

Expenditure on other Items.

Return on Capital; Return on Assets; Return on Shareholders' Funds; Pre-tax Profit Margins; Operating Profit

Margin; Trading Profit Margin; Assets Utilization; Sales as a ratio of Fixed Assets; Stock Turnover; Credit

Period; Creditors' Ratio; Working Capital/Sales; Current Ratio; Quick Ratio; Borrowing Ratio; Equity Ratio;

Income Gearing; Total Debt as a ratio of Working Capital; Debt Gearing Ratio; Average Remuneration; Profit

per Employee; Sales per Employee; Remunerations/Sales; Fixed Assets per Employee; Capital Employed per

Employee; Total Assets per Employee; Exports/Sales; Materials/Energy Costs; Payroll Costs; Total Process

Costs; Sales Costs; Distribution & Handling Costs; Advertising Costs; After-Sales Costs; Total Marketing Costs;

Added Value.

Capacity Utilization as a measure of Standard Capacity; Relative output of Products of a Superior Quality as a %

of the Total; Product Pricing as a % of the Market Average; New Products as a % of the Total Output; Index of

Comparative Salesforce & Selling Expenditure; Index of Comparative Advertising Expenditure; Index of

Comparative General Promotional Expenditure; Wholesale Customers; End User Customers; OEM &

Commercial Customers; End User Customers; Governmental Customers; Non-Specific Customers.

VOLUME 1.4 THE MARKET ENVIRONMENT FOR STARBUCKS

There are four basic issues to investigate when considering the market environment for Starbucks.

1. Market Environment for Starbucks.

2. Market Growth (both short-term & medium term) by each Product & Market Area is fully analysed in

Volumes 2 & 3. The historic market data is presented in Volume 1.

3. The Market Structure for Starbucks products is very critical for profitability. The nature of the market,

the location of the Market-Place, the customer base and the supplier structure is fully covered in

Volumes 1, 2 & 3.

4.

Market/s Serviced is the term used to denote the function between the product/s and services offered by

Starbucks and the particular market sector the marketing effort reaches.

Further Market data is of course available as part of the After-Sales and Hot-Line Service.

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BASIS OF MARKET COVERAGE: The report provides coverage of all the Major Products and Markets

supplied and serviced by Starbucks. The reported Starbucks markets are those which are perceived to be the

most important area for the Company in the Medium and Long Term.

In that this report is conceived as a Tactical and Strategic document it is felt important to concentrate only on

those markets which represent the corner-stone of Company customer bases and not become involved in any

peripheral activities of Starbucks.

VOLUME 1.4.1 MARKET SUMMARY

The Market Summary section consists of a historic and forecast breakdown giving data for Company Domestic

Markets plus 14 other markets within the trade cell, for each year from 1997 to the current year..

COMPANY PRODUCT MARKET SUMMARY: Market Data & Financial figures are given:-

by EACH COUNTRY / STATE

by EACH PRODUCT Group

and/or MARKET Sector

by YEAR 1997 to the current year.

plus FINANCIAL data and forecasts

VOLUME 1.4.2 PRODUCT MARKET DATA

The Market section consists of a historic and forecast breakdown giving data for each year from 1997 to the

current year..

COMPANY PRODUCT MARKET CONSUMPTION:

Market Consumption and Market Trend figures are given:-

by EACH COUNTRY / STATE / REGION

by EACH PRODUCT Group

and/or MARKET Sector

by YEAR 1997 to the current year.

VOLUME 1.4.3 MARKET SECTORS

The Market Sector section consists of a historic and forecast breakdown giving data for Company Domestic

Markets plus 14 other markets within the trade cell, for each year from 1997 to the current year..

MARKET SECTORS: Market Sector figures are given:-

by EACH COUNTRY / STATE

by EACH MARKET Sector

by YEAR 1997 to the current year.

VOLUME 1.4.4 PRODUCT PROFILES

The Product Profile section consists of a historic and forecast breakdown giving data for each Product covered in

the report. Data is given for Company Domestic Markets plus 14 other markets within the trade cell.

COMPANY PRODUCT PROFILES:

Product Data & Financial figures are given:-

by EACH COUNTRY / STATE

by EACH PRODUCT Group

by YEAR 1997 to the current year.

plus FINANCIAL PRODUCT data & forecasts

PRODUCT DATA: Structure: Concentration: Immediate Customer Base Profile: Employment: Cost Structure:

Inventory Structure: Capital Expenditure Structure: Industry Finances.

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VOLUME 1.5.1 CUSTOMERS

Figures for Products are given:-

by EACH COUNTRY / STATE / REGION & CITY.

THE CUSTOMER BASE: This section provides a guide to the distribution of the End Users in each market. The

data given is primarily intended for use when planning sales and distribution coverage and for other promotional

activities; to allow the formulation of salesforce and distribution tactics whereby salesmen, distributors, service

and distribution depots, after-sales services, et cetera can be most effectively sited to ensure optimum coverage

of the customer base.

VOLUME 1.5.2 DISTRIBUTION

Figures for Products are given:-

by EACH COUNTRY / STATE / REGION & CITY.

COMPANY PRODUCT DISTRIBUTION: The Surveys of Suppliers and Distribution Channels reveal the

geographic distribution channels for products. In markets where the Distribution Channels are radically at

variance with the Distribution of the Customer Base, there are obviously logistic problems in the supply and

servicing of the customers; and this may represent an opportunity for companies entering that particular national

market to provide a superior service and thereby gain market share. It is thus possible to analyse the distribution

of the Customer Base (being the Market) and the distribution of the existing suppliers in order to evaluate

whether or not customers are receiving adequate service or product distribution.

KEY SERVICE CITIES: Within each of the countries covered there are certain Key Service Cities which are

vital to the distribution and servicing of the Product Market or Industry. The maps give these KEY SERVICE

CITIES which are ranked according to their relative importance in the base country concerned. Any company in

the market or wishing to enter the various national markets should consider the establishment of sales and

distribution in relation to these KEY SERVICE CITIES as they reflect the potential regional market logistics for

Products.

VOLUME 1.5.3 INDUSTRY EMPLOYMENT

Figures for Products are given:-

by EACH COUNTRY / STATE / REGION & CITY.

PRODUCT INDUSTRY & EMPLOYMENT: The maps in this section give the percentages of total employees

involved in the Product Industry in each of the regions or districts of the countries covered. The data given

covers manufacturing, production, marketing & distribution channel employees.

VOLUME 1.6.1 INDUSTRY FINANCIAL PERFORMANCE

Figures for Products are given:-

by EACH COUNTRY / STATE / REGION by YEAR.

PROFITS BEFORE TAX: Net profits including investment income receivable, excluding all deductions,

interest & expenses.

PROFITABILITY: Profit before tax as a % of total assets.

PROFIT MARGIN: Profit before tax as a percentage of sales.

RETURN ON CAPITAL: Profit before tax expressed as a percentage of capital employed.

LIQUIDITY: Current Ratio: current assets expressed as a ratio of current liabilities.

STOCK TURNOVER: Sales divided by stocks. The number of times stocks are turned over in a year.

CREDIT PERIOD: Debtors divided by sales, multiplied by 365. Average number of days taken before

accounts paid.

CURRENT LIABILITIES: Creditors, loans & bills payable, bank overdrafts, tax due & other current

liabilities.

SALES: Gross turnover including exports & inter-company sales.

TOTAL ASSETS: Fixed Assets at written down value, investments, current assets & an allocation for

goodwill.

CURRENT ASSETS: Debtors, cash, stocks at balance sheet evaluation, quoted investments & other current

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assets.

CAPITAL EMPLOYED: Total Assets less Current Liabilities.

CAPITAL USAGE: Sales expressed as a ratio of total assets.

SALES PER EMPLOYEE: Sales divided by the number of employees. Includes short-time staff & part-time

staff.

CAPITAL EMPLOYED PER EMPLOYEE: Capital employed divided by the number of employees.

PROFIT PER EMPLOYEE: Profit before tax divided by the number of employees.

AVERAGE REMUNERATION PER EMPLOYEE: Total employee remuneration divided by number of

employees.

SALES PER UNIT OF EMPLOYEE REMUNERATION: The ratio of sales to the wages bill.

CAPITAL EMPLOYED PER UNIT OF EMPLOYEE REMUNERATION: The ratio of capital employed to

Wages.

VOLUME 1.6.2 INDUSTRY PROCESSES

Figures for Products are given:-

by EACH COUNTRY / STATE / REGION by YEAR.

PRODUCT INDUSTRY STRUCTURE: New technology investments. New production & process investments.

Plant & equipment in use: less than 3 years. Plant & equipment in use: 3 - 6 years. Plant & equipment in use: 6 -

9 years. Plant & equipment in use: over 9 years. Plant & equipment investments: less than depreciation. Plant &

equipment investments: equal to depreciation. Plant & equipment investments: greater than depreciation.

NEW TECHNOLOGY INVESTMENT: The figures given represent investment in Research & Development

into New Technology, Product Technology (in terms of both Products & Services) and other applications of

Technology used in the Product industry. The term 'Technology' denotes Technology, Techniques,

Improvements, Substitutions and other factors applied to the Product or Services offered by the Product industry.

PRODUCTION TECHNOLOGY INVESTMENT: The term 'Production Technology' denotes Technologies,

Techniques, Processes, Automation, Mechanics, et cetera which are applied to the process, production or other

operations (manufacturing, marketing or distribution) of the Product industry.

INDUSTRY CONCENTRATION: The largest 4 companies; the largest 8 companies; the largest 20 companies;

the largest 50 companies

INDUSTRY IMMEDIATE CUSTOMER BASE PROFILE: Wholesale establishments; retail outlets;

manufacturers & OEM buyers; government; other immediate customers.

INDUSTRY EMPLOYMENT: Total average Employment.

INDUSTRY COST STRUCTURE: Payroll; materials; value added.

INVENTORY STRUCTURE: Total inventory; finished products; work in progress; materials.

INDUSTRY CAPITAL EXPENDITURE STRUCTURE: Total capital expenditure; plant & equipment;

buildings & structures: other expenditure.

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The Tactical Analysis

Starbucks

Volume 2

The TACTICAL ANALYSIS undertakes an appraisal of Starbucks which is used to evaluate

and forecast short term tactical issues & factors; plus highly detailed forecasts on the

Company's sales, financial, operational & marketing performance during the next 7 years.

The Tactical Analysis TABLE OF CONTENTS VOLUME 2

A DETAILED FORECAST

Turnover, Profitability, Productivity, Market Shares, Awareness + Perceptions, Rating, Sales, Advertising,

Products, Competence, Quality, Pricing, Competitors, Performance, Superiority, Service, Customer Base, Costs,

Margin, Distribution.

FINANCIAL FORECAST: 90 pages of Financial + Accounts Data.

OPERATIONAL FORECAST: Operating Finances, Margins + Costs.

The Financial & Operational Data forecasts given make the following assumptions:-

1. 1. Forecasts are based on an interaction of all external factors including:

a) Market Growth (Medium + Long Term),

b) Competitive Factors &

c) Industry Factors

2. Forecasts assume 'ceteris paribus' in terms of internal factors.

3. The forecast assumptions use Competitor databases to forecast changes in competitive situations which

will affect Starbucks.

THE INDUSTRY:

Figures given by EACH COUNTRY, STATE, REGION by YEAR. Structure: Concentration: Immediate

Customer Base Profile: Employment: Cost Structure: Inventory Structure: Capital Expenditure Structure:

Industry Finances.

MARKETING FORECASTS: Marketing + Competitive Forecast & Analysis.

SHORT TERM STRATEGY + TACTICS: Product Markets, Product Conclusions, Product & Market Price,

Segmentation, Quality, Availability, Performance Variances, Technological & Technical Factors, Service,

Product Fragmentation, Distribution, Customer Factors, Psychographics, Market Stretching, Merchandising,

Pricing, Selling, Marketing Back-up, Market-places, Customer Base, Distribution, Market Routes, Distribution

Logistics, Control Systems, Distribution, Handling Costs, Advertising + Sales Promotion, End User Targets, End

User Factors, End User Sectors, Joint Ventures, Short Term Investment.

COMPETITIVE ANALYSIS: The basis of the Competitive analysis is the comparison of Starbucks and the

competitors which exist in the major Trade Cell markets and industries in which the Company operates. The

comparison is made in terms of the Strengths and Weaknesses of Starbucks and its major competitors who

together account for 80% of the cumulative Market Share in the Trade Cell. The data is gained from research

into the Company's Customer and Distribution Channel Bases as well as those of the other major competitors in

each of the Trade Cell markets. The forecasted performance of Starbucks is a function of the Company's

strengths and weaknesses in relation to that of its Competitors.

TACTICAL ANALYSIS: The tactical analysis is designed to review, analyse and isolate certain critical tactical

questions which indicate the short term prospects for Starbucks. These issues are fundamental to the profitability

of Starbucks and will indicate the performance during the next six years.

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SHORT TERM TACTICAL ISSUES: A DATABASE analysis of various aspects of the Company's short term

tactical issues and relative performance in the Market-Place. The data is given as a matrix by Subsidiary,

Division, Unit or Market sector.

VOLUME 2.1 FINANCIAL + OPERATIONAL FORECAST FOR STARBUCKS

7-14 YEARS of Forecast Data for Starbucks:

Total Sales; Domestic Sales; Exports; Pre-tax Profit; Interest Paid; Non-trading Income; Operating Profit;

Depreciation; Trading Profit; Fixed Assets; Intangible Assets; Intermediate Assets; Total Fixed Assets; Stocks;

Debtors; Other Current Assets; Total Current Assets; Total Assets; Creditors; Short Term Loans; Other Current

Liabilities; Total Current Liabilities; Net Assets; Shareholders' Funds; Long Term Loans; Other Long Term

Liabilities; Capital Employed; Directors' Remunerations; Employees' Remunerations; Total Employees

New Technology Expenditure; New Physical Process Technology Expenditure; Total Research & Development

Expenditure; Plant & Equipment in Use in the range 0-3 years; Plant & Equipment in Use in the range 3-7 years;

Plant & Equipment in Use in the range 6-9 years; Plant & Equipment in Use: 9+ years old; Plant & Equipment

Investment greater than Depreciation; Plant & Equipment Investment Less than Depreciation; Capital

Expenditure on Plant & Equipment; Capital Expenditure on Structures; Capital Expenditure - other.

Return on Capital; Return on Assets; Return on Shareholders' Funds; Pre-tax Profit Margins; Operating Profit

Margin; Trading Profit Margin; Assets Utilization; Sales as a ratio of Fixed Assets; Stock Turnover; Credit

Period; Creditors' Ratio; Working Capital / Sales; Current Ratio; Quick Ratio; Borrowing Ratio; Equity Ratio;

Income Gearing; Total Debt as a ratio of Working Capital; Debt Gearing Ratio; Average Remuneration; Profit

per Employee; Sales per Employee; Remunerations / Sales; Fixed Assets per Employee; Capital Employed per

Employee; Total Assets per Employee; Exports as a % of Sales Materials & Energy Costs; Payroll Costs; Total

Process Costs; Sales Costs; Distribution & Handling Costs; Advertising Costs; After-Sales Costs; Total

Marketing Costs; Added Value Capacity Utilization as a measure of Standard Capacity; Relative output of

Products of a Superior Quality as a % of the Total; Product Pricing as a % of the Market Average; New Products

as a % of the Total Output; Index of Comparative Salesforce & Selling Expenditure; Index of Comparative

Advertising Expenditure; Index of Comparative General Promotional Expenditure; Wholesale Customers; End

User Customers; OEM & Manufacturing Customers; End User Customers; Governmental Customers; Non-

Specific Customers.

VOLUME 2.2.1 PRODUCT MARKETING FACTORS

Figures for Products are given:-

by EACH COUNTRY / STATE / REGION

by YEAR.

PRODUCT FACTORS: Quality. Approvals. Design factors / design specifications. Physical criteria / physical

parameters. R&D costs / development costs / customization. Technology / technology factors & development.

Product life / longevity. Performance / product efficiency / product integrity. Reliability / product failure /

product defects. Operating criteria / product operation or usage. Probability of technical development / technical.

Product life cycle / product obsolescence.

MARKETING FACTORS: Distribution / warehousing / handling costs. Costs/prices at supplier sale price.

Costs/prices at end user / retail sale price. Stock availability / lead times / delivery. Sales promotion & sales

costs. Advertising posture & advertising costs. Competition / competitors' aggressiveness & posture. Market

share / relative market shares. Seasonality / cyclical demand / demand fluctuations. Sensitivity to economic

climate & conditions. After-sales factors.

SUPPLIER FACTORS: Processing / production / handling facilities & capacity. Processing/ handling capacity /

flexibility of plant. Dependence on sub-contractors / in-house supplies. Technical capabilities / new product

developments. Technological aptitude & innovations. Other capacity. Own buying influence / economies of

scale. Alternative suppliers base. Commitment/capacity of other suppliers. Price advantages & pricing amongst

other suppliers. Conditions of sale / terms of trading.

DISTRIBUTION / CUSTOMER INTERFACE FACTORS: Technical / marketing capabilities & capacity.

Distribution facilities & manpower availability. Commitment to other suppliers. Sales volumes / turnover

required. Margins / added value. Captive customer base / customers handled. Area/s serviced & geographic

coverage. Sales promotion / advertising / salesforce. Effects on existing products & customer base. Cash-flow

requirements of distribution channel. Capital requirements.

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CUSTOMER FACTORS: Propensity to consume / demand factors. Product purchase background / past product

purchase. Purchasing criteria - commercial. Purchasing criteria - motivational. Purchase price / acquisition costs /

product costs. DMU susceptibility / customer awareness.

VOLUME 2.2.2 MARKET SEGMENTATION

Figures for Products are given:-

by EACH COUNTRY / STATE / REGION

MARKET SEGMENTATION: Pricing - lower price; pricing - higher price; availability - greater availability;

availability - reduced availability; convenience factors; distribution factors; customer factors; Psychographics;

branding; multi-branding; market stretching.

PRODUCT SEGMENTATION: Quality - higher quality; quality - lower quality; performance variances;

technological & technical factors; warranty variances; service factor variances; product fragmentation.

VOLUME 2.2.3 PRODUCT LAUNCH / REVISION DATA

Figures for Products are given:-

by EACH COUNTRY / STATE / REGION

by YEAR

PRODUCT LAUNCH / REVISION DATA: By year. Adoption rates : product revisions

ADOPTION RATES: New products; conversion ratios : product revisions; conversion ratios : new products

POTENTIAL FIRST YEAR GROWTH: Product revisions; potential first year growth : new products.

VOLUME 2.2.4 PRODUCT MARKETING COSTS

Figures for Products are given:-

by EACH COUNTRY / STATE / REGION

by YEAR.

MARKETING COSTS: BY YEAR: Sales & selling costs. Sales & selling costs : during product launch.

Distribution / warehousing / handling / processing costs. Distribution / warehousing / handling / processing costs

: during product launch. Advertising / promotional costs. Advertising / promotional costs : during product

launch. After-sales costs. After-sales costs : during product launch. Total marketing costs. Total marketing costs

: during product launch.

VOLUME 2.3 TACTICAL PRODUCT PROFILES

Tactical Product Profiles consists of a breakdown giving data for each Product covered in the report.

TACTICAL PRODUCT PROFILES: Product figures are given:-

by EACH COUNTRY / STATE

by EACH PRODUCT Group

by YEAR 1997 to the current year. + PRODUCT data & forecasts

VOLUME 2.4 TACTICAL PRODUCT SUMMARY

The PRODUCT SUMMARY section provides an overview for each Product Sector in the Present & Medium-

Term.

MARKET GROWTH RATES: Average Annual Growth Rate to the last year of filed accounts.;

MARKETING COSTS: % of Turnover: ~ Sales & selling costs ~ Handling costs ~ Advertising costs ~ After-

sales costs ~ Marketing costs;

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INVESTMENT: INVESTMENT % of Turnover ~ New technology investment ~ Process technology

investment;

PLANT & EQUIPMENT: % of Total P&E by Age groups;

P&E INVESTMENT: % of Companies by Depreciation levels;

INDUSTRY FINANCIAL DATA: Profit/ total asset ~ Profit/ sales ~ Sales/ total assets ~ Profit/ capital

employed ~ Sales/ employee remunerations ~ Capital employed/ remunerations ~ Sales/ stocks ~ Current ratio ~

Credit taken;

INDUSTRY PROFILE: INDUSTRY CONCENTRATION % OF TOTAL REVENUE by Company size ranges;

CUSTOMER BASE PROFILE: % OF TOTAL REVENUE ~ Wholesale ~ End User ~ OEM + trade buyers ~

Government ~ Other customers;

COST STRUCTURE: % OF TOTAL REVENUE ~ Payroll ~ Materials ~ Value added;

INVENTORY STRUCTURE: % OF TOTAL REVENUE ~ Total inventory ~ Finished products ~ Work in

progress ~ Materials;

CAPITAL EXPENDITURE: % OF TOTAL REVENUE ~ Total capital expenditure ~ Plant & equipment ~

Structures ~ Other expenditure.

COMPETITIVE ANALYSIS

The general basis of the following analysis is the comparison of Starbucks and the various competitors which

exist in the major Trade Cell markets and industries in which the Company operates. The comparison is made in

terms of the Strengths and Weaknesses of Starbucks and its major competitors who together account for 80% of

the cumulative Market Share in the Trade Cell.

The data is gained from research into the Company's Customer and Distribution Channel Bases as well as

those of the other major competitors in each of the Trade Cell markets. The forecasted performance of Starbucks

is a function of that company's strengths and weaknesses in relation to that of its competitors. This function and

the conclusions thereof drawn are projected from the various forecasts contained below.

PRESENTATION OF THE ANALYSIS

This section analyses some 180 major items in relation to product and market sectors. Thus some 2700

competitive considerations and issues are discussed and analysed. Clearly it would be extremely difficult, and

indeed overwhelming in length, to produce this analysis only in prose and thus the data is presented in terms of a

database analysis.

In order to interpret this presentation it is necessary to understand the various factors being considered in the

analysis:-

1. The relative strength, weakness and performance of Starbucks in terms of all relevant product and

market sectors.

2. The relative strengths, weaknesses and performance of the competitors in terms of all relevant product

and market sectors.

3. The average strengths, weaknesses and performance of the competitors in terms of all relevant product

and market sectors.

4. The Market and Industry in which Starbucks operates and the prevailing norms and expectations.

5. All the above factors when forecast individually, in relation to the Products, Markets and Industries, are

projected in the Medium Term.

VOLUME 2.5.1 ADVERTISING + MARKETING APPRAISAL CURRENT STANDING

This section covers each of the Major Products offered by Starbucks as well as Product Groups and Product

Areas covered by the Company.

PRODUCT & MARKET SECTOR COVERAGE: Overall awareness by customers ~ Overall reputation ~

Reputation of products ~ Reputation of product quality ~ Reputation of service provided ~ Reputation of

customer handling ~ Rating of overall sales promotion activity ~ Rating of advertising ~ Rating of sales

personnel ~ Rating of sales print ~ Rating of product availability ~ Rating of product specifications ~ Rating of

on-time delivery ~ Rating of complete order delivery ~ Rating of order handling ~ Rating of ability to supply ~

Rating of marketing competence ~ Rating of marketing awareness ~ Rating of marketing technology ~ Rating of

promotional documentation ~ Rating of promotional + sales decay ~ Rating of advertising competence ~

Perception of product pricing ~ Product superiority ~ Customer service ~ Prompt delivery ~ Service promptness

~ Service levels ~ Service procedures ~ Service convenience ~ Product delivery system ~ Flexibility of customer

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handling ~ Perceptions of terms of trading ~ Initial contact ~ Order handling staff ~ Sales staff ~ Administration

staff ~ Sales management ~ Sales personnel ~ Upstream sales integration ~ Downstream promotional integration

~ Captive sales channels ~ Reliance on selling outlets ~ Utilization of other promotional effort ~ Benefits of

other marketing ~ Captive customer bases ~ Warehousing & handling ~ Packing & packaging ~ Sales activity ~

Product availability ~ Customer satisfaction ~ Location of customers ~ Captiveness of the customer base ~

Customer base loyalty ~ Concentration of purchases ~ Purchase frequency ~ Order size ~ Customer servicing ~

Seasonality ~ Advertising & sales promotion ~ Marketing ~ Sales promotion ~ Salesforce ~ Advertising ~

Pricing policy ~ Economic conditions ~ Relative marketing effort ~ Reaction to competitors ~ New competitors

~ Prices at MSP ~ Price increases ~ Prices at RSP ~ Market share.

VOLUME 2.5.2 CURRENT ENVIRONMENT

This section covers each of the Major Subsidiaries, Divisions and Operations (which comprises of Starbucks) as

well as Geographic Market areas covered by the Company.

CORPORATE COVERAGE: Physical marketing difficulties ~ Physical marketing capacity ~ Physical

advertising capacity ~ Flexibility of advertising response ~ Ability to vary marketing effort ~ Customer handling

systems & equipment~ Advertising + marketing materials acquisition & sources ~ Advertising & marketing

materials stock levels ~ Dependence on advertising + marketing contractors & agents ~ Advertising buying

influence ~ Sales manpower availability ~ Sales staff relations ~ Pressure of salesforce wage rises ~ Relative

sales payroll levels ~ Relative sales incentive levels ~ Salesforce technical capabilities ~ Marketing materials

stock levels ~ Variable marketing costs ~ Fixed marketing costs ~ Marketing payroll costs ~ Direct marketing

costs relative to competitors ~ Product development costs ~ Quality ~ Product specifications ~ Design ~

Operating criteria ~ Product efficiency ~ Product reliability ~ Product longevity ~ Product life cycle ~ Product

customization ~ Product technology ~ Product usage ~ Management strengths: senior marketing personnel ~

Management strengths: salesforce managers ~ Management strengths: sales & marketing staff ~ Management

strengths: customer handling managers ~ Management strengths: technical aptitude ~ Management strengths:

customer handling reliability ~ Upstream marketing strategies ~ Downstream marketing tactics ~ Captive

marketing channels ~ Dependence on external marketing ~ Dependence on external promotion ~ Dependence on

external marketing support ~ Dependence on customers attitudes ~ Warehousing & handling ~ Packing &

packaging ~ Distribution ~ Product availability ~ Order processing ~ Location of customers ~ Dependence on

customer base ~ Captive customer base ~ Concentration of customers ~ Product usage frequency ~ Order value

~ Relative customer servicing ~ Seasonality of demand ~ Advertising & sales promotion ~ Marketing costs ~

Sales promotion costs ~ Selling costs ~ Advertising costs ~ Competitors' pricing policy ~ Sensitivity to

economic conditions ~ Relative marketing spend ~ Competitors' aggressiveness ~ Entry of new competitors ~

Prices at MSP ~ Price increases at MSP ~ Prices at RSP ~ Market share.

VOLUME 2.6.1 COMPANY SHORT-TERM COMPETITIVE ISSUES

CORPORATE COVERAGE:

THIS SECTION COMPARES STARBUCKS WITH THEIR MAJOR COMPETITORS WITHIN THE TRADE

CELL: Overall awareness by customers ~ Overall reputation ~ Reputation of products ~ Reputation of product

quality ~ Reputation of service provided ~ Reputation of customer handling ~ Rating of overall sales promotion

activity ~ Rating of advertising ~ Rating of sales personnel ~ Rating of sales print ~ Rating of product

availability ~ Rating of product specifications ~ Rating of on-time delivery ~ Rating of complete order delivery

~ Rating of order handling ~ Rating of ability to supply ~ Rating of marketing competence ~ Rating of

marketing awareness ~ Rating of marketing technology ~ Rating of promotional documentation ~ Rating of

promotional + sales decay ~ Rating of advertising competence ~ Perception of product pricing ~ Product

superiority ~ Customer service ~ Prompt delivery ~ Service promptness ~ Service levels ~ Service procedures ~

Service convenience ~ Product delivery system ~ Flexibility of customer handling ~ Perceptions of terms of

trading ~ Initial contact ~ Order handling staff ~ Sales staff ~ Administration staff ~ Sales management ~ Sales

personnel ~ Upstream sales integration ~ Downstream promotional integration ~ Captive sales channels ~

Reliance on selling outlets ~ Utilization of other promotional effort ~ Benefits of other marketing ~ Captive

customer bases ~ Warehousing & handling ~ Packing & packaging ~ Sales activity ~ Product availability ~

Customer satisfaction ~ Location of customers ~ Captiveness of the customer base ~ Customer base loyalty ~

Concentration of purchases ~ Purchase frequency ~ Order size ~ Customer servicing ~ Seasonality ~ Advertising

& sales promotion ~ Marketing ~ Sales promotion ~ Salesforce ~ Advertising ~ Pricing policy ~ Economic

conditions ~ Relative marketing effort ~ Reaction to competitors ~ New competitors ~ Prices at MSP ~ Price

increases ~ Prices at RSP ~ Market share.

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VOLUME 2.6.2 COMPANY SHORT-TERM COMPETITIVE CONSIDERATIONS

CORPORATE COVERAGE:

THIS SECTION COMPARES STARBUCKS WITH THEIR MAJOR COMPETITORS WITHIN THE TRADE

CELL: Physical marketing difficulties ~ Physical marketing capacity ~ Physical advertising capacity ~

Flexibility of advertising response ~ Ability to vary marketing effort ~ Customer handling systems & equipment

~ Advertising + marketing materials acquisition & sources ~ Advertising & marketing materials stock levels ~

Dependence on advertising + marketing contractors & agents ~ Advertising buying influence ~ Sales manpower

availability ~ Sales staff relations ~ Pressure of salesforce wage rises ~ Relative sales payroll levels ~ Relative

sales incentive levels ~ Salesforce technical capabilities ~ Marketing materials stock levels ~ Variable marketing

costs ~ Fixed marketing costs ~ Marketing payroll costs ~ Direct marketing costs relative to competitors ~

Product development costs ~ Quality ~ Product specifications ~ Design ~ Operating criteria ~ Product efficiency

~ Product reliability ~ Product longevity ~ Product life cycle ~ Product customization ~ Product technology ~

Product usage ~ Management strengths: senior marketing personnel ~ Management strengths: salesforce

managers ~ Management strengths: sales & marketing staff ~ Management strengths: customer handling

managers ~ Management strengths: technical aptitude ~ Management strengths: customer handling reliability ~

Upstream marketing strategies ~ Downstream marketing tactics ~ Captive marketing channels ~ Dependence on

external marketing ~ Dependence on external promotion ~ Dependence on external marketing support ~

Dependence on customers attitudes ~ Warehousing & handling ~ Packing & packaging ~ Distribution ~ Product

availability ~ Order processing ~ Location of customers ~ Dependence on customer base ~ Captive customer

base ~ Concentration of customers ~ Product usage frequency ~ Order value ~ Relative customer servicing ~

Seasonality of demand ~ Advertising & sales promotion ~ Marketing costs ~ Sales promotion costs ~ Selling

costs ~ Advertising costs ~ Competitors' pricing policy ~ Sensitivity to economic conditions ~ Relative

marketing spend ~ Competitors' aggressiveness ~ Entry of new competitors ~ Prices at MSP ~ Price increases at

MSP ~ Prices at RSP ~ Market share.

TACTICAL ANALYSIS

The tactical analysis is designed to review, analyse and isolate certain critical tactical questions which indicate

the short term prospects for Starbucks. These issues are fundamental to the profitability of the Company and will

indicate the company's performance during the next few years.

Profitability ~ Productivity ~ Market Shares ~ Customers' Awareness ~ Customers' Perceptions ~ Customers'

Rating of Sales Promotion Activity ~ Customers' Rating of Advertising Posture ~ Customers' Rating of Product

Availability ~ Customers' Rating of Technical Competence ~ Customers' Awareness of Products ~ Customers'

Awareness of Product Quality ~ Customers' Awareness of Product Pricing ~ Customers' Perception of Pricing

Relative to Competitors ~ Customers' Perception of Quality Relative to Competitors ~ Customers' Perception of

Relative Product Performance ~ Customers' Perception of Relative Technical Superiority ~ Customers'

Perception of Relative Service Factors ~ Current Customer Base ~ Annual Sales of Products & Services ~

Current Sales ~ Costs & Margins ~ Distribution Channels & Networks ~ Pre-Tax Profit / Total Assets ~ Pre-Tax

Profit / Sales ~ Pre-Tax Profit / Capital Employed ~ Pre-Tax Profit Per Employee ~ Investment / Sales ~

Receivables / Sales ~ Inventory / Sales ~ Physical Process Costs / Sales ~ Total Marketing Costs / Sales ~ R&D

Expenditure / Sales ~ Added Value ~ Capacity Utilization ~ Relative Product Quality ~ Relative Product Pricing

~ Competitors ~ Competitors' Strength ~ New Products ~ Product Life Cycle ~ New Product Horizons ~

Relative Competitive Sales-Force Expenditure ~ Relative Competitive Advertising Expenditure ~ Relative

Competitive Promotional Expenditure.

SHORT TERM TACTICAL ISSUES

This section has a DATABASE analysis of the various aspects of the Company's short term tactical issues and

relative performance in the Market-Place. The data is given as a matrix by Subsidiary, Division, Unit or Market

sector.

Market Values for Starbucks

Conclusions on the Company's Products

Product & Market Segmentation: Pricing, Quality, Availability, Performance Variances, Technological

& Technical Factors, Warranty Variances, Service Factors, Product Fragmentation, Convenience

Factors, Distribution Factors, Customer Factors, Psychographics, Branding, Multi-Branding, Market

Stretching

Merchandising

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Pricing & Pricing Structures: Recommendations on Pricing

Salesforce Requirements: Comments on Salesforce & Recommendations

Marketing Back-up for Salesforce & Distribution Networks

The Market-Place for Starbucks: Customer Base -v- Distribution Channels

Routes to the Company's Market: Distribution Recommendations

Distribution Logistics & Distribution Support Systems: The Distribution Control System - Facilities,

Network, et cetera

Distribution & Handling Costs

Inventory & Sales/Stock Levels & Norms

Buying & Service Promptness Norms

Warranty & After-Sales Services: Warranty & After-Sales Cost: Rating of the Company's Warranty &

After-Sales Services

Advertising & Sales Promotion: Advertising & Sales Promotion Costs

End User Targets, End User Factors

Relative Quality Demanded by End User Sectors

Branding & the Company's Products

Joint Ventures for Starbucks

Short Term Investment Areas for Starbucks.

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The Strategic Analysis

Starbucks

Volume 3

The STRATEGIC ANALYSIS is intended to give an extremely far reaching strategic analysis

of Starbucks and thereby explore the medium and long term problems and opportunities for

Starbucks. This provides a vital input to Corporate Planning and Development.

The Strategic Analysis TABLE OF CONTENTS VOLUME 3 MEDIUM + LONG TERM STRATEGIC CONSIDERATIONS: Long Term Market & Product Forecast,

Consumption Forecast, Long Range Forecast for Products, Product Growth, Factors for Profitability.

MARKET ENVIRONMENT: Growth, Structure, Service, Customers.

THE PRODUCT: Life Cycles, Market Share, Product Quality, Product range, Profitability, Pricing, Service

Quality, New Products.

COMPETITION: Market Share, Profitability, Competition, Market.

THE INDUSTRY: Industry Growth, Costs, Capacity, Productivity, Labour, Unionization, Capital Structure,

Investment, Margins, Integration, Marketing costs, Process, Distribution, Market Penetration.

MEDIUM + LONG TERM STRATEGIES: Build, Hold or Harvest

MEDIUM + LONG TERM CHECKLIST: Profitability, Productivity, Market Shares, Customers, Sales

Promotion, Product Availability, Competence, Products, Quality, Pricing, Competitors, Performance, Service,

Customer Base, Costs & Margins, Distribution Channels, Forecast of Financial + Operating Data.

MEDIUM + LONG TERM CHECKLIST recommends a working plan or document for the critical factors which

influence Starbucks in strategic terms. The data is given as a matrix by Subsidiary, Division, Unit or Market

sector.

CRITICAL LONG RANGE FORECASTS:

Long Term Market & Product Forecast

Overall Market Forecast for the Industry

Long Range Country / Trade Cell Forecasts

Long Term Product Growth for Starbucks

THE LONG-TERM MARKETS: The Market section consists of a LONG-TERM MARKET CONSUMPTION

forecast giving data for each year up to 2028. Market Consumption & Market Trend figures are given:- by

EACH COUNTRY / STATE / REGION by EACH PRODUCT Group and/or MARKET by YEAR UP TO 2028

LONG-TERM PRODUCT PROFILES: Figures are given by EACH Country / State or Region by EACH

PRODUCT and by Year to 2028. This section provides Market data for each Product or Market Sector in a

matrix for all the countries or states (covered by the report) in the Long-Term.

LONG-RANGE PRODUCT SUMMARY: Figures are given by EACH Country / State or Region by EACH

PRODUCT. The PRODUCT SUMMARY section is designed to provide a forecasted overview for each Product

or Market Sector (covered in the report) in the Long-Term.

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VOLUME 3.1 STARBUCKS STRATEGIC PERFORMANCE

STRATEGIC CONSIDERATIONS

This section provides a quantitative, narrative and graphic analysis of the many strategic considerations vital to

the medium and long term future of Starbucks. The data is given as a matrix by Subsidiary, Division, Unit or

Market sector.

CRITICAL LONG RANGE FORECASTS:

1. Long Term Market & Product Forecast

2. Overall Market Forecast for the Industry

3. A Long Range Forecast

4. Long Term Product Growth for Starbucks.

THE PRODUCTS:

1. Life Cycles & Stages in the Life Cycle & Gompertz Analysis: Market Share & the product life cycle -

Quality & the product life cycle - Product range & introduction or dynamic Stage life cycles - Product

Range & Capital Intensiveness - Market Share & selling customized or specified products -

Profitability, market share & Product uniqueness

2. Relative Pricing

3. Quality: Value Scale - Relative Product Quality - Profitability & Quality Products & Services -

Relative Product Quality & Levels of Profitability - Quality Profits & Concentrated Markets - Product

Quality & Relative Market Share - Product Quality, Profitability & Growth

4. New Products: Profitability, growth markets & new products - New product introductions, pricing &

profitability - New product introductions, investment & profitability - Levels of new products, product

quality & profitability.

COMPETITION:

1. 1.The Market Share: Market share & profitability - Profitability & relative market share - Company

Market Shares

2. Relative Market Shares

3. Nature of the Competitive Situation: Entry & exit of competitors - Relative Strengths of competitors

4. Perfectness of the Market

THE INDUSTRY:

1. Long Term Industry Growth

2. Physical Process Considerations: Costs & market shares - Capacity Utilization & market shares -

Productivity & profitability in growth markets - Levels of labour Unionisation & market shares -

Unionisation, profitability & growth - Unionisation, profitability & concentration - Unionisation,

profitability & harvesting strategies - Profitability, processes & market shares.

3. Capital Structure & Investment Intensity: Profitability & investment intensity - Net margins &

investment - Gross margins & investment - Profitability, market share & capital intensity - Productivity,

profitability & investment intensity - Capacity Utilization, profitability & capital intensity - Inventories

level, profitability & capital intensity.

4. Physical Process & Vertical Integration: Profitability, market share & vertical integration -

Profitability, diversification & vertical integration - Profitability, vertical integration & numbers of

customers - Profitability, vertical integration & product quality - Profitability, vertical integration &

inventory value - Profitability, vertical integration & employee productivity.

5. Marketing & Sales Costs: Profitability, market share & marketing costs - Profitability, capital intensity

& marketing costs - Profitability, numbers of customers & marketing costs - Profitability, product

quality & marketing costs - Profitability, new products & marketing costs.

6. R&D + Process Development Costs: Profitability, R&D expenditure & market cycle - Profitability,

R&D expenditure & product quality - Profitability, R&D spend & marketing costs - Profits, R&D spend

& market share - Profitability, R&D spend & Unionisation.

7. Distribution of the Company's Products

8. Market Penetration & The Right Tools for the Job

9. Market Share issues for Starbucks

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The relationship between market share & profitability

a) Market share, profit/sales & investment

b) The relationship between market share & added value / Vertical integration & investment/sales -

Conclusions for Starbucks

c) The relationship of market share & sales ratios / investment/sales ratio & integration – Conclusions

for Starbucks

d) Marketing costs/sales ratio & market penetration

e) Market leadership, pricing & product quality

f) Market leadership, customers & product advances

g) Purchase frequency & Market Share

h) Customer base fragmentation & Market Share

MEDIUM + LONG TERM STRATEGIES

Building, Holding and Harvesting Strategies:-

1. When to Build Market Share - Building strategies for Starbucks

2. When to Hold Market Share - Holding strategies for Starbucks

3. When to Harvest Market Share - Harvesting Strategies for Starbucks

MEDIUM + LONG TERM CHECKLIST

This section recommends a working plan or document for the critical factors which influence Starbucks in

strategic terms. The data is given as a matrix by Subsidiary, Division, Unit or Market sector.

Medium & Long Term Checklist for Starbucks:

Forecast of Profitability ~ Forecast of Productivity ~ Forecast of Market Shares ~ Recommendations on

Customer Awareness ~ Recommendations on Customer Perceptions ~ Recommendations on Sales Promotion

Activity ~ Recommendations on Advertising Posture ~ Recommendations on Product Availability ~

Recommendations on Technical Competence ~ Recommendations on Awareness of Products ~

Recommendations on Awareness of Product Quality ~ Recommendations on Awareness of Product Pricing ~

Recommendations on Pricing Relative to Competitors ~ Recommendations on Quality Relative to Competitors ~

Recommendations on Relative Product Performance ~ Recommendations on Relative Technical Superiority ~

Recommendations on Relative Service Factors ~ Forecast of Current Customer Base ~ Forecast of Annual Sales

of Products & Services ~ Forecast of Current Sales ~ Recommended Costs & Margins ~ Recommended

Distribution Channels & Networks ~ Forecast of Pre-Tax Profit / Total Assets ~ Forecast of Pre-Tax Profit /

Sales ~ Forecast of Pre-Tax Profit / Capital Employed ~ Forecast of Pre-Tax Profit Per Employee ~ Forecast of

Investment / Sales ~ Forecast of Receivables / Sales ~ Forecast of Inventory / Sales ~ Forecast of Physical

Process Costs / Sales ~ Forecast of Total Marketing Costs / Sales ~ Forecast of R&D Expenditure / Sales ~

Forecast of Added Value ~ Forecast of Capacity Utilization ~ Forecast of Relative Product Quality ~ Forecast of

Relative Product Pricing ~ Forecast of Competitors ~ Forecast of Competitors' Strength ~ Forecast of New

Products ~ Forecast of Product Life Cycles ~ Forecast of New Product Horizons ~ Forecast of Relative

Competitive Sales-Force Expenditure ~ Forecast of Relative Competitive Advertising Expenditure ~ Forecast of

Relative Competitive Promotional Expenditure.

NEW PRODUCT DEVELOPMENT + PRODUCT SCREENING

The report will provide a fully developed product screening procedure for the future use of readers when

evaluating existing products and new product opportunities for Starbucks.

COMMERCIAL DECISION SCENARIOS : BALANCE SHEET + COSTS FORECASTS

1. BASE FINANCIAL + OPERATIONAL FORECAST SCENARIO

2. MEDIAN MARKET SCENARIO

3. MARKET SEGMENTATION FORECASTS

4. PRICE INCREASE EFFECT ON FINANCIAL + OPERATIONAL FORECASTS

5. QUALITY IMPROVEMENT FORECASTS

6. NEW PRODUCT DEVELOPMENT FORECASTS

7. NEW PLANT + EQUIPMENT INVESTMENT FORECASTS

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8. NEW TECHNOLOGY INVESTMENT FORECASTS

9. MARKETING EXPENDITURE FORECASTS

10. DISTRIBUTION CHANNEL IMPROVEMENT FORECASTS

11. PERSONNEL + STAFF IMPROVEMENT FORECASTS

12. COST STRUCTURE IMPROVEMENT FORECASTS

13. EXPORT SALES IMPROVEMENT FORECASTS

Each of the above scenarios contains Forecast Data (to 2028) for Starbucks which cover the following items:-

Total Sales; Domestic Sales; Exports; Pre-tax Profit; Interest Paid; Non-trading Income; Operating Profit;

Depreciation; Trading Profit; Fixed Assets; Intangible Assets; Intermediate Assets; Total Fixed Assets; Stocks;

Debtors; Other Current Assets; Total Current Assets; Total Assets; Creditors; Short Term Loans; Current

Liabilities; Total Current Liabilities; Net Assets; Shareholders' Funds; Long Term Loans; Long Term Liabilities;

Capital Employed; Directors' Remunerations; Employees' Remunerations; Total Employees

New Technology Expenditure; New Physical Process Technology Expenditure; Total Research &

Development Expenditure; Plant & Equipment in Use: 0-3 years; Plant & Equipment in Use: 3-7 years; Plant &

Equipment in Use: 6-9 years; Plant & Equipment in Use over 9 years old; Plant & Equipment Investment greater

than Depreciation; Plant & Equipment Investment Less than Depreciation; Capital Expenditure on Plant &

Equipment; Capital Expenditure on Structures; Capital Expenditure on Miscellaneous Items

Return on Capital; Return on Assets; Return on Shareholders' Funds; Pre-tax Profit Margins; Operating Profit

Margin; Trading Profit Margin; Assets Utilization; Sales as a ratio of Fixed Assets; Stock Turnover; Credit

Period; Creditors' Ratio; Working Capital / Sales; Current Ratio; Quick Ratio; Borrowing Ratio; Equity Ratio;

Income Gearing; Total Debt as a ratio of Working Capital; Debt Gearing Ratio; Average Remuneration; Profit

per Employee; Sales per Employee; Remunerations / Sales; Fixed Assets per Employee; Capital Employed per

Employee; Total Assets per Employee; Exports as a % of Sales Materials & Energy Costs; Payroll Costs; Total

Process Costs; Sales Costs; Distribution & Handling Costs; Advertising Costs; After-Sales Costs; Total

Marketing Costs; Added Value

Capacity Utilization as a measure of Standard Capacity; Relative output of Products of a Superior Quality as

a % of the Total; Product Pricing as a % of the Market Average; New Products as a % of the Total Output; Index

of Comparative Salesforce & Selling Expenditure; Index of Comparative Advertising Expenditure; Index of

Comparative General Promotional Expenditure; Wholesale Customers; End User Customers; OEM &

Manufacturing Customers; End User Customers; Governmental Customers; Non-Specific Customers.

VOLUME 3.2 MARKET DATA

The Market section consists of a long term forecast breakdown giving data for each year to 2028.

PRODUCT MARKET CONSUMPTION

Market Consumption & Market Trend figures are given:-

by EACH COUNTRY / STATE / REGION

by EACH PRODUCT Group

and/or MARKET Sector

by YEAR to 2028

VOLUME 3.3 PRODUCT PROFILES

Product Profiles consists of a breakdown giving data for each Product covered in the report.

PRODUCT PROFILES Product figures are given:-

by EACH COUNTRY / STATE

by EACH PRODUCT Group

by YEAR to 2028 + PRODUCT data & forecasts

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VOLUME 3.4 PRODUCT SUMMARY

The PRODUCT SUMMARY section is designed to provide an overview for each Product or Market Sector in

the Long-Term.

MARKET GROWTH RATES: Average Annual Growth Rate

MARKETING COSTS: % of Turnover: ~ Sales & selling ~ Handling ~ Advertising ~ After-sales ~ Marketing

INVESTMENT: INVESTMENT % of Turnover ~ New technology investment ~ Process technology

investment;

PLANT & EQUIPMENT % of Total P&E by Age groups;

P&E INVESTMENT % of Companies by Depreciation levels

INDUSTRY FINANCIAL DATA: Profit/ total asset ~ Profit/ sales ~ Sales/ total assets ~ Profit/ capital

employed ~ Sales/ employee remunerations ~ Capital employed/ remunerations ~ Sales/ stocks ~ Current ratio ~

Credit taken

INDUSTRY PROFILE: INDUSTRY CONCENTRATION % OF TOTAL REVENUE by Company size ranges

CUSTOMER BASE PROFILE: % OF TOTAL REVENUE Wholesale ~ End User ~ OEM + trade buyers ~

Government ~ Other customers

COST STRUCTURE: % OF TOTAL REVENUE ~ Payroll ~ Materials ~ Value added

INVENTORY STRUCTURE: % OF TOTAL REVENUE Total inventory ~ Finished products ~ Work in

progress ~ Materials

CAPITAL EXPENDITURE: % OF TOTAL REVENUE Total capital expenditure ~ Plant & equipment ~

Structures ~ Other expenditure.

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The Survey Analysis

Starbucks

Volume 4

The IMAGE + SURVEY ANALYSIS gives a tabular & graphic analysis of the prevalent

image of Starbucks in terms of customers, distribution channels & competitors. Overall

National Surveys are provided as a point of comparison. The Survey Analysis TABLE OF CONTENTS VOLUME 4 STARBUCKS IMAGE + CUSTOMER SURVEYS

Companies (especially those with image or customer attitude problems) can greatly benefit from knowing what

their customers think and how the company might improve products or services.

The data regularly monitors the perceptions & needs of the customer base. Such surveys frequently give advance

warning of problems in terms of customers’ product or service needs; changes in the competitive situation as

new products and competitors enter or leave the market; developments in technology and the evolution of the

technical requirements of customers; et cetera. The Customer Surveys are also an extremely effective way to

independently monitor the effectiveness of the marketing; the results of advertising & sales promotion activity

and the effectiveness of the salesforce or distribution network.

The Surveys of Starbucks are given as a MATRIX which includes each of the Company’s major areas of

operation, viz, subsidiaries, divisions, brands, product groups and market sectors. The matrix is given in two

separate data sets of up to fifteen of these groupings.

PERFORMANCE: Credibility, Customer Confidence, Reputation, Staff Efficiency & Performance, Integrity,

Truth + Honesty, Written + Verbal Communications, Customer service – Handling – Complaints – Problems,

Comprehension + Awareness of Product, Customer Response + Information, Promotion, Advertising,

Documentation, Contracts. Current & Forecast Data.

STATUS, STANDING, COMPETITIVENESS: Operations, Manpower, Costs, Margins, Products, Managers,

Corporate, Distribution, Customers, Marketing, Competition, Reputation, Promotion, Competence. Current &

Forecast Data.

THE SURVEYS: Over 600 vital questions answered in these surveys. Analysis isolates the person behind the

purchase decisions (at various levels) and analyses the situation before, during and after the purchase.

END USERS + CONSUMERS: Figures by EACH Country, Company, Division by each CONSUMER

Question.

BUYERS: Figures for Buyers by EACH Country, Company, Division by each BUYER Question.

CONSUMER OR BUYER LEVEL: The Buyer Profile is a matrix by YEAR & by AGE GROUP (7 ranges) by

SOCIAL CLASS (6 ranges) by GEOGRAPHIC Location. Current & Forecast Data.

DISTRIBUTION CHANNELS: for EACH Country, Company, Division by each DISTRIBUTION Question.

INDUSTRY PERFORMANCE: Analyses of a large number of questions on the specific Performance of the

Companies within the Industry.

NATIONAL SURVEYS: National Surveys are given to enable one to compare and evaluate the Company’s

survey results with the National averages and norms. National Surveys can also be regarded as being the

Competitive averages for each National market – thus one can see the relative performance of Starbucks in the

market-place. In competitive markets, Image and Customer Surveys on the Company’s competitors isolate and

identify problem areas for the competitors and thereby identify opportunities for Starbucks. National Surveys

cover all the topics mentioned above for Starbucks Image Surveys.

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STARBUCKS COMPANY SURVEYS: The information shown in this section is based on the results of surveys

and similar research amongst the Customers, Branch Networks & Distribution Channels, Buyers and Suppliers

of Starbucks. The data is given relative to the Subsidiary, Division, Unit or Market sectors.

VOLUME 4.1 CORPORATE SURVEY FINDINGS

STARBUCKS CORPORATE END USERS SURVEY

Current purchasing criteria ~ Reaction to POS & merchandising ~ Satisfaction with product quality ~

Satisfaction with product design ~ Satisfaction with product availability ~ Satisfaction with existing products &

services ~ Satisfaction with existing retail levels~ Satisfaction with retail product levels ~ Satisfaction with

existing methods of supply ~ Satisfaction with product packaging ~ Satisfaction with product packaging design

~ Reaction to advertising & sales promotion ~ Product awareness ~ The quality –v- price question ~ The

availability –v- price question ~ Price sensitivity ~ Future trends in purchasing criteria.

STARBUCKS CORPORATE SERVICE NETWORKS + DISTRIBUTION SURVEYS

End User: current purchasing criteria ~ End User: product reject/return rate after purchase ~ End User:

satisfaction with existing products ~ End User: satisfaction with existing methods of supply & distribution ~ End

User: satisfaction with company’s product levels ~ End User: satisfaction with availability of product ~ End

User: satisfaction with quality & specifications ~ End User: satisfaction with deliveries / frequency & up-take ~

End User: satisfaction with ordering procedures ~ End User: satisfaction with terms of trading ~ End User:

satisfaction with after-sales services received from company ~ End User: satisfaction with availability of

advertising support & POS / promotional materials ~ End User: satisfaction with technical & other assistance

received ~ End User: satisfaction with technical documentation / instructions ~ Commercial: current purchasing

criteria ~ Commercial: purchasing criteria – future trends ~ Commercial: the availability –v- price question ~

Commercial: the quality –v- price question ~ Commercial: satisfaction with quality of product received ~

Commercial: satisfaction with availability of product ~ Commercial: satisfaction with company product levels ~

Commercial: satisfaction with company ability to fulfil orders on time ~ Commercial: satisfaction with company

delivery frequency & up-take ~ Commercial: satisfaction with company ordering procedures & formalities ~

Commercial: satisfaction with company terms of trading ~ Commercial: satisfaction with company credit &

other financial details ~ Commercial: satisfaction with existing products & product ranges ~ Commercial:

satisfaction with existing methods of supply & distribution ~ Commercial: satisfaction with quality &

specifications of products ~ Commercial: satisfaction with after-sales services received from company ~

Commercial: satisfaction with availability of advertising support & POS / promotional materials ~ Commercial:

satisfaction with technical & other assistance received ~ Commercial: satisfaction with documentation /

instructions ~ End User: product reject / spoilage rate whilst held ~ End User: product reject / returns rate ~ End

User: reactions to advertising & sales promotion ~ End User: the quality –v- price question ~ End User: the

availability –v- price question ~ End User: purchasing criteria – future trends.

STARBUCKS CORPORATE COMMERCIAL USERS SURVEYS

End User: person/s initiating decision to re-order ~ End User: person/s negotiating terms with the company ~

End User: person/s approving / authorizing order/s ~ End User: person/s monitoring results of purchases & sales

~ Commercial: person/s initiating decision to re-order ~ Commercial: person/s initiating decision to increase

amounts purchased / total inventory ~ Commercial: person/s initiating decision to introduce new products or

brands ~ Commercial: person/s deciding what products / brands are to be sold ~ Commercial: person/s preparing

orders / specifications for purchases ~ Commercial: person/s evaluating products & brands available ~

Commercial: person/s seeking quotations ~ Commercial: person/s negotiating terms with the company ~

Commercial: person/s approving / authorizing order/s ~ Commercial: person/s monitoring results of purchases &

sales ~ End User: person/s seeking quotations ~ End User: person/s evaluating products & brands available ~

End User: person/s preparing orders / specifications for purchases ~ End User: person/s deciding what products /

brands are to be sold ~ End User: person/s initiating decision to introduce new products or brands ~ End User:

person/s initiating decision to increase amounts purchased / total inventory.

STARBUCKS CORPORATE PERFORMANCE SURVEYS

Relative Credibility: Company Level ~ Relative Credibility: Outlet Level ~ Relative Credibility: Company

Managers ~ Relative Credibility: Company Staff ~ Relative Credibility: Specialist Company Staff ~ Relative

Credibility: Company Contracts & Documentation ~ Relative Credibility: Company Advertising ~ Relative

Customer Confidence at Company Level ~ Relative Customer Confidence at Outlet Level ~ Relative Customer

Confidence in Company Managers ~ Relative Customer Confidence in Company Staff ~ Relative Customer

Confidence in Specialist Company Staff ~ Relative Customer Confidence in Company Contracts &

Documentation ~ Relative Customer Confidence in Company Advertising ~ Relative Reputation at Company

Level ~ Relative Reputation at Outlet Level ~ Relative Reputation of Company Managers ~ Relative Reputation

of Company Staff ~ Relative Reputation of Specialist Company Staff ~ Relative Staff Efficiency: Company

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Level ~ Relative Staff Efficiency: Outlet Level ~ Relative Staff Efficiency: Company Managers ~ Relative Staff

Efficiency: Company Staff ~ Relative Staff Efficiency: Specialist Company Staff ~ Relative Staff Efficiency:

Contracts & Documentation ~ Relative Staff Efficiency: Problem Solving ~ Relative Staff Performance:

Company Level ~ Relative Staff Performance: Outlet Level ~ Relative Staff Performance: Company Managers ~

Relative Staff Performance: Company Staff ~ Relative Staff Performance: Specialist Company Staff ~ Relative

Staff Performance: Contracts & Documentation ~ Relative Staff Performance: Overall Customer Handling ~

Relative Staff Integrity: Company Level ~ Relative Staff Integrity: Outlet Level ~ Relative Staff Integrity:

Company Managers ~ Relative Staff Integrity: Company Staff ~ Relative Staff Integrity: Specialist Company

Staff ~ Relative Staff Integrity: Contracts & Documentation ~ Relative Staff Integrity: Advertising &

Promotions ~ Relative Truth & Honesty: Company Level ~ Relative Truth & Honesty: Outlet Level ~ Relative

Truth & Honesty: Company Managers ~ Relative Truth & Honesty: Company Staff ~ Relative Truth & Honesty:

Specialist Company Staff ~ Relative Truth & Honesty: Contracts & Documentation ~ Relative Truth & Honesty:

Advertising & Promotions ~ Relative Written Communications: Company Level ~ Relative Written

Communications: Outlet Level ~ Relative Written Communications: Company Managers ~ Relative Written

Communications: Company Staff ~ Relative Written Communications: Specialist Company Staff ~ Relative

Written Communications: Contractual ~ Relative Written Communications: Correspondence ~ Relative Verbal

Contact: Company Level ~ Relative Verbal Contact: Outlet Level ~ Relative Verbal Contact: Company

Managers ~ Relative Verbal Contact: Company Staff ~ Relative Verbal Contact: Specialist Company Staff ~

Relative Customer Handling: Company Level ~ Relative Customer Handling: Outlet Level ~ Relative Customer

Handling: Company Managers ~ Relative Customer Handling: Company Staff ~ Relative Customer Handling:

Specialist Company Staff ~ Relative Customer Complaint Handling: Company Level ~ Relative Customer

Complaint Handling: Outlet Level ~ Relative Customer Complaint Handling: Company Managers ~ Relative

Customer Complaint Handling: Company Staff ~ Customer Complaint Handling: Specialist Company Staff ~

Relative Customer Problem Solving: Company Level ~ Customer Problem Solving: Outlet Level ~ Customer

Problem Solving: Company Managers ~ Customer Problem Solving: Company Staff ~ Customer Problem

Solving: Specialist Company Staff ~ Relative Customer Comprehension of Product: Company Level ~ Customer

Comprehension of Product: Outlet Level ~ Relative Staff Comprehension of Product: Company Managers ~

Staff Comprehension of Product: Company Staff ~ Staff Comprehension of Product: Specialist Company Staff ~

Relative Customer Awareness of Product: Company Level ~ Customer Awareness of Product: Outlet Level ~

Relative Staff Awareness of Product: Company Managers ~ Staff Awareness of Product: Company Staff ~ Staff

Awareness of Product: Specialist Company Staff ~ Relative Customer Confidence in Product: Company Level ~

Customer Confidence in Product: Outlet Level ~ Relative Staff Confidence in Product: Company Managers ~

Staff Confidence in Product: Company Staff ~ Staff Confidence in Product: Specialist Company Staff ~ Relative

Customer Service: Company Level ~ Customer Service: Outlet Level ~ Customer Service: Company Managers

~ Customer Service: Company Staff ~ Customer Service: Specialist Company Staff ~ Customer Service:

Contracts & Documentation ~ Relative Initial Customer Response: Company Level ~ Initial Customer

Response: Outlet Level ~ Initial Customer Response: Company Managers ~ Initial Customer Response:

Company Staff ~ Initial Customer Response: Specialist Company Staff ~ Relative Information for Customers:

Company Level ~ Information for Customers: Outlet Level ~ Information for Customers: Company Managers ~

Information for Customers: Company Staff ~ Information for Customers: Specialist Company Staff ~ Relative

Promotional Activity: Company Level ~ Promotional Activity: Outlet Level ~ Relative Advertising Posture:

Company Level ~ Advertising Posture: Outlet Level ~ Relative Contract Documentation: Company Level ~

Relative Contract Documentation: Outlet level.

VOLUME 4.2 STARBUCKS SECTOR SURVEY FINDINGS

STARBUCKS SECTOR END USERS SURVEYS

Current purchasing criteria ~ Reaction to POS & merchandising ~ Satisfaction with product quality ~

Satisfaction with product design ~ Satisfaction with product availability ~ Satisfaction with existing products &

services ~ Satisfaction with existing retail levels~ Satisfaction with retail product levels ~ Satisfaction with

existing methods of supply ~ Satisfaction with product packaging ~ Satisfaction with product packaging design

~ Reaction to advertising & sales promotion ~ Product awareness ~ The quality –v- price question ~ The

availability –v- price question ~ Price sensitivity ~ Future trends in purchasing criteria.

STARBUCKS SECTOR SERVICE NETWORKS + DISTRIBUTION SURVEYS

End User: current purchasing criteria ~ End User: product reject/return rate after purchase ~ End User:

satisfaction with existing products ~ End User: satisfaction with existing methods of supply & distribution ~ End

User: satisfaction with company’s product levels ~ End User: satisfaction with availability of product ~ End

User: satisfaction with quality & specifications of products ~ End User: satisfaction with deliveries / frequency

& up-take ~ End User: satisfaction with ordering procedures ~ End User: satisfaction with terms of trading ~

End User: satisfaction with after-sales services received from company ~ End User: satisfaction with availability

of advertising support & POS / promotional materials ~ End User: satisfaction with technical & other assistance

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received ~ End User: satisfaction with technical documentation / instructions ~ Commercial: current purchasing

criteria ~ Commercial: purchasing criteria – future trends ~ Commercial: the availability –v- price question ~

Commercial: the quality –v- price question ~ Commercial: satisfaction with quality of product received ~

Commercial: satisfaction with availability of product ~ Commercial: satisfaction with company product levels ~

Commercial: satisfaction with company ability to fulfil orders on time ~ Commercial: satisfaction with company

delivery frequency & up-take ~ Commercial: satisfaction with company ordering procedures & formalities ~

Commercial: satisfaction with company terms of trading ~ Commercial: satisfaction with company credit &

other financial details ~ Commercial: satisfaction with existing products & product ranges ~ Commercial:

satisfaction with existing methods of supply & distribution ~ Commercial: satisfaction with quality &

specifications of products ~ Commercial: satisfaction with after-sales ser-vices received from company ~

Commercial: satisfaction with availability of advertising support & POS / promotional materials ~ Commercial:

satisfaction with technical & other assistance received ~ Commercial: satisfaction with documentation /

instructions ~ End User: product reject / spoilage rate whilst held ~ End User: product reject / returns rate ~ End

User: reactions to advertising & sales promotion ~ End User: the quality –v- price question ~ End User: the

availability –v- price question ~ End User: purchasing criteria – future trends.

STARBUCKS SECTOR COMMERCIAL USERS SURVEYS

End User: person/s initiating decision to re-order ~ End User: person/s negotiating terms with the company ~

End User: person/s approving / authorizing order/s ~ End User: person/s monitoring results of purchases & sales

~ Commercial: person/s initiating decision to re-order ~ Commercial: person/s initiating decision to increase

amounts purchased / total inventory ~ Commercial: person/s initiating decision to introduce new products or

brands ~ Commercial: person/s deciding what products / brands are to be sold ~ Commercial: person/s preparing

orders / specifications for purchases ~ Commercial: person/s evaluating products & brands available ~

Commercial: person/s seeking quotations ~ Commercial: person/s negotiating terms with the company ~

Commercial: person/s approving / authorizing order/s ~ Commercial: person/s monitoring results of purchases &

sales ~ End User: person/s seeking quotations ~ End User: person/s evaluating products & brands available ~

End User: person/s preparing orders / specifications for purchases ~ End User: person/s deciding what products /

brands are to be sold ~ End User: person/s initiating decision to introduce new products or brands ~ End User:

person/s initiating decision to increase amounts purchased / total inventory.

STARBUCKS SECTOR PERFORMANCE SURVEYS

Relative Credibility: Company Level ~ Credibility: Outlet Level ~ Credibility: Company Managers ~

Credibility: Company Staff ~ Credibility: Specialist Company Staff ~ Credibility: Company Contracts &

Documentation ~ Credibility: Company Advertising ~ Relative Customer Confidence at Company Level ~

Customer Confidence at Outlet Level ~ Customer Confidence in Company Managers ~ Customer Confidence in

Company Staff ~ Customer Confidence in Specialist Company Staff ~ Customer Confidence in Company

Contracts & Documentation ~ Customer Confidence in Company Advertising ~ Relative Reputation at Company

Level ~ Reputation at Outlet Level ~ Reputation of Company Managers ~ Reputation of Company Staff ~

Relative Reputation of Specialist Company Staff ~ Relative Staff Efficiency: Company Level ~ Relative Staff

Efficiency: Outlet Level ~ Relative Staff Efficiency: Company Managers ~ Relative Staff Efficiency: Company

Staff ~ Relative Staff Efficiency: Specialist Company Staff ~ Relative Staff Efficiency: Contracts &

Documentation ~ Relative Staff Efficiency: Problem Solving ~ Relative Staff Performance: Company Level ~

Relative Staff Performance: Outlet Level ~ Relative Staff Performance: Company Managers ~ Relative Staff

Performance: Company Staff ~ Relative Staff Performance: Specialist Company Staff ~ Relative Staff

Performance: Contracts & Documentation ~ Relative Staff Performance: Overall Customer Handling ~ Relative

Staff Integrity: Company Level ~ Relative Staff Integrity: Outlet Level ~ Relative Staff Integrity: Company

Managers ~ Relative Staff Integrity: Company Staff ~ Relative Staff Integrity: Specialist Company Staff ~

Relative Staff Integrity: Contracts & Documentation ~ Relative Staff Integrity: Advertising & Promotions ~

Relative Truth & Honesty: Company Level ~ Truth & Honesty: Outlet Level ~ Truth & Honesty: Company

Managers ~ Truth & Honesty: Company Staff ~ Truth & Honesty: Specialist Company Staff ~ Truth & Honesty:

Contracts & Documentation ~ Truth & Honesty: Advertising & Promotions ~ Relative Written Communications:

Company Level ~ Written Communications: Outlet Level ~ Written Communications: Company Managers ~

Written Communications: Company Staff ~ Relative Written Communications: Specialist Company Staff ~

Written Communications: Contractual ~ Written Communications: Correspondence ~ Relative Verbal Contact:

Company Level ~ Relative Verbal Contact: Outlet Level ~ Verbal Contact: Company Managers ~ Verbal

Contact: Company Staff ~ Verbal Contact: Specialist Company Staff ~ Relative Customer Handling: Company

Level ~ Customer Handling: Outlet Level ~ Customer Handling: Company Managers ~ Customer Handling:

Company Staff ~ Customer Handling: Specialist Company Staff ~ Relative Customer Complaint Handling:

Company Level ~ Customer Complaint Handling: Outlet Level ~ Customer Complaint Handling: Company

Managers ~ Customer Complaint Handling: Company Staff ~ Relative Customer Complaint Handling: Specialist

Company Staff ~ Relative Customer Problem Solving: Company Level ~ Customer Problem Solving: Outlet

Level ~ Customer Problem Solving: Company Managers ~ Customer Problem Solving: Company Staff ~

Customer Problem Solving: Specialist Company Staff ~ Relative Customer Comprehension of Product:

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Company Level ~ Relative Customer Comprehension of Product: Outlet Level ~ Relative Staff Comprehension

of Product: Company Managers ~ Staff Comprehension of Product: Company Staff ~ Staff Comprehension of

Product: Specialist Company Staff ~ Relative Customer Awareness of Product: Company Level ~ Customer

Awareness of Product: Outlet Level ~ Relative Staff Awareness of Product: Company Managers ~ Staff

Awareness of Product: Company Staff ~ Staff Awareness of Product: Specialist Company Staff ~ Relative

Customer Confidence in Product: Company Level ~ Customer Confidence in Product: Outlet Level ~ Relative

Staff Confidence in Product: Company Managers ~ Staff Confidence in Product: Company Staff ~ Staff

Confidence in Product: Specialist Company Staff ~ Relative Customer Service: Company Level ~ Customer

Service: Outlet Level ~ Customer Service: Company Managers ~ Customer Service: Company Staff ~ Customer

Service: Specialist Company Staff ~ Customer Service: Contracts & Documentation ~ Relative Initial Customer

Response: Company Level ~ Initial Customer Response: Outlet Level ~ Initial Customer Response: Company

Managers ~ Initial Customer Response: Company Staff ~ Initial Customer Response: Specialist Company Staff

~ Relative Information for Customers: Company Level ~ Information for Customers: Outlet Level ~ Information

for Customers: Company Managers ~ Information for Customers: Company Staff ~ Information for Customers:

Specialist Company Staff ~ Relative Promotional Activity: Company Level ~ Promotional Activity: Outlet Level

~ Relative Advertising Posture: Company Level ~ Advertising Posture: Outlet Level ~ Relative Contract

Documentation: Company Level ~ Contract Documentation: Outlet Level.

VOLUME 4.3 STARBUCKS COMPETITOR SURVEY FINDINGS

COMPETITOR END USERS SURVEYS

Current purchasing criteria ~ Reaction to POS & merchandising ~ Satisfaction with product quality ~

Satisfaction with product design ~ Satisfaction with product availability ~ Satisfaction with existing products &

services ~ Satisfaction with existing retail levels~ Satisfaction with retail product levels ~ Satisfaction with

existing methods of supply ~ Satisfaction with product packaging ~ Satisfaction with product packaging design

~ Reaction to advertising & sales promotion ~ Product awareness ~ The quality –v- price question ~ The

availability –v- price question ~ Price sensitivity ~ Future trends in purchasing criteria.

COMPETITOR SERVICE NETWORKS + DISTRIBUTION SURVEYS

End User: current purchasing criteria ~ End User: product reject/return rate after purchase ~ End User:

satisfaction with existing products ~ End User: satisfaction with existing methods of supply & distribution ~ End

User: satisfaction with company’s product levels ~ End User: satisfaction with availability of product ~ End

User: satisfaction with quality & specifications of products ~ End User: satisfaction with deliveries / frequency

& up-take ~ End User: satisfaction with ordering procedures ~ End User: satisfaction with terms of trading ~

End User: satisfaction with after-sales services received from company ~ End User: satisfaction with availability

of advertising support & POS / promotional materials ~ End User: satisfaction with technical & other assistance

received ~ End User: satisfaction with technical documentation / instructions ~ Commercial: current purchasing

criteria ~ Commercial: purchasing criteria – future trends ~ Commercial: the availability –v- price question ~

Commercial: the quality –v- price question ~ Commercial: satisfaction with quality of product received ~

Commercial: satisfaction with availability of product ~ Commercial: satisfaction with company product levels ~

Commercial: satisfaction with company ability to fulfil orders on time ~ Commercial: satisfaction with company

delivery frequency & up-take ~ Commercial: satisfaction with company ordering procedures & formalities ~

Commercial: satisfaction with company terms of trading ~ Commercial: satisfaction with company credit &

other financial details ~ Commercial: satisfaction with existing products & product ranges ~ Commercial:

satisfaction with existing methods of supply & distribution ~ Commercial: satisfaction with quality &

specifications of products ~ Commercial: satisfaction with after-sales services received from company ~

Commercial: satisfaction with availability of advertising support & POS / promotional materials ~ Commercial:

satisfaction with technical & other assistance received ~ Commercial: satisfaction with documentation /

instructions ~ End User: product reject / spoilage rate whilst held ~ End User: product reject / returns rate ~ End

User: reactions to advertising & sales promotion ~ End User: the quality –v- price question ~ End User: the

availability –v- price question ~ End User: purchasing criteria – future trends.

COMPETITOR COMMERCIAL USERS SURVEYS

End User: person/s initiating decision to re-order ~ End User: person/s negotiating terms with the company ~

End User: person/s approving / authorizing order/s ~ End User: person/s monitoring results of purchases & sales

~ Commercial: person/s initiating decision to re-order ~ Commercial: person/s initiating decision to increase

amounts purchased / total inventory ~ Commercial: person/s initiating decision to introduce new products or

brands ~ Commercial: person/s deciding what products / brands are to be sold ~ Commercial: person/s preparing

orders / specifications for purchases ~ Commercial: person/s evaluating products & brands available ~

Commercial: person/s seeking quotations ~ Commercial: person/s negotiating terms with the company ~

Commercial: person/s approving / authorizing order/s ~ Commercial: person/s monitoring results of purchases &

sales ~ End User: person/s seeking quotations ~ End User: person/s evaluating products & brands available ~

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End User: person/s preparing orders / specifications for purchases ~ End User: person/s deciding what products /

brands are to be sold ~ End User: person/s initiating decision to introduce new products or brands ~ End User:

person/s initiating decision to increase amounts purchased / total inventory.

COMPETITOR PERFORMANCE SURVEYS

Relative Credibility: Company Level ~ Relative Credibility: Outlet Level ~ Relative Credibility: Company

Managers ~ Relative Credibility: Company Staff ~ Relative Credibility: Specialist Company Staff ~ Relative

Credibility: Company Contracts & Documentation ~ Relative Credibility: Company Advertising ~ Relative

Customer Confidence at Company Level ~ Relative Customer Confidence at Outlet Level ~ Relative Customer

Confidence in Company Managers ~ Relative Customer Confidence in Company Staff ~ Relative Customer

Confidence in Specialist Company Staff ~ Relative Customer Confidence in Company Contracts &

Documentation ~ Relative Customer Confidence in Company Advertising ~ Relative Reputation at Company

Level ~ Relative Reputation at Outlet Level ~ Relative Reputation of Company Managers ~ Relative Reputation

of Company Staff ~ Relative Reputation of Specialist Company Staff ~ Relative Staff Efficiency: Company

Level ~ Relative Staff Efficiency: Outlet Level ~ Relative Staff Efficiency: Company Managers ~ Relative Staff

Efficiency: Company Staff ~ Relative Staff Efficiency: Specialist Company Staff ~ Relative Staff Efficiency:

Contracts & Documentation ~ Relative Staff Efficiency: Problem Solving ~ Relative Staff Performance:

Company Level ~ Relative Staff Performance: Outlet Level ~ Relative Staff Performance: Company Managers ~

Relative Staff Performance: Company Staff ~ Relative Staff Performance: Specialist Company Staff ~ Relative

Staff Performance: Contracts & Documentation ~ Relative Staff Performance: Overall Customer Handling ~

Relative Staff Integrity: Company Level ~ Relative Staff Integrity: Outlet Level ~ Relative Staff Integrity:

Company Managers ~ Relative Staff Integrity: Company Staff ~ Relative Staff Integrity: Specialist Company

Staff ~ Relative Staff Integrity: Contracts & Documentation ~ Relative Staff Integrity: Advertising &

Promotions ~ Relative Truth & Honesty: Company Level ~ Relative Truth & Honesty: Outlet Level ~ Relative

Truth & Honesty: Company Managers ~ Relative Truth & Honesty: Company Staff ~ Relative Truth & Honesty:

Specialist Company Staff ~ Relative Truth & Honesty: Contracts & Documentation ~ Relative Truth & Honesty:

Advertising & Promotions ~ Relative Written Communications: Company Level ~ Relative Written

Communications: Outlet Level ~ Relative Written Communications: Company Managers ~ Relative Written

Communications: Company Staff ~ Relative Written Communications: Specialist Company Staff ~ Relative

Written Communications: Contractual ~ Relative Written Communications: Correspondence ~ Relative Verbal

Contact: Company Level ~ Relative Verbal Contact: Outlet Level ~ Relative Verbal Contact: Company

Managers ~ Relative Verbal Contact: Company Staff ~ Relative Verbal Contact: Specialist Company Staff ~

Relative Customer Handling: Company Level ~ Relative Customer Handling: Outlet Level ~ Relative Customer

Handling: Company Managers ~ Relative Customer Handling: Company Staff ~ Relative Customer Handling:

Specialist Company Staff ~ Relative Customer Complaint Handling: Company Level ~ Relative Customer

Complaint Handling: Outlet Level ~ Relative Customer Complaint Handling: Company Managers ~ Relative

Customer Complaint Handling: Company Staff ~ Relative Customer Complaint Handling: Specialist Company

Staff ~ Relative Customer Problem Solving: Company Level ~ Relative Customer Problem Solving: Outlet

Level ~ Relative Customer Problem Solving: Company Managers ~ Relative Customer Problem Solving:

Company Staff ~ Relative Customer Problem Solving: Specialist Company Staff ~ Relative Customer

Comprehension of Product: Company Level ~ Relative Customer Comprehension of Product: Outlet Level ~

Relative Staff Comprehension of Product: Company Managers ~ Relative Staff Comprehension of Product:

Company Staff ~ Relative Staff Comprehension of Product: Specialist Company Staff ~ Relative Customer

Awareness of Product: Company Level ~ Relative Customer Awareness of Product: Outlet Level ~ Relative

Staff Awareness of Product: Company Managers ~ Relative Staff Awareness of Product: Company Staff ~

Relative Staff Awareness of Product: Specialist Company Staff ~ Relative Customer Confidence in Product:

Company Level ~ Relative Customer Confidence in Product: Outlet Level ~ Relative Staff Confidence in

Product: Company Managers ~ Relative Staff Confidence in Product: Company Staff ~ Relative Staff

Confidence in Product: Specialist Company Staff ~ Relative Customer Service: Company Level ~ Relative

Customer Service: Outlet Level ~ Relative Customer Service: Company Managers ~ Relative Customer Service:

Company Staff ~ Relative Customer Service: Specialist Company Staff ~ Relative Customer Service: Contracts

& Documentation ~ Relative Initial Customer Response: Company Level ~ Relative Initial Customer Response:

Outlet Level ~ Relative Initial Customer Response: Company Managers ~ Relative Initial Customer Response:

Company Staff ~ Relative Initial Customer Response: Specialist Company Staff ~ Relative Information for

Customers: Company Level ~ Relative Information for Customers: Outlet Level ~ Relative Information for

Customers: Company Managers ~ Relative Information for Customers: Company Staff ~ Relative Information

for Customers: Specialist Company Staff ~ Relative Promotional Activity: Company Level ~ Relative

Promotional Activity: Outlet Level ~ Relative Advertising Posture: Company Level ~ Relative Advertising

Posture: Outlet Level ~ Relative Contract Documentation: Company Level ~ Relative Contract Documentation:

Outlet Level.

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VOLUME 4.4 NATIONAL PRODUCT SURVEYS

NATIONAL END USERS SURVEYS

Current purchasing criteria ~ Perceptions of currently imported brands ~ Willingness to purchase foreign brands

~ Reaction to advertising & sales promotion ~ Reaction to POS & merchandising ~ Satisfaction with product

quality ~ Satisfaction with product design ~ Satisfaction with product availability ~ Satisfaction with existing

products & services ~ Satisfaction with existing retail level~ Satisfaction with retail product levels ~ Satisfaction

with existing methods of supply ~ Satisfaction with product packaging ~ Satisfaction with product packaging

design ~ Attitudes towards discount / own-brand products ~ Product awareness ~ The quality –v- price question

~ The availability –v- price question ~ Price sensitivity ~ Future trends in purchasing criteria.

NATIONAL SERVICE NETWORKS + DISTRIBUTION SURVEYS

National service networks + distribution surveys – introduction ~ End User: current purchasing criteria ~ End

User: source of supply ~ End User: supplier loyalty ~ End User: ordering procedures ~ End User: frequency of

deliveries ~ End User: method of payment ~ End User: reactions to advertising & sales promotion ~ End User:

product reject / returns rate ~ End User: product reject / spoilage rate whilst held ~ End User: product reject /

return rate after purchase ~ End User: satisfaction with existing products ~ End User: satisfaction with existing

suppliers & sources ~ End User: satisfaction with existing methods of supply & distribution ~ End User:

satisfaction with suppliers’ product levels ~ End User: satisfaction with availability of product ~ End User:

satisfaction with quality & specifications of products ~ End User: satisfaction with deliveries / frequency & up-

take ~ End User: satisfaction with ordering procedures ~ End User: satisfaction with terms of trading ~ End

User: satisfaction with after-sales services received from suppliers ~ End User: satisfaction with availability of

advertising support & POS / promotional materials ~ End User: satisfaction with technical & other assistance

received ~ End User: satisfaction with technical documentation / instructions ~ Commercial: current purchasing

criteria ~ Commercial: purchasing criteria – future trends ~ Commercial: the availability –v- price question ~

Commercial: the quality –v- price question ~ Commercial: attitudes towards discount / unbranded / own-brand

products ~ Commercial: frequency of purchase/s ~ Commercial: buying patterns ~ Commercial: mode of

ordering~ Commercial: delivery / service area ~ Commercial: sales call frequency per regular customer ( average

– delivery & servicing ) ~ Commercial: mode of payment by retail~ Commercial: discounts offered to retail

level~ Commercial: retail attitude towards price –v- availability ~ Commercial: frequency of deliveries to retail~

Commercial: supplier loyalty ~ Commercial: number of competitive producers represented ~ Commercial:

dealers sales promotional activities (retail)~ Commercial: dealers sales promotional activities mix ~ Commercial:

producers sales promotion most influencing dealers ~ Commercial: inventory financing ~ Commercial: dealers

problems with products ~ Commercial: experiences of warranty / reject claims ~ Commercial: satisfaction with

quality of product received ~ Commercial: satisfaction with availability of product ~ Commercial: satisfaction

with producers product levels ~ Commercial: satisfaction with producers ability to fulfil orders on time ~

Commercial: satisfaction with producers delivery frequency & up-take ~ Commercial: satisfaction with

producers ordering procedures & formalities ~ Commercial: satisfaction with producers terms of trading ~

Commercial: satisfaction with producers credit & other financial details ~ Commercial: satisfaction with own

product levels ~ Commercial: satisfaction with existing products & product ranges ~ Commercial: satisfaction

with existing suppliers & sources ~ Commercial: satisfaction with existing methods of supply & distribution ~

Commercial: satisfaction with quality & specifications of products ~ Commercial: satisfaction with after-sales

services received from suppliers ~ Commercial: satisfaction with availability of advertising support & POS /

promotional materials ~ Commercial: satisfaction with technical & other assistance received ~ Commercial:

satisfaction with documentation / instructions ~ End User: buying patterns ~ End User: frequency of purchase/s

~ End User: attitudes towards discount / own-brand products ~ End User: the quality –v- price question ~ End

User: the availability –v- price question ~ End User: purchasing criteria – future trends.

NATIONAL BUYER SURVEYS

End User: person/s initiating decision to re-order ~ End User: person/s negotiating terms with suppliers ~ End

User: person/s approving / authorizing order/s ~ End User: person/s monitoring results of purchases & sales ~

Commercial: person/s initiating decision to re-order ~ Commercial: person/s initiating decision to increase

amounts purchased / total inventory ~ Commercial: person/s initiating decision to introduce new products or

brands ~ Commercial: person/s deciding what products / brands are to be sold ~ Commercial: person/s preparing

orders / specifications for purchases ~ Commercial: person/s evaluating products & brands available ~

Commercial: person/s surveying suppliers & seeking quotations ~ Commercial: person/s negotiating terms with

suppliers ~ Commercial: person/s approving / authorizing order/s ~ Commercial: person/s monitoring results of

purchases & sales ~ End User: person/s surveying suppliers & seeking quotations ~ End User: person/s

evaluating products & brands available ~ End User: person/s preparing orders / specifications for purchases ~

End User: person/s deciding what products / brands are to be sold ~ End User: person/s initiating decision to

introduce new products / brands ~ End User: person/s initiating decision to increase amounts purchased / total

inventory.

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NATIONAL INDUSTRY PERFORMANCE SURVEYS

Credibility: Company Level ~ Customer Confidence at Company Level ~ Customer Confidence at Outlet Level

~ Customer Confidence in Company Managers ~ Customer Confidence in Company Staff ~ Customer

Confidence in Specialist Company Staff ~ Customer Confidence in Company Contracts & Documentation ~

Customer Confidence in Company Advertising ~ Reputation at Company Level ~ Reputation at Outlet Level ~

Reputation of Company Managers ~ Reputation of Company Staff ~ Reputation of Specialist Company Staff ~

Staff Efficiency: Company Level ~ Staff Efficiency: Outlet Level ~ Staff Efficiency: Company Managers ~ Staff

Efficiency: Company Staff ~ Staff Efficiency: Specialist Company Staff ~ Staff Efficiency: Contracts &

Documentation ~ Staff Efficiency: Problem Solving ~ Staff Performance: Company Level ~ Staff Performance:

Outlet Level ~ Staff Performance: Company Managers ~ Staff Performance: Company Staff ~ Staff

Performance: Specialist Company Staff ~ Staff Performance: Contracts & Documentation ~ Staff Performance:

Overall Customer Handling ~ Staff Integrity: Company Level ~ Staff Integrity: Outlet Level ~ Staff Integrity:

Company Managers ~ Staff Integrity: Company Staff ~ Staff Integrity: Specialist Company Staff ~ Staff

Integrity: Contracts & Documentation ~ Staff Integrity: Advertising & Promotions ~ Truth & Honesty:

Company Level ~ Truth & Honesty: Outlet Level ~ Truth & Honesty: Company Managers ~ Truth & Honesty:

Company Staff ~ Truth & Honesty: Specialist Company Staff ~ Truth & Honesty: Contracts & Documentation ~

Truth & Honesty: Advertising & Promotions ~ Written Communications: Company Level ~ Written

Communications: Outlet Level ~ Written Communications: Company Managers ~ Written Communications:

Company Staff ~ Written Communications: Specialist Company Staff ~ Written Communications: Contractual ~

Written Communications: Correspondence ~ Verbal Contact: Company Level ~ Verbal Contact: Outlet Level ~

Verbal Contact: Company Managers ~ Verbal Contact: Company Staff ~ Verbal Contact: Specialist Company

Staff ~ Customer Handling: Company Level ~ Customer Handling: Outlet Level ~ Customer Handling:

Company Managers ~ Customer Handling: Company Staff ~ Customer Handling: Specialist Company Staff ~

Customer Complaint Handling: Company Level ~ Customer Complaint Handling: Outlet Level ~ Customer

Complaint Handling: Company Managers ~ Customer Complaint Handling: Company Staff ~ Customer

Complaint Handling: Specialist Company Staff ~ Customer Problem Solving: Company Level ~ Customer

Problem Solving: Outlet Level ~ Customer Problem Solving: Company Managers ~ Customer Problem Solving:

Company Staff ~ Customer Problem Solving: Specialist Company Staff ~ Customer Comprehension of Product:

Company Level ~ Customer Comprehension of Product: Outlet Level ~ Staff Comprehension of Product:

Company Managers ~ Staff Comprehension of Product: Company Staff ~ Staff Comprehension of Product:

Specialist Company Staff ~ Customer Awareness of Product: Company Level ~ Customer Awareness of

Product: Outlet Level ~ Staff Awareness of Product: Company Managers ~ Staff Awareness of Product:

Company Staff ~ Staff Awareness of Product: Specialist Company Staff ~ Customer Confidence in Product:

Company Level ~ Customer Confidence in Product: Outlet Level ~ Staff Confidence in Product: Company

Managers ~ Staff Confidence in Product: Company Staff ~ Staff Confidence in Product: Specialist Company

Staff ~ Customer Service: Company Level ~ Customer Service: Outlet Level ~ Customer Service: Company

Managers ~ Customer Service: Company Staff ~ Customer Service: Specialist Company Staff ~ Customer

Service: Contracts & Documentation ~ Initial Customer Response: Company Level ~ Initial Customer Response:

Outlet Level ~ Initial Customer Response: Company Managers ~ Initial Customer Response: Company Staff ~

Initial Customer Response: Specialist Company Staff ~ Information for Customers: Company Level ~

Information for Customers: Outlet Level ~ Information for Customers: Company Managers ~ Information for

Customers: Company Staff ~ Information for Customers: Specialist Company Staff ~ Promotional Activity:

Company Level ~ Promotional Activity: Outlet Level ~ Advertising Posture: Company Level ~ Advertising

Posture: Outlet Level ~ Contract Documentation: Company Level ~ Contract Documentation: Outlet Level ~

Credibility: Company Advertising ~ Credibility: Company Contracts & Documentation ~ Credibility: Specialist

Company Staff ~ Credibility: Company Staff ~ Credibility: Company Managers ~ Credibility: Outlet Level.

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VOLUME 4.5 NATIONAL CONSUMER PROFILES

NATIONAL CONSUMER PROFILE DEFINITIONS

SOCIAL CLASS DEFINITIONS: This section covers each of the Geographic markets mentioned above

THE CONSUMER OR BUYER LEVEL:

The Buyer Profile is given as a matrix BY YEAR & by:-

AGE GROUP: Up to 19; 20 – 24; 25 – 34; 35 – 44; 45 – 54; 55 – 64; 65 & over.

SOCIAL CLASS:

A : Upper Middle Class : Higher managerial, administrative

B : Middle Class : Intermediate managerial

C1 : Lower Middle Class : Supervisor or clerical

C2 : Skilled Working Class : Skilled manual workers

D : Working Class : Semi- & unskilled manual workers

E : Others

LOCATION: By Region & Major Urban Conurbation.

It is important to establish the compatibility between Starbucks and the Product, Marketing, Supplier,

Distribution/Customer Interface & Customer factors & parameters in each of the markets investigated in this

report: the above analysis provides this data. Obviously such an analysis can assist readers in evaluating the

areas which might produce problems for the marketing of the product; and also areas of opportunity which may

be exploited by Starbucks when marketing or distributing the product/s in each of the markets concerned.

The main purpose of these analyses is of course to attempt to provide a rational & objective basis with which to

compare & evaluate the factors & parameters critical to Starbucks in the provision of products & services.

STATUS + ENVIRONMENT

This section gives a database analysis of the various aspects of Company status, standing and relative

performance in the industry and Market-Place. The data is given as a matrix by Subsidiary, Division, Unit or

Market sector.

COMPANY PHYSICAL PROCESS CONSIDERATIONS: physical process difficulties; physical process

capacity; physical capacity; flexibility of plant & equipment; ability to vary the product range; age of plant &

equipment.

COMPANY SUPPLIES CONSIDERATIONS: materials & supplies purchasing & sourcing stock levels &

inventories of materials & supplies; dependence on sub-contractors & outside workers; buying influence &

purchasing power.

COMPANY MANPOWER CONSIDERATIONS: manpower & labour availability; labour & union relations;

wage rises & wage demands; payroll levels in relation to competitors; salaried staff remunerations relative to

competitors; technical capabilities of staff.

COMPANY COSTS & MARGIN CONSIDERATIONS: process stock & inventory levels; flexibility of variable

costs; adaptability of fixed costs; variability of manpower costs; direct costs relative to major competitors;

research & development & product development costs.

COMPANY PRODUCT CONSIDERATIONS: product quality; product specifications; product design & utility;

product operating criteria & operating benefits; product efficiency & performance; product reliability &

integrity; product longevity & shelf life; product life cycle & obsolescence; degree of customization &

flexibility; product technology & technological advantage; product interchangeability & usage.

COMPANY MANAGEMENT STRENGTHS: management strengths of senior corporate officers; effectiveness

of process managers; performance of sales & marketing managers; efficiency of administration managers;

aptitude of technical & research & development staff; reliability of personnel managers.

COMPANY CORPORATE CONSIDERATIONS: upstream integration & economies of scale; downstream

integration & benefits; captive distribution channels; dependence on other companies for supplies; dependence

on other distribution channels to the market; dependence on other marketing activity for sales support;

dependence on customers.

COMPANY DISTRIBUTION CHANNEL CONSIDERATIONS: warehousing & handling; packing &

packaging; distribution network activities; stock availability; backlogs.

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COMPANY CUSTOMER CONSIDERATIONS: geographic location of the customer base; dependence on

discrete customer bases; captive & assured customer base; concentration of customers; frequency of product

usage; size & volume of average turnover; customer servicing relative to competitors; seasonality of demand &

customer purchases.

COMPANY MARKETING CONSIDERATIONS: advertising & sales promotion posture & activity; total

marketing costs; sales promotion costs; salesforce & selling costs & expenses; advertising costs.

COMPANY COMPETITIVE CONSIDERATIONS: competitors’ pricing policies & posture; sensitivity to

economic conditions; marketing spend relative to competitors; aggressiveness of competitors’ policies &

postures; entry of new competitors into the market; prices at company sales price; recent price increases at

company level; prices at retail or end users sales price; market share.

RELATIVE REPUTATION: general customer awareness of the company & its products; overall reputation;

status of products; ranking of product quality; standing of service provided; position of customer handling &

interface.

RELATIVE PROMOTIONAL ACTIVITY: rating of overall sales promotion activity; comprehension of

advertising posture & the advertising message; effectiveness of sales personnel, salesforce & ancillary staff;

lucidity of sales literature & print.

RELATIVE PRODUCT AVAILABILITY: rating of product general availability; acceptability of product

specifications; satisfaction with delivery; assurance of order delivery performance; competence of order handling

& order taking; ability to supply products as contracted.

RELATIVE TECHNICAL COMPETENCE: rating of general technical competence; technical expertise;

application of product technology; product documentation & instructions; level of product reject or return rates;

status of general after-sales service performance.

RELATIVE MARKETING FACTORS: perception of product pricing; ranking of technical superiority;

fulfilment of service undertakings & the quality of service provided; assurance of promptness; record of service

promptness & delivery; satisfaction with service levels; general ease of service use & procedures used;

contentment with service convenience, scheduling & off-take; perception of distribution network system &

efficiency; customer handling, flexibility & willingness to co-operate; equity of terms of trading & contractual

considerations.

RELATIVE STAFF PERFORMANCE: initial contact & responsiveness; contact with order handling staff;

negotiations with sales personnel; contact with administration & account staff; interface with technical &

specialist managers & staff; performance of service personnel.

RELATIVE CORPORATE CONSIDERATIONS: upstream integration; perceptions of downstream integration;

performance of captive distribution channels; Utilization of other distribution; benefits of other marketing

activity; capture & dominance of specific customer bases.

RELATIVE DISTRIBUTION CHANNEL CONSIDERATIONS: efficiency of warehousing & handling; quality

& attractiveness of packing & packaging; performance of overall distribution activities; general stock

availability; overall backlogs.

RELATIVE CUSTOMER CONSIDERATIONS: geographic location & spread of the customer base;

captiveness of existing customer bases; loyalty of the existing customer base; relative concentration of

customers; frequency of average customer purchases; average size & turnover of customer service requirements;

general level of customer servicing; seasonality of customer demand for products.

RELATIVE PROMOTIONAL CONSIDERATIONS: general advertising & sales promotion message;

marketing spend, Utilization & sales decay; specific sales promotions & activity; salesforce effectiveness &

performance; advertising efficiency.

RELATIVE COMPETITIVE CONSIDERATIONS: Overall pricing policy & its effectiveness; sensitivity to the

economic climate & conditions; competitive marketing effort; reaction to competitors’ policies & activities;

reaction to the market entry of competitors; attractiveness of pricing; ability to cope with & react to pricing

increases; overall competitiveness of end users sales pricing; general relative market share.

PRODUCT FACTORS: Product Quality & Quality Approvals; Product Design, Designers Factors &

Specifications; Product Criteria & Parameters; Research & Development, Product Development &

Customization Costs; Technology, Technological Factors & Developments; Product Longevity + Performance,

Efficiency & Integrity; Product Reliability, Failure Rates & Defects; Product Criteria, Operation & Usage;

Technical Aspects, Technical Developments & Development Success; Product Life Cycles & Product

Obsolescence.

MARKETING FACTORS: Warehousing, Handling & Distribution Channel Costs; Pricing at Company’s level;

Pricing at End User levels; Stock Availability, Lead Times & Delivery; Sales Promotion & Selling Costs;

Advertising Posture & Advertising Costs; Competition & Competitors’ Aggressiveness & Posture; Market Share

& Relative Market Shares; Seasonality, Cyclical Demand & Demand Fluctuations; Sensitivity to Economic

Conditions & Effect of Recession; After-Sales Servicing, Requirements & Costs.

SUPPLIER FACTORS: Physical Process + Handling Facilities & Capacity; Capacity & Flexibility of Plant;

Dependence on Sub-contractors, Input Materials & General Suppliers; Technical Capabilities & New Product

Developments; Technological Aptitude & Technological Innovations; General Physical Plant & Equipment

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Capacity; Economies of Scale & Own Buying Influence; Alternative Suppliers Base; Commitment of Suppliers;

Price & Pricing Advantages amongst Suppliers; Conditions of Sale & Terms of Trading.

DISTRIBUTION CHANNEL & NETWORKS / CUSTOMER INTERFACE FACTORS: Technical &

Marketing Capabilities; Distribution Facilities & Manpower Availability; Commitment to other Companies;

Sales Volumes & Turnover requirements; Margins & Added Value; Captive Customer Base & Customers

Handled; Geographic Coverage; Sales Promotion, Advertising & Salesforce; Synergy with Existing Products &

Customer Bases; Cash-Flow Requirements of the Distribution Channel; Capital – Distribution Channel.

CUSTOMER FACTORS: Consumption & Demand Factors; Purchase Background & Past Product Purchases;

Purchasing Criteria – Economic Factors; Purchasing Criteria – Motivational Factors; Acquisition Costs, Service

Pricing; Product Costs; Customer Awareness.

COMPETITIVE ISSUES + CONSIDERATIONS

This section gives a database analysis of the various Competitive Issues and Considerations which affect

Starbucks and its relative performance in the industry and Market-Place. The data is given in relation to the

various Subsidiary, Division, Unit or Market sectors.

Company production considerations: production & process difficulties, manufacturing capacity, unit

production capacity, flexibility of production plant, ability to vary product range, age of plant & equipment

Company supplies considerations: materials acquisition & sources, materials stock levels, dependence on

sub-contractors, buying influence

Company manpower considerations: manpower availability, labour relations, pressure of wage rises, relative

payroll levels, relative salary levels, technical capabilities

Company costs & margin considerations: stock levels, variable costs, fixed costs, payroll costs, direct costs

relative to competitors, R&D / product development costs

Company product considerations: quality, product specifications, design, operating criteria, product

efficiency, product reliability, product longevity, product life cycle, product customization, product

technology, product usage

Company management strengths: management strengths: senior corporate officers, management strengths:

production staff, management strengths: sales & marketing staff, management strengths: administration

staff, management strengths: technical & R&D staff, management strengths: personnel staff

Company corporate considerations: upstream integration, downstream integration, captive distribution

channels, dependence on other manufacturers, dependence on other distributors, dependence on other

marketing, dependence on customers

Company distribution considerations: warehousing & handling, packing & packaging, distribution, stock

availability, order backlog

Company customer considerations: location of customers, dependence on customer base, captive customer

base, concentration of purchases, purchase frequency, order size, relative customer servicing, seasonality of

demand

Company marketing considerations: advertising & sales promotion, marketing costs, sales promotion costs,

selling costs, advertising costs

Company competitive considerations: competitors’ pricing policy, sensitivity to economic conditions,

relative marketing spend, competitors’ aggressiveness, entry of new competitors, prices at MSP, price

increases at MSP, prices at RSP, market share

Relative reputation: overall awareness by customers, overall reputation, reputation of products, reputation of

product quality, reputation of service provided, reputation of customer handling

Relative promotional activity: rating of overall sales promotion activity, rating of advertising, rating of sales

personnel, rating of sales print

Relative product availability: rating of product availability, rating of product specifications, rating of on-

time delivery, rating of complete order delivery, rating of order handling, rating of ability to supply

Relative technical competence: rating of technical competence, rating of technical awareness, rating of

product technology, rating of product documentation, rating of product returns, rating of after-sales services

Relative marketing factors: perception of product prices, technical superiority, service factors, prompt

delivery, whole order delivery, stock levels, ordering procedures, delivery convenience, the delivery system,

flexibility of customer handling, perceptions of terms of trading

Relative staff performance: initial contact, order handling staff, sales staff, administration staff, specialist

staff, service personnel

Relative corporate considerations: upstream integration, downstream integration, captive distribution

channels, reliance on other manufacturers, utilization of other distributors, benefits of other marketing,

captive customer bases

Relative distribution considerations: warehousing & handling, packing & packaging, distribution, stock

availability, order backlog

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Relative customer considerations: location of customers, captiveness of the customer base, customer base

loyalty, concentration of purchases, purchase frequency, order size, customer servicing, seasonality

Relative promotional considerations: advertising & sales promotion, marketing, sales promotion, salesforce,

advertising

Relative competitive considerations: pricing policy, economic conditions, relative marketing effort, reaction

to competitors, new competitors, prices at MSP, price increases, prices at RSP, market share.

Page 43: Starbucks Corp tactical strategic

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The Market Research

Starbucks

Volume 5

The MARKET RESEARCH report on Starbucks is intended to give a comprehensive and

widespread analysis of the markets in which Starbucks operates. The Market Research

reflects the geographic circumstances of the Company, and will consist of one of the

following geographic types:-

STARBUCKS

WORLD REPORT

Chapters Pages Volumes

Diagrams, Maps

& Illustrations

Spreadsheets

& Databases

59 c. 2,000

DVD,

Memory Stick &

printed volume

c. 500 c. 10,000

Base Reference Country: United States

This report is produced from the standpoint of the business norms and perceptions in the home country of

Starbucks and covers a large number of issues which the Starbucks must consider when planning overseas or

export developments in world markets for Starbucks.

This report provides market, financial and industry data on each of the 205 world markets and once this data is

viewed, and target countries selected, the client can proceed to a more detailed analysis of individual world

markets.

Each of the following chapters address particular facets of business activity and each of these facets are

important in every overseas market. Once Starbucks has focused on a particular overseas market then a Country

Report (or a Country & Cities Report) on that particular market can be obtained and this will provide the same

information headings as found in the following chapters. In this way Starbucks can compare their home industry

and market situation with that of an overseas market and thereby business planning can be more realistically

undertaken.

STARBUCKS

WORLD REPORT MARKET RESEARCH SPREADSHEETS

Financial

Industry

Market

Competitive

Critical Parameters

Decision Makers

Market Segmentation

Marketing Costs

Performance

Product Launch

Page 44: Starbucks Corp tactical strategic

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CHAPTERS

1. OVERSEAS DEVELOPMENT

2. ADMINISTRATION

3. ADVERTISING

4. BUYERS – COMMERCIAL OPERATIONS

5. BUYERS – COMPETITORS

6. BUYERS – MAJOR CITY

7. BUYERS – PRODUCTS

8. BUYERS – TRADE CELL

9. COMPETITIVE INDUSTRY ANALYSIS

10. COMPETITOR ANALYSIS

11. COUNTRY FOCUS

12. DISTRIBUTION

13. FINANCIAL - BUSINESS DECISION SCENARIOS

14. FINANCIAL - CAPITAL COSTS FINANCIAL SCENARIOS

15. FINANCIAL - CASHFLOW OPTION SCENARIOS

16. FINANCIAL - COST STRUCTURE SCENARIOS

17. FINANCIAL - HISTORIC INDUSTRY BALANCE SHEET

18. FINANCIAL - HISTORIC MARKETING COSTS & MARGINS

19. FINANCIAL - INVESTMENT + COST REDUCTION SCENARIOS

20. FINANCIAL - MARKET CLIMATE SCENARIOS

21. FINANCIAL – MARKETING COSTS

22. FINANCIAL - MARKETING EXPENDITURE SCENARIOS

23. FINANCIAL – MARKETING MARGINS

24. FINANCIAL - STRATEGIC OPTIONS SCENARIOS

25. FINANCIAL - SURVIVAL SCENARIOS

26. FINANCIAL - TACTICAL OPTIONS SCENARIOS

27. GEOGRAPHIC DATA

28. INDUSTRY - NORMS

29. MAJOR CITY MARKET ANALYSIS

30. MARKET CAPITAL ACCESS SCENARIOS

31. MARKET CASHFLOW SCENARIOS

32. MARKET ECONOMIC CLIMATE SCENARIOS

33. MARKET INVESTMENT + COSTS SCENARIOS

34. MARKET MARKETING EXPENDITURE SCENARIOS

35. MARKET RISK SCENARIOS

36. MARKET STRATEGIC OPTION SCENARIOS

37. MARKET SURVIVAL OPTION SCENARIOS

38. MARKET TACTICAL OPTION SCENARIOS

39. MARKETING EXPENDITURE -v- MARKET SHARE

40. MARKETING STRATEGY DEVELOPMENT

41. MARKETS

42. OPERATIONAL ANALYSIS

43. PERSONNEL MANAGEMENT

44. PHYSICAL DISTRIBUTION + CUSTOMER HANDLING

45. PRICING

46. PROCESS + ORDER HANDLING

47. PRODUCT ANALYSIS

48. PRODUCT DEVELOPMENT

49. PRODUCT MARKETING FACTORS

50. PRODUCT MIX

51. PRODUCT SUMMARY

52. PROFIT RISK SCENARIOS

53. PROMOTIONAL MIX

54. SALESFORCE DECISIONS

55. SALES PROMOTION

56. SURVEYS

57. TARGETS - PRODUCT + MARKET

58. TECHNOLOGY

59. TRADE CELL ANALYSIS

Page 45: Starbucks Corp tactical strategic

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WORLD SPREADSHEETS

COUNTRY Market Market

Forecast

Financial

Forecast

Financial

Margins

Historic

Financial

Historic

Costs

Industry

Norms

Afghanistan Market Forecast Forecast Forecast Historic Historic Norms Albania Market Forecast Forecast Forecast Historic Historic Norms Algeria Market Forecast Forecast Forecast Historic Historic Norms

American Samoa Market Forecast Forecast Forecast Historic Historic Norms Andorra Market Forecast Forecast Forecast Historic Historic Norms Angola Market Forecast Forecast Forecast Historic Historic Norms

Antigua & Barbuda Market Forecast Forecast Forecast Historic Historic Norms Argentina Market Forecast Forecast Forecast Historic Historic Norms Armenia Market Forecast Forecast Forecast Historic Historic Norms Aruba Market Forecast Forecast Forecast Historic Historic Norms

Australia Market Forecast Forecast Forecast Historic Historic Norms Austria Market Forecast Forecast Forecast Historic Historic Norms

Azerbaijan Market Forecast Forecast Forecast Historic Historic Norms Bahamas Market Forecast Forecast Forecast Historic Historic Norms Bahrain Market Forecast Forecast Forecast Historic Historic Norms

Bangladesh Market Forecast Forecast Forecast Historic Historic Norms Barbados Market Forecast Forecast Forecast Historic Historic Norms Belarus Market Forecast Forecast Forecast Historic Historic Norms Belgium Market Forecast Forecast Forecast Historic Historic Norms Belize Market Forecast Forecast Forecast Historic Historic Norms Benin Market Forecast Forecast Forecast Historic Historic Norms

Bermuda Market Forecast Forecast Forecast Historic Historic Norms Bhutan Market Forecast Forecast Forecast Historic Historic Norms Bolivia Market Forecast Forecast Forecast Historic Historic Norms

Bosnia & Herzegovina Market Forecast Forecast Forecast Historic Historic Norms Botswana Market Forecast Forecast Forecast Historic Historic Norms

Brazil Market Forecast Forecast Forecast Historic Historic Norms Brunei Market Forecast Forecast Forecast Historic Historic Norms

Bulgaria Market Forecast Forecast Forecast Historic Historic Norms Burkina Faso Market Forecast Forecast Forecast Historic Historic Norms

Burma Market Forecast Forecast Forecast Historic Historic Norms Burundi Market Forecast Forecast Forecast Historic Historic Norms

Cambodia Market Forecast Forecast Forecast Historic Historic Norms Cameroon Market Forecast Forecast Forecast Historic Historic Norms

Canada Market Forecast Forecast Forecast Historic Historic Norms Cape Verde Market Forecast Forecast Forecast Historic Historic Norms

Cayman Islands Market Forecast Forecast Forecast Historic Historic Norms Cent. African Rep. Market Forecast Forecast Forecast Historic Historic Norms

Chad Market Forecast Forecast Forecast Historic Historic Norms Chile Market Forecast Forecast Forecast Historic Historic Norms China Market Forecast Forecast Forecast Historic Historic Norms

Colombia Market Forecast Forecast Forecast Historic Historic Norms Comoros Market Forecast Forecast Forecast Historic Historic Norms

Costa Rica Market Forecast Forecast Forecast Historic Historic Norms Cote d'Ivoire Market Forecast Forecast Forecast Historic Historic Norms

Croatia Market Forecast Forecast Forecast Historic Historic Norms Cuba Market Forecast Forecast Forecast Historic Historic Norms

Cyprus Market Forecast Forecast Forecast Historic Historic Norms Czech Republic Market Forecast Forecast Forecast Historic Historic Norms

Dem. Rep. Congo Market Forecast Forecast Forecast Historic Historic Norms Denmark Market Forecast Forecast Forecast Historic Historic Norms Djibouti Market Forecast Forecast Forecast Historic Historic Norms

Dominica Market Forecast Forecast Forecast Historic Historic Norms Dominican Republic Market Forecast Forecast Forecast Historic Historic Norms

Ecuador Market Forecast Forecast Forecast Historic Historic Norms Egypt Market Forecast Forecast Forecast Historic Historic Norms

El Salvador Market Forecast Forecast Forecast Historic Historic Norms Equatorial Guinea Market Forecast Forecast Forecast Historic Historic Norms

Eritrea Market Forecast Forecast Forecast Historic Historic Norms Estonia Market Forecast Forecast Forecast Historic Historic Norms Ethiopia Market Forecast Forecast Forecast Historic Historic Norms

Faeroe Islands Market Forecast Forecast Forecast Historic Historic Norms Fiji Market Forecast Forecast Forecast Historic Historic Norms

Finland Market Forecast Forecast Forecast Historic Historic Norms France Market Forecast Forecast Forecast Historic Historic Norms

French Guiana Market Forecast Forecast Forecast Historic Historic Norms French Polynesia Market Forecast Forecast Forecast Historic Historic Norms

Gabon Market Forecast Forecast Forecast Historic Historic Norms Gambia Market Forecast Forecast Forecast Historic Historic Norms Georgia Market Forecast Forecast Forecast Historic Historic Norms Germany Market Forecast Forecast Forecast Historic Historic Norms

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Ghana Market Forecast Forecast Forecast Historic Historic Norms Greece Market Forecast Forecast Forecast Historic Historic Norms

Greenland Market Forecast Forecast Forecast Historic Historic Norms Grenada Market Forecast Forecast Forecast Historic Historic Norms

Guadeloupe Market Forecast Forecast Forecast Historic Historic Norms Guam Market Forecast Forecast Forecast Historic Historic Norms

Guatemala Market Forecast Forecast Forecast Historic Historic Norms Guernsey Market Forecast Forecast Forecast Historic Historic Norms Guinea Market Forecast Forecast Forecast Historic Historic Norms

Guinea-Bissau Market Forecast Forecast Forecast Historic Historic Norms Guyana Market Forecast Forecast Forecast Historic Historic Norms

Haiti Market Forecast Forecast Forecast Historic Historic Norms Honduras Market Forecast Forecast Forecast Historic Historic Norms

Hong Kong Market Forecast Forecast Forecast Historic Historic Norms Hungary Market Forecast Forecast Forecast Historic Historic Norms Iceland Market Forecast Forecast Forecast Historic Historic Norms India Market Forecast Forecast Forecast Historic Historic Norms

Indonesia Market Forecast Forecast Forecast Historic Historic Norms Iran Market Forecast Forecast Forecast Historic Historic Norms Iraq Market Forecast Forecast Forecast Historic Historic Norms

Ireland Market Forecast Forecast Forecast Historic Historic Norms Israel Market Forecast Forecast Forecast Historic Historic Norms Italy Market Forecast Forecast Forecast Historic Historic Norms

Jamaica Market Forecast Forecast Forecast Historic Historic Norms Japan Market Forecast Forecast Forecast Historic Historic Norms Jersey Market Forecast Forecast Forecast Historic Historic Norms Jordan Market Forecast Forecast Forecast Historic Historic Norms

Kazakhstan Market Forecast Forecast Forecast Historic Historic Norms Kenya Market Forecast Forecast Forecast Historic Historic Norms Kiribati Market Forecast Forecast Forecast Historic Historic Norms Kuwait Market Forecast Forecast Forecast Historic Historic Norms

Kyrgyzstan Market Forecast Forecast Forecast Historic Historic Norms Laos Market Forecast Forecast Forecast Historic Historic Norms Latvia Market Forecast Forecast Forecast Historic Historic Norms

Lebanon Market Forecast Forecast Forecast Historic Historic Norms Lesotho Market Forecast Forecast Forecast Historic Historic Norms Liberia Market Forecast Forecast Forecast Historic Historic Norms Libya Market Forecast Forecast Forecast Historic Historic Norms

Liechtenstein Market Forecast Forecast Forecast Historic Historic Norms Lithuania Market Forecast Forecast Forecast Historic Historic Norms

Luxembourg Market Forecast Forecast Forecast Historic Historic Norms Macau Market Forecast Forecast Forecast Historic Historic Norms

Macedonia Market Forecast Forecast Forecast Historic Historic Norms Madagascar Market Forecast Forecast Forecast Historic Historic Norms

Malawi Market Forecast Forecast Forecast Historic Historic Norms Malaysia Market Forecast Forecast Forecast Historic Historic Norms Maldives Market Forecast Forecast Forecast Historic Historic Norms

Mali Market Forecast Forecast Forecast Historic Historic Norms Malta Market Forecast Forecast Forecast Historic Historic Norms

Martinique Market Forecast Forecast Forecast Historic Historic Norms Mauritania Market Forecast Forecast Forecast Historic Historic Norms Mauritius Market Forecast Forecast Forecast Historic Historic Norms Mayotte Market Forecast Forecast Forecast Historic Historic Norms Mexico Market Forecast Forecast Forecast Historic Historic Norms

Micronesia Market Forecast Forecast Forecast Historic Historic Norms Moldova Market Forecast Forecast Forecast Historic Historic Norms Monaco Market Forecast Forecast Forecast Historic Historic Norms Mongolia Market Forecast Forecast Forecast Historic Historic Norms Morocco Market Forecast Forecast Forecast Historic Historic Norms

Mozambique Market Forecast Forecast Forecast Historic Historic Norms Namibia Market Forecast Forecast Forecast Historic Historic Norms Nepal Market Forecast Forecast Forecast Historic Historic Norms

Netherlands Market Forecast Forecast Forecast Historic Historic Norms Netherlands Antilles Market Forecast Forecast Forecast Historic Historic Norms

New Caledonia Market Forecast Forecast Forecast Historic Historic Norms New Zealand Market Forecast Forecast Forecast Historic Historic Norms

Nicaragua Market Forecast Forecast Forecast Historic Historic Norms Niger Market Forecast Forecast Forecast Historic Historic Norms

Nigeria Market Forecast Forecast Forecast Historic Historic Norms North Korea Market Forecast Forecast Forecast Historic Historic Norms

Norway Market Forecast Forecast Forecast Historic Historic Norms Oman Market Forecast Forecast Forecast Historic Historic Norms

Pakistan Market Forecast Forecast Forecast Historic Historic Norms Panama Market Forecast Forecast Forecast Historic Historic Norms

Papua New Guinea Market Forecast Forecast Forecast Historic Historic Norms Paraguay Market Forecast Forecast Forecast Historic Historic Norms

Peru Market Forecast Forecast Forecast Historic Historic Norms Philippines Market Forecast Forecast Forecast Historic Historic Norms

Poland Market Forecast Forecast Forecast Historic Historic Norms

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Portugal Market Forecast Forecast Forecast Historic Historic Norms Puerto Rico Market Forecast Forecast Forecast Historic Historic Norms

Qatar Market Forecast Forecast Forecast Historic Historic Norms Republic of Congo Market Forecast Forecast Forecast Historic Historic Norms

Reunion Market Forecast Forecast Forecast Historic Historic Norms Romania Market Forecast Forecast Forecast Historic Historic Norms Russia Market Forecast Forecast Forecast Historic Historic Norms

Rwanda Market Forecast Forecast Forecast Historic Historic Norms Saint Kitts & Nevis Market Forecast Forecast Forecast Historic Historic Norms

Saint Lucia Market Forecast Forecast Forecast Historic Historic Norms St Vincent/Grenad. Market Forecast Forecast Forecast Historic Historic Norms

Samoa Market Forecast Forecast Forecast Historic Historic Norms Sao Tome/Principe Market Forecast Forecast Forecast Historic Historic Norms

Saudi Arabia Market Forecast Forecast Forecast Historic Historic Norms Senegal Market Forecast Forecast Forecast Historic Historic Norms

Serbia & Montenegro Market Forecast Forecast Forecast Historic Historic Norms Seychelles Market Forecast Forecast Forecast Historic Historic Norms

Sierra Leone Market Forecast Forecast Forecast Historic Historic Norms Singapore Market Forecast Forecast Forecast Historic Historic Norms Slovakia Market Forecast Forecast Forecast Historic Historic Norms Slovenia Market Forecast Forecast Forecast Historic Historic Norms

Solomon Islands Market Forecast Forecast Forecast Historic Historic Norms Somalia Market Forecast Forecast Forecast Historic Historic Norms

South Africa Market Forecast Forecast Forecast Historic Historic Norms South Korea Market Forecast Forecast Forecast Historic Historic Norms

Spain Market Forecast Forecast Forecast Historic Historic Norms Sri Lanka Market Forecast Forecast Forecast Historic Historic Norms

Sudan Market Forecast Forecast Forecast Historic Historic Norms Suriname Market Forecast Forecast Forecast Historic Historic Norms Swaziland Market Forecast Forecast Forecast Historic Historic Norms Sweden Market Forecast Forecast Forecast Historic Historic Norms

Switzerland Market Forecast Forecast Forecast Historic Historic Norms Syria Market Forecast Forecast Forecast Historic Historic Norms

Taiwan Market Forecast Forecast Forecast Historic Historic Norms Tajikistan Market Forecast Forecast Forecast Historic Historic Norms Tanzania Market Forecast Forecast Forecast Historic Historic Norms Thailand Market Forecast Forecast Forecast Historic Historic Norms

Togo Market Forecast Forecast Forecast Historic Historic Norms Tonga Market Forecast Forecast Forecast Historic Historic Norms

Trinidad & Tobago Market Forecast Forecast Forecast Historic Historic Norms Tunisia Market Forecast Forecast Forecast Historic Historic Norms Turkey Market Forecast Forecast Forecast Historic Historic Norms

Turkmenistan Market Forecast Forecast Forecast Historic Historic Norms Uganda Market Forecast Forecast Forecast Historic Historic Norms Ukraine Market Forecast Forecast Forecast Historic Historic Norms

United Arab Emirates Market Forecast Forecast Forecast Historic Historic Norms United Kingdom Market Forecast Forecast Forecast Historic Historic Norms United States Market Forecast Forecast Forecast Historic Historic Norms

Uruguay Market Forecast Forecast Forecast Historic Historic Norms Uzbekistan Market Forecast Forecast Forecast Historic Historic Norms

Vanuatu Market Forecast Forecast Forecast Historic Historic Norms Venezuela Market Forecast Forecast Forecast Historic Historic Norms Vietnam Market Forecast Forecast Forecast Historic Historic Norms

Virgin Islands Market Forecast Forecast Forecast Historic Historic Norms Western Sahara Market Forecast Forecast Forecast Historic Historic Norms

Yemen Market Forecast Forecast Forecast Historic Historic Norms Zambia Market Forecast Forecast Forecast Historic Historic Norms

Zimbabwe Market Forecast Forecast Forecast Historic Historic Norms

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Business Planning

Starbucks

6

Information, research products and software tools for Business Planning for Starbucks are

provided.

The attached Business Planning Resource DVDs give users market research specific to their

proposed markets, a business plan generator, marketing and financial planning tools, company

start-up methodology and, where necessary, the corporate research on competitors and

potential investment or acquisition targets. In addition a range of supporting services is

offered to assist our clients in reaching their goals.

Investors, entrepreneurs, and those interested in purchasing, establishing or running a business

in local, national, or international markets will find the Business Planning Resource

indispensable. In one simple and cost effective package is a complete and comprehensive

answer to all your business research, corporate planning and company management questions

for Starbucks.

The Business Plan

Users can produce a basic printed Business Plan if that is all that is needed. For a more detailed Business Plan, the software will take users through a series of forms and utilities which will allow one to specify the commercial plan objectives and the project events; users then produces the Project database.

Users can then generate an advanced Project Dialogue database which provides detailed guidelines and a project management action plan for each country covered by the project.

Furthermore, if needed, users can obtain additional human resources and support services to produce an assisted Business Plan. The software then generates a Business Plan Web which incorporates the business plan objectives and the underlying market research findings.

Finally, if needed, a modelling level Business Plan is available, and this incorporates highly sophisticated business forecasting components.

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How it works...

First, review the Market Research to gain an understanding of the market and the industry. This is a simple process which allows users to browse the Market Research DVD and quickly pick those areas of interest and potential business opportunity.

1. Business Plan: Basic

With only the above market research data, users can produce a Basic Business Plan using the Word document template which is provided.

This is the quickest and simplest Business Plan users can write; and it is useful when users are producing a printed business plan for a local business or trade. This type of business plan would suit a small business start-up where users have to submit a simple business plan to their bankers or investors.

Second, run the Business Plan software to generate the detailed commercial and project management databases. Each Business Plan is a single project and the user can run as many projects, or business plan scenarios, as required.

The Business Plan software takes the user through a series of database forms and spreadsheets which will result in the production of a comprehensive and cohesive Business Plan:-

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One can modify the business plan, or run as many different scenarios as necessary, to refine a particular business plan or to explore alternatives.

2. Business Plan: Detailed

The second level of Business Plan, which is used as a commercial blueprint for the project, produces a Detailed Web site. The web based plan is better suited if users wish to run a number of scenarios and then distribute those finding to a project team and/or to several recipients. The web can be on a single computer, on an intranet site, or (if the participants are not on one site) a password protected internet site.

This web based business plan is useful when one is producing a commercialised business plan which needs the precise elements of the business plan quantified in a series of formal documents. This type of business plan would suit a business start-up which is run by a project team that needs the project elements coordination.

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Third, run the Project Dialogue software to generate the advanced Project Action Plan databases for each country covered by the project.

The Project Dialogue software takes the user through a series of database forms and spreadsheets which will result in the generation of the detailed Project Action Plan databases and timetables for each country that the project will cover:-

3. Business Plan: Advanced

The third level extends and develops the above Business Plan Web to produce an Advanced project management blueprint which includes both the commercial business plan as well as a project management schedule (for each country) which allows the project designers to specify and coordinate the commercial elements with the activities of the project team.

This business plan web will orchestrate the project managers and project team, human resources, the commercial participants, the physical resources, and the purchased products and services.

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Fourth, you can obtain further services from us, including a Service Team, Consultants, Resources, Support Services, and Corporate Research; and this allows users to access additional project resources and/or produce more detailed analyses and blueprints for project management.

There are many ad hoc services through which users can obtain the help they need to assist them to reach their business goals. These ad hoc services can range from a full Service Team which can produce a fully implemented turnkey project, to the simple provision of a consultant on the other end of a telephone line to immediately answer a technical or commercial question, or the loan of a programmer or systems engineer for a few hours. In addition to the human resources, users can also access a range of commercial or physical resources, support services, and corporate intelligence.

These resources and services become an integral and operational part of the project and are managed by the project managers.

4. Business Plan: Assisted

In addition to the above Business Plan webs, users can also augment the project operation with the additional human resources and support services provided by us. These services are flexible and can be used to develop the project methodology & planning structure, plus elements which form part of the physical project.

These services are injected into the overall Business Plan and become an integral part of the business planning activities. Thus, the project managers or team can use our human resources & services seamlessly as part of the project elements.

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Fifth, you generate the Project Web which will allow users to view the project in its entirety.

You do not need to complete all the forms; however the ones which you do not complete will result in incomplete project web pages.

You can edit out these un-wanted web pages. You can of course return to these forms later and complete any missing data and then re-generate the project web.

You can update the project data as often as you require and then re-generate the Project Web (if you specify the same Project Name then the new project web will over-write the existing web). You can also generate as many separate Projects designs or scenarios as you wish (each with a unique Project Name) and these will generate separate Project Webs for viewing and discussion.

Finally, you can obtain software and databases to generate highly detailed medium and long-term business planning analyses and forecasts for company management and investors.

There are diverse utilities, forecasting and modelling tools available for advanced business modelling and forecasting; and one can use these to produce highly detailed analyses, or specialized business planning forecasts and documentation, reports, spreadsheets, and other items to assist company management in their medium and long-term planning activities.

This is especially useful where users are involved in technical/industrial processes, or a complicated distribution system, or intricate financial operations, or a technologically evolving product, where one has to coordinate and manage the project elements over an extended geographic space and/or over a medium or long-term timescale.

5. Business Plan: Modelling Level

The modelling level business planning resources use a battery of macro and micro economic, industry and market level, product and buyer, forecasting models to produce medium and long-term business plans.

These are bespoke business planning resources which are tailored to the client's individual circumstances and needs.

For reasons of ongoing compatibility and future data manipulation, users are urged to standardize on one application software suite. Much of the benefit of the Business Planning Resource is derived from the ongoing ability to use the research and software to produce medium and long-term business plans. Users will normally use Microsoft Office for this process; however the Business Planning Resource DVD also comes with a free OpenOffice suite.

The Business Plan Grids

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COMPETITIVE ISSUES FOR STARBUCKS

RELATIVE STATURE PREVALENT AWARENESS BY CUSTOMERS PREVAILING REPUTATION PERCEPTION OF PRODUCTS RECOGNITION OF PRODUCT QUALITY PERCEPTION OF SERVICE SUPPORT PERCEPTION OF CLIENT TREATMENT COMPETITIVE PROMOTIONAL PRACTICE EVALUATION OF ROUTINE SALES PROMOTION ACTIVITY MERIT OF ADVERTISING VALUE OF SALES PERSONNEL CALIBER OF SALES PRINT COMPETITIVE PRODUCT AVAILABILITY GRADE OF PRODUCT AVAILABILITY MERIT OF PRODUCT DEFINITION GRADING OF ON-TIME DELIVERY RATING OF UNIMPAIRED ORDER DELIVERY RATING OF ORDER HANDLING RATING OF CAPACITY TO PROVIDE COMPETITIVE MARKETING APTITUDE CALIBER OF MARKETING EXPERTISE EVALUATION OF MARKETING RESPONSE EVALUATION OF MARKETING TECHNIQUE EVALUATION OF PROMOTIONAL DOCUMENTATION EVALUATION OF PROMOTIONAL + SALES DECAY EVALUATION OF ADVERTISING DEXTERITY MARKET COMPONENTS CONSCIOUSNESS OF PRODUCT PRICING PRODUCT EXCELLENCE CLIENT SERVICE RELIABLE DELIVERY SERVICE RELIABILITY SERVICE STANDARDS SERVICE CONDUCT SERVICE CONVENIENCE PRODUCT DELIVERY SYSTEM RESPONSIVENESS OF CLIENT TREATMENT OBSERVANCE OF FAIR TERMS OF BUSINESS SALES STAFF ACHIEVEMENT PRIMARY CONTACT ORDER HANDLING STAFF SALES STAFF ADMINISTRATION STAFF SALES MANAGEMENT SALES PERSONNEL CORPORATE SALES ELEMENTS UPSTREAM SALES CONSOLIDATION DOWNSTREAM PROMOTIONAL HARMONIZATION CAPTIVE SALES CONDUITS DEPENDENCE ON SELLING OUTLETS OPERATION OF SEGMENTED PROMOTIONAL UNDERTAKING BENEFITS OF SEGMENTED MARKETING CAPTIVE CUSTOMER BASES COMPETITIVE SALES CHANNEL AWARENESS WAREHOUSING & HANDLING PACKING & PACKAGING SALES ACTIVITY STOCK AVAILABILITY CUSTOMER SATISFACTION WAREHOUSING & HANDLING PACKING & PACKAGING SALES ACTIVITY STOCK AVAILABILITY CUSTOMER SATISFACTION COMPETITIVE CLIENT AWARENESS LOCATION OF CUSTOMERS CAPTIVENESS OF THE CUSTOMER BASE CUSTOMER BASE LOYALTY CONCENTRATION OF PURCHASES PURCHASE FREQUENCY ORDER SIZE CUSTOMER SERVICING SEASONALITY

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COMPETITIVE PROMOTIONAL CONSIDERATIONS ADVERTISING & SALES PROMOTION MARKETING SALES PROMOTION SALESFORCE ADVERTISING COMPETITOR CONSEQUENCES PRICING CONDUCT ECONOMIC ENVIRONMENT COMPARATIVE MARKETING ACTIVITY RESPONSE TO OPPONENTS NEW COMPETITORS PRICES AT MSP PRICE INCREASES PRICES AT RSP COMPANY PHYSICAL MARKETING CONCERNS PHYSICAL MARKETING OBSTACLES PHYSICAL MARKETING RESOURCES PHYSICAL ADVERTISING POTENTIAL RESPONSIVENESS OF ADVERTISING REACTION ADROITNESS TO MODIFY MARKETING EFFORT CLIENT HANDLING SYSTEMS & EQUIPMENT ADVERTISING & MARKETING MATERIALS ELEMENT ADVERTISING + MARKETING MATERIALS ACQUISITION & SOURCES ADVERTISING & MARKETING MATERIALS STOCK LEVELS DEPENDENCE ON ADVERTISING + MARKETING CONTRACTORS & AGENTS ADVERTISING BUYING INFLUENCE SALES PERSONNEL PERCEPTIONS SALES PERSONNEL ACCESSIBILITY SALES EMPLOYEES RELATIONS PRESSURE OF SALESFORCE WAGE RISES RELATIVE SALES PAYROLL LEVELS RELATIVE SALES INCENTIVE LEVELS SALESFORCE SPECIALIZED EXPERTISE MARKETING COSTS & MARGIN CONCERNS MARKETING SUPPLIES INVENTORY LEVELS VARIABLE MARKETING COSTS FIXED MARKETING COSTS MARKETING PAYROLL COSTS DIRECT MARKETING COSTS RELATIVE TO COMPETITORS PRODUCT DEVELOPMENT COSTS PRODUCT ADVERTISING + MARKETING QUALITY PRODUCT SPECIFICATIONS DESIGN OPERATING CRITERIA PRODUCT EFFICIENCY PRODUCT RELIABILITY PRODUCT LONGEVITY PRODUCT LIFE CYCLE PRODUCT CUSTOMIZATION PRODUCT TECHNOLOGY PRODUCT USAGE MARKETING MANAGEMENT STRENGTHS MANAGEMENT STRENGTHS: SENIOR MARKETING PERSONNEL MANAGEMENT STRENGTHS: SALESFORCE MANAGERS MANAGEMENT STRENGTHS: SALES & MARKETING STAFF MANAGEMENT STRENGTHS: CUSTOMER HANDLING MANAGERS MANAGEMENT STRENGTHS: TECHNICAL APTITUDE MANAGEMENT STRENGTHS: CUSTOMER HANDLING RELIABILITY CORPORATE MARKETING CONSIDERATIONS UPSTREAM MARKETING STRATEGIES DOWNSTREAM MARKETING TACTICS CAPTIVE MARKETING CHANNELS RELIANCE ON EXTERNAL MARKETING RELIANCE ON EXTERNAL PROMOTION RELIANCE ON EXTERNAL MARKETING SUPPORT RELIANCE ON CUSTOMERS ATTITUDES DISTRIBUTION MARKETING CONSIDERATIONS WAREHOUSING & HANDLING PACKING & PACKAGING DISTRIBUTION STOCK AVAILABILITY ORDER PROCESSING CUSTOMER TOPICS LOCATION OF CUSTOMERS RELIANCE ON CUSTOMER BASE CAPTIVE CUSTOMER BASE CONCENTRATION OF CUSTOMERS

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PRODUCT USAGE FREQUENCY ORDER VALUE RELATIVE CUSTOMER SERVICING SEASONALITY OF DEMAND COMPETITIVE MARKETING CONSIDERATIONS ADVERTISING & SALES PROMOTION MARKETING COSTS SALES PROMOTION COSTS SELLING COSTS ADVERTISING COSTS COMPETITOR CONSIDERATIONS COMPETITORS' PRICING GUIDELINES SENSITIVITY TO ECONOMIC CONDITIONS RELATIVE MARKETING SPEND COMPETITORS' COMBATIVENESS ACCESS OF NEW COMPETITORS PRICES AT MSP PRICE INCREASES AT MSP PRICES AT RSP MARKET SHARE RELATIVE REPUTATION OVERALL AWARENESS BY CUSTOMERS OVERALL REPUTATION REPUTATION OF PRODUCTS REPUTATION OF PRODUCT QUALITY REPUTATION OF SERVICE PROVIDED REPUTATION OF CUSTOMER HANDLING RELATIVE PROMOTIONAL ACTIVITY RATING OF OVERALL SALES PROMOTION ACTIVITY RATING OF ADVERTISING RATING OF SALES PERSONNEL RATING OF SALES PRINT RELATIVE PRODUCT AVAILABILITY RATING OF PRODUCT AVAILABILITY RATING OF PRODUCT SPECIFICATIONS RATING OF ON-TIME DELIVERY RATING OF COMPLETE ORDER DELIVERY RATING OF ORDER HANDLING RATING OF ABILITY TO SUPPLY RELATIVE TECHNICAL COMPETENCE RATING OF TECHNICAL COMPETENCE RATING OF TECHNICAL AWARENESS RATING OF PRODUCT TECHNOLOGY RATING OF PRODUCT DOCUMENTATION RATING OF PRODUCT RETURNS RATING OF AFTER-SALES SERVICES RELATIVE MARKETING FACTORS PERCEPTION OF PRODUCT PRICES TECHNICAL SUPERIORITY SERVICE FACTORS PROMPT DELIVERY WHOLE ORDER DELIVERY STOCK LEVELS ORDERING PROCEDURES DELIVERY CONVENIENCE THE DELIVERY SYSTEM FLEXIBILITY OF CUSTOMER HANDLING PERCEPTIONS OF TERMS OF TRADING RELATIVE STAFF PERFORMANCE INITIAL CONTACT ORDER HANDLING STAFF SALES STAFF ADMINISTRATION STAFF SPECIALIST STAFF SERVICE PERSONNEL RELATIVE CORPORATE CONSIDERATIONS UPSTREAM INTEGRATION DOWNSTREAM INTEGRATION CAPTIVE DISTRIBUTION CHANNELS RELIANCE ON OTHER MANUFACTURERS UTILIZATION OF OTHER DISTRIBUTORS BENEFITS OF OTHER MARKETING CAPTIVE CUSTOMER BASES RELATIVE DISTRIBUTION CONSIDERATIONS WAREHOUSING & HANDLING PACKING & PACKAGING DISTRIBUTION STOCK AVAILABILITY ORDER BACKLOG

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RELATIVE CUSTOMER CONSIDERATIONS LOCATION OF CUSTOMERS CAPTIVENESS OF THE CUSTOMER BASE CUSTOMER BASE LOYALTY CONCENTRATION OF PURCHASES PURCHASE FREQUENCY ORDER SIZE CUSTOMER SERVICING SEASONALITY RELATIVE PROMOTIONAL CONSIDERATIONS ADVERTISING & SALES PROMOTION MARKETING SALES PROMOTION SALESFORCE ADVERTISING RELATIVE COMPETITIVE CONSIDERATIONS PRICING POLICY ECONOMIC CONDITIONS RELATIVE MARKETING EFFORT REACTION TO COMPETITORS NEW COMPETITORS PRICES AT MSP PRICE INCREASES PRICES AT RSP MARKET SHARE COMPANY PRODUCTION CONSIDERATIONS PRODUCTION & PROCESS DIFFICULTIES MANUFACTURING CAPACITY UNIT PRODUCTION CAPACITY FLEXIBILITY OF PRODUCTION PLANT ABILITY TO VARY PRODUCT RANGE AGE OF PLANT & EQUIPMENT COMPANY SUPPLIES CONSIDERATIONS MATERIALS ACQUISITION & SOURCES MATERIALS STOCK LEVELS DEPENDENCE ON SUB-CONTRACTORS BUYING INFLUENCE COMPANY MANPOWER CONSIDERATIONS MANPOWER AVAILABILITY LABOR RELATIONS PRESSURE OF WAGE RISES RELATIVE PAYROLL LEVELS RELATIVE SALARY LEVELS TECHNICAL CAPABILITIES COMPANY COSTS & MARGIN CONSIDERATIONS STOCK LEVELS VARIABLE COSTS FIXED COSTS PAYROLL COSTS DIRECT COSTS RELATIVE TO COMPETITORS R & D / PRODUCT DEVELOPMENT COSTS COMPANY PRODUCT CONSIDERATIONS QUALITY PRODUCT SPECIFICATIONS DESIGN OPERATING CRITERIA PRODUCT EFFICIENCY PRODUCT RELIABILITY PRODUCT LONGEVITY PRODUCT LIFE CYCLE PRODUCT CUSTOMIZATION PRODUCT TECHNOLOGY PRODUCT USAGE COMPANY MANAGEMENT STRENGTHS MANAGEMENT STRENGTHS: SENIOR CORPORATE OFFICERS MANAGEMENT STRENGTHS: PRODUCTION STAFF MANAGEMENT STRENGTHS: SALES & MARKETING STAFF MANAGEMENT STRENGTHS: ADMINISTRATION STAFF MANAGEMENT STRENGTHS: TECHNICAL & R + D STAFF MANAGEMENT STRENGTHS: PERSONNEL STAFF COMPANY CORPORATE CONSIDERATIONS UPSTREAM INTEGRATION DOWNSTREAM INTEGRATION CAPTIVE DISTRIBUTION CHANNELS DEPENDENCE ON OTHER MANUFACTURERS DEPENDENCE ON OTHER DISTRIBUTORS DEPENDENCE ON OTHER MARKETING DEPENDENCE ON CUSTOMERS COMPANY DISTRIBUTION CONSIDERATIONS

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WAREHOUSING & HANDLING PACKING & PACKAGING DISTRIBUTION STOCK AVAILABILITY ORDER BACKLOG COMPANY CUSTOMER CONSIDERATIONS LOCATION OF CUSTOMERS DEPENDENCE ON CUSTOMER BASE CAPTIVE CUSTOMER BASE CONCENTRATION OF PURCHASES PURCHASE FREQUENCY ORDER SIZE RELATIVE CUSTOMER SERVICING SEASONALITY OF DEMAND COMPANY MARKETING CONSIDERATIONS ADVERTISING & SALES PROMOTION MARKETING COSTS SALES PROMOTION COSTS SELLING COSTS ADVERTISING COSTS COMPANY COMPETITIVE CONSIDERATIONS COMPETITORS' PRICING POLICY SENSITIVITY TO ECONOMIC CONDITIONS RELATIVE MARKETING SPEND COMPETITORS' AGGRESSIVENESS ENTRY OF NEW COMPETITORS PRICES AT MSP PRICE INCREASES AT MSP PRICES AT RSP MARKET SHARE

CRITICAL PARAMETER FOR STARBUCKS

CRITICAL PARAMETERS PRODUCT FACTORS QUALITY / QUALITY APPROVALS DESIGN / DESIGNER FACTORS / DESIGN SPECIFICATIONS PHYSICAL CRITERIA / PHYSICAL PARAMETERS R & D COSTS / DEVELOPMENT COSTS / CUSTOMIZATION TECHNOLOGY / TECHNOLOGY FACTORS & DEVELOPMENT PRODUCT LIFE / LONGEVITY PERFORMANCE / PRODUCT EFFICIENCY / PRODUCT INTEGRITY RELIABILITY / PRODUCT FAILURE / PRODUCT DEFECTS OPERATING CRITERIA / PRODUCT OPERATION OR USAGE PROBABILITY OF TECHNICAL DEVELOPMENT / TECHNICAL PRODUCT LIFE CYCLE / PRODUCT OBSOLESCENCE MARKETING FACTORS DISTRIBUTION / WAREHOUSING / HANDLING COSTS PRICES AT MANUFACTURERS / PRODUCERS SALE PRICE PRICES AT OEM / END USER / RETAIL SALE PRICE STOCK AVAILABILITY / LEAD TIMES / DELIVERY SALES PROMOTION & SALES COSTS ADVERTISING POSTURE & ADVERTISING COSTS COMPETITION / COMPETITORS' AGGRESSIVENESS & POSTURE MARKET SHARE / RELATIVE MARKET SHARES SEASONALITY / CYCLICAL DEMAND / DEMAND FLUCTUATIONS SENSITIVITY TO ECONOMIC CLIMATE & CONDITIONS AFTER-SALES FACTORS SUPPLIER FACTORS MANUFACTURING / PRODUCTION FACILITIES & CAPACITY PRODUCTION CAPACITY / FLEXIBILITY OF PLANT DEPENDENCE ON SUB-CONTRACTORS / IN-HOUSE SUPPLIES TECHNICAL CAPABILITIES / NEW PRODUCT DEVELOPMENTS TECHNOLOGICAL APTITUDE / TECHNOLOGICAL INNOVATIONS OTHER MANUFACTURING / PRODUCTION CAPACITY OWN BUYING INFLUENCE / ECONOMIES OF SCALE ALTERNATIVE SUPPLIERS / MANUFACTURING BASE COMMITMENT/CAPACITY OF OTHER SUPPLIERS PRICE ADVANTAGES & PRICING AMONGST OTHER SUPPLIERS CONDITIONS OF SALE / TERMS OF TRADING DISTRIBUTION FACTORS TECHNICAL / MARKETING CAPABILITIES & CAPACITY DISTRIBUTION FACILITIES & MANPOWER AVAILABILITY COMMITMENT TO OTHER SUPPLIERS SALES VOLUMES / TURNOVER REQUIRED MARGINS / ADDED VALUE

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CAPTIVE CUSTOMER BASE / CUSTOMERS HANDLED AREA/S SERVICED AND GEOGRAPHIC COVERAGE SALES PROMOTION / ADVERTISING / SALESFORCE EFFECTS ON EXISTING PRODUCTS & CUSTOMER BASE CASH-FLOW REQUIREMENTS OF DISTRIBUTION CHANNEL CAPITAL REQUIREMENTS OF DISTRIBUTION CHANNEL CUSTOMER FACTORS PROPENSITY TO CONSUME / DEMAND FACTORS PRODUCT PURCHASE BACKGROUND / PAST PRODUCT PURCHASE PURCHASING CRITERIA - COMMERCIAL PURCHASING CRITERIA - MOTIVATIONAL PURCHASE PRICE / ACQUISITION COSTS / PRODUCT COSTS DMU SUSCEPTIBILITY / CUSTOMER AWARENESS CRITICALS PRODUCT FACTORS MARKETING FACTORS SUPPLIER FACTORS DISTRIBUTION CHANNEL / CUSTOMER INTERFACE FACTORS CUSTOMER FACTORS

PURCHASE DECISION MAKERS FOR STARBUCKS

DISTRIBUTION CHANNELS Age Group <= 19 years Age Group: 20 – 24 years Age Group: 25 – 34 years Age Group: 35 – 44 years Age Group: 45 – 54 years Age Group: 55 – 64 years Age Group: 65+ years Social Group: AB Social Group: C1 Social Group: C2 Social Group: DE END USERS Age Group <= 19 years Age Group: 20 – 24 years Age Group: 25 – 34 years Age Group: 35 – 44 years Age Group: 45 – 54 years Age Group: 55 – 64 years Age Group: 65+ years Social Group: AB Social Group: C1 Social Group: C2 Social Group: DE

PRODUCT & MARKET SEGMENTATION FOR STARBUCKS

LOWER PRICE[1] HIGHER PRICE[2] HIGHER QUALITY[3] LOWER QUALITY[4] GREATER AVAILABILITY[5] REDUCED AVAILABILITY [6] PERFORMANCE VARIANCES[7] TECHNOLOGICAL + TECHNICAL FACTORS[8] WARRANTY VARIANCES[9] SERVICE FACTOR VARIANCES[10] PRODUCT FRAGMENTATION[11] CONVENIENCE FACTORS[12] DISTRIBUTION FACTORS[13] CUSTOMER FACTORS[14] PSYCHOGRAPHICS[15] BRANDING[16] MULTI-BRANDING[17] MARKET STRETCHING[18]

MARKETING COSTS FOR STARBUCKS

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SALES COSTS: SALES PERSONNEL VARIABLE & COMMISSION COSTS SALES EXPENSES AND COSTS SALES MATERIALS COSTS TOTAL SALES COSTS DISTRIBUTION + HANDLING COSTS: DISTRIBUTION FIXED COSTS DISTRIBUTION VARIABLE COSTS WAREHOUSING FIXED COSTS WAREHOUSING VARIABLE COSTS PHYSICAL HANDLING FIXED COSTS PHYSICAL HANDLING VARIABLE COSTS PHYSICAL PROCESS FIXED COSTS PHYSICAL PROCESS VARIABLE COSTS TOTAL DISTRIBUTION & HANDLING COSTS ADVERTISING COSTS: MAILING & CORRESPONDENCE COSTS MEDIA ADVERTISING COSTS ADVERTISING MATERIALS & PRINT COSTS POS & DISPLAY COSTS EXHIBITION & EVENTS COSTS TOTAL ADVERTISING COSTS AFTER-SALES COSTS: PRODUCT RETURNS & REJECTION COSTS PRODUCT INSTALLATION & RE-INSTALLATION PRODUCT BREAKDOWN & POST INSTALLATION PRODUCT SYSTEMS & CONFIGURATION COSTS PRODUCT SERVICE & MAINTENANCE COSTS CUSTOMER PROBLEM SOLVING & COMPLAINTS TOTAL AFTER-SALES COSTS TOTAL MARKETING COSTS: TOTAL MARKETING COSTS

PERFORMANCE FACTORS FOR STARBUCKS

PERSONNEL + STAFF PERFORMANCE 1: Planning Performance 2: Organizational Ability 3: Direction & Delegation 4: Control & Communication 5: Innovation STAFF SELECTION + TRAINING EFFICIENCY 1: Recruitment Methods 2: Selection Methods 3: Initial Training 4: Specialist Training Programmes 5: Continuous Training Programmes CUSTOMER HANDLING 1: Overall Performance 2: Competitive Rating 3: Senior Staff Performance 4: Point-of-Sale Staff Performance 5: Complaints Handling OPERATING PROCEDURES + SYSTEMS 1: Overall Performance 2: Competitive Rating 3: Professionalism of Operating Procedures 4: Investments in Systems 5: Corporate Responsibility & Development ORDER HANDLING 1: Overall Performance 2: Competitive Rating 3: Ease of Customer Order & Interface 4: Input Systems & Performance 5: In-House Order Handling Performance ORDER PROGRESS 1: Overall Order Progress Monitoring 2: Competitive Rating 3: Systemized Procedures for Order Chasing 4: Automated Systems 5: Level of Systems Investment ORDER DELIVERY 1: Overall Performance 2: Competitive Rating 3: On-Time Delivery Rating

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4: Complete Order Delivery 5: Delivery System Investment AFTER-SALES RATING 1: Overall Performance 2: Competitive Rating 3: Availability of After-Sales Services 4: Cost of After-Sales Services 5: Efficiency of After-Sales Services SECURITY + PRODUCT PROTECTION 1: Corporate Security Rating 2: Process Security Rating 3: Product Security Rating 4: Product Protection 5: Process Protection QUALITY CONTROL PROCEDURES 1: Overall Rating 2: Competitive Rating 3: Formalized Quality Control Systems 4: Quality Control Efficiency 5: Quality Control Development ACCOUNTING PRACTICES & PROCEDURES 1: Overall Rating 2: Competitive Rating 3: Accounting Efficiency 4: Cash-Flow Handling 5: Customer Satisfaction with Accounts Procedures ORDER TAKING + PROCEDURES 1: Overall Rating 2: Competitive Rating 3: Order Taking Efficiency 4: Order Taking Systems Investment 5: Customer Satisfaction with Order Taking ORDER DELIVERY + CONTRACT PERFORMANCE 1: Overall Rating 2: Competitive Rating 3: Order Delivery Efficiency 4: Contract Performance Rating 5: Customer Satisfaction with Contract Performance AFTER-SALES SERVICES + PROCEDURES 1: Overall Rating 2: Competitive Rating 3: After-Sales Service Efficiency 4: After-Sales Systems Investment 5: Customer Satisfaction with After-Sales Procedures LEGAL CONDITIONS + TERMS OF BUSINESS 1: Overall Rating 2: Competitive Rating 3: Levels of Litigation 4: Fairness of Terms of Business 5: Customer Satisfaction with Terms of Business SUPERVISORY / BOARDROOM MANAGEMENT 1: Direction & Delegation Rating 2: Management Levels & Degree of Responsibility 3: Management Planning & Procedures 4: Manager Control & Monitoring 5: Manager Performance & Efficiency EXECUTIVE SUPERVISORY TEAM 1: Direction & Delegation Rating 2: Management Levels & Degree of Responsibility 3: Management Planning & Procedures 4: Manager Control & Monitoring 5: Manager Performance & Efficiency SENIOR MARKETING MANAGEMENT 1: Direction & Delegation Rating 2: Management Levels & Degree of Responsibility 3: Management Planning & Procedures 4: Manager Control & Monitoring 5: Manager Performance & Efficiency SENIOR PRODUCT + PROCESS MANAGEMENT 1: Direction & Delegation Rating 2: Management Levels & Degree of Responsibility 3: Management Planning & Procedures 4: Manager Control & Monitoring 5: Manager Performance & Efficiency SENIOR FINANCIAL MANAGEMENT 1: Direction & Delegation Rating 2: Management Levels & Degree of Responsibility 3: Management Planning & Procedures 4: Manager Control & Monitoring

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5: Manager Performance & Efficiency SENIOR ADMINISTRATIVE MANAGEMENT 1: Direction & Delegation Rating 2: Management Levels & Degree of Responsibility 3: Management Planning & Procedures 4: Manager Control & Monitoring 5: Manager Performance & Efficiency SALES + MARKETING MIDDLE MANAGERS 1: Direction & Delegation Effectiveness 2: Supervisory Levels & Degree of Responsibility 3: Activity Planning & Procedures 4: Sub-ordinate Control & Monitoring 5: Sub-ordinate Performance & Efficiency SOURCING/ PROCESS/ DISTRIBUTION MIDDLE MANAGERS 1: Direction & Delegation Effectiveness 2: Supervisory Levels & Degree of Responsibility 3: Activity Planning & Procedures 4: Sub-ordinate Control & Monitoring 5: Sub-ordinate Performance & Efficiency FINANCIAL + ACCOUNTING MIDDLE MANAGERS 1: Direction & Delegation Effectiveness 2: Supervisory Levels & Degree of Responsibility 3: Activity Planning & Procedures 4: Sub-ordinate Control & Monitoring 5: Sub-ordinate Performance & Efficiency ADMINISTRATION + PERSONNEL MIDDLE MANAGERS 1: Direction & Delegation Effectiveness 2: Supervisory Levels & Degree of Responsibility 3: Activity Planning & Procedures 4: Sub-ordinate Control & Monitoring 5: Sub-ordinate Performance & Efficiency SALES + CUSTOMER SERVICE PERSONNEL 1: Direction & Supervision Effectiveness 2: Supervisory Effectiveness 3: Activity Planning 4: Activity Control & Monitoring 5: Activity Performance & Efficiency BUYING / PROCESS / DISTRIBUTION STAFF 1: Direction & Supervision Effectiveness 2: Supervisory Effectiveness 3: Activity Planning 4: Activity Control & Monitoring 5: Activity Performance & Efficiency CREDIT + ACCOUNTING STAFF 1: Direction & Supervision Effectiveness 2: Supervisory Effectiveness 3: Activity Planning 4: Activity Control & Monitoring 5: Activity Performance & Efficiency ADMINISTRATIVE + SECRETARIAL STAFF 1: Direction & Supervision Effectiveness 2: Supervisory Effectiveness 3: Activity Planning 4: Activity Control & Monitoring 5: Activity Performance & Efficiency PRODUCT CONCEPT 1: Quality 2: Features 3: Styling 4: Branding 5: Packaging PRODUCT-MIX QUALITY 1: Items in Product Line 1 2: Items in Product Line 2 3: Items in Product Line 3 4: Items in Product Line 4 5: Total of all Items in all Product Lines PRODUCT-MIX AUDIT 1: % Profit Contribution in this year 2: Forecast % Profit Contribution : Year + 1 3: Forecast % Profit Contribution : Year + 2 4: Forecast % Profit Contribution : Year + 3 5: Forecast % Profit Contribution : Year + 4 PRODUCT-MIX AUDIT 1: % Profit Estimate in this year 2: Forecast % Profit Estimate : Year + 1 3: Forecast % Profit Estimate : Year + 2 4: Forecast % Profit Estimate : Year + 3 5: Forecast % Profit Estimate : Year + 4

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PRODUCT STRATEGY 1: High Growth Products 2: Steady Reinvestment Products 3: Support Products 4: Selective Pruning Products 5: Venture Products BRAND STRATEGY 1: Individual Brand names 2: Blanket Family Brand names 3: Separate Family Brand names 4: Company Trade name 5: No Brand names EXPORT PRODUCT TARGETING 1: Subsistence Countries 2: Raw-Material Exporting Countries 3: Industrializing Countries 4: Industrial Countries 5: High Technology Countries EXPORT TARGETING 1: Subsistence Economy 2: Raw-Material Exporting Economy 3: Industrializing Economy 4: Industrial Economy 5: High Technology Economy OVERSEAS DEVELOPMENT STRATEGY 1: Export : Indirect 2: Export : Direct 3: Joint Ventures : Investment Based 4: Joint Ventures : Local Investment Based 5: Direct Investment MARKET DEVELOPMENT STRATEGY 1: Import : Indirect 2: Import : Direct 3: Joint Ventures : Investment Based 4: Joint Ventures : Local Investment Based 5: Direct Investment OVERSEAS MARKETING-MIX 1: Straight Extensions 2: Communication Adaptation 3: Product Adaptation 4: Dual Adaptation 5: Product Innovation OVERSEAS ORGANIZATION 1: Export Department : Head Office Based 2: Export Department : Regionally Based 3: International Division : Regionally Based 4: International Division : Locally Based 5: Multinational Organization MARKET ORGANIZATION 1: Export Department : Head Office Based 2: Export Department : Regionally Based 3: International Division : Regionally Based 4: International Division : Locally Based 5: Multinational Organization PRODUCT CHANNELS 1: Direct to End User 2: Via Sales-Force 3: Via Sales Outlet 4: Via Wholesaler 5: Via Jobber PRODUCT FUNCTION CHECKLIST 1: Contact 2: Merchandising 3: Pricing 4: Propaganda 5: Physical Handling CHANNEL CHARACTERISTICS 1: Customer Strengths 2: Product Strengths 3: Competitive Strengths 4: In-House Strengths 5: Environmental Strengths CHANNEL ALTERNATIVES 1: Strengths: Type of Intermediaries 2: Strengths: Numbers of Intermediaries 3: Strengths: Marketing Effectiveness of Channels 4: Strengths: Trading Terms of Channel Members 5: Strengths: Responsibilities of Channel Members CHANNEL EVALUATION

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1: Direct to End User 2: Via Sales-Force 3: Via Sales Outlet 4: Via Wholesaler 5: Via Jobber PRODUCT CHANNEL EVALUATION 1: Vertical Relations 2: Horizontal Relations 3: Interchannel Conflict 4: Legal Conflict 5: Motivation PRODUCT CHANNEL ADAPTABILITY 1: Probability of Channel Change 2: Easy of Exit from existing channels 3: Penalties in Exit from existing channels 4: Flexibility of Existing Channels 5: Potential for developing Existing Channels PRODUCT CHANNEL MANAGEMENT 1: Formalized Channel Selection Screening 2: Formalized Channel Motivation Programmed 3: Formalized Channel Evaluation & Rating 4: Formalized Channel Monitoring procedure 5: Formalized Trouble-shooting procedure ADVERTISING STRATEGY APPRAISAL 1: Advertising Budget Setting Procedures 2: Advertising Goal + Target Formulation 3: Advertising Competitiveness 4: Advertising Objectives & Tasks 5: Dynamic Advertising Planning ADVERTISING COSTS 1: Mail & Direct Mail Advertising 2: Media Advertising 3: Advertising Materials 4: Merchandising / POS 5: Publicity : P.R. : Exhibitions ADVERTISING MESSAGE 1: Message Generation Efficiency 2: Message Evaluation 3: Message Execution: Structure 4: Message Execution: Development 5: Message Creativity ADVERTISING MONITORING 1: Ad. Agency: Monitoring 2: Ad. Agency: Research Techniques 3: In-House: Ad Agency Monitoring 4: In-House: Advertising Monitoring 5: In-House: Advertising Research Techniques ADVERTISING RATING 1: Attention Strengths 2: Read-Through Strengths 3: Cognitive Strengths 4: Affective Strengths 5: Behavioural Strengths AUDIENCE + CHANNEL RATING 1: Audience Response Rating 2: Audience Characteristic Recognition Rating 3: Audience Image Recognition Rating 4: Channel Personal Influence Rating 5: Channel Non-Personal Influence Rating ADVERTISING MESSAGE RATING 1: Message Function Rating 2: Message Structure Rating 3: Source Expertness 4: Source Trustworthiness 5: Source Likability ADVERTISING -v- SELLING 1: Advertising : Public Presentation 2: Advertising : Pervasiveness 3: Advertising : Expressiveness 4: Selling : Sales Technique 5: Selling : Prospect Cultivation PUBLICITY + SALES PROMOTION 1: Publicity Effect : Accepted Veracity 2: Publicity Effect : Off Guard perceptions 3: Publicity Effect : Dramatization 4: Sales Promotion : Insistent 5: Sales Promotion : Product Demeaning ADVERTISING RATING 1: Awareness Building

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2: Comprehension Building 3: Efficient Reminding 4: Lead Generation 5: Legitimation & Reassurance PERSONNEL SELLING RATING 1: Selling for Distribution Channel Stock Position Increase 2: Selling for Company Stock Position Decrease 3: Selling for Discounted Stocks 4: Selling for Enthusiasm Building 5: Missionary Selling ORGANIZATION RATING 1: Formal Corporate Position in Company 2: Formal Corporate Responsibility for Promotion 3: Established Working Plan for Promotion 4: Monitoring of Marketing Mix -v- Promotional Spend 5: Formal Co-ordination of Promotional -v- Marketing Campaigns MARKETING COSTS 1: Advertising Costs 2: Sales Costs 3: Distribution Costs 4: After Sales Costs 5: Total Marketing Costs MARKET ATTRIBUTES 1: Concentrated Markets 2: Un-concentrated Markets 3: Market Preference : Homogeneous 4: Market Preference : Diffused 5: Market Preference : Clustered MARKET SEGMENTATION 1: Market Potential Measurability 2: Market Accessibility : Existing Products 3: Market Accessibility : New Products 4: Market Substantiality : Existing Products 5: Market Substantiality : New Products MARKET BASES 1: Geographic Segmentation 2: Demographic Segmentation 3: Psychographic Segmentation : Customer Factors 4: Psychographic Segmentation : Product Usage Factors 5: Psychographic Segmentation : Market Factors MARKET SEGMENT AVAILABILITY 1: Customer-Prospect Mix Segment 2: Product-Service Mix Segment 3: Sub-market Segment: Present Sales Potential 4: Sub-market Segment: Future Sales Potential 5: Promotional-Distribution Mix Segment DISTRIBUTION EFFICIENCY 1: Distribution Planning & Accounting 2: Process Management & Handling 3: Physical Distribution Efficiency 4: Point of Sale & Customer Service Efficiency 5: Order Handling & Processing LEVEL + COST OF SERVICE 1: Level of Service: Responsiveness 2: Level of Service: Problem Solving 3: Level of Service: Product / Price / Service Factors 4: Cost of Service: Functional Costs 5: Cost of Service: Physical Handling Costs DISTRIBUTION COSTS 1: Distribution & Storage Fixed Costs 2: Distribution & Storage Variable Costs 3: Physical Handling & Process Fixed Costs 4: Physical Handling & Process Variable Costs 5: Total Distribution Costs PHYSICAL DISTRIBUTION 1: Single Location / Single Markets 2: Single Location / Multiple Markets: Direct Handling 3: Single Location / Multiple Markets: Bulk Handling 4: Single Location / Multiple Markets: Split Processing 5: Multiple Location / Multiple Markets DISTRIBUTION DECISIONS 1: Product Availability Timing Efficiency 2: Product Availability Quantity Efficiency 3: Locations Efficiency 4: Organizational Efficiency 5: Organizational & Decision Flexibility PRICING OBJECTIVES 1: Market Penetration Objectives 2: Market-Skimming Objectives

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3: Early Cash Recovery Objectives 4: Satisfying Objectives 5: Product-Line Promotion Objectives MULTIPLE PARTY PRICING 1: Intermediate Customer Considerations 2: Rivals Considerations 3: Suppliers Consideration 4: Government Considerations 5: In-House Considerations PRICING MODELS 1: Cost Oriented : Mark-up Pricing 2: Cost Oriented : Target Pricing 3: Demand Oriented : Price Discrimination 4: Competition Oriented : Going-Rate Pricing 5: Competition Oriented : Sealed or Bid Pricing PRICE CHANGE DECIDERS 1: Buyers Reaction : Elasticity of Demand 2: Buyers Reaction : Perceptual Factors 3: Competitors Reaction : Price Reduction 4: Competitors Reaction : No Reaction 5: Competitors Reaction : Product Re-positioning PRODUCT PRICING 1: Interrelated Demand Based 2: Interrelated Cost Based 3: Competition Based 4: Product-Line Pricing Based 5: Model or Price Theory Based SALESFORCE INTERACTION 1: Customer Prospecting 2: Customer Communications 3: Selling 4: Customer Servicing 5: Information Gathering & Usage SALESFORCE STRUCTURE 1: Territory Value Structured 2: Workload Structured 3: Territory Structured 4: Product Structured 5: Customer Structured SALESFORCE EMPLOYMENT 1: Recruitment Procedures 2: Applicant Vetting & Selection Procedures 3: Salesforce Training 4: Salesforce Compensation 5: Compensation & Incentivisation Development SALESFORCE SUPERVISION 1: Direction: Customer Call Norms 2: Direction: Prospect Development 3: Motivation: Organization 4: Motivation: Sales Quotas 5: Motivation: Incentives SALESFORCE EVALUATION 1: Sales Information Monitoring 2: Sales Performance Reporting 3: Sales Evaluation: Personal Comparisons 4: Sales Evaluation: Sales Period Comparisons 5: Sales Evaluation: Qualitative Comparisons SALESFORCE COSTS 1: Sales Personnel Costs : Fixed 2: Sales Personnel Costs : Variable 3: Sales Personnel Expenses 4: Sales Overhead Expenses 5: Sales Material Costs SALES CAMPAIGNS 1: Marketing Integration 2: Budgeting Efficiency 3: Campaign Performance 4: Campaign Monitoring & Evaluation Procedures 5: Campaign Flexibility PROMOTIONAL PERFORMANCE 1: Promotional Research & Methodology 2: Promotion Evaluation & Monitoring 3: Promotion Performance & Efficiency 4: Promotion Targeting 5: Promotion Flexibility SALES PROMOTION COSTS 1: Advertising : Mail : Media 2: Sales Personnel : Expenses : Materials 3: Sale Promotion Materials : Print

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4: Sales Point-of-Sale Systems & Materials 5: Publicity : P.R. : Exhibitions MARKET POSITION 1: Sufficient Current Market Segmentation 2: Potential Growth for Market Segmentation 3: Competitive Market Segmentation Position 4: Unsatisfied Market Segmentation 5: Competitor Dominated Market Segmentation MARKETING MIX 1: Product 2: Place 3: Promotion 4: Price : Premium Strategy 5: Price : Average Strategy MARKETING TACTICS 1: Sales Targeting 2: Overall Marketing Mix 3: Product Pricing 4: Marketing Budgets 5: Marketing Control NEW TECHNOLOGY RISK 1: Feasibility 2: Uniqueness 3: Future Development 4: Process Efficiency 5: Pay-back Certainty NEW TECHNOLOGY ADOPTION 1: Fixed Technology Spend (Score 4) 2: Technology Innovation Goals (Score 5) 3: Technology Evaluation Goals (Score 3) 4: Ad Hoc Technology Innovation (Score 0) 5: No Technology Goals (Score -5) TECHNOLOGY DECISIONS 1: New Technology Evolution 2: Obsolete Technology Replacement 3: Technology Diversification 4: Technology Utilization 5: Competitive Technology Adoption TECHNOLOGY INITIATIVES 1: Internal Development (Score 5) 2: Joint Ventures (Score 4) 3: Licensing (Score 3) 4: Purchase (Score 2) 5: Ad Hoc (Score 0) TECHNOLOGY SCREENING 1: Formal Technology Targets (Score 5) 2: Informal Technology Targets (Score 2) 3: Senior Management Responsibility (Score 4) 4: Middle Management Responsibility (Score 2) 5: Ad Hoc Screening (Score 0) TECHNOLOGY IMPACT 1: New Technology Operation Criteria 2: New Technology Performance 3: New Technology Durability 4: New Technology Reliability 5: New Technology Longevity NEW TECHNOLOGY FUNDING 1: Costs Funded from Reserves (Score 5) 2: Costs Funded from Profits (Score 4) 3: Costs Funded from Cash-Flow (score 3) 4: Costs Funded from Equity (Score 2) 5: Costs Funded from Loans (Score 1) TECHNOLOGY IMPLEMENTATION 1: Technology Security 2: Technology Duration 3: Technology Cost Elasticity 4: Technology Lead-Times 5: Technology Supply Factors FLEXIBILITY OF PROCESSES 1: Highly Modular & Flexible (Score 5) 2: Highly Flexible (Score 4) 3: Flexible (Score 3) 4: Inflexible (Score 0) 5: Highly Inflexible (Score -4) AUTOMATION RATING 1: Substantial Usage (Score 5) 2: High Usage (Score 3) 3: Average Usage (Score 1) 4: Low Usage (Score -1)

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5: No Usage (Score -5) AVERAGE PRODUCT-LINE STAGE IN LIFE CYCLE 1: Introductory 2: Growth 3: Maturity 4: Decline 5: Obsolescence STRATEGY FOR PRODUCT INTRODUCTIONS 1: High Profile: Product Based 2: High Profile: Market Based 3: Selective: Product Based 4: Selective: Market Based 5: Pre-emptive PRODUCT GROWTH STAGE STRATEGIES 1: Product Quality Improvements 2: New Market Segmentation 3: New Distribution 4: Improved Marketing 5: Price Adjustments PRODUCT MATURITY STAGE STRATEGIES 1: Product Modifications: Quality 2: Product Modifications: Features 3: Market Segmentation 4: Marketing-Mix Modifications 5: Market Extension COMPETITIVE STRATEGIES 1: Product Innovation 2: Market Segmentation & Fortification 3: Confrontation 4: Domination 5: Competitive niche position PRODUCT DECLINE STRATEGIES 1: Elimination of Products 2: Harvesting of Products 3: Product Reformulation 4: Market Repositioning 5: Customer Base Change NEW PRODUCT RATING 1: Market Fragmentation 2: New Product Stagnation 3: New Product Life Cycle Limits 4: New Product Failures 5: New Product Costs NEW PRODUCT ORGANIZATION 1: Board Responsibility (Score 5) 2: Senior Management Responsibility (Score 4) 3: Middle Management Responsibility (Score 2) 4: Junior Management Responsibility (Score 0) 5: Ad Hoc Responsibility (Score -3) NEW PRODUCT GENERATION 1: Executive Responsibility (Score 5) 2: Senior Management Responsibility (Score 4) 3: Middle Management Responsibility (Score 2) 4: Junior Management Responsibility (Score 0) 5: Ad Hoc Responsibility (Score -3) NEW PRODUCT PROFITABILITY 1: High Immediate Profit (Score 5) 2: Sustained Profits (Score 5) 3: Average Long-Term Profits (Score 3) 4: Marginal Profitability (Score 2) 5: High Risk Profit Scenario (Score 2) PRODUCT DEVELOPMENT RATING 1: Prototype Efficiency 2: Process Development 3: Packaging & Distribution 4: Marketing-Mix 5: Customer Service PRODUCT COMMERCIALIZATION 1: New Plant & Equipment Costs 2: Process Costs 3: Distribution Costs 4: Sales Costs 5: Marketing Costs NEW PRODUCT DIFFUSION 1: Early Adopters 2: Heavy Users 3: Substantial Target Markets 4: Deep Customer Bases 5: Market or Geographic Extensions

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PRODUCT LAUNCH FACTORS FOR STARBUCKS

ADOPTION RATES[1] : PRODUCT REVISIONS ADOPTION RATES : NEW PRODUCTS CONVERSION RATIOS[2] : PRODUCT REVISIONS CONVERSION RATIOS : NEW PRODUCTS POTENTIAL FIRST YEAR GROWTH[3] : PRODUCT REVISIONS POTENTIAL FIRST YEAR GROWTH : NEW PRODUCTS

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After Sales Service

Starbucks Report

7

All publications inevitably mean that the publishers are trying to interpret the needs and expectations of their readers. Unfortunately in most cases, with most publishers, the readers will not receive all the data they need. This is not the case with a DataGroup publication.

The main problem that DataGroup has to resolve is that the database for each report would, if printed, be about 20 volumes of 600 pages for each volume. Clearly this amount of information (12,000 pages) would be unusable and unwanted by the majority of clients - and indeed the cost would be twenty times greater.

To overcome this problem DataGroup has an AFTER-SALES SERVICE which will ensure that for 12 months a reader can access the data in the whole database. This policy ensures that readers are completely satisfied with DataGroup reports because reader can get whatever data they need - whenever they need it.

The cost of this AFTER-SALES SERVICE is very low and provides a highly cost conscious method of acquiring a vast amount of additional and more detailed information at a relatively low cost. No other Publisher provides such a service to their readers.

The After Sales Service

DataGroup researchers will ensure

that readers receive After-Sales

Services for a full 12 months after the

purchase of a report.

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Methodology

Starbucks Report

8

It is very difficult in a limited discussion like this to adequately describe the Methodology used by DataGroup. The systems and software in use have been for the past 20 years, and even more so today, by far the most advanced in the world and thus DataGroup are at the apex of the application of artificial intelligence and computer technology.

The first important aspect to remember about DataGroup reports is that they are entirely computerized - from initial survey interviewing to the final printout of the report and this means that DataGroup readers are assured of a uniform standard and quality with all DataGroup products.

The computerization, development of the methodology and the programs took over ten years and DataGroup believe that the generation of their databases and reports are the most advanced in the world. No other company has such advanced techniques or such thorough methodology.

The fact that the DataGroup interview methodology is so automated means that their units costs per question or per survey are much lower than that of our competitors, thus they can offer readers very competitive prices for both published reports and CD-Roms as well as for information products. There are extensive security checks built into DataGroup survey methodology to ensure accuracy and confidentiality.

ORIGINAL RESEARCH

DataGroup reports are based on wholly original research. There is little confidence in company accounts, credit reports, government or trade statistics and thus one has to approach the problem of getting corporate intelligence and market data from a number of standpoints.

DATA SOURCES

Data on the target company, its suppliers, internal operations, products, competitors and markets is examined at four levels of commercial activity:-

The Input Level: An analysis of the Input materials, supplies and services bought or consumed by the target company, the type of goods or services bought, value products bought, quantities sourced, prices paid, scheduling of purchases, et cetera.

The Process Level: An exploration of the internal processes at the target company which combined the Input products with the procedures that manipulate the inner components (Financial + Capital resources, Management, Labour, Equipment usage, Physical processes, Product production, Premises & Locations, Distribution, Marketing, etcetera) to produce the Output product - whether that be physical products or services.

The Competitor Level: An investigation into the major competitors of the target company and the company's relative performance, its product offerings, its service, its quality, et cetera, in relation and relative to the other competitors.

The Market Level: An appraisal of the interaction of the target company with the various market elements and the problems and opportunities for the target company within the markets in which the company operates and within market in which the company may potentially operate in the future.

For example, the market consumption data provided in the databases will be based on three independent sources:-

i. A statistically accurate survey of End Users, i.e. the market. ii. A statistically accurate survey of the Distribution System. iii. A survey of all major Competitors, i.e. the industry base.

By gaining information from these levels of market activity one can produce a very accurate picture of the market.

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The same thorough methodology prevails throughout the entire study and for this reason the reports are of such a high quality.

EFFICIENT PROCESSING OF DATA

In addition to the national on-line searches and the gathering of other public and private information, the results of survey interviews are entered by the DataGroup interviewers directly into a micro-computer or intelligent terminal and after each interview session the results are directly transferred to one of the main DataGroup computers.

EXCELLENT FORECASTING MODELS

DataGroup forecasts are produced using an extremely comprehensive matrix of forecasting models which take the best features from a wide range of forecasting models and blended these into an interactive matrix which ensures a high level of certainty in forecasts produced.

HIGHLY SOPHISTICATED REPORT GENERATION

The databases and subsequent reports are entirely composed by computer using the base data provided by the various surveys and from other sources. The computer's programs construct the report which is then printed out by laser printer or output on CD-Rom and it is these originals which are supplied to the client who thus receives the most up-to-date information.

AUTOMATIC UP-DATING

DataGroup reports are automatically up-dated by the computer when new surveys are completed or company / market / competitor conditions change and thus a new forecast is needed. This is done as often as may be necessary (and especially with Consumer, Seasonal or High Technology markets where up-dates are done weekly). The majority of reports need only to be updated monthly.

INPUT FROM

CONSULTANTS + SPECIALISTS

SURVEY METHODOLOGY

DataGroup believe that the only reliable way to analyze and evaluate the market-place is by conducting statistically accurate analyses of the Suppliers, Bankers, Financiers, Service Providers of the target company and then the Distribution Channels and End Users of the company's products and services. Also surveys are necessary for the Competitors of the company and the overall Industry and Market environment. By correlating the results of these analyses one can provide highly accurate data and analyses on the target company, its Competitors, the Markets, the Products, the Marketing, the Industry, the Distribution and the Customers.

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END USER SURVEYS

The most important part of the base data collection is the END USERS SURVEYS, (i.e. the customers of the target company and the various competitors), as these reveal the true nature of the market-place.

The END USER SURVEYS conducted by DataGroup use the following formula:-

1. SELECTION OF INTERVIEW PANELS. The prospective interviewee panel is selected from lists which are maintained by named respondent in each of the research areas.

2. MAILSHOT TO POTENTIAL INTERVIEWEES A letter is sent to the potential (Industrial or Commercial) interviewees explaining the nature of the survey and the products and markets they wish to cover and asking if the respondent would help. (Industrial and Commercial markets only)

3. PILOT SURVEY (5% OF SAMPLE) A Pilot Survey is conducted with 5% of the sample to evaluate and modify the survey and isolate potential response problems.

4. MAIN SURVEY (90% OF SAMPLE) The Main Survey is conducted amongst 90% of the sample using the modified questionnaire.

5. CHECK SURVEY (5% OF SAMPLE) A Check Survey is conducted with the remaining 5% of the sample to check outstanding points and verify any problem areas.

6. CONSUMER / END USER PERSONAL SURVEYS Where telephone surveys are not appropriate, personal or face-to-face surveys are conducted with respondents.

SAMPLE STRUCTURE

It is a standard technique of the surveys of End Users, the Distribution Channels and Suppliers to interview three levels of respondents:-

1. the majority of the sample is taken from respondents CURRENTLY involved with the company and/or the product,

2. a sample is taken of respondents FORMERLY involved with the company and/or the product, and

3. a sample is taken from respondents who are POTENTIALLY likely to be involved with the product or company in the future.

4. This method gives a very accurate picture of the development of the product and market over a period of time.

Thus it is possible to evaluate and analyze the reasons:-

1. why respondents currently supply, distribute or consume the products

2. why respondents have ceased (for reasons of technical or technological developments, product obsolescence or substitution, et cetera) to be involved with the product, and

3. lastly why respondents are planning to become involved in the product (for reasons of new product development, new production facilities, acquisition, diversification, et cetera).

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TOTAL SURVEY SAMPLE

Formerly involved

Currently involved

in the Market

Potentially involved

Product Flow

± = ± Suppliers

or Competitor

± = ± Distribution Channels

± = ± End Users & Buyers

>> Product or Market over TIME >>

The samples of the Distribution Channels and End Users are composed of a stratified random sample. The stratification of the sample reflects analysis and modelling of frequency variables (e.g. level & value of product flow), sample dispersion (e.g. type of respondents in the universe), distribution skewness, product correlations, regression, probability and significance, time projection and trends.

INTERVIEWING METHOD

Sampling is carried out by personal and/or telephone interview. The exact interviewing method used depends on the complexity of the product or market as well as the depth of information sought.

SAMPLE SIZES

DataGroup guarantee a minimum VALID sample size for each of the databases. Sample sizes vary from market to market, however the following examples show the parameters that apply:-

Country

Agriculture, Consumer, Travel,

Catering

Electronics, Industrial, Consumables

Engineering, Motor Transport,

Components

Capital Goods, Property, Financial, State Enterprises

Average Sample Size

U.S.A. 3500 2000 2500 1000

Austria 500 500 300 100

Belgium/Lux. 800 800 500 300

Denmark 500 500 300 100

Eire 500 500 200 100

Finland 800 500 300 100

France 2000 1000 1500 600

Germany 3000 1000 1500 800

Italy 1500 800 1000 500

Netherlands 900 800 500 600

Norway 800 500 400 500

Portugal 600 400 300 500

Spain 1000 600 800 900

Sweden 900 600 600 900

Switzerland 800 500 500 600

United Kingdom 1500 1000 1000 700

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SURVEY ANALYSIS

Personal interviews are recorded on data sheets which are then encoded and processed by the DataGroup computers. Telephone interviews are conducted by interviewers who place the information received directly into a micro-computer or intelligent terminal. The data is then transferred directly by modem to the main computers for batch processing.

DISTRIBUTION CHANNEL SURVEYS

The Distribution Channel Surveys use the same methodology, Interview Method and Survey Analysis as do the End User Surveys.

Country

Agriculture, Consumer, Travel,

Catering

Electronics, Industrial,

Consumables

Engineering, Motor Transport,

Components

Capital Goods, Property, Financial, State Enterprises

Average Sample Size as a % of the Total Universe

U.S.A. 10 15 15 15

Austria 10 25 10 20

Belgium/Lux. 10 20 15 25

Denmark 10 25 10 25

Eire 10 25 25 25

Finland 10 20 20 20

France 10 20 15 15

Germany 15 20 20 20

Italy 10 20 15 15

Netherlands 10 25 25 25

Norway 10 20 20 15

Portugal 10 25 20 25

Spain 10 25 25 25

Sweden 10 20 20 25

Switzerland 10 20 20 25

United Kingdom 10 30 20 25

SAMPLE SIZE: Sample sizes for the Distribution Channel Surveys are based on a percentage of the total number of companies distributing the product/s concerned. The percentage interviewed depends on the industry in question and the complexity of the product. In general however the above average sample size are used.

SUPPLIERS SURVEYS

The Surveys of Suppliers and Service Providers use the same methodology as the surveys above.

SUPPLIER SAMPLES: The sample of Suppliers represents at least 70 to 75% of the total universe. The surveys of Suppliers yields confirmation of supplier output to the target company, product information, financial data and future plans. Suppliers are regarded as being a reliable source of information on the target company as they tend to be keen to discuss their selling prowess, are informed about the procurement of the company and are knowledgeable about the products purchased by the target company and thus their internal processes.

COMPETITOR SURVEYS

The Surveys of Competitors the same methodology as the surveys above.

COMPETITOR SAMPLES: The sample of Competitors represents at least 70 to 75% of the total universe. The surveys of Competitors yield verification of product output & specifications, financial data and future product and market plans. Competitors are considered a reasonable source of information on markets as they are inclined to promote their future plans, marketing activities and product performance as well as their expertise in market and competitive conditions.

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TELEPHONE SURVEY METHODOLOGY

EXAMPLE: If an interviewer is surveying a truck operator then the computer will format the questionnaire

according to the makes and models of trucks operated by the respondent. The computer also imposes range checks and input screening according to particular makes and type of trucks; therefore, if the interviewer asks questions about the engine life or gearbox life the computer will only accept answers within certain ranges. These ranges will be based on the known average life of engines or gearboxes of particular truck makes. The computer monitors answers and will amend the known standard deviation of response ranges. As answers change (due to technological or product development, changes in buying patterns, et cetera) the ranges and input screens are automatically amended.

The local interviewers receive the survey questionnaires and the names and telephone numbers of the survey respondents and the questionnaires and contact lists are stored on computer. The reverse method is used by the interviewers to transmit the survey results to DataGroup at the end of each interview session.

The interviewers use their micro-computers when interviewing. The questionnaires are displayed on screen and the interviewer asks the questions which appear and type in the respondent's answers.

The computer firstly displays the respondent's name and telephone number. A percentage of the telephone numbers displayed are "check" numbers and the interviewers have to identify these; this assures that all the interviews are being conducted and therefore guarantees the integrity of the survey.

The questionnaire displayed on the screen is interactive and intelligent and will not allow the interviewer to input answers which do not comply to certain range checks, input screening, and correlation with preceding answers.

The interviewer's computer also :-

1. Monitors the number of interviews done for each questionnaire and thereby ensures that the correct sample size is achieved.

2. Records spoiled questionnaires which have been rejected because of insufficient data received or incorrect input ranges. These are then analyzed to establish why answers did not correspond to the range checks.

3. Records changes of contact names or job functions.

4. Monitors and ensures that the required numbers of “check” respondents have been identified and thereby ensures the integrity of the sample.

5. Provides notes and explanations for interviewers and respondents which facilitate the understanding of the questions asked.

In this way relatively non-technical interviewers can be used to survey technical and specialist products and markets without the risk of the accuracy of the input data being compromised.

TELEPHONE INTERVIEWERS USING AUTOMATED SYSTEMS

EXAMPLE: If an interviewer is surveying electronic components buyers then the computer will format the questionnaire according to the equipment being manufactured at the respondent's factory or plant. Therefore, if

the respondent's factory is manufacturing televisions, the respondent will be questioned specifically about components used in television manufacture. The range checks imposed by the computer will also be critical to the product quantities manufactured; therefore, the computer will only accept input data (on passive components, sub assemblies, et cetera) which complies with known parameters. Thus, for a given number of television sets

manufactured, the computer will expect to input certain numbers of each component or sub-assembly which is critical to both the products and the quantity manufactured.

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DATABASE STRUCTURE

DataGroup databases are composed of individual company and product databases which are then aggregated to form report databases.

The actual report will be composed of a number of database levels which reflect the company and their individual products being investigated. DataGroup databases are held at a number of levels and thus editors can choose exactly how detailed the information they require need be.

FOR EXAMPLE: If one were to analyze a target company mainly producing ACTIVE ELECTRONIC COMPONENTS the corporate database structure would be as follows:-

1. Isolate those Suppliers which are providing the Capital, Input materials and Services which is used by the target company.

2. Analyze the Processes of the target company which take the Capital Resources, the Input materials and the Services provided, merge them with the Internal activities of the target company and thereby Output the product:-

3. Review all the competitors of the target company and determine how these competitors will impinge in market terms.

4. Investigate the Markets, actual and potential, for the target company.

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DATABASE MATRIX AND INTERACTIONS

The same database management methodology is used to produce all DataGroup company databases and their concomitant reports. It is necessary when forecasting corporate, product and market trends to use a matrix of related databases in order to evaluate and analyze the movement of products and markets due to supply and demand, product and market forces, product life cycles, product obsolescence and substitution, new product developments, technical and technological innovations, market saturation, new markets, market and product segmentation, et cetera.

FOR EXAMPLE: If one were to forecast revenue and sales for a target company which produces VEHICLE ENGINES & COMPONENTS, the database matrix and interaction would probably be as shown:

This database management methodology ensures that DataGroup reports are extremely accurate as they use the most discrete and detailed company operation, product and market sector as the foundation, and then, builds up the database step by step.

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THE FORECAST/ PLANNING MODELS

In order to accurately analyze and project the above areas, batteries of forecasting models are used.

These models are interactive and simultaneous and draw from a common database which is designed to be critical to the report concerned.

The complexity of the market / product / company and the desired accuracy of the prediction dictates how many of the battery models are used. The more complicated the product, market or company the greater the need for accuracy and thus to ensure this more battery models are used.

The success of a Forecast/Planning model, for periods in excess of two years, depends on the ability of that model to analyze and evaluate a series of interrelated levels of corporate, economic and commercial activity. Each level tends to be equally critical to the forecasting method and thus accuracy must be maintained at all levels. The Forecast/Planning Model used by DataGroup is complied from a number of programs and seeks to interact the various levels of corporate / economic / commercial activity, not only through a series of forecasting routines, but also via a number of refining procedures: the distillate of which represents the Forecast.

The levels of economic / commercial activity are as follows:

1. The Trade Cell (e.g. The EU or NAFTA or OECD countries) 2. The National Cell (e.g. The United States) 3. The Industry 4. The Suppliers 5. The Company 6. The Product 7. The Competitors 8. The Consumer

Level Model OECD Econometric Model

PIMS type model

Business Environment model

Consumer Values

Product Life Cycles

BPI + QI

Advertising Efficiency model

Trade Cell

KSIM

National Cell

Industry

TIA

Company

Product

CIA

Consumer

I. OECD ECONOMETRIC MODEL:

The model program used is the standard OECD Econometric program which has been developed by the OECD Department of Economics and Statistics in Paris. The program, as used by DataGroup utilizes a number of databases beginning in the 1970s with the basic econometric databases, including these:

a) The International Financial Statistics supplied by the I M F in Washington. These are: IMF.1/FMB, IMF.2/FGNSTAT, IMF.3/FNDACCT, IMF.5/FOOTMST, IMF.6/FBOPMST, IMF.7 - et cetera.

b) OECD databases on wages & prices developments, consumption, investment, trade, et cetera.

c) In addition the following databases are also available for specific applications: UNSO.1, UNSO.2/NAMAST, UNSO.3/ICPDATA, UNSO.4/WORLDENERGY, UNSO.5/STAPC, UNSO.6, UNSO.7/UNIDUST, ECE.11059A, ECA Series, ILO.1, FAO.1, GATT.1/TTDF - et cetera.

d) National governmental databases, including Customs' databases, Sales Tax / Value Added Tax databases, Internal Revenue Tax databases, Social Security databases, Judicial databases, et cetera.

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e) Since that time the regressional databases have expanded enormously to include most of the major multi-national econometric databases.

II. PIMS TYPE MODEL: PIMS uses an industry critical Multiple Regressional Analysis program which identifies those variables affecting industries, companies / products, their market share and profitability.

III. BUSINESS ENVIRONMENT FORECAST MODELS: Three models are used to forecast business environment and these are specific to certain levels of economic / commercial activity:

a) Cross Impact Simulation (KSIM): This is a program for interactive variables and is used to forecast business environments in an international and national context and provides a representation of changes in a system of variables over time; especially trends, events and structural relationships. The program is widely used in the U S and users of the U S Army, U S Navy, NASA, National Science Foundation and many multinational companies.

b) Trends Impact Analysis (TIA): TIA is used for problems involving changes in trends at Industry and Company level and produces a representation of changes in trend/s and event/s. A further representation of probabilities is also produced. The program is widely used by U S multinational companies.

c) Cross Impact Analysis (CIA): This is a program designed for use in solving project level problems, including new product developments, and deals with a representation of cumulative probabilities of an event over time. The model investigates events, structural relationships and probabilities and is successfully used by many U S multinational companies.

IV. CONSUMER VALUES MODEL: The use of Consumer Values models have two purposes. Firstly because it extends and correlates market behaviour beyond such external forces as Disposable Income or Demographics and secondly, it enhances the predictability of market behaviour by providing insight into why consumers act as they do. DataGroup have trend projections for 14 years for all Consumer Values; some 34 to 40 major cells. These values affect consumer spending on definable items and markets. In the case of Capital Equipment one additional value is used, namely, the monthly Business Confidence Monitor, this seeks to quantify purchasing trends amongst buyers.

V. PRODUCT LIFE CYCLE MODEL: The Product Life Cycle Model uses the normal innovation / diffusion Gompertz Function with the added advantage of a matrix of industry critical correlation.

VI. BPI & QI MODELS: It is essential to effectively measure the relative buying power of various market segments and geographic markets, this is done with a Buying Power Index and a Quality Index. BPI is also useful for determining how effectively a company uses its marketing effort. QI is used to analyse the ability of a market sector or geographic market to purchase unessential goods with a high discretionary index.

Additionally, a number of other programs may have to be used, including:

a) Market Saturation Index; b) Inventory costs; c) Recorder points (Trade); d) MNR:MC ratios

VII. ADVERTISING EFFICIENCY MODELS: These models evaluate the effect of revenue / advertising relationships over time and are designed to investigate those functions of advertising efficiency which affect revenue and to provide predictions on the actions of those factors over time.

The main functions of the model are:

a) The Sales Decay Constant, which measures advertising effect over time. b) The Market Saturation Level, which investigates the effectiveness of the media mix and the

asymptotic values of the media expenditure. c) The Sales Response Constant, which gives the ratio between revenue and advertising.

The above models provide the Coefficient of Advertising Efficiency at a given revenue / advertising expenditure function.

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Notes

Starbucks Report

9

Note 1 FINANCIAL SCENARIOS DATA

The Market Research Report contains the following Financial Scenario forecasts for two time series:- to the last year of filed accounts. and a forecast up to 2028

F0B : BASE FORECAST : BEST MARKET SCENARIO F0M : BASE FORECAST : MEDIAN MARKET SCENARIO F0W : BASE FORECAST : WORST MARKET SCENARIO F01 : MARKETING EXPENDITURE F02 : NEW PRODUCT DEVELOPMENT F03 : MARKET SEGMENTATION F04 : NEW PLANT + EQUIPMENT INVESTMENT F05 : NEW TECHNOLOGY INVESTMENT F06 : DISTRIBUTION CHANNEL IMPROVEMENT F07 : COST STRUCTURE IMPROVEMENT F08 : SHORT-TERM PRICE CUTTING EFFECT F09 : SHORT-TERM PRICE INCREASE EFFECT F10 : QUALITY IMPROVEMENT F11 : EXPORT SALES IMPROVEMENT F12 : PERSONNEL + STAFF IMPROVEMENT F13 : MARKETING EXPENDITURE INCREASE : + 2% F14 : MARKETING EXPENDITURE INCREASE : + 4% F15 : MARKETING EXPENDITURE INCREASE : + 6% F16 : MARKETING EXPENDITURE INCREASE : + 8% F17 : MARKETING EXPENDITURE INCREASE : +10% F18 : MARKETING EXPENDITURE INCREASE : +12% F19 : MARKETING EXPENDITURE DECREASE : - 2% F20 : MARKETING EXPENDITURE DECREASE : - 4% F21 : MARKETING EXPENDITURE DECREASE : - 6% F22 : MARKETING EXPENDITURE DECREASE : - 8% F23 : MARKETING EXPENDITURE DECREASE : -10% F24 : MARKETING EXPENDITURE DECREASE : -12% F25 : FIXED MARKETING COST OBJECTIVES F26 : VARIABLE MARKETING COST OBJECTIVES F27 : MARKETING PROCESS COST OBJECTIVES F28 : DISTRIBUTION & PRODUCT DELIVERY COSTS F29 : ADMINISTRATIVE & GENERAL EXPENSES F30 : SELLING COST OBJECTIVES F31 : ADVERTISING COST OBJECTIVES F32 : PROMOTIONAL & PRICING COST OBJECTIVES F33 : RESEARCH & PRODUCT COST OBJECTIVES F34 : MARKET SHARE BUILDING OBJECTIVES F35 : MARKET SHARE HOLDING OBJECTIVES F36 : MARKET SHARE HARVESTING OBJECTIVES F37 : SALES COST IMPROVEMENT F38 : LONG-TERM PRODUCT PRICE CUTTING F39 : LONG-TERM PRODUCT PRICE INCREASE F40 : PROMOTIONAL EXPENDITURE F41 : TARGET MARKETS DEVELOPMENT F42 : ORDER TAKING IMPROVEMENTS F43 : PRODUCT POSITIONING F44 : PRODUCT BRANDING + MULTI-BRANDING F45 : CUSTOMER / ORDER PROCESSING SYSTEMS F46 : SYSTEMS INVESTMENT F47 : OVERSEAS DEVELOPMENT F48 : SALES PERSONNEL + STAFF IMPROVEMENT F49 : MATERIALS & ENERGY COST SCENARIOS F50 : PAYROLL & STAFF COST SCENARIOS F51 : ADMINISTRATION COST SCENARIOS F52 : CAPITAL COST SCENARIOS F53 : PLANT & EQUIPMENT COST SCENARIOS F54 : SALES & MARKETING COST SCENARIOS F55 : NEW PRODUCT & NEW TECHNOLOGY COST F56 : DEPRECIATION & CAPITALIZATION SCENARIOS F57 : SHORT TERM BORROWING SCENARIOS F58 : LONG TERM FINANCIAL SCENARIOS F59 : FINANCIAL & DEBT SERVICING COST SCENARIOS

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F60 : TRADING & OPERATING MARGINS & PROFITABILITY F61 : PROFIT IMPACT: MATERIALS COST REDUCTION F62 : PROFIT IMPACT FROM PAYROLL COST REDUCTION F63 : PROFIT IMPACT FROM PROCESS COST REDUCTION F64 : PROFIT IMPACT: DISTRIBUTION COST REDUCTION F65 : PROFIT: CUSTOMER HANDLING COST REDUCTION F66 : CAPITAL INVEST: PROCESS PLANT & EQUIPMENT F67 : CAPITAL INVESTMENTS OPTIONS: PREMISES F68 : CAPITAL INVESTMENTS: DISTRIBUTION / HANDLING F69 : CAP INVEST: CUSTOMER HANDLING SYSTEMS F70 : PRODUCT COST IMPROVEMENTS F71 : PRODUCT QUALITY IMPROVEMENT F72 : CUSTOMER HANDLING IMPROVEMENTS F73 : NEW EQUITY SCENARIOS F74 : BANK BORROWING: BASE SCENARIOS F75 : BANK BORROWING: 3% INFLATION SCENARIOS F76 : BANK BORROWING: 6% INFLATION SCENARIOS F77 : BANK BORROWING: 9% INFLATION SCENARIOS F78 : BOND / DEBENTURES SCENARIOS F79 : ASSET SALES: 5% OF ASSETS SCENARIOS F80 : ASSET SALES: 10% OF ASSETS SCENARIOS F81 : ASSET SALES: 25% OF ASSETS SCENARIOS F82 : SELF GENERATED FUNDS: WORST SCENARIOS F83 : SELF GENERATED FUNDS: BEST SCENARIOS F84 : TRADING CREDIT & MARGIN REDUCTIONS F85 : NEW CAPITAL SCENARIOS F86 : SHORT-TERM LOAN: BASE SCENARIOS F87 : SHORT-TERM LOAN: 3% INFLATION SCENARIOS F88 : SHORT-TERM LOAN: 6% INFLATION SCENARIOS F89 : SHORT-TERM LOAN: 9% INFLATION SCENARIOS F90 : LONG-TERM LOAN SCENARIOS F91 : ASSET SALES: 5% OF ASSETS SCENARIOS F92 : ASSET SALES: 10% OF ASSETS SCENARIOS F93 : ASSET SALES: 25% OF ASSETS SCENARIOS F94 : PROFIT IMPROVEMENTS: WORST SCENARIOS F95 : PROFIT IMPROVEMENTS: BEST SCENARIOS F96 : CREDIT EXTENSION & COST REDUCTIONS

ITEMS COVERED

Each of the above Financial Scenarios cover the following Balance Sheet and Costs items for the years to the last year of filed accounts. and a forecast up to 2028:-

BALANCE SHEET

Total Sales Domestic Sales Exports Pre-tax Profit Interest Paid Non-trading Income Operating Profit Depreciation Trading Profit Fixed Assets Intangible Assets Intermediate Assets Total Fixed Assets Stocks Debtors Miscellaneous Current Assets Total Current Assets Total Assets Creditors Short Term Loans Miscellaneous Current Liabilities Total Current Liabilities Net Assets Shareholders Funds Long Term Loans Miscellaneous Long Term Liabilities Capital Employed Directors' Remuneration Employees' Remuneration Total Employees

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COSTS

Input Supplies / Materials and Energy Costs Payroll Costs Total Operational & Process Costs Sales Personnel Variable & Commission Costs Sales Expenses and Costs Sales Materials Costs Total Sales Costs Distribution Fixed Costs Distribution Variable Costs Warehousing Fixed Costs Warehousing Variable Costs Physical Handling Fixed Costs Physical. Handling Variable Costs Physical Process Fixed Costs Physical Process Variable Costs Total Distribution and Handling Costs Mailing & Correspondence Costs Media Advertising Costs Advertising Materials & Print POS & Display Costs Exhibition & Events Costs Total Advertising Costs Product Returns & Rejection Costs Product Installation & Re-Installation Costs Product Breakdown & Post Installation Costs Product Systems & Configuration Costs Product Service & Maintenance Costs Customer Problem Solving & Complaint Costs Total After-Sales Costs Total Marketing Costs Total Operational Costs New Technology Expenditure New Production Technology Expenditure Research and Development Expenditure Capital Expenditure on Plant and Equipment Capital Expenditure on Structures Capital Expenditure on Miscellaneous Items Total Capital Expenditure Finished Product Stocks Work in Progress as Stocks Materials as Stocks Consumables + Supplies as Stock Debtors within Agreed Terms Debtors Outside Agreed Terms Un-recoverable Debts

MARGINS + RATIOS

Return on Capital Return on Assets Return on Shareholders' Funds Pre-tax Profit Margins Operating Profit Margin Trading Profit Margin Return on Investment Assets Utilization ( Sales to Total Assets ) Sales Ratio of Fixed Assets Stock Turnover ( Sales : ratio of Stocks ) Credit Period Creditors' Ratio (Creditors : Sales x 365 days) Default Debtors given (Ratio of Total Debtors Un-Recoverable Debts (Ratio of Total Debts Working Capital / Sales Materials & Energy Costs as a % of Sales Added Value Investment as a Ratio of Added Value Value of Plant & Equipment as a % of Sales Vertical Integration (Value Added % of Sales) Research & Development Investment % Sales Capital Expenditure Investment % Sales Marketing Costs % of Sales Current Ratio (Current Assets : Current Liabilities) Quick Ratio Borrowing Ratio (Total Debt : Net Worth) Equity Ratio (Shareholders Funds : Liabilities) Income Gearing Total Debt as a ratio of Working Capital Debt Gearing Ratio (Long Term Loans : Net Worth)

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Average Remuneration (full and part time) Profit per Employee Sales per Employee Remuneration / Sales Fixed Assets per Employee Capital Employed per Employee Total Assets per Employee Value of Average Investment per Employee Value Added per Employee Materials & Energy Costs as a % of Sales Payroll Costs as a % of Sales Payroll as a Ratio to Materials Variable Costs % of Sales Fixed Costs as a % of Sales Fixed Costs as a Ratio of Variable Costs Distribution Costs % of Sales Warehousing Costs % Sales Physical Costs as a % of Sales Fixed as a Ratio of Variable Distribution Costs Fixed as a Ratio of Variable Warehousing Costs Fixed as a Ratio of Variable Physical Costs Fixed as a Ratio of Variable Total Distribution & Handling Costs Product Returns & Rejections Costs % of Sales Product Installation & Associated Costs as a % of Sales Product Breakdown & Associated Costs as a % of Sales Product Systems & Associated Costs as a % of Sales Product Service & Associated Costs % of Sales Customer Complaint & Ass. Costs % of Sales Stock Work in Progress & Materials : Ratio of Finished Products Stock Materials as a Ratio of Work in Progress Un-recoverable Debts as a Ratio of Total Debt Un-recoverable Debts as a Ratio of Debts Within Terms Total Sales Costs % of Sales Total Distribution & Handling Costs % of Sales Total Advertising Costs as a % of Sales Total After-Sales Costs as a % of Sales Customer Compensation Costs % of Sales Total Variable Marketing Costs % of Sales Total Fixed Marketing Costs as a % of Sales Total Fixed Marketing Costs Ratio of Variable Marketing Costs Variable Sales Personnel Costs as a Ratio of Marketing Costs Variable Distribution & Handling Ratio of Marketing Costs Variable Advertising Ratio of Marketing Costs Variable After-Sales Ratio of Marketing Costs Sales Personnel Variable Costs : of Sales Sales Person Variable Costs Ratio of Debts Sales Personnel Variable Costs Ratio of Un-Recoverable Debts Exports as a % of Sales

Note 2 RETURN ON INVESTMENT

Cost Structure Improvement Scenarios Price Cutting Scenarios Price Increase Scenarios Marketing Expenditure Scenarios Market Segmentation Scenarios Distribution Channel Scenarios Product Quality Scenarios New Product Investment Scenarios New Plant + Equipment Investment Scenarios New Technology Investment Scenarios Overseas Development Scenarios Personnel + Staff Improvement Scenarios

Note 3 BASE INDUSTRY DATA

KEY PERSONNEL: Chief Executive, Sales Director, Marketing Director, Export Director, Marketing Manager, Export Manager, Technical Director, Technical Manager, Chairman and other Directors.

Mainline product / service, Product / services provided, Bankers, Year established, Current employees, Issued capital, Shareholders, Last published turnover, Subsidiaries, Associated companies, Companies represented, Agencies, Physical processing locations, Capital investment, Advertising expenditure, Advertising media, Advertising posture, Sales promotion activity, Method of selling, Distribution, Distribution network, Use of distribution channels.

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Note 4 INDUSTRY COST STRUCTURE

Payroll Materials Value added.

INVENTORY STRUCTURE

Total inventory Finished products Work in progress Materials. COSTS

Payroll Salaries & Wages Fringe Benefits Commissions & Incentives Sub-Contractors General Expenses Cost of Materials Raw Materials Finished Products Power & Fuel Electricity Rent & Leases Rent of Buildings Rent of Vehicles / Machinery / Equipment Services Purchased Communications Costs Maintenance Costs Buildings Vehicles & Equipment Capital Expenditures Buildings Machinery & Equipment Vehicles Computers & Data Processing Miscellaneous

Note 5 MARKET SUMMARY DATA

The Market Summary section consists of a historic breakdown giving data for each year. by EACH COUNTRY / STATE / REGION by EACH PRODUCT Group and/or MARKET Sector by YEAR MARKETING COSTS

Figures for the Products are given by EACH COUNTRY / STATE / REGION by YEAR to 2028: Sales & selling costs; Distribution / warehousing / handling / processing costs; Advertising / promotional costs; Total marketing costs INDUSTRY INVESTMENT

New Technology Investments; Production/Process Technology Investment; Plant & Equipment in Use; Plant & Equipment Investments. INDUSTRY FINANCES

Return on Capital; Return on Assets; Return on Shareholders' Funds; Pre-tax Profit Margins; Operating Profit Margin; Trading Profit Margin; Assets Utilization; Sales as a ratio of Fixed Assets; Stock Turnover; Credit Period; Creditors' Ratio; Working Capital/ Sales;

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Current Ratio; Quick Ratio; Borrowing Ratio; Equity Ratio; Income Gearing; Total Debt as a ratio of Working Capital; Debt Gearing Ratio; Average Remuneration; Profit/ Employee; Sales/ Employee; Remuneration/ Sales; Fixed Assets/ Employee; Capital Employed/Employee; Total Assets/Employee; Exports as a % of Sales Materials and Energy Costs; Payroll Costs; Total Process Costs; Sales Costs; Distribution & Handling Costs; Advertising Costs; After-Sales Costs; Total Marketing Costs; Added Value.

INDUSTRY STRUCTURE

Concentrations; Customer Base Profile; Employment; Cost Structures; Inventory Structures; Capital Expenditure Breakdowns; Asset Structures.

Note 6 DISTRIBUTION

DISTRIBUTION OF THE CUSTOMER BASE This section provides a guide to the distribution of the Customer Base. The data given represents a percentage of the total product value consumed in the various regions and districts of the countries covered. It should be remembered that these figures do not take central buying or in-house sales and distribution into account, but provides data which is based on the Surveys of Customers and where possible from data provided by the Surveys of Distribution Channels. The data given is of course primarily intended for use when planning sales and distribution coverage and for other promotional activity and to allow clients to formulate salesforce and distribution tactics whereby salesmen, distributors, service and distribution depots, after-sales services, et cetera, can be most effectively sited to ensure optimum coverage of the customer base. Readers should also consider the Distribution and the Key Service Cities when planning for sales and distribution coverage for products in the countries concerned. DISTRIBUTION CHANNELS The Surveys of Suppliers and Distributors reveal the geographic distribution channels for the products. In countries where the Distribution Channels are radically at variance with the Distribution of the Customer Base, there are obviously logistic problems in the supply and servicing of the customers and this may represent an opportunity for companies entering that particular national market to provide superior service and thereby gain market share. It is thus possible to analyze the distribution of the Customer Base (being the Market) and the distribution of the existing suppliers in order to evaluate whether or not customers are receiving adequate service or product distribution. DISTRIBUTION OF EMPLOYMENT The following map gives the percentages of total employees involved in the product in each of the regions or districts of the countries covered. The data given covers manufacturing, production, marketing and distribution channel employees. KEY SERVICE CITIES Within each of the countries covered there are certain Key Service Cities which are vital to the distribution and servicing of the product. The following map gives these KEY SERVICE CITIES and these are ranked according to their relative importance in the country concerned. Any company wishing to enter the various national markets should consider the establishment of sales and distribution in relation to these KEY SERVICE CITIES as they reflect the potential regional market logistics for the product.

Note 7 MARKETING COSTS

Figures for the Products are given by EACH COUNTRY / STATE / REGION

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by YEAR to 2028 MARKETING COSTS BY YEAR to 2028: Sales & selling costs; Sales & selling costs : During product launch; Distribution / warehousing / handling / processing costs; Distribution / warehousing / handling / processing costs : during product launch; Advertising / promotional costs; Advertising / promotional costs : during product launch; After-sales costs; After-sales costs : during product launch; Total marketing costs; Total marketing costs : during product launch

Note 8 ADVERTISING + MARKETING EFFECT ON MARKET SHARE

Market Share (consisting of a historic breakdown giving data for each year) is analyzed in this section in terms of the Market Share Effect of increases or decreases of advertising and marketing expenditure.

PRODUCT MARKET SHARE Market Share Changes and Market Share Trend figures are given:- by 10 ranges of +1% to +10% increase in Advertising + Marketing Expenditure by 5 ranges of -1% to -5% decrease in Advertising + Marketing Expenditure by EACH PRODUCT Group and/or MARKET Sector by YEAR

Note 9 MARKET DATA

The MARKET DATA section of the Report is intended to show a historic, short-term and long-term analysis of the Turnover and Revenue available, i.e. the Markets. This data is used to evaluate and forecast Financial performance. It is these market appraisals which will form the basis of the rationale of the sales and markets available in the Short-Term and the Long-Term. The historic data provided will enable readers to compare the evolution of the previous market positions with the historic performance of the industry.

HISTORIC MARKETS This section consists of a historic breakdown giving data for each year. MARKET CONSUMPTION Market Consumption and Market Trend figures are given:- by EACH COUNTRY / STATE / REGION by EACH PRODUCT Group and/or MARKET Sector by YEAR

SHORT-TERM MARKETS This section consists of MARKET CONSUMPTION data for each year from to the last year of filed accounts.. MARKET CONSUMPTION Market Consumption and Market Trend figures are given:- by EACH COUNTRY / STATE / REGION by EACH PRODUCT & MARKET by YEAR to 2028

LONG-TERM MARKETS

This section consists of a LONG-TERM MARKET CONSUMPTION forecast giving data for each year to the year 2028. MARKET CONSUMPTION Market Consumption and Market Trend figures are given:- by EACH COUNTRY / STATE / REGION by EACH PRODUCT Group and/or MARKET Sector by YEAR to 2028

Note 10 INDUSTRY SALES PROMOTION COSTS

MARKETING COSTS:

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Figures are given by EACH COUNTRY / STATE / REGION by YEAR Sales & selling costs Sales Personnel Sales Personnel Expenses Sales Materials Distribution / Warehousing / Handling / Processing costs Distribution Fixed Costs & Overheads Distribution Variable Costs Warehouse / Storage Fixed Costs & Overheads Warehouse / Storage Variable Costs Physical Handling Fixed Costs & Overheads Physical Handling Variable Costs Physical Process Fixed Costs & Overheads Physical Process Variable Costs Advertising / Promotional costs Direct Mail & Direct Access Costs Media Costs Materials Costs POS & Distribution Channel Advertising Materials Costs Exhibition & Demonstration Costs Total Sales Promotion costs

Note 11 PRODUCT SUMMARIES

This data is given for EACH of the 30 Products and Product Sectors given in the Report. This data is given for each year to 2028. | MARKET GROWTH RATES | % Average Annual Growth Rate to the year 2028 | | Given for each of 16 national markets critical to the industry |_______________________________________________

| MARKETING COSTS | INDUSTRY MARKETING COSTS % of Turnover | SALES & SELLING COSTS | HANDLING COSTS | ADVERTISING COSTS | AFTER-SALES COSTS | MARKETING COSTS |_______________________________________________ | INVESTMENT | INVESTMENT % of Turnover | NEW TECH. INVESTMENT | PROCESS TECH. INVESTMENT | | PLANT & EQUIPMENT % of Total P & E | Years Old: 0-3 | Years Old: 3-6 | Years Old: 6-9 | Years Old: 9+ | | P & E INVESTMENT % of Companies | LESS than Depreciation | EQUAL to Depreciation | GREATER than Depreciation |_______________________________________________ | INDUSTRY DATA | INDUSTRY FINANCIAL DATA | PROFIT / TOTAL ASSET | PROFIT / SALES | SALES / TOTAL ASSETS | PROFIT / CAPITAL EMPLOYED | SALES / EMPLOYEE REMUNERATION | CAPITAL EMPLOYED / REMUNERATION | SALES / STOCKS | CURRENT RATIO | CREDIT TAKEN |_______________________________________________ | INDUSTRY PROFILE | INDUSTRY CONCENTRATION % OF TOTAL REVENUE | LARGEST 4 COMPANIES | LARGEST 8 COMPANIES | LARGEST 20 COMPANIES

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| LARGEST 50 COMPANIES | REMAINDER | | CUSTOMER BASE PROFILE % OF TOTAL REVENUE | COMMERCIAL ESTABLISHMENTS | END USER OUTLETS | MANUFACTURING & OEM BUYERS | GOVERNMENT + PUBLIC | OTHER CUSTOMERS | | COST STRUCTURE % OF TOTAL REVENUE | PAYROLL | MATERIALS | VALUE ADDED | | INVENTORY STRUCTURE % OF TOTAL REVENUE | TOTAL INVENTORY | FINISHED PRODUCTS | WORK IN PROGRESS | MATERIALS | | CAPITAL EXPENDITURE % OF TOTAL REVENUE | TOTAL CAPITAL EXPENDITURE | PLANT & EQUIPMENT | STRUCTURES | OTHER CAPITAL EXPENDITURE |_______________________________________________

Note 12 INDUSTRY FINANCIAL DATA

Return on Capital; Return on Assets; Return on Shareholders' Funds; Pre-tax Profit Margins; Operating Profit Margin; Trading Profit Margin; Assets Utilization; Sales as a ratio of Fixed Assets; Stock Turnover; Credit Period; Creditors' Ratio; Working Capital / Sales; Current Ratio; Quick Ratio; Borrowing Ratio; Equity Ratio; Income Gearing; Total Debt as a ratio of Working Capital; Debt Gearing Ratio; Average Remuneration; Profit per Employee; Sales per Employee; Remuneration / Sales; Fixed Assets per Employee; Capital Employed per Employee; Total Assets per Employee.

Note 13 STRATEGY

THE MARKET ENVIRONMENT Market Growth : Market Structure : Market Serviced : Customer Factors - Concentrations - End Users - Immediate Customers THE PRODUCT Life Cycles & Stages in the Life Cycle - The Gompertz Analysis - Market Share - Quality - Product range - Capital Intensity - Customized or specified products - Product Uniqueness : Market Segmentation Forecast Relative Pricing :

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Price Cutting Forecast : Price Increase Forecast Quality - Value Scale - Relative Product Quality : Quality Improvement Forecast - Profitability - Relative Product Quality - Concentrated Markets - Relative Market Share - Market growth : New Products : New Product Expenditure Forecast - Profitability - Inflation - Investments - Product quality. COMPETITION Competitive Criteria : Market Share - Market share and profitability - Profitability and relative market share - Market Shares : Relative Market Shares in the Trade Cell : Nature of the Competitive Situation - Entry & exit of competitors - Relative Strengths of competitors : Perfectness of the Market THE INDUSTRY Industry Factors : Long Term Industry Growth : Physical Process Considerations - Capacity Utilization - Market share - Productivity - Unionization - Market growth - Industry Concentration - Harvesting strategies - Process Uniqueness : Capital Structure - Profitability : New Plant + Equipment Forecast - Net margins - Investments - Market share - Productivity - Capacity utilization - Inventory : Physical Process - Profitability - Vertical integration - Customer Base - Quality - Inventory - Productivity : New Technology Investment Forecast : Marketing & sales costs - Profitability - Investment intensity - Customers Base - Quality - New products : Marketing Expenditure Forecast : Product Development & Process Development - Profitability - Product quality - Marketing costs - Market share - Unionization : Distribution : Distribution Channel Investment Forecast : Market Penetration : The Right Tools For The Job : Personnel + Staff Improvement Forecast : Market Share - Profitability :

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1. Market share -v- in profit/sales -v- turnover in investment - Cost Structure Improvement Forecast The relationship between market share and added value : Vertical integration on investment/sales - Conclusions

2. Market share -v- the purchases/sales ratio : The relationship between the investment/sales ratio and integration - Conclusions A checklist for production & process management :

3. Marketing costs/sales ratio and market penetration - Conclusions

4. Market leadership, retail prices and product quality - Conclusions

5. Market leadership, customers and advanced products - Conclusions

6. Purchase frequency and Market Share - Conclusions

7. Customer Base Fragmentation and Market Share : Export Improvement Forecast. MEDIUM AND LONG TERM STRATEGIES Introduction - Building, Holding and Harvesting Strategies :

1. When To Build Market Share - Building strategies : 2. When To Hold Market Share - Holding strategies : 3. When To Harvest Market Share - Harvesting Strategies

Note 14 MARKET SEGMENTATION

Figures are given by EACH COUNTRY / STATE / REGION MARKET SEGMENTATION Pricing - lower price; Pricing - higher price; Availability - greater availability; Availability - reduced availability; Convenience factors; Distribution factors; Customer factors; Psychographics; Branding; Multi-branding; Market stretching. PRODUCT SEGMENTATION Higher quality; Lower quality; Performance variances; Technological & technical factors; Warranty variances; Service factor variances; Product fragmentation.

Note 15 PRODUCT DEVELOPMENT

Figures for the Products are given by EACH Country / State or Region by EACH PRODUCT and by Year to 2028. This section provides Market data for each Product or Market Sector in a matrix for all the countries or states covered by the Report.

Note 16 POTENTIAL OVERSEAS MARKETS

AFGHANISTAN: Kabul, Qandahar, Herat, Mazar-i-Sharif, Jalalabad, Qonduz, Baghlan, Maymana, Pul-i-Khomri,

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Ghazni~ ALBANIA: Tirane, Durres, Shkoder, Elbasan, Vlore, Korce, Fier, Berat, Lushnje~ ALGERIA: Algiers, Oran, Constantine, Annaba, Blida, Setif, Sidi-Bel-Abbes, Tlemcen, Skikda, Bejaia~ ANDORRA: Andorra La Vella~ ANGOLA: Luanda, Huambo, Lobito, Benguela, Lubango, Malanje~ ANTIGUA & BARBUDA: St. John's, Codrington~ ARGENTINA: Buenos Aires, Cordoba, Rosario, Mendoza, La Plata, S. Miguel de Tucuman, Mar del Plata, Santa Fe, San Juan, Salta, Bahia Blanca~ AUSTRALIA: Canberra, Sydney, Melbourne, Brisbane, Perth, Adelaide, Newcastle, Wollongong, Gold Coast, Hobart, Geelong~ AUSTRIA: Vienna, Graz, Linz, Salzburg, Innsbruck, Klagenfurt, Villach, Wels, Sankt Poelten, Steyr~ BAHAMAS: Nassau, Freeport~ BAHRAIN: Manama, Muharraq~ BANGLADESH: Dacca, Chittagong, Khulna, Narayanganj, Rajshahi, Comilla, Barisal, Sylhet, Rangpur, Jessore, Saidpur~ BARBADOS: Bridgetown~ BELGIUM: Brussels, Antwerp, Ghent, Charleroi, Liege, Bruges, Namur, Mons, Kortrijk, Mechelen, Oostende~ BELIZE: Belmopan, Belize City, Corozal, Orange Walk, Dangriga~ BENIN: Porto Novo, Cotonou, Natitingou, Abomey, Parakou~ BERMUDA: Hamilton, St. George~ BHUTAN: Thimphu, Paro, Taga Dzong, Punakha, Bumthang, Tongsa Dzong~ BOLIVIA: La Paz, Santa Cruz, Cochabamba, Oruro, Potosi, Sucre, Tarija~ BOTSWANA: Gaborone, Francistown, Selebi-Phikwe, Serowe, Mahalapye, Molepolole, Kanye, Lobatse, Mochudi, Maun, Ramotswa~ BRAZIL: Brasilia, Sao Paulo, Rio de Janeiro, Belo Horizonte, Salvador, Fortaleza, Nova Iguacu, Recife, Curitiba, Porto Alegre, Belem~ BRUNEI: Bandar Seri Begawan, Seria~ BULGARIA: Sofia, Plovdiv, Varna, Burgas, Ruse, Stara Zagora, Pleven, Shumen, Tolbukhin, Sliven, Pernik~ BURKINA FASO: Ouagadougou, Bobo-Dioulasso, Koudougou, Ouahigouya, Banfora, Kaya~ BURMA: Rangoon, Mandalay, Bassein, Moulmein, Akyab, Taunggyi~ BURUNDI: Bujumbura, Gitega, Bururi, Rumonge, Ngozi~ CAMBODIA: Phnom Penh, Kompong Chhang~ CAMEROON: Yaounde, Douala, Nkongsamba, Maroua, Garoua, Bafoussam, Bamenda, Kumba, Limbe~ CANADA: Ottawa, Toronto, Montreal, Vancouver, Edmonton, Calgary, Winnipeg Quebec, St. Catharine's, Kitchener~ CAPE VERDE: Porto Praia, Mindelo, Ribeira Grande, Sal Rei, Santa Maria~ CENTRAL AFRICAN REPUBLIC: Bangui, Berberati, Bouar, Bambari, Bangassou, Mbaiki~ CHAD: N'Djamena, Sarh, Moundou, Bongor, Doba, Lai, Abeche, Koumra, Kelo~ CHILE: Santiago, Vina del Mar, Valparaiso, Talcahuano, Concepcion, Antofagasta, Temuco, Rancagua, Talca, Chillan, Arica~ CHINA: Beijing, Shanghai, Tianjin, Shenyang, Wuhan, Guangzhou, Chongqing, Harbin, Chengdu, Xian, Nanjing~ COLOMBIA: Bogota, Medellin, Cali, Barranquilla, Bucaramanga, Cartagena, Cucuta, Pereira, Manizales, Ibague~ COMOROS: Moroni, Mutsamudu, Fomboni, Mitsamiouli~ CONGO: Brazzaville, Pointe-Noire, Nkayi, Loubomo, Ngamaba-Mfilou, Loandjili, Mossendjo~ COSTA RICA: San Jose, Puntarenas, Limon, Alajuela, Cartago, Heredia, Liberia~ CUBA: Havana, Santiago de Cuba, Camaguey, Holguin, Santa Clara, Guantanamo, Cienfuegos, Matanzas, Bayamo, Pinar del Rio, Las Tunas~ CYPRUS: Nicosia, Limassol, Larnaca, Famagusta~ Czech Republic & Slovakia: Prague, Bratislava, Brno, Ostrava, Kosice, Plzen, Olomouc, Liberec, Hradec Kralove, Pardubice, Ceske Budejovice~ DENMARK: Copenhagen, Aarhus, Odense, Aalborg, Esbjerg, Randers, Horsens, Vejle, Elsinore, Kolding, Roskilde~ DJIBOUTI: Djibouti, Dikhil, Tadjourah, Ali-Sabiah, Obock~ DOMINICA: Roseau, Portsmouth, Marigot, Grand Bay, Saint Joseph~ DOMINICAN REPUBLIC: Santo Domingo, Santiago, La Romana, San Pedro de Macoris, San Fran. de Macoris, La Vega, San Juan, Barahona, Puerto Plata~ ECUADOR: Quito, Guayaquil, Cuenca, Machala, Portoviejo, Manta, Ambato, Esmeraldas~ EGYPT: Cairo, Alexandria, Giza, Shoubra El-Kheima, El Mahalla El Koubra, Tanta, Port Said, El-Mansoura, Asyut, Zagazig, Suez~ EL SALVADOR: San Salvador, Santa Ana, San Miguel, Nueva San Salvador, Sonsonate, Cojutepeque~ EQUATORIAL GUINEA: Malabo, Bata, Luba, Mbini~ ETHIOPIA: Addis Ababa, Asmara, Dire Dawa, Gondar, Dessye, Nazret, Jimma, Harar, Bahr Dar, Debre Zeit, Mekele~ FIJI: Suva, Nadi~ FINLAND: Helsinki, Tampere, Turku, Espoo, Vantaa, Oulu, Lahti, Pori, Kuopio, Jyvaskyla, Kotka~ FRANCE: Paris, Marseille, Lyon, Toulouse, Nice, Strasbourg, Nantes, Bordeaux, Saint-Etienne, Le Havre, Montpellier~ FRENCH GUIANA: Cayenne, Kourou, Remire, St. Laurent, Sinnamary~ GABON: Libreville, Port Gentil, Lambarene, Mouila, Tchibanga, Oyem~ GAMBIA: Banjul, Serrekunda, Gunjur, Sukuta, Farafenni, Basse Santa Su, Georgetown~ GERMANY: Berlin, Bonn, Bremen Cologne, Dortmund, Dresden, Dusseldorf, Erfurt, Essen, Frankfurt, Gera, Halle, Karl-Marx-Stadt, Leipzig, Magdeburg, Munich, Potsdam, Rostock, Schwerin, Stuttgart~ GHANA: Accra, Kumasi, Tamale, Tema, Takoradi, Cape Coast, Sekondi~ GREECE: Athens, Thessaloniki, Piraeus, Patras, Larissa, Iraklion, Volos, Kavala, Canea, Serres~ GRENADA: St. George'S, Gouyave~ GUATEMALA: Guatemala City, Escuintla, Quezaltenango, Puerto Barrios, Retalhuleu, Chiquimula, Mazatenango~ GUINEA: Conakry, Kankan, Labe, Nzerekore, Siguiri~ GUINEA-BISSAU: Bissau, Bafata, Gabu, Mansoa, Catio, Cantchungo, Farim~ GUYANA: Georgetown, Linden, New Amsterdam, Corriverton, Mahaica, Mahaicony~ HAITI: Port-Au-Prince, Cap-Haitien, Petionville, Gonaives, Les Cayes, Port-de-Paix~ HONDURAS: Tegucigalpa, San Pedro Sula, La Ceiba, Choluteca, El Progreso, Puerto Cortes, Comayagua, Tela,

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Siguatepeque, Santa Rosa de Copan, Danli~ HONG KONG: Victoria, Kowloon~ HUNGARY: Budapest, Debrecen, Miskolc, Szeged, Pecs, Gyor, Nyiregyhaza, Szekesfehervar, Kecskemet, Szombathely, Szolnok~ ICELAND: Reykjavik, Kopavogur, Akureyri, Hafnarfjordhur, Keflavik, Vestmannaeyjar~ INDIA: New Delhi, Calcutta, Mumbai, Madras, Bangalore, Ahmedabad, Hyderabad, Pune, Kanpur, Nagpur, Jaipur~ INDONESIA: Jakarta, Surabaya, Medan, Bandung, Semarang, Palembang, Ujung Pandang, Padang, Malang, Surakarta, Yogyakarta~ IRAN: Tehran, Mashad, Isfahan, Tabriz, Shiraz, Bakhtaran, Karaj, Ahwaz, Qom, Abadan~ IRAQ: Baghdad, Basra, Mosul, Kirkuk, An Najaf, Erbil~ IRELAND: Dublin, Cork, Limerick, Galway, Waterford~ ISRAEL: Jerusalem, Tel Aviv, Haifa, Holon, Petach-Tikva, Ramat Gan, Beersheba, Bene Beraq~ ITALY: Rome, Milan, Naples, Turin, Genoa, Palermo, Bologna, Florence, Catania, Bari, Venice~ IVORY COAST: Abidjan, Bouake, Daloa, Port-Bouet, Man, Korhogo~ JAMAICA: Kingston, Montego Bay, Spanish Town, May Pen, Mandeville, Savanna-la-Mar~ JAPAN: Tokyo, Yokohama, Osaka, Nagoya, Sapporo, Kyoto, Kobe, Fukuoka, Kawasaki, Kitakyushu, Hiroshima~ JORDAN: Amman, Zarqa, Irbid, Ajlun, Jarash, Madaba~ KENYA: Nairobi, Mombasa, Nakuru, Kisumu, Thika, Eldoret, Nanyuki, Kitale, Malindi, Kericho, Nyeri~ KIRIBATI: Tarawa~ KUWAIT: Kuwait, Salmiya, Hawalli~ LAOS: Vientiane, Savannakhet, Pakse, Luang Prabang, Saya Bury, Khammouane~ LEBANON: Beirut, Tripoli, Zahle, Sidon, Tyre~ LESOTHO: Maseru, Teyateyaneng, Leribe, Mafeteng~ LIBERIA: Monrovia, Harbel, Buchanan, Tubmanburg, Harper~ LIBYA: Tripoli, Benghazi, Misurata, Azzawiya, Al-Beida, Agedabia, Darna, Sebha, Tubruq, Al-Marj, Zeleiten~ LIECHTENSTEIN: Vaduz, Schaan, Balzers, Triesen, Eschen, Mauren, Triesenberg~ LUXEMBOURG: Luxembourg, Esch, Differdange, Dudelange, Petange, Remich~ MACAU: Macau~ MADAGASCAR: Antananarivo, Antsirabe, Toamasina, Fiarnarantsoa, Majunga, Toliary, Antsiranana~ MALAWI: Lilongwe, Blantyre, Zomba, Karonga, Nkhotakota, Mzuzu~ MALAYSIA: Kuala Lumpur, Ipoh, Georgetown, Johore Bahru, Kuala Trengganu, Kota Bahru, Kuantan, Seremban, Malacca, Kuching, Alor Star~ MALDIVES: Male~ MALI: Bamako, Segou, Mopti, Sikasso, Kayes, Gao, Timbuktu~ MALTA: Valletta, Sliema, Birkirkara, Qormi, Victoria~ MARTINIQUE: Fort-De-France, Schoelcher, Le Lamentin, St. Pierre, Ducos, Ste. Marie~ MAURITANIA: Nouakchott, Nouadhibou, Kaedi, Zouerate, Kiffa~ MAURITIUS: Port Louis, Beau Bassin, Quatre Bornes, Curepipe, Vacoas- Phoenix~ MEXICO: Mexico City, Guadalajara, Monterrey, Ciudad Juarez, Puebla de Zaragoza, Leon, Tijuana, Acapulco, Chihuahua, Mexicali, San Luis Potosi~ MONACO: Monaco-Ville, Monte Carlo~ MONGOLIA: Ulan-Bator, Darhan, Erdenet, Choybalsan, Nalayh, Ulangom, Uliastay~ MOROCCO: Rabat, Casablanca, Fez, Marrakech, Meknes, Oujda, Kenitra, Tangier, Tetouan, Safi, Agadir~ MOZAMBIQUE: Maputo, Beira, Machaze, Nacala, Mandie, Chibuto~ NAMIBIA: Windhoek, Tsumeb, Keetmanshoop, Otjiwarongo, Luderitz, Swakopmund~ NAURU: Yaren~ NEPAL: Kathmandu, Saliyan, Pyuthan, Jumla, Lalitpur, Biratnagar~ NETHERLANDS: Amsterdam, Rotterdam, The Hague, Utrecht, Eindhoven, Groningen, Tilburg, Haarlem, Nijmegen, Apeldoorn, Enschede~ NETHERLANDS ANTILLES: Willemstad, Oranjestad~ NEW ZEALAND: Wellington, Auckland, Christchurch Dunedin~ NICARAGUA: Managua, Granada, Masaya, Chinandega, Matagalpa, Esteli~ NIGER: Niamey, Zinder, Maradi, Tahoua, Agadez, Birni N'Konni, Filingue~ NIGERIA: Lagos, Ibadan, Ogbomosho, Kano, Oshogbo, Ilorin, Abeokuta, Port Harcourt, Zaria, Ilesha, Onitsha~ NORTH KOREA: Pyongyang, Chongjin, Hungnam, Kaesong Sinuiju, Wonsan~ NORWAY: Oslo, Bergen, Trondheim, Stavanger, Kristiansand, Drammen~ OMAN: Muscat, Matrah, Salala~ PAKISTAN: Islamabad, Karachi, Lahore, Faisalabad, Rawalpindi, Hyderabad, Multan, Gujranwala, Peshawar, Sialkot, Sargodha~ PANAMA: Panama City, Colon, David, La Chorrera, Santiago, Tocumen~ PAPUA NEW GUINEA: Port Moresby, Lae, Rabaul~ PARAGUAY: Asuncion, San Lorenzo, Fernando de la Mora, Puerto Stroessner, Pedro Juan Caballero, Encarnacion, Concepcion, Coronel Oviedo, Villarrica, Caaguazu~ PERU: Lima, Arequipa, Callao, Trujillo, Chiclayo, Piura, Chimbote, Cuzco, Iquitos, Huancayo~ PHILIPPINES: Manila, Quezon City, Davao, Cebu City, Caloocan City, Zamboanga, Pasay City, Bacolod City, Iloilo, Cagayan de Oro City, Angeles City~ POLAND: Warsaw, Lodz, Krakow, Wroclaw, Poznan, Gdansk, Szczecin, Bydgoszcz, Katowice, Lublin, Sosnowiec~ PORTUGAL: Lisbon, Oporto, Amadora, Setubal, Coimbra, Braga, Vila Nova de Gaia, Barreiro, Funchal, Almada~ QATAR: Doha~ ROMANIA: Bucharest, Brasov, Constanta, Timisoara, Iasi, Cluj-Napoca, Galati, Craiova, Braila, Ploiesti, Oradea~ RWANDA: Kigali, Butare, Ruhengeri, Gisenyi, Nyabisindu, Cyangugu~ SAN MARINO: San Marino~ SAO TOME & PRINCIPE: Sao Tome, Santo Antonio~ SAUDI ARABIA: Riyadh, Jeddah, Mecca, Taif, Medina, Dammam, Hufuf, Tabouk, Buraidah, Al-Mobarraz, Khamis-Mushait~ SENEGAL: Dakar, Thies, Kaolack, Saint-Louis, Zinguinchor, Diourbel~ SEYCHELLES: Victoria, Anse Boileau, Anse Royale, Cascade~ SIERRA LEONE: Freetown, Bo, Kenema, Makeni, Bonthe, Port Loko~ SINGAPORE: Singapore City, Serangoon, Jurong, Nee Soon~

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SOLOMON ISLANDS: Honiara~ SOMALIA: Mogadishu, Hargeysa, Chisimayu, Berbera, Merka, Baydhabo, Giohar~ SOUTH AFRICA: Pretoria, Cape Town, Durban, Johannesburg, Port Elizabeth, Roodepoort, Umhlazi, Germiston, Pietermaritzburg, Boksburg, Bloemfontein~ SOUTH KOREA: Seoul, Pusan, Daegu, Inchon, Kwangju, Taejon, Ulsan, Masan, Suwon, Chonju~ SPAIN: Madrid, Barcelona, Valencia, Seville, Zaragoza, Malaga, Bilbao, Valladolid, Las Palmas, Palma de Mallorca, Hospitalet~ SRI LANKA: Colombo, Dehiwala, Jaffna, Kandy, Galle, Moratuwa, Negombo~ ST. KITTS-NEVIS: Basseterre~ ST. LUCIA: Castries, Vieux Fort~ ST. VINCENT: Kingstown, Georgetown~ SUDAN: Khartoum, Omdurman, Port Sudan, Wadi Medani, Al Obeid, Atbara, Kassala, Kosti~ SURINAME: Paramaribo, Nieuw Nickerie, Marienburg, Moengo, Totness~ SWAZILAND: Mbabane, Manzini, Siteki~ SWEDEN: Stockholm, Goteborg, Malmo, Uppsala, Norrkoping, Orebro, Vasteras, Linkoping, Jonkoping, Helsingborg, Boras~ SWITZERLAND: Bern, Zurich, Basel, Geneva, Lausanne, Winterthur, St. Gallen, Luzern, Biel, Thun, Koniz~ SYRIA: Damascus, Aleppo, Holms, Latakaia Deir ez- Zor, Rakka, Hasakeh, Tartous, Edleb, Dera'a~ TAIWAN: Taipei, Kaohsiung, Taichung, Tainan, Panchiao, Keelung, Hsinchu, Chiali, Chungli, Yunghu~ TANZANIA: Dar Es Salaam, Zanzibar Town, Mwanza, Tanga, Dodoma, Arusha~ THAILAND: Bangkok, Songkhla, Chon Buri, Nakhon Si Thammarat, Chiang Mai, Nakhon Ratchasima, Pitsanulok, Hat Yai~ TOGO: Lome, Sokode, Palime, Atakpame, Bassari, Tsevie, Anecho, Mango, Bafilo, Tabligbo~ TONGA: Nuku'Alofa~ TRINIDAD & TOBAGO: Port-Of-Spain, San Fernando, Arima, Scarborough~ TUNISIA: Tunis, Sfax, Ariana, Bizerta, Djerba, Gabes, Sousse, Kairouan, La Goulette~ TURKEY: Ankara, Istanbul, Izmir, Adana, Bursa, Gasiantep, Konya, Eskisehir, Kayseri, Diyarbakir, Mersin~ TUVALU: Funafuti~ UGANDA: Kampala, Jinja, Mbale, Entebbe, Gulu, Tororo~ UNITED ARAB EMIRATES: Abu Dhabi, Dubai, Sharjah~ UNITED KINGDOM: London, Birmingham, Glasgow, Leeds, Sheffield, Liverpool, Bradford, Manchester, Edinburgh, Bristol, Belfast~ UNITED STATES OF AMERCIA: Washington D.C., New York, Los Angeles, Chicago, Houston, Philadelphia, Detroit, San Diego, Dallas, San Antonio, Phoenix~ URUGUAY: Montevideo, Salto, Paysandu, Las Piedras, Rivera, Melo, Mercedes, Minas~ USSR: (Former + New States) Moscow, Leningrad, Kiev, Tashkent, Baku, Kharkov, Minsk, Gorky, Novosibirsk, Sverdlovsk, Kuybyshev~ VANUATU: Port Vila~ VENEZUELA: Caracas, Maracaibo, Valencia, Maracay, Barquisimeto, Ciudad Guayana, Barcelona, San Cristobal, Ciudad Bolivar, Maturin~ VIETNAM: Hanoi, Ho Chi Minh City, Haiphong, Da Nang, Nha Trang, Qui Nhon, Hue, Can Tho, Mytho, Cam Ranh, Vungtau~ WESTERN SAHARA: Laayoune, Dakhla, Semara~ (WESTERN) SAMOA: Apia~ YEMEN: Aden, Mukalla, Sanaa, Hodeida, Taizz, Dhamar, El Beida, Hajja~ YUGOSLAVIA: (Former + New States) Belgrade, Osijek, Zagreb, Nis, Skopje, Sarajevo, Ljubljana, Novi Sad, Split, Pristina, Rijeka~ Democratic Republic of the Congo (ZAIRE): Kinshasa, Kananga, Lubumbashi, Mbuji-Mayi, Kisangani, Bukavu, Kikwit, Matadi, Mbandaka, Likasi~ ZAMBIA: Lusaka, Kitwe, Ndola, Chingola, Mufulira, Kabwe, Luanshya, Livingstone, Chililabombwe, Kalulushi~ ZIMBABWE: Harare, Bulawayo, Chitungwiza, Gweru, Mutare, Que Que, Kadoma, Wankie, Masvingo, Shabani, Sinoia.

Note 17 DISTRIBUTION & CUSTOMER SERVICING COSTS

Order / Instruction Processing Costs; Distribution Planning & Accounting Costs; Inventory / Materials Costs; Packaging & Product Enclosure Costs; Warehousing & Storage Costs; In-house Shipping & Transportation Costs; Outbound Handling Costs; Distribution Channel & Field Costs; Receiving Costs; Inbound Transportation & Handling Costs. Total Cost of Service.

Note 18 PHYSICAL DISTRIBUTION OBJECTIVES

Scope of Physical Distribution. Physical Distribution Objectives. Level of Service. Locations & Markets Objectives. Distribution Strategy Alternatives.

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Inventory Decisions. Location Type Decisions. Organisational Decisions & Alternatives.

Note 19 COMPARATIVE ADVERTISING

Dynamic Advertising Issues. Sales Decay. Market Saturation. Sales Response. Advertising Efficiency. Advertising Modelling. Message Evaluation. Advertising Timing Patterns. Industry Advertising Norms: Sales Response. Advertising Communication. Advertising Perception. Advertising Exposure. Media & Advertising Vehicles. Media Distribution. Industry Cost Norms: Direct Advertising. Media Advertising. Promotional Advertising. POS & Distribution Channel Media. Advertising Print Costs.

Note 20 NEW PRODUCT DATA COMPARISONS

INDUSTRY EXPENDITURE New Product and Product Revision Expenditure is given | by EACH COUNTRY / STATE / REGION by YEAR:- New Product Investments New Product Expenditure in previous 3 years New Product Technology in previous 3 years New Product Expenditure during next 3 - 6 years New Product Technology during next 3 - 6 years New Product Expenditure during next 6 - 9 years New Product Technology during next 6 - 9 years PRODUCT LAUNCH / REVISION DATA ADOPTION RATES : PRODUCT REVISIONS + NEW PRODUCTS / CONVERSION RATIOS : PRODUCT REVISIONS + NEW PRODUCTS / POTENTIAL FIRST YEAR GROWTH: REVISIONS + NEW PRODUCTS NEW PRODUCT INVESTMENT The figures represent investment in Research and Development into New Products (in terms of Products and Services) and other applications of Technology used for the Products and Services offered in the market/s. The term 'Technology' denotes Technology, Techniques, Improvements, Substitutions and other factors applied to the Products offered by the industry.

Note 21 NEW PRODUCTION + PROCESS TECHNOLOGY INVESTMENT DATA

INDUSTRY EXPENDITURE New technology investments. Process Technology in previous 3 years. Process Technology during next 3 - 6 years. Process Technology during next 6 - 9 years. Automation Technology in previous 3 years. Automation Technology during next 3 - 6 years. Automation Technology during next 6 - 9 years PRODUCTION TECHNOLOGY INVESTMENT The term 'Production Technology' denotes Technologies, Techniques, Processes, Automation, Mechanics, et

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cetera, which are applied to the process, production or other manufacturing operations of the industry.

Note 22 INDUSTRY NEW PLANT + EQUIPMENT DATA

INDUSTRY STRUCTURE New production & process investments. Plant & equipment in use: less than depreciation. Plant & equipment investments: equal to depreciation. Plant & equipment investments: greater than depreciation. INDUSTRY CAPITAL EXPENDITURE STRUCTURE Total capital expenditure. Plant & equipment. Buildings & structures: Other expenditure.

Note 23 COMPETITIVE ANALYSIS

COMPETITOR PHYSICAL PROCESS CONSIDERATIONS: physical process difficulties; physical process capacity; physical capacity; flexibility of plant and equipment; ability to vary the product range; age of plant and equipment COMPETITOR SUPPLIES CONSIDERATIONS: materials and supplies purchasing and sourcing stock levels and inventories of materials and supplies; dependence on sub-contractors and outside workers; buying influence and purchasing power COMPETITOR MANPOWER CONSIDERATIONS: manpower and labour availability; labour and union relations; wage rises and wage demands; payroll levels in relation to competitors; salaried staff remunerations relative to competitors; technical capabilities of staff COMPETITOR COSTS & MARGIN CONSIDERATIONS: process stock and inventory levels; flexibility of variable costs; adaptability of fixed costs; variability of manpower and staff costs; direct costs relative to major competitors; research and development and product development costs COMPETITOR PRODUCT CONSIDERATIONS: product quality; product specifications; product design and utility; product operating criteria and operating benefits; product efficiency and performance; product reliability and integrity; product longevity and shelf life; product life cycle and obsolescence; degree of product customization and flexibility; product technology and technological advantage; product interchangeability and usage COMPETITOR MANAGEMENT STRENGTHS: management strengths of senior corporate officers; effectiveness of process managers; performance of sales and marketing managers; efficiency of administration managers; aptitude of technical and research and development staff; reliability of personnel managers COMPETITOR CORPORATE CONSIDERATIONS: upstream integration and economies of scale; downstream integration and benefits; captive distribution channels; dependence on other companies for supplies; dependence on other distribution channels to the market; dependence on other marketing activity for sales support; dependence on customers COMPETITOR DISTRIBUTION CHANNEL CONSIDERATIONS: warehousing and handling; packing and packaging; distribution network activities; stock availability; backlogs COMPETITOR CUSTOMER CONSIDERATIONS: geographic location of the customer base; dependence on discrete customer bases; captive and assured customer base; concentration of customers; frequency of product usage; size and volume of average turnover; customer servicing relative to competitors; seasonality of demand and customer purchases COMPETITOR MARKETING CONSIDERATIONS: advertising and sales promotion posture and activity; total marketing costs; sales promotion costs; salesforce and selling costs and expenses; advertising costs COMPETITOR CONSIDERATIONS: competitors' pricing policies and posture; sensitivity to economic conditions; marketing spend relative to competitors; aggressiveness of competitors' policies and postures; entry of new competitors into the market; prices at company sales price; recent price increases at company level; prices at retail or end users sales price; market share RELATIVE REPUTATION: general customer awareness of the company and its products; overall reputation; status of products; ranking of product quality; standing of service provided; position of customer handling and interface RELATIVE PROMOTIONAL ACTIVITY: rating of overall sales promotion activity; comprehension of advertising posture and the advertising message; effectiveness of sales personnel, salesforce and ancillary staff; lucidity of sales literature and print RELATIVE PRODUCT AVAILABILITY: rating of product general availability; acceptability of product specifications; satisfaction with on-time delivery performance; assurance of complete order delivery performance; competence of order handling and order taking; ability to supply products as contracted

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RELATIVE TECHNICAL COMPETENCE: rating of general technical competence; technical expertise and efficacy amongst staff; application of product technology; conciseness of product documentation and instructions; level of product reject or return rates; status of general after-sales service competence and performance RELATIVE MARKETING FACTORS: perception of product pricing; ranking of technical superiority; fulfilment of service undertakings and the quality of service provided; assurance of promptness; record of service promptness and delivery; satisfaction with service levels; general ease of service use and procedures used; contentment with service convenience, scheduling and off-take; perception of the distribution network system and its efficiency; customer handling, flexibility and willingness to co-operate; equity of terms of trading and contractual considerations RELATIVE STAFF PERFORMANCE: initial contact and responsiveness; contact with order handling staff; negotiations with sales and marketing personnel; contact with administration and account staff; interface with technical and specialist managers and staff; performance of service personnel RELATIVE CORPORATE CONSIDERATIONS: relative upstream integration; perceptions of downstream integration; performance of captive distribution channels; reliance on other companies; Utilization of other distribution; benefits of other marketing activity; capture and dominance of specific customer bases RELATIVE DISTRIBUTION CHANNEL CONSIDERATIONS: efficiency of warehousing and handling; quality and attractiveness of packing and packaging; performance of overall distribution activities; general stock availability; overall backlogs RELATIVE CUSTOMER CONSIDERATIONS: geographic location and spread of the customer base; captiveness of existing customer bases; loyalty of the existing customer base; relative concentration of customers; frequency of average customer purchases; average size and turnover of customer service requirements; general level of customer servicing; seasonality of customer demand for products RELATIVE PROMOTIONAL CONSIDERATIONS: general advertising and sales promotion message; marketing spend, Utilization and sales decay; specific sales promotions and activity; salesforce effectiveness and performance; advertising efficiency RELATIVE COMPETITOR CONSIDERATIONS: Overall pricing policy and its effectiveness; general sensitivity to the economic climate and conditions; overall competitive marketing effort; reaction to competitors' policies and activities; general reaction to the market entry of competitors; attractiveness of base pricing; ability to cope with and react to pricing increases; overall competitiveness of end users sales pricing; general relative market share COMPETITOR PRODUCTION CONSIDERATIONS: Production & process difficulties, manufacturing capacity, unit production capacity, flexibility of production plant, ability to vary product range, age of plant & equipment COMPETITOR SUPPLIES CONSIDERATIONS: Materials acquisition & sources, materials stock levels, dependence on sub-contractors, buying influence COMPETITOR MANPOWER CONSIDERATIONS: Manpower availability, labour relations, pressure of wage rises, relative payroll levels, relative salary levels, technical capabilities COMPETITOR COSTS & MARGIN CONSIDERATIONS: Stock levels, variable costs, fixed costs, payroll costs, direct costs relative to competitors, R & D / product development costs COMPETITOR PRODUCT CONSIDERATIONS: Quality, product specifications, design, operating criteria, product efficiency, product reliability, product longevity, product life cycle, product customization, product technology, product usage COMPETITOR MANAGEMENT STRENGTHS: Management strengths: senior corporate officers, management strengths: production staff, management strengths: sales & marketing staff, management strengths: administration staff, management strengths: technical & R & D staff, management strengths: personnel staff COMPETITOR CORPORATE CONSIDERATIONS: Upstream integration, downstream integration, captive distribution channels, dependence on other manufacturers, dependence on other distributors, dependence on other marketing, dependence on customers COMPETITOR DISTRIBUTION CONSIDERATIONS: Warehousing & handling, packing & packaging, distribution, stock availability, order backlog COMPETITOR CUSTOMER CONSIDERATIONS: Location of customers, dependence on customer base, captive customer base, concentration of purchases, purchase frequency, order size, relative customer servicing, seasonality of demand COMPETITOR MARKETING CONSIDERATIONS: Advertising & sales promotion, marketing costs, sales promotion costs, selling costs, advertising costs COMPETITOR CONSIDERATIONS: Competitors' pricing policy, sensitivity to economic conditions, relative marketing spend, competitors' aggressiveness, entry of new competitors, prices at MSP, price increases at MSP, prices at RSP, market share RELATIVE REPUTATION: Overall awareness by customers, overall reputation, reputation of products, reputation of product quality, reputation of service provided, reputation of customer handling RELATIVE PROMOTIONAL ACTIVITY: Rating of overall sales promotion activity, rating of advertising, rating of sales personnel, rating of sales print

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RELATIVE PRODUCT AVAILABILITY: Rating of product availability, rating of product specifications, rating of on-time delivery, rating of complete order delivery, rating of order handling, rating of ability to supply RELATIVE TECHNICAL COMPETENCE: Rating of technical competence, rating of technical awareness, rating of product technology, rating of product documentation, rating of product returns, rating of after-sales services RELATIVE MARKETING FACTORS: Perception of product prices, technical superiority, service factors, prompt delivery, whole order delivery, stock levels, ordering procedures, delivery convenience, the delivery system, flexibility of customer handling, perceptions of terms of trading RELATIVE STAFF PERFORMANCE: Initial contact, order handling staff, sales staff, administration staff, specialist staff, service personnel RELATIVE CORPORATE CONSIDERATIONS: Upstream integration, downstream integration, captive distribution channels, reliance on other manufacturers, utilization of other distributors, benefits of other marketing, captive customer bases RELATIVE DISTRIBUTION CONSIDERATIONS: Warehousing & handling, packing & packaging, distribution, stock availability, order backlog RELATIVE CUSTOMER CONSIDERATIONS: Location of customers, captiveness of the customer base, customer base loyalty, concentration of purchases, purchase frequency, order size, customer servicing, seasonality RELATIVE PROMOTIONAL CONSIDERATIONS: Advertising & sales promotion, marketing, sales promotion, salesforce, advertising RELATIVE COMPETITOR CONSIDERATIONS: Pricing policy, economic conditions, relative marketing effort, reaction to competitors, new competitors, prices at MSP, price increases, prices at RSP, market share

Note 24 COMPETITIVE SITUATION

This Data is given for 15 Competitors.

In addition the analysis is made in 16 National Markets which are important to the market. COMPETITOR PERFORMANCE: RELATIVE CREDIBILITY: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff, Competitor Contracts & Documentation, Competitor Advertising.

RELATIVE CUSTOMER CONFIDENCE: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff, Competitor Contracts & Documentation, Competitor Advertising.

RELATIVE REPUTATION: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.

RELATIVE STAFF EFFICIENCY: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff, Contracts & Documentation, Problem Solving.

RELATIVE STAFF PERFORMANCE: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff, Contracts & Documentation, Overall Customer Handling.

RELATIVE STAFF INTEGRITY: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff, Contracts & Documentation, Advertising & Promotions.

RELATIVE TRUTH & HONESTY: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff, Contracts & Documentation, Advertising & Promotions.

RELATIVE WRITTEN COMMUNICATIONS: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff, Contractual, Correspondence.

RELATIVE VERBAL CONTACT: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.

RELATIVE CUSTOMER HANDLING: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.

RELATIVE CUSTOMER COMPLAINT HANDLING: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.

RELATIVE CUSTOMER PROBLEM SOLVING: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.

RELATIVE CUSTOMER COMPREHENSION OF PRODUCT: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.

RELATIVE CUSTOMER AWARENESS OF PRODUCT: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.

RELATIVE CUSTOMER CONFIDENCE IN PRODUCT: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.

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RELATIVE CUSTOMER SERVICE: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff, Contracts & Documentation.

RELATIVE INITIAL CUSTOMER RESPONSE: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.

RELATIVE INFORMATION FOR CUSTOMERS: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.

RELATIVE PROMOTIONAL ACTIVITY: Competitor Level, Branch/Outlet Level.

RELATIVE ADVERTISING POSTURE: Competitor Level, Branch/Outlet Level.

RELATIVE CONTRACT DOCUMENTATION: Competitor Level, Branch/Outlet Level. COMPETITOR CUSTOMER SURVEY: Current purchasing criteria, future trends in purchasing criteria, price sensitivity, the availability -v- price question, the quality -v- price question, product awareness, reaction to advertising and sales promotion, reaction to POS and merchandising, satisfaction with product quality, satisfaction with product design, satisfaction with product availability, satisfaction with existing products and services, satisfaction with existing retail operations, satisfaction with retail outlet levels, satisfaction with existing methods of supply, satisfaction with the product package, satisfaction with product design COMPETITOR PRODUCT FACTORS: Quality; approvals; design factors / design specifications; physical criteria / physical parameters; R & D costs / development costs / customization; technology / technology factors & development; product life / longevity; performance / product efficiency / product integrity; reliability / product failure / product defects; operating criteria / product operation or usage; probability of technical development / technical; product life cycle / product obsolescence COMPETITOR MARKETING FACTORS: Distribution / warehousing / handling costs; costs/prices at supplier sale price; costs/prices at end user / retail sale price; stock availability / lead times / delivery; sales promotion & sales costs; advertising posture & advertising costs; competition / competitors' aggressiveness & posture; market share / relative market shares; seasonality / cyclical demand / demand fluctuations; sensitivity to economic climate & conditions; after-sales factors COMPETITOR SUPPLIER FACTORS: Processing / production / handling facilities & capacity; processing/ handling capacity / flexibility of plant; dependence on sub-contractors / in-house supplies; technical capabilities / new product developments; technological aptitude & innovations; other capacity; own buying influence / economies of scale; alternative suppliers base; commitment/capacity of other suppliers; price advantages & pricing amongst other suppliers; conditions of sale / terms of trading COMPETITOR DISTRIBUTION / CUSTOMER INTERFACE FACTORS: Technical / marketing capabilities & capacity; distribution facilities & manpower availability; commitment to other suppliers; sales volumes / turnover required; margins / added value; captive customer base / customers handled; area/s serviced and geographic coverage; sales promotion / advertising / salesforce; effects on existing products & customer base; cash-flow requirements of distribution channel; capital requirements COMPETITOR CUSTOMER FACTORS: Propensity to consume / demand factors; product purchase background / past product purchase; purchasing criteria - commercial; purchasing criteria - motivational; purchase price / acquisition costs / product costs; DMU susceptibility / customer awareness

Note 25 PRODUCT PERCEPTIONS

This Data is given for 15 of the market's Products, Product Groups & Sectors. In addition the analysis is made in 16 National Markets which are important to the industry. PRODUCT END USER SURVEYS Current purchasing criteria; purchasing criteria - future trends; buying patterns; frequency of purchase/s; satisfaction with existing products and services; satisfaction with existing suppliers & sources; satisfaction with existing methods of supply & distribution; satisfaction with suppliers' ability to supply; satisfaction with availability of products; satisfaction with quality of products purchased; satisfaction with promptness of supply; satisfaction with acquisition & specification procedures; satisfaction with terms of trading; satisfaction with after-sales service received; satisfaction with availability of products + services; satisfaction with general & other assistance received; satisfaction with documentation / instructions; supplier loyalty; direct purchases from suppliers; the availability -v- price question; the quality -v- price question; frequency of purchase; purchase procedures; method of payment; attitudes towards established products; attitudes towards foreign suppliers & products; reactions to advertising and sales promotion; product success / failure rates; product success / failure rates during testing; product success / failure rate over time; person/s initiating decision to purchase / repurchase; person/s initiating decision to increase level of purchases; person/s initiating decision to introduce new products or suppliers; person/s deciding what products or suppliers are required; person/s preparing specifications for purchases; person/s evaluating applications and purchases; person/s surveying suppliers and seeking quotations; person/s negotiating terms with potential suppliers; person/s deciding which supplier gets the order/s; person/s monitoring results of purchases. PRODUCT BUYERS SURVEYS : DECISION MAKER Person/s initiating decision to remain with suppliers; person/s initiating decision to increase amounts purchased; person/s initiating decision to introduce new products or suppliers; person/s deciding what products are to be carried; person/s preparing orders / specifications for purchases; person/s evaluating products or suppliers available; person/s surveying suppliers and seeking quotations; person/s negotiating terms with suppliers; person/s approving / authorizing order/s; person/s monitoring results of purchases and sales.

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THE CONSUMER OR BUYER LEVEL: The Buyer Profile is given as a matrix BY YEAR and by:- AGE GROUP: Up to 19; 20 - 24; 25 - 34; 35 - 44; 45 - 54; 55 - 64; 65 and over.

SOCIAL CLASS: A : Upper Middle Class :Higher managerial, administrative // B : Middle Class :Intermediate managerial // C1 : Lower Middle Class : Supervisor or clerical // C2 : Skilled Working Class : Skilled manual workers // D : Working Class : Semi- and unskilled manual workers // E : Others

LOCATION: By Region and Major Urban Conurbation. PRODUCT DISTRIBUTION CHANNELS SURVEYS Source of supply; satisfaction with availability of advertising support & pos; current purchasing criteria; purchasing criteria - future trends; buying patterns; frequency of purchase/s; satisfaction with existing products and services; satisfaction with existing suppliers & sources; satisfaction with existing methods of supply & distribution; satisfaction with suppliers' ability to supply; satisfaction with availability of products; satisfaction with quality of products purchased; satisfaction with promptness of supply; satisfaction with acquisition & specification procedures; satisfaction with terms of trading; satisfaction with after-sales service received; satisfaction with availability of products + services; satisfaction with general & other assistance received; satisfaction with documentation / instructions; supplier loyalty; direct purchases from suppliers; the availability -v- price question; the quality -v- price question; frequency of purchase; purchase procedures; mode of ordering by clients; service area; mode of payment; discounts offered; sales promotional activities to their clients; sales promotional activities mix; suppliers sales promotion most influencing; financing; problems with products; experiences of product reject claims; satisfaction with own ability to supply; method of payment; attitudes towards established products; attitudes towards foreign suppliers & products; reactions to advertising and sales promotion; product success / failure rates; product success / failure rates during testing; product success / failure rate over time. PRODUCT + INDUSTRY PERFORMANCE COMPANY PERFORMANCE: CREDIBILITY: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Company Contracts & Documentation, Company Advertising. CUSTOMER CONFIDENCE: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Company Contracts & Documentation, Company Advertising. REPUTATION: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff. STAFF EFFICIENCY: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Contracts & Documentation, Problem Solving. STAFF PERFORMANCE: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Contracts & Documentation, Overall Customer Handling. STAFF INTEGRITY: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Contracts & Documentation, Advertising & Promotions. TRUTH & HONESTY: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Contracts & Documentation, Advertising & Promotions. WRITTEN COMMUNICATIONS: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Contractual, Correspondence. VERBAL CONTACT: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff. CUSTOMER HANDLING: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff. CUSTOMER COMPLAINT HANDLING: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff. CUSTOMER PROBLEM SOLVING: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff. CUSTOMER COMPREHENSION OF PRODUCT: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff. CUSTOMER AWARENESS OF PRODUCT: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff. CUSTOMER CONFIDENCE IN PRODUCT: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff. CUSTOMER SERVICE: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Contracts & Documentation. INITIAL CUSTOMER RESPONSE: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff. INFORMATION FOR CUSTOMERS: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff. PROMOTIONAL ACTIVITY: Company Level, Branch/Outlet Level. ADVERTISING POSTURE: Company Level, Branch/Outlet Level. CONTRACT DOCUMENTATION: Company Level, Branch/Outlet Level.

Note 26 CORPORATE CUSTOMER PERCEPTIONS

This Data is given for 15 of the market's Products, Product Groups & Sectors. In addition the analysis is made in 16 National Markets which are important to the market.

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CORPORATE CUSTOMER END USER SURVEYS Current purchasing criteria; purchasing criteria - future trends; buying patterns; frequency of purchase/s; satisfaction with existing products and services; satisfaction with existing suppliers & sources; satisfaction with existing methods of supply & distribution; satisfaction with suppliers' ability to supply; satisfaction with availability of products; satisfaction with quality of products purchased; satisfaction with promptness of supply; satisfaction with acquisition & specification procedures; satisfaction with terms of trading; satisfaction with after-sales service received; satisfaction with availability of products + services; satisfaction with general & other assistance received; satisfaction with documentation / instructions; supplier loyalty; direct purchases from suppliers; the availability -v- price question; the quality -v- price question; frequency of purchase; purchase procedures; method of payment; attitudes towards established products; attitudes towards foreign suppliers & products; reactions to advertising and sales promotion; product success / failure rates; product success / failure rates during testing; product success / failure rate over time; person/s initiating decision to purchase / repurchase; person/s initiating decision to increase level of purchases; person/s initiating decision to introduce new products or suppliers; person/s deciding what products or suppliers are required; person/s preparing specifications for purchases; person/s evaluating applications and purchases; person/s surveying suppliers and seeking quotations; person/s negotiating terms with potential suppliers; person/s deciding which supplier gets the order/s; person/s monitoring results of purchases. CORPORATE BUYERS SURVEYS : DECISION MAKER Person/s initiating decision to remain with suppliers; person/s initiating decision to increase amounts purchased; person/s initiating decision to introduce new products or suppliers; person/s deciding what products are to be carried; person/s preparing orders / specifications for purchases; person/s evaluating products or suppliers available; person/s surveying suppliers and seeking quotations; person/s negotiating terms with suppliers; person/s approving / authorizing order/s; person/s monitoring results of purchases and sales. CORPORATE CONSUMER OR BUYER LEVEL: The Buyer Profile is given as a matrix BY YEAR and by:- AGE GROUP: Up to 19; 20 - 24; 25 - 34; 35 - 44; 45 - 54; 55 - 64; 65 and over.

SOCIAL CLASS: A : Upper Middle Class : Higher managerial, administrative // B : Middle Class : Intermediate managerial // C1 : Lower Middle Class : Supervisor or clerical // C2 : Skilled Working Class : Skilled manual workers // D : Working Class : Semi- and unskilled manual workers // E : Others

LOCATION: By Region and Major Urban Conurbation.

CORPORATE CUSTOMER DISTRIBUTION CHANNELS SURVEYS Source of supply; satisfaction with availability of advertising support & pos; current purchasing criteria; purchasing criteria - future trends; buying patterns; frequency of purchase/s; satisfaction with existing products and services; satisfaction with existing suppliers & sources; satisfaction with existing methods of supply & distribution; satisfaction with suppliers' ability to supply; satisfaction with availability of products; satisfaction with quality of products purchased; satisfaction with promptness of supply; satisfaction with acquisition & specification procedures; satisfaction with terms of trading; satisfaction with after-sales service received; satisfaction with availability of products + services; satisfaction with general & other assistance received; satisfaction with documentation / instructions; supplier loyalty; direct purchases from suppliers; the availability -v- price question; the quality -v- price question; frequency of purchase; purchase procedures; mode of ordering by clients; service area; mode of payment; discounts offered; sales promotional activities to their clients; sales promotional activities mix; suppliers sales promotion most influencing; financing; problems with products; experiences of product reject claims; satisfaction with own ability to supply; method of payment; attitudes towards established products; attitudes towards foreign suppliers & products; reactions to advertising and sales promotion; product success / failure rates; product success / failure rates during testing; product success / failure rate over time. CORPORATE PERFORMANCE COMPANY PERFORMANCE: CREDIBILITY: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Company Contracts & Documentation, Company Advertising. CUSTOMER CONFIDENCE: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Company Contracts & Documentation, Company Advertising. REPUTATION: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff. STAFF EFFICIENCY: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Contracts & Documentation, Problem Solving. STAFF PERFORMANCE: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Contracts & Documentation, Overall Customer Handling. STAFF INTEGRITY: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Contracts & Documentation, Advertising & Promotions. TRUTH & HONESTY: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Contracts & Documentation, Advertising & Promotions. WRITTEN COMMUNICATIONS: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Contractual, Correspondence. VERBAL CONTACT: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff. CUSTOMER HANDLING: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff. CUSTOMER COMPLAINT HANDLING: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff. CUSTOMER PROBLEM SOLVING: Company Level, Branch/Outlet Level, Company Managers, Company Staff,

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Specialist Company Staff. CUSTOMER COMPREHENSION OF PRODUCT: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff. CUSTOMER AWARENESS OF PRODUCT: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff. CUSTOMER CONFIDENCE IN PRODUCT: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff. CUSTOMER SERVICE: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Contracts & Documentation. INITIAL CUSTOMER RESPONSE: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff. INFORMATION FOR CUSTOMERS: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff. PROMOTIONAL ACTIVITY: Company Level, Branch/Outlet Level. ADVERTISING POSTURE: Company Level, Branch/Outlet Level. CONTRACT DOCUMENTATION: Company Level, Branch/Outlet Level.

ISBN / EAN 769998013048 Printed in the USA & European Union

769998013048 ©