STARBUCKS OFRECIENDO SERVICIO AL CLIENTE Descripci�n general Ve.pdf

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STARBUCKS: OFRECIENDO SERVICIO AL CLIENTE Descripcin general Veinte aos despus de su fundacin como una pequea cafetera en Seattle, Starbucks se ha convertido en un fenmeno cultural con miles de cafeteras (denominadas "tiendas") en Amrica del Norte y en todo el mundo. Los expertos en marketing generalmente estn de acuerdo en que el xito de Starbuck se bas en una propuesta de valor (VP) oportuna y bien integrada que se aline con las necesidades del mercado objetivo. En Starbucks, el producto central (un bien fsico): caf premium, visto por Starbucks como el caf de mayor calidad del mundo. La calidad se mantiene mediante una cuidadosa seleccin y control de la mayor parte posible de la cadena de suministro. Con el tiempo, se han agregado elementos de men adicionales para complementar la variedad de productos de caf que se ofrecen en las tiendas. A principios de los 90, el xito temprano de Starbucks haba creado una imagen de lujo con clase, con un lugar con un toque europeo que ofreca el mejor caf del mercado. Sus clientes, que estaban dispuestos a pagar precios superiores por el caf (junto con un servicio personalizado y un ambiente agradable), tendan a quedarse en las tiendas, como lo hara uno en un bar, tomando sus bebidas. Como resultado, su posicionamiento lo ubica muy por encima de la mayora de los proveedores de caf alternativos, con su marca asociada no solo con sus cafeteras, sino tambin con sus granos de caf envasados y productos de caf que se venden a travs de puntos de venta que no son propiedad de la empresa (por ejemplo, aerolneas, hoteles). Sin embargo, estudios de mercado recientes muestran que el servicio de la empresa no est cumpliendo con las expectativas del cliente. La velocidad del servicio (pginas 32 y 35 del libro de texto) es un problema particular. La gerencia est considerando mejorar los servicios prestados. Puntos a considerar: 1. Por qu han disminuido los puntajes de satisfaccin del cliente de Starbucks? 2. Ha decado el servicio de la empresa o simplemente est midiendo la satisfaccin de manera incorrecta? 3. Analizar y evaluar el proceso actual de atencin al cliente de Starbuck. 4. Qu hara falta para garantizar que sus clientes estn muy satisfechos? Necesita el mtodo de referencia de Harvard y aproximadamente entre 800 y 1200 palabras para estas preguntas.

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Starbucks despus de Schultz Esta actividad es importante porque, como gerente, debe ser capaz de identificar la competencia central de su empresa y seleccionar una estrategia empresarial adecuada para optimizar su valor competitivo. El objetivo de este ejercicio es demostrar su comprensin de las competencias bsicas y las estrategias a nivel empresarial mediante la aplicacin de estos conceptos a la experiencia reciente de Starbucks en la identificacin y recuperacin de su ventaja competitiva. Lea el caso a continuacin y responda las preguntas que siguen. Caso Inspirndose en las cafeteras italianas, el CEO de Starbucks, Howard Schultz, se propuso brindar una experiencia de consumo completamente nueva. La marca registrada de cualquier Starbucks es su ambiente, donde la msica y las cmodas sillas y sofs animan a los clientes a sentarse y disfrutar de sus bebidas y, ms recientemente, de la comida y (en algunos lugares) incluso del vino. Los clientes pueden usar el servicio inalmbrico de cortesa o simplemente visitar a sus amigos. La barista parece hablar un idioma extranjero mientras recita las ofertas: Caff Misto, Caramel Macchiato, Cinnamon Dolce Latte, Espresso Con Panna o Mint Mocha Chip Frappuccino, entre unas 30 mezclas de caf diferentes. Deslumbrados y encantados, los clientes pagan $4 o ms por una bebida tamao venti. Starbucks ha tenido tanto xito en la creacin de su ambiente que los clientes siguen regresando por ms. La principal competencia de Starbucks es crear una experiencia nica para el consumidor en todo el mundo. La intencin estratgica de Schultz era crear un tercer lugar, entre el hogar y el trabajo, donde la gente quisiera visitar, idealmente todos los das. Los clientes pagan por la experiencia y el ambiente nicos, no solo por la taza de caf. La experiencia del consumidor que cre Starbucks es un recurso intangible valioso, raro y costoso de imitar. Esto permiti a Starbucks obtener una ventaja competitiva. Desde el ao 2000, los ingresos de Starbucks se han multiplicado casi por 15, de menos de 2.000 millones de dlares a unos 27.000 millones de dlares en 2017. Si bien las competencias bsicas a menudo se construyen aprendiendo de la experiencia, pueden atrofiarse debido al olvido. Esto es lo que le pas a Starbucks. Entre 2004 y 2008, Starbucks expandi sus operaciones rpidamente al duplicar el nmero de tiendas de 8500 a casi 17 000 tiendas (ver Anexo MC8.1). Tambin se ramific en helados, postres, sndwiches, libros, msica y otras mercancas minoristas, alejndose de su negocio principal. Al tratar de mantenerse al da con su crecimiento explosivo tanto en el nmero de tiendas como en la oferta de productos, Starbucks comenz a olvidar lo que lo haca nico. Perdi el atractivo que la haca especial y su cultura nica se diluy. Por ejemplo, los baristas solan moler frijoles a lo largo del da cada vez que haba que preparar una nueva taza de caf (al menos cada ocho minutos). Los sonidos de molienda y el aroma del caf recin hecho eran marcas registra.

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