Threat of New Entrants: Moderate
There is a moderate threat of new entrants into the industry as the barriers to entry are not high enough to
discourage new competitors to enter the market. (Appendix 2 shows Barriers to Entry Checklist).
The industry’s saturation is moderately high with a monopolistic competition structure.
For new entrants, the initial investment is not significant as they can lease stores, equipment etc. at a moderate
level of investment.
At a localized level, small coffee shops can compete with the likes of Starbucks and Dunkin Brands because
there are no switching costs for the consumers. Even thought it’s a competitive industry, the possibility of new
entrants to be successful in the industry is moderate.
Threat of Substitutes: High
There are many reasonable substitute beverages to coffee, which are mainly tea, fruit juices, water,
soda’s, energy drinks etc. Bars and Pubs with non/alcoholic beverages could also substitute for the
social experience of Starbucks
Consumers could also make their own home produced coffee with household premium coffee makers
at a fraction of the cost for buying from premium coffee retailers like Starbucks.
There are no switching costs for the consumers for switching to substitutes, which makes the threat
high.
But its important to note that industry leaders like Starbucks are currently trying to counter this threat
by selling coffee makers, premium coffee packs in grocery stores but this threat still puts pressure their the margins.
Bargaining Power of Buyers: Moderate to Low Pressure
There are many different buyers in this industry and no single buyer can demand price concession.
It offers vertically differentiated products with a diverse consumer base, which make relatively low
volume purchases, which erodes the buyer’s power.
Even though there are no switching costs with high availability of substitute products, industry
leaders like Starbucks prices its product mix in relation to rivals stores with prevailing market price
elasticity and competitive premium pricing.
Consumers have a moderate sensitivity in premium coffee retailing as they pay a premium for higher
quality products but are watchful of excessive premium in relation product quality.
Bargaining Power of Suppliers: Low to Moderate Pressure
The main inputs into the value chain of Starbucks is coffee beans and premium Arabica coffee grown
in select regions which are standard inputs, which makes the cost of switching between substitute suppliers, moderately low.
But this relatively easy entry into the market is usually countered by large incumbent brands identities like
Starbucks who have achieved economies of scale by lowering cost, improved efficiency with a huge market
share. There is a moderately high barrier for the new entrants as they differentiate themselves from Starbuck’s
product quality, its prime real estate locations, and its store ecosystem ‘experience’.6
The incumbent firms like Starbucks have a larger scale and scope, yielding them a learning curve advantage
and favorable access to raw material with the relationship they build with their suppliers.
The expected retaliation from well-established companies for brand equity, resources, prime real estate
locations and price competition are moderately high, which creates a moderate barrier to entry.
ภัยคุกคามใหม่ Entrants: ปานกลางมีเป็นระดับปานกลางของ entrants ใหม่ลงในอุตสาหกรรมเป็นอุปสรรคกับรายการไม่สูงพอที่จะกีดกันคู่แข่งใหม่เพื่อป้อนตลาด (ภาคผนวกที่ 2 แสดงอุปสรรคการตรวจสอบรายการ)ความอิ่มตัวของอุตสาหกรรมมีค่อนข้างสูง ด้วยโครงสร้างการแข่งขัน monopolisticสำหรับ entrants ใหม่ การลงทุนเริ่มต้นไม่สำคัญพวกเขาสามารถเช่าร้านค้า อุปกรณ์ฯลฯ ที่ปานกลางระดับของการลงทุนระดับท้องถิ่น ร้านกาแฟขนาดเล็กสามารถแข่งขันกับชอบของสตาร์บัคส์และแบรนด์ดังกิ้นเนื่องจากมีต้นทุนไม่สลับสำหรับผู้บริโภค แม้แต่คิดว่า มันเป็นการแข่งขัน ความเป็นไปได้ของใหม่entrants ให้ประสบความสำเร็จในอุตสาหกรรมอยู่ในระดับปานกลางภัยคุกคามของทดแทน: สูงมีกำลังดื่มทดแทนที่เหมาะสมมากในกาแฟ ซึ่งส่วนใหญ่จะชงชา น้ำผลไม้ น้ำโซดาเป็น พลังงานเครื่องดื่มฯลฯ บาร์และผับ ด้วยเครื่องดื่ม/แอลกอฮอล์อาจยังแทนประสบการณ์ทางสังคมของสตาร์บัคส์ผู้บริโภคยังสามารถทำให้กาแฟของตนเองผลิตบ้านกับผู้ผลิตกาแฟพรีเมี่ยมของใช้ในครัวเรือนในส่วนของต้นทุนการซื้อจากร้านค้าปลีกกาแฟพรีเมี่ยมเช่นสตาร์บัคส์มีเป็นไม่สลับต้นทุนสำหรับผู้บริโภคในการเปลี่ยนมาทดแทน ซึ่งทำให้การคุกคามสูงแต่ความสำคัญโปรดสังเกตว่า ผู้นำในอุตสาหกรรมเช่นสตาร์บัคส์กำลังพยายามที่จะตอบโต้ภัยคุกคามนี้by selling coffee makers, premium coffee packs in grocery stores but this threat still puts pressure their the margins.Bargaining Power of Buyers: Moderate to Low Pressure There are many different buyers in this industry and no single buyer can demand price concession. It offers vertically differentiated products with a diverse consumer base, which make relatively lowvolume purchases, which erodes the buyer’s power. Even though there are no switching costs with high availability of substitute products, industryleaders like Starbucks prices its product mix in relation to rivals stores with prevailing market priceelasticity and competitive premium pricing. Consumers have a moderate sensitivity in premium coffee retailing as they pay a premium for higherquality products but are watchful of excessive premium in relation product quality.Bargaining Power of Suppliers: Low to Moderate Pressure The main inputs into the value chain of Starbucks is coffee beans and premium Arabica coffee grownin select regions which are standard inputs, which makes the cost of switching between substitute suppliers, moderately low.But this relatively easy entry into the market is usually countered by large incumbent brands identities likeStarbucks who have achieved economies of scale by lowering cost, improved efficiency with a huge marketshare. There is a moderately high barrier for the new entrants as they differentiate themselves from Starbuck’sproduct quality, its prime real estate locations, and its store ecosystem ‘experience’.6The incumbent firms like Starbucks have a larger scale and scope, yielding them a learning curve advantageand favorable access to raw material with the relationship they build with their suppliers.The expected retaliation from well-established companies for brand equity, resources, prime real estatelocations and price competition are moderately high, which creates a moderate barrier to entry.
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