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Starbox- Persian

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Submitted By parsaie
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تمرین شماره 1
ولی پارسایی (92204025)

سوال 1 :
فاکتورهای موفقیت استارباکس:
1. شناسایی و آنالیز صحیح نیاز: سفر مدیر شرکت به ایتالیا و آشنایی با فرهنگ نوشیدن قهوه نقطه شروع موفقیت شرکت بود. مدیران شرکت متوجه شدند که قهوه و کافی شاپ ها می توانند چه جایگاهی در زندگی مردم داشته باشند. در آمریکا هنوز چنین فرهنگی رواج پیدا نکرده بود. استار باکس اولین شرکتی بود که تصمیم گرفت از این فضا برای توسعه و کسب سود استفاده کند.
2. مشتریان هدف: به منظور موفقیت، بهترین گروه مشتریان را که بیشترین تناسب را با محصول ارائه شده داشتند و سود آوری شرکت را تضمین می کردند، به عنوان هدف انتخاب و متناسب با همین مشتریان برنامه ریزی شد. قهوه ای با قیمت متوسط برای زنان تحصیل کرده ، تقریبا مرفه 22 تا 40 سال.
3. ایجاد ارزش برای مشتری: شرکت فقط به دنبال فروش قهوه نبود، بلکه تجربه نوشیدن قهوه را میفروخت که این ناشی از هم کیفیت بالای قهوه و هم محیط و سرویس های منحصر به فرد استارباکس است. (استراتژی شرکت ایجاد همین تجربه خاص برای مشتریان بود که در ادامه توضیح داده میشود)
4. کانالهای پخش قدرتمند: انتخاب پر رفت و آمدترین مکانها برای راه اندازی فروشگاه، مانند دانشگاهها. فروش به شرکتهای هواپیمایی و رستورانها، فروش لیسانس شرکت در محلهایی که راه دیگری برای دسترسی به مشتری وجود ندارد( داخل فرودگاهها) و فروش ویژه. این کانالهای متنوع و قدرتمند به شرکت کمک کرد که بتواند به بخشهای بسیاری از بازار و مشتریان در محلهای مختلف ( محل کار ، تحصیل و...) دسترسی پیدا کند.
5.مدیریت کارامد نیروی انسانی: شرکت به صورت سخاوتمندانه بیمههای درمانی و Stock option را در اختیار کارمندان جدید خود قرار میدهد، فرصت رشد و ترفیع را برای آنها فراهم میکند. بسیاری از مدیران میانی و بالایی شرکت به عنوان کارمند ساده وارد شرکت شدند. این موارد باعث افزایش رضایت کارمندان و در نتیجه خدمت رسانی بهتر به مشتریان میشود. همچنین در بخش آموزش هم شرکت دورههای آموزشی ویژه برای کارمندان خود برگزار میکند تا بهترین سرویس دهی را به مشتریان داشته باشند.
6. تنوع محصولات: منوی بسیار متنوع به مشتریان اجازه میدهد که به صورت سفارشی(customize) قهوه خود را سفارش دهند، این مساله رضایت مشتریان از سرویس را بالاتر میبرد.
7. نوآوری: یکی از اصلی ترین دلایل رشد استارباکس، نوآوری دائمی در ارائه محصول و سرویس بود. نوآوری هم به مشتریان قدیمی فرصت تجربهای جدید را میدهد و هم به شرکت کمک میکند تا بازار و مشتریان جدیدی را جذب کند. مهمترین نوآوریهای استارباکس: Frappuccino در سال 1995 و کارتهای SVD

مسالهی بسیار تامل برانگیز راجع به موفقیت استارباکس این است که شرکت برای رسیدن به این جایگاه در نزد مشتریان تقریبا هیچ هزینهای برای تبلیغات انجام نداده است.

استراتژی برندینگ استارباکس:
شرکت به دنبال این بود که نوعی فرهنگ مصرف قهوه را ترویج دهد، تجربه جدیدی را در زندگی روزانه مردم وارد و تثبیت کند. این استراتژی که Live Coffee نامیده میشد سه عنصر داشت:
1. کیفیت بالای قهوه: با نظارت دقیق بر زنجیره تامین و همکاری با تولید کنندگان تضمین میشد.
2. سرویس ویژه: منظور ایجاد رابطه و نزدیکی به مشتریان.
3. محیط و فضا: محیطی مجلل اما جذاب برای بیشتر ماندن و نشستن.
تصویری که از برند استارباکس در ذهن مشتریان حک شد ، متاثر از سه رویکرد شرکت است. استارباکس از نظر مشتریان محلی صمیمی و دوستانه برای نوشیدن قهوهای با کیفیت است ، محلی راحت و مجلل. به صورت خلاصه، یک تجربه خوب به همراه قهوه.

سوال 2:
مطابق با جدول زیر میتوان ارزش هر مشتری را با ضرب تعداد مراجعه در سال در ارزش سفارش و سپس در مدت زمان ماندگاری حساب کرد. Highly Unsatisfied customer | satisfied customer | Unsatisfied customer | | 7.2 | 4.3 | 3.9 | Number of Starbucks Visits/Month | 4.42 | 4.06 | 3.88 | Average Ticket Size/Visit | 8.3 | 4.4 | 1.1 | Average Customer Life (Years | 3169.67 | 921.78 | 199.74 | Value |

با توجه به جدول بالا یک مشتری Highly Unsatisfied بیش از 15 برابر یک مشتری Unsatisfied برای شرکت منافع مالی دارد. یک مشتری Highly Unsatisfied به طور متوسط در هر ماه 7.2 بار به فروشگاه مراجعه و در هر بار 4.42 دلار هزینه میکند و به طور متوسط 8.3 وفادار میماند. این به معنی سود 3169.67 دلاری از مشتری است.
رضایت مشتری بر اساس فاکتورهای مختلفی سنجیده می‌شود از جمله (به ترتیب اهمیت): تمیزی فروشگاه ، راحتی، همچون یک مشتری ارزشمند برخورد داشتن، رفتار دوستانه کارمندان، مزه قهوه، با کیفیت بودن قهوه، سرعت زیاد سرویس، قیمت مناسب و ...
به علاوه بر اساس تحقیقاتی که استارباکس بر روی مشتریان انجام داده، از آنها پرسیده که چگونه مشتریان حس ارزش بیشتری خواهند داشت. بر این اساس مشتریان بیشتری به عواملی مثل دوستانه بودن کارکنان، سرعت بیشتر سرویس، قیمت کمتر و کیفیت بهتر اشاره کردند. نارضایتی مشتریان از استارباکس، یعنی فاصله بین سرویس استارباکس و انتظاراتی که مشتریان دارند.

سوال 3:
با توجه به نمودارهای Customer Snapshot Scores (Exhibit 7) که در کیس وجود دارند، نظر مشتریان نسبت به تمیزی فروشگاه، سرویس و کیفیت سرویس، مساعد و در حال بهتر شدن است. اما نارضایتی از میزان معطلی در صف در حال بیشتر شدن است. همین نارضایتی باعث شده که مدیران به فکر هزینه برای نیروی انسانی و افزایش نرخ خدمت دهی و در نتیجه کاهش زمان معطلی باشند. 40 میلیون دلار هزینه سالیانه شرکت خواهد بود. به عبارتی هر فروشگاه 8750 دلار.
از نظر برندینگ شرکت، با دو مساله روبرو است: یکی اینکه در ذهن مشتریان تصویری خاص از محصول استارباکس نسبت به رقبا وجود ندارد و دیگری اینکه مشتریان فکر میکنند که اولویت استارباکس، توسعه و افزایش درآمد است نه خدمت رسانی به آنها.
این هزینه 40 میلیون دلاری هیچ تاثیری بر تصویر ذهنی مشتریان از محصول استارباکس ندارد و همچنین ممکن است تاثیر چندانی بر روی ذهنیت مشتری از اولویتهای شرکت نداشته باشد، زیرا هرچند سطح سرویس بهتر خواهد شد اما کماکان شرکت رویکرد توسعه و افزایش فروش را با جدیت دنبال خواهد کرد که منجر به همان ذهنیت قبلی مشتری میشود.
مساله تغییر در مشتریان هم تناسبی با راه حل افزایش نیروی انسانی ندارد. این هزینه 40 میلیون دلاری تاثیری بر تغییرات به وجود آمده در ترکیب مشتریان ندارند.
مساله آخر هم رضایت مشتریان است. طبق نمودار شماره 10 از نظر مشتریان سرویس سریع هفتمین عامل موثر در رضایت آنها است. مهمترین آنها تمیزی فروشگاه و راحتی است. پس این هزینه 40 میلیون دلاری به منظور افزایش رضایت مشتریان در کاهش زمان سرویس منطقی به نظر نمیرسد. مخصوصا اینکه قرار است بعد از انجام این هزینه فروشگاهها با افزایش مشتریان و میزان فروش آن را جبران کنند، که این افزایش تعداد مشتریان دوباره باعث خواهد شد که زمان انتظار به حالت قبل باز گردد و حتی به علت اینکه سایر امکانات فروشگاه متناسب با این افزایش مشتریان بهبود نیافته شاهد کاهش کلی سطح سرویس و رضایت مشتریان باشیم.
پس در مجموع به نظر من این هزینه در این بخش توجیه زیادی ندارد و تنها میتواند باعث افزایش فروش و سود فروشگاه ها شود و هیچ یک از مشکلات مطرح شده در متن را برطرف نمیکند. برای برطرف کردن مشکلات مطرح شده راهکارهای زیر پیشنهاد میشود:
1. بهترین راه برای برطرف کردن مشکل طولانی شدن زمان انتظار ، تصحیح و بازنگری فرآیندها است. البته این کاهش زمان انتظار باید متناسب با ظرفیت فروشگاه از همه جهات باشد، مثلا نباید منجر به شلوغ شدن بیش از حد مکان فیزیکی ، پارکینگ و ... شود. مکانیزه کردن بخشهایی از فرایند در فروشگاهها، کاهش تنوع و حذف محصولات در فروشگاهها متناسب به تعداد سفارشات ماهیانه. استفاده از روشهای جدید برای کنترل صف، مثلا کسانی که قهوه ساده سفارش میدهند سریعا سرویس دریافت میکنند.
2. سرمایه گذاری بیشتر در بخش بازاریابی و تحقیقات. مشتریان جدید نیازها و خواستهای متفاوتی دارند، شناسایی این نیازها و آماده شدن برای پاسخگویی آنها باید اولویت سازمان باشد زیرا در چند سال آینده بخش اصلی درآمد شرکت را شامل میشوند.
3. برنامه ریزی برای توسعه فروشگاه ها و یا راه اندازی فروشگاه جدید در به جای افزایش ظرفیت یک بخش از فروشگاه. این رویکرد رشد و توسعه همه امکانات فروشگاه را متناسب با نرخ پاسخگویی تضمین میکند و باعث میشود که رضایت مشتریان بیشتر شود.
4. برنامه ریزی برای ارائه سرویسهای نوآورانه و جدید مانند اینترنت بی سیم، تلویزیون برای تماشای مسابقات و ...

شرکتهای بزرگ و مگا برند هم میتوانند با مشتریان رابطه صمیمی داشته باشند، زمانی این رابطه ممکن است که بتوان به نوعی رابطه انسانی با سرویس یا محصول ارائه شده ترکیب کرد. مثلا در همین استارباکس، کافیست نام کوچک فرد هنگام سفارش گیری پرسیده و هنگام تحویل همین نام روی لیوانش نوشته شود. در زمان تحویل هم مسئول تحویل با همین نام او را صدا کند و با لبخندی لیوان را تحویل دهد.

سوال 4:
ویژگیهای اصلی مک دونالد باید شناسایی و تجزیه و تحلیل شوند:
1. مقرون به صرفه
2. فضای خانوادگی
3. سرعت بالای سرویس دهی
4. تعداد زیاد شعب و شناخته شده بودن
5. طعم های شناخته شده و قابل قبول برای اکثریت.

مهمترین مسالهای که شرکتهای بزرگ مثل مک دونالد با آن مواجهاند این است که روح متمایز بودن و منحصر به فرد بودن را از دست میدهند. پس رویکرد اول متمایز شدن است، این تمایز می تواند مثلا به خاطر ادویه ، روش پخت، محصول ویژه ، تناسب با یک محله و فرهنگ خاص و ... باشد. شرکتهای بزرگ نمیتوانند برای هر محله و شهر و فرهنگ روشها و محصولات خود را عوض کنند.
در سرعت سرویس دهی و قیمت نمیتوان با چنین شرکتهایی رقابت کرد، زیرا فرایندهای آنها طی مدت زیادی بهینه شدهاند و به خاطر وضعیت مالی خوب به راحتی میتوانند جنگ قیمتی را پیروز شوند.
شناخته شده بودن باعث میشود که نقاط ضعف سرویس دهی و محصول آنها برای همه شناخته شده تر باشد، مثلا مضر بودن مصرف همبرگر و فست فود (خصوصا همبرگرهای فروخته شده به وسیله مک دونالد) بارها در مطبوعات مطرح شده است. شرکت با ارائه محصولاتی در متفاوت میتواند و سالم بخشی از مشتریان مک دونالد را جذب کند.
طعمهای ارائه شده در مک دونالد برای کسب بیشترین سهم بازار بهینه شده اند. قطعا بخشی از بازار به دنبال طعمی متفاوت است. سرمایه گذاری بر این بخش از بازار منطقی به نظر میرسد.
شرکتهایی مثل مک دونالد برای فروش در مقادیر بالا بهینه شدهاند، سرمایه گذاری در بخشهایی که امکان فروش در حجم بالا وجود ندارد(مثلا محله هایی با تراکم جمعیت کم) یا مکانهایی که مک دونالد امکان ورود ندارد (مثلا دانشگاهی که تنها برای یک رستوران فضا دارد) راهکارهای خوبی برای بقا هستند.

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