Table of Contents
1.0 Introduction 1
2.0 Introduction of Starbucks 1
3.0 Current situation and Performance 2
4.0 Strategic position 3
5.0 External Analysis 4
6.0 Internal Analysis and Core Competency 11
7.0 Current Strategic Choices 17
8.0 Appendices 18

1.0 INTRODUCTION
Johnson, Scholes and Whittington (2006, p.9) defines strategy as, “strategy is the direction and scope of an organization over the long term; which achieves advantages for the organization through its configuration of resources within a challenging environment to meet the needs of markets and to fulfil stakeholders expectations.
Strategic Planning is a management tool that guides an organization focus its energy, to ensure that members of the organization are working toward the same goals, to assess and adjust the organization's direction in response to a changing environment. In short, strategic planning is a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it, with a focus on the future. (Adapted from Bryson's Strategic Planning in Public and Non-profit Organizations). The Harvard Business School contended that strategy could be a potentially powerful tool for linking business functions and assessing a company's weaknesses and strengths in relationship to its competitors' strengths and weaknesses. This can be evaluated using various management analysis as such PESTLE, Porter’s Five Forces, SWOT, TOWS, CPM and many more.
This paperwill provideadetailed analysis ofthe coffeeindustryand the external environment which it operates in aswell as a comprehensiveinternal analysis aimedat specificevaluation ofStarbucksand its performance.

2.0 INTRODUCTION OF STARBUCKS
Starbucks originated in a place called Pikes Place Market in Seattle in 1971 by Jerry Baldwin, Ziev Siegel, and Gordon