Answer:
Following are the solution to this question:
Explanation:
In point 1:
Starbucks is becoming a worldwide premium brand or popularity symbol for its premium pricing, good quality, as well as the most preferred selection of items. It is a symbol of the West's lifestyle and success. Income activity throughout the developing economies has also been rapid, and a new group of loyal consumers is emerging that values that western lifestyle or accomplishment. They would like to show their achievements and profit from their riches, so this creates a substantial demand for luxury high-end brands like star bucks. That is why Star Bucks were beginning and growing in much less and emerging countries.
In point 2:
It is important to note, that it creates a market on its own, in which it can only cater to specific consumers, which is why so many nations are attempting on just this market. It may lead Starbucks the enter the market and also in particular. If you see the case of foreign nations when Starbucks wasn't an opera.
In point 3:
It would not adjust its company strategy, I wouldn't believe it. An ambitious CEO, Schultz helps Starbucks to expand from 11 stores to over 28,000 in 77 countries, during Schultz's leadership. It found the perfect middle of taking different tactics and enabling local forces to form their brand while maintaining one's key business principles.
Its business is achieved in its strategy of global expansion and international revenue growth. We assume that only the current leader will be moving along its route and concentrating on adjusting to regional target audiences. Specific goals, market research, competitive analytics, selective market entry strategies, funding needs, and strategic growth were two key elements of international marketing strategy.
From its growth rate viewpoint, it's indeed clear that Schultz's management was conscious of all of those variables but implemented these properly. UnderSchultz's leadership, that company's inventory has risen 21,000 % since its initial public offering in 1992. Before changing its strategy, the new leadership will consider all these elements.
