Starbucks is one of the leading coffee house chains following its headquarters in America and manages operations in more than 190 countries. The study sheds light on the importance of Starbucks’ business where it will define how flavor fatigue is discouraging customers of Starbucks nowadays and what innovations can be taken for improving customer retention.
Following the case study, Starbucks evaluated itself as one of the popular firms based on excellent tastes, ambiance, and also a high standard of employee management. However, Goyal (2021, 55), nowadays customers are giving several feedback on flavor fatigue and where Starbucks needs to improve. Despite that, innovation initiatives by Starbucks can include other coffee-based drinks, tea, and also breakfast menus such as tea, smoothies, and beverages to attract and entertain customers easily. The importance of innovation may develop more convenient tastes across thousands of Starbucks stores around the world. According to the views of Fader, and Peter (2020), the importance of innovation can lead Starbucks in facilitating new creative ideas and experiments such as introducing new menus for attracting more wider consumers, vegan and plant-based food options for introducing sustainable packaging, and also delivering a variety of non-dairy drinks and beverages grew in popularity and locations.
To reduce customer taste fatigue, the importance of innovation can introduce the addition of beyond meat solutions, and plant-based alternatives to being more cruelty-free sustainable choices and better places to help the environment as merchandise of recycled menus. The innovation strategy for Indonesia, Philippines, Japan, New Zealand, Singapore, and Thailand can be offered an ample range of seasonal plant-based beverages, food, whipped cream, and dairy alternatives. In addition to this, Moon, Youngme, and John (2003) global customers can enjoy the substitute of milk with whipped rice creams or oat milk developing emergence against lactose intolerance. The introduction to Soy to Menus can be available across the regions along with other milk choices such as coconut, and almond available espresso beverages with a new non-dairy milk option. It can add new values to customer satisfaction, and unique taste preferences, and also help people to meet dietary lifestyles.
In the developing plant-based alternative trends globally, the resources of Starbucks must become positive and coupled with delicious and exciting plant-based food and beverages which will continue to customize the delights of customers over the coming years. Starbucks must innovate the brand localization and store design strategy making one of the creative ways to integrate with local tastes, encouraging niche suppliers for promoting their products while understanding the demand of their targeted communities. Based on different cultures and values, Starbucks can value culture, and ethnicity without compromising the signature of the brand. The innovation can introduce a standardized strategy while entering a new location and provide menus according to the political, legal, and socio-cultural amendments. Also, nowadays customers are very much aware of wellness and health-conscious food options to drive innovation and respond to their needs. Starbucks in accomplishing innovation must respond to customer eating patterns, customization-led developments, and an approach to health and wellness purchasing habits.
References for Consumer Behavior
Fader, Peter. Customer centricity: Focus on the right customers for strategic advantage. University of Pennsylvania Press, 2020. Pandey, Rudresh, Varsha Ganatra, Sonali Jamnik, Pragya Goel, Priyanshi Web. 7 July 2022.
Goyal, Chian Lee Xuan, Daisy Mui Hung Kee, Hee Hui Mein, Lim Xiao En, and Lee Jen Zen. "An empirical study on customer satisfaction, perception, and brand image in Starbucks coffee in India, Asia." International Journal of Tourism and hospitality in the Asia Pacific (IJTHAP) 4, no. 1 (2021): 53-63. Web. 7 July 2022.
Moon, Youngme, and John A. Quelch. Starbucks: delivering customer service. Harvard Business School, 2003. Web. 7 July 2022.
