3.2.2 Questionnaire research9
3.3 Operation procedures10
3.3.1 Measurement on variable factors10
3.3.2 Questionnaire design.10
3.3.3 Questionnaire distribution and collection.11
3.3.4 Data collection11
Chapter Four Results and Analysis12
4.1 Tests on research assumption.12
4.1.1 Sample description12
4.1.2 The validity analysis.13
4.2 Result analysis13
Chapter Five Conclusion16
5.1 Conclusions and suggestions16
5.2 Limits of the research.16
5.3 Further outlook.17
References18
Appendix19
A Research on Experience Marketing Strategy in Service Competition of Coffee Chain Business in China —— An Empirical Study of Starbucks
Chapter One Introduction
1.1 Background and motivation
China’s national economy has got a persistent and high development. People’s living standard continues to rise and consumption ability increases constantly. These endow our country with an enormous development potentiality in coffee consumption market. In recent years, domestic coffee consumption has attracted global attention and served as a vital “engine” of consumption in global coffee market, as its growth rate surges to over 40%. As a result, Chinese coffee market has been regarded as the one with greatest potential.
At present, professional coffee chain brands lead the coffee culture in China, such as Starbucks from US, Costa from UK, U.B.S coffee from Taiwan and MANABE from Japan. “The globalization of companies is the involvement of customers, producers, suppliers, and other stakeholders in the global marketing process. Global marketing therefore reflects the trend of firms selling products and services across many countries around the world. ” (Hollensen, 2003, p.24). He not only demonstrates how global marketing works, but also how it relates to real decisions. All these coffee brands have made tremendous efforts on the exploration for more tailored marketing methods for different consumer groups.
As the world’s largest coffee chain corporation, Starbucks is a hotpot in recent years and people love to drink coffee there. Starbucks owns its success to its unique experiential marketing model (Xing, 2009, p.46). Its huge success brought by the special values and culture also inspires my research interests.
1.2 Purposes and significance
As we all know, The improvement of Chinese customers’ values makes the current marketing methods apparently lag behind domestic demands. Many corporations only regard it as a kind of tactic method, that is, it is only used in a link rather than in the whole process. Nowadays, customers’ degree of engagement stands at a low level, for corporations do not take customers into consideration in the design and development process of products and services, thus failing to meet customers’ experiential need, which in turn decreases their enthusiasm. “If customers are not satisfied with the business, most of them will not turn to complaining because they don’t think it works. As a result, they would stop buying products from the stores. The best thing a company can do is to make it easy for customers to complain.” (Koltler, & Keller, 2008, p.129). Berry (2000) defines “perceived value” as the consumers’ overall assessment of the utility of goods, based on perceptions of what is received and what is given (p.134).
Marketing has gradually entered into an era of experiential marketing, and practices in Starbucks have been regarded as the classic model of experiential marketing. The author of this paper will extract and purify its marketing methods and practices from the point of experiential marketing. Then the author will improve its model and make some innovation based on the analysis of its current situation. In the long run, the author hopes that this new model can be served as a gist for corporation development and improvement. And the author wishes that the thesis and strategies of experiential marketing can be used more effectively and practically in modern service industry, which is also the realistic significance of this research. 中国咖啡连锁企业服务竞争中的体验营销策略研究(2):http://www.751com.cn/yingyu/lunwen_21608.html