Starbucks coffee corporation’s marketing response to the COVID-19 pandemic

  • Received February 17, 2021;
    Accepted June 18, 2021;
    Published June 25, 2021
  • Author(s)
  • DOI
  • Article Info
    Volume 17 2021, Issue #2, pp. 177-188
  • Cited by
    9 articles

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This work is licensed under a Creative Commons Attribution 4.0 International License

The ongoing COVID-19 pandemic has a significant influence on businesses and marketing strategies across the globe, including Starbucks Coffee. The COVID-19 pandemic has been completely novel in its unprecedented impact on the modern globalized economy. This in-depth analysis of this coffeehouse provides recommendations that were carefully considered within the context of the current public health crisis. The objective of this study was to systematically analyze the strategic marketing approach of Starbucks Coffee to generate recommendations that can not only be applied to Starbucks but marketing endeavors more broadly. A comprehensive review approach was adopted beginning with a thorough situational analysis. Problems and opportunities related to the marketing of Starbucks Coffee were investigated and recommendations were generated. All stages of the study were robustly supported with relevant citations. Starbucks has matrixed a complex corporate structure that supports not only its survival but its continued development even in an increasingly dense and competitive marketplace. While Starbucks must continue to intermittently reevaluate its key problems and key opportunities, especially in the approaching few financial years, the company is operating with impressive effectiveness through the adversities of 2020 thus far. After a careful analysis, Starbucks Coffee should increase the distribution of products that are more likely to succeed during the COVID-19 pandemic, expand pick-up and delivery services, implement additional store locations in underdeveloped geographic market segments, and utilize its vast array of promotional mediums to optimize brand positioning as they approach a reopening world.

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    • Conceptualization
      Conner V. Lombardi, Neejad T. Chidiac
    • Formal Analysis
      Conner V. Lombardi
    • Data curation
      Conner V. Lombardi
    • Investigation
      Conner V. Lombardi, Neejad T. Chidiac
    • Methodology
      Conner V. Lombardi, Neejad T. Chidiac, Benjamin C. Record
    • Project administration
      Conner V. Lombardi
    • Software
      Conner V. Lombardi
    • Supervision
      Conner V. Lombardi
    • Writing – original draft
      Conner V. Lombardi, Neejad T. Chidiac, Benjamin C. Record
    • Writing – review & editing
      Conner V. Lombardi, Neejad T. Chidiac, Benjamin C. Record
    • Validation
      Benjamin C. Record
    • Visualization
      Benjamin C. Record