留学生作业：星巴克企业策略及组织文化的结果分析

留学生作业：星巴克企业策略及组织文化的结果分析 Results analysis

结果分析

1.1 H1: the relation between organizational culture and corporate strategy is integrated and complex, not simply vertical or lined.

Through theoretical studies on organizational culture and corporate strategy, the author summarizes their relations by using the following pictures.

1.1 H1：组织文化与企业战略之间的关系是综合和复杂的，不是简单的垂直或成荫。

From figure 1, there is an indirect relation existing between organizational culture and corporate strategy. Conveying by the corporate structure, organizational culture may bring impacts on strategic planning, strategic management and strategic control.

From picture 2, it can be found that the organizational culture directly influences the strategic vision, which decides what kind of corporate strategy the company would select.

Different from picture 1 and 2, this picture reflects the relation between them from the perspective of

organizational culture. From picture 3, strategies influence organizational culture through job content and the resource allocation. Short range profit seeking strategy or poor strategy would lead to stagnant organizational culture and then brings with poor financial performance. It is a vicious circle of culture formation. Companies such as Cannon and Sony develop vitalized cultures because of aggressive new product development. It is because of their vitalized culture that they continuously produce and implement aggressive new product-market strategies. The initiation of excellent new strategies requires a vigorous culture (initiatives of young car designer at Honda). When a company falls in stagnancy, it is difficult for it to initiate a new strategy to change the culture (difficulty to change culture within). In addition, different strategies will generate different cultures and culture values differ from one industry to another.

1.2 H2: different types of culture or strategies will result in different strategies or culture types. And there must be certain culture that can create wise

strategy anytime and anywhere.

1.2 H2：不同类型的文化或战略将导致不同的战略或文化类型。要有一定的文化，可以随时随地创建明智的策略。

1.3 H3: in Starbucks, high customer loyalty comes from unique organizational culture which actually plays a role of corporate strategy

1.3.1 questionnaire results——organizational culture factors promote customer loyalty

H3：在星巴克，高客户忠诚度来自于独特的组织文化，这实际上起到了企业战略的作用

1.3.1问卷调查结果 - 组织文化因素提升客户忠诚度

For the purpose of examining the retailer brand penetration and store loyalty, author obtained the purchase information through gathering the investigated customers’ receipts in Starbucks. In this dissertation, these purchase information was mainly from 100 consumers’ shopping receipts in Starbucks from Feb to June which exceed 20 weeks accumulated. The results of the purchase information from the gathered receipts are as follows:

1) Among these 100 customers, all of them once purchased the products of Starbucks. In other words, all of the