Starbucks business model and market position

Over the past recent decades, global communities have suffered drastic changes that lead to numerous mutations. For instance, the manufacturing entities are no longer centered on the sole production operations, in the hope of selling to customers whatever they produce. Today, they first research the market to identify unsatisfied needs and then produce items to serve the identified needs. Also, in the field of technological appliances, those that simply do the work are no longer sufficient. Managers search for better alternatives, for those technologies which increase the operational and cost efficiencies. Then, the human resource is no longer the force operating the machines, but it has become the organizations' most valuable asset. But despite these mutations, the sole purpose of the business operations remains the desire to register significant profits. And in this desire, various strategic approaches are developed and implemented to sustain the company in delivering the right products to the audience, properly identifying the target market, training and retaining the staff members or achieving successful territorial expansion. A relevant example of an organization that has managed to successfully develop and implement strategies to ensure its positive outcome is Starbucks. Most of their success is based on their high skills and commitment to becoming the epitome of corporate success and achieving a global presence. To best understand the marketing approach of the coffee monolith, one could analyze the corporation as a whole, in terms of history, goals, mission statement or competitive advantages. Then, it is recommended that an analysis of the company from the lens of the surrounding environment be done. This could materialize in an analysis of Starbucks' collaborators, customers, competitors, the climate in which it operates (PEST analysis) and finally, a SWOT analysis. The marketing program could also be looked at, in terms of product, price, promotion, and place (distribution) strategies.

2. Company Description

Starbucks was established in 1971 in Seattle, Washington, and its main activity was centered on importing the finest coffee beans from across the world and selling them to the inhabitants of Seattle. The name was inspired by Herman Melville's Moby Dick. A decade later, Howard Schultz joins the corporation and his visionary spirit helps establish Starbucks as the undisputed leader of the coffee based-beverages industry. His ideas came from a visit to Milan, during which he observed and liked the popularity of the famous espresso bars. "Impressed with their popularity and culture, he sees their potential in Seattle. He's right - after trying lattes and mochas, Seattle quickly becomes coffee-crazy." His ideas were rejected at first by the three founders, history teacher Zev Siegel, writer Gordon Bowker and English teacher Jerry Baldwin, who thought that coffee making and drinking was an activity to take place exclusively within the household. Motivated by strong determination and security over his plans, the marketing specialist went ahead with the idea of preparing and selling coffee-based beverages and the success of the company began to increase exponentially.

In the following decade, the coffee organization seizes opportunities to further expand its operations to new regions. The three founders sell the organization to Howard Schultz and his innovative thinking transforms Starbucks into an epitome of corporate success. They first penetrate the states in the U.S. and then move on to operate internationally. Also in the 1990s, they come up with the idea of motivating their human resource by offering them the possibility to purchase corporate stock options. This would ensure that the personnel is directly interested in the success of the organization and will as such increase their efforts in sustaining Starbucks reach their overall objectives. The measure also soon lead to the corporation's listing on NASDAQ, under the signature SBUX. "By 2002, Schultz had unequivocally established Starbucks as the dominant specialty-coffee brand in North America. Sales had climbed at a compound annual growth rate (CAGR) of 40% since the company had gone public, and net earnings had risen at a CAGR of 50%. The company was now serving 20 million unique customers in well over 5,000 stores around the globe and was opening on average three new stores a day." Today, the Starbucks stock is being traded at an average value of $15.06.

3. Strategic Focus and Plan Mission Statement
Starbucks' mission statement is in fact composed from two statements: one relating to the actual mission of the organization, and the second one being the Starbucks environmental mission statement.

The organizational mission statement sets to "establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromising principles as we grow." In doing this, they will be guided by six principles: Provide a great work environment and treat each other with respect and dignity Embrace diversity as an essential component in the way we do business Apply the highest standards of excellence to the purchasing, roasting and fresh delivery of our coffee Develop enthusiastically satisfied customers all of the time Contribute positively to our communities and our environment Recognize that profitability is essential to our future success Starbucks' environmental mission statement emphasizes the corporation's commitment to "a role of environmental leadership in all facets of our business." This desiderate will be accomplished with the aid of seven guiding principles:

Understanding of environmental issues and sharing information with our partners Developing innovative and flexible solutions to bring about change Striving to buy, sell and use environmentally friendly products Recognizing that fiscal responsibility is essential to our environmental future Instilling environmental responsibility as a corporate value Measuring and monitoring our progress for each project Encouraging all partners to share in our mission

Goals As established in the mission statement, the Starbucks Corporation is centered on consolidating its leading position within the coffee beverages industry across the globe.

On a less satisfactory note, the company has registered a decrease in sales throughout the American stores. This was generally due to the decreasing numbers of American customers. CEO Howard Schultz mentioned the saddening fact within the company's latest annual report and stated the goal of resolving the matter. "Despite the strength of this performance, beginning in 2007, we started to see customer traffic slow in our U.S. stores. This is disappointing and unacceptable, but I assure you that we are taking dramatic steps to address this and transform our business to ensure that Starbucks continues to be the "third place" that our customers make part of their daily lives." The CEO also mentioned that in their immense desire to consolidate their position of an international leader, they began to lose focus of their primary goal: the satisfaction of the customer. Measures have already been taken to repair the damage and new strategic approaches will be developed and implemented to ensure the full satisfaction of the customers' needs and wants.

All in all, the goals forwarded by the coffee giant are to maintain their leading position, register profits and offer increased customer satisfaction. The main objectives of Starbucks are to develop and execute "initiatives that will ensure that our customers are proud to visit our stores and that we deliver long-term, sustainable value for our shareholders." Core Competencies and Sustainable Competitive Advantage The Starbucks Corporation has proven its core competencies along its nearly four decades of existence. Probably the most important ones are the innovative spirit that guides both management as well as operational personnel. And the positive results of their innovative thinking have materialized over the years in tremendous successes. The most relevant example in this sense is given by the switch realized in the company's main operations; when Starbucks decided to sell coffee-based beverages instead of simply coffee beans, they encountered numerous impediments and negative feedback from people emphasizing that the American population would not consume coffee and foremost, they would not consume it on the street or in coffee shops. Without becoming influenced by these opinions, Schultz went ahead and created a coffee empire. In all, their ability to analyze the market from an objective standpoint, identify and satisfy the new needs of customers even before they are aware of their existence constitutes Starbucks' primary competitive advantage.

4. Situation Analysis

Starbucks' situation analysis revolves around five major Cs: Company, Collaborators, Customers, Competitors, and Climate. The company component refers to features such as technologies possessed, expertise in the industry where they operate, product line, perception in the market, established objectives or corporate culture. The collaborators part includes references to the distributors and suppliers as well as the existence of any alliances. The customers component of the situation analysis revolves around the features of the market served, the needs customers have and the benefits that are offered through the consumption of Starbuck's products or the motivation behind the purchase. The competitors part refers to the succinct presentation of the actual and potential competitors within the industry in terms of their strengths and weaknesses. Finally, the climate (or context) component identifies features of the external environment that are likely to influence the operations and results of the Starbucks Corporation. These refer to the characteristics of the political and regulatory environment (P), the economic environment (E), the socio-cultural environment and finally, the technological environment. The analysis of the climate in which an organization activates is also known as the PEST analysis.

4.1 Company

Product Line

Starbucks offers a wide selection of coffee-based beverages, with both caffeine and without caffeine. Aside their coffee beverages, they also offer whole-bean coffees, food items and coffee-related products and hardware equipment. "Starbucks stores offered a choice of regular or decaffeinated coffee beverages, a special "coffee of the day," and a broad selection of Italian-style espresso drinks. In addition, customers could choose from a wide selection of fresh-roasted whole-bean coffees (which could be ground on the premises and carried home in distinctive packages), a selection of fresh pastries and other food items, sodas, juices, teas, and coffee-related hardware and equipment."

About 61% of the sold items are coffee-based beverages, 15% are whole-bean coffees, 16% are food items and 8% are products and equipments related to coffee. These percentages vary within each Starbucks store according to the location, the customers' preferences or the actual size of the store. Smaller stores sell mainly coffee beverages with a reduced selection of whole-bean coffees and also limited hardware appliances. The larger stores on the other hand, sell a wide variety of coffee-based beverages, whole-bean coffees, "gourmet food items, teas, coffee mugs, coffee grinders, coffee-making equipment, filters, storage containers, and other accessories." Starbucks had also launched the Hear Music service, but it was renounced this year.

Image on the market

Starbucks has generally been perceived as the undisputed leader of the international coffee industry. In their beginnings however, skeptics stated that the company would never be able to convince the American individual to consume its coffee on the street or in stores. The company however managed to successfully achieve its desiderate and establish itself as the global center of the coffee industry. Its successful image was created, enforced and maintained by the corporate strong brand, a symbol recognized across the globe. It was also improved by their policies relative to the environment, the customers, the shareholders and most importantly, the staff members.

After nearly four decades of continuous success however, the company is now encountering some difficulties, generally materialized in decreased customers in the United States stores. Tormented by internal and external problems, the company's stock plunged by nearly 50% throughout fiscal year ended on the 31st of December, 2007. The same year also brought about the first decrease in sales registered in Starbucks' entire existence. CEO, President and Chairman Howard Schultz however was not intimidated by the negative perception and he created a plan that would restore Starbucks' image as "both a corporate powerhouse and a cultural icon epitomising the caffeine-fuelled lifestyle of the globalised 21st-century world."

Technology and Experience

The coffee giant has been present in the national and international markets for almost 40 years; therefore their expertise is quite vast. Foremost, they hire only the most skilled, qualified and experiences professional to join their teams; the previous expertise of these people adds more value to the Starbucks chain. Finally, the most important source of experience in the field comes from the CEO himself, who has been with the company since its early and shy beginnings and who is highly experienced and capable to successfully handle any occurred situation.

In their quest to integrate innovation and ensure success, the technological developments have played a vital role for the strategic approaches implemented by the senior at Starbucks. A relevant example of how technology was combined with coffee selling is the joint venture of Microsoft and Starbucks in 2001, when the two agreed to offer wireless high speed internet connections to the customers in the Starbucks stores. The company also invested large sums of money into acquiring new hardware and software equipments that increased the operational and cost efficiencies, to finally culminate with increased satisfaction to the customers, the staff members and the shareholders.

4.2 Collaborators

Business Partners

As mentioned above, the coffee giant has entered a mutual agreement with it international leader Microsoft. This lead to the offering of WI-FI connections to the customers in the Starbucks stores and it as such increased both the satisfaction felt by the consumers, but also the numbers of customers, leading consequently to increased revenues. Another collaborator in the technological department is at&T, which has supported and developed communication appliances at point of sale. In the spring of 2008, the partners signed a new agreement for further improvement. HP is yet another major collaborator on the technological side and they offered support in Starbucks' launching of their music service. Apple also joined forces to support the Starbucks Hear Music program; the partnership allowed customers to purchase iTunes from the Starbucks Music Store.

Other ventures were launched with the purpose of further diversifying the product palette. In 1994 for instance, Starbucks signed a partnership with PepsiCo to produce and distribute cold coffee-based beverages. The following year, they entered a venture with ice cream producer Dreyer Grand Ice Cream to produce coffee flavored ice creams under the Starbucks brand. Dreyer and Starbucks' ice cream became the best sold coffee flavored ice cream in the entire sector.

Purveyors

To ensure they were able to sell the best quality coffee, the seniors at Starbucks delegated managers to travel to coffee producing countries and set the basis for partnerships with coffee exporters. "Dave Olsen, Starbucks' senior vice president for coffee, personally spearheaded Starbucks' efforts to secure top-notch coffee beans to supply the company's growing needs. He traveled regularly to coffee-producing countries -- Colombia, Sumatra, Yemen, Antigua, Indonesia, Guatemala, New Guinea, Costa Rica, Sulawesi, Papua New Guinea, Kenya, Ethiopia, Java -- building relationships with growers and exporters, checking on agricultural conditions and crop yields, and searching out varieties and sources that would meet Starbucks' exacting standards of quality and flavour."

Employees

However they are highly distinguished from the rest of Starbucks' collaborators, the corporate employees play a vital role for the overall success of the organization. They are generally called partners and are highly valued within the entity (the hourly workers within the retail stores are called baristas). The staff members are offered various incentives and training programs and in return, they are expected to increase their performances and serve the customers at high standards of quality. In 2006, the total number of Starbucks partners was of 60,000, out of which 50,000 were employed in North America.

4.3 Customers

Starbucks has not become limited to only targeting one particular group as this could have reduced their revenues. However their products were initially addressed to the adult population, consuming coffee for energizing reasons, today, the Starbucks' products apply to all age categories. A study conducted by a social network website in a series of Starbucks stores revealed that "the demographic range of people who walked in was very wide, ranging from teenaged, high school kids to old senior citizens."

The Starbucks officials placed an increased emphasis on socializing with their customers and getting to know them better. As such, large parts of the training programs offered to staff members taught the employees how to interact and bond with the customers. "By extensively training employees for twenty hours before full employment, Starbucks hopes to maximize employee responsibility and attentiveness, resulting in a decrease in wait time. Furthermore, by closely tracking consumer needs and wants, Starbucks is able to introduce more popular products with a decrease in time between new product introductions. By decreasing wait time and increasing choices for customers, Starbucks hopes to increase loyalty among current customers and hopefully attract new customers."

In late 1990s, the average number of Starbucks customers was of 5 million. Most of these people had become loyal customers, which spent an average of 15-20 minutes per month within the Starbucks stores and spent a monthly average of $50. There were also the "fanatic" ones, who came in daily. "Christine Nagy, a field director for Oracle Corporation in Palo Alto, California, told a Wall Street Journal reporter, "For me, it's a daily necessity or I start getting withdrawals." Her standard order was a custom drink: a decaf grande nonfat no-whip no-foam extra-cocoa mocha; when the baristas saw her come through the door, she told the reporter, "They just [said,] 'We need a Christine here.'"

The contemporaneous Starbucks' customers has suffered sever changes from the past customer. In this order of ideas, the large majority of customers used to be formed from white women, aged between 24 and 44, highly educated, occupying highly paid and influential white-collar positions. In the present however, several Starbucks stores serve predominantly Hispanics or Cuban-Americans. Also, as a general tendency, the average Starbucks consumer tends to be younger and less well-educated.

The Starbucks customer is driven by a variety of forces. Some consume the coffee-based beverages out of a need to become fresh and energetic. Others simply enjoy the taste. Even the people who do not consume caffeine can enjoy a Starbucks treat as they offer a wide variety of non-caffeine beverages. For a third category of customers, the beverages simply imply a fashion as the consumption of Starbucks products is related to an association with fashion and staying cool by becoming the client of an internationally recognized and strong brand. In all cases, the decision to buy is motivated by both impulse and rational thinking.

4.4 Competitors

Small and Specialty Stores

Starbucks encountered serious competition from both small and large size coffee making organizations. In the United States for instance, they had to compete against a wide variety of small stores operating regionally. These small stores developed and implemented strong strategies to differentiate themselves from the Seattle-based corporation. Two most relevant examples are Caribou Coffee in Minneapolis and Peet's Coffee and Tea, in California. The first differentiated itself by designing a store environment relating to the Alaskan lodges, with soft seats, fireplaces and knotty-pine cabinetry. The second coffee store became differentiated by preparing the freshest coffee in the U.S.; this basically meant that they would only roast the beans when the order was placed. Starbucks also had to compete against specialty stores, which became differentiated by offering a wide array of complementary products and services, such as foods, alcoholic beverages, computers connected to the internet or satellite television.

Large Scale Competitors

The number of large scale competitors is reduced in comparison to that of small and specialty stores, but the threat posed by them is highly significant. Probably the most forceful opponent is fast food giant McDonald's, even more so when the two organizations seemed to serve different needs, customers and products. McDonalds' introduction of coffee-based beverages on their menus however poses a direct threat. "A decade ago, the man who brought Starbucks to the world was routinely appalled when people compared his speciality coffee chain to McDonald's. Howard Schultz always thought he was classier than that. These days, though, he is not messing about. On Monday, just hours after a news report announcing McDonald's intention to sell high-grade espresso drinks in 14,000 of its outlets, Mr. Schultz fired his chief executive."

Another major competitor is Dunkin Doughnuts, or Dunkin Brands Inc. The company was initially centered on offering doughnuts and other sweet treats, but in time they also introduced a wide variety of beverages, including coffee-based drinks. Finally, the third large scale competitor for Starbucks is Nestle, the number one food company in the world. The comparative information for fiscal year ended on the 31st of December 2006, on Starbucks and its three primary large scale competitors is reveled in the table below:

Starbucks

Dunkin Doughnuts

McDonald's

Nestle

Sales ($ mil)

Employees

4.5 Climate (PEST) Analysis

An analysis of the environment in terms of political, economic, technological and social influences is relevant to observing the issues that could arise and to which Starbucks has had to respond in the past or will have to address in the present and the future.

Political environment

Given that Starbucks operates in various countries across the globe, they have to subject to the political regulations of each state. And this applies to both countries exporting coffee beans to Starbucks, as well as the countries in which the coffee giant has opened stores. Foremost, these regulations are complex as they are being imposed not only by the governments of the respective states, but also by the local and regional offices.

Economic environment

Also considering the international feature of Starbucks' operations, it becomes obvious how sensitive they are to any changes in the global economic context. A relevant example of a feature that could impact Starbucks' operations and income is represented by the fluctuating exchange rates; to protect themselves against currency risks, the Seattle-based organization has to sign several financial agreements.

Another economic aspect of Starbucks' operations within the general environment relates to the income realized by the population. As a general rule of political economy, a decrease in income generates a decrease in demand and vice versa. In this case then, were the populations' living standards to decrease due to an unstable economic climate and reduced incomes, Starbucks' clientele would become reduced and so would their profits.

Socio-cultural environment

Starbucks is extremely sensitive to the changes in the socio-cultural environment, which could materialize in more or less favorable outcomes. For instance, considering that the world is developing at a rapid pace and the amount of time that has to be put in at work consistently increases, the caffeine consumption is likely to increase and offer increased sources of revenues for the organization. If on the other hand, society comes to place an increased emphasis on energizing beverage caffeine free, such as teas, the outcomes realized by Starbucks are likely to be less favorable.

Technological environment

The technological sector generally supports the expansionist and improvement strategies implemented by Starbucks. To best understand, the technologies evolve on daily basis, coming as such to satisfy more needs and at superior levels. As a result, the usage of the latest technologies ensures increased operational and cost efficiencies.

5. SWOT Analysis

The SWOT analysis is yet another powerful tool to analyzing the Starbucks Corporation and it is furthermore relevant as it combines the negative and positive features of both internal and external environments.

Internal Strengths

Starbucks has a vast experience of nearly four decades

They have an international presence and a strong brand

Along its existence, Starbucks has set the basis for numerous strategic alliances which help consolidate and improve its position

It has also developed strong relationships with purveyors from countries specialized on producing high quality coffee beans

They meet high standards of quality; they present the customers with a wide variety of choices and they also have loyal customers

They possess highly skilled and capable employees at all operational and managerial levels, all integrated within the strong corporate culture

They possess sufficient financial resources to fund ventures and constantly research the market

Starbucks has a strong inclination towards innovation

Internal Weaknesses

Given the impressive sizes of the organization, it would be difficult to rapidly adjust to a new force in the environment; ergo the name monolith

Since they do not franchise and run their stores by themselves, they do not share risks, but the money needed for new investments could be blocked in registers and other operations

In the actual context, where Starbucks is facing sever competition and losing customers, the strategic approach for the future is yet uncertain

External Opportunities

There are large numbers of independent vendors who would like to sell the famous coffee under the maker's brand; an example in this sense is Wal-Mart, which has already signed such a contract; other organizations also desire to sign such agreements with Starbucks

The population generally demands additional and complementary services with their coffee; therefore, Starbucks could find ways to develop outside the coffee industry, but integrate the new items within its already established operations. They could for instance open play grounds for children to play while their parents are drinking a cup of coffee; this would also create intense competition for McDonald's

External Threats

Starbucks faces intense competition from both small size and specialty stores, but also from large scale organizations; the situation is far more threatening when there are virtually no barriers to entry in the industry

In the general context on economic slowdown and wider and cheaper substitute products, the demand for specialty coffee has decreased throughout the past recent years.

6. Marketing Program

Product Strategies

The center of each product strategy is that of increasing the quality of the served items. These are then aimed to increase the satisfaction of the final customer and consequently imply more revenues for the corporation. Aside an increase in quality though a careful selection of the coffee beans imported from coffee producing countries and the usage of the latest technologies in preserving and enhancing flavors, Starbucks is also dedicated to enlarging the array of products available to the customer. In this order of ideas, they try to introduce new beverages as often as possible in the hope that better diversified product offerings will lead to better satisfied customers. For instance, every winter season, Starbucks introduces at least one new hot beverage. The introduction of new items on the menu had been a continuous source of increasing revenues, mostly when considering that the retail prices had generally remained stable for years.

The new product development process generally operated on a 12- to 18-month cycle, during which the internal research and development (R&D) team tinkered with product formulations, ran focus groups and conducted in-store experiments and market tests." The product development process is based on two primary criteria, aside of course taste, flavor and customer acceptance: the efficiency in making the beverage and the response of the partners, or Starbucks' employees. In order for a new item to have sustainable chances to succeed onto the market, it has to be easily and quickly produced and the employees have to like making and consuming it.

Price Strategies

Starbucks has generically tried to keep prices at minimum. Even so however, they were higher than those promoted by the competition. But a simple calculus of the caffeine concentration will actually reveal that on the long-term, the Starbucks' coffee is cheaper than the competition as it offers more energy and generally one is enough per one day.

The higher price was also justified by the brand, which represented a symbol and a fashion statement. In other words, the customer was paying the price not just for the coffee, but also for the image this creates. Then, the price was also justifiable from the high quality of the coffee-based beverages and the long distance the beans traveled to create the flavored drinks in the green and white cup. Finally, the price had to consider all efforts that have been made by the company and its employees. Despite their efforts to keep the prices constant, recently, Starbucks announced an increase in their prices by an average of 11 cents per beverages, due to a general increase in price across the world. All in all, the price strategy implemented by Starbucks is a variable one, meaning that the retail price would be established based on the costs incurred in the making of the product.

Promotion Strategies

The strategic approach implemented relative to the Starbucks promotions is extremely vast, depending on various features, such as the stage of the product life (introduction, growth, maturity or decline) or the objectives of the marketing campaign. Some of the most common promotional activities implemented by the marketing team at Starbucks revolve around coupons, discounts and prizes. At the core of each promotional strategy stands the desire to familiarize the audience with the product and create a desire for purchase.

Distribution Strategies

Throughout the past recent years, the coffee monolith had opened an average of four new stores per day. This only increased and enlarged the channels of distribution and ensured a better access of customers to the company's products. In 2005 for instance, relative to the previous year, the number of Starbucks coffee stores had increased by a total of 11,200 stores. "Increasing the number of stores involved in the Starbuck's distribution channel allows the company to maximize accessibility to its products." This strategy is useful moreover when the locations of the new stores are carefully selected as to attract various customers is new communities. In this order of ideas, most of Starbucks' stores are located in highly-populated areas with intense traffic. These locations are also highly-visible, including settings such as retail centers, office buildings or university campuses.

Aside opening new facilities, the company is also enhancing the capabilities and complementary services offered by their stores. In this order of ideas, they have integrated the WI-FI connections and also, they have opened stores with drive-thrus. "With this, Starbucks is targeting a particular segment of its customer base that is comprised of professionals and on-the-go parents. To measure the effectiveness of these strategies, Starbucks is continuously comparing data between newly opened stores and existing stores, trying to increase the profitability of both units while maintaining a steady growth rate."

Another highly successful strategy to increasing customers' access to the corporations' products is that of working with intermediaries. In this order of ideas, the officials at the coffee monolith have set the basis for strategic partnerships with various outlet stores, such as Wal-Mart or Target and a multitude of grocery stores, which sell the branded beverages to customers. "Starbucks is continually expanding their distribution outlets. In 2004, they had 20,000 outlets that sold their specialty products, including Wal-Mart, Target, a variety of other grocery stores, and pharmacies. In 2005, the number of stores involved in the Starbucks' distribution channel increased to 31,000, exhibiting almost a 50% improvement and drastically expanding their ability to reach customers."

7. Conclusions

Starbucks was established in 1971 in Seattle, Washington, where it still is headquartered, by two teachers and a writer, with the main activity of importing and selling coffee beans. They sold the business to current CEO, Chairman of the Board and President Howard Schultz, who implemented his innovative ideas and turned Starbucks into one of the most renowned and successful corporations of the twenty first century.

Just like with all for-profit organizations, the primary goal remains the registration of revenues, but Starbucks strives to achieve this by respecting the needs of the customers, the employees (or partners, as they call them), the shareholders and the surrounding environment. Its success has been due to a wide series of strategic approaches, such as the development of strategic partnerships and alliances with a multitude of collaborators. Also, they can constantly rely on their highly skilled, trained and committed marketing personnel, to research the market, identify new trends and demands and propose solutions for further growth and development.

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