Интернационализация и локализация в маркетинговых стратегиях международных сетей кофеен / Internationalisation and localisation as a part of international marketing strategies at the example of international coffeehouse chains
Аннотация
The study explores the internationalisation and localisation strategies of global coffeehouse chains, focusing on Blue Bottle, %Arabica, and Costa Coffee, to develop a practical framework for expanding into foreign markets. The rapid global growth of these brands, exemplified by Blue Bottle's acquisition by Nestlé, %Arabica's successful establishment of nearly 200 outlets within a decade, and Costa Coffee's acquisition by Coca-Cola, provides valuable insights into effective international marketing strategies.
A Matrix of Internationalisation of Coffeehouses was developed, highlighting key regions: Middle East and North Africa (MENA), North America (NA), Europe (EU), and East Asia (EA). This matrix categorises strategies into adaptation and standardisation, supported by internationalisation theories such as Dunning's Paradigm, the Uppsala Model, and the Network Approach. For instance, standardisation is recommended for North American coffee chains expanding into the EU, while adaptation is advised for European chains entering the MENA region.
Case studies reveal several strategic insights: balancing standardisation and adaptation, leveraging partnerships, phased market entry, investing in market research, sustainability, digital engagement, quality focus, store format adaptation, local marketing tools, and learning from market exits. Costa Coffee’s blend of global consistency and local adaptation, %Arabica’s franchise model for cultural adaptation, and Blue Bottle’s phased entry into Japan illustrate these strategies in action.
Market research is emphasised as critical for understanding local consumer behaviour and market dynamics. Sustainability and ethical sourcing, as pursued by Blue Bottle and Costa Coffee, enhance brand reputation and appeal to environmentally conscious consumers. Digital engagement and loyalty programs, such as Costa Coffee’s Costa Coffee Club, foster customer retention and personalised marketing. Maintaining high quality and unique customer experiences are essential for building a loyal customer base.
A Matrix of Internationalisation of Coffeehouses was developed, highlighting key regions: Middle East and North Africa (MENA), North America (NA), Europe (EU), and East Asia (EA). This matrix categorises strategies into adaptation and standardisation, supported by internationalisation theories such as Dunning's Paradigm, the Uppsala Model, and the Network Approach. For instance, standardisation is recommended for North American coffee chains expanding into the EU, while adaptation is advised for European chains entering the MENA region.
Case studies reveal several strategic insights: balancing standardisation and adaptation, leveraging partnerships, phased market entry, investing in market research, sustainability, digital engagement, quality focus, store format adaptation, local marketing tools, and learning from market exits. Costa Coffee’s blend of global consistency and local adaptation, %Arabica’s franchise model for cultural adaptation, and Blue Bottle’s phased entry into Japan illustrate these strategies in action.
Market research is emphasised as critical for understanding local consumer behaviour and market dynamics. Sustainability and ethical sourcing, as pursued by Blue Bottle and Costa Coffee, enhance brand reputation and appeal to environmentally conscious consumers. Digital engagement and loyalty programs, such as Costa Coffee’s Costa Coffee Club, foster customer retention and personalised marketing. Maintaining high quality and unique customer experiences are essential for building a loyal customer base.