· not neglect the possibility of competition and has

·       Starbucks holds due
to the amount of goods demanded. For the input markets that are consisted of dairy
farmers and coffee bean plantations, price is decided by supply and demand.

Consequently, substitutes are accessible if Starbucks offers for a new price
range because of the high competitiveness of the market. Furthermore, with the
disadvantages of isolated warehouses and low retail abilities, suppliers can
not forwardly take actions by themselves. Basically, Starbucks possesses all
the power in the connections it has with its suppliers.

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·      
Bargaining power of buyers: Low. The price ranges of Starbucks’
beverages is determined based on the price elasticity of its customers and the
present prices at other competing businesses. With the concept of higher
quality is based upon perception, the products of Starbucks are able to sell at
a higher price range. Therefore, prices are non?debatable as the consumers have no bargaining power with
Starbucks.

·       Threat of new entrants: Low to Moderate. The threat of
newcomers for Starbucks in Iceland is moderate. The saturation’s status in the
field is comparatively high. The starting investment to establish a coffee
brand is not genuinely high and the barriers are not high either. Newcomers in
Iceland can challenge brands like Starbucks at a local level. Although, their
chance of being successful stays low to moderate. Still, it gets lessened to an
abundant extent by several elements such as market share, brand loyalty and
brand image. It is worth mentioning that Starbucks has an advantage with its
own network of suppliers and high quality materials. With all aspects
considered such as corporation’s size and potential to purchase, it is no doubt
that Starbucks has access to better quality coffee and an enormous amount of
suppliers worldwide. All these elements act to moderate the amount of threat
caused by the newcomers. Nevertheless,
Starbucks does not neglect the possibility of competition and has taken
adaptation into action. For example, the firm had renovated its coffee line to
provide small-scale, cheaper cups while utilizing new machines that create one
cup of coffee individually so that the taste is fresher. This act can be viewed
as another way Starbucks is revamping in order to preserve its tremendous
market share, and restrain others from considering compete.

·       Threat of substitute products or services: Moderate.

The risk of consumers substituting away from Starbucks for direct rivals in
Iceland such as Te & Kaffi and Mokka is a genuine concern. As they all
honour themselves on customer service, specialty beverages, they are very hard
to differentiate. The available drinks section is diversed varying from energy
drinks to smoothies or juice. Although, Starbucks sells a huge range of these
drinks within its stores. While the greater part of coffee drinkers do not
replace coffee, the most direct replacement is tea, which Starbucks sells under
its own Teavana® Tea brand. This can be considered as an ideal example of how
Starbucks has successfully done a good job hedging against the risk of
replacements with the variety of drinks it provides.