STARBUCKS EVENINGS MARKETING PLAN
MKTG 5007: Fundamentals of Marketing
Damiete Chamberlain Oyibo
Nancy Nallelhi Mendoza Solis
Jenny Mourao
Juliana Esper
Sabrina Souza de Moreas Figueiredo
Tazmin Karmali
Date: April 15, 2015
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Contents 1. STARBUCKS’ OVERVIEW .................................................................................................................................................. 2
2. PRODUCT OFFERING AND CHANNEL STRATEGY ............................................................................................................. 3
3. SITUATION ANALYSIS ...................................................................................................................................................... 3
3.1 SWOT ................................................................................................................................................................................. 3
3.1.1 Strengths ........................................................................................................................................................................ 3
3.1.2 Weakness ....................................................................................................................................................................... 4
3.1.3 Opportunity .................................................................................................................................................................... 4
3.1.4 Threats ........................................................................................................................................................................... 5
3.2 PORTER 5 FORCES ....................................................................................................................................................... 5
3.2.1 New market entrants: Low ............................................................................................................................................ 5
3.2.2 Bargaining power of buyers: Medium to High ............................................................................................................... 6
3.2.3 Bargaining power of supplier: Medium to High Pressure .............................................................................................. 6
3.2.4 Threat from substitutes: High ........................................................................................................................................ 6
3.2.5 Rivalry among existing players: High ............................................................................................................................. 6
4. MARKET OVERVIEW AND TARGET MARKET ................................................................................................................... 7
5. MARKETING OBJECTIVES AND STRATEGY ........................................................................................................................... 7
6. MISSION STATEMENT.......................................................................................................................................................... 8
7. MARKETING MIX AND MARKETING OBJECTIVES ................................................................................................................ 9
8. FINANCIAL ANALYSIS ......................................................................................................................................................... 11
9. CONTINGENCY PLAN ......................................................................................................................................................... 14
Works Cited ........................................................................................................................................................................... 15
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1. STARBUCKS’ OVERVIEW
Starbucks is a leading retailer of specialty coffee, with over 21,000 retail locations in 66 countries (Starbucks
Company Profile, 2015). Today, along with high-quality coffees, the company also sells tea and other beverages, a variety
of fresh food items and packaged food goods. The first Starbucks location was established in 1971 in Seattle, Washington,
United States and expanded to Canada in 1987 in Vancouver, B.C. With just under 40 Starbucks locations per one million
people in Canada, Starbucks has a far reach that exceeds even that in the U.S. per capita (Babad, 2014).
Starbucks’ strategy has always been to differentiate itself from the typical coffee shop by providing each customer
with a unique Starbucks Experience. The Starbucks Experience is built upon superior customer service, maintaining stores
that reflect the personality of the communities in which they operate and building a high degree of customer loyalty
(Starbucks Annual Report, 2014). Howard Schultz, the company President and CEO, defined the atmosphere in Starbucks
as “creating communities in the third place between home and work” (Larkin, 2015).
Starbucks focuses on five criteria that define the company’s work - handcrafted, artistic, sophisticated, human, and
enduring (Millman, 2011). With an emphasis on quality, the Starbucks brand has become one of the most recognized and
respected brands in the world and the company’s main objective is to maintain this status (Starbucks Annual Report, 2014).
The company’s current strategy to achieve this is through a continued global expansion of its store base as well as
diversifying its product mix (Starbucks Annual Report, 2014). It has become increasingly important for Starbucks to branch
into different markets due to stagnant coffee sales (Wright, 2015). In Canada, Starbucks occupies the third positon in market
share of coffee retailers, after Tim Hortons and McDonalds (with the introduction of McCafé). Starbucks sales in 2013
totaled over $900 million (Euromonitor International, 2014). One of the new concepts that the company has introduced is
Starbucks Evenings, a program in which select Starbucks locations will serve wine and beer alongside a small menu of
shareable plates in an evening ambiance.
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2. PRODUCT OFFERING AND CHANNEL STRATEGY
The Starbucks Evening program, which initially launched in Seattle, Washington in October 2010, consists of a
menu of wine and beer as well as a selection of a few light, savory bites available after 4pm (Franson, 2014). The wine
options are available by the glass or bottle and the beer is sold in bottles only. In the U.S., the wine menu varies by location
and offers a mix of local and international wines from both small and large wineries. In keeping in line with the chain’s
recent shift to steer away from a generic “cookie cutter” brand (Wright, Starbucks drinks in local flavour, 2014), this same
formula for selecting a mix of local and international wines should be adhered to when the program is introduced into
Canada.
The Starbucks Evenings program also commands certain premium details to enhance the high-end feel of the menu.
The food items are served on elegant flatware and with silverware instead of plastic utensils, wine is served in contemporary
stem-less goblets and beer is served in custom glassware (Friend, 2012). Starbucks Evenings locations are also selling the
wine goblets which are branded with the Starbucks name printed with a selection of four unique phrases on them. The wine
glasses are manufactured by Riedel, a high-end brand of glassware (Riedel Wine Glasses at Starbucks, 2012).
While employees at Starbucks Evenings locations will now have to meet provincial laws regarding alcohol service
(i.e. In Ontario must be at least 18 years of age and have Smart Serve certification), guests of all ages are still welcome at
all hours. As with regular orders at the store locations, food and beverage orders during the Starbucks Evenings are also
placed with the barista, unlike full restaurant service. The regular coffee menu is also still available during the evenings.
Starbucks employs a system of relationships with suppliers to provide their snacks and pastries in their stores. The
company’s locations do not have full restaurant style kitchens and are not equipped to do more than brew coffee. This was
a deliberate move by the company’s CEO Howard Schultz who banned in-store baking in order to keep the smell of the
coffee “pure” (Misonzhnik, 2013). The same strategy can be adopted in the Starbucks Evenings program where strategic
relationships are set up with key suppliers to provide the stores with the food available at Starbucks Evenings while keeping
the authentic smell which is an important component of the Starbucks brand (White, 2013).
3. SITUATION ANALYSIS
3.1 SWOT
3.1.1 Strengths
Location: With just under 40 Starbucks locations per one million people in Canada, Starbucks has a reach that far
exceeds even the USA (The Huffington Post Canada, 2014). Starbucks Evenings introduction into the Canadian
market would benefit from this extensive reach.
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Customer loyalty: Starbucks has developed and maintained a devout customer base which they can pull from. It
would not be hard to convince customers who are already in Starbucks as part of their normal routine to try out the
Starbucks Evenings menu.
Diversity of product offerings: Starbucks as a leader in the coffee industry already has experience in diversifying
their offerings. The company is known for its eclectic product options, allowing customers to tailor their drinks to
their liking. Starbucks Evenings is another way to add to that diversity of product by naturally progressing into a
different line of business.
Strong Brand: The Starbucks brand is one of the most recognized in the world - synonymous with quality. The
brand plays on the ideas of the five filters such as handcrafted, artistic, sophisticated, human, and enduring
(Millman, 2011). Starbucks Evenings still tightly intertwines with the Starbucks brand by going back to the original
global campaign of “Meet me at Starbucks” (Interbrand, 2014).
Starbucks Experience: The Starbucks brand is more than coffee, there is a relaxed atmosphere associated with the
brand and this can be translated into the Starbucks Evenings service. The design of Starbucks is deliberate to make
customers comfortable by fostering interaction and enticing customers to stay (Larkin, 2015).
3.1.2 Weakness
Strong brand: Starbucks first and foremost is a coffee brand. The company’s strong brand identity might act as a
deterrent to its plans for diversification.
Demographic: Starbucks Evenings identified target audience are women, aiming to appeal about 60% of their
population (Wright, 2015). This would lead to an exclusion of a still large demographic of men and those customers
who are underage. Starbucks has not had reason to apply purchasing age restrictions at their stores, and this might
prove a challenge to enforce.
3.1.3 Opportunity
Untapped market: Starbucks Evenings presents an opportunity for Starbucks to take advantage of an untapped
market. While cafes serving alcohol have been widely popular in Europe and around the world for some time, this
has not yet taken off in Canada. Starbucks has always been a pioneer in catering to the customer’s needs. For
example, Starbucks was one of the first stores where customers can go in and specialize their coffee order (Durham,
2007) this order process has been copied by other coffee brands worldwide. Now Starbucks can be a market leader
by establishing Starbucks Evenings service.
The Starbucks Evenings program would increase its market reach by including non-coffee drinkers in its clientele.
Allowing the company to compete on a stronger base. Studies have also shown that coffee sales usually peak and
decline at a certain point in the day. The study showed that 65% of all coffee is consumed during breakfast hours,
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30% between meals, and the remaining 5% with other meals (E-imports, 2015). Allowing the company compete
throughout the day instead of just in the mornings when coffee drinking is predominant.
Personality behind service: The Starbucks brand is known for its unique personality injected into their services.
There is an opportunity for the uniqueness to be transferred into the Starbucks Evenings services. Starbucks
Evenings’ partnership with Reidel Glass Company is a great opportunity for Starbucks to offer continuity in their
personalization service. They could also provide opportunities for customers to purchase these glasses incorporating
the same marketing strategy that exists with the sales of the Starbucks coffee cups (StarbucksMelody.com, 2012).
Opportunity to expand to have Starbucks Evenings as standalone shops where the times can be expanded. At the
moment Starbucks Evenings is being introduced as part of the company’s products depth, being available in the
same locations that have regular Starbucks services there is an opportunity for Starbucks to eventually create a sub-
band which operates separately from the Starbucks coffee shops allowing them to extend their business hours from
the proposed start time of 4pm and accommodate early users.
3.1.4 Threats
Brand Dilution – Starbucks started off as a coffee shop and it has built its brand to be one of luxury in coffee.
Starbucks has moved from the traditional coffee shop but most of its growth in variety has been in the same realm
of business, for example, Starbucks introducing products like Products like Evolution fresh juices and La Boulange
food (Interbrand, 2014), is still closely related to the Starbucks brand. Venturing from non-alcoholic drinks to wines
and beers is a transition that a few would struggle with.
Cannibalization: There also exists the threat of cannibalization of Starbucks Evenings become the more
recognizable brand and people waiting until 4pm in order to go into a Starbucks, there by taking over their initial
products in their minds.
3.2 PORTER 5 FORCES
3.2.1 New market entrants: Low
The threat to Starbucks as a new entrants is not that high.
Starbucks has the advantage of already being the in quick serve industry, the company would just be looking into
diversifying their products and services.
Starbucks has already established stores which they would be using to expand their business. There would be no
need to create new structures in which the Starbucks Evenings will run. This cuts the price threats most new entrants
into the market face.
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3.2.2 Bargaining power of buyers: Medium to High
The bargaining power of buyers is quite high with little to no switching costs associated with deciding to not take
advantage of the Starbucks Evenings service.
The lifestyle choices of the buyers also impacts on their bargaining power. With only just under 44% of Canadians
admitting that they purchasing alcohol and 4.75% (Print Measurement Bureau, 2014) of Canadians visiting quick
service restaurants, the consumers lifestyle might not fall in line with the service being offered by Starbucks
evenings.
3.2.3 Bargaining power of supplier: Medium to High Pressure
Starbucks Evenings success is determined closely by the company’s ability to obtain and maintain a liquor license
allowing the company to serve alcohol on their premises. Starbucks Evenings would have to rely on the constant
changes in the Canadian liquor licensing laws (Finkelstein, 2011).
The suppliers have the power to control and determine the companies who would receive services. With a vast
range of restaurants and bars in Canada and more expected within the next year, the supplier is not limited for
choice. Also the suppliers have the flexibility to dictate the selling price according to the type of alcohol and food
being provided (Woolley, 2013).
3.2.4 Threat from substitutes: High
Buyers have a wide variety of options available to them. This could range from other bars and restaurants in the
area who also provide alcohol and dining services in their establishments.
Buyers also have the choice of purchasing the same items being offered by Starbucks Evenings at stores and
supermarkets as substitutes and enjoying the items in the comfort of their own homes. This is especially possible
due to speculations that there will soon be changes in alcohol regulations in Canada which would allow grocery
stores to sell alcohol (McConnell, 2015).
3.2.5 Rivalry among existing players: High
With over 27% of the Canadian population visiting a quick service restaurants between 1 - 5+ days every month,
there is a huge array of services competing for the consumers. The City of Toronto has over 8,100 restaurants,
which represents 6.5% of all business in Toronto (Romano, n.d.).
Starbucks would also have to compete with unlikely rivals who are also looking into expanding their service
offerings. In 2014, KFC planned to launch Beer services with their usual chicken menu in select locations (Eads,
2014).
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4. MARKET OVERVIEW AND TARGET MARKET
The typical Starbucks consumer consists of high income earners, which makes up about 10% of the Canadian
population (Statistics Canada, 2011). Loyal customers make up 20% of Starbucks’ consumer base, making about 192 visits
per year, while a regular customer makes about 72 visits per year (Lepore, 2011). Also, 60% of the company’s consumers
are women (Balkissoon, 2015).
The potential market for Starbucks Evenings are consumers of legal drinking age, which means over 18 years old
in Alberta, Manitoba and Quebec and over 19 years old in the rest of Canada (Canadian Centre of Substance Abuse, 2014).
As Starbucks seeks to expand its offerings to its established consumer base, the target demographic for this program is
mainly women. In considering consumer behavior, and in keeping with the concept of being the “third place” and a relaxed
environment, a main characteristic of the target market
is those seeking an alternative to the noisy ambience of
nightclubs and bars (International Business Times,
2015). Based on the fact that 76% of the Canadian
population reported drinking alcohol in 2013 (Canadian
Tobacco, Alcohol and Drugs Survey (CTADS), 2013),
the potential market for this program is substantial.
Since the program offers only a selection of
wine and beer, and not a full range of typical bar
offerings, this program will target low to moderate
alcohol consumers without alienating non-drinkers.
The Starbucks Evenings program will be
available to consumers in select locations across Canada. The strategy for these locations is discussed further in analyzing
the place component of the marketing mix.
5. MARKETING OBJECTIVES AND STRATEGY
The Starbucks Evenings program is part of a wider goal by the company to expand its product mix. As Starbucks
traditionally earns 70 percent of its daily revenue before 2pm (Melnick, 2010) this initiative is aimed at increasing sales in
the evening when coffee sales are slower. The expectation for the program is to double the revenue currently brought in
during the evening hours at the specific locations where the Evenings menu will be offered. Given the fact that only one in
three customers who visit Starbucks purchase food items with their beverage orders, another objective is to increase food
sales (Wright, 2015). The Starbucks Evenings menu offers alternative appealing options to the retailer’s typical bakery
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items. This menu aims to increase the food sales substantially and the goal is that food sales during the evening hours will
more than double.
Also, in keeping with the company’s goal to be innovative and keep ahead of its competitors in the Canadian market,
the program is a means of differentiating itself from brands like Tim Hortons and McDonalds who, as mentioned earlier,
are currently the top two leaders in the Canadian coffee market.
Furthermore, in keeping with the objective of maintaining the Starbucks brand as a café, the new offerings in the
Starbucks Evenings locations will not be promoted very heavily. In the U.S., bottles of wine or beer are not featured on the
barista counter next to Starbucks’ traditional offerings but are instead featured in the background and the Evenings food and
wine list are displayed only on a few small signs (Satran, 2012). The objective of this low visibility advertising is strategic
in preventing Starbucks from diluting its brand as a major player in the café industry. The slow and gradual introduction of
the program also aligns with the caution that the chain needs to
take in positioning itself as a café that serves alcohol as opposed
to a bar that serves coffee, a common concern raised by
restaurant insiders (Melnick, 2010).
6. MISSION STATEMENT
Starbucks Mission Statement: to inspire and nurture the human spirit – one person, one cup and one neighborhood
at a time.
The Starbucks mission statement was changed from specifically referring to coffee in order to capitalize on the
diversification of their brand, moving from just a coffee shop to a place that provides other food and beverage options
(Starbucks, 2011).. The original mission statement read “To establish Starbucks as a premier purveyor of the finest coffee
in the world while maintaining an uncompromising principles as we grow.” The current mission statement perfectly
integrates the Starbucks brand with the new products and services they offer. The mission statement still touches on the
values that are key to the Starbucks brand, such creating a culture of warmth and belonging. Joseph Michelli,
author of The Starbucks Experience, describes how “The other addictive beverage around which people have
come together in communities is alcohol on top of caffeine in the morning (Melnick, 2010).” While the word
“coffee” has been dropped from the original mission statement, Starbucks is still a place where people can come
together over a beverage, regardless of what’s in the cup.
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7. MARKETING MIX AND MARKETING OBJECTIVES
Place
The Starbucks Evenings program will make its Canadian debut in Toronto, followed by other large cities by the
end of 2015 (Wright, 2015). Currently, there are 1,445 Starbucks locations operating in Canada, with plans to open 100 new
stores per year in the next five years (Wright, 2015) however, the Starbucks Evenings program will not be appropriate for
all locations due to several factors. One important consideration is the size of the location. The new concept will require
expanded seating space to cater to groups, a target for its shareable food menu. The concept is therefore not suitable for
smaller locations which primarily serve on-the-go customers.
Another factor to consider regarding the place for Starbucks Evenings is neighborhood selection. Clarice Turner,
senior vice president and general manager, U.S. licensed business, in discussing the U.S. launch of the program, indicated
a need “…to choose the right locations with the right atmosphere, lighting and music…Many neighborhoods in America,
particularly in the suburbs, don’t have restaurants and clubs with this atmosphere (Franson, 2014).” It is also important to
note that the U.S. program is also succeeding in urban areas in close proximity to restaurants, theatres and other high traffic
evening destinations (Patton, 2015). Other high traffic areas of interest also include airports as suggested by restaurant
industry analysts at NPD Group (York, 2012). As such, Canadian airports can be viable options for locations as has been
with the two current airport locations featuring Starbucks Evenings, in Washington and London, U.K. In keeping with its
target market of females, it should also be noted that some of the U.S. locations that have been performing well with the
concept are located in shopping districts (Misonzhnik, 2013).
Price
There is a general acceptance that Starbucks does not compete on price and so far in the U.S., the Starbucks Evenings
program has been met with an acceptance of higher-end wines (Franson, 2014). The Starbucks Evenings food menu prices
range from $3.45 USD for warm cashews to 6.95 USD for chocolate fondue and wine priced at $7 to $15 per glass and up
to $50 per bottle (York, 2012). Given the fact that Canadian consumers are estimated to pay between 12 and 30 percent
higher prices for the same product as a consumer in the U.S., it is fair to say that projecting a price of $8 or $9 as a starting
point for a glass of wine is reasonable. This is also based on Starbucks being a company with a pricing objective of being a
product-quality leader. This means that the company’s pricing strategy is based on providing “high levels of perceived
quality, taste, and status and with a price just high enough not to be out of consumers’ reach (Kotler, 2013)”. This follows
Starbucks’ overall strategy of targeting a more affluent consumer market. The premium image that Starbucks represents is
evident in the Evenings menu with ingredients, such as truffle, and the selection of wine, including Dom Pérignon
champagne in some locations. The partnership with Riedel for the Starbucks branded wine goblets also speaks s to the
higher-end quality of the program’s offerings. The pricing strategy for this program is therefore to focus on delivering
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quality to consumers, in fitting with the Starbucks brand, as opposed to determining a price point that will reach a specific
ROI.
Promotion
Starbucks typically relies on word of mouth and social media platforms to connect with its customer base and the
strategy for the new Starbucks Evenings program is no different for the most part. In reference to the U.S. launch of the
program, the vice president of concept innovation at Starbucks indicated that there would not be much advertising for the
new concept other than social media communications (York, 2012).
A key factor of the Evenings program that is important for Starbucks to promote is the ambiance that it is looking
to create for its Evenings customers. The focus on not becoming a typical bar setting is essential for the Starbucks Evenings
program to fit in with the company’s overall strategy of being the “third place” for
its customers — a comfortable and casual place to go that is an alternative to home
and work (Franson, 2014). The Starbucks customized wine glasses by Riedel are a
way in which the company adheres to this strategy. The inscriptions “Escape your
plans,” “Permission to relax,” “Breathe in, drink out,” and “Take a moment or
three” promote an atmosphere of relaxation as opposed to that of a typical party
scene
Marketing Communications
The Starbucks Evenings program concept came about as a result of the company’s direct two way communication
channels with its consumer base. According to Clarice Turner, SVP and general manager of U.S. licensed business, the
reason that the Starbucks Evenings program was launched was in response to consumer’s desire for a place to unwind in
the evening with small dishes and options of beer and wine (Brandau, 2013), a desire that became evident from market
research including focus groups. Given the fact that Starbucks Evenings program will only be available in select locations,
an important aim will be building awareness of the program, according to Turner “it’s about helping guests figure out where
it is and then getting them coming back” (Brandau, 2013). Since only select locations will be part of the program, a national
generic campaign is not a fitting means for marketing the concept. As such, locations in which the program is being offered
will feature in-store signage and personal communication channels, with baristas spreading the word and encouraging
customers to revisit the store in the evening. A strategic way to communicate directly with customers for specific locations
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is through social media, namely Facebook and Twitter. An example of how the program has unfolded comes from the
Facebook page for the original test outlet location. The “Starbucks
Evenings at East Olive Way” Facebook page promotes an event that was
created in response to consumers asking for wine tastings. This method
of communicating with consumers falls in line with the company’s
strategy of creating an open dialogue with customers. It builds on the
concept of the “MyStarbucksIdea.com,” an online community where
consumers can share, vote and discuss ideas on how to enhance the
Starbucks experience. This strategy has important implications for the
reach of the program and the speed with which it is introduced and
expanded into the Canadian market. Communicating with consumers at
a more direct level will allow Starbucks to understand how to customize
the Starbucks Evenings experience at a local level, a factor that is
important to the company’s desire to not become a generic brand. This
two way dialogue allows customers to steer and fine tune the direction
that the program will take in the Canadian market thereby increasing the
value that the brand holds for its consumers.
8. FINANCIAL ANALYSIS
Stores projection
Currently, there are 40 Starbucks locations per 1 million people in Canada, and in the U.S. there is 34 per million
(Babad, 2014). According to these figures and the fact that today there are 34 Starbucks Evenings locations in the U.S., it
is projected that there should be 40 Evenings locations in Canada in the next 6 years with an increase of 7 stores per year.
Alcohol consumption is projected to increase about 3% over the next 5 years, however, the number of bars and pubs has
been decreasing in the last 5 years by about 10% the number of cafés has been increasing by about 9% in the past 5 years
(Euromonitor International, 2014).
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Projected number of outlets.
Reference: (Euromonitor International, 2014).
Sales Projection
Conservative Scenario
As mentioned, revenues for Starbucks Canada totaled CAD 900 million in 2013 (Euromonitor International,
2014) with women representing 60% of Starbucks customers who are looking for a quiet place where they can have a
relaxing time (Balkissoon, 2015). Forecasted sales for Starbucks Evenings in Canada are based on this information.
For that reason, the conservative scenario takes into account female loyal customers who drink alcohol less
frequently. This number represents an average of these women who purchase alcohol for home consumption and those who
purchase it at bars/restaurants and other establishments.
Reference: (Lepore, 2011)
References: (Canadian Tobacco, Alcohol and Drugs Survey (CTADS), 2013)
(Lifestyle, Restaurants, Bars and Pubs, 2015)
(Lifestyle, Alcohol, 2015)
2014 2015 2016 2017 2018 2019
Cafés 263.0608 285.9544 310.8404 337.8922 367.2982 399.2634
Bars/Pubs 1,763 1,600 1,460 1,342 1,242 1,157
Starbucks evenings
locations projection7 14 21 28 35 40
Consumer pattern % visits per month visits per year
Regular 80% 6 72
Loyal 20% 16 192
Females who has
drink alcohol last
year Women (L) Bars
Canadian low
alcohol
consumption
People who has
drink alcohol last
year 71% 9% 43%
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Best Scenario
This scenario considers both men and women who consume alcohol less frequently on average, and compares their
purchasing behavior in terms of alcohol bought for home consumption versus at bars/restaurants and other establishments.
A forecast was created using a projected market share of 6% for alcohol in Canada, which is the company’s current market
share for coffee (includes coffee purchased in-store and grocery stores). (Portal Euromonitor, 2015)
This figure was combined with the increases of bars/pubs/cafes over the last 5 years to come to a forecast of 5.7%.
Reference: (Cafés/Bars in Canada, 2013)
(Portal Euromonitor, 2015)
Net revenues (information in million of CAD)
Female loyal customer
who drinks alcohol vs
low alcohol consumption
(over 6 years) 2016 2017 2018 2019 2020 2021
Company-operated stores 119.8508 5.7811 11.5622 17.3433 23.1244 28.9055 33.0335
Total net revenues 119.8508 5.7811 11.5622 17.3433 23.1244 28.9055 33.0335
Operating income 28.4539 1.3725 2.7450 4.1175 5.4900 6.8625 7.8425
Conservative Scenario
Net revenues: (information in
million of CAD)
Starbucks loyal
customers and
current alcohol Low
consumers 2016 2017 2018 2019 2020 2021
Company-operated stores 135.97 6.56 13.12 19.68 26.24 32.79 37.48
Total net revenues 135.97 6.56 13.12 19.68 26.24 32.79 37.48
Operating income/(loss) 32.28 1.56 3.11 4.67 6.23 7.79 8.90
Best Scenario
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9. CONTINGENCY PLAN
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