China Food

8000 word interpretation of global user experience – Starbucks’ sharp knife and blunt point

From marketing digitalization to experience digitalization.

Rigid ROI, evolutionary Rox

With the evolution of technological revolution and the promotion of social productivity, the cornerstone of competitive advantage in the business world will change almost every ten years.
In the 1990s, in an era of short supply, the core driver of enterprise growth was “products are king”, and better products mean higher market share. With the development of Internet economy, in the 21st century, especially around 2010, “channel is king” has entered a peak period. Better and broader channel resources mean better sales performance.
In recent years, the online and offline traffic under the original “channel is king” mode has begun to enter the stock competition, but in the choice of consumer goods, consumers no longer meet the basic functional satisfaction, but instead pursue spiritual satisfaction and personalized consumption. In the era of scarce consumer attention, we have entered the era of “user is king”.
In the user driven mode, brands pay more attention to user experience and return to the essence of business – people. In a people-oriented consumer society, how can brands really retain people? The answer is that the brand must change from the past marketing war to brand war, and from the past heavy traffic to heavy experience.
Under the transformation of its strategic focus, it also includes the measurement index of the return value of brand management activities, that is, the transformation between ROI and Rox. ROI is familiar to everyone, and Rox (return on experience) is a new indicator rising with the introduction of experience strategy.
Under the Rox model, Huang Feng, the author of “comprehensive experience management”, made a more in-depth interpretation of the Rox measurement formula he proposed earlier: [1]
  • Higher purchase: in terms of brand premium, brands should change from low price competition to experience value-added;
  • Deeper recognition: in terms of transformation, brands should change from mental occupation to mental recognition;
  • More people: in terms of customer acquisition, the brand should change from buying traffic to aggregate communication, pay attention to the accumulation of natural traffic, and rely on the spontaneous sharing of people with mental identity to bring increment to the brand with excellent experience;
  • Longer term relationship: in terms of re purchase, brands should change from one-way marketing to relationship co construction.
Through the explanation of the four variables of Rox, combined with the understanding and comparison of ROI and Rox in the growth black box below, it is not difficult to find that there are core differences between the two indicators of ROI and Rox:
  • ROI focuses on effect marketing, and the budget is mainly spent on the third-party marketing platform; Rox focuses on brand management, and its budget is mainly spent on its own field;
  • ROI provides mental coverage, mainly reaching consumers through investment materials; Rox does mental identification and strengthens users’ sensory stimulation and emotional links;
  • ROI investment is flexible, effective and difficult to compound interest accumulation; Although the investment of Rox is large and the effect is slow, it can compound interest growth.
In general, growth black box believes that ROI is a financial indicator that focuses solely on brand marketing input and Gmv output; Rox is a brand indicator that pays more attention to the feedback of users’ emotional value. The former pays attention to the rapid realization of marketing investment in the short term, while the latter pays more attention to the long-term accumulation of user assets.
Of course, we don’t have to argue about the merits of ROI and Rox here, but we want to tell you that in the environment of fading traffic dividends and tightening brand marketing, Rox under the user experience strategy can well help entrepreneurs think about the problems of brand management from a new dimension. In the era of user supremacy, entrepreneurs should also avoid rigid thinking and maintain strategic sharpness to the changes in the brand’s living environment.

Global experience management in the digital age

After 20 years of development since the concept of experience economy was introduced into China in 2002, the theory of user experience management has become increasingly mature. In practice, the optimization and effect measurement of brand for user experience is no longer a metaphysics, and its positioning and measurement gradually have more systematic strategies and more quantitative indicators.
With the transformation of brand from marketing war to brand war and the evolution of ROI to Rox, the practice of enterprise business activities also needs digital transformation.
If the data tools are mapped to the new retail store model, when the brand has completed the optimization of “people” and “goods”, that is, more accurate user insight and more attractive advertising, at this time, how the brand can do a good user experience in the “field” to condense the growth potential brought by “people” and “goods” to undertake the collection of consumer attention determines the long-term development potential of the brand.
For this reason, growth black box believes that the most critical point to realize the value-added of user experience through the Rox strategic logic is the digital “global management” of user experience. Based on the experience node of each user online and offline, the brand monitors, analyzes and optimizes their behavior, so as to improve the user experience and increase users’ loyalty to the brand.
The global category here mainly refers to the brand’s own DTC channels: online includes the brand’s official website, app, wechat private domain, etc; Offline refers to brand Direct stores. During the expert interview, we found that in the figure below, whale’s understanding of global experience management under the action mechanism of “people and goods yard” under the new business form is very close to the field logic proposed by growth black box.
Writing here, many readers may ask, how can we do a good job of user online and offline global experience management? Before answering this question, let’s first introduce the changes of digital tools of brand management.
According to the interview of growth black box with Guan Herong, a senior Growth Expert in the industry (now the chief growth officer of whale strategy), he said that the marketing oriented brand operation activities have nurtured a number of digital marketing / operation management tools, such as CDP describing the portrait of a single consumer, SCRM extending users’ journey, DMP combined with advertising platforms, dam for product content integration management, etc. these tools mainly act on the “human” level, Help the brand gain accurate insight into consumers, and optimize it at the level of “goods” to match its preferences.
However, if you want to do a good job in global user experience management, the defects of traditional Martech tools that emphasize marketing and ignore experience begin to be exposed, especially the management of the key experience element of “field” has become a weakness. In this business context, we have observed that many large chain enterprises have begun to apply a kind of digital strategies and tools that focus on consumer experience and take “field” as the management object. In other words, user experience oriented digital management has become a new trend.
According to the growth black box observation, at present, there seems to be no particularly large-scale enterprises in this field, but we find that SaaS software service providers have put forward the concept of SDP (space data platform) with their professional advantages and forward-looking insights.
So, what is SDP? As for the working principle of SDP, we might as well combine the following flow chart:
The first step is to help the brand sort out a complete consumer journey based on consumer insight, and roughly locate the key points of consumer experience;
Second, according to the characteristics of online / offline fields, select appropriate data embedding tools to supplement all consumer behavior data related to the above experience nodes;
Third, after structuring the massive video and action data, the brand can conduct multi angle data analysis by comparing the industry, comparing the brand itself and aiming at the abnormal points of the data;
Fourth, finally, SDP helps the brand return to the business level for attribution, and optimizes the business by connecting with other systems such as goods management and shopping guide management.
That is to say, on the basis of taking Rox as the core to help the brand to standardize and disassemble the key experience nodes in the journey, relying on the results of data analysis, we will carry out refined operations on the online and offline fields, and finally bring consumers a high standard of global experience. In a word, SDP can help enterprises define, analyze and solve problems one by one from three stages: data online → data analysis → data application, forming a closed loop of global user experience management.
In addition, around the digital logic of SDP, brands want to do a good job in global user experience management. After a month of research, it is found that they can be optimized from the “four management cornerstones”:
  • Product experience management
  • Member experience management
  • Space experience management
  • Service process experience management
Under the digital strategy logic of SDP, the overall goal of enterprises is to realize the digital upgrading of user experience at the front end and the improvement of management and operation efficiency at the back end. But to achieve these goals, enterprises need to have the ability to digitize these experience dimensions in the middle end, digitize the metaphysical experience, and make it a scientific basis for decision-making through analysis and measurement.
So far, the growth black box has introduced many new concepts and ideas. Therefore, here we briefly sort out the progressive logic of relevant concepts:
In the environment of brand user first and the overall cyclical growth stall of the brand, the strategic origin of the brand should be changed from ROI to Rox, which is a major guideline of the whole; Under the guidance of Rox’s experience strategy, brands should do a good job in global experience management, which is the strategy of converging the growth potential of “people and goods yard” under the new business form; Around the whole domain user experience management, SDP is a new mode of digital empowerment of field management; Driven by the new SDP model, the four management dimensions are the cornerstone of its digital positioning.
In order to help readers better understand the digital global experience management, we still adopt the case analysis method that the growth black box has always been good at. We select typical representatives of different industry tracks such as Starbucks, Anta and ideal as the research object, and combined with in-depth interviews with industry experts, in order to objectively analyze the sharp knife advantages and blunt points displayed by brands in the process of the implementation of global experience management in China.
However, due to the limited space, the growth black box divides it into two parts. In this part, we mainly focus on the disassembly and analysis of Starbucks’ global user experience.

Starbucks: from the third space to the fourth space

Consumer experience has always been rooted in Starbucks’ brand DNA. The global strategic positioning of Starbucks’ well-known “third space” is based on in-depth insight into user experience, strategically emphasizing user interaction and service, and anchoring brand value in depth with user experience.
With the strategic positioning of the third space, Starbucks has had a smooth journey into the Chinese market since 1999. However, around 2017, due to the intensification of competition in the Chinese coffee market and the great changes in the consumption environment in the digital era, the same store sales growth rate of Starbucks in China began to slow down gradually.
From the perspective of consumption competition environment, when generation Z young people are bound by various coupons of Ruixing Internet and become “young people’s first sip of coffee”, the “third space” coffee consumption and spatial consumption binding business model is no longer the only solution for the industry.
From the perspective of consumer habits, when the convenience and economy brought by the Internet technology revolution are deeply rooted in the hearts of the people, and when the average daily mobile phone consumption time of Internet people exceeds 6 hours, Starbucks’ brand strategy of “third space” will face the biggest challenge since its establishment! [2]
In order to break the bottleneck of growth, Starbucks’ response strategy is to reshape the consumption field with digital upgrading and continue to optimize the user experience of the whole region. It mainly includes two strategic dimensions:
  • Offline, maintain the experience upgrading of the “third space” of traditional stores
While retaining the inherent advantages of the traditional “third space”, digital tools are used to enable product experience management, space experience management, service process experience management and other links.
  • Online, start to build a “fourth space”
    with global experience integration
Starbucks builds the “fourth space” online private domain based on the mobile Internet, realizes the integration of online and offline contacts on the basis of the formed “third space”, and creates an o+o global user experience. [3]
Whether upgrading the traditional “third space” or directly building the “fourth space”, Starbucks has optimized and upgraded the space experience, product experience, service experience and member experience to varying degrees by relying on digital construction. Next, we will disassemble these four dimensions one by one.

3.1 member experience management: “more people” + “higher purchase”

Let’s talk about the member experience management that Starbucks is most popular in the industry. In the preface, we mentioned that under the Rox experience strategy model, two variables are “more people” and “higher purchase”.
Compared with Starbucks with this parameter, in order to achieve the goal of “more people”, its main measure is to expand membership increment; In order to achieve “higher purchase”, Starbucks builds a membership system and relies on RMF model and private domain operation to activate existing members to improve user value.
Combining the two, we can achieve “deeper recognition” and “longer-term relationship” by upgrading user rights and strengthening private domain links, that is, the improvement of the last two parameter variables of Rox.
A. More people: reduce the threshold of membership and expand membership increment
In order to expand the number of members, Starbucks has reduced the threshold of member registration and expanded the number of private domain users.
According to Starbucks’ original membership plan, registered members need to buy a 100 yuan Star gift card. After December 2018, Starbucks’ new membership system can register as a member free of charge, and promote members through consumption. This has lowered the threshold of member registration and expanded the operational membership base in Starbucks’ private domain to achieve the goal of “more people”.
B. Higher purchase: private domain operation +rmf model to promote membership system
Secondly, in order to activate the stock of members, Starbucks began to increase the operation of private members and establish deep interaction with the community as a unit. In this regard, Starbucks takes the community (store) as the unit to create the concept of familiar customer group and attract interested loyal users to join the group.
After users join the group, in addition to enjoying the basic marketing activity information and the preferential rights and interests of daily operation, what is more important is that there are about 10 baristas online in each regular customer group of Starbucks stores, providing non-standard and warm services, including problem solving, emotional interaction, offline activity invitations (coffee tasting, pet day, etc.), in order to become friends with users.
Image source: increase the wechat member experience of black box Starbucks
In addition, in order to conduct more granular and refined operations in the online arena, Starbucks launched targeted member operations for different member categories according to the RMF model, so as to improve loyalty and value.
Specifically, Starbucks collects data from three dimensions: last consumption time (recency), consumption frequency (frequency) and consumption amount (money). In terms of data analysis, important customers and general customers are divided according to the amount of consumption; According to the consumption frequency and recent consumption, the members are divided into value customers, maintaining customers, developing customers and retaining customers, and finally the members are divided into 8 categories in the above figure.
After the member portrait is clearer, Starbucks will carry out the digital landing application of member layered operation.
  • For high-value members, Starbucks carries out specific marketing activities in the private domain. According to the user’s historical order data, the corresponding order quantity and point quantity can be exchanged for Starbucks peripheral gift
  • For important development customers (high consumption amount and low frequency), e-coupons valid within 7 days will be issued to improve the two indicators of “consumption frequency” and “last consumption time”, so as to improve their user stickiness and loyalty
To sum up, Starbucks has deeply cultivated users with the help of digital tools in member operations. While deepening user experience, its experience strategy has also begun to feed back Starbucks.
The data shows that despite the repeated impact of the epidemic, the number of Starbucks members has soared from Q4 in 2020 to 18million 90 day active members by Q1 in 2022. Starbucks’ sales in China increased from 72% of Q2 in 2021 [4] to 75% of Q1 in 2022. [5]

3.2 product experience management: research and development, display, management and three-dimensional upgrading

In terms of product experience upgrading management, Starbucks mainly launches from the three sub dimensions of product R & D upgrading, product display and product management in the figure below. Each dimension involves digital application in different depths, and the effect of its refined operation is mainly highlighted from the front-end and back-end aspects.
A. Product R & D and upgrading: comprehensively collect user feedback, and consumers reverse drive R & D
Growth black box learned that Starbucks has achieved co creation with users in product research and development, and the upgrading and innovation needs of products are driven by collecting user feedback. The data insight Department of digital venture is responsible for user research in new product research and development. This department usually conducts customer research on the idea of beverage, food, cup and other product research and development, so as to find out the degree of consumer preferences and market size goals.
In addition to the internal drive of the organization, Starbucks will also collect user feedback with the help of global multi touch. Through employee interaction, telephone, Starbucks app, wechat applet and other contacts to collect information, customer service summarizes the collected information and transmits it to the product research and development department to help product research and development.
In the specific application of data, Starbucks will adjust its products in time according to the data analysis results, so as to meet the personalized upgrading of consumer needs. For example, since 2018, some Starbucks stores have upgraded their coffee machines. The upgraded coffee machines have three outlets, which produce low calorie, regular and special flavor coffee respectively. In addition, Starbucks also changed the toffee Hazelnut Latte from a Christmas exclusive to a regular one according to hundreds of thousands of consumer feedback.
B. Product display upgrade: ab testing mechanism + personalized product recommendation
Growth black box learned that Starbucks conducted AB test internally before the functional modules of marketing and mobile products were officially launched. For example, Starbucks will test the conversion effect of pages with different layouts of the same content. For example, if 10000 people push, first push it on two groups of 500 people, then select the version with good effect, and then push it to the remaining 9000 people.
In addition, Starbucks collects user consumption data by establishing a CDP system, establishes correlation research according to data particles such as order time, store information, commodity information, consumption amount, and recommends personalized related products to users. It is understood that according to user preferences, when users visit Starbucks every time, the system will make different personalized recommendations, and the conversion rate of this case is increased to 46%. [6]
However, in terms of product display and upgrading, according to the growth black box, Starbucks has not yet established a dam. Due to the large number of teams and numerous materials, they are stored in different locations of the company’s online disk, which is easy to lose and difficult to trace after a long time. In the future, Starbucks may intend to adopt the method of content studio to integrate materials into the material library, and link the electronic display screen in the store to realize the automatic replacement of display screen materials.
C. Product management upgrade: exploring digital inventory statistics scheme
Previously, we briefly introduced the two product experience dimensions that favor the front end. Here, we briefly introduce Starbucks’ inventory status management from the perspective of the back end.
Although Starbucks’ digital knife advantage is very obvious, Starbucks mainly relies on manpower to solve the inventory management problem, and currently does not use image recognition inventory management. Although each store arranged two employees to inventory every week from the past, and now only one employee needs to inventory in 10 minutes after work, and the real-time and granularity of inventory have been improved, there are differences between manual inventory and the number of goods recorded in the system of the warehouse, and the synchronization frequency of inventory is low, so it cannot be updated in real time every day, and it cannot be combined with other external data (such as temperature), Analyze the product sales attribution more accurately.
In order to solve this digital blind spot, Starbucks is currently piloting RFID radio frequency technology in the United States; In the Chinese market, image recognition technology is being gradually piloted. Through the input of a large number of commodity images, artificial intelligence system learning is carried out, shelf images are taken by cameras, and the information of goods is recognized based on image recognition algorithm, so as to realize the real-time statistics of goods. [7]
We won’t introduce the specific technology of inventory management too much, but its application value is briefly mentioned here. You may have heard the news about the use of expired ingredients in two Starbucks stores earlier. However, if Starbucks can fully realize automatic and real-time identification of goods information, and automatically identify expired goods according to the production date and shelf life information of goods, it can greatly ensure food safety and avoid the above risks; In addition, real-time inventory dynamics +ai intelligent technology can also help enterprises realize automatic replenishment and create a flexible supply chain with rapid response. [8]

3.3 space experience management: fine operation of chain store field

About Starbucks’ space experience management, we will focus on how it digitally upgrades the traditional offline “third space”. His series of strategies in space experience optimization are highly consistent with the SDP concept we proposed at the beginning.
Growth black box learned that at present, some Starbucks stores have introduced camera equipment to collect behavior data that does not include personal privacy, such as passenger flow and moving line, and analyze it from five sub dimensions: passenger flow monitoring, shelf placement and display adjustment, functional area adjustment, passenger seat adjustment / store shape selection and consumer portrait recognition, which synchronously improves the space experience and utilization efficiency of stores.
Here we focus on how Starbucks makes good use of data in five sub dimensions:
  • Passenger flow monitoring: through data analysis, the idle periods of 1500 stores are summarized. At the beginning of 2022, Starbucks made an online reservation for the exclusive space service product “1971 living room” in the launch of meituan app, and “put the free time of the store” on the shelves “according to the analysis. Consumers can book the exclusive space of Starbucks stores online to experience personalized scenes and services such as business meetings and theme parties.
  • Shelf placement and display adjustment: according to the index analysis results, timely adjust the location of the shelf, the placement direction of the shelf, and the product display of the shelf (around coffee beans, cups, etc.).
  • Passenger adjustment / store form selection: carry out reasonable passenger adjustment according to the table occupancy rate and table occupancy time, which can not only make the consumer experience reach the peak, but also find the optimal solution for store operation; If the occupancy rate is very low, you can change the store to coffee express store (online point, pick up at the store), and change the store shape to reduce operating costs and improve operating efficiency.
  • Function area adjustment: adjust the space layout according to the utilization rate of each area, such as adjusting the size of the rest area according to the utilization rate of the rest area.
  • Consumer portraits: through data collection, after generating accurate passenger flow portraits of stores, it provides guidance for individual stores to realize personalized marketing and user operations.

3.4 service experience management: three consumption modes, consistent user experience

Based on the positioning of the “third space” experience strategy, Starbucks combines digital and non digital means in the service experience management process, and improves the consistency of service experience on the premise of maintaining a high level.
A. Non digital means: staff service upgrading
Starbucks empowers its employees through the company’s “partner culture” to ensure the consistency of service quality and user experience. Starbucks calls its employees “partners” and advocates the elimination of “employment relations” and the establishment of equal and friendly “partnerships”. Starbucks firmly believes that to satisfy customers, employees must be satisfied first.
In addition, Starbucks has also established a sound staff training system, emphasizing brand culture and positioning, coffee expertise and service standards. It is understood that every new partner needs to quickly integrate into the company’s core concepts, culture and values, and accept a three-day “cultural integration” course to teach Starbucks’ corporate culture and coffee knowledge. The course mainly includes three “CS”: coffee, culture and connection. [9]
Under the influence of the company culture and the cultivation of professional skills, Starbucks employees show their warm and professional image to consumers to improve the service level and optimize the consumption experience of offline stores.
B. Digital means: optimize the whole field point order process
Then, how does Starbucks ensure the consistency of consumers’ experience at the process node in the departure scenario? We have learned that its main strategy is to optimize the global order process. By expanding the online contacts of self owned Platforms + third-party platforms, consumers can easily order online.
At present, Starbucks’ cooperation with third-party platforms involves many core businesses such as tmall, Taobao, eyao and HEMA. Relying on the online delivery service of eyao platform and HEMA’s distribution system, Starbucks has developed online flagship stores as new online channels and contacts. In January this year, Starbucks’ special star delivery service was fully launched for meituan takeout.
In terms of its own platform, Starbucks has launched its official ordering platform, special star delivery ™ And “fast Starbucks now” products. Starbucks used to pay more attention to the order ordering process optimization of its own platform, because as a brand private domain, its own platform has important strategic significance to deepen the relationship between consumers and brands.
Due to the full contact optimization of the ordering process, the proportion of Starbucks’ mobile order sales in 2021 maintained a steady growth, from 30% in Q1 2021 to 36% in Q4 2021. [10]
In addition to connecting multiple online contacts, Starbucks has also made digital efforts to reduce the waiting time of users.
Before adopting the digital solution, many Starbucks stores were faced with the pain point of long queuing time and waiting time due to the large passenger flow in rush hour, which affected the consumer experience.
In this regard, Starbucks’ traditional non digital solution is to slow down the waiting time by taking measures such as the duty manager helping consumers pre order, adjusting the clerk configuration, and transferring takeout orders according to experience.
After adopting the digital scheme, some Starbucks stores use OMS order management system to allocate orders. Through intelligent algorithms, combined with the number of offline orders and the catering of stores, we can reasonably allocate online orders and ensure the immediacy of consumer experience.
Through the analysis of Starbucks, it is not difficult to find that its methodology of global user experience has taken the initiative to choose “slow” in strategy – there is no strategic shortcut to win with one move, and there is no short-term demand for quick cash. In terms of digital field management, we choose “fast” in strategy – based on the digital infrastructure capacity, we have improved and optimized the operation efficiency of users’ deep cultivation and meticulous work.
But even such a benchmarking enterprise, its digital landing process is not in some blunt points and deficiencies. It can be seen that digital global experience management is indeed a long-term project. Brands must have strategic endurance and determination to resonate with consumers.

From “marketing digitalization” to “experience digitalization”

If you are a senior executive of an enterprise, have you ever thought about the primary task of the enterprise in the next five years? In this regard, some institutions in the industry have conducted research on this issue on 1920 business people. As a result, customer experience (Cx) ranks first, beating products and prices.
Why are CXOs so interested in customer experience? From the financial perspective of investment and return, focusing on CX is not the self congratulation behavior of enterprise executives.
According to the Research Institute of qualtrics XM, companies that earn $1billion a year can earn an additional $700million on average within three years of investing in customer experience. [11]
Looking at China, through the disassembly and analysis of Starbucks’ global user experience strategy, it is not difficult to find that with the technology explosion, on the premise of doing a good job in digital infrastructure, enterprises have the ability to quantitatively optimize and apply user experience, and can carry out structural analysis and commercial application of scattered data scattered in different experience nodes, which is mainly reflected in the four cornerstones of user experience management:
  • Member experience management: improve user value by building a member system and relying on RMF model and private domain operation
  • Product experience management: counteract the data feedback mechanism to improve the efficiency of research and development, product display and management
  • Space experience management: with the help of digital tools, the space experience and utilization efficiency of stores are improved from five sub dimensions: passenger flow monitoring, shelf placement and display adjustment, functional area adjustment, passenger seat adjustment / store shape selection and consumer portrait recognition
  • Service experience management: combine digital and non digital means to optimize users’ recognition of high-level service at different experience nodes
From the case analysis of Starbucks, we can see that Rox is no longer a theoretical concept, but a new strategic guidance that can be implemented digitally, feed brand performance and promote enterprises to practice long-term ism under the new business form. Around the Rox strategic guidance, the new SDP digital logic can help brands better conduct global user experience management and refined operations, and realize the digital positioning of brand assets.
In the experience economy, brands should slow down strategically, but they also need to use digital tools to make their growth flywheel faster. For example, Amazon incorporated the user experience into the flywheel model of the actual growth of the brand.
In the cyclical environment of centralized stall of brand growth, we need to settle down and think about the driving force of the brand in the future. The brand should get rid of the short-term idea of focusing on ROI and focus on people’s depth and refined operation, that is, Rox under the experience strategy.
In other words, as whale’s CGO Guan Herong has observed, just like the “marketing digitalization” of consumer data in the past decade, the new business trend in the current stock era is “experience digitalization”.
For enterprises, growth black box believes that if the window period of marketing digitalization is missed, now there is a new opportunity to overtake in the corner, that is, to complete the digital infrastructure for experience digitalization, so as to seize the beach layout, occupy the first mover advantage and plan for the future.
In the era of user supremacy, the fulcrum of brand growth is actually people. After all, what makes a brand is not advertising, but user reputation; What touches people is not the slogan, but the user experience. The future of experience economy has come. If you go forward, you will benefit the world at the same time, and if you go back, you will be unable to take any steps.
reference material:
[1] “Comprehensive experience management” – Huang Feng & Huang Shengshan & Su Zhiguo. China finance and Economics Press, June 2022
[2] Brand strategy: repeat Starbucks — the Enlightenment of history — the digital fourth space — Netease News
[3] Starbucks integrates “digital” marketing to provide consumers with a “fourth space” – Coffee network
[4] You have so many members, how many are useful? New retail business review
[5] Starbucks private domain: 18million active members, contributing 75% of revenue everyone is a product manager
[6] He Jon: big data +ai, the road to modern marketing? Internet Weekly. December 2018
[7] Digital transformation of traditional enterprises — Enlightenment from Starbucks | Baidu Library
[8] Starbucks Li Lei: digitalization can’t just look at online business | look at business
[9] Why can’t Starbucks employees dig away| Salaried person, salary, enterprise, small salary
[10] Starbucks’ record opening speed in China: 654 new stores opened in 2021, with same store sales increasing by 17% | catering o2o
[11] Customer experience data you need to know in 2022 | Pelican comprehensive customer experience management



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