Core Viewpoint - Starbucks Korea has implemented a policy prohibiting customers from bringing large work equipment into stores to enhance the in-store experience for all customers [1] Group 1: Policy Changes - The new policy specifically bans desktop computers, printers, and other bulky items that may limit seating and affect shared space [1] - The company continues to promote the concept of a "popular third space" for customers [1] Group 2: Customer Behavior - A professor from Curtin University noted that working remotely at Starbucks has become an economical option, as customers only need to purchase a coffee to work there, but this has led to overuse [1] - Currently, Starbucks in China is promoting the idea of office/study spaces, showcasing examples of stores being used as study rooms [1]

（文/霍东阳 编辑/张广凯） 哈根达斯要被挤下桌了。 6月，多家媒体报道称，哈根达斯母公司通用磨坊正在考虑出售哈根达斯在华的冰淇淋门店。 有媒体报道称，哈根达斯门店的买方将获得通用磨坊的商标授权（附带年限限制），潜在交易金额约5 亿-8亿美元，多家机构参与竞购，但尚未达成最终协议。 同样在考虑出售的还有星巴克中国。在7月29日，星巴克公布财报后，CEO Brian Niccol在之后的财报会 上表示，星巴克中国正在对超过20个有强烈意愿的机构进行评估。 不过，星巴克仍旧会是星巴克中国最大的老板，将保有中国业务30%的股权，其余70%由多个买家分 摊，每家不超过30%。 哈根达斯和星巴克在中国多年构建的品牌护城河与增长逻辑正在经历着入华以来最为严峻的考验。 昔日的高端品牌 1996年，哈根达斯在上海南京路开出了第一家门店，凭借"高端进口"的独特定位，迅速在国内冰激淋消 费市场站稳脚跟。 "高端进口"的定位并不是哈根达斯针对中国市场而为之。 随着商业地产的腾飞，哈根达斯也搭上了奢侈品入华的"快车"，门店一律设在一二线城市最繁华的地 段，多位于中高端商场一楼入口，毗邻奢侈品牌。这也让哈根达斯在门店装修的成本极高，在 ...

该公司表示将继续保持"受欢迎的第三空间"理念。 报道援引澳大利亚科廷大学韩国社会与文化副教授 Jo Elfving-Hwang 的说法，去星巴克远程办公确实是 一种相当经济的办公方式，"你只需要买杯咖啡，就能在那里工作 —— 但现在人们有点过度利用了"。 （IT之家） 【#韩国星巴克禁止顾客携带台式电脑##韩国星巴克回应禁止顾客带台式电脑#】据《FORTUNE（财 富）》8 月 12 日报道，在办公室空间稀缺的韩国，远程工作者正在将星巴克咖啡馆作为远程办公场 所。 韩国星巴克现在禁止顾客携带大型工作设备，包括台式电脑和打印机等。星巴克韩国发言人向该媒体表 示："星巴克韩国已更新其政策，以确保所有顾客都能享受愉快且便捷的店内体验。虽然欢迎笔记本电 脑和小型个人设备，但顾客被禁止携带台式电脑、打印机或其他可能限制座位并影响共享空间的笨重物 品。" ...

Market Dynamics - Starbucks is facing an identity crisis in China due to fierce domestic competition [1] - China's economy is undergoing major shifts, impacting foreign brands like Starbucks [1] Business Challenges - Starbucks is trying to salvage a flagging legacy business in China [1]

Key Takeaways Starbucks U.S. Rewards members hit nearly 34M, with higher spend from fewer discounts.Operational upgrades cut order times to under four minutes in most channels.Delivery transactions rose over 25% year over year, adding incremental sales.Starbucks Corporation (SBUX) is leveraging its digital ecosystem to lift transactions, improve ticket size and enhance the customer experience. The company is focusing on loyalty, mobile ordering, delivery and operational improvements to drive spend growth.In ...

Core Viewpoint - Starbucks is considering selling 70% of its Chinese business while retaining 30%, which raises concerns about the feasibility and implications of such a strategy in the competitive market [5][30][34]. Group 1: Business Strategy and Market Position - Starbucks CEO expressed confidence in the Chinese market, stating the company is evaluating over 20 interested institutions for potential partnerships [5]. - The valuation of Starbucks' Chinese business is reported to be as high as $10 billion [5]. - The company has maintained a fully self-operated model in China, contrasting with its North American strategy, which has a mix of self-operated and franchised stores [8][12]. Group 2: Store Expansion and Performance - As of the end of fiscal year 2024, Starbucks had 40,200 stores globally, with 21,000 being self-operated, representing 47.7% of the total [10]. - The number of self-operated stores in China reached 7,594, significantly surpassing Japan's 1,809 stores [14]. - The company has seen a decline in market share in China, dropping to 14% by 2024, amid rising competition from local brands [16]. Group 3: Financial Performance and Profitability - In North America, self-operated stores contribute 90% of revenue but less than 50% of operating profit, highlighting the cost structure challenges [18]. - For fiscal year 2024, North American self-operated business reported an operating profit of $2.6 billion, with a profit margin of 10.7% [19]. - The international division, particularly in China, has shown promising growth, but the self-operated business has faced significant operating losses, with a loss rate of 14.3% [25][26]. Group 4: Strategic Challenges and Considerations - The proposed sale structure of retaining 30% equity while selling 70% to multiple buyers is viewed as problematic, potentially leading to governance issues and lack of control [30][34]. - The comparison with Uber's exit from the Chinese market illustrates the complexities and potential pitfalls of maintaining partial ownership in a competitive landscape [34]. - Starbucks' strategy of retaining a minority stake may hinder the ability to fully capitalize on the growth potential of its Chinese operations [34][35].

Core Viewpoint - Starbucks is evaluating over 20 institutions with a strong interest in its China business, aiming to retain a significant equity stake while potentially selling 70% to multiple buyers, each holding no more than 30% [1][2]. Group 1: Business Strategy - Starbucks has adopted a fully self-operated model in China, contrasting with its North American strategy of a 60:40 self-operated to franchised ratio, which has been stable for years [3][6]. - The company has been gradually transitioning from a franchise model to a self-operated model in China since 2003, with the number of self-operated stores increasing significantly [6][20]. - The self-operated model allows for better service quality and brand image, while the eventual goal is to replicate the North American model of 60% self-operated and 40% franchised stores in China [8][19]. Group 2: Financial Performance - As of the end of fiscal year 2024, Starbucks had 7,594 self-operated stores in China, significantly outpacing its second-largest market, Japan [6][20]. - The international division's self-operated revenue for fiscal year 2024 was $5.51 billion, but the operating loss rate reached 14.3%, highlighting the challenges faced in international markets [16][17]. - The North American division's operating profit for fiscal year 2024 was $2.6 billion, with a profit margin of 10.7%, but faced a 30.6% year-over-year decline in operating profit for the first three quarters of fiscal year 2025 [12][17]. Group 3: Market Dynamics - Starbucks' market share in China has declined to 14% by 2024, facing strong competition from local brands like Luckin Coffee [9][20]. - The company’s strategy to retain 30% equity in its China business while selling the majority stake raises concerns about potential conflicts and operational challenges, similar to the Uber and Didi case [21][22]. - The proposed sale structure may lead to a "deadlock" situation, where the retained stake complicates the integration and operational independence of the new buyers [22][23].

Market Expansion - A coffee chain, rivaling Starbucks, is expanding into the American market [1]

Group 1 - The article discusses the increasing presence of elderly individuals in urban spaces such as cafes and fast-food restaurants, highlighting their need for social interaction and cooling spaces during summer [1][3][4] - It emphasizes the lack of suitable urban spaces for different demographics, particularly the elderly, who often occupy areas designed for younger populations, leading to conflicts over space usage [3][8] - The concept of public space is explored, noting that urban planning often fails to accommodate the needs of various groups, resulting in a struggle for resources among different age demographics [8][9][22] Group 2 - The article references sociologist William H. Whyte's research on public spaces, indicating that people are drawn to areas with others, contradicting their stated preferences for solitude [4][7] - It highlights the active role of elderly individuals in claiming and modifying urban spaces to meet their needs, demonstrating a proactive approach rather than a passive one [8][11] - The discussion includes the impact of commercial spaces, such as Starbucks, which serve as informal public spaces, providing a venue for social interaction beyond traditional settings [12][14][18] Group 3 - The article points out the tension between different user groups in public spaces, where the needs of the elderly for leisure and socialization often clash with those of younger individuals seeking active recreational areas [8][9][22] - It discusses the role of chain stores in providing standardized public spaces that cater to diverse needs, while also raising concerns about the homogenization of social experiences [18][19] - The narrative suggests that urban spaces are increasingly shaped by commercial interests, blurring the lines between public and private domains, and complicating the understanding of public space in the context of urban life [22][27]