Research Article
Open access
Published on 27 April 2023
Download pdf
Zeng,N. (2023). The Adaptability of Costa Coffee’s Organisational Management in Its Sinicization Operation. Advances in Economics, Management and Political Sciences,6,476-482.
Export citation

The Adaptability of Costa Coffee’s Organisational Management in Its Sinicization Operation

Ni Zeng *,1,
  • 1 Business School, Durham University, Durham, DH1,3LE, UK

* Author to whom correspondence should be addressed.

https://doi.org/10.54254/2754-1169/6/2022189

Abstract

The research aims to understand the difficulties that Costa Coffee is facing during its development in China. Key research findings indicate that marketing strategy, low brand awareness and high turnover are the main issues for Costa Coffee. Furthermore, Costa Coffee’s current challenges could result in financial losses, failed market share acquisition, and eventual failure to grow in the Chinese market. Hence, it is critical to address the issues raised in this study related to Costa Coffee. This research demonstrates two suggestions based on organizational behavior theory related to solve the existing issues. With the help of Maslow’s hierarchy of needs and McGregor’s Theory X and Theory Y, Costa Coffee’s current challenges in the Chinese market can be effectively solved.

Keywords

Costa Coffee, SWOT analysis, organizational behaviour, motivation theory

[1]. Zhang N. Coffee market in China: trends & consumer strategies. A coffee industry market research of a traditional tea-drinking country[J]. 2014: 1-116.

[2]. Ferreira J, Ferreira C. Challenges and opportunities of new retail horizons in emerging markets: The case of a rising coffee culture in China[J]. Business Horizons, 2018, 61(5): 783-796.

[3]. Voigt K I, Buliga O, Michl K. Globalizing Coffee Culture: The Case of Starbucks[M]//Business Model Pioneers. Springer, Cham, 2017: 41-53.

[4]. Bantiwalu E A. Factors Influencing Current Coffee Consumption Preference and Behavior in China[J]. Innovation And Management, 2012: 78-268.

[5]. Maamoun A. Coca-Cola Brews a Hot Acquisition: Costa Coffee[M]//SAGE Business Cases. SAGE Publications: SAGE Business Cases Originals, 2020: 29-56.

[6]. Hoefener K. Coffee house consumer behavior in Changsha, China[D]. , 2015: 8-49.

[7]. Smith M D. The empire filters back: consumption, production, and the politics of Starbucks coffee[J]. Urban Geography, 1996, 17(6): 502-525.

[8]. Nazir S, Shafi A, Nazir N. Strategic Change and Effectiveness of Starbucks Coffee in China[J]. Kambohwell Publisher Enterprises, 2014, 2(1): 17-23.

[9]. Koehn N F, McNamara K, Khan N N, et al. Starbucks coffee company: Transformation and renewal[J]. Harvard Business School Case, 2014: 314-068.

[10]. Kirschenbaum A, Weisberg J. Employee’s turnover intentions and job destination choices[J]. Journal of organizational behavior, 2002, 23(1): 109-125.

[11]. Mobley W H, Griffeth R W, Hand H H, et al. Review and conceptual analysis of the employee turnover process[J]. Psychological bulletin, 1979, 86(3): 493.

Cite this article

Zeng,N. (2023). The Adaptability of Costa Coffee’s Organisational Management in Its Sinicization Operation. Advances in Economics, Management and Political Sciences,6,476-482.

Data availability

The datasets used and/or analyzed during the current study will be available from the authors upon reasonable request.

Disclaimer/Publisher's Note

The statements, opinions and data contained in all publications are solely those of the individual author(s) and contributor(s) and not of EWA Publishing and/or the editor(s). EWA Publishing and/or the editor(s) disclaim responsibility for any injury to people or property resulting from any ideas, methods, instructions or products referred to in the content.

About volume

Volume title: Proceedings of the 2022 International Conference on Financial Technology and Business Analysis (ICFTBA 2022), Part 2

Conference website: http://www.icftba.org
ISBN:978-1-915371-23-2(Print) / 978-1-915371-24-9(Online)
Conference date: 16 December 2022
Editor:Javier Cifuentes-Faura, Canh Thien Dang
Series: Advances in Economics, Management and Political Sciences
Volume number: Vol.6
ISSN:2754-1169(Print) / 2754-1177(Online)

© 2024 by the author(s). Licensee EWA Publishing, Oxford, UK. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license. Authors who publish this series agree to the following terms:
1. Authors retain copyright and grant the series right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this series.
2. Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the series's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgment of its initial publication in this series.
3. Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See Open access policy for details).