Starbucks Experience Explored in Taipei
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Starbucks Experience Explored in Taipei
Dr. Kuang-Tai Liu, Associate professor of Chung Hua University, Taiwan
Mr. Jung-Cheng Huang, Doctoral Student of Chung Hua University, Taiwan
Dr. Wen-Chin Chen, Professor of Chung Hua University, Taiwan
ABSTRACT
Abbott (1955) noted that what customers actually want are not products, but pleasant purchase
experiences. A person experiences an emotion connected to a product, service, brand, company, people,
or idea through interaction and memorable experiences by experiential marketing. The traditional
marketing concerns sell a product’s features, functions, and performance but experiential marketing
concentrates on the fantasies, feeling, entertainment, fashion and sense of excitement of the customers.
The traditional and experiential marketing is analogous to the difference between the brain and the soul
contest. Starbucks seeks to sell its coffeehouse experience by making the coffee buying experience not just
about the coffee, but about the warm and inviting atmosphere of its shops, the interior spaciousness of its
floor plans, and quaint touches such as its blackboard menus and countertops designs- all designed to be
perceived as part of the art, aesthetics, and humanities of selling coffee. This study applies Kano
two-dimensions method by Schmitt’s framework to understand how Starbucks emotional appeals or
touchy-feely, is visceral to sell an experience that connects with customer’s psyche and lifestyle therefore
buying products to have another appropriate choice for customers.
INTRODUCTION
Motivation and Purpose
Abbott (1955) commented that what customers actually want are not only products themselves, but
pleasant purchase experiences; Pine and Gilmore (1998) said successful experiences are unique,
memorable and retainable over a period of time beyond the ordinary customer experience. In 1998, Pine
and Gilmore the term Experience Economy in an article ‘Welcome to the experience economy’ from
undifferentiated to highly differentiated (Pine & Gilmore, 1998). The article proposed that the progression
of agricultural to industrialized manufacturing to service or servitization economies, would give way to an
experience economy where the purchasing experience would add value to the product itself. Because
customers have short attention spans, the best marketing campaigns make an immediate impact and hold
the attention of potential customers. Schmitt argued that the concepts of experiential marketing and the
knowledge economy had converged to make affiliated experiential marketing the mainstream around the
world (Schmitt, 1999). For example, Singapore Airlines dressed its flight crew in batik clothing and
created mini suites in the first section of their airliners to market a flight experience, as opposed to
traditional marketing which saw Procter & Gamble strengthens its detergent cleaners or the whitener in its
toothpaste but Singapore Airline campaign says nothing mundane; McDonald added playgrounds to its
restaurants to sell more than just "happy" meals for children. Holbrook (1982) suggests that in the context
of consumption situations, a marketing campaign must be a synthesis of not only advertisement or
packaging campaigns, but also must prioritize the customer's experiential satisfaction. The traditional
marketing concerns sell a product’s features, functional characteristics and performance but experiential
The Journal of Human Resource and Adult Learning, Vol. 8, Num. 2, December 2012 107marketing concentrates its efforts on the fantasies, feeling, fun, entertainment, fashion and sense of
excitement of the customer. The dichotomy of traditional and experiential marketing is analogous to the
difference between the brain and the soul.
Starbucks brilliant twin-tailed Siren green logo has communicated a sense of a special experience to
millions of customers in its more than 18,800 coffeehouses by establishing a unique interaction over
coffee between its baristas and customers wherever one cup coffee at a moment in the world they find
themselves within Proust scenario or existentialism context. Schultz, Starbucks CEO, provided not only
high quality coffee, but enthusiastically embraced diversity, which valued the potential for human
connection in a place removed from both home and office, but still imparted the familiarity of a good
neighborhood relationship beyond perfectly made beverage. As the author and professor Leo Buscaglia,
also known as Dr Love, put it, “Too often underestimate the power of a touch, a smile, a kind word, a
listening ear, an honest compliment, or the smallest act of caring, all of which have the potential to turn a
life around” Buscaglia (1985). Starbucks sought to retail its coffeehouse experience by making the coffee
buying experience not just about the coffee, but about the warm and inviting atmosphere of its shops, the
interior spaciousness of its floor plans, and quaint touches such as its blackboard menus and countertops
designs- all designed to be perceived as part of the art, aesthetics, and humanities of selling coffee.
Details matter in experiential marketing and Starbucks leaves nothing to chance, crafting every aspect of
its interiors from napkins to coffee bags, front doors to window seats, annual calendars to mail-ordered
catalogs, tabletops to mugs-designed. All this attention to detail is designed to reflect not only Starbucks'
quality and reliability as a brand, but also calculated to maximize the fun, fashion, fantasy, entertainment,
and excitement of the coffee buying experience.
LITERATURE REVIEW
Starbucks Background
The firm's name, Starbucks, is derived from the young, thoughtful, and intellectual chief mate
character in Herman Melville's great novel, The Whale or Moby-Dick. The novel tells the story of Pequod, a
whaling ship commanded by Captain Ahab who seeks vengeance against a great White Whale. The name of
the character from the classic novel invoked the romance of the early traditional seafaring coffee traders. A
further association with seafaring is found in the Starbucks logo which is an image of a "twin-tailed siren"; a
beautiful creature from Greek mythology, half woman and half fish, with a fully visible double fish tail and
possessed of a charming song to lure unsuspecting sailors to be shipwrecked on island rocks.
Starbucks-brand with twin-tailed Siren logo is known the largest international coffee shop beverage business
retail chain in the world, with more than 12,500 in the United States, nearly 2,000 in Canada and Britain,
and over 250 in Taiwan. All told, the company owns more than 18,800 retail store in 57countries world-wide
with more than 149,000 employees all producing U.S. $10.71 billion in revenue in 2010.
The company was founded on March 30, 1971 at Pike Place Market in Seattle, by co-founders
English teacher Jerry Baldwin, history teacher Zev Siegl, and writer Gordon Bowker. The company sells
a wide variety of products including filtered coffee; espresso pressurized brewed coffee, various
coffee-based milk drinks, teas, sandwiches, salads and pastries. It also sells bagged ground coffee,
brewing equipment, mugs and other coffee related gifts along with music and books. For instance,
espresso pressurized brewing through finely ground coffee beans concentrated process more caffeine
based other hot drinks such as café Americano (prepared extracted coffee with hot water), café mocha
(milk with chocolate or cinnamon), espresso macchiato caldo or freddo (small amount of milk),
108 The Journal of Human Resource and Adult Learning, Vol. 8, Num. 2, December 2012cappuccino (hot milk with micrro steam milk fooam), and latté (steamed milk or o soy milk), prremium Tazo
teeas- blessed by a certified tea shaman,
s premiuum coffee beanss, Arabica instannt coffee VIA, other
o hot and
cold drinks suchh as Frappuccin no, fine pastries made from inggredients such as a flour, sugar, milk, butter,
baking powder, and a eggs, panino o made with a bread
b roll or sanndwiches, vegetaable or meat sallads, brewing
equipments, muggs, tumblers and d gifts, and alsoo books and muusic service. Enntrepreneur How ward Schultz,
S
Starbucks CEO, was impressed with espresso bars b and coffeehhouse culture thhat he experiencced in Milan,
annd served the first Starbuckss Caffè Latte inn downtown Seattle. Starbuckks since the beeginning has
d
dedicated itself to
t inspiring and d nurturing the human spirit, sserving the fineest fresh roastedd coffee, and
crreating an extraaordinary custom mer experience by establishingg a place separaate between hom me and office
w
where people caan meet for conv versation and experience
e a sennse of communiity with their neighbors and
associates. An abstract
a of visions and mission statements are high quality cooffee, passionatte employees
emmbraced diversity, beyond perffectly made bevverage but humaan connection, the t third place always
a full of
h
humanity, and reesponsibility to be
b good neighboors.
Experiential Ecconomy
E
Alvin Tofffler (1971) in n his book, Fuuture Shock kn known for its exploration off the digital,
coommunication, corporate, and d technology revolution, com mmented that economists haad problems
coonsidering alternnatives to capitaalism and comm munism, becausee they only conccentrated on scaarce resources
isssues in the ecconomy. Toffler proposed expperiential industry could be based b on the production
p of
exxperiences and thatt consumers would
w be willingg to pay much mmoney to have unique,
u high quality. The idea
of another type of o economy, the experience econnomy, followingg the agriculturall economy, the industrialized
i
m
manufacturing e
economy, and the
t service or servitization ecconomy was first f advanced ini an article
"WWelcome to thee Experience Ecconomy" publishhed in 1998 by Pine and Gilmoore (Pine & Gillmore, 1998).
P
Pine and Gilmorre proposed thatt business createe added value ffor their products when they co ombine those
products with a memorable ex xperiences. Gooods markets im mprove on comm modity marketss by offering
d
distinctive and taangibly differentt goods; service markets improvve over goods markets
m by chargging for extra
acctivities that addd value (in Starb
buck's case, brew
wing that high quuality coffee); trransformation an
nd experience
m
markets take thee improvement one o step furtherr and use technoology and comppetitive forces to t exceed the
exxpectations of thheir customers byb offering themm differentiated pproducts and expperiences.
Figure 1: Sourrce: Pine and Gilmore,
G The Exxperience Econ
nomy, 1999
T Journal of Human
The H Resourcee and Adult Learning, Vol. 8, N
Num. 2, Decembeer 2012 109Figure 2: Sourrce: Pine and Gilmore,
G The Exxperience Econ
nomy, 1999
Customers Experience
C
Many com mmentators havee spoken about the t value of thee customer expeerience. Abbott (1955) noted
thhat what custom mers actually wan nt are not produucts, but pleasantt purchase experriences. Dewey (1963) stated
thhat experience iss marketed by expectation, emootional involvem ment over time annd involves a unnique activity
frrom the ordinaary. Pine and Gilmore
G (1998) said successfuul experiences are a unique, meemorable and
reetainable over time. Schmitt (1999) stated that experiencees provided seensory, emotion nal, thinking,
behavioral and related
r values based
b hedonisticc perspective. SSheth (1999) prroposed that th hree variables
coonstruct custom mer experiences:: stimulus variabble- perceiving sensory and innformation, conttext variable-
innfluenced by thee context of the stimulus, and siituational variabble- perceptions are influenced by b individual
prior experience with a particullar product or service. Gupta aand Vajic descriibed customer experiencee as
innteractions withh different factorrs of a context offered by the service provideers (Gupta and Vajic, V 2000).
E
Each unique satissfying customer experience is sppecific to a custoomer, at a speciffic moment and place, during
a specific event; factors
f that consstrain the managgerial planning aand controlling function
fu (Adrian
n, 2010).
The desiree felt by consum mers for a particcular product dooes not necessarrily result in theeir buying it.
E
Even if they havve a strong inten ntion to buy a product there m may be conflictiing emotional behaviors
b (for
exxample, rationalism or sensatio onalism) which constrain
c them and cause them m to eventually abandon
a their
innitial intention to
t buy because of o a competitionn between incom mpatible emotionnal responses (M Miller, 1944).
C
Consumers are not
n completely practical.
p Nor dod they make deecision based only their feeling gs. Generally
thheir decisions caan be described asa rational as to circumstances, bbut emotional ass to the desire fo
or a particular
product. For exam mple, a Ferrari automobile
a is ann almost compleetely emotional purchase
p due to the power of
itts brand, the excellent technolo ogy, and other, intangible
i valuee. Maslow's Neeed-Hierarchy th heory realized
thhat when humanns’ situations im mproved, their motivational
m em
mphasis and ratiional need varieed. Thus, the
sttudy of consumeer behavior evollved from an eaarly focus on ratiional choice (claassical decision theory) to an
em mphasis on obvviously irrationall buying behaviior (motivation bbased research) (Sheth, 1969). Emotions
E are
siignificant to coonsumption and d a key role inn consumer behhaviors (Holbroook and Hirsch hman, 1982).
H
Holbrook (2000)) argued that heedonic and expeeriential consum mption known ass fantasies, feeliings, and fun
exxtended broad experience,
e enterrtainment, exhibbitionism, and evvangelizing recognition of "four Es".
Experiential Maarketing
E
A person experiences
e an emotion
e associatted with a produuct, service, brannd, company, peeople, or idea
thhrough interactiion and memorrable experiences through expperiential markeeting. Exampless of this are
publicity stunts, special issues, and
a products specially decorateed to attract emootional consumeers. The most
1
110 The Journall of Human Resource and Adult Learning, Vol. 8, Num. 2, Deccember 2012efficient marketing campaigns make an immediate impact and hold attention of potential customers despite their normal short attention span. The long lasting connections built by experiential marketing increase harmony between the consumers and the products, especially when consumers are allowed to test, compare, and experience the product or service by themselves. This experience makes customers feel comfortable by appealing to their emotions, sense and logic in a way that is more palatable than that of simply using traditional marketing to persuade consumers to buy a product. Experiential marketing is not just a sales pitch, but it is a user experience. For careful consumers who dislike being “hustled” by traditional advertising and marketing strategies, it's a refreshing change of pace. Schmitt's (1999), Journal of Marketing Management, article suggested that a comprehensive customer experience included one or more products, considered customer buying behavior as both rational and emotional and employed both analytical and intuitive combinative methods. Bernd Schmitt (1999), explaining experiential marketing theory, said “Customers want to be entertained, stimulated, emotionally affected and innovative challenged”. Experiential marketing is selling an experience that joint together your customer’s hearts thereby purchase your products. Experience is not often a product of one's own initiative but is more often induced (Schmitt, 1999). Experiential marketing appeals to a person's inner emotional psyche and life style to sell an experience which connects that person to a particular product. Holbrook (1982) proposed that consumers not only concentrate a product’s features but also on the potential fantasies, feeling, fun, entertainment, fashion and sensory excitement. Schmitt (1999) proposed the following experiential modules: 1. Sense marketing, which appeals to vision, hearing, smelling, taste, and touch by creating exceptional sensory experiences which provide enjoyment, agitation, and esthetics. For example, Tiffany &Co. sensory approach covey elegance with blue color. Food sampling and taste testing of different flavors of salad dressing, cooking seasoning, coolies and the like at supermarkets are examples of sensory experiential marketing, helping the customer to choose whether to buy them. Starbucks creates a similar experiential appeal with its high-quality coffee, graceful adornment, esthetic design, barista expertise and apron-style, jazz music chosen for its artistry and appeal, and repeat orders in Italian. 2. Feel marketing employs an interactive and novel atmosphere to associate feeling of happiness, pride, and excitement to products. For example, Hagen-Dazs employs romantic themes to make their ice cream feel like a romantic indulgence. The slogans employed in military recruitment commercials appeal to a person's "pride in serving our country". Starbucks makes a third extraordinary place, to inspire, nurture, and clean your mind, between home and work for conversation- a place for passionate service, and a sense of community. 3. Think marketing stimulates intelligence, cognitive or systemic thinking, and problem solving in its creative approach. It spurs consumers to think innovatively and to evaluate companies and products by asking them in the words of Microsoft-“Where do you want to go today?” is followed by a connection between various office productivity concepts and the company's solutions. Starbucks places great store by conducting its business responsibly and earning the trust and respect of its customers, employees, and neighbors, through initiatives such as ethical sourcing, environmental stewardship, community involvement, and shared planet issues. 4. Act marketing attempts to change consumer behavior or lifestyles by motivating them to a certain action. Schmitt suggests that consumers need extra motivation and stimulation, such as Nike and Adidas ads, which depended upon sports role models, LeBron James, Kobe Bryant, and Linsanity (Jeremy Lin), to showcase their commercial products. In other examples, Starbucks is portrayed as a better place than one’s home or office; Rogaine with an 800-number, bald men jot down phone number; Martha Stewart Living; Nike-“Just do it”. The Journal of Human Resource and Adult Learning, Vol. 8, Num. 2, December 2012 111
5. Relationship marketing
m appealls to an individuual’s need to intteract and belonng to others, a community or
subculture whiich is often tied to symbolism attached
a to clothhing, music and other visible afffectations by
members. For example, New York Yankees baseball team ffans can shop foor clothing with the Yankees
logo on it; Haarley-Davidson appeals
a to the rebellious
r biker image, Mac peeople are differeentiated from
Windows peopple- who just don’t
d get it. Staarbucks approacch to this type of marketing employed
e the
platform of an online commun nity, My Starbuccks Idea, where the company caan respond to ideas advanced
a report on itss ideas and initiatives. The com
by customers and mpany’s Starbuckks app appeals to t the iPhone
crowd and theeir Shared Valuees Blog is usuallly the work of a single individdual or a small group,
g and is
themed on a sinngle subject so that
t like- mindedd individuals cann see themselvess as part of a com mmunity.
K
Kano two-dimension quality model
m
The Kanoo two-dimension n quality modeel, by Professoor Noriaki Kanno, is a theory y of product
d
development andd customer satissfaction which classifies
c custom
mer preferences into five attribuutes:
1. Attractive Quuality- This feaature presents satisfaction
s wheen reached com mpletely, but dod not affect
dissatisfactionn when not be fu
ulfilled.
2. One-dimensionnal Quality- Th his feature providdes satisfaction when reached and
a dissatisfactiion when not
be fulfilled.
3. Must-be Qualiity- This featuree must be reacheed but cause dissatisfaction wheen not be fulfilleed.
4. Indifferent Quuality- This feature
fe does noot result in eeither customerr satisfaction or customer
dissatisfactionn.
5. Reverse Qualitty- This feature results in a highh degree of fulffilled achievemeent to have dissaatisfaction.
Figuree3: Kano’s Mod
del
MET
THODOLOGY
Y
The requireed quality classiification is donee through questioonnaires that prooposed by Kanoo widely used
too classify requireements. Each quuestion has a funnctional and a dyysfunctional partt which must bee answered by
thhe customer. The classification isi done based onn the answers, foor each feature reequired quality.
1
112 The Journall of Human Resource and Adult Learning, Vol. 8, Num. 2, Deccember 2012Table 1: Kano Evaluation
Dysfunctional
Functional
Like Must‐be Neutral Live‐with Dislike
Like Q A A A O
Must‐be R I I I M
Neutral R I I I M
Live‐with R I I I M
Dislike R R R R Q
A=Attractive, I=Indifferent, M=Must‐be, O=One‐dimensional, Q=Questionable, and R=Reverse
For example, the relationship is among functional answer (FA) which is Like and dysfunctional
answer (DFA) which is Must be, combination of FA and DFA to be evaluated Attractive attribute.
Population and Sample
The survey questionnaires were delivered to the Starbucks' customers in person by investigators
to describe the detail context. Target participants consist of 100 customers buying coffee or products in
Taipei Starbucks, and the samples were randomly selected, effective sample return rate 74%.
Questionnaire
This research questionnaire establishes by Schmitt’s experiential marketing model framework and
Kano method to analyze questions. 1. Sense Experiential Marketing: question 2, 3, 9, 16, 18, 20, 24; 2.
Feel Experiential Marketing: question 1, 10, 14, 17, 19; 3. Think Experiential Marketing: question 4, 6,
15, 23, 25; 4. Act Experiential Marketing: question 7, 8, 13, 21; 5. Relate Experiential Marketing:
question 5, 11, 12, 22 for the Starbucks (Appendix A).
ANALYSIS
Described Sample Demographics
Table 2: Demographics Described
Demographics Items Percentage
Male 37.8%
Gender
Female 62.2%
15-20 8.1%
21-30 37.8%
Age 31-40 32.4%
41-50 13.5%
above 51 6%
below 20,000 27%
20,001-30,000 0%
Disposable
30,001-40,000 5.4%
Income ($N.T.)
40,001-50,000 8.1%
above 50,001 59.5%
Junior High 0%
Education Senior High 8.1%
College and Graduated 91.9%
White-collar Office Worker 68.9%
Entrepreneur 4.1%
Occupation
Blue-collar Worker 0%
Student 27%
The Journal of Human Resource and Adult Learning, Vol. 8, Num. 2, December 2012 113It’s obvious to understand that the structure of sample demographics such as young, female,
white-collar office worker, high income, and high education much more often visit Starbucks shops.
However, there is nothing to have coffee in Starbucks for blue-collar worker and junior high education
which is an interesting phenomenon.
Kano Two-dimension Model Analysis
The functional questions Cronbech’s α is 98.84% and dysfunctional questions α is 98.82% in this
Starbucks study to illustrate respondent answer high degree consistence which is worth doing further
research investigation.
Table 3: Kano Two-Dimension Model Analysis Results in Taipei Starbucks
Marketing (M) (O) (A) (I) (R) Quality
Questions
Strategy % % % % % Category
2. High quality coffee 2.7 60.8 21.6 14.9 0 O
3. A lot of products choices 54.1 14.9 14.9 16.2 0 M
9. Clean and comfortable environment 1.4 59.5 17.6 21.6 0 O
Sense
16. Payment rapid 41.9 28.4 8.1 21.6 0 M
Experiential
18. Comfortable seats 20.3 18.9 45.9 14.9 0 A
20. Customized coffee 0 56.8 25.7 17.6 0 O
24. Sufficient seats 2.7 18.9 16.2 62.2 0 I
1. Jazz music play 14.9 17.6 56.8 10.8 0 A
Feel 10. Unique graceful adornment with artistry 1.4 13.5 55.4 29.7 0 A
Experiential 14. Humanistic space 44.6 24.3 12.2 18.9 0 M
17. Barista expert attitude 1.4 54.1 20.3 24.3 0 O
19. Non-smoking segment 1.4 67.9 12.2 18.9 0 O
4. Reasonable prices 17.6 25.7 47.3 9.5 0 A
6. Clear categories 4.1 29.7 47.3 18.9 0 A
Think 15. Public image 0 21.6 18.9 59.5 0 I
Experiential 23. Business hours 0 14.9 24.3 60.8 0 I
25. Customers interactions 1.4 63.5 13.5 21.6 0 O
7. Full of humanity service provide 5.4 60.8 16.2 17.6 0 O
Act 8. Beyond connected, smile to customers 1.4 14.9 24.3 59.5 0 I
Experiential 13. Promotion often 0 16.2 62.2 21.6 0 A
21. Combination meals 0 9.5 25.7 64.9 0 I
5. Cards with easy and budget-friendly way 1.5 10.8 16.2 71.6 0 I
Relate 11. Coffee and merchandised diversified 1.4 16.2 17.6 61.9 0 I
Experiential 12. Shared Values Blog 0 25.7 17.6 56.8 0 I
22. Fashionable merchandised offering often 0 8.1 63.5 28.4 0 A
Source: Wu, Yung-Hung et al. (2008)
Kano classifies quality requirements for Starbucks in Taipei into these attributes in this study:
I. Must-be Quality- “products choices”, “payment rapid”, and “humanistic space” must be fulfilled but
lead dissatisfaction when not fulfilled.
II. One-dimensional Quality- “High quality coffee”, “comfortable environment”, “Customized coffee”,
“Barista attitude”, “Non-smoking”, “interactions”, and “humanity service” provide satisfaction when
fulfilled and dissatisfaction when not fulfilled.
III. Attractive Quality- “Comfortable seats”, “Jazz music”, “prices”, “Clear category”, “Promotion”, and
“Fashionable merchandised” provide satisfaction when fulfilled completely, but do not affect
114 The Journal of Human Resource and Adult Learning, Vol. 8, Num. 2, December 2012dissatisfaction when not fulfilled.
IV. Indifferent Quality- “Sufficient seats”, “Public image”, “Business hours”, “smile to customers”,
“meals”, “Cards with easy way”, “Coffee diversified”, and “Shared Values Blog” do not result in
either customer satisfaction or customer dissatisfaction.
V. Reverse Quality- There is nothing in this attribute.
CONCLUSIONS
Starbucks applied experiential marketing framework for this study in Taipei, sense and feel
experiential is classified into one-dimension feature, think experiential classified into attractive feature,
act and relate experiential classified into indifferent feature by Kano model. Its customers must be
satisfied with high-quality coffee, comfortable esthetic and humanistic environment, customized coffee,
barista expertise apron-style, and human interactions within Marcel Proust style, but they should be not
happy if it does not provide completely. Meanwhile, Starbucks is successful to make a third extraordinary
place, to inspire, nurture, and clean your mind, beside home and office- a place for passionate service,
fashionable merchandised offering and a sense of community where jazz music and graceful adornment
chosen for its artistry; it places great store by conducting its business responsibly and the trust of its
customers, employees, and neighbors such as ethical sourcing, environmental stewardship, community
involvement, and shared planet issues in Taipei market. However, Starbucks app appeals to the iPhone
crowd or Shared Values Blog Starbucks apparently does not result in either customers’ satisfaction or
dissatisfaction.
This study find out Starbucks emotional appeals or touchy-feely targets at young office ladies who
are stable high income with high education and they want to be fantasy, feeling, fun, entertainment,
interaction and excitement, thus nothing concerns about prices, promotion, payment method, and those
practical things within a sensory third place only to enjoy themselves enthusiastically, terms of Starbucks
people. However, it also understands male blue-collar workers who have been there infrequently but pay
attentions on quality coffee, service, and comfortable environment nothing about aesthetics or humanity.
It suggests that Starbucks should penetrate male workers market segment looking for new ways to
increase its market share. This practical study provides valuable and favorable improvement information
to Starbucks’ managers.
REFERENCES
Abbott, L. (1955). Quality and Competition: An Essay in Economic Theory, Columbia University Press, New York, NY.
Alvin Toffler, (1971). Future Shock. Publishing: Bantam Books.
Dewey, J. (1963). Experience and Education, Macmillan Publishing, New York, NY.
Gupta, S. and Vajic, M. (2000). “The contextual and dialectical nature of experiences”, in Fitzsimmons, J.A. and Fitzsimmons, M.J.
(Eds), New Service Development: Creating Memorable Experiences, Sage, Thousand Oaks, CA, pp. 33-51.
Holbrook, M, B., & Hirschman, E.C., (1982). The experiential aspects of consumption：Consumer fantasies, feelings and fun.
Journal of Consumer Research, 9（9）：132-140.
Holbrook, M. B.(2000). The millennial consumer in the texts of our times: Experience and entertainment. Journal of
Macromarketing, 20(2), 178-192.
Leo Buscaglia. (1985). Living,Loving,Learning. Publisher: Ballantine Books; 1st Ballantine edition.
Pine and Gilmore, (1998). Welcome to The Experience Economy. Harvard Business Review, Boston, 76(4)：97-105.
The Journal of Human Resource and Adult Learning, Vol. 8, Num. 2, December 2012 115Schmitt, B. H., (1999). Experiential Marketing: How to Get Customer to Sense, Feel, Think, Act, and Relate to Your Company and
Brands, New York, NY: The Free Press.
Sheth, J.N., Mittal, B. and Newman, B.I. (1999). Customer Behavior: Consumer Behavior and Beyond, Dryden Press, New York,
NY.
Wu, Yung-Hung et al. (2008). The Research for the Taipei Starbucks Customer Demand of Coffee Chain Stores - Based on the
Framework of Kano's Model and Experiential Marketing, Journal of Customer Satisfaction Vol.4 No. 1 March 2008, pp.
689-88.
APPENDIX
Appendix A
Categories Questions Quality Category
2. High quality coffee
3. A lot of products choices
9. Clean and comfortable environment
Sense
16. Payment rapid
Experiential
18. Comfortable seats
20. Customized coffee
24. Sufficient seats
1. Jazz music play
10. Unique graceful adornment with artistry
Feel
14. Humanistic space
Experiential
17. Barista expert attitude
19. Non-smoking segment
4. Reasonable prices
6. Clear categories
Think
15. Public image
Experiential
23. Business hours
25. Customers interactions
7. Full of humanity service provide
Act 8. Beyond connected, smile to customers
Experiential 13. Promotion often
21. Combination meals
5. Cards with easy and budget-friendly way
Relate 11. Coffee and merchandised diversified
Experiential 12. Shared Values Blog
22. Fashionable merchandised offering often
Source: Wu, Yung-Hung et al. (2008)
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