CX554101 Marketing Report: Starbucks Bubble Tea Strategy

This report provides a comprehensive marketing analysis for Starbucks' planned introduction of bubble tea in the New Zealand market. It begins with an executive summary and table of contents, followed by a detailed situational analysis that examines market size, trends, competitor analysis, and both internal and external environmental factors, including Porter's Five Forces and a PESTLE analysis. The report then delves into market segmentation, targeting the 21-60 age group, and product positioning, followed by the establishment of measurable marketing objectives. Marketing strategies are discussed, encompassing product, pricing, distribution, and promotional decisions, with recommendations for each. The report also outlines coordination and control methods for monitoring the success of the marketing initiatives, and concludes with a summary of the key findings and recommendations, supported by a list of references.

Running Head: INTRODUCTION TO MARKETING
INTRODUCTION TO MARKETING
Name of the Student:
Name of University:
Author Note:

1INTRODUCTION TO MARKETING
Executive summary
Starbucks is one of the successful coffee retail chain across the world and have enough market
capitalisation in New Zealand as well. Recently, the Starbucks management decides to introduce
Bubble tea as beverage in the menu list. Therefore, it requires in-depth analysis on the existing
trends and the market opportunity for Starbucks in introducing the bubble tea in New Zealand.
As a matter of fact, the report also tries to put emphasis on the role of the market segmentation
and three different objectives of the company that intrigues Starbucks to introduce the product
diversification strategy effectively. Finally, the marketing strategies and its controlling and
monitoring process are discussed in order to bring success to the Starbucks’ initiative
profoundly.

2INTRODUCTION TO MARKETING
Table of Contents
1.0 Introduction................................................................................................................................5
2.0 Situational Analysis...................................................................................................................5
2.1 Market size.............................................................................................................................5
2.2 Market trends.........................................................................................................................6
2.3 Competitors analysis..............................................................................................................6
2.4 Internal environmental factors...............................................................................................7
2.4.1 Competitive rivalry.........................................................................................................8
2.4.2 Buyer’s power.................................................................................................................8
2.4.3 Supplier’s power.............................................................................................................8
2.4.4 Threat of substitute.........................................................................................................9
2.4.5 Threat of new entry.........................................................................................................9
2.5 external environmental factors..............................................................................................9
3.0 Market Segmentation, Profile of the Target Market and Positioning of Product....................11
3.1 Segmentation of the target customers..................................................................................11
3.1.1 Demographic.................................................................................................................11
3.1.2 Geographic....................................................................................................................12
3.1.3 Psychographic...............................................................................................................13
3.2 Profile of the target market..................................................................................................13
3.3 Product positioning..............................................................................................................15
4.0Measurable Marketing Objectives............................................................................................16
5.0 Marketing Strategies................................................................................................................18
5.1 Product Decisions................................................................................................................18
5.1.1 Product specification...............................................................................................18
5.1.2 Recommendations.........................................................................................................18
5.2 Pricing Decisions............................................................................................................19
5.2.1 Evaluation.....................................................................................................................19
5.2.2 Recommendations.........................................................................................................19
5.3 Place (Distribution) Decisions........................................................................................20
5.3.1 Evaluation.....................................................................................................................20
5.3.2 Recommendation..........................................................................................................20
5.4 Promotional Decisions....................................................................................................21
5.4.1 Evaluation.....................................................................................................................21
5.4.2 Recommendation..........................................................................................................21

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5.5 Integration and Link........................................................................................................21
6.0Coordination and Control.........................................................................................................22
6.1 Recommended methods.......................................................................................................22
6.2 Justification of the recommendation....................................................................................22
7.0 Conclusion...............................................................................................................................23
8.0 Reference.................................................................................................................................24

4INTRODUCTION TO MARKETING
1.0 Introduction
Starbucks is considered to be one of the leading coffeehouse chains across the world.
This American coffee company was established in Seattle, Washington in 1971 and now
have more than 30,000 locations around the world (starbucks.co.nz, 2019). This points
out the success for Starbucks with its exquisite coffee products in terms of quality and
customer demands. The company is currently going to introduce the bubble tea for the
New Zealand customers. One of the speciality of this product is that it has a tea base
blended with the fruits and milk or ice. The pearl milk tea contains small balls made of
tapioca starch. The bubble tea is originated from Taichung and one of the largest
distributed beverage across the globe. Recently, Starbucks is planned to introduce the
bubble tea in its New Zealand market.
In this regard, this report tries to find out the existing market condition that can
facilitate a better practice for Starbucks to get strategic advantage in introducing the
bubble tea. Therefore, the report intends to develop a situational analysis and set the
target market that are associated with the new products. Moreover, the marketing
strategies and the controlling are also incorporated into the discussion to render benefit
for Starbucks in the New Zealand market.
2.0 Situational Analysis
2.1 Market size
The New Zealand coffee market is still growing and creating a lot of exposure for the
multinational and global coffee chains to invest in New Zealand. The optimistic condition of the

5INTRODUCTION TO MARKETING
New Zealand coffee market and the demand with the supportive customer patronage fosters
positive scope for the business organisations to develop effective business practices. As far as the
report of investor.starbucks.com. (2019) it can be stated that the average annual growth in the
New Zealand market can be identified as 4.6%. It symbolises a promising opportunity with
annual revenue of $6 billion and employment more than 75,000 employees. As a result of that
the existing business practice in the restaurant sector is highly lucrative in the country.
2.2 Market trends
As far as the existing market trend in New Zealand cafes and restaurant sector is
concerned, it can be stated that there is a strong consumer demand in the market due to their
gradual increase in income and lifestyle. According to Ibisworld.com.au (2019) the New
Zealanders are willing to spend times at cafes and restaurants and more intrigued by the healthy
foods and beverages. The report of Pitrchart, Jayamaha and Anderson (2018) confirmed that the
health awareness among the customers is considered to be one of the major trend that the
customers are willingly perceive. In addition to this, high preference for the brand and good
environment inside the restaurants and cafeteria is also a new trend among the New Zealanders.
2.3 Competitors analysis
Elements Starbucks Mojo Coffee Fuel Coffee
Product Coffee beverages,
smoothies, tea, baked
goods, sandwiches
Coffee roasters Espresso, latte,
cappuccino, long black,
short black
Target customer Both men and women at
an age between 25 and
50.
Mostly people of an age
of 30-40
Both men and women of
30-40 age.

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Price Both the medium and
premium pricing from
$8 to $10
Medium pricing from
$5 to $7
Low pricing with $3 to
$5
Promotion Highly focused on
digital promotion
accompanied with the
traditional marketing
Social media marketing
and verbal promotion.
Traditional promotion
with verbal advertising
Distribution Dynamic distribution
strategy with main focus
on the customer
satisfaction.
Medium distributors’
power
High power of
distributors
Market capitalisation More than 3000 stores
across the world with
most of the developed
and limited developing
countries.
Mostly in New Zealand
but currently expands
the Chinese market
New Zealand based and
willing to expand
market further.
Net income US$ 4.135 billion US$ 130 billion US$ 50 million
Brand image High brand image due
to overseas popularity.
Moderate level of
popularity in the
international market
Moderate level of
popularity in the
international market
2.4 Internal environmental factors
For understanding the internal environmental situation for Starbucks in New Zealand’s
café and coffee market, it is important to use the Porter’s five forces.

7INTRODUCTION TO MARKETING
2.4.1 Competitive rivalry
As far as the competitive rivalry in the New Zealand coffee market is concerned, it can be
argued that there is a strong competitive rivalry existed within the market that pushes the
respective organisations to take adequate measure to survive. The research of reuters.com (2018)
found that in the New Zealand Coffee market, both the local and international companies are
performed competitively and tried to expand business in order to take attract more customers.
2.4.2 Buyer’s power
The buyer’s power is also high in New Zealand because the coffee market is primarily
developed on the basis of the customers’ behaviour. Zhang, Kim and Goodsir (2019) opined that
in the 21st century the café industry of New Zealand had been grown in such a rapid pace due to
the demand in the market. Most of the customers are willing to spend some quality time in the
cafes and restaurants. Therefore, the value of the consumer preferences has become one of the
major aspect of development in the New Zealand market.
2.4.3 Supplier’s power
The suppliers in the New Zealand market are not enjoying enough power due to a range
of raw material suppliers from the local market and from abroad. The big business houses
generally importing the required products from the overseas market where they can get cheap
pricing and quality products in compare to New Zealand. Most of the coffee beans and cognate
items of Starbucks is came from the overseas market. As a result of that the local suppliers do
not get ample scope to put pressure on Starbucks (Rosin, Campbell & Reid, 2017).

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2.4.4 Threat of substitute
High availability of substitute products in the New Zealand market is one of the
significant features that the country is comprised with. From the research of Cui and Basnet
(2015) it can be articulated that there were high range of products and low switching costs that
creates a great deal of impact on the existing products and creates a great opportunity and trend
for the giant coffee chains like Starbucks to introduce and adopt new products in the market. As
a matter of fact, the customers also appreciates this kind of changes.
2.4.5 Threat of new entry
It is true that the New Zealand coffee market is growing rapidly but almost the entire
market is encapsulated by the local and the giant companies. Therefore, Liang et al. (2019)
remarked that the coffee market of New Zealand was on the verge of saturation that created
impossible attempt for the New companies to penetrate the market enthusiastically. A moderate
level of pressure for the new entrants can be seen in case of the New Zealand market.
2.5 external environmental factors
For evaluating the external environment, the PESTLE analysis has been taken to get clear
perception regarding the existing external factors that can influence Starbucks effetely.
Factors Illustration
Political  The political stability in New Zealand is
growing rapidly and it is a promising aspect
that can help the business organisations to
deal with.
 Moreover, the government effectiveness

9INTRODUCTION TO MARKETING
inside the country is highly fluctuating but
reflects a steady development that is positive
for Starbucks to establish its business
profoundly.
Economic  The world Bank analysis reported that in the
last decade there is a promising development
in the economic growth in New Zealand and
touches the value of 3.03 in 2017
(Theglobaleconomy.com, 2019).
 Another strategic advantage can be seen in
case of the corporate Tax. Interestingly, there
is no such changes in the corporate tax rate
since 2012 that is highly beneficial for the
overseas companies like Starbucks
effectively.
Social  The employment rate is high in New Zealand
and the government report points out that it
touches the point of 2.66 in 2019
(Theglobaleconomy.com, 2019).
 Moreover, the New Zealand people are
highly joyous and friendly enough so that it
will be a better scope for companies like
Starbucks to establish a good business.

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Technological  The innovation index of New Zealand states
that there is culture and trend among the
business organisations to implement
technology to get strategic advantages. As a
result of that it will be highly beneficial for
Starbucks to use advance technologies in
business.
Legal  The government tries to make a transparent
legal framework so that both the local and
overseas business organisations can get equal
opportunity to expand business. Therefore, it
becomes a challenge for Starbucks to
establish an effective business practice in
New Zealand (Theglobaleconomy.com,
2019).
Environmental  Mostly the NZ government and people are
highly concerned about the environmental
concerns. As a result of that implementing
sustainable product is considered to be a
major concern for Starbucks.

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3.0 Market Segmentation, Profile of the Target Market and Positioning of
Product
3.1 Segmentation of the target customers
3.1.1 Demographic
3.1.1.1 Age
As far as the demographic segmentation of Starbucks is concerned, it can be stated that the
process is encapsulated the age, gender, the life cycle stage and occupation. In this regard, it can
be stated that Starbucks will fix it’s the age barrier from 21 to 60 for the new bubble tea. The
primary reason is to attract the adolescent customers who are aware with their health.
3.1.1.2 Gender
There is no such gender specification for the target customer because it is one of the focal
point of Starbucks to maximise the customers as far as possible.
3.1.1.3 Life cycle stage
Moreover, the family people and the newly married couple are the primary target people
who are interested in this kind of beverages. In fact, the young generation will also get attracted
by this product due to the taste and the decoration that it provides.
3.1.1.4 Occupation
From the occupational point of view, it can be stated that the bubble tea is specifically for
the employees and the professionals because it relaxes the stress and also good for health.

12INTRODUCTION TO MARKETING
3.1.2 Geographic
The geographical segmentation of Starbucks’ customer segmentation is mainly focused
on the urban population where people are doing jobs and the locations are comprised of high
density. From the research of Brito et al. (2015) it can be stated that most of Starbucks cafes can
be seen in the densely populated localities. One of the major purpose is to maximise the
customers and the urban locations like the Auckland are the best places to get target customers.
In this regard, Rypakova, Stefanikova and Moravcikova (2015) finds out another reason behind
the intention of Starbucks to establish its outlets in the urban areas. It is accompanied with the
premium pricing strategy that is only available in the urban places with dense population. For the
promotion and maximise the customers it is important for the Starbucks to target the urban
customers. In this context, the business areas can deliver effective business opportunities for
Starbucks because of huge customer gathering.
3.1.3 Psychographic
The psychographic segmentation is divided into two parts in terms of the social class and
the lifestyle.
3.1.3.1 Social class
The social class of Starbucks is primarily fixed on the middle class and the higher class.
As a matter of fact, the company fixes its target price for the middle class and the urban class
people. Therefore, for the bubble tea also it is important to set the target customers as the middle
class and the upper class people who are pr4imarly belonged to different professions.
3.1.3.2 Lifestyle

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As far as the lifestyle is concerned, there are some factors that the Starbucks management
is considered as the primary factors for targeting potential customers. In this regard, it can be
stated that the mainstreamers, aspirer, explorer and the reformer are the major traits of the target
customers based on the psychographic analysis. It is important for the organisation to maintain
its brand image, henceforth putting more stress on different types of customers is identified as a
key for Starbucks.
3.2 Profile of the target market
Profile 1
Elements Description
Age 21-25
Specifications Mostly students and young who try to spend some
quality time in Starbucks
Focus Good environment and decor
Profile 2
Elements Description
Age 26-45
Specifications Office goers who wants to get relaxed and save
recess times in Starbucks
Focus Quality environment and good food to eat
Profile 3

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High quality
Low Price High Price
Low Quality
Bubble tea
(Starbucks)
Coffee roaster
(Mojo Coffee)
Espresso
(Fuel Coffee)
Elements Description
Age 45-60
Specifications Family time and leisure
Focus Healthy food and tea for relaxation
3.3 Product positioning
Figure 1: Positioning map
(Created by the author)
From the product positioning map it can be stated that the pricing of Bubble tea in
Starbucks is higher than Mojo Coffee and Fuel coffee. It can be stated that the pricing of
Starbucks is generally high in compare to the other companies because Starbucks follows high
pricing strategy. The high pricing strategy is in face quite successful for the business orientation

15INTRODUCTION TO MARKETING
of the organisation because the organisation sets its target customers to the middle and high class
people. On the other hand, Mojo Coffee follows a medium price and moderate quality coffee
roster that is also produced for the middle class buyers. On the other hand, the Espresso
manufactured by Fuel Coffee is not up to the mark in compare to Mojo Coffee and Starbucks. It
follows a low quality and low pricing strategy. The product is mainly manufactured for the
customers with low earning power.
4.0Measurable Marketing Objectives
Objective 1
Elements Objectives
Specific Maximisation of customer up to 20% in the NZ
stores by 1 year
Measurable To bring new customer base with the existing
repeated customer number.
Attainable To introduce new products like Bubble Tea for the
customers.
Relevant It will foster more revenue and market
capitalisation for Starbucks.
Time frame The entire process will require 6 months to
implement.
Objective 2
Elements Objectives

16INTRODUCTION TO MARKETING
Specific Increase revenue up to 5% within the next 1 year.
Measurable By increasing the customer rates and reducing the
production costs the revenue hike will be measured.
Attainable To enhance the rate of customer satisfaction
through introducing attractive beverages and
quality food services.
Relevant The revenue and sales increase will revamp the
market capitalisation of Starbucks and the
organisation will feel more encouraged to develop
itself further.
Time frame The entire process will take 8 months to
implement.
Objective 3
Elements Objectives
Specific Enhancing product diversity within 8 months by
introducing 3 new products.
Measurable By evaluating the customer demands and their
feedbacks on the new products.
Attainable To introduce products like Bubble Tea.
Relevant It will help to develop the R&D programs
effectively and help to get strategic advantage.
Time frame The entire process will take 1 year to complete

17INTRODUCTION TO MARKETING
5.0 Marketing Strategies
5.1 Product Decisions
5.1.1 Product specification
It can be argued that the bubble tea is highly popular and largely distributed all
over the world. The worldwide appreciation of the product makes it more appreciable
among the customers and they have profound knowledge regarding the significant
attributes of the bubble tea. Generally, Bubble Tea is a tea based item mixed with fruits
and milk or water. This is the basic process of preparing the bubble tea. As a matter of
fact, the legacy has been existed since 1980s. The origin of the bubble tea is in Taichung,
Taiwan and gradually became popular across the world. However, the Starbucks
management is trying to create a unique value in order to restore the brand image of
Starbucks in New Zealand. Henceforth, the appearance of the bubble tea has been made
so attractive by using pearl milk tea with chewy balls made of Tapioca starch.
5.1.2 Recommendations
 To make the product more attractive by adding a story. It will help Starbucks to generate
positive image of the product and increase the customers effectively.
 Share the high nutrition value so that health concerned people will also get attracted.
 Packaging of the product is also facilitated further advantage to the fold of the
organisation.

18INTRODUCTION TO MARKETING
5.2 Pricing Decisions
5.2.1 Evaluation
Starbucks primarily focuses on the high pricing strategy where the middle and the
upper class people are the main target customers. As a result of that in case of the bubble
tea also the high pricing strategy will be followed. More specifically, it can be argued that
the value based pricing strategy will be followed in case of the bubble tea that will
facilitate a better practice for Starbucks to deliver high value of the product. According to
Kireyev, Kumar and Ofek (2017) the value based pricing defines the price setting on the
basis of the customer’s perception regarding the value of the products. It is important for
the customers to acknowledge the worthiness of the product and intrigued to buy the
product despite of having high price. Based on this, it can be argued that the bubble tea in
Starbucks will also follow high pricing strategy accompanied with the value of the
product so that it will help Starbucks to attract the customer robustly.
5.2.2 Recommendations
 Creating a value of the bubble tea is pertinent for the organisation in order to
bring more effectiveness in the process of organisational development. It can be
argued that the value proposition of the product will definitely create a genuine
customer base that can bring more profitability for Starbucks.
 Promoting and sharing the value of bubble tea among the customers is also
important for the organisation in order to convince them to buy the product.
 A strong product image has to be created so that it can justify the high pricing of
the product.

19INTRODUCTION TO MARKETING
5.3 Place (Distribution) Decisions
5.3.1 Evaluation
The research of Clark et al. (2016) opined that the place or distribution of
products was depended on the choice of the sales and the target customers. It means if the
target customers are belonged to the upper class so the place decision will also focus on
the practice of delivering the product for the upper class people and communities. Based
on this perception, it can be stated that for selling the Bubble Tea the Starbucks
management focuses on the professional people and the office goers. Therefore,
enormous focus is set on the direct selling through the Starbucks counters. The purpose
of the organisation is to set its centres in the business districts and densely populated
places in New Zealand where gathering of people and professional is occurred highly.
Moreover, it can be argued that online option is also available for the distant customers.
Starbucks is willing to establish a strong customer base and the place choice will bring
benefit for the organisation through direct selling practice.
5.3.2 Recommendation
 The choice of the store location is highly important for Starbucks to draw the
attention of the employees effectively.
 Evaluate the target customers is also important for Starbucks to deal with.
 Making a better ambience to attract the customers is considered to be another
important aspect for Starbucks management to keep track on.

20INTRODUCTION TO MARKETING
5.4 Promotional Decisions
5.4.1 Evaluation
The social media and digital promotion are identified as the most effective and
penetrative measures nowadays that brings effective measures for the business
organisations to maximise the customers through social media promotion. According to
Ashley and Tuten (2015) the social media marketing and promotion is not only
facilitating a strategic advantage to the business organisations but also putting emphasis
on the cost reducing facilities that are also important for the companies. In case of
Starbucks also the social media promotion and online marketing practice will generate
high customer attraction. In addition to this, the company also looks for the traditional
promotional activities in terms of using billboards and flyers to attract potential
customers as far as they can. For a busy area like the business districts of New Zealand, it
will be an effective measure for Starbucks to endorse traditional market as well.
5.4.2 Recommendation
 To prepare an effective marketing plan in order to initiate the marketing strategy
properly.
 To evaluate the efficiency of the marketing measures by the previous experience
and target marketing setting.
 Prepare a contingency plan if the main plan will get failed.
5.5 Integration and Link
It is important to set a link between different elements of the promotional mix and its
connection with Bubble tea. It can be argued that all the decisions made in the promotional

21INTRODUCTION TO MARKETING
mix are directly intertwined with the bubble tea marketing for Starbucks. For instance, the
place and the promotional strategies are focused on the selling of the bubble tea. As a result
of that it becomes helpful for Starbucks to increase the efficacy of the marketing strategy
for selling bubble tea.
The integrity between different elements is also being seen in terms of developing a
better marketing practice for Starbucks. For instance, the Place decision is highly relied on
the pricing strategy so that a correlation between the existing elements is happened.
6.0Coordination and Control
6.1 Recommended methods
Both the technical monitoring and the financial monitoring practice will be developed in
order to bring success into the marketing strategy. The technical monitoring will be helped to
monitor the social websites and gather information regarding the viewers’ hits and likes. On the
other hand, the financial monitoring will help Starbucks to get a clear perception regarding the
effectiveness of the traditional promotion strategy.
6.2 Justification of the recommendation
Ding et al. (2016) advocated that the technical monitoring practice is highly required for
keeping in track the customer related data and the effective website development that can be
easily accessible and generates attractions to the company. On the contrary, Sudarevic et al.
(2017) argued that the financial monitoring is intricately influence the marketing measures in
course of evaluating the financial statements after implementing the promotional strategies.

22INTRODUCTION TO MARKETING
7.0 Conclusion
Therefore, it can be argued that the entire report tries to figure out the process of making
bubble tea as one of the successful product of Starbucks in New Zealand. Therefore, the reports
puts focus on the situational analysis and the marketing initiatives that will cater an impetus to
the success of bubble tea as one of the valuable and demanded products of Starbucks in New
Zealand.

23INTRODUCTION TO MARKETING
8.0 Reference
Ashley, C., & Tuten, T. (2015). Creative strategies in social media marketing: An exploratory
study of branded social content and consumer engagement. Psychology &
Marketing, 32(1), 15-27.
Brito, P. Q., Soares, C., Almeida, S., Monte, A., & Byvoet, M. (2015). Customer segmentation in
a large database of an online customized fashion business. Robotics and Computer-
Integrated Manufacturing, 36, 93-100.
Clark, T., Ferrell, O. C., Hartline, M., Sheth, J., & Stewart, D. (2016). Where/How Does
Marketing Fit? What Is Marketing’s Place in the Firm and Within the Family of Business
Disciplines?. In Let’s Get Engaged! Crossing the Threshold of Marketing’s Engagement
Era (pp. 199-202). Springer, Cham.
Cui, Y., & Basnet, C. (2015). An exploratory study of supply chain risk management in the New
Zealand fast food industry. International Journal of Logistics Systems and
Management, 20(2), 199-215.
Ding, S., Lin, H., Chen, G., & Li, X. (2016, August). The Research on Live Surveillance
Monitoring Technology for Marketing Expenses Remote Control. In 2016 International
Conference on Mechatronics Engineering and Information Technology. Atlantis Press.
Ibisworld.com.au. (2019). Cafes and Restaurants – New Zealand Industry Report | IBISWorld.
Retrieved from https://www.ibisworld.com.au/industry-trends/nz-market-research-
reports/accommodation-food-services/cafes-restaurants.html

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investor.starbucks.com. (2019). Starbucks- Annual Report 2018. Retrieved from
https://investor.starbucks.com/financial-data/annual-reports/default.aspx
Kireyev, P., Kumar, V., & Ofek, E. (2017). Match your own price? self-matching as a retailer’s
multichannel pricing strategy. Marketing Science, 36(6), 908-930.
Liang, S., Gemming, L., Wellard‐Cole, L., & Rangan, A. (2019). Comparison between serving
sizes of cakes and muffins sold in Australian supermarkets and coffee shop
chains. Nutrition & Dietetics.
Pitrchart, J., Jayamaha, N. P., & Anderson, A. M. (2018, December). Radical Product Innovation
in the New Zealand Food and Beverage Industry: The Effect of Company Age, Size, and
Foreign Ownership. In 2018 IEEE International Conference on Industrial Engineering
and Engineering Management (IEEM) (pp. 1481-1485). IEEE.
reuters.com. (2018). Starbucks gets new NZ partner in struggle to win Kiwi coffee... Retrieved
from https://www.reuters.com/article/us-restaurant-brands-new-zealand-starbuc/
starbucks-gets-new-nz-partner-in-struggle-to-win-kiwi-coffee-connoisseurs-
idUSKCN1LI0UA
Rosin, C., Campbell, H., & Reid, J. (2017). Metrology and sustainability: Using sustainability
audits in New Zealand to elaborate the complex politics of measuring. Journal of rural
studies, 52, 90-99.
Rypakova, M., Stefanikova, Ľ., & Moravcikova, K. (2015). Suggestion of green customer
segmentation in Slovakia. Procedia Economics and finance, 26, 359-366.

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starbucks.co.nz. (2019). About Us | Starbucks Coffee Company. Retrieved from
http://www.starbucks.co.nz/about-us
Sudarevic, T., Radojevic, P., Marjanovic, D., & Dragas, R. (2017). Marketing and financial
barriers in agri-food exporting. British food journal, 119(3), 613-624.
Theglobaleconomy.com. (2019). New Zealand- Economy. Retrieved from
https://www.theglobaleconomy.com/New-Zealand/wb_political_stability/
Zhang, M., Kim, P. B., & Goodsir, W. (2019). Effects of service experience attributes on
customer attitudes and behaviours: the case of New Zealand café industry. Journal of
Hospitality Marketing & Management, 28(1), 28-50.