obal expansion follows a similar pattern, one originated in their entry into the Southeast Asian market. Starbucks finds local partners with a successful history and creates a menu and look that fits in with local tastes and values. For instance, in Spain they use outside terraces while in Japan they have stores with expanded seating and use smaller portions. Starbucks does not hold more than 50% in any of their overseas ventures. As Bishop (2000) maintains, “Every culture has a set of values and attitudes that influences the behavior of the culture’s members and establishes norms for their social conduct” (236). One of the reasons for Starbucks’ success in marketing their product in Southeast Asia is being aware of such norms and using them in their marketing package.
The long-term goal of Starbucks is to have 25,000 stores worldwide, with 15,000 stores outside the U.S. and Canada. Starbucks has recently opened stores in Turkey, Greece, and Europe, with plans to open a store in France soon. Starbucks’ long-term goal is to market its product through distribution chains similar to those in the U.S., through supermarkets, wholesale warehouses, and through other channels. However, we see some of the drawbacks of global marketing that must be considered for any international marketing plan to be successful. For instan
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