LOCALNESS

Many SuperCommuntiy banks struggle with the concept of being local. They

question how far you need to go to achieve that competitive advantage, and

how to strike a healthy balance between the efficiencies of standardization and

centralization vs. local delivery.

I recently came across two shining examples of using localness for a winning

strategy.

The first, and most notable, example is how Starbucks won the coffee market in

China. Coffee market, you ask? Chinese people drink tea, not coffee, and are

unlikely to pay $5 per cup to boot. It was especially surprising, then, to hear

Starbucks CEO announce that China will soon become the company’s largest

market outside the US. The Chinese Starbucks outlets are more profitable than

their US counterparts, even though the US sales per outlet are far higher. This is

particularly striking since Burger King, Dunkin Donuts, Best Buy, Home Depot,

and other US retailers could not crack the Chinese market.

Here is how Starbucks did it: instead of copying its product line and delivery

model from the US, it adapted both to local tastes. Instead of transplanting the

US product line, highlighted by Frapuccinos and whipped cream, Starbucks

developed flavors that built on the local culture and appealed to local palates,

such as green tea flavored coffee (!!). Further, it modified the delivery model to

better suit local tastes as well. Rather than pushing take-out orders, the majority

of US sales, it adapted to the Chinese preference for dine-in service.

The service has been augmented by an effective recruiting and retention strategy.

The company offers good pay packages and career paths, which makes it an

employer of choice in many markets. They get the cream of the crop and have

lower turnover rates than competitors, yielding better service and overall lower

employment costs, in addition to improved customer satisfaction. A barista

says: “I feel taken care of my management. I enjoy my job and I enjoy working

here, therefore I expect to stay longer. Some say the service at Starbucks is

on par or better than many five-star hotels. Many customers say they prefer

products from competitors but continue to go to Starbucks because of the

service.

Starbucks differentiated itself in China by offering inviting, comfortable, air-

conditioned facilities, a rarity in China, and quickly became the meeting place

for business people and friends. This is an expensive delivery strategy since

revenue per square foot drops relative to take-out models (only 1/3 takeout in

China vs. 2/3 in the US). Starbucks offset this lower revenue by positioning the

product as a status item. Carrying a Starbucks cup is a status symbol thereby

justifying far higher price per cup in China than in the US. The higher price (and

resultant profit margin – 34.6% vs. 21.8% in 2011) make the Chinese outlets more

profitable than the US ones, despite lower sales.

Starbucks’ premium pricing strategy not only fits the market needs, but also

opens the door to new, higher-margin specialty products such as gift sets.

Buying a Starbucks item is like getting a $100 grapefruit in Japan – a sign of

sophistication and esteem.

Another example of localness is McDonald’s. In France they offer the

McBaguette, burgers served on a baguette and topped with French cheese

and mustard. Initial reactions were positive; the French believe the product is

healthier than the bun-based burger. The company has been successful globally

by updating it is outlets to appeal to a broader range of clientele and localizing

the menu and store look and feel. In Italy, for example, McDonald’s teamed up

with the country’s only three star chef to create three new recipes reflecting

local flavors, with names like Adagio and Vivace. They are moving in the same

direction in Germany and Austria.

Marry the concepts described here and the ones I outlined in my recent article

about Commerce Bank, and you get a secret to success, a competitive advantage

that can be implemented in any retailing business. Find the critical success

factors in the communities you serve and cater to them. Commerce did it,

Umpqua did it, Frost did it – why not you?