台灣的咖啡市場發展迅速，已成為人們日常生活中的重要部分，品牌間的競爭也愈加激烈。本研究探討了在這樣激烈競爭的環境下，星巴克如何在與當地競爭對手如路易莎咖啡，以及便利商店品牌如 7-Eleven 的 City Café 等品牌競爭中脫穎而出。儘管星巴克在全球市場佔據主導地位，但它仍面臨來自本土連鎖店的挑戰，這些連鎖店以具競爭力的價格和多樣化的產品迎合台灣消費者的需求。本研究基於全球品牌與本地化適應的框架，採用定性研究方法來分析星巴克的策略定位。研究期間從2025年3月3日至3月8日，對8位消費者進行了半結構化訪談，探討他們對星巴克品牌價值的看法。研究結果顯示，咖啡品質、店內氛圍和品牌知名度是影響消費者選擇的主要因素，儘管星巴克的在地化努力效果有限。星巴克透過高端定位和穩定的品質保持其競爭優勢，但消費者建議在促銷活動、產品種類及座位管理方面進行改進。

Taiwan’s coffee market has grown rapidly, becoming a key part of daily life with intense competition among brands. This study investigates how Starbucks differentiates itself from local competitors, such as Louisa Coffee and convenience store brands like 7-Eleven’s City Café, in an increasingly competitive landscape. Despite its global dominance, Starbucks faces challenges from local chains that cater to Taiwanese preferences with competitive pricing and diverse offerings. Based on global branding and local adaptation frameworks, this research examines Starbucks’ strategic positioning through a qualitative approach. Semi-structured interviews were conducted with eight customers between March 3 and March 8, 2025, to explore consumer perceptions of Starbucks’ brand value. Findings reveal that coffee quality, store atmosphere, and brand awareness are primary drivers of consumer choice, though localization efforts have limited impact. Starbucks maintains its competitive edge through premium positioning and consistent quality, yet consumers suggest enhancements in promotions, product variety, and seating management.

Thesis Validation Letter i
摘要 ii
Abstract iii
Table of Contents iv
1. Introduction 1
1.1 Research Background 1
1.2 Research Outline 2
2. Literature Review 4
2.1 International Branding 4
2.2 Starbucks’ Branding Strategy 7
2.3 Starbucks’ Approaches in Taiwan 11
3. Methodology 14
3.1 Research Approach 14
3.2 Data Collection and Data analysis 14
4. Findings 18
4.1 Reasons for choosing Starbucks 18
4.1.1 Consistency in Coffee Quality and Flavor Preferences 18
4.1.2 Dine-in Experience and Atmosphere 20
4.1.3 Promotions and Brand Popularity 22
4.2 Brand Awareness and Positioning of Starbucks 23
4.2.1 Price Perception and Brand Positioning 24
4.2.2 Perception as a Global or Local Brand (PBG/PBL) 25
4.3 Localization Strategy 26
4.3.1 Specialty Products and Store Design 27
4.3.2 Greater Interest in Overseas Specialty Stores 27
4.3.3 Limited Impact of Localization in Taiwan 28
4.4 Green Marketing 29
4.5 Starbucks’ Mobile Application 30
4.6 Possible Areas for improvement 32
5. Conclusion 35
5.1 Main Findings 35
5.2 Theoretical and Practical Contribution 36
5.3 Limitations and Future Research Suggestions 36
References 38
Appendix 40
A. Interview Guiding Questions 40
B. Interview Excerpts 42

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