An in-depth analysis of the motives, strategic considerations, and future market impact behind Starbucks selling controlling stakes of its China business to the local investor Boyu Capital.

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《English Translation》

赵强: Old Huang, have you followed Starbucks China's big deal? Handing over controlling stakes to Boyu Capital for 4 billion USD—this move is quite meaningful.
黄刚: I’ve been following it closely. On the surface it’s a financial deal, but fundamentally it’s driven by pressure from local brands. Its market share has been eroded heavily, forcing it to seek change.
赵强: Exactly. Local players like Luckin and Cotti have rewritten the rules with rapid expansion and digital strategies. Starbucks simply couldn’t keep pace.
黄刚: So bringing in Boyu this time has a very clear intention—to introduce a strategic partner who understands the Chinese consumer market and can operate more locally to rebuild competitiveness.
赵强: Some in the industry think the 4-billion-dollar valuation is low, but looking closely at the terms, Starbucks keeps 40% equity and can still collect considerable brand-licensing fees. The structure is cleverly designed.
黄刚: Right, this is a classic shift to a ‘light-asset’ strategy. It transfers part of the operational burden and market risk while locking in a more stable profit source—giving itself room to advance or retreat.
赵强: The coming battleground will only be tougher. Starbucks has set an ambitious goal of 9,000 stores, but its competitors have not slowed down their expansion at all.
黄刚: The key to victory lies in product innovation and flexible pricing. Today’s consumers, especially young people, are extremely price-sensitive. Starbucks must lower its stance and respond more proactively.
赵强: I actually think this partnership is a ‘strategic reboot’ for Starbucks in China. Whether it can find a second growth curve through local capital—we’ll see.
黄刚: Agreed. But for us consumers, fiercer brand competition means more choices and better prices, which isn’t a bad thing at all.