当星巴克在全球市场中遭遇一系列的不可预见事件时，中国两家新兴的咖啡品牌——Luckin Coffee（瑞幸咖啡）和Coffee Box（连咖啡），简称LB，正quietly expanding their presence in the online coffee market. Luckin, backed by a 10 billion yuan investment, has opened over 525 stores across 13 cities since January this year, with an estimated daily sales volume of around 127 cups per store.

If we assume that LB's growth rate will continue at its current pace, and considering the average daily sales volume of a Starbucks store is around 390 cups, we can estimate that LB's final average daily sales volume will be between 140-160 cups per store. However, taking into account the "store efficiency ratio," it is evident that LB has a significant advantage over Starbucks in terms of cost control.

By removing promotional activities such as free first cup and referral discounts for friends to place orders and assuming a participation rate of 95% for the first promotion and 10% for the second one (136 million free orders out of total orders), we can deduce that only about half of their reported sales are actual paid transactions. This means their real sales would be approximately around364 million cups.

The analysis above highlights how Luckin's strategy focuses on rapid expansion rather than profitability in order to maintain its market share and financial stability against potential regulatory constraints similar to those imposed on shared bicycles. For Coffee Box, which was initially self-funded but later pivoted to third-party delivery services due to resource limitations, Luckin's entry into the market proved beneficial as it allowed Coffee Box to secure $158 million in B+ round funding from investors.

The competition between these two brands creates opportunities for both parties through mutual support rather than price wars. As they compete within China’s highly concentrated coffee industry where CR5 accounts for nearly80%, these companies must establish unique selling points beyond product quality or pricing strategies.

Using Porter’s Five Forces model as our framework, let us analyze LB’s competitive landscape:

Competitor rivalry: In terms of core competencies like innovation capacity and supply chain management compared with established players like Starbucks or Yum! Brands (KFC), LB falls short due largely to limited resources invested in product development research.

Supplier bargaining power: While LB may have more flexibility when selecting retail spaces compared with traditional coffee shops owned by major chains like Starbucks or KFC; however; they face challenges regarding equipment/materials procurement due primarily to scale-related issues.

Buyer bargaining power: With no direct connection between customers purchasing products directly from them through an app (as seen with Luckin), buyers possess less bargaining power since there isn't any clear incentive driving demand back towards retailers' platforms.

Threats from new entrants: The barriers-to-entry remain low given high capital requirements needed solely because external factors influence consumer preferences during beverage consumption experiences outside home settings impacting overall brand loyalty among loyal customer base thus creating more difficulties faced while attempting entry into global markets requiring higher capital expenditures associated costs including labor costs marketing efforts etcetera

In conclusion based on this analysis it seems apparent that neither luck nor chance alone determines success within fast-growing industries; strategic planning plays crucial role alongside access funds required investments made available along side skillful execution necessary steps taken consistently throughout time period involved - henceforth embracing technology integration & innovative ideas via digital channels effectively enhancing user engagement ultimately leading toward sustainable growth models designed specifically tailored fit each company needs & objectives set forth accordingly