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starbucks social responsibilities and ethics
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Critical Thinking – Starbucks Case Study "Whatever your culture, your values, your guiding principles, you have to take steps to inculcate them in the organization early in its life so that they can guide every decision, every hire, every strategic objective you set” (Schultz & Yang, 2007). That’s exactly what Howard Schultz, CEO of Starbucks, did when he first started with the company in 1982 (“Our Heritage,” 2011). The company’s solid business model of providing more than just a cup of coffee allowed it to flourish for over two decades. Then in 2008, Starbucks’ stock had plummeted and the company’s aggressive growth strategy led to the commoditization of this popular coffeehouse and its products. When Schultz saw this company become a diluted version of what he dreamed it would be, he decided to step up again as CEO (Koehn et al., 2008). Starbucks successfully developed and implemented a strategic plan to recreate the intimate coffee shop feeling. At the company’s 2008 annual meeting Schultz unveiled new initiatives to “get back to the core” and reignite the passion for the true Starbucks experience (Koehn et al., 2008). They employed the strategic management process and began by looking at their current mission, goals, and strategies (Robbins & Coulter, 2009). Starbucks had a firm tradition in providing generous employee benefits, outstanding customer service and also valued the importance of being socially responsible. The next steps of the process involved a SWOT analysis to examine the internal and external aspects of the company (Robbins & Coulter, 2009). An internal analysis would reveal that the company’s strengths included its commitment to its employees and customers. Also, Starbucks’ use of vertical integration allow... ... middle of paper ... ...-03-23-starbucks-annual-meeting.htm Join Us in Supporting Relief Efforts in Japan. (2011, March 16). Starbucks. Retrieved March 25, 2011, from http://www.starbucks.com/blog/join-us-in-supporting-relief-efforts-in-japan/675 Koehn, N.F., Besharov, M.A., & Miller, K. (2008). Starbucks Coffee Company in the 21st century. [Case study]. Boston, MA: Harvard Business School Publishing. Our Heritage. (2011). Starbucks. Retrieved March 25, 2011, from http://www.starbucks.com/about-us/our-heritage Robbins, S. P., & Coulter, M. (2009). Management (10th ed., pp. 164-175). Upper Saddle River, NJ: Prentice Hall. Schultz, H., & Yang, D. J. (1997). Pour Your Heart Into It. New York, NY: Hyperion. Starbucks Stock Quote Analysis. (2011, March 26). Forbes.com. Retrieved March 25, 2011, from http://finapps.forbes.com/finapps/jsp/finance/compinfo/CIAtAGlance.jsp?tkr=SBUX
The company’s founder and CEO, Howard Schultz, has been successful in creating Starbucks into something that we didn’t really know we needed until we had it. He has meticulously crafted a brand for the company that adds a psychological value to its offerings. Thereby, when you buy a cup of coffee at Starbucks, you buy an experience. The somewhat quiet, not-so-rushed atmosphere along with dimmed ambience and friendly staff found at Starbucks’ stores add a feel-good factor to your purchase. As a result, people are willing to pay a premium for coffee at Starbucks even if McDonald’s were running a promotion offering free coffee. The premium prices translate to superior margins for its investors.
The new structure of Starbucks was flat and it encouraged competitive ideas from all levels of the company. This necessarily depicted a lateral coordination c...
Shah, A. J., Hawk, T. F., & A, T. A. (2011). Starbucks' Global Quest in 2006: Is the Best Yet to Come. In A. A. Marcus, Management Strategy: Achieving Sustained Competitive Advantage (pp. c468-c495). New York: McGraw-Hill.
Starbucks not only shapes a defined importance on its product, the coffee, but also the relationships on its partners, its customers and its shareholders to create diversity, “to create a place where each of us can be ourselves” (Starbucks Coffee), to treat all related partners with dignity and respect at the greatest corporate level. In this sense, Starbucks involves its customers, its neighbors and is shareholders to participate in the community to “be a force for positive action—bringing together [its] partners, customers, and the community to contribute every day (Starbucks Coffee).
An in-depth analysis of Starbucks’ process for strategic renewal serves an excellent reference for studying the essential elements of successful change. Relative to the learning objectives articulated in the portfolio rubrics (“Course Documents” n.d.), three important reasons emerge from preliminary study for analyzing the Starbucks process for change. First, although the change process that guided Starbucks’ recovery toward a more sustainable business model closely parallels Lewin’s three-stage model of planned change (Schein, 1996), Schultz’s passion for his company added one important dimension – a visionary context for change (Schultz, 2011). The embedding of Schultz’s new vision into the change process created ...
Robbins, S. P., & Coulter, M. (2009). Management (10th ed., pp. 430-436). Upper Saddle River,
Robbins, S. P., & Coulter, M. (2009). Management (10th ed.). Upper Saddle River, NJ: Pearson
Starbucks began its retention plan by analyzing their employees’ needs. The analysis drew variables of importance, such as positive culture, employee development, and benefits. As a result of the analysis, Starbucks CEO, Howard Schultz, came up with a plan to start a long-term retention program in his company. Mr. Schultz made sure that “he made it a point to put himself at the top of a respect pyramid in which he would be sure to be kind to everyone in the company with whom he interacted, with them passing on the respectful treatment, right down to the pyramid’s base”(“How Starbucks retains its employees”). The company also set up an online portal for employee development. Starbucks also launched a program to help its employees to achieve a college education. This educational program sends employees to Arizona State’s online program, providing juniors with free tuition and sophomores with financial aid. As a result of this initiative, Forbes (2015) has named Starbucks as one of “America’s Best
With clear core values towards providing quality coffee, the best service, and atmosphere, Starbucks has enjoyed great success since it was founded 30 years ago. The company has being doing very well for last 11 years with 5% or more store sales increase, even with the rest economy still reeling from the post-9/11 recession. However recent research, conducted to Starbucks, have showed some concerns regarding company’s problem meeting customers’ expectations.
One of the main problems that Starbucks is facing at the present time is the ability to maintain national competitive advantage (Monash South Africa, 2014). Due to their local demand conditions, Starbucks tries to satisfy all customers by trying “to inspire and nurture the human spirit – one person, one cup and one neighborhood at a time” (Starbucks Corporation, 2014). Local demand conditons consist of a company trying satisfy needs of their closest customers and expanding their competitive advantage by upgrading their strategic management policies (Monash South Africa, 2014).
Robbins, S. P., & Coulter. M. (2014). Management (12th ed.). Retrieved from: Colorado Technical University eBook Collection database.
The structure of Starbucks business communication is exceptional. Rather you are in their store buying a Caramel Frappuccino®, visiting their website or watching one of their advertisements on television; as the consumer, the message is loud and clear. Pick up any newspaper and you are likely to find an article about the coffee giant. Starbucks pledges a commitment to their over 172,000 partners (employees) and the community. “We realize our people are the cornerstone of our success, and we know that their ideas, commitment and connection to our customers are truly the essential elements in the Starbucks Experience” (Starbucks, 2008).
In addition to being best-known supplier of the finest coffee and promising only the highest quality products, Starbucks emphasizes firm values, provides guidelines to enhance employee self-esteem. This is to ensure continued customer satisfaction. Moreover, diversity has become a priority to providing an inviting environment to all consumers. Starbucks continues to abide by a strict, slow growth policy in which they set out to dominate a market before moving on to expand, thus history has shown this strategy to be successful for Starbucks, making them one the fastest growing companies nationwide.
When I saw this discussion, I couldn’t help but think of Starbucks and the impact they’ve made throughout their 45 years of establishment. I worked with them for about 7 years and saw how unique they were from your everyday coffee and latte spots. A retail company with thousands of coffee shops in the US as well as in other countries, this particular retailer has been able to catch the eyes of all ages as well as locations throughout the world. For example, today college students utilize Starbucks locations to study rather than go to a nearby library. Starbucks is also known for its best coffee and espresso drinks (Latte or Frappuccino) and with one of its delicious espresso 's any student or just a person stopping in to enjoy its lounge area where there is free Wi-Fi is awesome! Starbucks lifecycle has made a 360 turn around and been revamped twice to accommodated the growing market. Customizing their brand to fit more in with everything and not just one thing. By doing this they’ve created multiple product lifecycles within their own lifecycle as a corporate company.
Like many other organizations, executives at Starbucks realized the importance of planning. Planning involves making sound business decisions and goals for the company, specific divisions, a store, and for individuals (Bateman-Snell, 2004, p. 108). Starbucks’ executives have defined their business with the mission statement to “establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromising principles while we grow” (Starbucks mission statement). Executives have found various ways of increasing their market by examining alternative paths to conduct their business. Most recently they are marketing to the younger generation by allowing them to download music and drink coffee at the same time. Tactical, or operational, planning involves breaking the mission statement into more specific goals and creating plans that are related to lower levels of the company (Bateman-Snell, 2004, p. 112). These plans are most often thought of by middle management and are developed into goals for sales, marketing, advertising, human resources, accounting, and financing. These goals will reinforce the company’s predetermined goal and help Starbucks achieve their desired success.