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Sr. # Description Page #

1 Introduction 2
2 Mission Statement 3
3 Objective & Goals 6
4 PESTEL Analysis 7
5 Porter's Five Forces Model Industry Analysis 9
6 The Strategy Formulation Analytical Framework
7 Stage - I, The Input Stage 14
8 Stage - II, The Matching Stage
SWOT Analysis 17
SPACE Matrix 18
BCG & IE Matrix 20
9 Stage - III, The Decision Stage 22
SPACE Matrix
10 Value Chain 23
11 Recommendation 28

Business Strategy & Policy, Summer 2010.



Name : Starbucks Corporation

Headquarters : Seattle, Washington, U.S.
Revenue for 2003 : US$3.3 billion
CEO : Howard Schultz (Founder of Starbucks coffeehouse)
Total Stores : 5886
Company started : In 1971 in Seattle, Washington
Positioning : Starbucks positioning itself as a “third place”
Products sold include : - Beverages - pastries
- Whole coffee beans - coffee-related retail items

Starbucks, the coffee production and serving company took its exceptional name from a
character of the novel “Moby Dick” and have its roots in Seattle, Washington. Here you
can still find the very first coffee shop at the pike place market, which has been opened
since 1971. In 1987, Starbucks was bought by Howard Schultz and ever since has been
exploring all over the United States. Today Starbucks is the most known chain of
coffeehouses around the world. Starbucks is the largest coffeehouse company in the world,
with 5,886 stores in 40 countries, including around 1312 in the United States. Starbucks
sells drip brewed coffee, espresso-based hot drinks, other hot and cold drinks, snacks, and
items such as mugs and coffee beans. Through the Starbucks Entertainment division and
Hear Music brand, the company also markets books, music, and film. Many of the
company's products are seasonal or specific to the locality of the store. Starbucks-brand ice
cream and coffee are also offered at grocery stores. Starbucks’ Italian style coffee, espresso
beverages, teas, pastries and confections had made Starbucks one of the greatest retailing
stories of recent history and world’s biggest specialty coffee chain.

Business Strategy & Policy, Summer 2010.


Mission Statement
Mission Statement:
Not provided in Case study also not in website

Mission Statement (Original)

“Establish Starbucks as the premier purveyor of the finest coffee in
the world while maintaining our uncompromising principles while
we grow.”
The six principles are:
1. Profitability is essential to our future success.
2. Provide a great work environment and treat each other with respect and dignity.
3. Embrace diversity as an essential component in the way we do business.
4. Apply the highest standards of excellence to the purchasing, roasting and fresh
delivery of our coffee.
5. Develop enthusiastically satisfied customers all of the time
6. Contribute positively to our communities and our environment

Analyzing the Mission Statement Component

It is the analysis of mission statement of Starbucks in we examined the 9 elements rather they are
or not in this company provided mission statement.


1. Customers Yes

2. Products or services Yes

3. Markets Yes

4. Technology No

Business Strategy & Policy, Summer 2010.


5. Concern for survival, profitability and growth Yes

6. Philosophy Yes

7. Self-Concept Yes

8. Concern for public image Yes

9. Concern for employees No

It is the good mission statement which provided by Starbucks but its have not described 2
components among 9 components of Mission statement those are Technology and Concern
for employees. Company should must to discuss the technology factor in its mission
statement to let know to its stake holders about its concern about technology and also
about its employ those could be its competitive advantage by providing good services.

Proposed Mission Statement

“Establish Starbucks as the foremost provider of the deluxe coffee in the

world and also to be established as the most employee appreciated
company even as maintaining our uncompromising principles as we grow
mutually with hi-tech advances.”

The six principles are:

1. Provide a great work environment and treat each other with respect and dignity.
2. Embrace diversity as an essential component in the way we do business.
3. Apply the highest standards of excellence to the purchasing, roasting and fresh
delivery of our coffee.
4. Develop enthusiastically satisfied customers all of the time
5. Contribute positively to our communities and our environment
6. Recognize that profitability is essential to our future

Business Strategy & Policy, Summer 2010.


Objectives and Goals

Objectives of Starbucks

Most recognized and respected brand in the world:

Company is having objective to establish Starbucks as the most recognized and respected
brand in the world.

Is to recognize that every dollar earned passes through employees’ hands

Starbucks will always appreciate the employee as the revenue which is increasing every
year is by the efficient and hardworking employees. This drastic increase in profit is not
recognized without the support of the employees who attracts the customers to a long term
relationships with the coffeehouse.
Market expansion:
Starbucks’ objective is to provide its services at the foot step to its valuable customers for
this Starbucks developing its market expansion and going into new markets and cover the
customers by lowering its price and providing good quality better then perception of its

Operations to Achieve Objectives:

For achieving its objectives Starbucks plans to continue to rapidly expending its retail
operations. And grow its sales and other operations.


● Market Penetration ● Product Development



Business Strategy & Policy, Summer 2010.


PESTEL Analysis


Globalization nowadays has changed worldwide trend of doing business. Companies find
it difficult to stay alive by relying solely on home market. The borders between various
countries are getting invisible. Companies are these days developing business in various
countries without boundaries. Advertisements are all over the world for many products.
Company strategists find it not an easy task to expand the business outside borders. The
basic need for globalization is to learn the different cultures of the country they plan to
start business. Taking all aspects including tax rates, law and legislation is important in
globalization. But in the case of Starbucks did not discuss as such any political factors
those can influence on Starbucks other then
• Allowance for the Direct Dealing with the growers after bypassing many of the
middle market which is eventually be the point of exposure for Starbucks


People are these days looking for more earnings to continue their luxurious life. The
number of two income households is getting increased all over the world. People are
looking forward for products which reduce their time to be spent on. Improved customer
service, immediate availability, trouble free operation of products is becoming more
important. Since the world is facing crisis, people are looking forward for cheap and
quality products. Price is becoming priority to customers but Starbucks having a threat
from its competitors that they are providing low priced products and services then
Starbucks which can make negative thing for Starbucks. Increase in the inflation rates and
increase in unemployment is also a factor for demand in lower priced products.
• Unwillingness to help improve the economic condition of the coffee growers
themselves by Starbucks

Business Strategy & Policy, Summer 2010.

• 250 Pre Harvest and 650 Post Harvest financing to the Coffee growers and farmers
by the Starbucks in 2005 which more than 1.2 B Pounds

• Supporting Relief Organization such as CARE

• Providing Direct Support to the farmer and farm community around the world

• Contribute $43,000 in 2001 for construction of the Health Clinic and School in

• Providing the Varity if ways of improvement of Coffee Processing facilities in a

number of countries in the world


Mass communication and high technology are creating patterns of various cultures
worldwide. Ground-breaking technological changes and discoveries are having a dramatic
impact on organization. Internet is the world information spread machines that have
covered an interaction from one user to another user. In contrast, advertising through have
brought high achievement into marketing strategy. Starbucks discusses technological us in
this case study just about its one brand “shade Growth Mexico coffee’s” Online selling
throw its website Starbucks.com but its not provided information about any other use of
technology in this case study other then just about this one bran but Starbucks can take
advantage of use of technology. Advancement of the technology can cause increased in the
distributing of the products. High technology of the Machineries can increased the supply
of the products while achieve a better profits for the Starbucks.

Cultivated under the Company of shade Trees in Organic product

Business Strategy & Policy, Summer 2010.


Threat of new Entrant
Determinants Defining Question Assess the power of Buyers
Circle one of the following.
1 = low, 5 = high, or N/A if
it doesn’t apply to your
Economies of Does successful entry 1 2 3 4 5
require that companies have
Scale and N/A
significant economies of
experience scale or experience
Brand Identity Do new companies need to 1 2 3 4 5
spend heavily on brand
Product Do new entrants need to 1 2 3 4 5
differentiate by spending
Differentiation N/A
heavily on advertising,
customer services or product
differences to over come
existing customer loyalty?
Switching Costs Does the buyer have to pay 1 2 3 4 5
to switch from one supplier
product to another?
Capital Required Does the new company need 1 2 3 4 5
to invest large financial
Access to Does the new comer have 1 2 3 4 5
access to distribution
Distribution N/A
channel for product or
Cost advantage Established companies have 1 2 3 4 5
cost advantages over new
Government Government policies can 1 2 3 4 5
help to preserve or limit
policies N/A
Expected If industry leaders retaliate 1 2 3 4 5
more for new entrants then
Retaliation N/A
threat for new entrants will
be high.

• Threat Of new Entrants:

Business Strategy & Policy, Summer 2010.
(Four 4’s, Two 2’s, One 3s, One 1’s, one 5’s) So the threat of new entrants is High
Intensity of Rivalry
Determinants Defining Question Assess the power of Buyers
Circle one of the following.
1 = low, 5 = high, or N/A if
it doesn’t apply to your
Industry growth How slowly or quickly is the 1 2 3 4 5
industry growing? Intense
fight among rivals for market
Fixed Cost Does your business have a 1 2 3 4 5
high fixed cost?
Product Is your product commodity? 1 2 3 4 5
The closer the product is to
Differentiation N/A
being a commodity the
higher intensity of rivalry.
Switching Costs How costly is it for your 1 2 3 4 5
buyer to switch between
Intermittent How frequently is there a 1 2 3 4 5
problem of excess capacity
Overcapacity N/A
in your industry?
Brand Identity Is branding critical for your 1 2 3 4 5
Rival’s success? Brand
identification by buyer
reduces the threat of rivals.
Concentration Are there a large number of 1 2 3 4 5
firms of equal size and
and balance N/A
power, all chasing after the
same customer?
Diversity of Are there competitors with 1 2 3 4 5
different strategies and frame
competitors N/A
of reference? When
competitors are diverse it is
more difficult to establish the
rules of game

• Intensity of Rivalry:

(Three N/A’s, Three 2’s, One 3’s)

Business Strategy & Policy, Summer 2010.

The rivalry is very intense and Low to Moderate.

Bargaining power of Buyer

Determinants Defining Question Assess the power of Buyers
Circle one of the following.
1 = low, 5 = high, or N/A if
it doesn’t apply to your
Concentration Buyer is fragmented because to 1 2 3 4 5
industry covers all
Demographic segments.
Product Cost !Unexpected End of 1 2 3 4 5
FormulaDoes your product
versus Total N/A
buyer’s purchase represent a
Purchases significant fraction of the
buyer’s cost? If so, buyer
bargaining power is typically
Product Product is standard or 1 2 3 4 5
undifferentiated bargaining
Differentiation N/A
power is high.
Switching If buyers face few switching 1 2 3 4 5
cost there bargaining power is
Costs N/A
Profits Profits with in the industry for 1 2 3 4 5
buyers are if high then buyer’s
power is high.
Backward Can they make what you make 1 2 3 4 5
Integration N/A

Impact on Is the product you offer 1 2 3 4 5

important to the quality of the
Quality/ N/A
buyer’s product or services?
Buyers Does the buyer have complete 1 2 3 4 5
information on the product he
Information N/A
may purchase?

• Bargaining Power of Buyer:

(Four 4’s, One 1’s, Two2’s One 5’s)
The bargaining power of the buyer is High
Business Strategy & Policy, Summer 2010.

Bargaining power of Suppliers

Determinants Defining Question Assess the power of Buyers

Circle one of the following.
1 = low, 5 = high, or N/A if
it doesn’t apply to your
Concentration Are your supplier are 1 2 3 4 5
fragmented or highly N/A
Presences of Are there any substitutes for 1 2 3 4 5
Substitute your supplier products? N/A
Product Is the supplier’s product or 1 2 3 4 5
Differentiation service commodity? N/A
Switching Costs How costly is it for you to 1 2 3 4 5
switch from suppliers product? N/A
Importance Is your industry an important 1 2 3 4 5
Relative to customer the supplier group? N/A

Forward Can the supplier produce the 1 2 3 4 5

Integration product you make? N/A
Impact on Is your supplier product 1 2 3 4 5
Quality/ essential to the quality or N/A
Performance performance of your business?

• Bargaining Power of Supplier:

(Three 4’s, Three 2’s, One 5,s)

So the Supplier power is HIGH

Business Strategy & Policy, Summer 2010.


Threat of Substitute

Determinants Defining Question Assess the power of Buyers

Circle one of the following.
1 = low, 5 = high, or N/A if
it doesn’t apply to your
Price Does the substitute offer a 1 2 3 4 5
performance better price performance? N/A
Switching Cost Is it costly for buyer to switch 1 2 3 4 5
to the substitute product? N/A

• Threat of Substitutes:

(One 2’s One 3,s)

So the threat of substitute is Low to Moderate


As there are three high forces and Two Low to Moderate force so the over all industry is
very attractive and growth is expected to be there in the industry

The Strategy – Formulation Analytical Framework

Business Strategy & Policy, Summer 2010.



Company’s Strengths, Weaknesses, Opportunities & Threats

 Expansions in retail operations

 Product Development

 New distribution channels

 Employees stock ownership plans

 Market development

 Perceive premium product

 Product differentiation

 Peaceful atmosphere (Especially service with music)

 Proper customer guidance by providing wide ray of coffee selection & 0pportunities.

 Evaluation of companies business lines (Assembly of experienced professionals

increasing growth)

 Quality of service

 Employees training benefits

 Lack of employee compensations and benefits

 Critical parking place at busy streets of North America

 Sales saturation

 Less spending on advertising

 Employees overworked/under paid.

 Decrease in sale of per store.

Business Strategy & Policy, Summer 2010.

 Direct relationships with coffee farmers

 Providing ready access to consumer
 Unroasted beans
 Market Expansion (Pacific, Northwest & California, Boston, Washington)
 International Expansion (more to Asia, Europe & Latin America)

 Joint ventures (for achieving the target of more then 500 branches till 2003)

 New product placement at existing coffee

 Espresso bar Concept

 Providing Organic products

 Buying in long term contracts (By less spending on cost)

 Coffee of the day (Fair Trade Coffee in North America)


 Anti Globalization movements

 Plummeting pressure of Coffee Prices

 Labor & real estate prices

 Imports & Brokers (Sale to mass Market)

 Less profit from joint ventures

 Cash out from the business

 Substitutes

 Misuses of brand names

Business Strategy & Policy, Summer 2010.




We know that the Competitive Profile Matrix (CPM) constructed on the basis of
critical success factor of the organization that give organization the competitive
advantage against it competitors in sustaining market and getting profits. But in
this, Starbucks, case no such information give about such critical success factors
and the competitors of the Starbucks. That’s why, it is not possible to construct the
Competitive Profile Matrix.



In Excel Sheet

Business Strategy & Policy, Summer 2010.


The Strategy – Formulation Analytical Framework

SWOT Analysis
Strengths Weaknesses
S1:Expension in retail operations W1:compensations and benefits
S2:Product Development W2:Critical parking place at busy
S3:New distribution channels streets of North America
S4:Employees stock ownership plans W3:Sales saturation
S5:Market development W4:Less spending on advertising
S6:Perceive premium product W5: Employees overworked/
S7:Product Differentiation Under paid.
S8:Peaceful atmosphere (Specially W6: Decrease in sale of per store.
service with music)
S9: Proper customer guidance by
Providing wide array of coffee selection.
S10:Evaluation of companies
business lines (Assembly of
experience professionals increasing
S11:Quality of service
S12:Employees training benefits
Opportunities SO Strategy WO Strategy
O1:Direct relationships with coffee
farmers S 5 , S 7 & O 8: W 6 & O7 :
O2:Providing ready access to consumer Use espresso bar concept in world
O3:Unroasted beans Can increase sale of per store by
O4:Market Expansion (Pacific, Northwest market which will ultimately
& California, Boston ,Washington) placing out some new product at
O5:International Expansion ( more to Asia, differentiate the product from
Europe & Latin America) existing coffee
O6:Joint ventures ( for achieving the target other coffee provider.
of more then500 branches till 2003)
O7:New product placement at existing
Coffee S 11 , O 2 & O 9:
O8:Espresso Bar Concept
O9:Providing Organic products We can create customer loyalty
O10:Buying in long term contracts (By
less spending on cost) through adding benefit to the
O11:Coffee of the day (Fair Trade Coffee
in North America) product.
Threats ST Strategy WT Strategy
T1:Anti Globalize movements
T2: Reducing pressure of Coffee Prices S4 & T8: W4 & T1:
T3:Labour & real estate prices Can avoid the misuse of brand
T4:Imports & Brokers ( Sale to mass
Market) name by employee stock
T5:Less profit from joint ventures
T6:Cash out from the business ownership plan( employee loyalty)
T7:Substitutes by advertisement.
T8:Missuse of brand names

Business Strategy & Policy, Summer 2010.


Internal strategic position External strategic position

X-Axis Competitive analysis Industry strength

-2 Product quality +6 Profit potential

-3 Market capital share +5 Growth potential

-4 Technological know how +5 Financial stability

-2 Control over distributors +5 Ease of entry into market

Average= -2.75 Average= 5.25

Y – Axis Financial Strengths Environmental Stability

+4 Cash flow from operations -4 Price range Competing Products

+5 Liquidity -2 Barriers to entry

+5 Leverage -2 Competitive pressure

+6 working Capital -5 Barriers to Exit

+4 Cash Flow from Operation -3 Risk involved in business

Average= 4.8 Average= -3.2

Total X-axis score= -2.75 + 5.25 =2.50 Total Y-axis score= +4.8 – 3. 2 = 1.6

SPACE MATRIX (Graphical Presentation)

Business Strategy & Policy, Summer 2010.


The Space matrix results show Aggressive response of the company. In this position, the
company has to adopt the following strategies.

• Backward, Forward & Horizontal Integration

• Market Development
• Product Development
• Market Penetration
• Diversification (Related or Unrelated)

Business Strategy & Policy, Summer 2010.


• B C G Matrix N/A

BCG Matrix is also not applicable because the company’s portfolio’s share with
respect to its competitor not available.


The IFE total Weighted Scores

4.0 Strong (3.0-4.0) 3.0 Average (2.0-2.99) 2.0 Weak (1.0-1.99) 1.0



Medium IV V VI





• IFE score 2.86 ● EFE score 3.09

Business Strategy & Policy, Summer 2010.

• Forward , backward, Horizontal integration

• Product development
• Market development
• Market Penetration


Grand Chart matrix describes the company’s competitive position against its
competitors and company’s market growth rate based on the results of Competitive
Profile Matrix (CPM) and BCG Matrix. But in this case, both matrixes are not
implementing due to non availability of sufficient information about the competitors as
well as the company’s products portfolio. That’s why Grand Chart not constructed.

Business Strategy & Policy, Summer 2010.


The Strategy – Formulation Analytical Framework


1. POSSIBLE STRATEGIES (Strategies Selection Table) Excel Sheet


Business Strategy & Policy, Summer 2010.


Value Chain of STARBUKS (Interlink Activities)

 Currently Adding Value represented by (+)

 Loosing value represented by (-)

 Potential to add value represented by (P+)

Primary Activities:

 Inbound Logistics:

• Starbucks bypass the much of the middle market +

• Starbucks Developed expertise and relationship with coffee growers themselves +
• Taking out cost of its supply chain +
• Joint venture with sazaby that had expertise in both retail and estate. +
• Starbucks is giving direct support to the coffee growers. +

Business Strategy & Policy, Summer 2010.

• Company had purchased Peet’s Coffee and Tea, a Berkeley, California, Coffee
roaster and distributor, straining the company’s management and financial capabilities.
• Company can pursue the opportunity of leverage the brand by introducing
new products and development of new distribution. (P+)
• The New York “C” coffee prices remained at near record lows, decreasing
sourcing costs and increasing gross operating margins. (P+)

• Between 1995 and 1998 Starbucks had averaged $0.69 million per store. +
• Company was continuing expand international operations at breakneck pace. +

Outbound Logistics:

Additional to its retail stores: +

1. It sells through specialty sales groups

2. Direct response business

3. Supermarket

4. Online selling at starbucks.com

Marketing and Sales:

• Company is still spending less than $20 million per year on advertising. P+
• Products type offering: +
• Also sells bottled frappuccino coffee drinks & line of premium ice-cream through
its joint venture partners. +
• Also offers a line of innovative premium teas produced by its wholly owned
subsidiary, Tazo Tea. +
• $215 M profit on $3.29B sales in 2002 & expecting 25% growth in 2003. +
• ` New stores cannibalizing existing stores. (-)
• Too many number of stores did created barriers for the competitors +
Business Strategy & Policy, Summer 2010.
• But this huge number of store owing led to downward trend in sales per stores. (-)
• Before entering in any new country, the company first takes a complete research +
• “Commitment to Origins” company program. +
• All the three coffees under “commitment to Origins” program was 20-25% more
expensive compared to Starbuks traditional blends. +
• Starbucks introduced Fair trade coffee in North American stores and promoted it
through various brochures and promotions. +
• Company can offer “Coffee of the day” per week rather than per month. P+
• Corner locations, the hallmark of early growth store provided high visibility. +
• It expanded all facets of the industry as distributed through traditional supermarket
distribution systems. +
• It has three-legged stool for global development which are retail coffee and
assorted specialty items, specialty sales and Frappuccino coffee drinks and
specialty coffee ice creams sold through retailer globally. +
• It can enhance its marketing decide under the leadership of Howard Schultz. +
• R&D for new markets in which it has to enter.+


• The perceived premium was both in the products’ quality and in the method of its
delivery. +
• Starbucks believe and actively giving superior services by giving the sense of
discovery and excitement and loyalty that bend the customer to Starbucks. +
• It had evolved into its own Americanized version of specialty coffee provider of
coffee shop services. +
• Special pastries and music provided an atmosphere of both warmth and comfort. +
• Starbucks is providing ready access to consumer foot traffic such as commuting
routes. +
• Employees are trained to provide wide array of advice on coffee selection and
appropriateness to potential customer. +
• Internet Selling. +
Business Strategy & Policy, Summer 2010.


The company owns a good repute in the global market which gives it the best strength. The
company owns 5700 total number of stores globally. As it works in with other business
partners under the contract of joint venture, the number of total stores adds up to 5886 out
of which 1312 is owned outside US market. The company offers a variety of products in
different shapes and ways which are related to their core offering (coffee) to the customers.
The company gives importance to its employees and it trains them for enhancing their
performance. They consider their employees as their partners and offer them stocks to
make them feel as they are the part of organization. This adds their morality in work. There
is a big objection to the company that, it is not giving benefit to their employees who are
over working and most of them are under paid. Due this objection the purpose of adding
the benefit doesn’t support their strategy of retaining their employees.
Stores are located in pivotal positions for consumer recognition and access. All stores were
owned by the company in domestic market inside US market. This helped the company to
increase its availability aspect in the eye of the customer. But unfortunately, this strategy
wasn’t helping the company to increase the sales per store. Infect, the stores introduced
was cannibalizing the sales of the existing stores. The company uses multiple channels for
providing the product to the end customers.
Starbucks is creating good relations with their suppliers. This helps the company to gain a
good quality product on a low price as compared to the market rates. The company gives
benefits to the as well so they can improve their economic stability.

• Starbucks used two basic structures for international expansion that were company
owned and licensing agreements. +

Business Strategy & Policy, Summer 2010.


Human resource management:

• Howard Schultz joined the company as member of marketing team. +
• In decade of 1990s, Starbucks expand its talent pool on the most senior levels +
• Starbucks is focusing on employee training. +
• Company also giving health care benefits to the employees (more then 20
hour/week). +
• First time Starbucks gave stock ownership to its employees. +
• Starbucks bought all foreign managers to its Seattle offices for 13 day training. +
• It can start employee benefits and motivation programs. P+

Business Strategy & Policy, Summer 2010.



Recommendations for Improvement:

1) Revamp the employee reward system

2) Tighten focus on creating the “Third Place” environment
3. Focus profitability measures on profitable sales, not just reduction in staffing

1) Revamp Employee Reward System:

 Large percentage of the staff are under the age of twenty
 Benefits package focuses on medical, dental, and vision care, as well as the
employee stock options
 Outside of hourly wage, and semiannual raises, there are few monetary rewards

2) Improve “Third Place” Environment

 Site has a very high employee turnover rate
 Manager “promoted” to a another store in hopes of improving their poor
 Site has very poor handicapped accessibility
 Condition of restroom in each of our visits was poor and had no baby changing area

3) Focus Profitability Measures on More Than Just Staffing:

 Store is underperforming on some high margin product segments
 Too high a focus on minimizing direct labor as a key to achieve profitability
 Focus on high-margin items and profitable add-on sales
 By increasing pastry sales by 33%, store would realize a $16K increase in

Action Plan For Improvement

Business Strategy & Policy, Summer 2010.

 Decrease employee turnover rate
– Focus on hiring older employees where benefits package is more appropriate
– Base raises on performance rather than maximizing raises for economic reasons
– Develop and actively maintain a reward system for employees (i.e.
employee of the month)
– Develop a system of regular employee communications / meetings

 Improve site accessibility and cleanliness

– Upgrade front door and restrooms for handicapped accessibility
– Add a baby changing station
– Redesign restroom to separate cleaning supplies from bathroom or move
cleaning supplies to another location
– Focus employee attention on restroom cleanliness

 Enhance Starbuck’s differentiated atmosphere

– Utilize entertainment budget to hire outside entertainers, have book / poetry
readings, etc.
– Display the store’s collection of games and activities more prominently
– Make the location more of a “scene”


 By focusing on the initial recruitment and hiring stage, and by rewarding

employees based on merit current turnover rates will be reduced.
 By focusing on site accessibility and cleanliness, the physical facility will not
detract from atmosphere.
 By improving Starbucks’ atmosphere, it will become a more attractive place to go.

Potential Risks

Business Strategy & Policy, Summer 2010.

 Customers may not react positively to the changes being made
 Not enough available employees to meet re-aligned hiring needs
 Claims of age discrimination and negative affect on sales in youth demographic
 Costs associated with planned change

Business Strategy & Policy, Summer 2010.