STARBUCKS

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Parth Dutta (050)
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Parth Sharma (057)

1. Introduction
Starbucks Corporation is an American company. The company was founded in 1971 in Seattle, Washington.
It is a premier roaster, marketer and retailer of specialty coffee around world. Starbucks has an estimate of
182,000 employees across 19,767 company operated & licensed stores in 62 countries. Their product mix
has roasted and handcrafted high quality/premium priced coffees, tea, variety of fresh food items and
various other beverages. Starbucks markets its products mix with other brand names within its portfolio of
companies. These include Teavana, Tazo, Seattle’s Best Coffee, Starbucks VIA, Starbucks Refreshers,
Evolution Fresh, La Boulange and Verismo.

2. Sectoral Brief

2.1. Industry Overview and Analysis:

Starbucks operates in the retail coffee and snacks store industry. This industry experienced a major
slowdown in 2009 due to the economic crisis along with the changing consumer tastes. The industry revenue
in the US declined 6.6% to $25.9 billion. Before this, the industry had a consistent growth for a decade. Due
to the economic slump, consumers would be spending less on luxurious activities like eating out; chose to
purchase low-price items instead of the high-priced coffee, due to shrinking budgets. The industry grew at a
low annualized average growth rate of 0.9% from 2008 till 2013, having current industry revenue at $29
billion in the US. The industry is now being forecasted to grow at an annualized rate of 3.9% in the upcoming
five years, having a potential to reach $35.1 billion revenues in the US. This growth would be majorly driven
by an improving economy, increase in consumer confidence and expanding menu offerings within the
industry. Starbucks dominates the industry with a market share of 36.7%, Dunkin Brands with 24.6% and
other competitors like McDonalds, Costa Coffee, Tim Horton’s etc.
 US Coffee and Snacks retail market share:

Source: IBIS World Report

2.2. Industry Life Cycle and Market Share Concentration:

This industry is believed to be in a mature stage with a medium level concentration. Starbucks and Dunkin
Brands make up for more than 60% of the market share, giving them considerable market power in
determining industry trends. Industry Structure is given as:

Source: IBIS World Report

3. Analysis
3.1. Porters Five Forces Analysis of the Retail Coffee and Snacks Industry:
Threat of New Entrants: Moderate
➢ There is a moderate threat of new entrants into the industry as the barriers to entry are not high
enough to discourage new competitors to enter the market.
➢ The industry’s saturation is moderately high with a monopolistic competition structure.
➢ For new entrants, the initial investment is not significant as they can lease stores, equipment etc. at
a moderate level of investment.
➢ At a localized level, small coffee shops can compete with the likes of Starbucks and Dunkin Brands
because there are no switching costs for the consumers. Even though there is great competition
within the industry, the possibility of new entrants to be successful is moderate.
➢ But entry into these markets is usually countered by the large incumbent brand identities like
Starbucks who have achieved economies of scale by lowering cost, improved efficiency with a large
market share. There is a moderately high barrier for the new entrants, since they would be different
from Starbucks in product quality, its prime real estate locations, and its store ecosystem
‘experience’.
➢ The incumbent firms like Starbucks have a larger scale and scope, yielding them a learning curve
advantage and favourable access to raw material with the relationship they build with their suppliers.
 ➢ There would be reaction from well-established companies within domains like brand equity,
resources, prime real estate locations and price competition are moderately high, which further
would create a moderate barrier of entry.
Threat of Substitutes: High
➢ There are enumerable substitute beverages to coffee, like tea, fruit juices, flavoured water, sodas,
energy drinks etc. Furthermore, Bars and Pubs serving non/alcoholic beverages could also be
considered substitutes of the social experience of Starbucks.
➢ Consumers do also make their own home-produced coffee with premium coffee makers at a fraction
of the cost they have to pay for buying from premium coffee retailers, like Starbucks.
➢ There are no switching costs for the consumers from switching from one substitute to another, which
further makes the threat high. It’s important to make a note that industry leaders like Starbucks are
currently attempting to counter threats like these by selling coffee makers, premium coffee packs in
grocery stores. Though it is not fair to comment that this threat doesn’t put pressure on their margins.
Bargaining Power of Buyers: Moderate to Low Pressure
➢ There are multiple buyers in this industry and any single buyer can’t demand price concession.
➢ Starbucks offers vertically differentiated products to a diverse consumer base, which makes relatively
low volume purchases, further which erodes the buyer’s power.
➢ Even though there are no switching costs, with the high availability of substitute products, Starbucks
prices its product mix in relation to rivals stores with prevailing market price elasticity and
competitive premium pricing.
➢ Consumers have a moderate sensitivity in premium coffee retailing as they have to pay a premium
for a higher quality of products, but are watchful of excessive premium with relation to product
quality.
Bargaining Power of Suppliers: Low to Moderate Pressure
➢ The main inputs of the value chain of Starbucks are coffee beans, premium Arabica coffee grown in
select regions which are the standard inputs, making the cost of switching between substitute
suppliers, moderately low.
➢ Starbucks with its size and scale, has the power to take advantage of its suppliers, but it maintains a
Fair-trade certified coffee under its coffee and farmer equity (C.A.F.E) program. This gives its suppliers
a fair partnership status, which yields them some power.
➢ The suppliers in the industry pose a low threat of competition against Starbucks by forward vertical
integration, which lowers their power.
➢ Starbucks forms a highly important part of the supplier’s business, due its size and scope, which make
the power of the suppliers lower. Given these factors, the suppliers pose a moderately low bargaining
power in the system.
Intensity of Competitive Rivalry: High to Moderate

➢ The industry has monopolistic competition, with Starbucks having the largest markets share along
with its closest competitors as well having a significant market share, creating a significant pressure
on Starbucks.
➢ Consumers do have a cost of switching to other competitors, which crates high intensity in rivalry.
 ➢ It’s crucial to note that Starbucks maintains some competitive advantage as it differentiates its
products with premium products and services, which gives them a moderate level of intensity in
competition.
➢ The industry is mature and the growth rate has been low which causes the competition among the
companies to be moderately high due to all of them seeking to increase market shaper from
established firms like Starbucks.
➢ All these factors contribute to the rivalry to be moderately high.
Looking at the Porters five forces analysis, we can get an aggregate industry analysis that the strength of
forces and the profitability in the retail coffee and snacks industry are Moderate.

3.2. Starbucks Core Competence:

Starbucks USP seems to be its tactic to effectively leverage the “cornerstone product differentiation
strategies” by offering any premium product mix of high-quality beverages along with snacks. Starbuck’s
brand equity is established on selling the finest quality coffee and related products, and by providing every
customer a unique “Starbucks Experience”. This is achieved from supreme customer service, clean and well-
maintained stores that reflect the culture of the communities in which they operate, thereby building a high
degree of customer loyalty with a cult following. Its other core competence is its human resource
management's values-based approach for building very strong internal and external relationships with
suppliers. This drives the successful deployment of its business strategy of organic expansion into
international markets, horizontal integration through smart acquisitions and alliances that maintains their
long-term strategic objective being a respected and recognized brand in the world.

3.3. Starbucks SWOT Analysis

Strengths:

➢ Strong Market Position and Global Brand Recognition: Starbucks has a significant geographical
presence across the globe and maintain a 36.7% market share in the United States and has operations
in over 60 countries. Starbucks is one of the most recognized brands in the coffeehouse segment and
is ranked 91st in the best global brands of 2013. Starbucks efficiently leverages its rich brand equity
by merchandizing products, licensing its brand logo out. Such strong market position and brand
recognition allows the company to gain a very significant competitive advantage in further expanding
into international markets and also helps register higher growth in both domestic and international
markets. Over the years, they have successfully achieved significant economies of scale with superior
distribution channels and supplier relationships.
 ➢ Products of the Highest Quality: They give the highest importance to the quality of their products and
avoid standardization of their quality even for higher production output.
➢ Location and Aesthetic appeal of its Stores: Starbucks has stores in some of the most prime and
strategic location across the globe. They target premium, high-traffic, high-visibility locations near a
variety of settings, including downtown and suburban retail centres, office buildings, university
campuses, and in select rural and off-highway locations across the world. This has enabled them to
earn a significant competence and advantage to be able to penetrate prime markets and tap into
customers convince factor. Their stores are visually appealing and attractive, have a ‘cool’ factor and
a status quo attached to it, with being designed to reflect the unique character of the neighbourhood
they serve in and environmentally friendly. They also provide free Wi-Fi, great music, great service,
warm atmosphere with an environment of community meeting spot, which forms a wider part of the
‘Starbucks Experience’. The main aim for the firm is to make their stores a ‘third place’ besides home
and work.
➢ Human Resource Management: Starbucks is known for it’s highly knowledge base employees. They
are the most essential asset of the company. They are provided with employee benefits like stock
option, retirement accounts and a healthy culture. This effective human capital management
converts to great customer services. It was rated 91st in the 100 best places to work for by the
Fortune Magazine.
➢ Goodwill among consumers due to Social Responsibly Initiatives: Their stores are community friendly,
focused on recycling and reducing waste. They build goodwill among communities where they
operate.
➢ Diverse Product Mix: Starbuck portfolio of products, that caters to all age groups demographic
factors.
➢ Use of Technology and Mobile Outlets: Starbucks efficiently leverages technology with its mobile
application “Starbucks App’ in both apple and android software’s. They make significant amounts of
investments in technology which supports a great chunk of their growth every year.
➢ Customer base loyalty: Starbucks has cult following status among consumers and they have also
implemented loyalty-based programs to drive loyalty with the Starbucks Rewards programs and
Starbucks Card. The Starbucks Card is a value card program which provides convenience, support
gifting, and further increases the frequency of store visits by cardholders, integrated with their
mobile application.
Weaknesses:

➢ Expensive Products: While Starbucks does differentiate their products with being highly quality
couple with the whole ‘Starbucks Experience’, in times of economic sluggishness, consumers to have
so switching costs to competitor’s products with lower prices and forgo paying a premium. These
premium prices could also pose some weakness for it to succeed in developing countries.
➢ Self-Cannibalization through overcrowding: By aggressive expansion and high saturation due to
overcrowding in the market leads to self cannibalization and diminishes long term growth targets of
Starbucks. This is happening especially in the United States where Starbucks operates 8078 stores.
➢ Overdependence in the United States market: In line with self-cannibalization of the US market with
8078 stores, Starbucks generates a huge percentage of their total revenue from the US and this
makes it very sensitive to prospects of the US economy and growth.
 ➢ Negative large corporation image: Like any large corporation, Starbucks does come under increased
scrutiny and have to invest in corporate social responsibility activates and maintain tight control over
labour practices.
➢ American/European coffee culture clash with that of other countries: Starbucks coffee culture may
not widely accept in some countries as part of their international expansion strategy.
Opportunities:

➢ Expansion into Emerging Markets: The increase saturation and self-cannibalization of the US market
makes its international strategy even more important. Starbucks has made good inroad into many
countries, with India recently joining the list with a joint venture entry.18 Starbucks has a great
growth potential in further expanding into the emerging and developing markets. They can leverage
their size, experience, financial prowess and efficiencies to make new market share.
➢ Expanding Product mix and offerings: Starbucks recently started to expand their product mix by
venturing into the Tea and fresh juice product offerings with a smart acquisition strategy. This
provides significant opportunities for Starbucks. Strategic Analysis of Starbucks Corporation.
➢ Expansion of retail operations: Starbucks currently sell its packed coffee products, iced beverages
and merchandizes through large box retailers. This market’s potential is yet to be fully realized and
this provides Starbucks great opportunities for the future to future monetizes their brand.
➢ Technological advances: Starbucks has leveraged the use of mobile applications and has an
investment partnership with Square, a mobile payments app that is integrated with its Starbucks app.
This creates an ease of use process for customers, aligns customer loyalty through reward programs.
Starbucks has already set the bar in the industry with this advancement and about 10% of its
transactions in the US have been made using mobile applications. This is a growing field and would
drive more business to their stores as technology advances.
➢ New distribution channels: Starbucks introduced a beta version of a delivery system called Mobile
Pour. This presents a great opportunity for the future by expanding their end product distribution
systems and could drive more revenue if the implementation is successful.
➢ Brand extension: Starbucks carries a powerful brand image and it can leverage it to extend into
horizontal lines of its business and also venture into product diversification with keeping brand
dilution risk in check.
Threats:

➢ Increased Competition: This is by far the biggest threat that Starbucks faces with the market being at
a mature stage, there is increased pressure on Starbucks from its competitors like Dunkin Brands,
McDonalds, Costa Coffee, Pete’s Coffee, mom and pop specialty coffee stores. Dunkin Brands had at
its main threat in the US market by trailing Starbucks with a 24.6% share.
➢ Price Volatility in the Global Coffee Market: There have been significant fluctuations in the market
prices of high-quality coffee beans, which Starbucks can’t control.
➢ Developed Countries Market Saturation: Starbucks derives a significant amount of its revenue from
the development markets and there is increased market saturation currently.
➢ Developed Countries Economy: In an increasingly economically integrated world, an economic crisis
like the one in 2008 could have a trickledown effect from the developed markets to the developing
markets. This threat would hurt revenues for Starbucks as consumers shift away from premium
product mix to stay in limited budgets during economic hardships.
 ➢ Changing Consumer tastes and lifestyle choices: The shift of consumers toward more healthy
products and the risk of coffee culture being just a fad represent a threat for Starbucks going into the
future.

3.4. Starbucks Key Strategies

One of the oldest and most important strategies that Starbucks followed since its establishing is the one of
product differentiation, further offering differentiators like premium product mixes, locations, coffee
beverage reputations and supreme most customer service that translated to building a premium valued
brand which is quite costly to imitate for competitors. Starbucks also follows a kinda a shrewd strategy of
strategic alliance and making smart acquisitions. Starbucks did not follow the franchising model and
operated as company-oriented stores and joint ventures in the international markets. Starbucks has made
key acquisitions like that of, Teavana, Bay Breads, Evolution Fresh and many more, to bring product diversity.
Starbucks acquisition strategy, as shown in their acquisition history in Appendix, has been horizontal,
product and market extensions acquisitions. Another very different strategy responsible for Starbuck’s
growth has been the international strategy of expanding into key developed and emerging markets to
geographically diversify, and it has been highly successful, making it operational, spanning 60 countries. All
these strategies have led to considerable competitive advantage for Starbucks over its competitors.
Starbucks generic value chain
4. Industry Trends and Demand Determinants:
The industry’s demand for premium coffee and snack products are mainly driven by a number of factors
which include disposable income, per capita coffee consumption, attitudes towards health, world pricing of
coffee and demographics. This industry is highly sensitive to the macroeconomic factors that affect the
growth in household disposable. During the recession, the decline in household disposable income due to
increased unemployment and stagnant wages caused a downward pressure on the revenue and profitability
margins in the industry. Another crucial factor for analyzing the demand in the industry is the per capita
coffee consumption where the increase in coffee consumption increases the revenue of coffee & snack
shops. The main driver of this consumption increase would be the increase disposable income, as the
economy improves and consumers start to relax their budgets. This driver has a positive effect on market
revenue. Per capita coffee consumption is expected to increase in 2014. As coffee beans are the primary
input in the value chain of the industry participants, the prevailing volatile prices of coffee beans determines
market costs and profitability margins. The world price of coffee has risen sharply in recent years due to
growing demand in other countries and the resulting supply shortages. During the five years to 2018, coffee
bean prices are projected to decrease, which will likely translate into lower market costs and higher
profitability. 5 Attitudes towards health also play an important role in determining the demand in the
industry. There is an expected shift towards healthy eating and diet among the consumers in 2014, and this
could be a potential threat to the industry as they become more aware of issues related to weight and
obesity. There has been a proactive shift among the industry participants to tailor their menus towards more
organic and healthy products mix.

5. Rationale Behind choosing Starbucks

Starbucks is expanding its global footprint by increasing its presence in the Indian market. The Indian market
coffee consumption is very low - with consumption of only 82 grams per capita as compared to 4 kilograms
per capita in the USA. Research in India has indicated that most people go to a café to socialize and form
stronger personal and business relationships, and not merely for drinking coffee. Realizing this trend,
Starbucks has customized its store ambience along with customization of its product offerings. To penetrate
the price sensitive Indian market, the products are also priced lower as compared to the prices in the USA,
but the prices have been kept relatively high as compared to major competitors like Café Coffee Day and
Barista Lavazza. Our objective is to analyse the evolution of Starbucks and its global vision and strategy, the
challenges faced by it in India, and why and how Starbucks is adapting to the local tastes and preferences, is
expanding its footprint aggressively to combat the competition and is also maintaining its premium imagery
as the low price strategy may dilute its global brand appeal. The real challenge for the company in India is
penetrating the coffee retail market and developing superior offerings through adaptation. Starbucks is
appealing to a lot of people because of its interesting policies some of which are mentioned below:

Starbucks is often known for the music they always have playing in the background of each store. As it turns
out, Starbucks is more serious about music than you may have thought. The company actually has its own
record label called Hear Music. It was created with Concord Music Group in 2007, and actually includes some
pretty huge performers, like Paul McCartney, James Taylor, and Joni Mitchell.

10 min rule: there is a rule where they have to open the store 10 minutes before the posted opening time
and leave the doors unlocked for 10 minutes after the posted closing time.

If you take all their core beverages, multiply them by the modifiers and the customization options, you get
more than 87,000 combinations.
Employee welfare: Starbucks spends more on health care for employees than coffee beans every year.

In January 2011, when Starbucks chairman and CEO Howard Schultz made his maiden India visit to sign the
50:50 JV with Tata Global Beverages, hopping over to Asia’s largest coffee maker Tata Coffee’s 8,258 sq. feet
roasting facility at Kushalnagar near Coorg made perfect sense. After witnessing the plant first hand, his
team pointed out that the coffee at the roasting facility matched the global espresso blend that Starbucks
prides itself on.

6. Future Case Scenario- Transforming business capability

Expanding Digital Relationships
Emphasis on the modernizations of the Starbucks® App, is part of the broad strategy aimed at growing digital
relationships with the no less than 60 million current U.S. customers per month who are not yet members of
Starbucks Rewards Programme. Apart from starting the App’s Mobile-Order&Pay capabilities to non-Starbucks
Rewards members, Starbucks will unveil a series of campaigns – inside and outside stores – intended to build
tailored digital relationships with clients that create new revenue opportunities. In other countries such as India the
organisation instead of launching the app is currently collaborating with App based delivery businesses to ensure
that customers are able to get access to quality products digitally and enabling doorstep delivery of products

Growing the Number of Stores

Not only is Starbucks focusing on mounting its footprint, but also varying its store mix. Instead of inaugurating more
dine-in eateries, the coffee giant is focused on drive-throughs in the outskirts of urban and suburban areas in
markets such as the US where the company has a significant presence and a well-established supply chain network.
Also, Starbucks is inaugurating express stores which basically function as walk-throughs in New York, Boston, and
Seattle. This strategy is intended at increasing the company’s store penetration. However, a concern that may
counter the incremental growth from the addition of the new stores is cannibalization. That said, Starbucks remains
confident that it will see a minimum 5% comparable sales growth in the U.S. However, the Company plans to have a
global footprint and is engrossed with plans to venture into newer markets and expand their footprint there.
Countries like China and India for example have seen the induction of the company but the process of expansion is
still underway. Specifically talking in the Indian context, the company plans to venture into newer cities so as to tap a
new customer base as well as expanding the count in the cities where it has presence already

Elevating the Coffee Experience

As per various business and market projections the coffee market is set to grow multi-fold in the next few years, the
company is hauling all stops to position itself as the most favoured coffee shop. The following image lays emphasis of
Starbucks’ expanded store portfolio, offering highly tailored and raised experiences. At the peak of the pyramid sits
Roasteries, which is beleaguered at premium customers, such as, uber-rich and coffee enthusiasts. The company is
viewing at possibly 10 Roasteries, offering different types of coffee experiences: pour-over, siphon, clover,
specifically roasted Reserve coffees on-site that you are able to buy from a scoop bar, and interactive experience
with bars and baristas. The Roasteries will be offering food from “Princi,” the company’s latest partnerships for
promoting food at its cafes. Second in the pyramid structure is Reserve Stores, which will have twice the square
footage of a normal store. The company is hoping to open approximately 500 new Reserve stores targeting the
upper-middle income group, offering the premium Roastery experience but at a lower cost. Through its new store
portfolio, the company hopes to address the problems of competition and ubiquity by delivering customers the
highest quality coffee.
Creating New Customer Occasions
Dine hours, for Starbuck, have been the swiftest growing segment of the day for a number of years now. This was
driven by better-quality food offering, more fresh food items around bistro boxes and sandwiches, and strength in its
tea dais. Furthermore, Starbucks is launching nitro cold brew in 500 stores soon. All of this is aimed at appealing a
greater number of customers to its stores, by presenting new and innovative food and beverage options.

Driving at Home Coffee Share & Occasions

Lashing the demand for at-home coffee involves growing the consumer product goods department. CPG mainly
consists of packaged coffee and K-Cups. Starbucks is the leader in K-Cups, even though the industry has slowed down
significantly from its peak. By partnering with companies like Pepsi in Latin America, Tingyi in China, and Anheuser-
Busch, Starbucks is making efforts at expanding its ready-to drink segment which is forecast to grow at
approximately 10% y-o-y in the next five years. Starbucks already holds a 75% market share in the U.S. ready to drink
coffee market, and hopes to claim an additional market share of $1 billion in the premium RTD category through its
latest partnerships.

Establishing New Partnerships

Food sales now represent 20% of Starbucks’ revenue and has been consistently contributing almost a percentage
point to comps. Further, the company has found that each day part is far below its saturation level in terms of food
offerings. To fully leverage off the gaining popularity of its complementary coffee and food menu, the company is
working towards establishing partnerships and making food one of its major future growth drivers. To this end,
Starbucks announced its entry into the brunch business. It is currently testing a new weekend brunch menu in 70
locations in the western part of the U.S., which would be available on Saturdays and Sundays from 8 a.m. until 2
p.m., or until supplies run out. Another attempt at this is the partnership with the Italian bakery, Princi. The company
will be serving fresh Princi food at its new premium restaurants. Another partnership is with Macy’s, wherein
Starbucks currently has presence in 49 Macy’s stores. The two giants are looking at potentially expanding this
partnership to have greater Starbucks presence at Macy’s stores. Consequently, the management believes that over
the next five years, the company will be generating 25% of its revenue via food sales.

A more focused approach

Not all of Starbucks strategy will be seen by the consumer, however. With more than 14,000 locations in the U.S.
alone, Starbucks is the second-most common restaurant chain and that saturation has hurt the chain. Having so
many locations can cannibalize sales and lead to fewer transactions at individual stores. In 2019, Starbucks is
expected to shutter 150 under-performing locations, three times the amount it typically does, in the hopes that this
will help right the ship. While growth in its China arm will be mostly focused on adding new units, something
Starbucks does every 15 hours, growth in the U.S. will be more measured going forward.

The human connection

Along with a more tempered store growth, Starbucks also identified weaknesses in its in-cafe operations.

Starbucks determined that 40 percent of a baristas time was being spent on tasks that did not involve the customer.
So, it moved these “remedial tasks” from being done during the day to be done after closing.

Brewer said that baristas were leaving their station around 22 times per hour to do these tasks and their time would
be better served interacting with customers.

Other restaurants like McDonald’s are also adopting this kind of hospitality model. In some remodelled McDonald’s
locations, there are designated staff members that bring orders to tables, help customers use the kiosks and to greet
incoming diners.

This model has proven particularly effective at Chick-fil-A. The privately held chicken restaurant is known for its
customer service, with customers taking to social media often to praise staff members for going above and beyond
to help diners.

Starbucks has been working hard to brand itself as a “third-place,” a place between work and home for customers to
relax, enjoy a cup of coffee and feel a sense of community. This is especially evident in its upscale Roastery locations.

On Friday, Starbucks’ newest Reserve Roastery location opened in New York City. The nearly 23,000 square-foot
location was designed to be a cosy haven for coffee fanatics looking to not only get their caffeine fix, but and up
close and personal experience with Starbucks’ roasters, baristas and craft mixologists.

As of now, Starbucks has its locations in Seattle, Shanghai and Milan. Roasteries in Chicago and Tokyo are slated to
open in 2019.

In the year, when the Shanghai location was inaugurated, Starbucks recorded over a million customer occasions. And
at the Milan location, there is a line out of the door, stretching down the plaza just to get in.
6. References:
Starbucks 2013 10-K Form for FY ended on September 29th, 2013

Starbucks 2013 10-K Form for FY ended on September 29th, 2013

IBIS World: The Coffee & Snack Shop Industry in the US Report, October 2013

IBIS World: The Coffee & Snack Shop Industry in the US Report, October 2013

IBIS World: The Coffee & Snack Shop Industry in the US Report, October 2013

http://www.starbucks.com/about-us/company-information/mission-statement

http://www.starbucks.com/responsibility/sourcing/coffee

http://interbrand.com/en/best-global-brands/2013/Starbucks

Starbucks 2013 10-K Form for FY ended on September 29th, 2013

Starbucks 2013 10-K Form for FY ended on September 29th, 2013

http://www.starbucks.com/coffeehouse/store-design

http://money.cnn.com/magazines/fortune/best-companies/2013/snapshots/94.html

http://www.starbucks.com/responsibility/community

Global Data: Starbucks Corporation Research Report, March 2013

http://blogs.wsj.com/corporate-intelligence/2013/07/26/starbucks-talks-about-its-future-morefood-more-digital/

Starbucks 2013 10-K Form for FY ended on September 29th, 2013

Starbucks 2013 10-K Form for FY ended on September 29th, 2013

http://online.wsj.com/article/PR-CO-20131122-905464.html

http://www.forbes.com/sites/walterloeb/2013/01/31/starbucks-global-coffee-giant-has-newgrowth-plans/

http://seekingalpha.com/article/637841-starbucks-smart-acquisition-strategy

http://techcrunch.com/2013/07/26/mobile-payment-at-u-s-starbucks-locations-crosses-10-asmore-stores-get-
wireless-charging/

http://www.starbucks.com/blog/introducing-starbucks-mobile-pour

Supplementary Sources:
http://www.mckinsey.com/insights/growth/starbucks_quest_for_healthy_growth_an_interview_
with_howard_schultz

http://www.forbes.com/sites/walterloeb/2013/01/31/starbucks-global-coffee-giant-has-newgrowth-plans/
http://seattletimes.com/html/businesstechnology/2020031178_starbucksteavanaxml.html