The Trade Offs Is Starbucks Made? What Different Activity Choices Has It Made From Its Rivals?

The Starbucks former strategy was centered in offering a high quality product to a narrow consumer segment (coffee lovers), therefore, a

2) Garthwiate, Craig; Busse, Meghan; Brown, Jennifer; Merkley, Greg “Starbucks: A Story of Growth” Harvard Business Publishing, July 2012.

When Howard Schultz launched Starbucks, its main targets were the competitors and the customers. Schultz’s brand aimed at gaining dominance in the coffee industry in addition creating a Italian coffee shop feel in the United States (Buchanan & Simmons, 2009). The strategy of Starbucks was based on new products, listening to customers wants and ensure future expansion (Buchanan & Simmons, 2009). In creating convenience for customers, Starbucks created stores almost on top of eachother. They hinged on the idea that, they did not want to lose out on a sale if a line was too long. This action, of placing stores in heavy populated areas, basing need on projected growth of an area caused some decline in sales during economic trouble with the economy. The 2007 recession, failure of subprime mortgages, increased competition from McDonald 's McCafe brand, and Dunkin Doughnuts all led to a decline in sales for Starbucks in the fourth quarter of 2007 (Buchanan & Simmons, 2009). To attempt to regain market share and recover after the

Starbucks utilizes a differentiation business model by offering an overall unique and high quality experience for the consumer. From the high-quality food and drink options, to the uniquely roasted coffee and supreme customer service, Starbucks aims to provide an experience unobtainable anywhere else. Starbucks also focuses heavily on rapid expansion by seeking out profitable geographical areas and overcrowding those areas with stores in order to exploit profits and slow down competitors. Starbucks’ compliments this with its horizontal acquisition strategy, extending their product line through acquisition of competitors. This provides Starbucks with a differentiation strategy focused on providing a diversified product mix

“In 1981, Howard Schultz, vice president and general manager of US operations for a Swedish maker of stylish kitchen equipment and coffeemakers, decided to pay Starbucks a visit” (Thompson, Peteraf, Gamble, Strickland III, & McGraw-Hill, 2013). Schultz’s trip was out of curiosity to see why Starbucks was selling so many of his company’s products. However, during his stay in Seattle, Schultz fell in love with Starbucks and shortly after returning to New York, sought a way to become more involved in the company. It took almost a year for Schultz to convince the Jerry Baldwin and Gordon Bowker that he would be a good addition to their company, but in the fall of 1982,

Starbucks Coffee Company is the leading retailer, roaster, and brand of specialty coffee in the world, with more than 7,500 retail locations in North America, Latin America, Europe, the Middle East, and the Pacific Rim. It has long prided itself on offering an enriched customer experience as much as on great-tasting, high quality coffees. I chose to do my report on Starbucks because besides being a Starbucks addict, like many others I know, I am also interested in how the company might be able to maximize the value of its shares but first let me briefly explain how the business world works.

Starbucks’ lead in the specialty coffee industry exemplifies the result of deftly executing a well-planned business strategy. Moreover, Starbucks is well positioned for what is expected to be a continuing rise in the popularity of specialty coffee products. The question before Starbucks’ leadership, however, is what avenues will lead to Starbucks’ goal of remaining true to its core, the highest quality coffee products while providing a “total coffee experience” for its customers?

Starbucks today is widely recognized as the megabrand for coffee, and there clearly are no close competitors that have its international recognition and scope. Starbucks has grown to employ over “160,000 people and generates about 13.6 billion dollars annually” (Forbes). Much of Starbuck’s success is attributed to a man with a clear vision and drive: Howard Schultz. Howard Schultz’s passion for delivering quality coffee along with a positive café experience has given him the motivational determination to demonstrate exceptional leadership traits. This paper will give a brief overview of the history of Starbucks, and will then investigate the changes that were made after Schultz stepped in. Furthermore, problems that

The Starbucks story began in 1971 in Seattle’s Pike Place Market, selling high-quality dark-roasted coffee in small batches. The bean roaster and retail store was originally started by three partners, Jerry Baldwin, Zev Siegel, and Gordon Bowker. The three later sold the company to Howard Schultz in 1987. Howard Schultz had a strategy and a vision for the company that established its as one of the major corporate success stories of the late 20th century. The vision of founder Howard Schultz was inspired by Italian coffee bars/beverage retailer. Having experienced the espresso and coffeehouse

This paper looks at Starbucks history and evaluates its current financial situation. Their sense of community, responsibility and social awareness has made Starbucks the company that it is today. Starbucks has adopted a unique culture that is hard to duplicate by other organizations. As stated on their website, the company’s vision is to establish Starbucks as the most recognized and respected brand in the world. The ideals, along with the leadership of Howard Schultz, Starbucks CEO, has helped position the company where it is today, which in turn has positively affected the financials of the organization. This paper examines the financials and makes recommendations for new

Bryan C. Seaford, TIAA-CREF Robert C. Culp, Tuscan Sun, Inc. Bradley W. Brooks, Queens University of Charlotte

In general the coffeehouse industry in the United States was experiencing an increase in coffee consumption per capita due to the “Starbucks effect”. At this time Starbucks was operating approximately 20,000 stores in the United States and was living a fast expansion strategy worldwide.

The success of Starbucks in the early days of the company’s existence can be attributed to the goals, which Howard Schultz was able to achieve. His goal was to create a place, which people could gather as a “third place.” This place was to be in line with consumer schedules as the place of gathering and community. Home, Work, Starbucks was his idea. Everything he did was to be in line with this mantra. In addition to the atmosphere, which sets the brand apart, they produce a quality product. The brand started as a coffee bean distributer and it is this distinction, which allows

In the early 1980’s Howard Schultz, became captivated and saw possibilities in the fledgling specialty coffee market as he studied and observed that only a few Independent specialty coffee roasters existed and most of these businesses were small operations without large advertising budgets. Schultz recognized that many companies such as Peet’s and Starbucks had an enthusiastic base of regular customers who were

When the economic downturn caused the coffeehouse industry to implode, Starbucks was not equipped to survive in a world where caffeine aficionados could no longer afford to drop five dollars on a cup of java. Despite the odds, Starbucks has refined their business model and has adapted to