Refer to Case 2: Starbucks’ Mission: Social Responsibility and Brand StrengthYou have been asked by Starbucks to advise them on ways that they can increase their sustainability. Several options are being discussed, such as looking into more eco-friendly cups to deducting an additional ten cents for everyone who brings in a personalized cup. Provide some recommendations on ways you think would be most beneficial to Starbucks in increasing its sustainability.Be sure to address:Starbucks’ social responsibilityStarbucks’ overall corporate strategyIdentify Starbucks’ competitive advantage and how it relates to sustainability CASE 2 Starbucks Mission: Social Responsibility and Brand Strength*Howard Schultz joined Starbucks in 1982 as director of retail operations and marketing. Returning from a trip to Milan, Italy, with its 1,500coffee bars, Schultz recognized an opportunity to develop a similar retail coffee bar culture in Seattle.In 1985 the company tested the first downtown Seattle coffeehouse, served the first Starbucks café latté, and introduced its Christmas Blend.Since then, Starbucks expanded across the United States and around the world, now operating over 21,000 stores in 65 countries. Historically,Starbucks grew at a rate of about three stores a day, although the company cut back on expansion in recent years. The company serves 70million customers per week and has revenues of approximately $16.4 billion a year. It is the largest coffeehouse company in the world.Starbucks locates its retail stores in high-traffic, high-visibility locations. The stores are designed to provide an inviting coffee bar environmentthat is an important part of the Starbucks product and experience. It was the intention of Howard Schulz to make Starbucks into "the thirdplace" for consumers to frequent, after home and work. Because the company is flexible regarding size and format, it locates stores in or near avariety of settings, including office buildings, bookstores, and university campuses. It can situate retail stores in select rural and off-highwaylocations to serve a broader array of customers outside major metropolitan markets and further expand brand awareness.In addition to selling products through retail outlets, Starbucks sells coffee and tea products and licenses its trademark through other channelsand partners. For instance, its Frappuccino coffee drinks, Starbucks Doubleshot espresso drinks, super-premium ice creams, and VIA coffees canbe purchased in grocery stores and through retailers like Walmart and Target. Starbucks partnered with Courtesy Products to create single-cupStarbucks packets marketed toward hotel rooms. Starbucks also partnered with Green Mountain Coffee Roasters to introduce Starbucks-brandedcoffee and tea pods to the market. These pods target consumers who own Keurig single-cup brewing machines. Although the two businesseswould normally be rivals, this partnership is beneficial for both Green Mountain and Starbucks. Since Green Mountain owns Keurig's single-serve machines, the partnership enables Starbucks to access this technology to market a new product. Green Mountain benefits because thepartnership generates new users of Keurig single-cup brewing machines attracted to the Starbucks name.This partnership between Green Mountain and Starbucks did not stop Starbucks from launching its own line of single-serve machines. In 2012Starbucks introduced its Verismo 580 Brewer that allows consumers to brew a cup of Starbucks coffee in their own homes (later versions includethe Verismo 583 and 600). The coffee has the strong, bold flavor of a cup purchased in any Starbucks retail location. Starbucks offers a limitedassortment of coffees to emphasize quality rather than quantity. Not to be outdone, Green Mountain released another type of single-serve coffeebrewer called the Rivo. Unlike the Verismo that uses powdered milk pods, the Rivo uses fresh milk. The race to conquer the single-serve coffeemarket is intensifying between the two companies.A common criticism of Starbucks is the company's strategy for location and expansion. Its "clustering" strategy, placing a Starbucks literally onevery corner in some cases, forced many smaller coffee shops out of business. This strategy dominated for most of the 1990s and 2000s andStarbucks became the butt of jokes. Many people began to wonder whether two Starbucks directly across the street from each other were reallyneeded. The last recession brought a change in policy, however. Starbucks pulled back on expansion, closed hundreds of stores around theUnited States, and focused more on international markets. Now Starbucks is beginning to focus on U.S. expansion once more.At the end of 2014, Starbucks opened a 15,000 square foot Starbucks Reserve Roastery and Tasting Room in Seattle, a place where coffee isroasted, bagged, sold, and shipped internationally. Equipped with a Coffee Library and Coffee Experience Bar, the roastery is intended toredefine the coffee retail experience for customers. The roastery sells 28 to 30 different coffees and gets 1,000 to 2,000 customers daily. CEOHoward Schultz believes the roastery has the potential to redefine the Starbucks retail experience.396397

Question

Refer to Case 2: Starbucks’ Mission: Social Responsibility and Brand StrengthYou have been asked by Starbucks to advise them on ways that they can increase their sustainability. Several options are being discussed, such as looking into more eco-friendly cups to deducting an additional ten cents for everyone who brings in a personalized cup. Provide some recommendations on ways you think would be most beneficial to Starbucks in increasing its sustainability.Be sure to address:Starbucks’ social responsibilityStarbucks’ overall corporate strategyIdentify Starbucks’ competitive advantage and how it relates to sustainability CASE 2 Starbucks Mission: Social Responsibility and Brand Strength*Howard Schultz joined Starbucks in 1982 as director of retail operations and marketing. Returning from a trip to Milan, Italy, with its 1,500coffee bars, Schultz recognized an opportunity to develop a similar retail coffee bar culture in Seattle.In 1985 the company tested the first downtown Seattle coffeehouse, served the first Starbucks café latté, and introduced its Christmas Blend.Since then, Starbucks expanded across the United States and around the world, now operating over 21,000 stores in 65 countries. Historically,Starbucks grew at a rate of about three stores a day, although the company cut back on expansion in recent years. The company serves 70million customers per week and has revenues of approximately $16.4 billion a year. It is the largest coffeehouse company in the world.Starbucks locates its retail stores in high-traffic, high-visibility locations. The stores are designed to provide an inviting coffee bar environmentthat is an important part of the Starbucks product and experience. It was the intention of Howard Schulz to make Starbucks into &#34;the thirdplace&#34; for consumers to frequent, after home and work. Because the company is flexible regarding size and format, it locates stores in or near avariety of settings, including office buildings, bookstores, and university campuses. It can situate retail stores in select rural and off-highwaylocations to serve a broader array of customers outside major metropolitan markets and further expand brand awareness.In addition to selling products through retail outlets, Starbucks sells coffee and tea products and licenses its trademark through other channelsand partners. For instance, its Frappuccino coffee drinks, Starbucks Doubleshot espresso drinks, super-premium ice creams, and VIA coffees canbe purchased in grocery stores and through retailers like Walmart and Target. Starbucks partnered with Courtesy Products to create single-cupStarbucks packets marketed toward hotel rooms. Starbucks also partnered with Green Mountain Coffee Roasters to introduce Starbucks-brandedcoffee and tea pods to the market. These pods target consumers who own Keurig single-cup brewing machines. Although the two businesseswould normally be rivals, this partnership is beneficial for both Green Mountain and Starbucks. Since Green Mountain owns Keurig's single-serve machines, the partnership enables Starbucks to access this technology to market a new product. Green Mountain benefits because thepartnership generates new users of Keurig single-cup brewing machines attracted to the Starbucks name.This partnership between Green Mountain and Starbucks did not stop Starbucks from launching its own line of single-serve machines. In 2012Starbucks introduced its Verismo 580 Brewer that allows consumers to brew a cup of Starbucks coffee in their own homes (later versions includethe Verismo 583 and 600). The coffee has the strong, bold flavor of a cup purchased in any Starbucks retail location. Starbucks offers a limitedassortment of coffees to emphasize quality rather than quantity. Not to be outdone, Green Mountain released another type of single-serve coffeebrewer called the Rivo. Unlike the Verismo that uses powdered milk pods, the Rivo uses fresh milk. The race to conquer the single-serve coffeemarket is intensifying between the two companies.A common criticism of Starbucks is the company's strategy for location and expansion. Its &#34;clustering&#34; strategy, placing a Starbucks literally onevery corner in some cases, forced many smaller coffee shops out of business. This strategy dominated for most of the 1990s and 2000s andStarbucks became the butt of jokes. Many people began to wonder whether two Starbucks directly across the street from each other were reallyneeded. The last recession brought a change in policy, however. Starbucks pulled back on expansion, closed hundreds of stores around theUnited States, and focused more on international markets. Now Starbucks is beginning to focus on U.S. expansion once more.At the end of 2014, Starbucks opened a 15,000 square foot Starbucks Reserve Roastery and Tasting Room in Seattle, a place where coffee isroasted, bagged, sold, and shipped internationally. Equipped with a Coffee Library and Coffee Experience Bar, the roastery is intended toredefine the coffee retail experience for customers. The roastery sells 28 to 30 different coffees and gets 1,000 to 2,000 customers daily. CEOHoward Schultz believes the roastery has the potential to redefine the Starbucks retail experience.396397

Accepted Answer

The term "sustainability" describes the ability to satisfy current requirements without compromising…