Brand Course for International Students
Community. Connection. Caring. Committed. Coffee. Five Cs that describe the essence of Starbucks Corporation—what it stands for and what it wants to be as a business. With more than 31,000 coffee shops in 70 countries, Starbucks is the world’s number-one specialty coffee retailer. The company also owns Seattle’s Best Coffee Teavana, Tazo Tea, Starbucks VIA, Starbucks Refresher, Evolution Fresh, La Boulange, and Verismo brands. It’s a company that truly epitomizes the challenges facing managers in today’s globally competitive environment. To help you better understand these challenges, we’re going to take an in-depth look at Starbucks through these continuing cases, which you’ll find at the end of every part in the textbook. Each of these six part-ending continuing cases will look at Starbucks from the perspective of the material presented in that part. Although each case “stands alone,” you’ll be able to see the progression of the management process as you work through each one.
The Beginning
“We aren’t in the coffee business, serving people. We’re in the people business, serving coffee.” That’s the philosophy of Howard Schultz, chief executive officer of Starbucks．It’s a philosophy that has shaped—and continues to shape—the company.
The first Starbucks, which opened in Seattle’s famous Pike Place Market in 1971, was founded by Gordon Bowker, Jerry Baldwin, and Zev Siegl. The company was named for the coffee-loving first mate in the book Moby Dick, which also influenced the design of Starbucks’ distinctive two-tailed siren logo. Schultz, a successful New York City businessperson, first walked into Starbucks in 1981 as a sales representative for a Swedish kitchenware manufacturer. He was hooked immediately. He knew that he wanted to work for this company, but it took almost a year before he could persuade the owners to hire him. After all, he was from New York and he hadn’t grown up with the values of the company. The owners thought Schultz’s style and high energy would clash with the existing culture. But Schultz was quite persuasive and was able to allay the owners’ fears. They asked him to join the company as director of retail operations and marketing, which he enthusiastically did. Schultz’s passion for the coffee business was obvious. Although some of the company’s employees resented the fact that he was an “outsider,” Schultz had found his niche and he had lots of ideas for the company. As he says, “I wanted to make a positive impact.”
About a year after joining the company while on a business trip to Milan, Schultz walked into an espresso bar and right away knew that this concept could be successful in the United States. He said, “There was nothing like this in America.” It was an extension of people’s front porch. It was an emotional experience. I believed intuitively we could do it. I felt it in my bone.” Schultz recognized that although Starbucks treated coffee as produce, something to be bagged and sent home with the groceries, the Italian coffee bars were more like an experience…a warm, community experience. That’s what Schultz wanted to recreate in the United States. However, Starbucks’ owners weren’t really interested in making Starbucks big and didn’t really want to give the idea a try. So Schultz left the company in 1985 to start his own small chain of espresso bars in Seattle and Vancouver called II Giornale. Two years later when Starbucks’ owners finally wanted to sell, Schultz raised﹩3.8 million from local investors to buy them out. That small investment has made him a very wealthy person indeed!
Company Facts
Starbucks’ main product is coffee……more than 30 blends and single-origin coffees. In addition to fresh-brewed coffee, here’s a sampling of other products the company also offers：
l Handcrafted beverages: Hot and iced espresso beverages, coffee and noncoffee blended beverages, Tazo teas and smoothies
l Merchandise: Home espresso machines, coffee brewers and grinders, premium chocolates, coffee mugs and coffee accessories, compact discs, and other assorted items
l Fresh food: Baked pastries, sandwiches, salads, hot breakfast items, and yogurt parfaits
l Global consumer products: Starbucks Frappuccino coffee drinks, Starbucks Iced Coffee drinks, Starbucks Liqueurs, and a line of super-premium ice creams
l Starbucks card and My Starbucks Rewards program: A reloadable stored-value card and a consumer rewards program
l Brand portfolio: Starbucks Entertainment, Ethos Water, Seattle’s Best Coffee, and Tazo Tea
At the end of 2015, the company had more than 235,000 full and part-time partners (employees) around the world. Howard Schultz is the chairman, president and CEO of Starbucks. Some of the other “interesting” executive positions include chief operating officer, global chief marketing officer; chief creative officer; executive vice president of partner resources and chief community officer; executive vice president, global supply chain; executive vice president, global coffee; learning business partner; and international partner resource coordinator.
So we're beginning to see how Starbucks epitomizes the five Cs-community, connection, caring, committed, and coffee. In this Continuing Case in the Management Practice section at the end of Parts 2-6, you'll discover more about Starbucks' unique and successful ways of managing. As you work on these remaining continuing cases, keep in mind that there may be information included in this introduction you might want to review.
Questions
1. What management skills do you think would be most important for Howard Schultz to have? Why? What skills do you think would be most important for a Starbucks store manager to have? Why?
2. How might the following management theories/approaches be useful to Starbucks: scientific management, organizational behavior, quantitative approach, systems approach?
3. Choose three of the current trends and issues facing managers and explain how Starbucks might be impacted. What might be the implications for first-line managers? Middle managers? Top managers?
4. Give examples of how Howard Schultz might perform the interpersonal, informational, and decisional roles.
5. Look at Howard Schultz’s philosophy of Starbucks. How will this affect the way the company is managed?
6. Go to the company’s Web site [www.starbucks.com] and find the list of senior officers. Pick one of those positions and describe what you think that job might involve. Try to envision what types of planning, organizing, leading, and controlling this person would have to do.
星巴克—简介
公众(Community)、联络(Connection)、关怀(Caring)、忠诚(Committed)、咖啡(Coffee)，这5C描述了星巴克公司的精髓——它想成为什么样的公司。星巴克在70个国家拥有31000多家分店，是世界第一大专业咖啡零售商。该公司还拥有西雅图最佳咖啡和Torrefazione Italia品牌。在今天全球化的竞争环境中，公司管理者面临着各种挑战，星巴克就是众多公司的一个缩影。为了能更好地了解这些挑战，我们将通过以下连续案例来深入了解星巴克，这些连续案例包括6个案例，每个案例是从所在章节的知识点的角度来研究星巴克的。每个案例都是独立的，通过对每个案例的学习，你将理解管理过程的进程。
起步
“我们从事的并不是咖啡业务，而是服务大众；我们通过提供咖啡为大众服务。”这是星巴克的董事长、首席全球战略家霍华德•舒尔茨(Howard Schultz)的经营哲学。这种哲学影响并将继续影响着星巴克。
星巴克的第一家店是1971年由戈登•鲍克(Gordon Bowker)、杰里•鲍德温(Jerry Baldwin)和佐夫•西格(Zev Siegl)在西雅图(Seattle)著名的派克街市场开的。公司在《白鲸》一书中被提名为咖啡爱好者首选伴侣，《白鲸》一书曾经也对星巴克独特的双尾警笛标志的设计有过重要影响。舒尔茨是纽约市的成功商人，1981年，他以一个瑞典厨具制造商的销售代表的身份第一次进入星巴克，就立刻被星巴克吸引了。他想要为这家公司工作，但是他却花了将近一年时间才说服星巴克老板聘用他。毕竟他是纽约人，并不是随着公司的价值观成长起来的，公司老板们认为舒尔茨的风格和旺盛的精力会跟公司现有的文化相冲突。但是舒尔茨相当有说服力，能够消除老板的疑虑。星巴克老板让舒尔茨进入了星巴克，担任零售运营和营销的主管，这也是他挚爱的岗位。舒尔茨对咖啡业务激情澎湃，虽然公司有些员工对他这个外来者感到不满，但舒尔茨找到了最合适自己的位置，他对公司有很多想法。正如他所言，“我要做有积极影响的事”。
大约在进入公司一年之后，舒尔茨去米兰(Milan)旅行，他走进了米兰的一家咖啡吧，立刻意识到米兰的咖啡吧观念可以在美国取得成功。他说：“在美国没有像这样的咖啡吧”“这是人们生活的延伸，是一次情感体验，我从直觉上相信我们可以做到这一点，从我的骨子里感觉到”。舒尔茨(Schultz)意识到虽然星巴克把咖啡作为产品，但仅仅是被打包跟杂货一起带回家的食物。意大利的咖啡吧更像是一种体验，一种温馨的社交体验，这就是舒尔茨(Schultz)想要在美国创造的。然而，星巴克的老板们对把星巴克做大并不感兴趣，并不想尝试这样一个想法。因此舒尔茨(Schultz)在1985年离开了这家公司，在西雅图(Seattle)和温哥华(Vancouver)开了他自己的咖啡吧连锁店“每日咖啡馆”。两年后，当星巴克的老板们最终想卖掉公司时，舒尔茨(Schultz)向当地的投资商筹集到380万美元，买下了星巴克。这次小投资事实上让他成为了一个非常富有的人。
公司概况
星巴克的主营产品就是咖啡，30多种混合咖啡和单一咖啡。除了鲜酿咖啡外，公司还提供以下其他产品：
手工饮料：热的和冰的咖啡饮料、咖啡和非咖啡的混合饮料，泰舒茶以及冰沙；
商品：家用浓咖啡机、咖啡调制机和研磨机、高级巧克力、咖啡杯及咖啡配件、光盘和各种各样的物件；
新鲜食物：烘烤糕点、三明治、沙拉、热早餐和酸奶冻糕；
全球消费产品：星巴克星冰乐咖啡饮料、星巴克冰镇咖啡饮料、星巴克利口酒和一条超一流的冰淇淋产品线；
星巴克卡和星巴克奖励计划：一种可重复储值增值的卡和消费者奖励计划；
品牌组合：星巴克娱乐、风味汽水、西雅图最好的咖啡以及泰舒茶。
到2015年底，公司在全世界拥有235 000多名全职和兼职员工。霍华德•舒尔茨是公司的董事长、总裁兼首席执行官，还有一些“有趣的”高级执行官职位，包括首席运营官、全球首席营销官、首席创意官、合作伙伴资源执行副总裁兼首席社区官、全球供应链执行副总裁、全球咖啡执行副总裁、学习业务合作伙伴以及国际合作伙伴资源协调员。
星巴克是如何浓缩5C——公众、联络、关怀、忠诚、咖啡的呢？在接下来的案例中会具体体现。当阅读其他案例时，有些信息在本部分星巴克简介中提到，需要再回顾一下。
问题
1. 你认为拥有什么管理技能对霍华德·舒尔茨是最重要的？为什么？你认为对于一个星巴克店的经理来说，拥有哪些管理技能是最重要的？为什么？
2. 以下管理理论和方法对星巴克会有什么作用？科学管理，行为科学，数理方法，系统方法。
3. 选择3种当前管理者面临的趋势和问题，说明星巴克将受到怎样的影响。这对于一线管理者意味着什么？中层管理者呢？高层管理者呢？
4. 举例说明霍华德·舒尔茨是如何扮演人际角色、信息角色和决策角色的？
5. 了解霍华德·舒尔茨关于星巴克的经营哲学，它是如何影响公司的管理方式的？
6. 访问星巴克的网站（www.starbucks.com），找出星巴克的高级执行官名单。选择其中的一个职位，描述这个岗位可能涉及到的内容。试着想象担任该职位的人需要怎样进行计划、组织、领导和控制？