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 over 11,000 outlets in more than 36 countries, Starbucks is the world's number-one specialty coffee retailer. It's also 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, chairman and chief global strategist 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：
Handcrafted beverages: Hot and iced espresso beverages, coffee and noncoffee blended beverages, and Tazo teas
Merchandise: Home espresso machines, coffee brewers and grinders, premium chocolates, coffee mugs and coffee accessories, compact discs, and other assorted items
Fresh food: Baked pastries, sandwiches, and salads
Global consumer products: Starbucks Frappuccino coffee drinks, Starbucks Iced Coffee drinks, Starbucks Liqueurs, and a line of super-premium ice creams
Starbucks card: A reloadable stored-value card
Brand portfolio: Starbucks Entertainment, Ethos Water, Seattle’s Best Coffee, and Tazo Tea
At the end of 2005, the company had over 115,000 full and part-time partners (employees) around the world. Howard Schultz is the chairman of Starbucks. Jim Donald is the president and chief executive officer. Some of the other “interesting” top-level executive positions include senior vice president of total pay, senior vice president of coffee and global procurement, senior vice president of global business systems solutions, senior vice president of culture and leadership development, and senior vice president of corporate social responsibility.
So how does Starbucks epitomize the five Cs—community, connection, caring, committed, and coffee? That's what you’ll discover as you complete the remaining continuing cases．Keep in mind that as you do the other cases that there may be information included in this introduction you might want to review.
Discussion Questions
1. What management skills do you think would be most important for Howard Schultz to have?
What skill do you think would be most important for a Starbucks store manager to have?
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, the informational , and the
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.
Source: Stephen P. Robbins and Mary Coulter. Management (9th edition). Prentice Hall. 2007
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36个国家拥有11 000多家分店，是世界第一大专业咖啡零售商。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5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，以及泰舒茶；
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、三明治和沙拉；
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：一种可重复储值增值的卡；
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2005年底，公司在全世界拥有115 000多名全职和兼职员工。霍华德·舒尔茨是公司的董事长，吉姆·唐纳德(Jim Donald)是总裁和首席执行官，还有一些“有趣的”高级执行官职位，包括高级财务副总裁、高级咖啡和全球采购副总裁、全球商业系统解决方案高级副总裁、文化和领导发展高级副总裁，以及企业社会责任高级副总裁。
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
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？
以下管理理论和方法对星巴克会有什么作用？科学管理，组织行为，定量方法，系统方法
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？
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？
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？
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？
