Starbucks started as a small cafe in 1971 at a downtown Seattle market by three coffee drinkers. The hiring f Howard Schultz in 1982, and his subsequent trip to the coffee shops f Italy began the transformation f Starbucks from corner coffee shop and wholesaler to corporate success story…
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A few years later Shultz bought the founders out and in 1992, Starbucks had grown to 150 stores across the Northwest and Midwest. Shultz took the company public raising over 25 million dollars.
Starbucks' success was built on two things - the store experience (Starbucks' image) and the quality f its product. It really is a better cup f coffee the first one is so sacred that on Starbucks employees initiative the chain even prohibited smoking in its stores in Vienna, where cigarettes and coffee are inseparable, because Starbucks doesn't want anything to interfere with the seductive scent f fresh-brewed espresso. That's why top-management f Starbucks deeply believed that employees make the store that they work in. A Starbucks employee needed to be very knowledgeable, communicative, and helpful to the customers. Customers need to know the difference in the new roasted coffee Starbucks will offer. Well-educated employees will surely handle this requirement. Starbucks need to use powerful cultural motivations to drive the identification f opportunities. (Rae 2006)
In Starbucks all employees are called "partners," signaling a level f responsibility maintained by few companies with sales in the billions f dollars. Anyone who has an idea uses a one-page form to pass it to the senior executive team--and gets a response. When the company pursues an idea, its author, regardless f tenure or title, is typically invited to join the launch team as a full-time member. New-style marketing organizations, by contrast, hire marketers not for jobs but for two broad kinds f roles: those f integrators and specialists.
If communications are to be used effectively then there is a need to communicate aspects f the direction in which the organization intends moving and how it intends to achieve this. In other words, the business philosophy and its aims and objectives, often expressed formally through mission and vision statements, need to be communicated to particular audiences in a way that is synchronized and co-ordinated with the organization's other communication activities.
In case f Starbucks mission sounds like this: "Establish Starbucks as the premier purveyor f the finest coffee in the world while maintaining our uncompromising principles as we grow". The development f the mission statement was the start f the company's marketing management initiative. Starbucks overall objective in the eye's f the leaders was defined. This mission does not want to jeopardize the quality, ambiance, or service due to expansion into a global marketplace.
Besides writing a mission, Starbucks has outlined their guiding principles, which they follow in their business:
1. Provide a great work environment and treat each other with respect and dignity;
2. Embrace diversity as an essential component in the way we do business;
3. Apply the highest standards f excellence to the purchasing, roasting, and fresh delivery f our coffee;
4. Develop enthusiastically satisfied customers all f the time;
5. Contribute positively to our communities and our environment;
6. Recognize that profitability is essential to our future success.
Starbucks chose the second one (Product Concept) and their success over the past 25 years has a lot to do with the quality f the product, which has attracted a loyal and growing following among consumers.
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(“Introduction; Vision, Mission, and Stakeholders Case Study”, n.d.)
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(Introduction; Vision, Mission, and Stakeholders Case Study)
“Introduction; Vision, Mission, and Stakeholders Case Study”, n.d. https://studentshare.org/miscellaneous/1512243-introduction-vision-mission-and-stakeholders.
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