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Starbucks udvikler et mediefirma, der vil fokusere på 'Social-Impact Content'

Starbucks udvikler et mediefirma, der vil fokusere på 'Social-Impact Content'


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Virksomheden vil fokusere på at bidrage til "den nationale forståelse omkring et sæt nøglespørgsmål."

Virksomheden vil begynde med at udvikle dokumentarfilm, der fremhæver vigtige sociale spørgsmål.

Starbucks lancerer en mediestart og har allerede ansat Rajiv Chandrasekaran, en fremtrædende Washington Post -journalist og tidligere Baghdad -bureauchef for at hjælpe med at producere indhold. Chandrasekaran annoncerede det nye venture på Twitter:

Store personlige nyheder: Jeg forlader @washingtonpost for at danne et medie-co, der vil skabe og producere indhold med social indvirkning m/ @Starbucks

- Rajiv Chandrasekaran (@rajivscribe) 26. februar 2015

"Dette kommer ikke til at være PR eller marketingarbejde," sagde Chandrasekaran til Columbia Journalism Review.

"Dette er Starbucks og Howard Schultz, der erkender historiefortællingens kraft og ønsker at bidrage til den nationale forståelse omkring et sæt nøglespørgsmål."

Ifølge Seattle Times vil Starbucks ikke direkte investere i virksomheden, men vil samarbejde med virksomheden om specifikke projekter.

Satsen vil være baseret i Seattle og vil begynde kort tid efter, at Chandrasekaran forlader sin stilling i Posten.

I første omgang vil virksomheden fokusere på det, Chandrasekaran kaldte "indhold med social indvirkning", begyndende med dokumentarfilm med fokus på veteraners spørgsmål.

"Dette føltes for mig som en reel mulighed for en gang i livet," sagde han til Columbia Journalism Review.

Denne artikel blev oprindeligt offentliggjort den 27. februar 2015.


10 måder Starbucks kunne forbedre.

1. En genopfriskning af “Sig bare ja ” og “Overskrid dine kunders forventninger ”. Bevar Starbucks -oplevelsen: Det, der adskiller Starbucks fra konkurrenterne, er det forhold, det har til sine kunder. I Starbucks ’ egen forskning er oplevelsen mellem kunden og baristaen den største grund til, at kunderne bliver ved med at vende tilbage. Oplevelsen er i nogle tilfælde vigtigere end den egentlige drink. I løbet af den 4. december sagde Starbucks toårige investor relations -konference, Matt Ryan (Global Chief Strategy Officer), at Starbucks brand -kærlighed er drevet 47% af kunde- og#8211 -partnerforholdet, 26% af kaffe -kærlighed, og resten brandets ry og brand goodwill. Der har været en alarmerende tendens til, at jeg bare siger nej. ” Jeg kan give eksempler, men jeg vil ikke skrive en bog. Mærkets virkelige ry er, hvad folk siger om det, når de først gik ud af hoveddøren. I det mindste for nylig har tendensen været lavere kundetilfredshed hos Starbucks. Jeg vil ikke sige, at “ ja ” altid er det rigtige svar, men “ ja ” som regel er det rigtige svar.

Jeg er klar over, at dette er den mest kontroversielle ting på denne liste. Vi er i en æra, hvor det tilsyneladende er trendy at bash kunderne og afvise hele detailoplevelsen som et “ første verdens problem ” eller “ med titel. ” Dette er ikke udelukkende en Starbucks -trend, men mere generelt sandt . Der er blogartikler, internet -memes og mere i denne retning. Men når skoen er på den anden fod, vil de fleste ikke åbne deres tegnebøger uden god grund. Jeg elsker Ray Kroc -citatet, “ Hvis du arbejder kun for penge, vil du aldrig klare det, men hvis du elsker det, du laver, og du altid sætter kunden i første række, er succesen din.” Hvis du tager dig af dine kunder, følger rentabiliteten.

2. Forlæng den tid, splinternye baristaer bruger på træning. Nye Starbucks -partnere oplever nær en retssag ved brand. De lærer meget lidt om virksomhedens historie, MyStarbucksRewards, Starbucks -oplevelsen eller endda kaffe og espresso. At huske drikkeopskrifter er vigtigt, men der skal være meget mere. I mine samtaler med baristaer har jeg lært, at der normalt dag tre til fem er nye partnere på gulvet, på registret eller på baren. De fleste partnere fortæller mig, at der ikke engang er et modul på MyStarbucksRewards, men alligevel er det nu en betydelig del af transaktionerne. Hvis du vil oprette en “elevated ” Starbucks -oplevelse, skal du hæve uddannelsen. De nuværende 21 til 25 timers træning er ikke helt nok.

Jeg har også hørt mange butikschefer sige, at de ville ønske, at de havde længere tid til at udvikle vagttilsyn. En fast butikschef nævnte for mig, “ Efter at have givet en barista mindre end 20 timers træning, overlod jeg min butik til ham eller hende … ”

3. Få tid til kaffeundervisning inklusive kaffeseminarer inklusive kunder. Der er ikke nok tid til kaffeundervisning, og de fleste kunder oplever aldrig en smagning inde i en butik. En måde at sprede begejstring for hele bønnekaffe væggen er at dele den kærlighed til kaffe med kunderne. En person kender et emne godt, når de kan lære det til andre: det ville være sjovt at oprette et kundekaffe -masterprogram! (Jeg ville frivilligt være den første kunde -kaffemester!) MyStarbucksIdea.com -tråde som denne viser, at der er en uudnyttet passion for kaffe blandt kunderne. Grundlæggende burde der dog være tid for partnere til at arbejde igennem deres kaffepas.

4. Slip partnere, der bare er ligeglade eller har en dårlig holdning, uanset deres anciennitet. Ingen har ret til et job. Succes er tjent. Med mere end 100.000 mennesker, der ifører sig det grønne forklæde hver dag, er der uden tvivl en meget lille procentdel, der nedsætter Starbucks -oplevelsen og bare er ligeglad. Du kan ikke ansætte 100.000 mennesker og have alle superstjerner. I blandingen er der helt sikkert en lille procentdel, der får øjnene op for alt, handler retligt og bekymrer sig kun om deres søde jeg, er ligeglad med drikkekvalitet og meget mere. Det kan være svært at luge disse mennesker ud, men det ville gøre noget godt. Vil du have en smuk have? Du er virkelig nødt til at gøre nogle ukrudt. Igen erkender jeg, at det måske kun er en lille procentdel af partnere, men der vil være et par dårlige æbler derude.

5. Forøg lønnen, som de mest fastansatte Starbucks -baristaer får. Starbucks burde finde en måde at kompensere for de mest værdifulde, langsigtede baristaer. Den nuværende kompensationsordning betyder, at der kan blive ansat nye partnere tæt på, hvad seniorpartnere laver. Betalingslofter får dette til at ske. Ikke sikker på svaret her, men problemet er tilstrækkeligt opsummeret i dette andragende: https://www.coworker.org/petitions/higher-wages?source=facebook-share-button&time=1423061976

6. Tilføj mere tid uden dækning: Jeg har ofte hørt denne følelse fra partnere – “Jeg vil gerne se specifikt planlagt tid uden dækning for uddannelse/uddannelse, kaffesmagninger, rengøring og forbindelse mellem partnere og butikschefer. Da jeg først blev ansat, satte jeg mig ned med min SM mindst en gang om ugen, og vi forbandt over en kop kaffe. Jeg tror, ​​der er værdi i konstant at vurdere moral og ydeevne. ”

7. Få en slags hemmelig shopper tilbage. De nuværende undersøgelser fanger simpelthen ikke nok, og der er værdi i en uventet feedback fra kunder med en retningslinje for visse standarder. Eller en anden mulighed ville være at inkludere et åbent kommentarfelt på undersøgelserne. De nuværende undersøgelser har ingen måde for en kunde at efterlade en generel kommentar om butikken.

8. Ret genopfyldningspolitikken. Nummer 1 søgemaskineforespørgsel, der får folk til StarbucksMelody, vedrører genopfyldningspolitikken. Den nuværende genopfyldningspolitik sætter igen baristaer i stand til at være mini-sheriffer. Standarden bør være “ bare sige ja ”, men der er et bedre svar: Starbucks bør ikke skabe denne ubehagelige situation, hvor baristaer bliver bedt om at politi kundernes genopfyldninger. Det skal være bundet til Starbucks -kortet. Der burde være nogen til at fjerne denne spænding fra registre: det er ikke godt for kunderne, at baristaer har argumenter om, at det ikke er en genopfyldning, når det virkelig er det, eller omvendt. Jeg er ikke gift med et bestemt resultat, men påfyldningspolitikken bør kun bindes automatisk til kortet. Hvis du ikke bruger et kort, vil dette give kunderne større grund til at registrere og bruge et Starbucks -kort. Starbucks har nu mange gange sagt, at My Starbucks Rewards-programmet bringer både kortsigtet værdi og langsigtet loyalitet hos kunder, og at MyStarbucksRewards er Starbucks største drivkraft for vækst. Det er bemærkelsesværdigt rentabelt for Starbucks at have kunder, der tilmelder sig MyStarbucksRewards!

9. Øg bevidstheden om de store ting, Starbucks gør for lokalsamfund: Mange partnere og kunder ved ikke, at Starbucks tilskynder lokalt frivilligt arbejde, og alle kan finde et community service -projekt via Starbucks Community Service -webstedet. Endnu færre partnere og kunder er klar over “Community Stores ”, der deler deres overskud med lokale nonprofitorganisationer. Giv bevidsthed om disse gode ting!

10. Sænk hastigheden på nye licenserede butikker. Licenserede butikker er meget sværere at regulere med hensyn til mærkestandarder.

Det er min liste over ti ting. Kom gerne med et forslag i kommentarerne. Jeg vil nægte at godkende (eller slette) kommentarer, der bash nogen, er bare snark, eller ikke tilføjer til samtalen på en meningsfuld måde.

(Denne artikel blev inspireret som svar på denne Business Insider -artikel her.)


Hvorfor Starbucks bruger millioner på at markedsføre en digital indholdsserie

Starbucks søger at bruge sin nationale platform og tage et seriøst skridt mod at få en social indflydelse ved at træde ind i den digitale indholdsskabelse for at slå en akkord med sin hengivne kavalkade af forbrugere med & ldquoUpstanders, & rdquo en original serie, der har til formål at inspirere til positive ændringer midt i kynisme i USA.

& ldquoUpstanders & rdquo indeholder ti historier fortalt i skriftlige, video- og podcastformater om & ldkoordinatoriske mennesker, der gør ekstraordinære ting for at skabe positiv forandring i deres lokalsamfund. & rdquo Seriens underliggende tone (beskrevet nedenfor) handler om medfølende og humane individer, der nægter at være tilskuere.

Kaffekæden vil udnytte multi-platform distributionskanaler til serien, herunder firmaets & rsquos mobilapp og deres online og butiks digitale netværk. Et kopmuffe vil også ramme butikkerne.

Dette er ikke Starbucks & rsquo første forsøg på koffein og indhold. Tidligere på året indgik de et samarbejde med Spotify om at forestille sig sit musiktilbud.

Skiftet til at skabe originalt indhold med & ldquoUpstanders & rdquo er en naturlig udvikling af kaffefirmaets & rsquos -strategi, og det skaber fremtidige muligheder for at udvide sit engagement med forbrugerne. Balancering af medborgerskab, høflighed og bevidsthed med bundlinjen er også en stærk, evolutionær erklæring, som for-profit institutioner bør overveje i fremtiden for at tilfredsstille aktionærerne.

I de sidste par år har vi & rsquove spurgt: hvad er et offentligt selskabs rolle og ansvar? & rdquo Starbucks formand og administrerende direktør Howard Schultz sagde i sidste uge, pr. Seattle Times. For ethvert forbrugermærke, især en detailhandler som Starbucks, ændrer reglerne for engagement på grund af Amazon og mobilhandel virkelig. . . Vi kommer aldrig til at blive et mediefirma. Men vi kan udvide mærket og oplevelsen gennem medier og originalt indhold. & Rdquo

I februar sidste år ansatte Starbucks tidligere Washington Post seniorredaktør Rajiv Chandrasekaran til at stå i spidsen for produktioner, der ville spille en positiv og konstruktiv rolle om amerikanske spørgsmål. Chandrasekaran, Starbucks & rsquo senior vicepræsident for offentlige anliggender, fungerede som en udøvende producent for & ldquoUpstanders & rdquo sammen med Schultz.

Chandrasekaran sluttede sig til [a] dagligt for at beskrive, hvorfor kaffeforhandleren lancerede deres sociale forandringsplatform.

The & ldquoUpstanders & rdquo Stories

Rajiv Chandrasekaran, Starbucks & rsquo senior vicepræsident for offentlige anliggender

Hvorfor var oprettelse af indhold i form af en original serie i & ldquoUpstanders & rdquo et forsigtigt næste trin for Starbucks?

Det her handler om tankevækkende historiefortælling. Jeg kom over til Starbucks for at oprette projekter som & lsquoUpstanders & rsquo og for at bruge min journalistiske baggrund til at udvikle historiefortællingsinitiativer, alt i offentlig interesse. Oprindelsen til dette projekt var at spørge, hvordan Starbucks kunne sætte fokus på måder, vi alle kan bidrage til forbedring af vores samfund og skabe de følelser af håb og mulighed, der altid har defineret vores land. Resultatet var dette indhold, der giver genklang hos kunderne.

Hvad gik ud på at vælge historierne til serien? Hvad var det budskab som journalist, du ville dele på vegne af Starbucks?

Nyheder og indhold på sociale medier har en tendens til at fokusere på det negative eller det sensationelle, og vi følte, at vi kunne bruge Starbucks & rsquo -skala til at fortælle historierne om inspirerende personer, som vi ved, finder sted rundt om i landet. Vi fandt hundredvis af historier om almindelige mennesker, der gjorde ekstraordinære ting i deres samfund for at gøre deres kvarterer, byer og landet til et bedre sted. Mit job var at bringe historierne til live i film, noveller og podcasts som en måde at inspirere os alle til at være bedre borgere, at vise, at alle har magten til at gøre en forskel.

Hvordan var det at arbejde med Starbucks CEO Howard Schultz? Hvilken slags vision bragte han ind i det nye venture i løbet af samarbejdet?

Howard Schultz og jeg arbejdede sammen før om den bedst sælgende bog, Af kærlighed til landet: Hvad vores veteraner kan lære os om medborgerskab, heltemod og Offer, så vi forstod den tid og kræfter, vi skal bruge på at kurere denne historieliste og fortælle dem på forskellige måder på tværs af forskellige platforme for at gøre det let for folk at finde dem. & lsquoUpstanders & rsquo var en multi-team indsats på tværs af Starbucks, alt sammen under Howard & rsquos lederskab og vision. Han presser Starbucks til ikke kun at tænke på rollen og ansvaret for et offentligt, profitabelt selskab, men også vores rolle og ansvar som borgere. Han forstod, at Starbucks har omfanget og ansvaret for at gøre sit for at bringe mennesker sammen.

Starbucks & ldquoUpstanders & rdquo kopper ærmer

Schultz sagde, at & ldquoUpstanders & rdquo ikke vil sælge mere kaffe, men snarere for at inspirere og forene amerikanere. Hvad tvang virksomheden til at udvide sit perspektiv til en samfundsdrevet, samfundsmæssig tilgang?

Starbucks har altid arbejdet på at løse de største problemer, de samfund, vi betjener, står over for. Vi forpligter os til at have en positiv indflydelse og om det giver adgang til videregående uddannelse for vores partnere ved at dække fuld undervisning gennem College Achievement Plan, vores arbejde med at ansætte Opportunity Youth og åbne butikker i forskellige samfund, vores engagement i at ansætte veteraner og militære ægtefæller eller til bruge vores skala og rækkevidde til at skinne et lys over & lsquoUpstanders & rsquo i vores lokalsamfund, vi ønsker at hjælpe med at give folk mulighed for at være innovatører, ledere og bidragsydere til at forbedre vores samfund.

Hvordan bruger millioner på noget, der ikke sælger kaffe, god marketing for yderligere at vokse Starbucks & rsquo -brand equity?

Vi mener, at succesrige virksomheder ikke bare kan fokusere på penge og bundlinjen, de skal også levere mening og værdi for deres medarbejdere, deres kunder og deres lokalsamfund. Det er målestokken for et godt og varigt mærke. Du & rsquoll fortsætter med at se os finde måder at løse nogle af de største udfordringer, vi står over for i vores samfund og som et land.

Historierne vil være tilgængelige via forskellige mediepartnerskaber og platforme, specifikt med podcasts. Hvorfor er det afgørende for mærker at dykke ned i podcast -puljen? Hvordan fører det yderligere til effektiv markedsføring?

Der er milliarder af podcast-downloads om året, især til langformet historiefortælling, så der kan ikke benægtes, at podcasts er en stærk platform for folk at høre historier som disse. Podcasts gav os et andet medie til at fortælle disse historier om almindelige mennesker, der gør ekstraordinære ting på en følelsesmæssigt påvirkende måde, for at få folk til at føle sig forbundet med disse & lsquoUpstanders & rsquo og forhåbentlig inspireret til at finde måder at handle på i deres lokalsamfund.

Med aftaler med folk som Spotify ser det ud til, at Starbucks ønsker at være konger af kaffe og digitalt indhold. Hvordan er digital og social en vigtig del af Starbucks -strategien?

Vi & rsquore leder altid efter måder at forbedre den følelsesmæssige forbindelse, vi har til vores kunder, uanset om det er et program som & lsquoUpstanders, & rsquo eller hvordan vi & rsquore engagerer os i og uden for vores butikker. Vi & rsquore er stolte over vores arbejde med virksomheder som Spotify for at tilbyde både vores partnere og vores kunder regelmæssigt adgang til godt indhold samt vores arbejde med Panoply, Upworthy, Mic.com og andre platforme for at dele disse historier med deres publikum og lsquoUpstanders & rsquo .

Hvad er den marketing- og sociale mediestrategi, du planlægger at udføre med & ldquoUpstanders? & Rdquo

Det er en multi-platform tilgang og en vigtig del af vores bestræbelser på at udnytte styrken og tilliden til vores brand for at påvirke positive ændringer i de samfund, vi betjener. Indholdet vil fortsat promovere & lsquoUpstanders & rsquo på tværs af alle kanaler, herunder detailhandel (& lsquoUpstanders & rsquo cup ærmer i alle amerikanske butikker), social og digital (Facebook, YouTube, Snapchat, Instagram, Twitter osv.) Samt Starbucks & rsquo førende mobilapp. Digitale partnerskaber og syndikering med Upworthy, Mic.com, AOL og NationSwell er også nøglen til at dele dette indhold med kunder.

Hvorfor er det bydende nødvendigt for Fortune 500 -mærker at træde ud af boksen og være mere oplevelsesrige?

Som jeg nævnte, mener vi, at det er vigtigt, at mærker står for mere end bare at tjene penge, at de er engagerede i at levere en god oplevelse for deres medarbejdere, kunder og de samfund, de betjener. Dette har altid været en kernetro hos Starbucks og er kernen i vores mission, som er & lsquoto inspirerer og plejer den menneskelige ånd & mdashone -person, en kop og et kvarter ad gangen. & Rsquo


Starbucks fastholder sin konkurrenceevne

En række spørgsmål blev rejst og rejses om Starbucks vækstbane. En drøm som den burde i sidste ende bremse. Da juni-kvartalets resultater kom med lavere end forventet sammenlignelig salgsvækst, troede mange, at det var starten på slutningen for kaffegiganten. Siden da har virksomheden imidlertid overbevist mange andre. Selvom virksomheden koncentrerede sig om at diversificere sin forretning væk fra kaffe til sit forbrugsvaresegment og mad, kom den ud med nye og innovative produkter, såsom at erstatte mejeri med sojamælk eller mandelmælk. Ifølge analysefirmaet Sense360 er trafikken på Starbucks -butikker desuden forbedret betydeligt i de seneste måneder på trods af en afmatning i restaurantbranchen. Alt dette bidrog til at fjerne nogle af de negative følelser, der havde dannet sig omkring virksomheden. I denne note taler vi om nogle af de måder, hvorpå Starbucks fastholder sin fordel i forhold til konkurrenter som Dunkin ’Brands og McDonald’s McCafe.

    Produktinnovation

Starbucks har altid fastholdt sin konkurrencefordel ved at være førende inden for produktinnovation. Græskar krydderilatte, en af ​​sæsonens favoritter på Starbucks, blev for nylig relanceret. Lanceringen fulgte mere end 150.000 trinvise besøg de første to dage, som det blev oplyst af Sense360. Som et resultat oplevede Starbucks en andel af det nationale QSR -marked med cirka 30 basispoint til 6,96%. På den anden side så konkurrenterne, McDonald’s og Dunkin ’, der lancerede den samme kaffe en uge tidligere, deres markedsandel aftage.

Markedsandel af førende aktører i kaffeindustrien

    Udnyttelse af ændrede forbrugerpræferencer

Starbucks har bevaret sin popularitet gennem tiden ved at være fleksibel. Det har været åbent for at tilpasse sig ændrede forbrugeres smag og præferencer. Dens fleksibilitet er også en del af årsagen, der gjorde det muligt for ham at lykkes på det hårde og primært te-drikkende marked i Kina. Således kommer introduktionen af ​​mandelmælk i sine butikker ud over andre ikke-mejeriprodukter som kokosmælk og sojamelk ikke som en overraskelse. Bøjningen mod mælkefrie produkter kan forstås ved det følgende stykke forskning. Ifølge Mintel, et forskningsfirma, forbruger næsten 49% af amerikanerne mælk uden mælk, men ikke udelukkende. Følgelig forventes salget af mælkemælk at falde med 11% inden 2020. Flytningen forventes at hjælpe virksomheden med at øge sit gennemsnitlige forbrug pr. Kunde på drikkevarer ved at opkræve forbrugerne yderligere .60 for at bruge dette som en erstatning i deres drikkevarer .

Størrelsen af ​​det ikke-mejerimarked

    Åbning af butikker i økonomisk tilbagestående regioner

Starbucks har altid haft en social bevidsthed, i modsætning til andre multinationale virksomheder. Et bevis på dette kan ses i, hvor godt det behandler sine medarbejdere i regioner over hele verden, og den deraf følgende lave nedslidningshastighed.

Som en del af et nationalt initiativ annoncerede Starbucks sidste sommer et program til støtte for økonomisk udvikling i nogle af Amerikas lav- til mellemindkomstsamfund. Åbningen af ​​en ny butik i Englewood, IL er et initiativ i tråd med dette, der sigter mod at skabe 26 arbejdspladser og hjælpe med at løse nogle af de problemer, der plager regionen. Ved åbningen i Englewood sagde direktøren for samfundsinvesteringer hos Starbucks "dette er ikke bare en mulighed for at vokse vores forretning, men at være en del af en lokal løsning til sociale forandringer." Virksomheden annoncerede også planer om at åbne fem lignende butikker i andre samfund, begyndende i 2017. Nogle af disse regioner omfatter Baltimore, Birmingham, Long Beach, CA, storbyområdet Miami og Greater Seattle Area.

Fødevaresalg repræsenterer nu 20% af Starbucks omsætning og har konsekvent bidraget med næsten et procentpoint til comps. Virksomheden har endvidere fundet ud af, at hver dag del er langt under dens mætningsniveau med hensyn til madtilbud. For fuldt ud at udnytte den stigende popularitet af sin komplementære kaffe- og madmenu arbejder virksomheden på at etablere partnerskaber og gøre mad til en af ​​sine store fremtidige vækstdrivere. Til dette formål meddelte Starbucks sin indtræden i brunchforretningen. Det tester i øjeblikket en ny weekendbrunchmenu på 70 steder i den vestlige del af USA, som ville være tilgængelig om lørdagen og søndagen fra kl. 8 til 14, eller indtil forsyningerne løber tør. Et andet forsøg på dette er partnerskabet med det italienske bageri, Princi. Virksomheden serverer frisk Princi -mad på sine nye førsteklasses restauranter.

Fødevaresalg som en % af omsætningen

Starbucks ’butiksnetværk er meget mindre i størrelse end andre spillere i QSR -branchen som KFC, McDonald’s og Subway. Derfor arbejder virksomheden på at udvide sit fodaftryk, samtidig med at butiksblandingen ændres. I stedet for at åbne flere spisesteder koncentrerer kaffegiganten sig om drive-thrus i yderkanterne af by- og forstæder. Derudover åbner Starbucks hurtigbutikker, der hovedsageligt fungerer som walk-thrus i New York, Boston og Seattle. Denne strategi har til formål at øge virksomhedens butiksindtrængning, samtidig med at man undgår kannibalisering.

Mens de fleste hurtige restauranter fokuserer på at vende deres model mod en med 100% franchisetagere, nægter Starbucks at franchise sine butikker. En franchisemodel, ved at give franchisegiveren mulighed for at outsource risiko på sin egen kapital, fører til meget højere marginer end en virksomhedsdrevet restaurant. Gennem øget butiksudvidelseshastighed gør modellen det desuden muligt for virksomheden at forblive rentabel og vokse. På trods af fordelene er Starbucks imod strategien, da den mener, at virksomhedens værdi og kultur er det, der løbende driver det fremad, foran sine jævnaldrende. I sin bog "Pour Your Heart Into It" siger administrerende direktør, Howard Schultz, "For mig er franchisetagere mellemmænd, der ville stå mellem os og vores kunde."

Har du flere spørgsmål om Starbucks? Se nedenstående links.

For vores model og værdiansættelse henvises til vores komplette analyse for Starbucks


Hvordan virksomheder kan udvikle anti-bias-strategier, der virker

Det var mobiltelefon-video set rundt om i verden: To sorte mænd i en Philadelphia Starbucks blev anholdt. Deres forbrydelse? Sidder i kaffebaren uden så meget som at købe en nitro koldbryg eller røget kalkunproteinæske. En leder havde bedt dem om at gå, og ringede derefter til politiet for at tage dem væk.

Video af anholdelserne blev set millioner af gange på sociale medier, og Starbucks blev tvunget til at handle. Direktør Howard Schultz sagde, at butikschefen handlede ud fra hendes "ubevidste skævhed", og virksomheden undskyldte over for de to mænd.

På længere sigt reagerede Starbucks ved at annoncere, at den ville lukke 8.000 virksomhedsejede butikker landsdækkende i flere timer den 29. maj for at lede sine 175.000 ansatte inden for racebias-uddannelse. "I løbet af denne tid vil [medarbejdere] gennemgå et uddannelsesprogram, der er designet til at håndtere implicit skævhed, fremme bevidst inklusion, forhindre diskrimination og sikre, at alle i en Starbucks -butik føler sig trygge og velkomne," sagde virksomheden i en erklæring.

Læreplanen — udviklet med input fra et panel, herunder den tidligere amerikanske justitsminister Eric Holder samt embedsmænd fra NAACP —, bliver obligatorisk læring for alle nuværende og fremtidige arbejdere.

Svaret virker mange som stærkt og afgørende, og opfordringer til at boykotte Starbucks er blevet dæmpet. Men vil det fungere? Kan mere og bedre uddannelse virkelig resultere i, at arbejdere stopper, tænker og ændrer deres måde?

"Nogle mennesker er ikke klar over, at disse hændelser er epidemiske, så det kan være nyttigt at hjælpe dem med at blive bevidste om, hvor udbredte de er," siger Wharton -ledelsesprofessor Stephanie Creary, hvis forskning fokuserer på identitet, mangfoldighed og inklusion. "Nogle mennesker kender deres skævheder og er ikke interesserede i at ændre deres holdninger eller adfærd, og nogle mennesker kender deres skævheder og ønsker at ændre sig." Mangfoldighedstræning kan variere meget, tilføjer hun. Nogle programmer kan fokusere på at øge bevidstheden om bias andre programmer kan fokusere på at ændre partisk holdning, nogle kan fokusere på at ændre partisk adfærd, og nogle kan fokusere på lidt af hver.

Når målet med træning er at ændre underliggende holdninger og overbevisninger, siger Creary, “beviserne er virkelig spinkle om, hvorvidt mangfoldighedstræning virker. Forskning inden for socialpsykologi tyder imidlertid generelt på, at ændret adfærd faktisk kan føre til holdningsændring. Så at designe mangfoldighedstræningsprogrammer, der fokuserer på at ændre partisk adfærd på kort sigt, kan være nøglen til at ændre partisk holdning på længere sigt. ”

“Jeg ved ikke, om vi kan lære ubevidst bias at lære, men det er bestemt muligt at træne folk til at ændre deres adfærd. Det er en vigtig forskel, især for arbejdsgivere, ”siger ledelsesprofessor Peter Cappelli, direktør for Whartons Center for Human Resources. ”Det er meget vigtigt, hvad [medarbejdere] gør. Det er meget mindre vigtigt, hvad de egentlig synes. ”

Uanset den faktiske uddannelsesværdi af den uddannelse, Starbucks -medarbejdere vil modtage, giver eksemplet fra en virksomhed med så meget synlighed som denne, der lukker alle sine butikker, en erklæring, siger Wharton marketingprofessor Americus Reed. »Det er altid svært at pirre det moralske argument fra det økonomiske argument, fordi du beskytter brand equity på lang sigt. Det sidste, du vil gøre, er at få folk til at vågne op og gentænke deres vane med at få deres $ 7 kaffe hver morgen, ”siger han. På den anden side giver lukket butikker for træning nok til en erklæring om, at “når noget lignende sker igen andre steder, vil andre sige:’ Hvad skal du gøre? ’Det er næsten som at sætte standarden, [hvor det normale svar] tager en kostbar foranstaltning for at sende et stærkt signal om, at dette er vigtigt. ”

"Design af mangfoldighedstræningsprogrammer, der fokuserer på at ændre partisk adfærd på kort sigt, kan være nøglen til at ændre forudindtaget holdning på længere sigt." –Stephanie Creary

Alle er partiske - selv du

Forestil dig den samme leder af Philadelphia Starbucks, der kalder politiet på en hvid mand i en jakkesæt eller en ponyhale-mor med et lille barn, og du har en idé om mange afroamerikaneres daglige færden. Det er svært at forestille sig, at episoden i Starbucks den dag, ville have endt på samme måde i betragtning af øjeblikkelig slentring af en af ​​disse andre protektortyper.

Men hvis kunderne lider af stædigt vedholdende racebaserede slides og aggressioner, har bias også haft en skadelig effekt på arbejdslivet. Bias, både bevidst og ubevidst, berører alle dele af karrierebuen, siger Wharton-ledelsesprofessor Sigal Barsade, der rådfører sig med arbejdsgivere om anti-bias-uddannelse. “Det sker i hver eneste del af processen — fra indtastningspunktet, bogstaveligt talt hvem der bliver ansat, der er en omfangsrig mængde forskning, der viser, at der er forskelle i, hvordan mennesker behandles baseret på race, etnicitet, køn, seksuel orientering , fysisk udseende — på enhver dimension, hvor vi på en eller anden måde er forskellige fra andre. ”

[email protected] High School

Bias træffer beslutninger om, hvem der vælges til bestemte former for opgaver, hvordan medarbejdere bedømmes i evalueringer, og hvem der bliver forfremmet.

Nogle partiske handlinger kan klassificeres som mikro-uligheder — "ikke-verbale former for adfærd, der får folk til at føle sig meget små og bagatelliserede," siger Barsade, "som hver gang du taler med nogen, de ser på deres ur eller deres iPhone . Det er svært at sætte fingeren på det, du føler dig respektløs, men det er svært at sige hvorfor. ”

”Det er meget vigtigt, hvad [medarbejdere] gør. Det er meget mindre vigtigt, hvad de rent faktisk synes. ” –Peter Cappelli

Men andre handlinger viser sig ganske tydeligt i dataene og har en dybt fordrejende effekt på løbet af ens karriere. Barsade bemærker, at et omfangsrigt antal undersøgelser har vist dette. ”For eksempel på CV’er, hvor der er tegn på race, får ansøgere, der er sorte, færre tilbagekald end dem, der er hvide. Selv inden for akademiske sammenhænge er der undersøgelser, der viser, at anbefalingsbreve til kvinder er kortere, at der er flere referencer til deres personlige liv, og mere tvivl rejses ved at fordømme med svag ros. ”

Eksperter siger, at vi alle har bias. Det er en del af, hvem vi er, siger Frank Dobbin, professor ved sociologi ved Harvard University. “Bias is what we used to call stereotyping, and we do it all the time,” says Dobbin, whose research focuses on discrimination, inequality and public policy. “Stereotyping comes from our natural inclination to categorize things — things you should eat or not eat, animals that are dangerous and not, and of course in a much more fine-grained way, we tend to categorize groups of people based on where they are in the social structure.”

The fact that bias is hard to change is to be expected, he says. “If I could somehow change your mind about something you have unconscious thoughts about in an hour of training, the world would be a pretty chaotic place. People would have less stable personalities than they do. But they have stable personalities based on decades of experience.”

Bias is a function of how our brains work, coupled with evidence about the world formed in childhood and influenced by outside information gathered from sources like the media, and the resulting biases are often unconscious, says Barsade. “You can be the most consciously unbiased, progressive thinker and still have unconscious biases that come from our culture and things you experienced as a child, and they don’t necessarily align with your beliefs.”

Dobbin argues that anti-bias training often backfires. “Firms have long relied on diversity training to reduce bias on the job, hiring tests and performance ratings to limit it in recruitment and promotions, and grievance systems to give employees a way to challenge managers. Those tools are designed to preempt lawsuits by policing managers’ thoughts and actions. Yet laboratory studies show that this kind of force-feeding can activate bias rather than stamp it out,” writes Dobbin with Alexandra Kalev in “Why Diversity Programs Fail,” published in the July-August 2016 Harvard Business Review. “As social scientists have found, people often rebel against rules to assert their autonomy. Try to coerce me to do X, Y, or Z, and I’ll do the opposite just to prove that I’m my own person.”

The desire to look fair-minded is more powerful than “control tactics,” concluded Dobbin and Kalev after analyzing three decades of data from 800 firms and interviewing hundreds of managers and executives. “The positive effects of diversity training rarely last beyond a day or two, and a number of studies suggest that it can activate bias or spark a backlash. Nonetheless, nearly half of midsize companies use it, as do nearly all the Fortune 500,” they write.

“It’s almost like setting the standard, [where the normal response is] taking a costly measure to send a strong signal that this is important.” –Americus Reed

Anti-bias training “doesn’t do a lot, but if it is to do something positive it could give people some strategies,” says Dobbin. “In the case of Starbucks, anti-bias training could have given the manager who called the police a mental exercise to ask herself what she would have done if the two people in Starbucks staying too long had been women with babies, or men in business suits. ‘How would I behave then?’ One thing it can do is get people to recognize their behavior and make better decisions about what to do next.”

Anti-bias Strategies That Work

A powerful part of a workshop that Barsade conducts regarding unconscious bias that opens eyes is showing participants a video of the classic “doll test” from the 1940s designed by psychologists Kenneth and Mamie Clark that demonstrates how early in life perceptions around race are formed. In the Clark experiment, African-American children ages four to seven were shown four dolls that were exactly the same except for color, and then were asked to identify the colors and indicate a preference. A majority chose the white doll and ascribed positive characteristics to it.

She says that bias often stems from fear and anxiety (rather than animosity), and that she has found that when people are presented with a deeper understanding of how our brains work, what unconscious bias is and where it comes from, as well as its negative outcomes at work, they generally react positively to the concept of learning about unconscious bias and how to try to proactively deal with it (at both the individual and organizational level).

Barsade believes the effectiveness of unconscious bias education hinges on a number of factors. It’s important that the education flows to and from a larger workplace context — that workers get the message that anti-bias is part of the overall culture, not just lip-service that anti-bias discussions take place outside of an educational seminar, in formats like hiring or job evaluations and that the organization’s culture is conducive to having honest discussions without fear of recrimination.

“Good unconscious bias education educates people about what the phenomenon itself is, where it comes from biologically and psychologically, that we are not hard-wired against a particular group, but that around the world people are biased against all sorts of things, and it shows them data and evidence,” Barsade says. “Good education is explaining how it manifests itself in the workplace, and ultimately you need to help people understand what can be done about it. You educate people about what it is and what they can do both individually and organizationally.”

“If I could somehow change your mind about something you have unconscious thoughts about in an hour of training, the world would be a pretty chaotic place.” –Frank Dobbin

Outside of training, what can companies do to promote an anti-bias culture? “Certainly, things like mentoring, active recruitment programs, the creation of task forces that deal with diversity — all of these put people side-by-side working on something, and that appears to be much more effective at promoting workforce diversity,” says Dobbin. “If I were the head of Starbucks, I’d make it a priority to make sure the restaurant teams are as diverse as possible. It would do two things. It could cause people to be a little more careful in their decisions about whether to call the police. But it will also, from all we know research-wise, reduce racial stereotyping and racial animosity, especially for people who have not been much exposed to co-equal work situations.”

Whether anti-bias training can be effective depends in part on whether the single shot of training Starbucks is doing is an isolated event, or part of a larger corporate effort. “One day of training only goes so far in altering self-awareness, changing behavior or changing attitudes, so Starbucks really has to be thoughtful,” says Creary. “Is this a one-time intervention, or a training that is expected to happen annually, quarterly, bi-annually? Research suggests that diversity training that is aligned with a larger set of diversity and inclusion initiatives can be more effective than standalone training.”

Employee resource groups creating micro-programs to continue conversations about bias and formal programs creating accountability are necessary follow-ups. “It’s in the day-to-day reinforcement of desired behavior that behavior actually changes,” Creary says.

Still needed, she notes, are next waves of research around interventions that work. “What has happened in the last few years is we have seen an onslaught of research that says people are biased. We have decades of research supporting these conclusions,” says Creary. “Some research suggests that unconscious bias training can make people more aware of their biases. The future is in interventions that can change their behavior now and perhaps their attitudes over the long-run.”

Still, the fact that the Starbucks episode has drawn such a strong response strikes many as progress. “The very fact that we’re raising this issue is such an advance societally,” says Barsade. “I don’t think we can minimize that. Er det nok? Of course not.”

“You can be the most consciously unbiased, progressive thinker and still have unconscious biases that come from our culture and things you experienced as a child, and they don’t necessarily align with your beliefs.” –Sigal Barsade

Says Dobbin: “It’s encouraging that a lot of companies are trying to do something. It may move us a little closer. These things tend to go in waves. I worry that in three years when we may be in another financial crisis the problems will not have been solved.” He notes that it’s been more than half a century since Congress passed the Civil Rights Act, and progress has stalled in terms of women and members of minority groups moving into management roles. “It certainly feels different, but there have been times in the past when it felt like there was a lot of movement,” he adds. “I don’t see stereotyping going away anytime soon. I don’t see the problem solved immediately. But it is encouraging that there is so much attention and so many companies are trying to do things.”

The current momentum, in fact, may be a countervailing response — a collective desire to do the right thing — as moral leadership from the highest reaches of government falters. “I think it’s safe to assume that the current sociopolitical climate is contributing to people’s desire to fix these issues,” says Creary. “What we are experiencing outside of the workplace is permeating our workplace, including the divisive politics of the U.S. and the rise of populist discourse in many countries.”

She notes that workplace issues around equity, fairness and personal safety are also becoming part of the national discourse as evidenced by the emergence of the #MeToo and Time’s Up movements. “Collectively and simultaneously, we are feeling empowered and powerless, and I think we are at a tipping point,” Creary says. “But we need to do more than shout and proclaim that bad things are happening. We need to show people what respectful behavior at work looks like so that all employees can feel supported and have the opportunity to be successful and all customers can feel welcomed — not just a privileged few.”

She notes that she was pleased to see that Starbucks believes it is their responsibility to fix biased behavior in their stores. “We just don’t know their longer-term strategy and how their one-day training will be reinforced.”


For Starbucks, success part of social impact

There's laughter behind the counter at the Starbucks in Ferguson, Mo. The young people in green aprons, most of whom live within 5 miles of the store and possess a hard knowledge of the streets outside, razz each other and joke easily with regulars.

Barista Deidric Cook, 21, who was living out of his Ford Focus before being hired last year, brings the homeless woman who routinely parks her shopping cart outside some tea.

Around lunchtime, about a dozen men and women will gather in the café's community room for a free job-skills training class led by local members of the Urban League.

Three years ago, Michael Brown was shot dead by a police officer on a nearby block, kicking off waves of protest and rioting that made headlines for months.

This was a city of torched police cars and smashed storefronts, hollowed out with sorrow and rage. So there's something both bizarre and comforting about walking into Ferguson's year-old Starbucks and experiencing the chain's familiar, coffee-scented calm — not to mention watching Brown's charismatic uncle, who works here as a barista, prepare lattes behind the counter.

This café in Missouri is one of 15 that Starbucks has committed to opening in underserved communities nationwide by the end of 2018 as part of its larger social-impact agenda, which over the past three years has grown increasingly aggressive.

In 2013, the company pledged to hire 10,000 veterans and military family spouses within five years and, having met the goal a year and a half early, upped its "hiring and honoring" commitment to 25,000 by 2025. In 2015, the Seattle giant launched another hiring initiative, this one to bring on board 10,000 "opportunity youth" (men and women between the ages of 16 and 24 who are not in school or working). The company has since hired 40,000, and this past spring pledged to reach 100,000 by 2020.

Global responsibility chief John Kelly says that senior leadership routinely asks itself "Why not us?" before taking on the years-long operational demands of any of these various initiatives.

"Like a lot of companies, we can have an impact. We could write a check, we could do some volunteering. But that's not enough."

There is certainly a long game at play here — the Community Stores program represents a strategic opportunity, for example, for Starbucks to diversify its store portfolio as it pursues its goal of expanding into new markets with 3,400 new U.S. stores by late 2021.

Yet Starbucks's new CEO, Kevin Johnson, whom founder Howard Schultz handpicked as his successor, insists that the motivating factor is his 330,000 employees around the world if they feel they are a part of something bigger than themselves, then that alone is good for business.

"This is the core for our reason for being — to leverage our scale for good," says Johnson. "It is possible for a publicly traded company to drive an agenda that is not only about shareholder value but is about social impact that helps the people and communities we serve."

It was a risk for Starbucks to bring its brand to Ferguson. In terms of economic development, the city was a dead zone.

Thirty-seven businesses in Ferguson had been damaged in the riots, 17 of them destroyed. But even beyond the obvious financial risk, Starbucks knew it would be easy to get it all wrong, to prolong the embarrassment of its widely lampooned #racetogether campaign by appearing to swoop into a famously hurting place with a touchy-feely mission statement and an expensive drinks menu.

"Many people told us, 'You do not have a role here,'" says Kelly. "Well, conversations about race are one thing, but this is all about creating opportunity."

Grief, food insecurity and homelessness remain common struggles for the 23 employees at the Ferguson Starbucks.

"When one of my partners, a young woman, comes to me and says, 'I'm going to sleep in my vehicle for another night in the Walmart parking lot,'" says store manager Cordell Lewis, "how am I ever going to get on that person and say, 'You're late, you're not in dress code'?"

Lewis and his district manager, Nancy Siemer, offer employees a varied and ever-evolving range of assistance, including making sure they know which homeless shelter is on which bus line.

"He's like a dad around here," says 20-year-old barista Adrienne Lemons, whose father went to jail shortly before she was hired and whose paycheck must stretch to help care for her three younger sisters. "I'm not going to lie and say I haven't come into work with (tears) on my shoulders, but this is our home away from home."

Starbucks didn't just go ahead with the store in Ferguson — it promised to build 14 other stores in low- to medium-income urban markets. (Six have opened to date in locations including Jamaica, Queens, and Long Beach, Calif.) In each spot, the company hires local minority- and women-owned contractors and vendors, works in tandem with local government and civic leaders and partners with nonprofits to offer young people free, on-site job-skills training from the Starbucks customer-service curriculum.

Ferguson demonstrates what a successful effort can look like.

"The store is turning a profit in year one," says Johnson. "We've specifically called out an intentional part of our strategy, which is to look at these Community Stores and make the investment in areas that others wouldn't." The café has seen sales growth of 15 percent since opening, ranks in the top 25 percent of food sales in the St. Louis area, and boasts a lower staff-attrition rate than the average Starbucks.

The benefits have spread to Natalie's Cakes and More bakery. Back in 2014, owner Natalie DuBose was a single mom of two young kids. On the night word spread that Ferguson cop Darren Wilson wouldn't be indicted in Brown's killing, she got a call that her new shop had been damaged in the chaos.

A few days later, a stranger walked into her boarded-up shop. The woman took hold of DuBose's shoulders and asked, "Are you OK?" They embraced and sobbed. DuBose soon learned that the visitor was Siemer, whose husband had grown up in Ferguson just a few miles from where the rioting took place. She had seen DuBose crying on the local news, vowing to rebuild.


Johnson Named Starbucks CEO Schultz To Focus On Roasteries

Starbucks&rsquo founder-in-effect, chairman and chief executive Howard Schultz will hand over the CEO position to COO Kevin Johnson in April to &ldquoshift his focus to innovation, design and development of Starbucks Reserve Roasteries around the world, expansion of the Starbucks Reserve retail store format and the company&rsquos social impact initiatives,&rdquo the company announced yesterday.

The game-changing visionary &ldquocould be considered the Steve Jobs of coffee,&rdquo writes the New York Times&rsquo Andrew Ross Sorkin. &ldquoThis is a big day for me,&rdquo Schultz tells Sorkin in an interview. &ldquoI love the company as much as I love my family.&rdquo

But Schultz says it&rsquos &ldquothe right time to hand the keys to Mr. Johnson, whom he described as being &lsquobetter equipped&rsquo to &lsquorun the company than I am,&rsquo ticking off a list of Mr. Johnson&rsquos operational talents, and saying that he wanted to &lsquorelinquish the role and responsibility to the right person,&rsquo&rdquo Sorkin continues.

Johnson has been on the Starbucks board since 2009 and was named COO in January 2015. Previously, he was CEO of Juniper Networks and president of the platforms division at Microsoft, Catherine Garcia reports for Ugen.

The financial markets were wary of the transition, with shares off more than 3% in premarket trading today.

Schultz had previously stepped down as CEO in 2000 but returned in 2008 &ldquoto guide the company through the financial crisis,&rdquo reports Lindsay Whipp in Financial Times. Since then, Starbucks&rsquo margin on earnings before interest and tax has tripled to 18.1% and shares have risen nearly eightfold.

Schultz isn&rsquot exactly retiring to the veranda with a grande Iced Caffè Latte.

&ldquoSchultz said the company has plans for at least 20 roasteries and 1,000 Reserve stores worldwide,&rdquo report Sarah Halzack and Jena McGregor for the Washington Post.

&ldquoStarbucks&rsquos move toward high-end coffee, a project referred to internally as &lsquoSiren Works&rsquo &mdash after the mythological creature in the coffee chain&rsquos logo &mdash is aimed at refreshing its brand, which has been facing increasing competition from specialty roasters such as Stumptown and Intelligentsia, as well as from mass coffee purveyors like Dunkin&rsquo Donuts, which has been introducing more drinks such as cold-brewed coffee,&rdquo reports Julie Jargon for the Wall Street Journal.

Schultz tells Jargon: &ldquoThis gives me the entrepreneurial freedom to do what I think I do best.&rdquo Jargon writes that &ldquothe big bet is based solely on Mr. Schultz&rsquos instinct that it is the right thing to do. &lsquoThere was no research,&rsquo he said. Convincing his board and senior management team to create another brand wasn&rsquot easy.&rdquo

But his POV does tend to prevail, and few doubt it will continue to.

&ldquoCharles Elson, a professor of finance at the University of Delaware and a corporate governance expert, said the move appeared to be a &lsquotitle swap&rsquo as the executive chairman is &lsquostill running the show,&rsquo writes FT&rsquos Whipp.

Others, however, speculate that Schultz has his eye on a second career.

&ldquoDuring an interview with CNN in September, Schultz publicly endorsed Democratic presidential nominee Hillary Clinton, and he did not rule out running for office himself at some point. In his message to employees Thursday, he said he planned to extend his &lsquofocus on our social impact agenda,&rsquo&rdquo the Associated Press reports. Schultz &ldquohas made Starbucks a vocal part of the national conversation on issues like gun violence, gay rights, race relations, veterans rights and student debt,&rdquo points out the NYT&rsquos Sorkin.

The more than 25,000 Starbucks outlets around the world, meanwhile, face challenges that the tech-oriented Johnson may be more adept at addressing.

&ldquoStarbucks, like virtually every other retailer, is trying to adapt to an increasingly digital world. Starbucks has had unusual success at it, developing a widely used mobile payment app that has led to many headlines about how the coffee chain is transforming into a technology company,&rdquo point out the WP&rsquos Halzack and McGregor. &ldquoIn tapping Johnson as chief executive, Starbucks is making a statement about its intentions to stay out in front in the digital realm.&rdquo

But the competition is undoubtedly getting more fierce.

&ldquoJust based on casual observations in San Diego, Los Angeles and San Francisco: The local coffee shops that do their own roasting appear to be flourishing,&rdquo writes Herb Greenberg, a partner at Pacific Square Research, on LinkedIn.

But &ldquoI believe Schultz will go down as one of the great CEOs, period. And one thing is for sure: Creating a concept is one thing executing is another. He did both. Aldrig nogensinde count him out,&rdquo Greenberg concludes. &ldquoAnd don't assume that just because he's 63 he's headed out to the pasture.&rdquo


Starbucks: Howard Schultz to step down as CEO, focus on innovation

NEW YORK — Starbucks Chairman Howard Schultz is stepping down as CEO of the coffee chain he joined more than 30 years ago and transformed into a globally known brand.

Schultz will become executive chairman in April to focus on innovation such as high-end shops and social impact activities, the Seattle-based chain announced Thursday. Kevin Johnson, who was named president and chief operating officer last year, will be chief executive as of April 3.

Since returning as the company's CEO in 2008, Schultz is credited with turning around Starbucks' fortunes. He has overseen the expansion of the chain's food and beverage offerings and the growth of its popular loyalty program and mobile app.

Starbucks has credited the rewards program and app for helping consistently increase sales in the U.S., although growth has slowed more recently and traffic slipped in the latest quarter. Schultz has said such technology adaptions will become increasingly critical for brick-and-mortar retail businesses to thrive as shopping habits change.

Investor concerns about the change sent shares of Starbucks down 3.6 percent to $56.41 in after-hours trading.

During a conference call about the CEO announcement, an analyst called Schultz a "master merchant" who has been able to determine and even stimulate "what the Starbucks customer wants and needs" and asked if that "merchant gene" would still be present in those leading the company. Another noted that Starbucks struggled after Schultz stepped away as CEO in 2000, and asked what was different this time.

Schultz, 63, said Starbucks has built a strong leadership team in recent years. He also noted that he is not leaving the company, and will be working on developing the Starbucks Reserve Roasteries, which are high-end retail concepts featuring coffee beans and drinks like "cold brew" coffee. Schultz called it the "next wave of retail innovation."

"But Kevin and the team are in charge," Schultz said.

In a note issued before Starbucks' announcement, RBC Capital Markets analyst David Palmer said he believed the company can regain its domestic sales momentum by focusing on expanding its rewards program and the changes it is making to its food menu.

Over the years, Schultz has said that people expect more from public companies, and has aligned himself and Starbucks with social issues like race and jobs for underprivileged youth. In September, he publicly endorsed Democratic presidential nominee Hillary Clinton in an interview with CNN, and did not rule out running for office at some point.

In a call with employees, Schultz said the company was not perfect, but it was authentic. Starbucks was criticized for having baristas write, "race together" on cups last year in the wake of police shootings — a move Schultz told employees he'd do again "in a heartbeat."

"It was one of my proudest moments," he said.

Johnson, 56, will take charge of the company's global business and operations. He joined the Starbucks board in 2009, and spent years at technology companies including 16 years with Microsoft and five as Juniper Networks CEO.

Wells Fargo analyst Bonnie Herzog said she believes Johnson's technology background will help ensure Starbucks' digital initiatives will remain a priority.


5 Ways Starbucks is Innovating the Customer Experience

The Starbucks Corporation could not be a more perfect example of the proverb, “A rolling stone gathers no moss.” Rampant global expansion, along with diversification and risk taking in the areas of product testing, employee relations, technology, and sustainability, have all propelled the coffee mega-chain into lifestyle-brand status.

But what happens when sales are up and the heart of your business—customer traffic to your store—is down? Starbucks’ 2018 first-quarter fiscal earnings report showed net revenues of $6.1 billion but also revealed a company that struggled to attract holiday shoppers (holiday traffic was down and limited-time holiday beverages and merchandise underperformed).

President and CEO Kevin Johnson, who took over for Howard Schultz early in 2017, says the decline in transaction comps is fixable. “We have a clear understanding of the issue and are accountable to fix it just as we did with throughput at peak,” he said during the first-quarter earnings call. “The strength of our core customers, the performance of our business through the morning and lunch daypart, and upcoming food, beverage, and digital innovation, gives us confidence that we will be successful in doing so.”

Perhaps some answer can be found in Starbucks’ official mission statement, which it rolled out in 2008: “To inspire and nurture the human spirit—one person, one cup, and one neighborhood at a time.” Here are five ways Starbucks plans to infuse that human connection into its future strategy.

Former president and CEO—and now executive chairman—Howard Schultz describes the “Starbucks Experience” in his book Onward as “our purpose and reason for being.” But in 2007, as the company grew larger, he felt that the experience was somehow fading. Schultz noticed that he didn’t smell the coffee in stores anymore, and customers were complaining about “cookie-cutter” layouts. He made a strategic move to close all 7,100 stores in February 2008 for a three-hour training session. The company took a step back and slowed expansion, improved its coffee making, and reintroduced the sights, smells, and design elements that had once defined the brand.

Now, even though guests in Montana may walk into a different store layout than those in Mississippi, there are common factors that all stores share—a sense of community, comfortable surroundings, and that familiar coffee aroma that follows them home on their sweater.

Store design, or brand localization, is just one of the creative ways Starbucks connects with its customers, integrating local aesthetics into each of its stores. The company’s design studios are strategically located so that designers can better understand their communities. In Times Square, you may discover a theatrical feel inside each store in the South, designers might pull inspiration from a weathered barn or blues music and at a store near the beach, colors borrowed from lapping ocean waves may be the latest inspiration.

Howland Blackiston, principal at King-Casey in Westport, Connecticut, has led a variety of Starbucks’ design projects. He says that one of the biggest design decisions Starbucks ever made was adding a drive thru, which was a departure from the company’s “home away from home” vibe.

True to form, Starbucks wanted a revolutionary drive-thru model. The company found ways to bring the interior brand experience to the outdoor lane, experimenting with digital confirmation boards at the drive thru with two-way live video communications that featured a barista making your beverage, Blackiston says. The drive-thru results have been so dramatic (drive-thru stores do 50 percent more business) that a few years ago, Starbucks authorized the largest capital expenditure in its history to add drive thrus to the majority of locations, he adds.

“Starbucks is a stellar example of, ‘What can we do next to dazzle the customer?’” Blackiston says. “Starbucks understands that a great brand experience is all about understanding customer needs, attitudes, and behaviors, and then continually finding innovative ways to meet and surpass those needs. This is not a brand that rests on its laurels.”

When Schultz stepped down as CEO last year to become executive chairman, Kevin Johnson, who had been on the board of directors since 2009 and served as president and COO since 2015, assumed the role. Johnson came to Starbucks with 32 years of technology background that he picked up at companies like Microsoft and Juniper Networks.

The leadership pair of Schultz and Johnson has so far been a good complement. With Schultz focusing his time on social initiatives and global retail expansion of new projects such as Starbucks Reserve Roasteries and Starbucks Reserve retail locations, Johnson focuses his time on leading the company’s operations and tech growth.

“Together, we will reaffirm our leadership in all things coffee, enhance the partner experience, and exceed the expectations of our customers and shareholders,” Johnson said when his promotion was announced. “We believe in using our scale for good and having positive social impact in the communities we serve around the world.”

In another boost to the leadership portfolio, Starbucks added three new executives to its board of directors in 2017, hailing from companies such as Walmart, LEGO, and Microsoft. All bring valuable skills to the table in the fields of technology, strategy, and retail that can help propel Starbucks into its next chapter.

It may be hard to believe now, but there was a time when Americans didn’t know what a latte was. Those days are long gone. Innovation is the name of the game, and today, there is more pressure than ever for companies to bring new products to market.

Consumers are especially gravitating toward companies that offer unique LTOs and Instagrammable menu items. With Starbucks Reserve Roasteries serving as laboratories, the company can test and perfect new ideas before rolling them out to stores. Products such as the Cascara Latte and Nitro Cold Brew got their start at the Reserve Roastery in Seattle, and the experiments have already started to pay off.

“In response to strong customer demand, we are accelerating the rollout of Nitro Cold Brew from 1,300 stores currently to 2,300 stores in the U.S. by the end of the year,” Johnson said in the company’s Q1 earnings call. “Nitro also provides the foundation for a broader platform of draft beverages that expand beyond coffee to include alternative milks and tea-based, nitro-infused beverages.”

Starbucks has also nearly doubled its food business since 2013, with new product introductions like the Sous Vide Egg Bites, sandwiches, and a Mercato menu that features grab-and-go salads and sandwiches.

And while new Starbucks retail products continue to funnel into grocery stores nationwide, Starbucks removed the ability to purchase its products online in the fall of 2017, with Schultz explaining to investors last April, “Every retailer that is going to win in this new environment must become an experiential destination. Your product and services, for the most part, cannot be available online and cannot be available on Amazon.”

The decision to eliminate online retailing was just another step toward bringing customers back into the brick-and-mortar stores and returning to the original idea of Starbucks being a third place in consumers’ minds—the first being home, the second being the office, and the third being a place to relax like Starbucks.

Starbucks may not have an overly “techy” feel when one is sunken into one of its leather chairs and sipping on a macchiato, but Tom Kneubuehl, executive vice president of North America at Preoday, a U.K.-based cloud technology company, says he believes that technology innovation is ingrained into what Starbucks is as a company.

“They’re trailblazers and fearless innovators,” says Kneubuehl, who has been watching the company grow since 2000. “They have a test, learn, and adjust mentality they embrace change, and they don’t worry about being perfect.”

Starbucks’ history is full of big technological steps forward. In 1998, it was one of the first companies to launch a website in 2002, it began offering WiFi to its customers, helping to start the transition from quick coffee stop to all-day hangout and a full decade ago, Starbucks was establishing its social media presence.

Now, while others are setting up mobile payment terminals and struggling to start a loyalty program, Starbucks is seeing 11 percent of its sales from mobile order and pay, and 14.2 million Starbucks Rewards members accounting for 37 percent of U.S. company-operated sales.

Things don’t always go as planned for those who serve as innovators, however. Starbucks’ mobile orders ended up causing a bottleneck that hurt sales. But the company quickly pivoted and tweaked the process to remedy the issue.

“They continue to push forward on multiple fronts on the product side, with mobile order and pay, loyalty, and products that strengthen customer relationships and drive a better customer experience,” Kneubuehl says. “They’re actually broadening the footprint of their stores with technology. If everything was a walk-in order, you’d only be able to sell what people could drive up and wait around to get. But by having mobile pay and drive thru, they can extend that store footprint out for miles.”

Looking toward the future, Starbucks has already become more interesting to millennials with its gamified Starbucks for Life and Bingo promotions, which allow loyalty members to play games and earn points toward free products.

And, following an expanding trend in artificial intelligence, in 2017 a Starbucks Reorder Skill was added to the Amazon Alexa platform and the My Starbucks Barista chatbot debuted, letting users order their favorite coffees using simple voice commands.

As a company with massive global reach, Starbucks has the power to make an impact on people beyond their morning cup of joe or afternoon Frappuccino. The company’s Vision for 2020 and Beyond includes projects in the areas of coffee sustainability, greener retail, and community engagement.

The brand’s key business driver—coffee—is one that it focuses most of its attention on. In its Coffee and Farmer Equity (c.a.f.e.) Program, Starbucks is making a commitment to purchase 100 percent ethically sourced coffee. Today, it is only 1 percent away from meeting that goal.

These social responsibility efforts are among the best in the industry, according to Sustainalytics, a Toronto-based company that provides environmental, social, and corporate research on publicly listed companies and then packages it into company ratings used by investors.

Lead analyst Joshua Zakkai says Sustainalytics looks at the impact of food companies’ operations and supply chains. “In our overall rating, Starbucks ranks quite well compared to peers in the industry,” he says. “We have them as a leader on environmental issues within owner operations and supply chain combined.”

At Starbucks, employees are referred to as partners and can receive perks such as medical benefits, profit sharing, and tuition assistance in an effort to decrease turnover and bring a more familial feel to the work environment.

Employee programs such as veteran, refugee, and youth hiring initiatives welcome diversity into Starbucks stores, while the CUP (Caring Unites Partners) Fund was set up to help Starbucks’ partners donate to fellow partners who have gone through natural disasters or personal crises.

Beyond helping its partners, a strategic partnership was started with Feeding America in 2016, which allows food to be picked up at closing time instead of during store hours, helping to ensure more food donations. At scale, Starbucks hopes to provide 50 million meal donations annually and divert 60 million pounds of food waste from landfills.

Looking toward the next decade with new leadership, more international locations, fast-moving technologies, and innovative sustainability programs, Starbucks is setting itself up to connect to billions of new consumers—one person, one cup, and one neighborhood at a time.


Starbucks Has New Racial Equity Initiatives Including Diversity Training Requirements And Mentorship Program

They'll also start tying executive compensation to diversity goals.

Starbucks announced a whole host of new diversity and inclusion initiatives today, including launching a mentorship program, adding anti-bias content into all hiring, and tying diversity and inclusion measurements into its executive compensation programs.

The company announced the news in a release alongside a letter from CEO Kevin Johnson, which started off by discussing three principles that guide its actions toward greater inclusion and diversity: "intention, transparency, and accountability."

"That is, as we consider the role and responsibility of Starbucks, as a company, to lead by example in areas of inclusion, diversity, and equity," he wrote, "we will: 1) be intentional about the actions we take and how they line up with our Mission and Values, 2) commit to transparency with all stakeholders about our thinking and our goals, and 3) hold ourselves accountable."

The release went on to list 15 steps total under these three principles that they hope will help lead the company toward great racial equity. Some of the most notable are a mentorship program that will connect BIPOC (Black, Indigenous, and People of Color) employees with senior leaders, as well as partnering with professional organizations who focus on the development of BIPOC talent. They will also hold a Inclusion and Diversity Virtual Leadership Summit in the second quarter of the next fiscal year.

In an effort toward transparency, they will share their current workforce diversity publicly (which you can view here) and set annual Inclusion and Diversity goals towards achieving BIPOC representation of at least 30 percent at all corporate levels and at least 40 percent of all retail and manufacturing roles by 2025.

As far as holding themselves accountable, they will aim to do so by tying "measurements focused on building inclusive and diverse teams into [their] executive compensation program," starting next fiscal year. The Starbucks Foundation also pledged more than $1 million in additional funds to build upon its Neighborhood Grants program and $5 million to launch a two-year initiative focused on supporting nonprofits that serve BIPOC youth.

Starbucks has a history of promoting diversity and inclusion (which it recently detailed in this post), but the company also has a history of public backlash surrounding race&mdashsuch as when it came to light that the company's dress code didn't allow employees to wear attire supporting Black Lives Matter (it reversed its position the following day) or when partners have been accused of racist behavior. Neither the release or the letter referenced any specific incidents, but they both acknowledged that the company, like most others, has a ways to go when it comes to making it a more equitable place for everyone.

"We have a responsibility to build bridges and create environments where all are welcome. Our journey continues as we are guided by intentionality, transparency, and accountability," Johnson said in the conclusion of his letter.


Starbucks Teams Up With the Malala Fund to Support More Opportunities for Women

The partnership will focus on educating girls in coffee and tea growing communities.

Starbucks—just in time for International Women’s Day—has announced it will launch an effort to empower 250,000 women and their families in coffee and cocoa-growing regions by 2025. The new strategy comes in partnership between the Starbucks Foundation and Malala Fund, the organization run by Nobel Prize laureate and activist Malala Yousafzai.

According to a statement from Starbucks, more than 130 million young women and girls globally don’t have the chance to attend primary or secondary school, which severely limits their economic opportunities and livelihoods. To make matters worse, these women and are most often affected by poverty, conflict, and gender inequality, the brand notes.

The new collaboration promises that Starbucks will 𠇋uild on its ongoing investments in coffee, tea and cocoa growing communities worldwide with organizations like Mercy Corps, Eastern Congo Initiative, and Heifer International,” adding that “with a deeper focus on women and families, Starbucks will also be able to accelerate its broader goal to improve the lives of at least one million coffee farmers and workers by 2025.”

For its part, “Malala Fund will work with Starbucks to promote girls’ education and expand leadership opportunities for young women in coffee and tea growing communities in India and Latin America,” according to the company. Yousafzai said in a written statement she was pleased with the partnership. “I want to thank Starbucks for believing in my dream of a world where girls can choose their own future,” Yousafzai said. “With their support, Malala Fund will help educators and activists in developing countries get more girls in school.”

Specifically, Malala Fund will grow its Gulmakai Network of education champions to coffee and tea growing communities, the release states, and 𠇎xpand non-traditional educational opportunities in those communities and scale leadership opportunities for young women with a goal to inspire the next generation of civically engaged leaders.” Starbucks will also connect its employees to Gulmakai Network champions to create leadership opportunities.

“We believe women and families hold the key to long-term empowerment and social change,” Virginia Tenpenny, executive director for The Starbucks Foundation and Global Social Impact at Starbucks, said in a written statement. “Looking ahead, we want to ensure our partnerships connect women with education and leadership opportunities needed to create healthy homes and sustainable livelihoods𠅏or themselves, their families, and future generations. We are proud to join with Malala Fund to invest in young women so they may become leaders in their communities and achieve their dreams and aspirations.”


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