Coffee and Starbucks

10899 Words44 Pages
Table of contents

Abstract…………………………………………………………………….2
Introduction…………………………………………………………...........3
Main discussion
Part (1) Starbucks product’s competitive priorities…………………………3
Part (2) Starbucks critical analysis, services and manufacturing strategies...5
Part (3) Product life cycle………………………………………………….10
Part (4) the flow diagram processes ……………………………………….13
Part (5) Tools and standards applied to keep tracking in the industry…..…15
Recommendations………………………………………………………….17
References……………………………………………………………….…19

Abstract
Starbucks opened its first location in Seattle 's Pike Place Market in 1971. Now Chairman Howard Schultz joined Starbucks in 1982 as Director of Marketing. Schultz visited Italy and noticed the
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Hence, economic trends should not greatly influence the performance of coffee sales.
• Quality
-high performance design for quality control, Starbucks has a specialized process for roasting the perfect coffee bean. It is implemented with the roaster determining by sight, smell, hearing, and computer, if the beans are perfectly done. Additionally, the colour of the beans is tested in an Agtron blood-cell analyzer. If the sample is deemed imperfect in any of these processes, the whole batch is discarded. Starbucks’ departmental systems are organized into functional and production divisions such as Supply Chain Operations, Human Resources, Accounting, etc... Starbucks employs approximately 15,000 individuals to operate its retail stores and regional offices, and 1,600 individuals to work on administrative, sales, real estate, direct response, roasting, and warehousing operations.

-consistent quality: measurement of quality products and services that keep customer’s retention. Its competitive strategy is to rapidly expand to a market and dominate it completely before moving on. In the process, it hopes that these rapid expansions would create a higher barrier to entry, discourage competitors from expanding, and eventually acquires weak competitors who wants to exit.
• Time: three competitive priorities deal with time

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