Starbucks Vs. Executive Of Starbucks

Since Starbucks entered the coffee retail business, the company has made many trade-off business decisions. The first major trade-off was made when Howard Schultz wanted to acquire present day Starbucks from three entrepreneurs Baldwin, Siegel and Bowker. Therefore, Schultz prior to the acquisition made the trade-off to open his own coffee bar in 1986 instead of staying at Starbucks as the manager of retail sales and marketing. A bold feat, Schultz was able to replicate success and was offered to buy Starbucks for $4 million. At the time of the acquisition, many investors, including the former Starbucks owners, would not expect that the American consumer would pay a premium for coffee products. Schultz, after calculating the opportunity cost, was convinced that Starbucks would become a large coffee chain not only in the United States but internationally too. Reflecting this approach, Schultz’s trade-off worked. Starbucks, according to our book has revenue exceeding $13 billion and nearly 200,000 employees. The company has also expanded to 40 countries with 17,000 stores (Hill et al., 2015).

Every day, we go to work planning to do two things: offer awesome espresso with our companions and improve the world a bit. It was genuine when the primary Starbucks opened in 1971, and it 's pretty much as genuine today. In those days, the organization was a solitary store in Seattle 's Pike Place Market. From only a slender customer facing facade, Starbucks offered a portion of the world 's finest new broiled entire bean espressos. The name, roused by Moby Dick, evoked the sentiment of the high oceans and the nautical custom of the early espresso dealers. In 1981, Howard Schultz (Starbucks executive and CEO) had at first walked around a Starbucks store and he was drawn into Starbucks and joined a year later ("Company Information", 2016).

“There is no illusion greater than fear.”-Lao Tzu (the founder of Taoism). Most successful men and women entrepreneurs do not let fear hold them back from achieving what they want. They know that success is not just about having a dream but by overcoming the fear of failures, they must action on that dream or else, it will always remain a dream and never a reality. Howard Schultz, CEO of Starbucks and former owner of the Seattle Supersonics, probably realized this at an early age. Howard Schultz was born on July 19, 1953, in Brooklyn, New York and grew up not having much as a child, living in the Brooklyn projects with his parents and two other siblings. He later went to Northern Michigan University on a football scholarship but decided not to play and instead pursued an academic degree. In 1975, Howard Schultz graduated with a BA in Communications and worked for Xerox Corp. in the sales and marketing division, then to a Swedish home appliance company Hamamaplast, where it eventually led him to Starbucks (Howard).

The extraordinary success Starbucks experienced during the early 1990s resulted from Howard Schultz’s passion and vision to create a coffee culture in the United States similar to the coffee culture he experienced while traveling to Italy. Schultz’s vision of the Starbucks brand evolved around providing a quality product while delivering exceptional customer service in an inviting atmosphere. Starbucks’ success can be attributable to the following factors:

First of all, Howard Schultz had a clear vision about his company. It is important for a great leader to have a clear vision about what to achieve. The emphasis on importance of employees is the outstanding point in his vision. This is why Starbucks has been investing in their

Most know Starbucks, the ubiquitous retail chain that, in the 1990’s, turned coffee drinking into a national pastime. However few know Howard Schultz, the humble chairman, CEO and mastermind behind Starbucks’. Schultz is credited with bringing Italy’s “coffeehouse culture” to the United States and packaging it for mass consumption. This maverick marketer transformed a little-known four-chain store in the leading retailer of specialty coffee in North America.

Howard Schultz didn’t just build a company, he built an empire. Starbucks’ Coffee is a benchmark in the coffee trade, for coffee drinkers and, even non-coffee drinkers. He nursed a small company in the big city of Seattle, to a global

In October 2012, Starbucks Corp’s senior vice president addressed a large crowd of company managers and leaders and recited the following “ "I can 't tell you all how humbling it is to be on this stage ... knowing all the work and care and love that went into this coffee that now sits in your hand” (www.hreonline.com). This pronouncement by executive management exemplifies the value that Starbucks not only places on it employees but on strategic human resource management. The company has deliberately set a tone in which each employee recognizes the value of their effort and how it is integrated into the final product.

When Howard Schultz began to notice a decline in the Starbucks brand he built from a single coffee house into a multinational chain of over 15,000 locations employing over 172,000 people, he decided to begin 2008 with new direction. He reassumed the role as CEO and proposed a set of new initiatives to reenergize the company as a whole. These initiatives started at the front lines of Starbucks by changing some of the current machinery used to create espresso and coffee. Next he launched new roasted coffee blends that were set to revolutionize overall taste and perception of coffee. Additionally, due to perceived loss of customers, he introduced a revamped rewards program as well as an online forum to allow anyone from

Howard Schultz’s idea with Starbucks in the mid 1980’s was to create a chain of coffeehouses with a product differentiation of specialty “live coffee”, service or customer intimacy with an “experience”, and an atmosphere of a “third place” to add to their work and home alternatives. The original stores sold whole beans and premium-priced coffee beverages by the cup and catered primarily to affluent, well educated, white-collar patrons (skewed female) between the ages of 25 and 44. By 2002, there were over 5,000 stores around the globe. The company spent minimal dollars on advertising to promote a brand concept. Enforced exacting coffee standards by controlling the supply chain as much as possible,

Howard Schultz, ranked by Business Insider as one of the top CEO’s of the past twenty years, shaped the consumption of coffee into an experience and developed a strong brand, Starbucks, that is recognized internationally. Eight years later, after resigning in 2000, Schultz saw the company going downhill and decided to take control again, as CEO. The Starbucks creator had a vision for his company and shaped the culture by putting an emphasis on quality product and implementing the motto “employees first”. From early on, Starbucks was ahead of its time. Schultz offered healthcare for part-time and full time employees, extending this to domestic partnerships as well. Additionally, he makes an outstanding effort to employee minority workers, reimburse partial tuition and distribute employee stock options to baristas. After returning in 2008, Schultz made a controversial move of electing to send 10,000 managers to a leadership conference, which totaled over $30 million. He claims that this move was saving point for Starbucks and without it, the company surely would have failed.

The Starbucks journey began with a single store in Seattle in the year 1971 to become one of the most recognized brands globally. Starbucks initially had three partners Jerry Baldwin, Gordon Bowker and Zev Siegl. The three partners only sold roasted whole coffee beans, and it was not until they sold the company to employee Howard Schultz in 1987 . Schultz, still the Chairman and CEO of Starbucks. Starbucks mission , per

Business would not be possible if it were not for the top executives of the company. Starbucks has contributed a portion of their website to highlight the executives, their experience, as well as their background information. Among the executives, the top five paid employees of Starbucks include Howard Schultz-Chairman, President, and CEO, Troy Alstead-Chief Operating Officer, Scott Maw-Executive Vice President and Chief Financial Officer, Clifford Burrows-Group President (United States, Americas, and Teavana), and John Culver-Group President (China, Asia Pacific, Channel Development, and Emerging Brands)(“Notice of 2015 Annual Meeting of Shareholders and Proxy Statement,” 2015). Howard Schultz has been with the company since 1981. Previous to starting his career at Starbucks, Howard worked at the Xerox Corporation for three years as well as Hammerplast U.S.A. as the Vice President and General Manager. Troy Alstead has been

Coffee is one of the most beloved beverages in the world. When you think of coffee, one company always spring to mind - Starbucks. There seems to be one on every block. Who is one of the geniuses in charge of this force to be reckoned with? Willard Dub Hay joined the Starbucks family in November 2002 as the senior vice president. His team handles the purchasing, blending, roasting, recipe development, and the education of Starbucks employees in coffee. He gained responsibility in 2005 by becoming responsible for all of their global coffee procurement. He travels to different regions which grow coffee all over the world, building

Starbucks’ unique business model utilizes its key assets, its people, as the resource that provides its competitive advantage. Coming from an accounting background, we are taught that assets are things we “own” and are used to generate revenue. I do not like to view an organization’s people as assets. They are Human Capital; a very important component (and valuable resource) within the structure of success for any company, whether it be the Biotech or Service industry. Howard Schultz definitely has the skills (capability) and understands what it takes to successfully manage and organize these resources. It is