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his early step in internationalizing the chain, Schultz notes:
Two years prior to opening up in Japan, we hired this blue-chip consulting firm to guide us to succeed here. Basically, they said we would not succeed in Japan. There were a number of things they told us to change. [They said] we had to have smoking, but that was a non-starter for us. They also said no Japanese would ever lose face by drinking from a cup in the street. And third, they said that given the [high] rent, stores couldn't be larger than 500 square feet, our no-smoking policy made us an oasis in Japan. As for our to-go business, you can't walk down a street in Tokyo today and not see someone holding a cup of Starbucks coffee. And our store size in Japan is identical to our store size in the U.S., about 1,200 to 1,500 square feet. It just shows the power of believing in what you do. And also that Starbucks is as relevant in Tokyo, Madrid, or Berlin as it is in Seattle.
The leadership group is always implementing its decision consistently, even though it meets resistance or any other obstacles.
3. Excellent leadership and quick decision-making
it is well known that excellent leadership and quick decision making is important for improving organizational effectiveness. Starbuck has an excellent leadership group and quick decision-making:
Starbucks also has a well-seasoned management team. Schultz, 49, stepped down as chief executive in 2000 to become chairman and chief global strategist. Orin Smith, 60, the company's numbers-cruncher, is now CEO and in charge of day-to-day operations. The head of North American operations is Howard Behar, 57, a retailing expert who returned last September, two years after retiring. The management trio is known as H2O, for Howard, Howard, and Orin. (From A recent article in Business Week).
Starbucks’ organizational efficiency and quick action can be seen in international expansion process from what Horwat said in global expansion process:
First, we look for extremely visible sites in well-trafficked areas and focus on three major factors: demographics, branding potential, and financials.  Second we categorize sites on an A to D scale. ‘A’ sites are ‘signature’ sites tat are qualitatively superior to all other sites within the trade area. We rarely take a ‘C’ or ‘D’ store. Third, we ask our international Market Business Unit (MBU) to send in the ‘site’ submittal package with quantitative and qualitative measures, such as how the site meets Starbucks’ established criteria and the partner’s agreed-upon criteria. This package is reviewed by a number of functional units--operations, finance, and real estate--within the International Group. Fourth, we move into the design phase, which is done in Seattle using information provided by the partner. Next we negotiate the lease with landlord and initiate the construction when the appropriate permits are obtained. Finally, we turn over the store to operations.  The whole process takes about 13-16 weeks from start to finish.”
4. Personnel incentives
Human Synergistic and Deakin University have studied a major retail chain store and found positive links between culture and staff satisfaction, staff turnover, absenteeism and customer service. A store can increase the probability of success by fostering constructive cultures. More specifically, by fostering a culture that is strongly oriented towards achievement and Humanistic-En本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。