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couraging styles, a store can drastically increase its ability to succeed.
The policy at Starbucks towards employees is laid-back and supportive. They are encouraged to think of themselves as partners in the business. Schultz (Starbucks’ CEO) believes that happy employees are the key to competitiveness and growth:
“We can't achieve our strategic objectives without a work force of people who are immersed in the same commitment as management. Our only sustainable advantage is the quality of our work force…” (Inc., January, 1993)
On a practical level, Starbucks promotes an empowered employee culture through generous benefits programs, an employee stock ownership plan, and thorough employee training, each employee must have at least 24 hours of training. Classes cover everything from coffee history to a seven-hour workshop called “Brewing the Perfect Cup at Home.” This workshop is one of five classes that all employees must complete during their first six weeks with the company.
Starbucks is the only private company to offer stock options unilaterally to all employees.
Starbucks’s concern for employee welfare extends beyond its retail outlets to coffee producers. The company’s guidelines call for overseas suppliers to pay wages and benefits that “address the basic needs of workers and their families”. And to allow child labor only when it does not interrupt required education. This move has set a precedent for other importers of agricultural commodities.
Stock options and the complete benefits package increase employee loyalty and encourage attentive service to the customer.
5. Capability to change-align the front line
Capability to change-align the front line- is very important in global expansion for achieving performance. Let’s see how Starbucks does in this dimension:
From beginning to today, Starbucks is always changing in many aspects to align the front line:
At first, Starbucks only provides high quality of fresh-brewed coffees and then Schultz added espresso and cappuccino of Italian favor to expand business.
In 1995, Starbucks launched a line of packaged and prepared teas in response to growing demand for teahouses and packaged tea.
Starbucks coffee is also making its way onto grocery shelves via a carefully planned series of joint ventures. An agreement with PepsiCo Inc. brought a bottled version of Starbucks Frappuccino (a cold, sweetened coffee drink) to store shelves in August of 1996. In another 50-50 partnership, Dreyers’ Grand Ice ream Inc. distributes seven quart-products and two bar-products of Starbucks coffee ice cream.
Other partnerships by the company are designed to form new product associations with coffee. For instance, the company’s music subsidiary, Hear Music, regularly releases CDs, some in collaboration with major record labels that are then sold through Starbucks retail stores.
And also in international expansion process, in order to cater for the local people’s culture and customs and other differences, Starbuck does a lot of market investigation and makes accordingly alters in its products supply and services, e.g.:
Starbucks does adapt its food to local tastes. In Britain, it won an award for its mince pie. In Asia, Starbucks offers curry puffs and meat buns. The company also fits its interior decor to the local architecture, especially in historic buildings.
 
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