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ing local business partners in foreign markets
When venturing overseas, there is a Starbucks way. The company finds local business partners in most foreign markets. As Kathy Lindemann, SVP of Operations for Starbucks International describes it:
“Our approach to international expansion is to focus on the partnership first, country second. We rely on the local connection to get everything up and working. The key is finding the right local partners to negotiate local regulations and other issues. We look for partners who share our values, culture, and goals about community development. We are primarily interested in partners who can guide us through the process of starting up in a foreign location. We look for firms with: (1) similar philosophy to ours in terms of shared values, corporate citizenship, and commitment to be in the business for the long haul, (2) multi-unit restaurant experience, (3) financial resources to expand the Starbucks concept rapidly to prevent imitators, (4) strong real-estate experience with knowledge about how to pick prime real estate locations, (5) knowledge of the retail market, and (6) the availability of the people to commit to our project.” 
For Starbucks, in an international joint venture, it is the partner that chooses store sites. These are submitted for approval to Starbucks, but the partner does all the preparatory and selection work.
It is a good reference for Wait rose in international expansion.
Recommendation
1.Establish an unique cultural value and brand, educate and guide customers to accept it;
2.Keep clear goals and its thorough implementation;
3.Set up an excellent leader group and make quick decision and response;
4.Build effective personnel incentives;
5.Keep capability to change-align the front line;
Finding local business partners in foreign markets is a quick and effective global expansion way.
 

Conclusion

This report is intended to give a reference to Waitrose for establishing an effective organization in the process of its international expansion. Firstly it presents a framework of organizational effectiveness; then takes Starbucks as an example to analysis those factors affecting organizational effectiveness one by one. Finally this paper gives some recommendations for Waitrose’s establishing an effective organization.
 
 
Reference
 
Suresh K. & Debra G. (2003). Starbucks Corporation: Competing in a Global Market. Planet Starbucks, Business Week, September 9, 2002, p. 100-110.
 
Irem D. & Talat Birgonul M. (2005). Prediction of organizational effectiveness in construction companies. Journal of construction engineering and management, Feb. 2005, p. 253-261.
 
Cameron, K. (1994). Second generational approach to organizational effectiveness. University of Windsor Alumni Speaker’s, Windsor, ON.
 
Chelladurai P. (1987).Multidimensionality and multiple perspectives of organizational effectiveness. Journal of Sport Management, 1, 37-47.
 
Min-Huei, Chien (2000). A study of the factors effecting organizational effectiveness.
 
Pennings Johannes M. & Goodman Paul S. (1976). A framework of organizational effectiveness. N00014-75-C-0973.
 
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