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Starbucks: “Maintaining principles as we grow”

论文作者:英语论文论文属性:硕士毕业论文 thesis登出时间:2010-01-15编辑:steelbeezxp点击率:19811

论文字数:9422论文编号:org201001152133223374语种:英语 English地区:美国价格:免费论文

关键词:StarbucksMaintaining principlesManagementEmployees

Starbucks: “Maintaining principles as we grow”
School of Management


On 7 January, 2008, Starbucks ousted its CEO Jim Donald and appointed to the post the Starbucks’ chairman, Howard Schultz. Mr. Schultz, 54 years old, came to the Seattle coffee company in 1982 when it had only four locations and nurtured it to become the empire it is today. Serving as CEO from 1987 to 2000, he presided over the company's 1992 public offering. In 2000, he ceded the position for a seat on the board. In retaking the reins of Starbucks Corp., Schultz will have to fix a coffee empire that he says has become stifled by bureaucracy and has lost the courage that helped it change how Americans get their coffee. The company's rapid expansion has distracted it from making its cafes an inviting place with exciting new products and cannibalized business at existing stores. Now it faces worldwide economic slowdown and increased competition from numerous rivals (such as McDonald's Corp., which plans to install coffee bars selling espresso drinks this year).
Mr. Schultz has deep experience as well as respect from employees and shareholders that put him in a good position to lead a turnaround. But he acknowledges he was involved in many of the decisions that led to Starbucks's woes. "At the end of the day, we created this problem," Mr. Schultz said in an interview. "I'm somewhat part of what has happened," he said, adding that there is "no silver bullet" fix.
Mr. Schultz's return to the CEO post at Starbucks is similar to recent returns of company founders, such as Jerry Yang at Yahoo Inc., Michael Dell at Dell Inc., Steve Jobs at Apple Inc., Charles Schwab at Charles Schwab Corp., Ted Waitt at Gateway Inc. and Thomas Frist Jr. at HCA Inc. Not all of these returns have been successful, but many former CEOs can't resist the urge to return when the company is in trouble.
The case has been developed as the basis for discussion and is not intended to serve as endorsement, source of primary material, or illustration of effective or ineffective management

Company Background
The story of how Howard Schultz managed to transform a commodity into a cultural phenomenon has become the stuff of legends.
In 1971, three coffee fanatics – Gerald Dalwin, Gordon Bowker, and Ziev Siegl – opened in Seattle a small coffee shop, specialized in selling whole Arabica beans to a niche market of coffee purists. Starbucks grew at a slow pace initially and at the end of its first decade, in 1981, there were four Starbucks stores. The partners also opened a roasting plant in Seattle.
In 1981 Howard Schultz, a house-wares company executive working in his native New York City, first travelled to Seattle and stepped inside Starbucks--a narrow store with a worn wooden counter and bins of coffee beans--which sat across the street from Seattle's waterfront Pike Place Market.  The aroma and romance captured his imagination, as the well-told story goes, and after a year of begging for a job, he was hired to do marketing.本论文英语论文网www.51lunwen.org整理提供Two years later, in 1983, a trip to Milan led to more inspiration. Schultz returned to Seattle convinced that Starbucks should start opening espresso bars and bring café culture to America. The founders of Starbucks, who had been trained by the legendary coffee retailer Alfred Peet, weren't so sure about expansion--wouldn't that obliterate the intimacy they'd established? It took Schultz a year to论文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。

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