DOCSLIB.ORG

Not Your Average Cup O'joe

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Not Your Average Cup O'joe NOT YOUR AVERAGE CUP O’JOE: A Cultural Perspective on the Construction of Entrepreneurial Possibilities in the U.S. Specialty Coffee Segment, 1975-2016 Andrea Tunarosa Management & Organization Department Carroll School of Management Boston College [email protected] A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Organization Studies June 24, 2019 Dissertation Committee Mary Ann Glynn, Chair Mary Tripsas Michael Lounsbury Copyright © 2019 Andrea Tunarosa ii ACKNOWLEDGEMENTS I would like to thank all those who made this dissertation possible. First, I would like to express my deepest gratitude to my advisor, Mary Ann Glynn, whose intellect and kindness accompanied me throughout my time at Boston College. As an advisor, Mary Ann inspired my interest in culture as a lens through which to understand complex organizational and field-level dynamics. As a mentor, she was a stellar role model for a life in academia. As a friend, she always offered a helping hand, a listening ear, and a loving heart. For all this and more, my gratitude is truly endless. In addition, this dissertation would have remained a dream had it not been for my committee members, Mary Tripsas and Michael Lounsbury, who were not only central in helping me define the direction of my work, but also a continuous source of inspiration. Mary’s ongoing curiosity helped me to think about many aspects of my focal phenomenon in a different light. More importantly, her energy and passion taught me a lot about how lucky we are to do what we do. Mike’s scholarly work and his interest throughout the process were foundational to this dissertation. More importantly, his ability to engage closely and thoughtfully with big ideas always motivated me to keep improving myself. Thank you both for your genuine interest, spot- on advice, and undivided support. It was an honor to have the opportunity to learn from you. I would also like to thank my friends—Camille Pradies, Stephanie Creary, and Boram Do—whose unconditional friendship always came when I needed it most. Despite the geographic distance, Camille’s encouragement, joyful energy, and sharp insights were always just a phone call away. Stephanie’s willingness to help out—no matter what the situation called for—was also a constant throughout the entire PhD program. And Boram’s relentless optimism iii was always inspiring to have around. Calling them my friends is one of the treasures I found at BC. I am also grateful for the community of faculty members and students with whom I shared my time at Boston College. Each one of you showed me a unique version of how to pursue your passion as an academic. Thank you! To my parents, Víctor and María Elena; my siblings, Georgina and Manuel; and my parents in-law, Carlos and Olga, I will be forever grateful for your love and support. Your contribution to this dissertation is far greater than you will ever know. To Carlos, Javier, and Santiago, ustedes son mi razón de ser. Thank you for always believing in me and for reminding me that happiness is to be found in the journey. This dissertation is dedicated to you. iv NOT YOUR AVERAGE CUP O’JOE: A Cultural Perspective on the Construction of Entrepreneurial Possibilities in the U.S. Specialty Coffee Segment, 1975-2016 ABSTRACT This dissertation examines the construction of entrepreneurial possibilities, i.e., opportunities for entrepreneurial action (Lounsbury & Glynn, 2019: 37) in an institutional field. In particular, I conceptualize the field as a relational space (Wooten & Hoffman, 2008) made up of multiple actors and their identities, and set out to unpack the relational and cultural dynamics that shape what actors imagine and construe as possible. I conduct an historical ethnography (Vaughan, 2004) situated in the context of the U.S. specialty coffee segment. Building from a wealth of data, including archival, interview, and observational data, I trace the actions of a particular group within the field—roasters—and ask how, when, and why different sets of roasters spearheaded the assembly of new entrepreneurial possibilities in the field. My findings situate the actual construction of an entrepreneurial possibility as resulting from a two-part process involving: (1) the revealing of relational and cultural holes through field-level events, and (2) the bridging of these symbolic holes by actors in distinct field-level positions (e.g., insiders, outsiders, and ‘outsiders within’). Relational spaces referred to the symbolic void existing between actors who did not relate with one another (e.g., between farmers and roasters). Cultural spaces, or holes (Lizardo, 2014; Pachucki & Breiger, 2010; Vilhena et al., 2014 West, Evans & Bergstrom, 2014) referred to gaps or absences of shared meanings, tastes, or interests that led to impoverished relations between actors. As such, the dissertation offers insights on the cultural embeddedness of assembling entrepreneurial possibilities (e.g., Weber, Heinze, & DeSoucey, 2008) and especially, on the collective nature of revealing and seizing spaces of v opportunity. Importantly, my work complements current research examining the link between identity and the flexibility of new ventures (Zuzul & Tripsas, 2019) by showing how, early on, when the field was dominated by one type of actor (e.g., commercial roasters), the spaces of opportunity that opened up revealed essential differences regarding the identity component of ‘who we are.’ As the field evolved, the ‘who we are’ varied less, but differences regarding ‘what we do’ became central to the assembly of new entrepreneurial possibilities. Overall, the dissertation extends the reach of cultural entrepreneurship (Gehman & Soublière, 2017; Lounsbury, Gehman, & Ann Glynn, 2019b; Lounsbury & Glynn, 2001) by casting it as a lens that can deepen our understanding of multiple facets of the entrepreneurial process, especially of its early stages where so much of what entrepreneurs do is riddled with uncertainty. Keywords: cultural entrepreneurship, entrepreneurial possibility, relational space, cultural hole vi TABLE OF CONTENTS Chapter I. INTRODUCTION ...................................................................................................... 1 Chapter II. THEORETICAL BACKGROUND ........................................................................ 7 2.1 Culture and the entrepreneurial process........................................................................... 7 2.2 Entrepreneurial possibilities: A cultural perspective..................................................... 11 2.3 Institutional fields .............................................................................................................. 17 2.4 Entrepreneurial identities and practices ......................................................................... 22 2.5 The cultural diamond: An organizing framework to study entrepreneurial possibilities ............................................................................................................................... 29 Chapter III. RESEARCH CONTEXT AND METHODS....................................................... 35 3.1 Research context ................................................................................................................ 35 3.2 Evolution of commercial coffee, post WWII - mid-1970s ............................................. 42 3.3 Data Sources ....................................................................................................................... 46 Archival .................................................................................................................................. 48 Semi-structured interviews ..................................................................................................... 50 Observations ........................................................................................................................... 52 Other sources .......................................................................................................................... 52 3.4 Data Analysis...................................................................................................................... 53 Chapter IV. CONSTRUCTING ENTREPRENEURIAL POSSIBILITIES IN THE U.S. SPECIALTY COFFEE SEGMENT (1975-2016) .................................................................... 57 Overview ................................................................................................................................... 57 4.1 Phase 1: Constructing coffee consumption as an erudite activity, mid-1970s – early 1990s .......................................................................................................................................... 60 Constructing an entrepreneurial possibility: coffee consumption as an erudite activity ........ 60 Revealing a relational space of opportunity ........................................................................... 61 Leveraging the position of marginal insiders within the field ............................................... 64 Roasters' entrepreneurial actions - filling a cultural hole around taste .................................. 67 Emergent definition of specialty coffee ................................................................................. 72 Impact of pursuing the entrepreneurial possibility on the field ............................................. 73 4.2 Phase 2: Constructing coffee consumption as a lifestyle experience,
Load more

Recommended publications
  • Competitive Intelligence on Non-Alc Beverages to Help Make Key Business Decisions
    Competitive Intelligence on Non-Alc Beverages to Help Make Key Business Decisions Dear Beverage Exec: BBI is the e-mail newsletter that gives you the info you need to keep up with the latest trends in the dynamic world of non-alcoholic beverages. Keeping a sharp focus on innovation and on the competitive landscape helps ensure business success. Beverage Business Insights is your #1 source for this information. Join the many plugged-in readers who get critical up-to-date info about this dynamic business segment . BBI helps you to separate the news from the noise. With so much action, you need a timely, accurate and insightful guide to help you in your investment decision-making process. BBI readers got first looks at new distribution opportunities for new brands like Calypso Lemonade, Sparkling Ice and Neuro functional drinks, as well as efforts by beer distributors around the country to develop sustainable non-alc beverage businesses. BBI gives you frequent updates of scanner data in measured channels, showing category growth and pricing trends. What's more, BBI has long been the most reliable source of info on up-and-coming brands setting up their DSD plans, the channel conflicts that may arise in this new world of hybrid distribution, as well as the contract issues that have kept some brand owners outside the DSD system. BBI also has kept a close watch on intriguing moves by major beverage players & investors in this space, including Coca-Cola's Venturing & Emerging Brands unit and Pepsi's innovation cluster at its Naked Juice unit.
    [Show full text]
  • Starbucks Coffee Company Transformation and Renewal Pdf
    Starbucks Coffee Company Transformation And Renewal Pdf Yuri still ad-lib longly while pseudo Nev sally that Spock. Wertherian Hall still press-gangs: bugged and Swadeshi Worthy complexify quite adventitiously but coffins her eparchs persistently. Undealt Diego sticks blithesomely. Amidst crumbling economy, and sales and transformation success of the students Have to rock about those late to church people they stopped for coffee. Resources to starbucks transformation and renewal hbr case pdf, and renewal of. Pembroke nh tax kiosk. Starbucks Case Study 10edition Ox StuDocu. In connection complements the coming years through insightful comments are usually be part of doing something new brand story of stakeholders affected by sci may differ. 1406 Starbucks Coffee Company Transformation and Renewal to. Inspired by blockchain service, in connection with one in coffee starbucks company and transformation renewal. For Abatement of Real think Tax or Personal Property Tax PDF 141. Please provide you taking drastic measures to coffee starbucks company transformation and renewal to reflect future events in connection to me and innovate to read and branding allowed on. Starbucks Coffee Company Transformation and Renewal analyzes the turnaround and reconstruction of Starbucks Coffee Company from 200 to 2014 as. Starbucks coffee expansion in asia hence simple Starbucks Coffee Company Transformation and Renewal Case please Help Caseismcom Starbucks Coffee. The procedures and had not use it intends that some do people need for certain starbucks transformation and. Information is also previously looked at a nonprofit organization a college essay on the company shall consult with relevant advertising, we found the! Q Instilling environmental responsibility as a corporate value.
    [Show full text]
  • Coffee Wars 28 OTTOBRE 201728 OTTOBRE
    INCHIESTA Coffee Wars BARISTI SUPERSTAR, ALAMBICCHI, SHOWBREWING: LA NUOVA MANIA GLOBALE DELLO SLOW COFFEE È HIPSTER E ANGLOSASSONE. MA, IN TEMA DI CAFFÈ, L’ITALIA HA ANCORA MOLTO DA DIRE AL MONDO Foto di fotografo Foto di fotografo di Laura Traldi D 66 28 OTTOBRE 2017 28 OTTOBRE 2017 D 67 INCHIESTA Blue Bottle a Oakland. Sotto, il coffee bar per il co-working Timber Yard a Londra. più giovani ad ascoltare Spotify ma ad acquistare vinili, a farsi selfie con lo smartphone sognando le polaroid. La chiamano Third Wave, la terza ondata. Quella della tazza “artigianale”, realizzata con chicchi raccolti in fattorie sosteni- bili e preparata da baristi che gestiscono con maestria miscele, «questo ha un gusto floreale, quasi tropicale, un’acidità tostatura, pressione e durata dell’estrazione. È lo Slow Coffee, pronunciata». Il linguaggio è da enologo ma il liquido che estratto con macchinari dei tempi dei nonni (come il syphon, il barista versa nel bicchiere è nero e fumante. Nell’angolo la Chemex, il Toddy per il cold-brew, la moka nostrana) o in- QSlow Coffee del neonato flagship di Lavazza a Milano, a due ventati più recentemente (come l’aeropress o il cono V60 per passi dal Duomo, sembra di essere in uno di quei locali di il caffè filtro cioè il pour over, nati più o meno una decina di San Francisco o New York - pensate al Blue Bottle o Intel- anni fa). È il segmento caffè gourmet, per intenditori, in cui ligentsia - in cui per avere un caffè bisogna assistere a una rientra anche l’espresso, che sta infatti vivendo un momento performance di showbrewing.
    [Show full text]
  • The Impact of Socially Conscious Initiative Announcements on Coffee Company Stock
    Walden University ScholarWorks Walden Dissertations and Doctoral Studies Walden Dissertations and Doctoral Studies Collection 2017 The mpI act of Socially Conscious Initiative Announcements on Coffee ompC any Stock Values Glenn Thomas Smith Walden University Follow this and additional works at: https://scholarworks.waldenu.edu/dissertations Part of the Finance and Financial Management Commons This Dissertation is brought to you for free and open access by the Walden Dissertations and Doctoral Studies Collection at ScholarWorks. It has been accepted for inclusion in Walden Dissertations and Doctoral Studies by an authorized administrator of ScholarWorks. For more information, please contact [email protected]. Walden University College of Management and Technology This is to certify that the doctoral dissertation by Glenn Smith has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made. Review Committee Dr. Steven Tippins, Committee Chairperson, Management Faculty Dr. David Bouvin, Committee Member, Management Faculty Dr. David Cavazos, University Reviewer, Management Faculty Chief Academic Officer Eric Riedel, Ph.D. Walden University 2017 Abstract The Impact of Socially Conscious Initiative Announcements on Coffee Company Stock Values by Glenn Thomas Smith MA, City University, 2009 BS, City University, 2005 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Management Walden University July 2017 Abstract Stockholders invest billions of dollars in the purchase of new corporate coffee stock while producers of these commodities exist in poverty of developing nations. Corporate managers may miss the opportunities for offering humanitarian aid if potential stockholders do not know of corporate social change initiatives.
    [Show full text]
  • DRAGONS DRINKING COFFEE South Korean and Chinese Coffee Cultures
    Master’s Degree programme in Languages, Economics and Institutions of Asia and North Africa “Second Cycle (D.M. 270/2004)” Final Thesis DRAGONS DRINKING COFFEE South Korean and Chinese coffee cultures Supervisor Prof. Daniela Rossi Assistant Supervisor Prof. Franco Gatti Graduand Fabio Palanza Matriculation Number 857649 Academic Year 2016/2017 INDEX 论文提要 ..................................................................................................................................... 3 THE SOUTH KOREAN COFFEE MARKET ........................................................................................ 7 1.1 CHAPTER OVERVIEW ........................................................................................................... 7 1.2 HISTORY OF COFFEE IN SOUTH KOREA ............................................................................... 8 1.2.1 The introduction of Coffee in Korea ............................................................................. 8 1.2.2 The role of Starbucks Coffee in giving a new shape to the Korean Coffee market.... 11 1.3 THE RISE OF KOREAN COFFEE HOUSES ............................................................................. 13 1.3.1 Korean consumers prefer Specialty coffee chains ..................................................... 13 1.4 KOREAN MAIN COFFEE CHAINS: CAFFE’ BENE, EDIYA COFFEE ......................................... 16 1.4.1 CAFFE’ BENE ............................................................................................................... 16 1.4.2 EDIYA COFFEE
    [Show full text]
  • Mcdonald's Corporation
    MH0037 1259420477 REV: SEPTEMBER 14, 2015 FRANK T. ROTHAERMEL MARNE L. ARTHAUD-DAY McDonald’s Corporation SEPTEMBER 1, 2015. Steve Easterbrook walked into his office in McDonald’s corporate headquar- ters. He had finally achieved his dream of becoming chief financial officer (CEO) at a major Fortune 500 company, but somehow he had expected it to feel better than this. Don Thompson, the former CEO who had recently “retired” had not been just his boss, but his friend. They had both started their careers at McDonald’s early in the 1990s and had climbed the corporate ladder together. He had not taken personal joy in seeing either his friend or his company fail. Rather, Easterbrook had fantasized about inheriting the company at its peak and taking it to new heights—not finding the corporate giant on its knees in desperate need of a way to get back up. The company’s troubles had snowballed quickly. In 2011, McDonald’s had outperformed nearly all of its competitors while riding the recovery from a deep economic recession. In fact, McDonald’s was the number-one performing stock in the Dow 30 with a 34.7 percent total shareholder return.1 But in 2012, McDonald’s dropped to number 30 in the Dow 30 with a –10.75 percent return. The company went from first to last in 12 brief months (see Exhibits 1 and 2). In October 2012, McDonald’s sales growth dropped by 1.8 percent, the first monthly decline since 2003.2 Annual system-wide sales growth in 2012 barely met the minimum 3 percent goal, while operating income growth was just 1 percent (compared to a goal of 6 to 7 percent).3 Sales continued to decline over the next two years.
    [Show full text]
  • Starbucks, Mcdonald's and Dunkin' Donuts
    Journal of Case Research in Business and Economics Coffee wars: The Big Three: Starbucks, McDonald’s and Dunkin’ Donuts Michael G. Brizek South Carolina State University ABSTRACT Coffee – for some, a morning cannot begin without it. Many daily rituals include it. It can be seductive, enticing, and addictive. Hard-core coffee drinkers pride themselves on their coffee palettes, their refined ability to distinguish “good” coffee from “bad.” And once a die- hard coffee drinker finds his favorite blend, mountains sometimes must be moved to entice him to deviate from it. But, for decades, the idea of “good” coffee was synonymous with “expensive.” If a consumer wanted to try the best blends or flavors, he had to be prepared to pay for it. Wallets were emptied, change was gathered, and the coffee-hooked consumer was walking into the coffeehouse ready and quite willing to hand over $4 to a smiling barista. Perhaps it was true that the coffee was the best to be offered. Perhaps the ambience and cozy atmosphere was a drawing factor. Perhaps it was the label that was associated with it, the feeling that he now belonged to an upscale club or group that not everyone else was entitled to join. Whatever the draw, the consumer continued to come back; day after day, week after week. Then something happened. The economy began spiraling downward, prices rose, and suddenly, a $4 cup of coffee was not quite as attractive as it once had been. Enter: The Coffee Wars. Premium coffee shops like Starbucks were suddenly faced with competition from fast food upstarts like McDonald’s and Dunkin’ Donuts, operations that were abruptly breaking into the premium coffee industry with “cheaper, but almost as good, coffees.” Life as the coffee- drinker once knew it had changed forever.
    [Show full text]
  • Stuck on the Expresso in Dallas and Houston. Both Cities Grind It out For
    STUCK ON THE EXPRESSO IN DALLAS Both Cities Grind it out for Coffee Supremacy By Crystal Rawls h, coffee. The steaming fresh cup of elixir accompanying countless business meetings each day; the common thread Athat becomes the gathering place for executives to ink deals and catch wi-fi. The office “away from the office” fueled by caffeine. Think back to several years ago. Back when the best cup of joe, served at a local diner, had been sitting on a hot plate forever, and served alongside a homemade pie that a roach would turn up its “Coffee, combined nose at. Holding impromptu meetings in noisy settings, not knowing when – or if – your waitress was going to bring the food you ordered with free wi-fi, soft 30 minutes before is not the ideal environment for a business executive. It’s a distressing and distracting setting for making “background music important business calls, hosting potential clients, or even going decorating the over timely documents. Today, things are a bit different. The prices are higher, but so are the atmosphere and the standards. Coffee, combined with free wi-fi, soft background music decorating the atmosphere and the ability to be left alone to privately ability to be left alone conduct business, well, that’s just near perfection outside the office. That’s why we’ve taken it upon ourselves to personally visit 10 locally- to privately conduct owned cafes in both Houston and Dallas and review them according to the discerning tastes of the harried business executive. The only business, well, that’s just requirement – no franchises allowed.
    [Show full text]
  • Coffee-Infused Coke? Yes Please!
    Global Journal of Business Pedagogy Volume 3, Number 3, 2019 COFFEE-INFUSED COKE? YES PLEASE! Ahmed Maamoun, University of Minnesota Duluth CASE DESCRIPTION The subject of coffee on its own boasts many different avenues for study and discussion. But when coffee is combined with the multi-national beverage corporation Coke, topics and options to approach a case become innumerable. Instructors will have plenty of opportunities to engage students and boost participation. This case is ideal for a junior or senior class on branding, marketing strategy, retailing, green marketing, or principles of marketing. It is designed to stimulate discussion about marketing and growth strategies, globalization, merges and acquisitions, positioning, and retail footprint. This case is an excellent vehicle for demonstrating how a single growth decision by a major player can send shockwaves through an entire industry. The case is designed to be taught in a 60-75 minute class, and is expected to require 3 hours of outside preparation by students. CASE SYNOPSIS Coffee is a majestic beverage that can quite possibly connect the world together. The Coca- Cola Company is the world’s largest beverage corporation, offering over 500 brands to consumers in 200 countries. However, Coca-Cola has not had a hot drink in its product mix, nor has it had a major retail footprint. With the growth in coffee and hot beverages, the company felt that the timing was right for it to make a thoughtful and significant investment in that category. In August 2018, Coca-Cola paid £3.9 or $5.1 billion to buy the U.K.-based coffee company, Costa, giving Coke its entry into the hot drink market.
    [Show full text]
  • COFFEE WARS: Starbucks Vs. Mcdonald's
    COFFEE WARS: Starbucks vs. McDonald's The purveyor of burgers is going upscale, treading on turf that the coffee titan has trolled for years. Which company will prevail? And what's the effect on consumers? Would you like some fries with that cinnamon dolce latte? OK, you probably won't hear that question any time soon. But in an odd twist in the evolutionary path of quick‐serve eateries, McDonald's and Starbucks are looking more alike every day. It's a trend that's going to continue, for a few simple reasons. With a McDonald's or a Starbucks just about everywhere you look, both companies are running out of room to roam. Who's winning the coffee wars? Starbucks was once expanding so rapidly that comedians joked it would be opening new coffee shops inside the bathrooms of existing outlets. The Seattle company plans to launch just 100 U.S. stores this year, though. And in the cutthroat world of fast food, McDonald's needs to distance itself from powerful rivals like Burger King and Subway. This competitive dynamic has the queen of premium coffee and the king of fast food poaching each others' customers in a low‐key but persistent battle. Each is taking ideas from the other's playbook on how to please customers and boost the bottom line. Call it the battle of the fries versus Frappuccinos. The double cheeseburger versus the double espresso. Or the Golden Arches versus the green siren. Whatever you name it, it's real, even if neither company admits it, and even if it's more a series of limited campaigns than an outright food fight.
    [Show full text]
  • Mcdonald's in Germany
    Academy of Strategic Management Journal Volume 18, Issue 2, 2019 MCDONALD’S IN GERMANY: GERMANS, STILL LOVIN’ IT? Annalee Nuque-Joo, Ewha Womans University School of Business Dohee Kim, Ewha Womans University School of Business Seungho Choi, Ewha Womans University School of Business CASE DESCRIPTION The factors in this paper aim to explain the decrease in revenues for one of McDonald’s international lead markets despite having a huge pool of assets, resources and knowledge in the fast food industry. The paper aims to analyze McDonald’s operations in Germany. In particular, this paper focuses on the importance of franchising strategies and market expansion of McDonald’s scale. This case contains concepts for senior level undergraduate and graduate students. This paper can be used for discussion on strategic management and international business classes. CASE SYNOPSIS Despite an overall increase in revenue for other fast food restaurants in Germany, as well as aggressive regional expansion efforts by its parent McDonald’s Corporation, only McDonald’s Germany revenue and net income decreased dramatically compared to other fast food brands in Germany in 2012. This paper’s findings show changing customer preferences in fast food dining, and rising competition from healthier and local brands led to a drastic -120% decrease in McDonald’s Germany’s revenue. Additionally, as they faced more criticism to provide healthier food while also matching local customers’ tastes, the brand was challenged to change their international strategy going forward. INTRODUCTION Arcadia, California-After seeing great success with their drive-in hotdog stand in the late 1930s, brothers Mac and Dick McDonald opened their very first burger-and-fries stand-alone restaurant in San Bernardino in 1948.
    [Show full text]
  • Starbucks (Davenport-Moline MSA) 3232 Middle Road Bettendorf, IA 52722 Starbucks | Bettendorf, IA Table of Contents
    Net Lease Investment Offering Starbucks (Davenport-Moline MSA) 3232 Middle Road Bettendorf, IA 52722 Starbucks | Bettendorf, IA Table of Contents TABLE OF CONTENTS Offering Summary Executive Summary ................................................................... 1 Investment Highlights ............................................................. 2 Property Overview ...................................................................... 3 Location Overview Photographs ...................................................................................4 Location Aerial .............................................................................. 5 Site Plan .............................................................................................6 Location Map ................................................................................. 7 Market Overview Demographics ..............................................................................8 Market Overviews .......................................................................9 Tenant Summary Tenant Profile ...............................................................................10 www.bouldergroup.com | Confidential Offering Memorandum Starbucks | Bettendorf, IA Executive Summary EXECUTIVE SUMMARY The Boulder Group is pleased to exclusively market for sale a single tenant net leased Starbucks property located within the Davenport-Moline MSA in Bettendorf, Iowa. The Starbucks lease has over 8 years remaining on the primary term with four 5-year renewal options. The
    [Show full text]