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11.7 Billion • Introduced Starbucks® Blonde Roast • Global Month Of Reported highest annual revenue ever: $11.7 billion • Introduced Starbucks® Blonde Roast • Global Month of Service: more than 156,000 hours of community service, 60,000 people in 30 countries completing more than 1,400 community-service projects • Entered super-premium juice segment through acquisition of Evolution Fresh • Partnered with DonorsChoose.org to bring $1 million to support local schools and students • $250 million Starbucks VIA® systemwide sales • Youth Action Grants engaged more than 50,000 young people in community activities • Opened 500th store in mainland China • Signed agreement to launch Starbucks® K-Cup® Packs • Create Jobs for USA: inspired Starbucks customers, partners and concerned citizens to support community business lending • Opened 899 new stores around the world • Guatemala Education Initiative: collaborated with Save the Children to help farmers‘ children and schools • 20 million mobile payments • Developed Crenshaw and Harlem community stores— Starbucks will make a contribution to local nonprofi ts for each transaction in these stores • Reached 2 million Gold Card members • Launched personalized Frappuccino ® blended beverages globally • Launched fi rst Starbucks Card in Braille • Achieved record operating margins and EPS • Tazo CHAI Project: strengthened communities in tea-growing districts of Darjeeling, India, with a renewed three-year commitment of $750,000 • Established Japan Earthquake Relief Fund as well as Starbucks Cup Fund in Japan • Joined with American Red Cross for ongoing relief of U.S. communities experiencing natural disasters • Advanced recycling initiatives with a groundbreaking Cup Summit • Served nearly 60 million customers per week • Built new company-operated stores to the LEED® green building standard • Seattle’s Best Coffee introduced coffee-aisle game-changer with new “Level” system for packaged coffee • Recognized by EPA as one of Top 5 Green Power Purchasers in the U.S. • Successfully transitioned our packaged coffee and tea business in-house to a direct distribution model • Implemented front-of-store recycling across British Columbia, Canada • Opened 900th store in Japan • Ethically sourced more than 80% of coffee through C.A.F.E. Practices • Celebrated 40th Anniversary • Advanced China’s Yunnan Coffee Project • Opened 500th store in Latin America • Brought more than 100 partners to visit coffee farms in Costa Rica and Tanzania • Returned approximately $945 million to shareholders through share repurchases and dividends, more than doubling amount returned last year • Enhanced partner 401(k) benefits • Entered new markets: El Salvador, Guatemala and the Netherlands Starbucks Corporation Fiscal 2011 Annual Report Fiscal 2011 Financial Highlights Net Revenues (in Billions) Comparable Store Sales Growth (Company-Operated Stores Open 13 Months or Longer) $11.7 $10.7 8% $10.4 7%* $9.8 $9.4 5% –3% –6% 2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 Operating Income (in Millions) Operating Margin (in %) GAAPNon-GAAP GAAP Non-GAAP 14.8% 14.5%** 13.3% 13.5%** $1,728 $1,698** 11.2% $1,419 $1,414** 9.2%** 8.1%** $1,054 ** ** $894 $843 5.7% 4.9% $562 $504 2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 Earnings per Diluted Share Operating Cash Flow & Capital Expenditures (in Millions) GAAP EPS Non-GAAP EPS Cash from Operations Capital Expenditures $1,705 $1,612 $1.62 $1.52*** $1,389 $1,331 $1,259 $1.24 $1.23** $1,080 $985 $0.87 $0.80** $0.71** $0.52 $532 $0.43 $446 $441 2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 * 2010 comparable store sales growth was calculated excluding the additional week in September 2010. *** 2011 excludes $0.10 of gain resulting from the acquisition of the company’s joint venture operations in ** Non-GAAP measure. Excludes $339, $332 and $53 million in pretax restructuring and transformation Switzerland and Austria and the gain on the sale of properties. charges in 2008, 2009 and 2010, respectively. Also excludes a benefi t from the 53rd week in 2010 of approximately $59 million and a gain on the sale of properties in 2011 of $30 million. Dear Shareholders, On almost every level, fi scal 2011 was a remarkable year for Starbucks. Our global business delivered the highest levels of service to our customers, a truly rewarding experience to our partners (employees), and a record-level performance to shareholders. As of the end of calendar 2011, Starbucks stock price had increased 43 percent from a year earlier. What’s more, we achieved this success without losing sight of our core values. I cannot think of a more authentic way to have honored our 40th Anniversary than by living up to our long-held mission of balancing profi tability with a social conscience. This is such a powerful coupling, and I say with confi dence that Starbucks has never been so well positioned for profi table growth. Last year, I wrote to you that the company’s improved operational foundation, invigorated innovative muscle, and heightened customer relevance presented us with an opportunity to build a different kind of organization. One that would leverage and extend our strengths both inside and outside our stores. I am pleased to report that in fi scal 2011 we delivered. During the past year global revenues reached a record $11.7 billion, an 11 percent increase on a comparable 52-week basis. That revenue growth was driven by an 8 percent rise in global comparable store sales as Starbucks stores welcomed more visitors than ever before—approximately 60 million each week—and by growth in CPG revenues. By leveraging effi ciencies and tightly managing spend, we fl owed sales increases through to the bottom line, setting new records for operating income of $1.7 billion, up 22 percent, as well as for consolidated operating margin, which was 14.8 percent, up 150 basis points from last year. We ended fi scal 2011 with record earnings per share of $1.62, up 31 percent from last year’s $1.24 per share. Through share repurchases and dividends, we returned approximately $945 million to shareholders, more than doubling the amount returned in fi scal 2010. It is signifi cant that we achieved these results against the backdrop of stubbornly higher commodity costs and a diffi cult global economy. Our momentum is also worth noting, as fourth-quarter global same-store sales grew at a rate not seen since 2006. This strong performance is attributable to our unique business model, which continues to leverage our emotional connection to consumers, our global retail footprint, our diversifi ed CPG channel distribution capabilities and ongoing innovation across all areas. Breakout, Relevant Innovation in Coffee, CPG and the Customer Experience In 2011, we continued to evolve into a truly dynamic global organization, offering a portfolio of products to serve customers in our retail stores, at home, at work, on the go and online. Coffee remains our core and continues to drive our global business, and last year we launched fantastic new products while dramatically improving the ways in which those products reach customers. Our evolving channel-development strategy continues to extend our portfolio of branded products. Among our most signifi cant moves in 2011 was transitioning our packaged coffee business in-house to a direct distribution model, allowing us to take control of our powerful relationship with grocery, drugstore, club and other sales channels. In addition, our continued growth of Starbucks VIA® Ready Brew and fi scal 2012 launch of K-Cup® packs position us to lead in the multibillion-dollar single-cup category. By the end of December, more than 103 million Starbucks® K-Cup® packs had already been shipped to U.S. food, drug, mass, club and specialty retailers. Meanwhile, Starbucks VIA® continued its acceleration, with an expanded platform of Starbucks VIA® branded products at 70,000 points of distribution generating $250 million in systemwide sales in fi scal 2011, a remarkable achievement for a product less than two years old. In these ways and more, fi scal 2011 was a breakout year for CPG, which remains on track to one day rival the profi tability of our retail business. In our stores, new products continued to generate excitement as well as sales. Personalized Frappuccino® blended beverages launched across the globe, and we just introduced Starbucks® Blonde Roast in the United States, providing a light roast coffee that—along with K-Cup® packs and Starbucks VIA®—each represents another $1 billion opportunity for the company. In food, we answered consumers’ desire for more choices with wholesome ingredients by introducing our Bistro Box platform, and response has been strong. Our loyalty program also continues to distinguish us from competitors, with participation in My Starbucks Rewards™ now reaching more than 3.6 million active members. The 20 million mobile payments made at Starbucks stores in fi scal 2011—plus another six million by December’s end—were fueled by our hugely popular Starbucks Card Apps for the Android™ and iPhone,® once again refl ecting our ability to respond to the constantly changing marketplace in ways that strengthen our connections with customers. Among our most exciting moves in 2011 was our November entrance into the $1.6 billion super-premium juice segment through the acquisition of Evolution Fresh, Inc., which also represents our intentions to more fully enter the $50 billion Health and Wellness sector. I have always believed that effective innovation is about responding to, predicting and creating customers’ needs while staying true to our core values. In this regard, Starbucks performed exceptionally well in 2011. Growth on a Global Scale Around the world, our brand continues to resonate and business continues to grow. We ended fi scal 2011 with more than 17,000 stores in 55 countries. Our U.S. Retail segment delivered against all operating and performance metrics, and outside North America the number of transactions in our stores continued to accelerate, with disciplined execution enabling us to leverage that growth into higher profi ts.
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