DOCSLIB.ORG

STARBUCKS STRATEGIC COMMUNICATION PLAN on Breastfeeding Without Discrimination at All Starbucks Locations in the United States

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
STARBUCKS STRATEGIC COMMUNICATION PLAN on Breastfeeding Without Discrimination at All Starbucks Locations in the United States STARBUCKS STRATEGIC COMMUNICATION PLAN on Breastfeeding without Discrimination at all Starbucks Locations in the United States Catherine Kong, Julia Maludzinski, Josette Blackwood, Idan Dor TABLE OF CONTENTS I. EXECUTIVE SUMMARY II. SITUATION ANALYSIS A. BACKGROUND B. PROBLEM C. CONCERNS D. POLITICAL IMPLICATIONS E. SWOT ANALYSIS F. NEXT STEPS III. GOAL IV. OBJECTIVE #1 : BREASTFEEDING MOTHERS A. STRATEGIES B. TACTICS C. EVALUATION V. OBJECTIVE #2 : ALL STARBUCKS EMPLOYEES (CORPORATE & FRONT-LINE) A. STRATEGIES B. TACTICS C. EVALUATION VI. OBJECTIVE #3 : FRONT-LINE EMPLOYEES A. STRATEGIES B. TACTICS C. EVALUATION VII. OBJECTIVE #4: STARBUCKS CUSTOMERS A. STRATEGIES B. TACTICS C. EVALUATION VIII. KEY MESSAGING IX. BUDGET & TIMELINE Executive Summary Starbucks was founded in 1971 by three college friends: Gerald Baldwin, Gordon Bowker and Zev Siegl. In its early days, the company specialized in importing and roasting coffee, and selling coffee beans to local restaurants. Years later, former sales rep Howard Shultz saw great potential for the brand, and along with a group of investors he purchased the company in 1987. Shultz rebranded Starbucks with a vision to mimic Italian café culture and create an inviting place for customers to gather. Under his direction, Starbucks has since grown, and today has become one of the most well-loved and widely-recognized coffeehouse chains in the world. Since the beginning, Starbucks has cultivated a unique corporate culture. With a practice of putting employees first, they have an extensive training program that ensures all staff step on the floor feeling engaged and prepared. Customers come a close second, and Starbucks strives to “develop enthusiastically satisfied customers all the time.” This commitment to employee and customer relations has been integral to Starbucks’ success. This communications plan has been developed in reaction to a case that threatened to destroy this culture and disrupt business processes across the company. The case in question was a “nurse-in,” staged at a Maryland Starbucks in protest of alleged discrimination against breastfeeding mothers. The protest was a response to an earlier incident where a mother was asked by a Starbucks employee to either cover up or move to the bathroom when breastfeeding her daughter. This action took place after the employee received several complaints from customers. Research revealed that the law in Maryland and across the United States supports a woman’s right to breastfeed in public; therefore, the focus of this plan will be to introduce the company-wide policy that allows mothers to breastfeed without discrimination in all American Starbucks locations. The plan will be structured in a way that upholds Starbucks’ commitment to both employee and customer satisfaction. This will be achieved through four objectives, that separately target the needs of breastfeeding mothers, company employees and Starbucks customers. Initially, the tactics will seek to obtain approval by breastfeeding activists. The next steps will be to introduce the policy to Starbucks employees, and ensure they are fully-trained on how to follow the new procedures. Finally, it will be necessary to communicate and bring awareness of the changes to Starbucks customers. With a proposed budget of $584,000, the timeline for the plan is as follows: it is proposed that breastfeeding activists will support the new policy, at which point the changes will officially take effect company-wide in November 2017. The aim is to ensure that the policy is understood by employees by September 2017, with full compliance among front-line employees by December 2017. This will allow employees to confidently communicate the policy to Starbucks customers when it is implemented, as mentioned, in November 2017. Situation Analysis Situation Background On August 4, 2004, a group of over 100 mothers, fathers and children, congregated at a Maryland Starbucks to stage a “nurse-in” protest. The protest was led by Lorig Charkoudian, and was the result of an incident that had occurred at the very same Starbucks location a month prior. Following several customer complaints, a Starbucks employee had asked Lorig, a customer herself, to either cover up or relocate to the bathroom while breastfeeding her 15-month-old daughter. Problem First, it is important to note that there were at least three parties involved in the incident: • Lorig, the breastfeeding mother. • The customers who complained about witnessing Lorig breastfeeding. • The Starbucks employee who intervened. The problem faced by Starbucks is that of which demographic to satisfy. Concerns to Address According to Starbucks’ corporate culture “employees clearly come first.” In the case of the breastfeeding incident, the Starbucks employee was forced into speaking on behalf of the complaining customers. It remains undetermined if the employee was uncomfortable having to undertake this action. However, what is certain is that the lack of company policy related to breastfeeding inside the store left the employee unprepared to respond. The lack of training regarding how to officially respond to these types of incidents ignores the needs of Starbucks’ most “important” demographic. Another concern is one of Starbucks’ guiding principles, which indicates that no customer should ever have a “bad experience” in the store. The difficulty in this case is determining which customer experience takes precedent: Lorig’s or that of the complaining customers. It is impossible for Starbucks to satisfy both demographics. Therefore, it is necessary for the company to make a decision: draft policy to address the alleged discrimination against breastfeeding or choose to protect the views of those made uncomfortable by it. Political Implications In May 2003, over a year before the incident in the Starbucks store occurred, Maryland passed an Act that allows women to breastfeed their children in public. According to the Act: • A woman may breastfeed her child in any public or private location. • No one can interfere with a woman’s right to breastfeed her child wherever she chooses. In addition to this, several other states have legislation pertaining to a woman’s right to breastfeed. Although the state laws differentiate in certain elements, such as the degree of exposure of the woman’s breast, the underlying argument is that it is unlawful to discriminate against a breastfeeding mother. As a result, the best course of action is for Starbucks to respond by drafting a policy in support of breastfeeding at American Starbucks locations. Above all, Starbucks must operate under the law, and the law dictates that women have the choice of where to breastfeed their children, whether that be in private or in a coffee shop. SWOT Analysis Strengths: Starbucks is a well-known brand, that has an otherwise good reputation. Although the incident was damaging, it is unlikely that it had any lasting repercussions on the company’s success. The incident also brought light to an emerging problem, giving Starbucks the opportunity to intervene before the issue reached the crisis stage. The fact that Starbucks is also known as a “progressive, even liberal” company, means that the response of creating such a policy will come as no surprise to many. Since the policy is in line with corporate culture, there is a better chance that it will be well received by both employees and customers. Weaknesses: By implementing a completely new policy, it will be necessary to re-train all employees. This process could prove to be lengthy and costly, and would take away from time otherwise spent on workplace duties that drive business. It will also be difficult to implement a company-wide policy in a company that operates in different states, given the fact that the laws related to breastfeeding differ from state to state. Opportunities: Although this is the result of an unfortunate incident, it is an opportunity for Starbucks to become an industry leader. They will do so by becoming one of the first restaurant chains to implement an official breastfeeding policy. A similar incident at a McDonald’s received no follow up from the company. Likewise, a situation at a Burger King only resulted in a lacklustre response, asking complaining customers to simply move somewhere else. Starbucks will be the first to bring credible attention to the issue. Threats: As with any provocative issue, there will be those that oppose the policy. The risk is that the demographic of “complaining customers” could stage a boycott against Starbucks and their blatant support of such a controversial practice. Evidence exists to support this theory, as there was already backlash after the “nurse-in” protest. A customer claimed that the event was a severe “overreaction,” therefore Starbucks’ new policy could also be viewed in a similar manner. There is also a risk that after implementing the policy, breastfeeding advocates might still remain unsatisfied. Next Steps Taking all of this into account, the next steps are to create objectives that will allow mothers to breastfeed their children, without discrimination. It will be necessary to draft a communications plan that implements the company-wide policy in support of breastfeeding in Starbucks stores. It will be important to do so keeping in mind the needs of company employees and other customers as well. The objective and corresponding tactics will need to address how to educate employees on the logistics of the policy, including how they will communicate the new policy to Starbucks’ customers.
Load more

Recommended publications
  • How Seattle's Business Innovation Shaped the City
    IN GOOD COMPANY | BUSINESS ICONS SEATTLE by Carol Tice 04 THEDRUM.COM TD_38_12_SEATTLE-CORPORATE.indd 4 01/09/2017 15:11 IN GOOD COMPANY | BUSINESS ICONS SEATTLE SEATTLE SPONSORED BY: How Seattle’s business innovation shaped the city – and the world. One of Seattle’s earliest businesses was equipping 1880s miners headed up to the Klondike. Looking at the record number of construction cranes dotting downtown Seattle today, it’s clear the gold rush is on again – but now, people come to stay. The city’s key industries are diverse, from aviation to retail to technology. But all the top companies share a proven success formula: offer useful products people need, treat workers well and add a twist of innovation. “They are not inventors, but perfectors,” says Leonard Garfield, executive director of Seattle’s Museum of History and Industry (MOHAI). Seattle businesses attract creatives with an irresistible combination of great jobs, outdoor amenities and a progressive workplace culture that now includes a $15-an-hour minimum wage. Great companies are the driving engine that grew Seattle into a booming creative mecca, and their forward-thinking CEOs – especially Microsoft’s Bill Gates and Amazon’s Jeff Bezos – are the city’s rock stars. Business innovation arrived in three waves: early successes that launched 80 years ago or more; innovators of the 1980s; and disruptors of the internet age. Here’s a look at how the most important Seattle companies grew, and how they continue to shape the city’s future. The builders Before The Boeing Co, company historian Michael Lombardi notes, Seattle was a logging hamlet.
    [Show full text]
  • The Case of Café Ambiental, SPC: a New Business Model for a Nicaraguan Fair Trade Cooperative
    The Case of Café Ambiental, SPC: A New Business Model for a Nicaraguan Fair Trade Cooperative Quan Le*, Braden Wild, Susan Jackels Seattle University _______________ * Corresponding author: Quan Le, Department of Economics, Albers School of Business and Economics, Seattle University, 901 12th Ave, Seattle, WA 98122, Tel.: 206-296-5737, Email: [email protected]. 1 Abstract The global coffee crisis in the early 2000’s had a devastating effect on Nicaraguan coffee producers. In response, cooperatives were formed with the purpose of supporting the communities as they survived the crisis and moved toward coffee quality improvement for access to global specialty markets. Usually, humanitarian support agencies work with existing cooperatives, but in this case Catholic Relief Services embarked on a project to support over 300 of the poorest coffee producers in the Matagalpa in their initiation of CECOSEMAC cooperative. This report describes how the process of forming a social enterprise introduced the Seattle University students to CECOSEMAC and revealed inadequacies in the fair trade and organic coffee export model. The innovative solution to this problem is to offer the producers a premium above fair trade and organic price and pay them up front. In addition, the supply chain was simplified and shortened that enabled the business to return another 12 % of the sale price directly to the producers and 27% to an educational fund to support the children. This unique combination of educational focus, fulfilling community needs, and the empowerment of students has created a successful model that has transferrable potential to other educational institutions. 2 The global coffee crisis in 2002-2003 had a significant devastation on coffee growers in Nicaragua.
    [Show full text]
  • ESL Helps Assimilate Highline Students a Possible Assault on an Officer,” Said Sgt
    Oct. 9, 2008 / Volume 48, No. 3 Lady T-Birds still on Index Governor announces course to make it to two new trustees / P2 Arts 9 Puzzles 5 the NWAACCs / P7 Campus Life 2-3 News 1, 10, 11, 12 Opinion 4 Sports 6-8 Charges pending in Building 6 conflict By Liviu Bird Staff Reporter Misdemeanor charges are pending against the 24-year- old male suspect involved in an incident in Building 6 on Sept. 26. The man was reportedly be- ing overly friendly with female students on campus. When a Des Moines police officer ar- rived on the scene, the man Hanna Jazzyca/THUNDERWORD resisted arrest and ripped off Students study in a level 3 ESL class. Highline has the largest ESL program in the state with 4,000 students enrolled each quarter. TASER probes from two sepa- rate shots. The man was even- tually contained with pepper spray. “The subject was arrested for ESL helps assimilate Highline students a possible assault on an officer,” said Sgt. Robert Collins of the Des Moines Police Department. By David Olerich one where you are trying to go. gram after its research showed single quarter. However, none of the charg- Staff Reporter This is the experience of a need for English as a second Stephen Washburn, the di- es pending include an assault on thousands of students attending language training in the com- rector of Adult Basic Educa- a police officer, which is a class Imagine yourself as a newly Highline each quarter. munity, said Interim Vice Presi- tion, English as a Second Lan- C felony.
    [Show full text]
  • Seattle's Seafaring Siren: a Cultural Approach to the Branding Of
    Running Head: SEATTLE’S SEAFARING SIREN 1 Seattle’s Seafaring Siren: A Cultural Approach to the Branding of Starbucks Briana L. Kauffman Master of Arts in Media Communications March 24, 2013 SEATTLE’S SEAFARING SIREN 2 Thesis Committee Starbucks Starbucks Angela Widgeon, Ph.D, Chair Date Starbucks Starbucks Stuart Schwartz, Ph.D, Date Starbucks Starbucks Todd Smith, M.F.A, Date SEATTLE’S SEAFARING SIREN 3 Copyright © 2013 Briana L. Kauffman All Rights Reserved SEATTLE’S SEAFARING SIREN 4 Abstract Many corporate brands tend to be built on a strong foundation of culture, but very minimal research seems to indicate a thorough analysis of the role of an organizational’s culture in its entirety pertaining to large corporations. This study analyzed various facets of Starbucks Coffee Company through use of the cultural approach to organizations theory in order to determine if the founding principles of Starbucks are evident in their organizational culture. Howard Schultz’ book “Onward” was analyzed and documented as the key textual artifact in which these principles originated. Along with these principles, Starbucks’ Website, Facebook, Twitter and YouTube page were analyzed to determine how Starbucks’ culture was portrayed on these sites. The rhetorical analysis of Schultz’ book “Onward” conveyed that Starbucks’ culture is broken up into a professional portion and a personal portion, each overlapping one another in its principles. After sifting through various tweets, posts and videos, this study found that Starbucks has created a perfect balance of culture, which is fundamentally driven by their values and initiatives in coffee, ethics, relationships and storytelling. This study ultimately found that Starbucks’ organizational culture is not only carrying out their initiatives that they principally set out to perform, but they are also doing so across all platforms while engaging others to do the same.
    [Show full text]
  • Starbucks' International Operations1
    1 | P a g e Business Internationalization STARBUCKS’ INTERNATIONAL OPERATIONS1 Internationally, we are in our infancy. (Howard Schultz, Chairman & Chief Global Strategist – Starbucks, 2003) The expansion strategy internationally is not bullet-proof as it is in the U.S. (Mitchell J. Speiser, Analyst – Lehman Brothers, 2003) ALL’S NOT WELL WITH STARBUCKS In March 2003, Fortune came out with its annual list of “Fortune 500 companies”. For Howard Schultz (Schultz), Chairman of Starbucks Corp. (Starbucks), this list was special as Starbucks [was] featured in the list (position 465). It was a dream that come true for the Seattle-based entrepreneur. Though the U.S. economy was reeling under recession and many retail majors were reporting losses and applying for bankruptcy, Starbucks announced a 31% increase in its net earnings and a 23% increase in sales for the first quarter of 2003. Analyst felt that the success of Starbucks showed that a quality product speaks for itself and the fact that Starbucks spent less than 1% of its sales on advertising and marketing strengthened this view. In addition to be a popular brand among customers, Starbucks was also considered the best place to work due to its employee friendly policies (Starbucks was the first organization in the U.S. to offer stock options and health coverage to part-time employees also). However, analysts felt that the success of Starbucks was due to its profitable domestic operations. It was reported that most of Starbucks’ international operations were running into losses. In May 2003, Starbucks’ Japanese operations reported a loss of $3.9 million (Japan constituted the largest market for the company outside the U.S.), and the company also performed badly in Europe and the Middle East.
    [Show full text]
  • Starbucks Corporation (A)
    Revised June 30, 1997 Starbucks Corporation (A) Starbucks Corporation is a Seattle, Washington-based coffee company. It roasts and sells whole bean coffees and coffee drinks through a national chain of retail outlets/restaurants. Originally only a seller of packaged, premium, roasted coffees, the bulk of the company's revenues now comes from its coffee bars’ where people can purchase beverages and pastries in addition to coffee by the pound. Starbucks is credited with changing the way Americans view coffee, and its success has attracted the attention of investors nationwide. Starbucks has consistently been one of the fastest growing companies in the United States with over 1,006 retail outlets in 1996. Over a five-year period starting in 1991, net revenues increased at a compounded annual growth rate of 61 percent. In fiscal 1996, net revenues increased 50 percent to $696 million from $465 million for the same period the previous year (see Exhibit 1). Net earnings rose 61 percent to $42 million from the previous year’s $26 million. Sales for Starbucks have been continuing to grow steadily, and the company is still a darling of investors with a PE ratio of 58. To continue to grow at a rapid pace, the firm’s senior executives have been considering international expansion. Specifically, they are interested in Japan and other Asian countries, where Starbucks had little or no presence. Japan, the world’s third largest coffee consumer after the United States and Germany, represented both a challenge and a huge opportunity to the firm. To explore what changes in Starbucks strategy were required, and the questions that might arise during expansion, this case looks at the firm’s entry strategy into Japan and the nature of issues facing the firm during early 1997.
    [Show full text]
  • Starbucks Corporation: Can Customers Breastfeed in a Coffee Shop?
    Starbucks Corporation: Can Customers Breastfeed in a Coffee Shop? Audrey Lincoff sat back in her office chair, looking at the numerous newspaper articles that covered her desk. As the spokeswoman for Starbucks, she knew she played a major role in Starbucks response to the current dilemma. The question was all over the news and the office, how would Starbucks handle the pressure from a new activist group, breastfeeding mothers? Led by a powerful woman and skilled negotiator, the disgruntled breastfeeders had gathered at a Maryland Starbucks to stage a “nurse-in.” Ms. Lincoff worried about the media attention and had to make a decision: cater to the group’s demands or ignore them in hopes that they would either fade away or choose another target. History of Starbucks Coffee Company Starbucks began as a coffee importing and roasting company in 1971. The Seattle-based corporation was named after the first mate in Herman Melville’s classic novel, Moby Dick. The name reflected the quirky nature of the company’s founders, Gerald Baldwin, Gordon Bowker, and Zev Siegl, who had become friends during their college days at the University of Seattle.1 The Starbucks Coffee, Tea, and Spice company sold roasted coffee beans to restaurants and to the public from its store in the Pike Place Market next to Puget Sound. Starbucks had grown to four stores by 1982, the year their Hammerplast sales rep decided to pay them a visit. Howard Schultz was selling a lot of coffee percolators to the little company in Seattle; he flew out from New York City to see why.
    [Show full text]
  • STARBUCKS CORPORATION Synopsis: According to the Official
    STARBUCKS CORPORATION Synopsis: According to the official website of Starbucks, every day, they go to work hoping to do two things: share great coffee with their friends and help make the world a little better. And It was first established and opened in March 30, 1971 by three partners who met while they were students at the University of San Francisco. English teacher Jerry Baldwin, history teacher Zev Siegl, and writer Gordon Bowker. The three were inspired to sell high-quality coffee beans and equipment by coffee roasting entrepreneur Alfred Peet after he taught them his style of roasting beans. Originally the company was to be called Pequod but was rejected by some of the co- founders. The business was instead named after the chief mate on the Pequod, Starbuck. Before, the enterprise was a single store in 2000 Western Avenue Seattle’s historic Pike Place Market, Washington 1971–1976. From just a narrow storefront, it offered some of the world’s finest fresh-roasted whole bean coffees. This cafe was later moved to 1912 Pike Place Market; never to be relocated again. During this time, the company only sold roasted whole coffee beans and did not yet brew coffee to sell.The only brewed coffee served in the store were free samples. During their first year of operation, they purchased green coffee beans from Peet's, then began buying directly from growers. Moby Dick inspired the name after a whaling ship , evoked the romance of the high seas and the seafaring tradition of the early coffee traders. In 1981, Howard Schultz (Starbucks chairman, president and chief executive officer) had first walked into a Starbucks store.
    [Show full text]
  • Seattle Symphony May 2018 Encore Arts
    MAY 2018 LUDOVIC MORLOT, MUSIC DIRECTOR KARINA CANELLAKIS CONDUCTS PROKOFIEV R O M E O & J U L I E T DAUSGAARD CONDUCTS SIBELIUS KULLERVO COMPOSER IN RESIDENCE ALEXANDRA GARDNER PRESENTING SPONSOR OF THE SEATTLE SYMPHONY ORCHESTRA CONTENTS MASTERWORKS SEASON SPONSOR OF THE SEATTLE SYMPHONY OFFICIAL AIRLINE OF THE SEATTLE SYMPHONY ORCHESTRA EAP full-page template.indd 1 10/19/16 3:56 PM CONTENTS MAY 2018 4 / CALENDAR 6 / THE SYMPHONY 10 / NEWS FEATURES 12 / ALEXANDRA GARDNER 25 / YOUTH, EQUITY & ACCESS CONCERTS 16 / May 4 & 5 VIVALDI & HANDEL ARIAS & CONCERTOS 20 / May 6 MOZART VIOLIN CONCERTO NO. 5 24 / May 10 A SPECIAL CONCERT SUPPORTING YOUTH, EQUITY & ACCESS TO THE ARTS 30 / May 17 & 20 PROKOFIEV ROMEO & JULIET 34 / May 31, June 2 & 3 SIBELIUS KULLERVO 44 / June 1 BRAHMS & SCHUMANN 16 / JULIA LEZHNEVA Photo: Emil Matveev Emil Photo: 54 / GUIDE TO THE SEATTLE SYMPHONY 55 / THE LIS(Z)T 24 / CIARA 24 / MACKLEMORE & RYAN LEWIS Photo: Amanda Smith Photo: ON THE COVER: Karina Canellakis by Todd Rosenberg COVER DESIGN: Jessica Forsythe EDITOR: Heidi Staub © 2018 Seattle Symphony All rights reserved. No portion of this work may be reproduced in any form or by any electronic or mechanical means without written permission from the Seattle Symphony. All programs and artists are subject to change. encoremediagroup.com/programs 3 ON THE DIAL: Tune in to May & Classical KING FM 98.1 every June Wednesday at 8pm for a Seattle Symphony spotlight and CALENDAR the first Friday of every month at 9pm for concert broadcasts. SUNDAY MONDAY TUESDAY WEDNESDAY
    [Show full text]
  • The Attraction of the Mermaid: the Preference for Starbucks Coffee Than Mr. Brown and Dante Coffee
    ENGLISH DEPARTMENT, FU JEN CATHOLIC UNIVERSITY GRADUATION PROJECT 2016 The Attraction of the Mermaid: The Preference for Starbucks Coffee than Mr. Brown and Dante Coffee Research Paper, English Composition III Yu-Ting Cheng Cheng 1 Cheng, Yu-Ting CC III, Section A Professor Yang 24 June 2015 The Attraction of the Mermaid: The Preference for Starbucks Coffee than Mr. Brown and Dante Coffee In 1971, the first Starbucks was open with just a small single store in Seattle’s Pike Place Market by three partners, Jerry Baldwin, Zev Siegl, and Gordon Bowker. However, things started to change in 1980s when Howard Schultz, Starbucks present chairman, president and chief executive officer, appeared in Starbucks because he had turned the original Starbucks store which sold only coffee beans and coffee making equipment into a coffee bar that sells different kinds of drinks and pastries ("History"). He joined Starbucks in 1982, a year later when he traveled to Italy, he fell in love with Italian coffee bars and the alluring coffee atmosphere and decided to bring the experience back to the United States. He wanted to turn Starbucks into customers’ “third place between work and home” (“Starbucks" ). He then opened his own coffee shop and bought Starbucks in 1987. Under the management of Howard, Starbucks became a unique company that does not only put emphasis on the coffee and tradition, but also a feeling of connection between the partners, customers, and the community. In the early period, the coffee culture in Taiwan was deeply influenced by Japanese culture, such as using the tradition vacuum coffee maker or taking orders from the tables, etc (Yang).
    [Show full text]
  • Starbucks Social Media Strategy Report London Duncza December 7, 2020 Kelly Anderson MK-237-AO2
    Duncza: Starbucks Social Media Strategy Report 1: Starbucks Social Media Strategy Report London Duncza December 7, 2020 Kelly Anderson MK-237-AO2 Published by DigitalCommons@SHU, 2021 1 Academic Festival, Event 43 [2021] 2: For a brand to successfully market themselves they need to have a clear and concise tone along with message across all social media platforms. In today’s day in age it is important to keep up with the trends and analyze how to keep a consistent theme across all platforms and be aimed at the brand target audience. Starbuck Coffee, a leading coffee company, works hard to have a social media plan which allows for them to have effective social media platforms. In order to reach to maximize effectiveness across platforms I advise Starbucks to add more videos of their product being made, increase engagement and interactions across platforms, and post that incorporate new and current event. Starbucks Coffee Company is a coffee company that sells both coffee grounds and beans along with hand-crafted beverages and a variety of food items. Their first store opened in 1971 at Pike Place Market in Seattle Washington and was found by Gordon Bowker, Jerry Baldwin and Zev Siegl. Many years later Howard Schultz took over operations of the company, he wanted to go a different direction with Starbucks. He wanted to create a specific atmosphere in his coffee shop that brought a sense of connection and community among customers. This was atmosphere similar to that in which he experiences in coffee shops during his time in Italy. This all creating the Starbucks Coffee we have come to know today.
    [Show full text]
  • A Case Study of Starbucks Coffee Company in Central Ohio
    Space and Place in Business Intelligence: A Case Study of Starbucks Coffee Company in Central Ohio THESIS Presented in Partial Fulfillment of the Requirements for the Degree Master of Arts in the Graduate School of The Ohio State University By John Rainey Graduate Program in Geography The Ohio State University 2012 Master's Examination Committee: Daniel Sui, Advisor Ola Ahlqvist Rebecca Naylor Copyrighted by John Rainey 2012 Abstract The role of space in the planning and development of retail networks has been evident throughout much of the 20th century during which a range of analytic models were developed to meet a variety of management objectives. The advancement of geographic information science (GIS) has greatly facilitated the frequency with which such models have been implemented by retail firms. Yet, critical economic geographers have taken notice of the engagement of GIS in a manner that is essentially spatially deterministic, awarding privilege to positivist approaches that had established dominance within the discipline of geography since the quantitative revolution of the 1960s, and scholars have contended that place, conceived as a relational approach to space, has a much greater role in the organization of the modern economy. Currently, however, a fundamental paradigm shift is occurring within GIS as a result of the proliferation of volunteered geographic information produced through location-based social media, enabled by Web 2.0 technologies, providing opportunities for the integration of georeferenced data within a GIS that enlightens the relevance of place in the economy without sacrificing attention to space. The poor performance and subsequent closure of over 700 Starbucks outlets in the U.S.
    [Show full text]