In addition, Starbucks executives understand something that few business leaders do: sharing knowledge with customers makes for more sophisticated consumers. As a result, these customers develop a passion for your products and services and are eager to explore the subtle nuances of what your business offers. In return, customers offer our business their loyalty and come to see us as trusted advisors rather than just transaction handlers. Formal Training At Starbucks, all partners are encouraged to develop a knowledge of coffee that can lead to personal insights for customers.
For example, partners use their knowledge to help customers appreciate how fresh, high-quality coffee provides a rich taste profile through the aromatic gases that the coffee releases. The booklet includes a map of coffee-growing regions, information on coffee farming and roasting, coffee-tasting terms, the fundamentals of brewing coffee, a complementary flavors chart, and a list of Starbucks coffee offerings.
Partners are expected to not only use the passport as a reference, but complete verified tastings of all Starbucks core coffees twice a year. Additionally, Starbucks partners are given a pound of coffee each week at no charge to ensure that they are continuing to develop their knowledge of and refined taste for Starbucks products. To achieve that designation and don a black apron, a barista must complete a significant number of hours of paid training, pass a series of content-based tests with high proficiency, and lead a number of coffee tastings.
While it makes sense for customer-facing partners like baristas to get this education, Starbucks leadership is encouraging this certification throughout the organization. As a result, it is not unusual to see Coffee Master seminars being given in the marketing and legal departments—or just about any other department or area within the Starbucks organization, including support staff.
Training is an expensive proposition, and therefore it is usually one of the first budget items that gets cut when a company needs to boost its bottom line. In light of that reality, one might wonder why Starbucks spends so much on training, even though it is almost impossible to measure the actual financial impact of that training.
Make It Your Own service, customers rely on knowledgeable people to help them, and they remember those people and businesses when they have additional needs. While difficult to measure, the power of knowledge makes training a well-placed investment for Starbucks and its customers. Successful businesses thrive on the sweat and tears of colleagues who know how to grasp the right opportunities. Leaders encourage employees to go beyond just doing their day-to-day job, and instead invest attentive, creative, and passionate energy.
By being attentive, front-line partners observe the evolving wants and needs of the customers. Sadly, many people are either afraid or unwilling to fully immerse themselves in the possibilities that surround them at work—or, for that matter, in life. Some view the company as an island unto itself, separate from the community and society as a whole. Starbucks and many other businesses understand that an organization, no matter how large or how small, can become an asset to the community it serves.
Starbucks leaders capture the passion and vitality of their people by encouraging the ,plus partners to take an 37 PRINCIPLE 1 active role at the store, business, and community levels. They want to be part of something that touches their hearts. One group of baristas at a California Starbucks did this and noticed that there were a significant number of deaf customers visiting regularly. The baristas then elected to take signing lessons on their own time to communicate with those customers more effectively.
As a result of these efforts, Starbucks reputation in the deaf community spread well beyond that California location. In fact, Starbucks is now a prominent meeting location for deaf patrons in the United States and Canada and is cited on www. These clubs serve deaf customers who want to meet, chat, and drink coffee together at Starbucks and other supportive meeting areas. In-Store Improvements Because management encourages Starbucks partners to be involved in the company, partners often look at how they can improve the manner in which customer needs are served.
Partner Rick Mace, who worked at the original Starbucks Make It Your Own store in Seattle, reported that the staff members noticed they were having problems processing customer orders after the Pike Place Market store was renovated. So the partners got together and developed a system where they could get the cups already marked at the registers and then advance them to the bar.
Involvement in the Business Starbucks management makes a point of listening and responding to the ideas and suggestions of partners. The result of this interest is that partners frequently take responsibility for suggesting and championing new product ideas based on the input they get from customers. Rather than waiting for cues from the home office, everyone at Starbucks is charged with searching for new and better ideas for meeting and exceeding customer needs.
This phenomenon of partners suggesting innovative Starbucks products occurs in all parts of the globe. He showed it to me, and we decided to try it the next summer. It was a success, and we rolled it out throughout Japan. As time went on, we found an easier way to make this summer treat. People, particularly women, kept telling our baristas that it would be nice if they could drive through and get their coffee.
In my area we have a higher percentage of women in our customer base; many of the people we serve are between their midtwenties and their late thirties. A lot of those women have children. Getting out of your car with two kids in a car seat to run in and get a cup of coffee can become a chore. Ultimately, by listening to our customers, we recognized the convenience of drive-throughs, and in turn that listening has had a huge impact on the business.
Starbucks leadership encourages and supports engagement in all of these areas. It became a huge event. The open-mike night was so successful that customers were requesting it more often than once a month. It was diverse and great fun for all ages. This brings with it heartfelt appreciation from the community. Robin Jones, who worked in a technology training center in Columbus, Ohio, saw the positive impact of the Starbucks partners on a group of people with whom she was involved.
Because we were located in the heart of downtown, many of our students were homeless. Many of them had had nothing to eat prior to coming to class. Some would come and stay all day, just to get the food Starbucks partners donated. When leaders encourage involvement and the sharing of ideas that affect both the business and the community, the staff is given opportunities to be more engaged and effective.
In many companies, these values would only be hanging on a plaque at the corporate office. At Starbucks, however, they come to life. They have been fully embraced by the leadership team and are well integrated into the Starbucks culture. Starbucks management understands the importance of leading by example. This can be seen in the very top leadership of the company. We must continue to ramp this up. Others have already taken notice of the power of the Starbucks Five Ways of Being.
The Starbucks Ways of Being are great tools for helping our school leaders frame ways to be more effective with all they serve. Now, how can the Five Ways of Being work in your company? It should empower you to act in ways that consider the needs of others. When details are overlooked or missed, even the most patient of customers can be frustrated, and costly errors can occur.
Unfortunately, only a small percentage of unhappy customers bring their complaints directly to management. As unfair as it may seem, in the world of business Everything Matters. Attention to Detail Occurs by Design, Not by Default Starbucks success, in part, is linked to the amazing ability of partners to zero in on the minute details that matter greatly to customers.
A great cup of coffee is only part of the Starbucks success equation. Day in and day out, we have to consistently execute on the details. Much of that focus can be found in the physical environment that sets the stage for the Starbucks Experience.
For this reason, every aspect of the business that touches the coffee—creating a third place, ensuring the highest level of product quality, excelling at customer service, and building a rewarding culture—must reflect the highest standards possible.
Everything Matters: Creating an Environment for the Starbucks Experience Starbucks management understands that a competitive advantage occurs when everyone in a company appreciates that nothing is trivial and that customers notice everything. As a result, Starbucks leaders have taken great pains to execute their strategy precisely—right down to the last coffee bean. Perhaps as important, leadership has worked tirelessly to perfect every aspect of the store design, making sure to balance functionality with a warm and friendly ambience.
As an article by the Corporate Design Foundation, a nonprofit education and research organization dedicated to improving the effectiveness of businesses, states, The Starbucks sensation is driven not just by the quality of its products but by the entire atmosphere surrounding the purchase of coffee: the openness of its store space,.
The details of the total experience mattered. Every particular—from napkins to coffee bags, storefronts to window seats, annual reports to mail order catalogs, tabletops to thermal carafes—seems to reflect. Starting in , Starbucks assembled an in-house group of architects and designers to work to ensure that each store would convey a consistent image and character.
At the same time, these designers were encouraged to experiment with a broad range of store formats, from flagship stores in brisk traffic areas and highly visible locations to kiosks in supermarkets and building lobbies. Members of the design team have been required to start their careers at Starbucks by working behind the counters. Knowing how store design interfaces with the needs of customers and baristas allows these partners to develop workspaces that are both aesthetic and functional.
Few Fortune companies go to such lengths to make sure that key visionaries and planners are so in touch with the needs of customers. When such an effort occurs, it pays off both for the business and for its customers.
For example, in the French Les Capucines store, design team members decided to invest in preserving an elegant nineteenth-century ceiling with its painted frescoes, gold beading, crystal chandeliers, and mar- Everything Matters ble pillars. Although the ceiling was not protected by local planning codes, Starbucks leadership understood the importance of incorporating that unique, historic charm into its Parisian Starbucks Experience.
In order to maintain this special connection with customers, leadership at Starbucks is continuously searching for new ways to improve all aspects of the store environment.
Starbucks started playing music in its stores simply to set a comfortable atmosphere. The former store manager and current programming manager in Starbucks Hear Music division, Timothy Jones, was encouraged to take music to a higher level.
Rather than simply being in the background, music emerged as an important detail in creating a truly unique Starbucks Experience. The idea was that customized selections could provide a unique, warm, consistent enrichment to the customer experience.
When we decided to give customers a chance to bring Starbucks music home by selling compilation CDs, we packaged the CDs in digi-packs. A digi-pack is where a CD is wrapped in attractive cardboard rather than in a jewel case to give the CD a soft feel. We made sure that there was a lot of artwork and that the offering was beautiful.
The cardboard, the recycled paper—that was Starbucks. Not only must the details be right, but the blending of those details must be carefully crafted to make sure that every aspect of the experience comes together to create the Starbucks identity. The Starbucks brand is more than just an appealing presentation of goods.
New products must be offered for sale in a way that fits with what customers have come to know and expect from the company. Yes, we have merchandise, but it needs to fit into the environment. This perspective has helped make Starbucks the valued brand it is today. These leaders know that even if they have executed consistently for a significant period of time, they will ultimately be judged on their ability to bring the details together now and in the future.
Small missteps often dramatically tarnish great brands. This operational focus ensures consistency for customer visits across Starbucks stores. Creating the ideal environment depends on disciplined quality control safeguards that give structure to the customer experience.
We also have checklists. They include all the things that just have to happen, like cleaning the counters, making sure all the prep is stocked, sanitizing the tongs, and making sure the pastry plates are always clean.
The customer, who was a regular, immediately noticed a difference. People who are real coffee connoisseurs appreciate our focus on the little things. This inattention will be a surefire way to drive those customers straight to your competitors. Starbucks leadership has found that implementing strict quality control measures frees partners to look for new ways to deliver extraordinary experiences.
It gives us a chance to get out from behind the counter to make sure everything is clean and orderly, and we become more involved with our customers.
I was doing this when a customer dropped a doppio espresso. I was almost done. Eugene Gendlin coined the term felt sense in his best-selling book Experiencing and the Creation of Meaning to describe these general emotional responses. A felt sense ultimately is the result of a myriad of tiny details that lurk somewhere below our conscious awareness.
For example, without conjuring up specifics, the term ice cream is likely to bring about a very different felt sense from the word vinegar. When it comes to Starbucks, large and diverse groups of people—partners and customers alike—often have a common and shared felt sense about the brand and the stores. Consistently, people experience Starbucks as warm, comfortable, and pleasurable. We are vigilant about the music in the background, pleasant colors, comfortable furniture, and the right amount of lighting.
I make sure the tables are clean and the carpet is not littered with crumbs, except for major eating incidents here and there, mostly involving children and pastries. I do my part to keep it warm and inviting. I want my Starbucks store to be open and airy for our customers.
For customer Beth Jones, Starbucks produces a felt sense that is almost like a minivacation. Customer Leslie Alter reports that she particularly enjoys the way Starbucks offers her a positive change in atmosphere. I like the music, and I like the noise, and I like the atmosphere—the people talking, the pumping of the machines, the choice of songs they play. I even notice subtle differences between stores.
They could charge an entrance fee and offer nothing else but a room and mellow Bob Marley music softly playing in the background, and people would still come. Starbucks recognizes the niche they fill. Great leaders look for ways to maximize the felt sense that their business generates.
In order to do this, these leaders help their people execute on the minute but significant details that positively affect the way they are viewed. Never Cut Corners on Quality 58 From the perspective of Starbucks management, few things affect the reputation of a business more than a resounding Everything Matters approach to quality.
To put it simply, the vast majority of shortcuts backfire. This is illustrated by the story of a wealthy man who asked a builder to spare no expense in creating his mansion. Since the man was out of the country while the home was being constructed, the builder decided that he could make the infrastructure out of inferior material and cover it up with superior finish work. Here, you take the keys. On the contrary, Starbucks epitomizes a company that has achieved amazing success by not compromising on quality.
This commitment to innovation in the service of product quality has had a significant impact on the ability of Starbucks coffee to reach a broader customer base and expand into national and international markets. Many of these innovations have been achieved by dedicated partners at the Starbucks roasting plant in Kent, Washington.
We were selling specialty coffee back at a time when specialty coffee had a 1 percent market share. More people owned airplanes than espresso machines. Until , wholesale coffee went out to restaurants in five-pound paper lunch bags and had a seven-day shelf life. Starbucks was a pretty small company.
My job was to drive the Ford Econoline van and deliver the paper bags to restaurants in downtown Seattle. When I did my deliveries, I went through their coffee. Starbucks wanted to keep restaurants from serving our coffee when it was stale.
It was expensive for us to keep those aromatic gases available until the coffee was brewed. In order to do so, 10 percent of our product was returned to our plant. Starbucks leadership would never have tried that expansion if the coffee could not get to its location and be ground and brewed fresh.
At times, Starbucks leaders had to push suppliers of their packaging material to go beyond current technology.
This led to innovations in the small things like improved packaging materials and a 7-cent valve that lets gases out of the bag but does not allow air to enter, which would make the coffee stale. We had to sever relationships with suppliers who were unable to innovate in a way that delivered the freshness we demanded. Each step of Everything Matters the way we needed to know that we would have the freshest coffee in the market.
We could never have become the company we are today if our coffee had only a seven-day shelf life. This approach offers the competitive advantage that we enjoy. By focusing on quality, innovation, and the smallest aspects of business, Starbucks is an example of how an enduring brand emerges, not only through management at the macro level strategic , but through management at the micro level operational as well.
Sometimes details need to be managed well beyond the confines of the business itself. Long before customers take their first sip of Breakfast Blend at their neighborhood Starbucks, the staff in the Starbucks Coffee Department has gone to great lengths behind the scenes, looking for and developing quality coffee in the various countries of origin.
Coffee quality begins with the relationships that Starbucks partners forge with coffee farmers so that the growers bring the highest-quality coffee to Starbucks coffee purchasers. According to Dub Hay, senior vice president of Coffee and Global Procurement, It is a very detailed process that we consistently go through. When we go to farms, we are there to look at their trees.
We may taste coffee at the farm, but we never buy it there; we only buy it once we are able to take coffee back into conditions that we can control, and that are always the same. We can examine it, sample it, resample it, and compare it with other coffees we think are interesting. It is not enough for experts in the Coffee Department to find a great-tasting coffee at a specific farm.
They have to know that high-quality coffee will be available from that farm well into the future and that the business practices of the supplier will fit with Starbucks values. While many business leaders may convince themselves that they are not responsible for the actions of their suppliers, Starbucks leadership sees this distinction as very shortsighted.
We want to know about the quality of the people with whom we do business. We want to know about their integrity and their commitment to future excellence. To that end, we look for the health of the farms. We pay attention to how the farmers treat the environment. We look at how they treat the social conditions on the farm. Is it shade grown? What are the farmers like? Are there buffer zones between fields and streams? Is there is a mill there? What are they doing with the wastewater?
How much water are they generating that needs to be processed? Does the coffee move through, or are there hang-ups that can create problems with quality? We want to know how transparent people are in terms of sharing money all the way down to the coffee picker. All of this is considered before we buy our crop, because anyone can buy coffee; it is how we buy coffee that makes Starbucks special.
It is through these relationships that Starbucks can work with farmers to continually improve product quality. Rather than making impulsive business decisions that address only short-term business needs, Starbucks leadership is willing to forgo stopgap measures in favor of longer-term relationship-based solutions. In essence, the Starbucks management approach teaches that quality business relationships are essential to long-term growth and survival. Being vigilant and careful about those with whom you associate ultimately protects your business and your brand.
Looking into the details of how potential business partners conduct themselves safeguards you against developing relationships that will fail in the future.
While some relationship details can be overlooked in the short term, stockholders, partners, and future generations of customers will be adversely affected if sus- 63 PRINCIPLE 2 tainability, social factors, and enduring strategic partnership arrangements are not properly addressed up front.
Prioritizing Objectives and Keeping Them in Front of Your People 64 While the details discussed thus far—environmental factors and product quality—may be on the radar screens of many business leaders, other critical business issues are frequently overlooked. As suggested in Principle 1 in the discussion of the importance of being knowledgeable, training programs are often expendable.
When the economy turns bad or business hits a rough patch, training and education budgets suffer. This short-term financial fix often compromises the long-term health of the company. For Starbucks leadership, however, educational programs are a critical detail in the future of the business. Starbucks management is constantly enhancing and perfecting training resources, not only at the product knowledge and operational levels, but also in areas that help partners take ownership in the business.
At the store level, partners are offered excerpts taken from real customer comments and are then asked to identify behaviors from the Green Apron Book that they would choose if they were in that situation. It wasted our time to take care of it, and we were upset. Rather than responding to hypothetical customer experiences, managers are given the opportunity to anticipate situations that their staff will encounter, based on positive and negative real-world customer transactions.
The training also reinforces for management the corporate priorities outlined in the Five Ways of Being. In addition, this approach helps leaders teach their partners by encouraging them to coach their teams to greater competence in delivering legendary service. Similarly, Starbucks partners, at the barista level, have access to something called Conversations and Connections, a tool used to facilitate discussion and regular storytelling about behaviors, actions, and language consistent with the Five Ways of Being.
It gives partners additional opportunities to relate actual situations to the behaviors and actions encouraged in the Green Apron Book. Each week, Conversations and Connections centers on a particular Way of Being.
On a be knowledgeable theme week, the following customer story was provided: I just wanted to thank Ashley for being so kind and helpful. I had a question about one of your beverages and she took the time and care to explain the product and then took time to create a sample.
I really appreciate her thoughtfulness. This customer said Ashley was able to explain the product that she had a question about. These brief examples help partners identify with the customer experience and reinforce the guiding principles that are most valued in the Starbucks culture. They feel confident more Everything Matters quickly because they can anticipate customer experiences and learn from positive and negative scenarios.
They experience accelerated learning. More seasoned partners feel the scenarios acknowledge their efforts with customers. They appreciate that the company as a whole is giving attention to what they do by sharing their stories.
When a positive story is presented, we list the store number at the bottom so everybody knows who did something right. The stories then serve as a form of recognition as well. Such training not only shows employees how to excel at their jobs, but also motivates them, keeps them engaged, and builds team spirit. Starbucks managers have seen benefits from other training initiatives as well. In addition to providing straightforward customer feedback to partners, Starbucks leaders create playful ways to emphasize problem solving consistent with the Five Ways of Being.
Specifically, they have developed a training game called Starbucks Experience from the Inside Out. The goal of the game is to secure a human connection with the customer. The game uses dice, game cards, and a game tablet and starts with a role-playing exercise between two partners, one who plays the barista and another who plays the customer. In the game, the designated customer reads context information that is written on the outside of a game card. Before the interaction between the person playing the customer and the person playing the partner begins, the customer alone reads the inside of the card, which explains the internal experience she is to act out.
The customer may use body language or words to communicate her internal experience, but she cannot actually say what she is feeling. The partner attempts to handle the situation empathetically and gets feedback from the customer, and from observers, on how well he connected with the Green Apron behaviors.
At this point, the designated customer reveals what was actually happening on the inside, for her. An example of a game card is as follows: Visual cues from the customer You are humming holiday tunes and seem to be cheerful, but are visibly in a hurry.
What is going on for the customer on the inside? When this game was introduced as a training tool, Starbucks leadership presented it strategically, one group at a time. They played it by picking somebody Everything Matters to be the partner and somebody to be the customer. Other managers served as observers. The game has become popular among many of those managers, and some are finding new ways to make it applicable in broader training settings.
In addition to playing the game with in-store partners, Starbucks leadership has added a twist to the game by having managers not only watch the interaction in the role play, but then solicit feedback from the person role-playing the customer.
The manager then uses that customer feedback in a coaching session with the partner who offered the service. This allows the manager to rehearse ways to most effectively transfer the subjective experience of the customer into constructive training for the partner. In a playful way, the game offers training opportunities that challenge baristas and managers to anticipate customer situations, demonstrate sensitivity, use sound judgment, and enhance their problem-solving abilities.
The results are amazing, as playful means lead to such important ends. Creating a Playful Corporate Culture Board games for training! Starbucks leadership understands that playful and positive work environments produce vital and engaged staff members.
Regional director Carla Archambault shares the importance of being connected, being happy, and having fun in the store, which in turn feeds energy into the customer experience. If I can make a difference for them while I am there and do so in a fun way, they can come in the next day and give that type of service to our customers. Facilitating a playful workplace keeps work teams engaged and motivated to do their best.
Sadly, this critical detail is often missed by business leaders. We celebrate those in front of the other partners during monthly meetings. For us, playful recognition is offered not just in terms of customer service, but also in how our people treat one another, in and outside the store. That partner went out and asked the customer if everything was okay, and she told him she had locked her keys in her car.
The partner went back into the store, grabbed a cordless phone and a phone book and made the woman her usual beverage. Going back outside, he told her he hoped things would get better and gave her the drink, phone, and phone book to make needed calls. He took the initiative to go outside, wel- Everything Matters come her, and genuinely respond to her plight. On an ensuing day, I went into his store early in the morning, wrote out a recognition card, explained the story to his colleagues, and thanked him in front of his team.
It was a great way for all of us to start the day. President and CEO Jim Donald starts each day making recognition calls to partners in stores throughout the world. When the CEO and the chairman of the board value and practice appreciation, a culture typically develops in which people catch one another doing things right, thereby reinforcing desired behaviors and celebrating excellence.
When a commitment to recognition is combined with a playful leadership spirit, employees tend to be engaged and happy. In turn, that satisfaction produces untold benefits in the development of positive interactions for coworkers and customers.
Through those types of interactions, customer loyalty increases, and ultimately sales rise—a welcome outcome for any company. But Starbucks leaders extend the Everything Matters orientation well beyond local and regional considerations.
They apply their detail-oriented approach to worldwide environmental and social issues, even when a great percentage of their customer base may not realize that they are behaving with a global mind-set.
So why would they be so broadly focused? That excellence is reflected in the development of the Starbucks paper cup sleeve. In August , Starbucks and the Alliance for Environmental Innovation entered into a partnership to reduce the environmental impact of serving coffee in the retail stores. At the time, many coffee drinkers required double i.
Market research was conducted to look at the environmental impact of double-cupping. Two years of exploration was devoted to developing a quality hot cup that would allow for single-cupping, and the process resulted in an interim solution—a corrugated paper cup sleeve that Starbucks developed. Other, more permanent solutions were attempted, and focus groups were brought in to analyze various options. In addition, Starbucks customers had become accustomed to using a single paper cup with a corrugated paper sleeve.
So, the single cup and sleeve remain, despite all attempts to produce a solo cup that could stand up to the heat. But even then, Starbucks management did not lose sight of its environmental objectives; it continued to champion improvements, such as changing the paper content of the cups to include 10 percent recycled materials.
That attention to often unseen details led Starbucks to be the first company to achieve a cup that addressed environmental concerns. So why do Starbucks managers care about research on paper cups? While some efforts may seem more publicly important than others, all actions even the below-deck ones are critical. In fact, companies that take a leadership position on environmental and social issues increasingly find that people are taking notice.
Customers like Lynn in Belleville, Michigan, gravitated to Starbucks exclusively because of its attention to detail on broader social concerns.
However, I heard they had an environmental mission statement that suggested that they were committed to environmental leadership in every aspect of their business. All of this got me fired up, and I started volunteering at a store selling only Fair Trade items. Coincidently, my volunteer location is across the street from a Starbucks store. So every week when I go to my volunteer activity, I stop by Starbucks. I drink their tea because I like what the company stands for.
Most business leaders can strengthen the emotional connections between their company and their customers by listening to the community issues that are of greatest concern to those customers.
Often customers are so discerning that no amount of money spent on advertising and marketing will make up for failed execution on the little things. Smoke, mirrors, and dazzle can fool some of the people some of the time, but an Everything Matters approach to some of the most mundane details wins customer loyalty and gets noticed in the strangest ways.
Everything Matters Customer Mara Siegler illustrates how the smallest and seemingly most basic details matter. No matter where I find myself in the city, there is sure to be a Starbucks within a five-block radius.
And to their credit, Starbucks bathrooms are usually clean. Business analysts, marketing gurus, and competing businesses can study the rise of this conglomerate all they want and give a billion reasons for its success. But trust me, no matter what the music, the flavor of the day, or the wireless availability, Starbucks success is all thanks to the free and clean toilets.
Often the answers to such questions give leadership the opportunity to master details of which they would otherwise have been unaware. Not only must leaders be given the task of exploring the details that matter most to customers, but they must also explore what matters to their staff. If leaders understand what matters to employees, it is easier to excite and motivate those employees to give consistent effort—even in the less enjoyable aspects of their jobs.
One customer helped me gain a different view of the blended beverages. She was always in a hurry, and we would barely converse. One evening she came in and mentioned that her husband was in the car. Then she thanked us for always deliv- 75 PRINCIPLE 2 76 ering the drink in such a nice way and said that though she personally never drank Starbucks, it was the only thing her husband could stomach after his chemotherapy.
When staff members execute details consistently, they are often rewarded by unexpected appreciation from customers. Regional director Carla Archambault tells about a barista, Susan, who was moving to another store. While working at that store, Susan had made a commitment to try to get a particular customer, who could best be described as a grumpy guy, to smile. It might seem like a little thing, but to Susan it was important. He came back before her shift was over and brought her a card.
I want you to know that I came in here specifically to see your smile and that you made a difference in my life. Accordingly, partners are reminded to master the details necessary to live the Five Ways of Being. This effort ensures that everyone, not just the highest-paying or most loyal customers, knows that he or she matters from the moment he or she arrives at a Starbucks store. Former store manager and current Starbucks licensed store operations specialist Kimberly Kelly shows the impact this everything-and-everyone-matters approach can have.
She and her husband visited daily—coming to Starbucks was an event for them. The husband always had on a sport jacket, she was dressed very elegantly, and they would order the same thing: a tall coffee and an extra cup so they could split it. The couple would take their coffee and their muffin, and they would go slowly over to their table and spend maybe an hour or so visiting with each other and enjoying their time together.
One day she ran into Irene at a bank, and Irene shared that her husband had died of a sudden heart attack. Kimberly encouraged Irene to join her back at Starbucks after she finished her banking. She told me about how she missed her husband and how hard it was for her to move on. The glue holding components together.
This book, 'The Starbucks Experience', really dives into those guiding principles and provides a number of examples of how the company and its employees meet those principles in day-t The Schultz book covers the guiding priciples under which Starbucks operates - it's.
Invigorate the Starbucks Experience for our customers, and in doing so, deliver increased value to our shareholders. At its core, Starbucks leadership crafted a tran. Analyze, organize, enhance, and share understanding and experience. Understanding and experience of. Your Starbucks barista resume ought to show your ability to collaborate, partner, and work with your fellow baristas and kitchen staff.
While it's important for any coffee shop, Starbucks is known for it's long lines, both in the drive-thru and in store. For more information on how to do a SWOT analysis please refer to our article. Keep reading. Operating efficiency and strong growth leading to superior financial performance marked continuing Starbucks growth both financially and physically. Figure 1. Figure 4. The combination of a premium menu, huge range of coffee and quality customer service provides the best customer experience in the industry Unlike other coffee chains, Starbucks is well-known for its quality and excellent customer experience.
To provide the best customer experience Starbucks has to excel at many things, including: quality of its coffee and tea; menu choices; quality of its customer service; location and quality of its stores. Figure 5. Well researched All the information is supported with data from the most trusted sources. Instant Access You can download your swot instantly after the payment.
0コメント