從一開始，星巴克旨在成為一個與眾不同的公司。它不僅擁有著名的咖啡文化和豐富的傳統(tǒng)配方，還能使人與人之間產(chǎn)生一種聯(lián)系感(Starbucks, 2010)。星巴克的董事長、總裁兼首席執(zhí)行官Howard Schultz有一種將意大利傳統(tǒng)咖啡館引進美國的遠見。星巴克咖啡館是一個談話的場所也是一個充滿社會意識的地方。公司擁有一套專有的價值觀和指導(dǎo)原則，這些甚至與他們的股權(quán)和所銷售的產(chǎn)品一樣重要(Bryant, 2010)。
 

“激發(fā)并培養(yǎng)人的精神——逐一從一個人、一個杯子、一個鄰近的人開始” (Starbucks Corporation, 2010)。
 

2010年10月，Schultz在《紐約時報》的采訪中表示：在星巴克成為他生命的一部分之前，他寫了一個備忘錄提醒自己的使命。而如今的星巴克已經(jīng)成為了一種文化、價值觀和指導(dǎo)原則的模板(The Corner Office, 2010)。
 

這些原則為如今星巴克需要完成的日常使命打下了基礎(chǔ)。星巴克咖啡的質(zhì)量一直都是并永遠都是最好的(Mission Statement, 2010)。我們的合作伙伴——我們就叫彼此合作伙伴，因為這不僅僅是一份工作，還有我們的激情。
 

From the beginning, Starbucks set out to be a different kind of company. One that not only celebrated coffee and the rich tradition, but that also brought a feeling of connection – human connection (Starbucks, 2010). Howard Schultz, chairman, president and CEO of Starbucks, had a vision to bring the Italian coffeehouse tradition back to the United States. A place for conversation and a sense of community. A company that had a set of values and guiding principles that were as important as the equity of the brand or the product they are selling (Bryant, 2010).
 

“to inspire and nurture the human spirit – one person, one cup, and one neighborhood at a time” (Starbucks Corporation, 2010).
 

In October, 2010, Schultz did an interview with The New York Times, and commented that he remembered writing a memo before Starbucks became a part of his world that has become kind of the template for the culture and values and guiding principles Starbucks today (The Corner Office, 2010).
 

These principles are the foundation of how Starbucks lives there mission statement everyday. Starbucks Coffee - It has always been, and will always be, about quality (Mission Statement, 2010). Our Partners - We’re called partners, because it’s not just a job, it’s our passion. Together, we embrace diversity to create a place where each of us can be ourselves. Our Customers - When we are fully engaged, we connect with, laugh with, and uplift the lives of our customers. Our Stores - When our customers feel this sense of belonging, our stores become a haven, a break from the worries outside, a place where you can meet with friends. Our Neighborhood - Every store is part of a community. We can be a force for positive action – bringing together our partners, customers, and the community to contribute every day. Our Shareholders - We know that as we deliver in each of these areas, we enjoy the kind of success that rewards our shareholders (Starbucks, 2010).#p#分頁標題#e#
 

Starbucks states that they are fully accountable to get each of these principles right so that Starbucks – and everyone it touches – can endure and thrive (Starbucks Corporation, 2010).
 

Starbucks Customers
 

Starbucks strategy has been to position itself as an upscale brand and differentiate its offerings as being not just coffee products, but rather a rich “experience.” This Starbucks “experience” has been the company’s selling point (Indews Broadcast, 2010). The company initially targeted young college students, social classes, and neighborhoods that would be most receptive to the idea of buying a cup of coffee and spending time with friends at their stores. With rapid growth and expansion, Starbucks target market expanded rapidly to include every individual of every age. The company targeted small towns, rural communities, ethnic neighborhoods, highway rest stops, and even markets already saturated with various coffee shops (“Starbucks Corp: Long-Term Growth Goal Raised To 30,000 Stores World-Wide”). What began as a niche target market eventually came to include consumers from all facets of life (Starbucks Target Market, 2010).
 

Starbucks and their shareholders
 

Whether you're a new Starbucks shareholder, potential shareholder, or have been with Starbucks since their Initial Public Offering in 1992, they are committed to providing their shareholders with helpful investor information (Investor Relations, 2009). A Beneficial Shareholder holds their shares through a brokerage firm and will receive account statements, Annual Reports and proxies directly from their stockbroker and should address administrative matters with their stockbroker (Dividends & Splits Investor Relations Starbucks Coffe, 2009).

Starbucks offers a Direct Stock Purchase and Sale Program (Buy Direct Plan) administered by their transfer agent, Bank of New York Mellon Shareowner Services. The Buy Direct Plan offers stockholders the ability to: Purchase initial shares of Starbucks common stock or make subsequent purchases directly from BNY Mellon, reinvest all or part of your Starbucks cash dividends to purchase additional stock, direct deposit cash dividends, safe-keep stock certificates, and sell stock and pay lower fees than those generally charged by stockbrokers for small transactions (Dividends & Splits Investor Relations Starbucks Coffe, 2009).
 

Future of Starbucks
 

In October 2010, Schultz made a statement that, tens of thousands of Starbucks partners (Starbucks employees are called ‘partners’) will take a survey about the current quality of the partner experience ( (Founder of Starbucks returns to try to pit it back on track, 2008) Melody, 2010). The feedback will be used to shape the future of Starbucks Schultz also commented that as Starbucks goes forward, the number one commitment is to reaffirm their commitment to their partners and reinvent the partner experience at Starbucks. (Melody, 2010).#p#分頁標題#e#
 

When Schultz first became CEO with Starbucks his goal for the company was to create a “third” space, that space between work and home. Starbucks was founded around the experience and environment of their stores. Starbucks was about a space with comfortable chairs, many power outlets, tables and desks at which customers could work and option to spend as much time in their stores as they wanted without any pressure to buy. The coffee was incidental (Focus: Starbucks, 2010). Over the past few years, it seems that Starbucks had forgotten about this “third” space and the reason for why it became successful to begin with. However, according to Schultz, Starbucks number one priority for the future is to focus once again on the founding purpose of why Starbucks was created to begin with, “to inspire and nurture the human spirit – one person, one cup, and one neighborhood at a time” (Mission Statement Starbucks Coffee Company, 2011).
 

Starbucks Partners
 

One of the first things that Schultz did that gave inspiration to the members of Starbucks, was to not refer to them as employees but as “partners” of Starbucks. Starbucks offers comprehensive benefits packages to eligible partners working at least 20 hours per week, with 64% of eligible partners currently enrolled (Starbucks Newsroom: Facts about Starbucks and our Partners, 2009). The Total Pay package includes benefits, a 401(k) savings plan, stock options, an employee stock purchase plan and partner “perks” designed exclusively for their partners. These benefits are generous to say the least and is one of the reasons Starbucks has been rated one of the most progressive employers in the U.S. In fact, Starbucks has been named eleven times to FORTUNE’s “100 Best Companies to Work For” list (Starbucks Newsroom: Facts about Starbucks and our Partners, 2009).
 

Starbucks and their competitors
 

Until recently, Starbucks did not face the type of competition it is experiencing today because not many companies that were as large as Starbucks were in the gourmet coffee business (Bhaskar, 2010). Starbucks competitors in the coffee beverage sales include 7-Eleven, Dunkin Donuts, Caribou Coffee, McDonald's, Panera Bread, and Einstein Bagels. Competitors such as McDonald's and Dunkin Donuts not only have extensive menus, but also the financial resources and position to leverage their strengths to threaten Starbucks profitability. However, their lack of market expansion has prohibited them from gaining the notoriety Starbucks has achieved (Bhaskar, 2010).
 

“Starbucks is all about the human connection” - this statement is a powerful representation of what the company represents. The focus on the greater good of the customers is what Starbucks wants to be known for. Originally, this was what gave Starbucks a huge advantage over any potential competitors (Bhaskar, 2010).#p#分頁標題#e#
 

Starbucks Organizational Structure
 

Starbucks (a manufacturing company) has avoided the hierarchical organization structure, and therefore they have no formal organization chart. Although Starbucks goes to no great lengths to define or list their organizational structure (n.a., Successful Application of organizational startegy Starbucks, 2009). Recent changes in the organization define the organization as a matrix structure (Shultz, 2008). These changes in the organization, done to improve the customer experience, helped define the communication directions used by the organization. (Associated content, 2009). The matrix structure, defined by Business Reference (2007), is made up of cross-functional work teams that have the ability to report to heads of the organization other than the primary supervisor. This structural behavior has allowed the corporation to have successful communication upward, downward, and laterally with its employees (n.a., Successful Application of organizational startegy Starbucks, 2009).
 

Starbucks Goals
 

For Starbucks, the plan is basic, yet startling: return to the essence of what made Starbucks special (Founder of Starbucks returns to try to pit it back on track, 2008) - “to inspire and nurture the human spirit – one person, one cup, and one neighborhood at a time” (Starbucks Coffee Company, 2011).