Google Juvenile Justice System Origins

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PUBLICATIONS
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STUDENT PAPERS
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2 9%
3 3%
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google
ORIGINALITY REPORT
PRIMARY SOURCES
docplayer.net
Internet Source
Submitted to Westcliff University
Student Paper
Submitted to Georgia State University
Student Paper
www.coursehero.com
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Submitted to University of Cincinnati
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Submitted to Midland College
Student Paper
Submitted to Florida Atlantic University
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75%
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Internet Sources:60%
Publications:25%
Student Papers:71%
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13% match (Internet from 12-Dec-2019)
https://onlinelibrary.wiley.com/doi/full/10.1002/9781118524275
.ejdj0204
9% match (Internet from 16-Oct-2020)
http://www.readbag.com
8% match (Internet from 12-Apr-2015)
http://historyforensicpsych.umwblogs.org
7% match (student papers from 28-Aug-2012)
Submitted to Colorado Technical University Online on 2012-08-
28
6% match (Internet from 25-Jan-2021)
https://www.socialworktoday.com/archive/Winter21p14.shtml
6% match (student papers from 20-Jul-2013)
Submitted to Columbia College of Missouri on 2013-07-20
4% match (student papers from 09-Dec-2018)
Submitted to Laureate Higher Education Group on 2018-12-09
4% match (student papers from 12-Dec-2011)
Submitted to Stephen F. Austin State University on 2011-12-12
4% match (student papers from 21-Sep-2020)

Submitted to Lynn University on 2020-09-21
4% match (publications)
Aubrey Jones, Dorothy Wallis, Ashlie Seibers. "Gender-
responsive practice and pregnant girls: A scoping review of
America’s girls courts", Children and Youth Services Review,
2020
3% match (student papers from 03-May-2020)
Submitted to South University on 2020-05-03
2% match (student papers from 20-Nov-2013)
Submitted to EDMC on 2013-11-20
2% match (Internet from 11-Oct-2020)
https://academic.oup.com/sw/article/62/4/313/4056505
1% match (publications)
Denise Wilson. "Illinois Juvenile Court Act of 1899", Wiley,
2017
AMERICAN JUVENILE JUSTICE Begin Match to source 4 in
source list: Submitted to Colorado Technical University Online
on 2012-08-28SYSTEM PARENS PATRIAEEnd Match ■ A
Begin Match to source 4 in source list: Submitted to Colorado
Technical University Online on 2012-08-28LatinEnd Match
phrase meaning Begin Match to source 4 in source list:
Submitted to Colorado Technical University Online on 2012-08-
28Parent of the country. ■ A doctrine that grants theEnd Match
integral Begin Match to source 4 in source list: Submitted to

Colorado Technical University Online on 2012-08-28power and
authority of the stateEnd Match ■ Its application is Begin
Match to source 4 in source list: Submitted to Colorado
Technical University Online on 2012-08-28to protect persons
who are legally unable to act on their own behalf.End Match
Especially children. FACTORS INFLUENCING
DEVELOPMENT OF AMERICAN
J■USeVparEateNnesIsLfrEom aSduYltoSffeTndeErs.M ■
Focusing on juvenile background and social history ■ Shorter
terms of supervision and incarceration ■ Rehabilitation rather
than punishment as for the adult felony PARENS PATRIAE
RELATION Begin Match to source 13 in source list:
https://academic.oup.com/sw/article/62/4/313/4056505TO THE
JUVENILE JUSTICE SYSTEM ■ TheEnd Match emergence
Begin Match to source 13 in source list:
https://academic.oup.com/sw/article/62/4/313/4056505ofEnd
Match the concept Begin Match to source 13 in source list:
https://academic.oup.com/sw/article/62/4/313/4056505ofEnd
Match parens patriae Begin Match to source 13 in source list:
https://academic.oup.com/sw/article/62/4/313/4056505inEnd
Match the Justice System corresponds with the shaping of
juvenile justice. ■ IT stated of how children were to be Begin
Match to source 6 in source list: Submitted to Columbia College
of Missouri on 2013-07-20considered less matureEnd Match ■
They were Begin Match to source 6 in source list: Submitted to
Columbia College of Missouri on 2013-07-20less aware of the
consequences of their actionsEnd Match ■ Hence Begin Match
to source 6 in source list: Submitted to Columbia College of
Missouri on 2013-07-20were not to be held legally accountable
for their behavior in the same manner as adultsEnd Match ■ For
example in Begin Match to source 6 in source list: Submitted to
Columbia College of Missouri on 2013-07-20theEnd Match case
Begin Match to source 6 in source list: Submitted to Columbia
College of Missouri on 2013-07-20ofEnd Match Ex parte
Crouse in 1838. Begin Match to source 14 in source list: Denise
Wilson. ILLINOIS JUVENILE COURT ACT OF 1899End

Match ■ Begin Match to source 1 in source list:
.ejdj0204It was created in theEnd Match inclusive Begin Match
to source 1 in source list:
.ejdj0204context of child reform and social welfare for children
■ TheEnd Match reforms were Begin Match to source 1 in
source list:
https://onlinelibrary.wiley.com/doi/full/10.1002/9781 118524275
.ejdj0204to act in the bestEnd Match interests Begin Match to
source 1 in source list:
.ejdj0204of the childEnd Match and as Begin Match to source 1
in source list:
.ejdj0204aEnd MatchBegin Match to source 1 in source list:
.ejdj0204moral obligation to help wayward youth ■ The
legislationEnd Match stemmed Begin Match to source 1 in
source list:
.ejdj0204in an informal separate institution for dependent,
neglected, and delinquent children under the age of 16 years ■
The Act specified that the new courtEnd Match to Begin Match
to source 1 in source list:
.ejdj0204focus on rehabilitation than punishment THEEnd
MatchBegin Match to source 11 in source list: Submitted to
South University on 2020-05-03SOCIAL CHANGES THAT
BEGAN TO IMPACT THE SYSTEMEnd Match
I■NIntTrodHuctEion o1f9trai6nin0gscShools Begin Match to
source 3 in source list:
http://historyforensicpsych.umwblogs.org/sample-page/external-
factors-and-childhood-delinquency/and child community
servicesEnd Match started providing Begin Match to source 3 in
source list: http://historyforensicpsych.umwblogs.org/sample-

page/external-factors-and-childhood-delinquency/alternatives
for juvenile offenders to learn new methods of behavior.End
Match ■ Begin Match to source 3 in source list:
factors-and-childhood-delinquency/Child welfare specialists,
social workers, and private psychologists were utilizedEnd
Match ■ By Begin Match to source 3 in source list:
factors-and-childhood-delinquency/both in the court andEnd
Match communities Begin Match to source 3 in source list:
factors-and-childhood-delinquency/to provide services to
rehabilitate children into societyEnd MatchBegin Match to
source 9 in source list: Submitted to Lynn University on 2020-
09-21REFERENCE Elrod, P., & Ryder, R. S. (2020). Juvenile
justice: A social, historical, and legal perspective. Jones &
Bartlett Publishers.End MatchBegin Match to source 5 in source
list:
https://www.socialworktoday.com/archive/Winter21p14.shtmlK
olivoski, K. M., Goodkind, S., & Shook, J. J. (2017). Social
justice for crossover youth: The intersection of the child welfare
and juvenile justice systems. Social work, 62(4), 313-321.End
MatchBegin Match to source 10 in source list: Aubrey Jones,
Dorothy Wallis, Ashlie Seibers. Sattler, A. L. (2017). Treating
youths in the juvenile justice system. Pediatric Clinics, 64(2),
451-462.End MatchBegin Match to source 11 in source list:
Submitted to South University on 2020-05-03ORIGINAL
INTENT OF THE JUVENILE JUSTICE COURTS ■ TheEnd
Match initial Begin Match to source 8 in source list: Submitted
to Stephen F. Austin State University on 2011-12-12purpose of
the juvenile justice system wasEnd Match rehabilitation Begin
Match to source 8 in source list: Submitted to Stephen F. Austin
State University on 2011-12-12not punishment ■ The juvenile
courtsEnd Match pursued transformation Begin Match to source
8 in source list: Submitted to Stephen F. Austin State University
on 2011-12-12toEnd Match the Begin Match to source 8 in

source list: Submitted to Stephen F. Austin State University on
2011-12-12juvenile delinquents into productive citizensEnd
Match ■ The juvenile court was to protect and transform the
child offender JUVENILE SUMMARY ERA ■ Begin Match to
source 7 in source list: Submitted to Laureate Higher Education
Group on 2018-12-09The first juvenile court was established in
Chicago, Illinois, in 1899, to provide for separate trials for
juvenileEnd Match ■ Begin Match to source 12 in source list:
Submitted to EDMC on 2013-11-20The stated purpose of the
juvenile court was for treatmentEnd Match not for Begin Match
to source 12 in source list: Submitted to EDMC on 2013-11-
20punishmentEnd Match ■ Begin Match to source 2 in source
list: http://www.readbag.com/sagepub-upm-data-19434-section-
iAmerican juvenile justice was based on English common
lawEnd Match ■ Begin Match to source 2 in source list:
http://www.readbag.com/sagepub-upm-data-19434-section-iThe
legal doctrines of parens patriae and in loco parentis enable the
State to take custody of a child and to exercise parental
authority, and to provide guidance, protection, and needed
services to needy children.End Match
7
Pacific drilling: the preferred offshore driller
Yuanqing Wang
Westcliff University
BUS 525 Strategic Management in a Globalized Economy
Professor Nahavandi
January 31,2021

Pacific Drilling Company
Pacific Drilling is an oil and gas drilling company that was
founded in 2006. The company has its head office in Texas,
United States but operates in different parts of the world.
Pacific drilling is an offshore drilling company. The company is
owned by an Israel tycoon called Idan Ofer. The company's first
employee was Christian Beckett, who was also the first Chief
executive officer of the company at its formation. The Pacific
drilling company works with different clients, "Producers"
worldwide, including Chevron, Total, and Petrobras. The first-
ever client to enter into a contract with Pacific drilling was
Chevron. Chevron helped the Pacific drilling company create a
reputation that helped it gain recognition by other oil producers
such as Petrobras and Total companies. The producer companies
get the rights to extract the oil, but they always outsource the
driller's services to do drilling for them. Most of the time, the
oil producers lease the services from the drillers. Since the oil
market experiences a lot of fluctuation, there are times when the
producers terminate the contracts with the driller companies so
that they can wait for prices to pick up. The fluctuation in the
market prices of oil results from the oversupply of the oil in the
market. This fluctuation in the market prices of the oil products
has a significant effect on drilling companies' share prices. The
Pacific drilling company stock price dropped from $11 per share
to less than $4 per share in 2014 as the market prices of oil fell
from $115 per barrel to $49 per barrel. More companies are
interested in offshore drilling when the market prices for oil are
high but less interested when oil prices are down.
Pacific drilling company success is built around its culture as
the firm and the organization structure that guides the firm. As
the start-up company, highly experienced experts were recruited
into the firm, which helped boost the firm's credibility and
legitimacy. This professional helped the company in getting the
solution to different problems. The structure of the company

allowed shorter communication paths hence enabled fast and
efficient communication. However, the company faced many
challenges, such as growth challenges, customer base
challenges, technological challenges, and market challenges, the
strategic choices that they made as the company helped them
overcome this challenge. The company recorded an increase in
the net incomes and revenues for three consecutive years;
2012,2013 and 2014. During the same period, the company had
positive and increasing operating cashflows, an indication that
the company was doing well. There is an increase in the
company's operations, which were generating cash; hence, the
company is a sustainable organization.
Offshore drilling has more benefits than onshore drilling.
Offshore drilling was considered to be more productive than
onshore drilling. More producers preferred the offshore sites
since it helped them to achieve higher production rates. Pacific
drilling preferred offshore drilling since that is where they
could easily get their clients from. The second reason for
offshore drilling is because the number of companies that
owned the offshore rigs was small. This means that these
companies had to outsource the offshore drilling services in
leasing from the other companies. Pacific drilling investing in
offshore drilling was a calculated move to get some clients
since they had the technology that clients will need. Most
offshore drillers were not willing to change their technology of
production. Pacific drilling saw this as a niche to explore and
implement dual-gradient drilling. Since the other drillers did
not impress this technology, it helped the Pacific drilling gain
acceptance by the oil producers. It helped to mine those oil and
gas fields that were not accessible by rigs, hence increasing
productivity. Pacific drilling had the Drill ships that could
operate deep sea. This made it easy for the company to venture
into offshore drilling as it enhanced operational efficiency.
The competition in offshore drilling was less than onshore
because the offshore drilling players were lesser. To set up an
offshore driller required a lot of capital. This made many of the

drilling companies just invest in onshore drilling and not
offshore drilling. Since Pacific drilling could acquire the
advanced equipment and the expertise to carry out the offshore
drilling, they easily avoided the competition by going for
offshore drilling. The other factor that could have helped the
pacific drilling to go for offshore drilling is that at that time,
many drillers had removed their drillers in trying to minimize
their operating costs. Having Chevron, the producer around with
no driller around, gave the Pacific drilling the perfect
opportunity to enter the contract.
The rigs that were used for offshore drilling were of three types.
The first type of the rigs was the jack-ups. Jack-ups rigs are
used for drilling in shallow water closer to the coastlines.
Where the depth of water was about 0.12km deep, the jack-ups
could be used. They had the legs that supported their operating
decks by standing on the ocean floor. The second type of the
rigs is the Semi-submersibles (Semis). The Semis operated to a
depth up to 3kms. Semis drilled while floating on the
submerged pontoons and their deck above the water surface.
The third type of rig is the Drillships. Drillships operate to a
depth of up to 3.6km in waters. They allow more movement and
deck space than the Semis. This made them be more preferred to
other types of rigs in remote locations. Because they were also
large, they were able to better efficiency in terms of operation
by enhancing dual derricks and adding another drilling
equipment.
The pacific drilling company's stock fall in 2014. This was
because the oil demand had gone down. For the past decade,
there had been an increase in the number of offshore drillers
who made increased oil production. Since production was
higher, the oil market went down, making the producers not
renew their contracts with the drillers. The market was
experiencing an oversupply of oil and gas. The fall of the
company’s stock was due to the movement of global oil prices.
This is because the Pacific drilling stock prices depended
directly on the number of contracts they made with producers.

Since global oil prices were going down due to oversupply, the
producers were not entering into contracts with drillers; hence,
the company's stock prices go down.
The collaboration between Pacific drilling and Chevron was not
only a wise move but an important move by the Pacific drilling.
Through the collaboration with Chevron, the Pacific drilling
was able to access dual-gradient drilling technology. This
technology helped the Pacific drill overcome the narrow pore
pressure fracture gradient margins by using fewer casing strings
to drill larger and deeper holes. The collaboration with Chevron
helped the Pacific drilling to build up its reputation. The good
reputation built up by Pacific drilling with Chevron helped it
get new customers such as Total and Petrobras. The
collaboration also helped the Pacific drilling to have in place an
improved and refined operations and management system.
Through working with Chevron, Pacific drilling realized the
importance of innovation and technological leadership. The
DGD technology that they learned through collaboration with
Chevron helped the pacific improve its drilling speed, improve
its storage, and more processing capability while reducing the
safety risks associated with drilling. The collaboration between
the Pacific drilling and Chevron enabled Pacific drilling to
implement its company management system from the start from
the beginning.
Pacific Drilling faced some challenges. One of the challenges
faced was the market challenges. The rapid growth in the
production of shale oil and the decrease in global energy
demand, affected Pacific drilling negatively. The company lost
its contracts with the producers as the producers decided to
terminate the contracts because of a decrease in their oil
products and low prices for the same oil. The Pacific drilling
also experienced technological challenges as more developed
drillers had a plan to beat the Pacific drilling by 2017. The
other challenge that was faced by the Pacific was the global oil
prices. As the global oil prices went down, some of the peer
companies in the drilling industry were willing to bid prices

lower than the market prices. This was done by them so that
they may win the contracts with producers.
References
Dowell, J. D. (2010, January). Deploying the world's first
commercial dual gradient drilling system. In SPE Deepwater
Drilling and Completions Conference. Society of Petroleum
Engineers.
Haj, A. M. (2012). Dual gradient drilling and use of the
AUSMV scheme for investigating the system's
dynamics (Master's thesis, University of Stavanger, Norway).
Kozicz, J. R. (2006, January). Integrating emerging drilling
methods from floating drilling rigs-enabling drilling solutions
for the future. In IADC/SPE Drilling Conference. Society of
Petroleum Engineers.
Stave, R. (2014, May). Implementation of dual gradient drilling.
In Offshore Technology Conference. Offshore Technology
Conference.
Stave, R., Fossli, B., Endresen, C., Rezk, R. H., Tingvoll, G. I.,
& Thorkildsen, M. (2014, February). Exploration drilling with
riserless dual gradient technology in arctic waters. In OTC
Arctic Technology Conference. Offshore Technology
Conference.

Ziegler, R., Sabri, M. S., Idris, M. R., Malt, R., & Stave, R.
(2013, September). First Successful Commercial Application of
Dual Gradient Drilling in Ultra-Deepwater GOM. In SPE
Annual Technical Conference and Exhibition. OnePetro.
1
5
CEO’s Analysis
Yuanqing Wang
BUS 525
02/14/2021
Question 1
The CEO is the highest-ranking executive officer in any
company and the major primary goals include making major
corporate decisions, acting as the main point of communication,
and managing the overall operations as well as resources. Every

company has different roles for its CEO and this depends on the
size, culture, and corporate structure being used. CEOs in large
companies deal with very high-level strategic decisions while in
smaller organizations CEOs are involved in the day-to-day
functions. CEOs can set the tone, vision, and even the culture of
the organization at some time. CEOs of large companies that are
known around the world get to become famous because of the
frequent dealings with the public (Hitt, Ireland & Hoskisson,
2017)
The CEO’s job may be complex because they are the main
decision-makers in the organization and this means that making
poor decisions may result in poor performance in the
organization. Being involved in a variety of tasks like the
execution of global strategies, innovating new products, and
restructuring of products and brands can make their work to be
complex. Besides, the fact that as a CEO you have to interact
with many individuals in the organization also creates a
difficult moment in most of the times. Some of the
organizational members may be reluctant to perform their duties
and this means that in case of organizational failure, the burden
falls under the CEO who has to explain the same. The CEO
must also have the right information about market trends and
competition as well as understanding the various markets and
make decisions that will promote the overall success of the
company. In this case, Cook’s decision of innovation that is
valued in the marketplace might be a complex action to
undertake. Besides, Cook had to adjust some of the strategies
used by Job and this was not an easy task for him (Cortes &
Herrmann, 2020).
Question 2
In many scenarios organizations are faced with the dilemma of
using internal or external labor market. Organizations that
prefer hiring from the internal labor market tend to make hiring
decisions with long term effects and have the idea of employees
staying in the company for a long period. These organizations
are interested in hiring from within to reward the employees.

Theorists have always argued that the internal labor market
would be advantageous to companies because it would allow
workers in developing a highly motivated and specialized
workforce. (Kang & Lee, 2017).Managers can create great
efficiency through the reduction of the dependency on the
external labor market. This independence helps in reducing the
need for information about future external labor markets. In this
case, using the internal managerial labor market is the best
approach to follow when it comes to replacing Steve Jobs.
I would support this by saying that having a CEO who has been
part of the company is very beneficial to the company because
he understands so much about the company and how it operates.
An internally acquired CEO will also be in a position to make
viable decisions since they have had much experience with the
organization. Having this strategy is also important since it will
reduce employee turnover and it will be easy for the new CEO
to work with the other employees since he is not new to them as
compared to external hiring (Liang, Wang & Zhang, 2019).
Although some argue that internal labor markets may prevent
potential employees from entering into the organization, it is
difficult to compare replacing a top CEO internally and getting
one from external labor markets as employees recruited
internally have a high capacity of performing better as
compared to those from the external labor markets.
Question 3
The type of culture an organization decides to employ or use in
its functions and processes has either positive impacts or
negative ones. Organizational culture helps an organization in
developing from one level to another. The culture in Apple
Company under the leadership of Steve Job is very different
from that experienced under Tim Cook. Job’s leadership style
was considered to many as ruthless and quite impulsive and
maniacal when it came to developing new products and making
sure that high quality desired in the market were produced. On
the other hand, Tom Cook's skills and knowledge do not make
him qualify as an expert in product development, marketing,

and design. In this case, Cook delegates those duties but remain
as the overall leader and decision-maker in the organization.
Cook also finds it important to hire other top managers with
talent but who will fit in the Apple's culture. Besides, Cook
considers less emotional approach than Steve Jobs. He
encourages the team to manage their different functional areas
and stresses the need to take a long-run perspective (Porter &
Nohria, 2018).
Cook created a culture of being kinder and gentle as compared
to Jobs who was too aggressive and tough and focused on
fighting for the company to become the best technology
company in the world. It is also noticeable that Cook brought a
culture of employees being recognized compared to Job's
concentration of only creating great products. This case shows
that a leader should be concerned about the culture of the
organization and be able to find which culture fits his
organization and if the impacts that are going to be created are
positive. One of the innovations created by Cook was the Apple
watch which was received well in the market and resulted to
demand being greater than supply (Al Khajeh, 2018).
Question 4
I would say that Tim Cook is a good CEO as per this case study.
The way he manages the organization is highly exemplary and
this translates to the success that is evident. For instance, Cook
shares the limelight with the leadership team while on the other
hand Jobs kept the light to himself. Cook is referred to as a
good leader who builds a good and effective team around him.
He is also leading the company to be more of a philanthropic
company than it used to be in the past. Team Cook is therefore a
strategic leader and this is shown by his ability to handle and
empowering others to create a strategic change where necessary.
Strategic leaders are also effective in decision making and have
the ability to influence human behavior often.
Besides, strategic leaders create and support the context of the
environment through which the organizations stakeholders can
be able to perform at peak efficiency. Additionally, a strategic

leader is involved with a large number of different tasks all of
which relate to the effective use of a strategic management
process. Tom Cook, therefore, stands out as a good leader and
his leadership style can take the company to greater levels and
help it develop more. With his leadership qualities, he is able to
take the company to greater levels of growth and profit
maximization.
References
Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2017). Strategic
Management Competitiveness & Globalization: Concepts and
Cases 12e. Bostom: Cengage Learning.
Cortes, A. F., & Herrmann, P. (2020). Strategic Leadership of
Innovation: A Framework for Future Research. International
Journal of Management Reviews
Porter, M. E., & Nohria, N. (2018). How CEOs manage time.
Harvard Business Review, 96(4), 42-51.
Al Khajeh, E. H. (2018). Impact of leadership styles on
organizational performance. Journal of Human Resources
Management Research, 2018, 1-10.
Gandolfi, F., & Stone, S. (2018). Leadership, leadership styles,
and servant leadership. Journal of Management Research, 18(4),
261-269.
Kang, S., & Lee, J. Y. (2017). Internal Labor Markets and Firm
Innovation. Seoul Journal of Business, 23.
Liang, J., Wang, X., & Zhang, H. (2019). Promotions in the
internal labor market: New evidence from China. China
Economic Review, 57, 101332
6

Starbucks Analysis
Yuanqing Wang
BUS 525
01/17/2021
Introduction
Starbucks Corporation is an American global chain of roastery
and coffeehouse reserves located in Seattle, Washington. It is
the biggest coffeehouse chain globally and operates in more
than 30,000 locations in more than seventy countries. Starbucks
was founded in 1971 by Gordon Bowker, Zev Siegl, and Jerry
Baldwin, and the current CEO is Kevin Johnson (Sakal, 2018).
Its products range from smoothies, tea, coffee beverages,
backed products to sandwiches. Starbucks is a globally
recognized brand and has entered the major markets, therefore,
contributing to its industrial position. The paper, therefore,
seeks to analyze Starbucks Corporation.
The competitive advantages that Starbucks seeks to establish
and the main challenges it faces as it tries to maintain those
advantages.
One of the primary competitive advantages that Starbucks seeks
to establish and maintain is a strong brand image. It is the
corporation's most prominent competitive advantage that helps
it gain competition over the rivals and be the leading company
in the industry. Starbucks possesses its current position in the
industry due to its loyal customers and high customer base as a
result of its strong brand image (Morgan & Bancorp, n.d).
Therefore, it seeks to establish and maintain its strong image to
occupy a sustainable position in the industry.
Building or maintaining a strong brand image requires effort,
resources, and time. One of Starbucks's challenges to maintain
its brand image is building a loyal and broad customer base. It
continuously invests heavily in innovation to develop high

quality and differentiated products to satisfy and keep its
customers. Starbucks also invests in research to determine the
changes in customers' experience and preferences and adjust
accordingly to create a high satisfaction level.
The second competitive advantage that Starbucks seeks to
establish and maintain is superior customer service. Starbucks
seeks to provide a connected customer experience mainly to
build and maintain long term relationship with its customers.
More than delivering coffee, the company offers a "Starbucks
Experience" that makes customers feel at home; therefore,
building strong emotional attachment (Morgan & Bancorp, n.d).
The company believes that employees are a primary factor in
maintaining superior customer services; therefore, it offers
multiple benefits to initiate satisfaction.
One of Starbucks's primary challenges based on maintaining
superior customer service is understanding customers'
expectations and exceeding them. Starbucks operates in many
locations globally, and each has different customers. Studying
every customer in each area, determining their needs and
expectation, and surpassing them requires extensive effort,
time, and resources.
Starbucks Capabilities and whether any of them is considered as
a core competence.
Starbucks possesses various capabilities; one of them is
substantial brand equity. It is an advantage that differentiates a
brand from the other and essential in attaining a competitive
advantage. Starbuck is a customer-centric brand and has gained
high customer trust (Mayer, 2018). The high customer focus is
the reason for the substantial brand equity, resulting in high
demand and customer loyalty.
The second capability is the extensive global presence.
Starbucks has more than 30,000 stores in more than 70
countries. The extensive worldwide presence contributes to its
high revenues and customer base, which gives it an advantage
over rivals. It has more and big stores in America, the Middle
East, and Asia, which targets many audiences.

Besides, Starbucks’ other capability is superior customer
service. It is a customer-centric brand and therefore seeks to
offer outstanding customer service. Starbucks provides a high
customer experience to build long-term customer relations,
retain more customers, and build strong loyalty. Customer
service is one of the essential methods that Starbucks uses to
market its brand. Besides empowering customers, Starbuck also
offers training and other benefits to employees to provide the
best customer experience.
The final capability is high customer loyalty. Starbucks invests
extensively to obtain customer loyalty as it contributes to
increased profitability and competitive advantage. Increased
customer loyalty relates to its customer-centric strategy, high
quality, and customer service.
Three of the above-discussed capabilities are considered
key competencies of Starbucks. One of them is substantial
global brand equity as it contributes to its success and
competitive position. Starbucks has been a successful company
because of its customer-centric strategy and high customer trust
(Sakal, 2018). Secondly is superior customer service. Starbucks
offers high customer service and thrives on building long-
lasting relationships with them. The "Starbucks Experience"
initiates customers to have an inseparable attachment with the
company due to their potential to exceed their expectations.
The final capability considered as a critical competence is high
customer loyalty. Starbucks focuses extensively on customers as
it believes it is the primary factor to gain competitive advantage
(Mayer, 2018). The high customer loyalty reduces the chances
of customers switching to the rivals' products, giving Starbucks
an added advantage.
Recommendation on the actions Starbucks can take to attain its
mission
Starbucks' mission "to inspire and nature the human spirit-
one person, one cup and one neighborhood at a time" mainly
reflects what the company does to maintain the business. It
captures employees, customers and the surrounding (Hess, n.d).

One of the action that Starbucks can take to reach this mission
is to increase its investment in customers by conducting
customers' research to determine their change in preferences
and expectations. It can also extensively involve customers in
their production and innovation by considering their experience
in every product.
Starbucks can also enhance its organizational culture to
include aspects like togetherness, hospitality, rapport, and
superior service to reach its mission. Besides, since it already
offers benefits and training to employees, it can increase their
involvement in the decision making process by seeking their
opinions on the necessary changes the organization can make to
attain the mission.
Whether Kevin Johnson, the CEO, is a strategic leader and
recommendations to him regarding strategic management
challenges he is facing.
A strategic leader has the potential to express an organization’s
strategic vision, motivate and persuade the team to obtain it. A
strategic leader weighs different options and positions a
company for growth by taking action (Samimi et al., 2020).
Kevin Johnson is a strategic leader because since being
appointed the CEO, he has taken active roles and has been a
driver towards the company's success. He is vision-oriented and
involves all the team in the achievement of the organization's
objectives. Besides, he has excellent people skills, has a deep
concern for employees, and often open to making changes in the
organization to attain success and stability (Gino, Coffman &
Huizinga, 2019).
One of the recommendations to the CEO is that he should
make the organization's strategic goals and objectives know to
all the employees and involve them more in the organization's
operations and practices. Secondly, he should increase the
monitoring and control level in the organization to ensure that
all functions are accomplished on time and in the manner
needed.
Conclusion

In conclusion, Starbucks Corporation is the global largest coffee
house chain. It has substantial brand equity globally and serves
more than 70 countries. The two primary competitive
advantages that Starbucks seeks to establish are a strong brand
image and superior customer service as they contribute
extensively to its success. Starbucks' capabilities include
substantial brand equity, customer loyalty, extensive global
presence, and outstanding customer service. Besides, it has a
strategic CEO who is vision-oriented and aims to achieve
success through employees' involvement.
References
Gino, F., Coffman, K. B., & Huizinga, J. (2019). Starbucks:
Reaffirming Commitment to the Third Place Ideal.
Hess, E. Starbucks Corporation (a).
Mayer, N. (2018). Starbucks Corporation.
Morgan, B. M. L. C. J., & Bancorp, M. S. U. Starbucks
Corporation.
Sakal, D. V. (2018). Company Analysis of Starbucks
Corporation.
Samimi, M., Cortes, A. F., Anderson, M. H., & Herrmann, P.
(2020). What is strategic leadership? Developing a framework
for future research. The Leadership Quarterly, 101353.

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