The document provides an overview of Starbucks' history, culture, operations, and employee programs. It discusses how Starbucks was founded in 1971 and has since expanded globally. It also summarizes Starbucks' focus on cultural diversity and inclusion, talent staffing and development, and community involvement through philanthropic initiatives. Starbucks aims to create an empowering work environment for employees while respecting local cultures as it continues to grow internationally.

1. Human Resource Management in Starbucks Group6: Lee, Sylvia Huang, Burzotta Julien Julien Cordel , Julie Vialle International HRM Prof. Bih-Shaw Jaw

2. Framework Company introduction : Lee Cultural Diversity: Sylvia Talent Staffing : Julien Burzotta Employee Training & Developing : Julien Cordel Starbucks in France : Julie Vialle June 1, 2011

3. June 1, 2011 Company introduction • Founded in 1971. • Coffee, tea, and spice store. • Named in honor of the first mate in Herman Melville ’ s Moby Dick.

4. Company History June 1, 2011 • 1982: Schultz enters as head of marketing • 1987: Jerry and Gordon sold Starbucks and Giornale acquired it making Howard Schultz the CEO and the name changed to Starbucks Corporation. • 1996: Starbucks and Dreyer's Grand Ice Cream, Inc. introduces Starbucks® Ice Cream and Ice Cream bars,making Starbucks the number one brand of coffee ice cream in the U.S. • Began selling bottled Frappuccino • 1998: Introduced a lighter and milder tasting line of coffee and Tiazzi, a mixture of tea, fruit juice, and ice. • Through Kraft Foods begins to extending the Starbucks brand into grocery stores

5. June 1, 2011 Company history 2004 • Began its in-store CD burning service, allowing customers to create personalized CDs at the Starbucks Hear Music • Through Tazo and Kraft Foods they began distributing Tazo super-premium teas in U.S. grocery stores. • Jim Beam Brands Co. agrees to develop and market Starbucks-branded coffee liqueur outside of Starbucks stores. • Through XM Satellite Radio, Starbucks offers a 24- hour "Starbucks Hear Music" channel. • Introduced a new Frappuccino, a light blended coffee beverage.

6. Founder & Chairman • Howard Schultz Kitchen appliance salesman • Hired by Starbucks in 1982 • Trip to Milan in 1983 • Left the company in 1985 • Bought the company in 1987 June 1, 2011

7. June 1, 2011 Howard’s ‘Objective’: To establish Starbucks as the most recognized and respected brand in the world. Mission Statement To establish Starbucks as the premier purveyor of the finest coffee in the world, while maintaining our uncompromising principles while we grow.

8. Corporate Culture June 1, 2011 Be Welcoming Be Genuine Be Considerate Be Involved Be Knowledgeable Just Say Yes !

9. Cultural Diversity June 1, 2011 Aside from extraordinary coffee, Starbucks has made a business out of human connections, community involvement and the celebration of cultures. Diversity = Inclusion + Equity + Accessibility Built On Great Global Partnership Respect for local Cultures

10. Starbucks in the Forbidden City June 1, 2011

11. Culture Dimension June 1, 2011 PDI: Power Distance Index IDV: Individualism MAS: Masculinity UAI: Uncertainty Avoidance Index LTO: Long-Term Orientation

12. Starbucks in Taiwan June 1, 2011 C offee C onnection C onvenience C ulture C hinese food and beverage

13. National Culture to Global vision June 1, 2011 Globalization and growth does not dilute the company’s own culture, and the common goal of the company’s leadership is to act like a small company. Starbucks is dedicated to creating a work place that values and respect people from diverse backgrounds, and enables its employees to do their best work .

14. Talent Staffing Recession of 2009: Starbucks closed over 30.000 stores CEO Howard Schultz cut his salary to less than $10.000 a year down from $1.2 million Despite these slowdown, Starbucks continues to call employees “ partners ” and offers a dynamic place to work. As a result, the company had more than 150.000 people apply for jobs last year a sure indication that the company ’ s ability to cultivate talented leaders is as strong as ever. For understand better, why such a success? We need to go into the details. June 1, 2011

15. Top Management team In 1990, Starbucks under the direction of the four key executives, Howard Schultz , Dave Olsen , Howard Behar , and Orin Smith drafted its first mission statement, and the number one was to “ provide a great work environment and treat each other with respect and dignity. ” As the company grew, additional executives were added in marketing, human resources, finance, store supervision… Leadership development is a core element of the business process at Starbucks, which ensure that the organizational culture of the company is maintained with every CEO successor. June 1, 2011

16. Responsible: Ethical, Local, Global Community: Community Service Youth Actions STARBUCKS Red Starbuck Foundation Ethos Water Fund Ethical Sourcing : Coffee Farmer support Tea Cocoa Store products Environment Recycling Energy Water Green building Climate change Diversity Suppliers Wellness Offer low fat, calories, and Sodium products . June 1, 2011

17. Working at Starbucks Be a Partner : Competitive Pay Insurance: medical, dental, life… Bonuses Paid time off Retirement saving plan Stock option and discounted stock purchase plan Emergency financial aid A free pound of coffee each weeks Retail positions: Baristas Shift Supervisors June 1, 2011 Management position: Assistant store manager Store manager District manager Regional Director Professional Services Careers: Engineering Finance Legal Marketing Operations Quality Communications Call Center

18. Work for Starbucks it also mean be on the Diversity Human Rights Campaign's (HRC) Corporate Equality Index rating – Starbucks Coffee Company earned a 100% rating for the 4th consecutive year They support the National Council of La Raza, lideres (young leaders) program. A number of awards : Black Enterprise magazine has ranked Starbuck among the “ 40 Best Companies for Diversity ” in the country, “ 15 Best in Senior Management Diversity ” and “ 15 Best in Corporate Board Diversity. ” Fortune magazine has ranked the company among the “100 Best Companies to Work For” list and in addition is included on a list of the best places to work for LGBT (lesbian, gay, bisexual, and transgender) equality. June 1, 2011

19. Employee Training June 1, 2011 Every partner/barista hired for a retail job in a Starbucks store received at least 24 hours training in the first two to four weeks. Every employee has to master the “ Star Skills ” More classes for management trainees Starbucks wants to make every employee a part of a worldwide family and in order to do so, to make them aware of the challenges of the company.

20. Employee Developing June 1, 2011 Competitors can replicate the products Starbucks serves, but competitors can ’ t replicate the Starbucks people serving their products to customers. Your special blend : Competitive pay, Bonuses, Paid time off Insurance: medical, prescription drug, dental, vision, life, disability Retirement savings plan Stock options and discounted stock purchase plan Domestic partner benefits, Referral and support resources for child and eldercare Emergency financial aid

21. Employee Developing June 1, 2011 Support, Inspire, Connect Partner clubs and networks that help its employees share interests and find work/life balance. They provide : Thrive Wellness Program Elite Athlete Assistance Program Internal recognition programs Career sabbaticals Discounted merchandise at Starbucks and other retailers But… uncompetitive pay and lack of balances between duties and pay.

22. Employee Developing October 3, 2006 Learning & Development Starbucks Experience – To learn about the origins of Starbucks, and its corporate culture. Core 1 & 2 – To learn the technical skills to be a successful Barista Supervisor Programme – For those who want to have a leadership role. Retail Manager in Training – To set partners up for success in running their own Starbucks store District Manager Training – To broaden the knowledge of a population Plus - A wide range of management development opportunities, including topics such as leadership, coaching and influencing

23. Respect for local cultures Chairman Howard Schultz « We remain highly respectful of the cultures and traditions of the countries in which we do business. We recognize that our business is not an entitlement, and we must continue to earn the trust and respect of customers every day » June 1, 2011 Cultural Diversity FRANCE

24. Starbucks in France General overview 1rst store in 2004 with JV Grupo Vips (Spain) Internal survey 2004: over 75% were French Big issue : initial lack of acceptance from France ’ s historic cafe culture France ’ s strategy : From core assortments to full assortments No recipe change, only the name of drink size June 1, 2011

25. Starbucks in France Why France ? France was a key target location – French appreciate good food and have a ‘ distinct coffee culture ’ Very important market and a growing potential June 1, 2011

26. Starbucks in France Starbucks ’ staff in France Starbucks ’ main values: 1.Provide a great work environment 2. Embrase diversity 3. Apply the highest standards of excellence 4. Develop enthusiastically satisfied customers Staff in France needs to adhere to the values. Starbucks uses group interviews to identidy team players To instill the company spirit, all mamangers work in the stores one day a year to find what the work is really like

27. Starbucks in France Constraints in France The slowness of the administration (authorization required to open store) Number of documents + time frame = delays in store opening The difficulty of HR process 35 hour working week, 6 working days a week, higher minimum wage, The “ specificity ” or “ exception of the French in terms tastes June 1, 2011

28. Starbucks in France Adaptation to France Little adaptation in its management system: Get a local adaptation to the law and tools Place a safeguard from Starbucks within the JV for 3 years All the remaining aspects were identical to international development: (recruitment, compensation, workface planning, motivation, training…)

29. The opening of a very trendy design Starbucks in the Carrousel of the Louvre, France Continuity of innovations in the coffee business ex: Starbucks VIA Managing cultural diversity Oncreasing penetration across countries ex: China Entering in growing economies such as India June 1, 2011 Recent news and future oppotunities

30. Reference 2006. Starbucks taps into Taiwan coffee culture with new RTD offer. Media: Asia's Media & Marketing Newspaper : 11-11. Davis, R. 2008. The people vs Starbucks. New Internationalist (410): 21-23. Han, G. & Zhang, A. 2009. Starbucks is forbidden in the Forbidden City: Blog, circuit of culture and informal public relations campaign in China. Public Relations Review , 35(4): 395-401. Hoppe, M. H. 2004. Introduction: Greet Hofstede’s culture’s consequences: International differences in work-related values,An interview with Greet Hofstede, Academy of management Executive , 18(1), 73-79 Izberk-Bilgin, E. 2008. When Starbucks Meets Turkish Coffee: Cultural Imperialism and Islamism as 'Other' Discourses of Consumer Resistance. Advances in Consumer Research - North American Conference Proceedings , 35: 808-809. Jennifer Weiner, T. P. I. Seattle-Based Starbucks Launches Arts, Culture Magazine. Keaten, J. 2003. Starbucks to break into France‘s cafe culture with first Paris store. Marketing News , 37(22): 48-48. June 1, 2011

31. June 1, 2011 Reference Klein, D. S. 2010. Brewing up a turnaround: HOW HOWARD SCHULTZ REVAMPED STARBUCKS. Smart Business Tampa Bay , 4(8): 10-10. Marahão, C. & de Pádua Carrieri, A. 2007. Tribal Knowledge: Business Wisdom Brewed from the Grounds of Starbucks Corporate Culture. Corporate Reputation Review , 10(3): 213-215. Schneider, S., & Barsoux, J, 1997, Cultural and organization Managing Across Cultures, London, Prentice-Hall Pellet, L. 2010. Shaping Corporate Culture of the Future: Companies that Inspire and Understand How Cultural Fit is the Path to Profits, Passion, and Purpose. Journal of Corporate Recruiting Leadership , 5(6): 16-22. Joseph Michelli , 2006.The Starbucks Experience: 5 Principles for Turning Ordinary , McGraw-Hill 陳穎 . 星巴克品牌形象與消費者生活型態之自我一致性研究 . 國立臺北教育大學 , 台北市 . 蘇修賢 . 2007. 以系統思考探討組織文化中價值體系所造成之成長限制：以統一星巴克股份有限公司為例 . 國立中山大學 , 高雄市 .

32. Thanks for paying attention! June 1, 2011