Starbucks had a very successful fiscal year in 1999, opening 625 new stores globally, the most in company history. They expanded internationally, opening stores in new markets like New Zealand, Beijing, Malaysia, South Korea, and Kuwait. Domestically, they saw strong sales and growth opportunities from new products and expanding their lunch programs to new cities. Looking ahead, Starbucks aims to strengthen their brand globally and explore new distribution channels and complementary products to engage more customers.
The letter summarizes Starbucks' financial performance in fiscal year 2000. It saw record revenues of $2.2 billion, with 9% comparable store sales growth. It exceeded its store opening targets, opening 1,035 new stores globally including 778 in North America. It expanded internationally, entering new markets in Europe, Asia, and the Middle East. It grew its Tazo tea and Hear Music brands. Looking ahead, Starbucks believes it can have over 20,000 stores worldwide, seeing significant untapped potential for future growth.
Mamie's Pies started when founder Kara Romanik began making her family's pie recipes to fundraise for her daughter's school. She took the seasonal pie business and created individually packaged "pocket pies" that could be enjoyed anytime. The pocket pies were a success and were named one of Oprah's favorites. Mamie's Pies has since expanded into over 800 grocery stores nationwide. The company is currently raising capital through an equity crowdfunding campaign to further grow marketing, expand retail presence, and hire additional operations staff.
Lady Lee Corporation is a large Honduran conglomerate with diverse business units including retail stores, food franchises, and real estate. It operates various retail brands like Lady Lee, Lady Lee Express, Forever 21, as well as food franchises like Wendy's. The corporation has a real estate division that develops and operates shopping malls across Honduras. Lady Lee Corporation directly employs over 2,500 people and supports over 15,000 indirect jobs in Honduras. It aims to be a leader in its industries and promote economic development through its diverse business operations.
Snapple's brand identity and popularity had diminished over the years due to inconsistent branding messages, a cluttered label design, and lack of advertising presence. While consumers still enjoyed Snapple's flavors and bottle design, the brand was no longer top of mind. The document outlines a campaign to reintroduce Snapple by refreshing consumers' minds with a cohesive brand identity and refreshing their mouths with the flavors, in order to make Snapple a memorable brand again.
Capitol Media is proposing a media campaign plan for Quack's Bakery to help with their expansion to Omaha, Nebraska. The 44-week campaign aims to generate 500 weekly visitors and 800 social media fans within 8 months. The $52,000 budget will target "Foodies" ages 25-54 in specific Omaha zip codes making $50,000-$99,000 annually. Competitors in the Old Market district include Bliss Old Market Bakery next door and Culprit Cafe a few minutes away. Research found Omaha residents interested in new food and the area attracts visitors.
12 hot business lessons from starbucks ceo howard schultzzubeditufail
Starbucks has experienced phenomenal growth from 425 stores in 1994 to over 21,000 stores globally today. The document outlines 12 key lessons that can be learned from Starbucks' success, including having a clear mission to inspire customers, knowing customers and employees, being innovative while staying true to roots, embracing social media, ensuring consistency, fitting into local environments, and having strong leadership.
Harrison's Landing is a business in Corpus Christi, TX that provides tours, sailing, shopping, food, bars and entertainment. It is proposing a redesign of its website to expand its audience to young adults while keeping existing older customers. The summary compares Harrison's Landing to 5 local competitors on various aspects of their websites and brands to help inform the redesign. It then outlines target audiences, proposed site design elements, a rebranding concept, and content flow for the new website.
The letter summarizes Starbucks' financial performance in fiscal year 2000. It saw record revenues of $2.2 billion, with 9% comparable store sales growth. It exceeded its store opening targets, opening 1,035 new stores globally including 778 in North America. It expanded internationally, entering new markets in Europe, Asia, and the Middle East. It grew its Tazo tea and Hear Music brands. Looking ahead, Starbucks believes it can have over 20,000 stores worldwide, seeing significant untapped potential for future growth.
Mamie's Pies started when founder Kara Romanik began making her family's pie recipes to fundraise for her daughter's school. She took the seasonal pie business and created individually packaged "pocket pies" that could be enjoyed anytime. The pocket pies were a success and were named one of Oprah's favorites. Mamie's Pies has since expanded into over 800 grocery stores nationwide. The company is currently raising capital through an equity crowdfunding campaign to further grow marketing, expand retail presence, and hire additional operations staff.
Lady Lee Corporation is a large Honduran conglomerate with diverse business units including retail stores, food franchises, and real estate. It operates various retail brands like Lady Lee, Lady Lee Express, Forever 21, as well as food franchises like Wendy's. The corporation has a real estate division that develops and operates shopping malls across Honduras. Lady Lee Corporation directly employs over 2,500 people and supports over 15,000 indirect jobs in Honduras. It aims to be a leader in its industries and promote economic development through its diverse business operations.
Snapple's brand identity and popularity had diminished over the years due to inconsistent branding messages, a cluttered label design, and lack of advertising presence. While consumers still enjoyed Snapple's flavors and bottle design, the brand was no longer top of mind. The document outlines a campaign to reintroduce Snapple by refreshing consumers' minds with a cohesive brand identity and refreshing their mouths with the flavors, in order to make Snapple a memorable brand again.
Capitol Media is proposing a media campaign plan for Quack's Bakery to help with their expansion to Omaha, Nebraska. The 44-week campaign aims to generate 500 weekly visitors and 800 social media fans within 8 months. The $52,000 budget will target "Foodies" ages 25-54 in specific Omaha zip codes making $50,000-$99,000 annually. Competitors in the Old Market district include Bliss Old Market Bakery next door and Culprit Cafe a few minutes away. Research found Omaha residents interested in new food and the area attracts visitors.
12 hot business lessons from starbucks ceo howard schultzzubeditufail
Starbucks has experienced phenomenal growth from 425 stores in 1994 to over 21,000 stores globally today. The document outlines 12 key lessons that can be learned from Starbucks' success, including having a clear mission to inspire customers, knowing customers and employees, being innovative while staying true to roots, embracing social media, ensuring consistency, fitting into local environments, and having strong leadership.
Harrison's Landing is a business in Corpus Christi, TX that provides tours, sailing, shopping, food, bars and entertainment. It is proposing a redesign of its website to expand its audience to young adults while keeping existing older customers. The summary compares Harrison's Landing to 5 local competitors on various aspects of their websites and brands to help inform the redesign. It then outlines target audiences, proposed site design elements, a rebranding concept, and content flow for the new website.
Carte D'Or is a frozen dessert brand that aims to increase its market share and brand favorability. It has an iconic heritage of crafting high-quality desserts. However, it faces challenges from price sensitivity and increased competition. STAMMP proposes a strategy to position Carte D'Or as a tool that allows creative home cooks and "original foodies" to easily prepare delicious desserts for friends and family, despite not being experts. This will be done by communicating Carte D'Or's dedication to quality ingredients and endless possibilities for flavors.
It is known for its good quality, pleasant service, and free Wi-Fi. The brand has customer loyalty which is rewarded through different rewards programs and ways to make the experience easier and quicker for those in a hurry. Its many locations are picked to be easily spotted by many people; which is also the reason many people choose Starbucks to meet with friends and colleagues. Because of its brand, Starbucks has an advantage over its competition. People know what to expect, it is easily recognizable and fits a variety of needs, like getting a bite to eat or having a quiet place to work. Due to its high customer loyalty, its sales keep growing and they keep expanding their number of stores and locations like their recent opening of a store in Panama
This document provides a business plan for Generations Coffee, a coffee shop being opened by six co-owners. It begins with an executive summary and introduction describing the vision for a coffee shop that brings generations together. It then provides details on the company background, industry analysis, regulations, competition in the local area, and a SWOT analysis. Some of the key points include:
- The company aims to offer fresh, high-quality coffee while providing a welcoming atmosphere for people of all generations.
- It will be located in Pine Bluff, Arkansas, an underserved market with few direct coffee shop competitors.
- Regulations and licenses for opening a food business in Arkansas are outlined.
- Nearby competitors include Dunk
1. Innocent Smoothies was facing declining sales as its original target audience aged and it struggled to attract younger millennials. It had relied on product-focused advertising but needed a new approach to reconnect with its purpose and values.
2. The company rediscovered that it had been founded with a social mission to leave the world better and had donated 10% of profits to charity since inception. A new campaign was developed to reposition the brand as one that "tastes good and does good" to highlight this deeper purpose.
3. The campaign told stories of real people helped by Innocent's charity partners to bring its mission to life for consumers and help reverse declining brand measures, especially among millennials
T&C Surf Designs started in 1971 as a small surf shop in Hawaii representing local surf culture. It has since grown to over 150 locations worldwide while maintaining its focus on high quality products and customer service representing Hawaiian surf lifestyle. However, it now faces competition from brands like Hawaiian Island Creations and needs to focus more on what makes its brand uniquely representative of local culture and trends in Hawaii.
My Miny Me is a boutique that sells high-fashion children's clothing and accessories. It is proposing to open a store in Greenbelt, Maryland. The store will target mothers who want their daughters to wear runway fashions and cultivate their taste. The proposed location has good foot traffic and nearby demographics of professionals and families with income averaging $82,000. The store will focus on limited inventory of select designer brands to channel trends and offer private shopping and birthday party experiences.
Starbucks began in 1971 as a small coffee shop in Seattle owned by three partners. In the 1980s, the company expanded and was sold to new investors. By the late 1980s, Starbucks had over 4,000 stores across North America. As the US market became saturated, Starbucks looked to expand globally. However, entering new international markets presented both controllable and uncontrollable challenges related to price, product, promotion, and local economic, competitive, cultural, and political forces. To improve profitability and manage risks, Starbucks could diversify products, enhance the in-store experience, improve employee satisfaction, and refine its global expansion strategy. In Japan specifically, Starbucks may consider reducing prices or increasing employee benefits to better adapt to
1) Charles & Colvard introduced its new Forever Brilliant moissanite brand which is whiter, brighter, and more appealing to customers.
2) In 2011, the company increased revenues by 26% and gross profits exceeded 59% while investing in new initiatives like its e-commerce website Moissanite.com and home party brand Lulu Avenue.
3) The company believes innovation will drive long-term growth and its new Forever Brilliant moissanite gemstone, which is whiter than previous versions, opens opportunities in new markets like Asia.
The document discusses strategies for reimagining the Borders bookstore brand to better connect with local communities and customize its offerings. It suggests that Borders should [1] focus on curating selections based on local customer interests and feedback rather than national standards, [2] increase community events and sponsorships to become more engaged locally, and [3] train employees to act as liaisons between customers and management to continually adapt the store to customer needs. The goal is for Borders to become known as the only bookstore that truly reflects the unique interests of its local community.
Lola and Lexi is a business plan for a specialty shoe store that will cater to women with foot issues like large, wide, or narrow feet. The store will be located in Palo Alto, CA and will offer high-quality, fashionable shoes in hard-to-find sizes along with excellent customer service. Market research shows there is demand for this type of store as many women struggle to find shoes that fit properly. The goals are to provide a positive shopping experience and increase loyal customers by 30% annually. The owners, Lola and Lexi, both have foot issues and want to create a store that serves women like them.
This document summarizes the key findings from a year-long social media campaign called #365Daysofgood that highlighted examples of brands doing good. Some of the top trends they identified include: brands taking action to solve problems rather than just talk about issues; allowing customers to choose which causes they support; focusing on smaller, brand-relevant issues rather than vague promises; prioritizing local communities and grassroots organizations; and repositioning corporate social responsibility efforts to engage younger generations who expect companies to consider social and environmental impacts. The document advocates that marketers can anticipate greater support for purpose-driven marketing from corporate boards and customers in the coming years.
CANDY Growth Opportunities Middle East June 2014 by Val Misra @ KRAFT:MondelezVal Misra, MBA
Wael, thanks for taking the time to chat with me today. Can you tell me a bit about your candy preferences?
Wael: Sure, no problem. I really like Halls Cherry because it freshens my breath and gives me a nice sweet taste. I chew it after meals or when I'm out with friends. It's become a habit for me now.
Learn why ASD Market Week is the most comprehensive B2B trade show in the US! Our Post Show Report from March 2016 outlines how you can reach new buyers and find new markets at ASD.
Zag is a company with 499 stores worldwide that sells local products and listens to customer wants. It aims to be a local headquarters that provides an authentic shopping experience through community engagement, local goods, and entertainment. However, Zag recognizes it is not yet number one due to poor execution and being in a saturated market, so it wants to improve by better listening to customers, stocking more local products, and offering in-store activities and events to become the top store.
This document provides a marketing plan and campaign for Silver Sweeper Co. created by QLR Advertising. The campaign, called "We're Here for You", aims to increase brand awareness, target younger social media users, and establish Silver Sweeper Co. as reliable for vacuum needs. Key elements include radio ads on 94.7 KTTS, a Facebook page and ads, a Twitter account, website refresh, and Craigslist ads. The 8-month plan details creative content, media schedule, and budget to reach goals of increased sales, online following, and customer loyalty.
DTE Energy reported earnings of $186 million for the first quarter of 2004, up from $155 million in the first quarter of 2003. Operating earnings, which exclude non-recurring items, were $151 million, comparable to the $178 million reported in the first quarter of 2003. Earnings were impacted by warmer weather and increased uncollectable accounts at the company's gas distribution business. The company expects to receive rate relief in 2004 that will help improve earnings performance for the year.
The document outlines the charter of the Nominating and Corporate Governance Committee of Starbucks Corporation. It establishes that the committee is responsible for developing policies to properly constitute the board of directors and fulfill fiduciary obligations to shareholders. The charter defines the committee's composition, meeting procedures, authority, and responsibilities which include identifying and screening director candidates, appointing board committees, evaluating board performance, and reviewing corporate governance principles and board compensation.
DTE Energy reported second quarter 2001 operating earnings of $70 million compared to $108 million in the second quarter of 2000. While earnings were impacted by Michigan's electric restructuring legislation, the company remains on track to reach its projected full year earnings of $3.50 to $3.60 per share. The acquisition of MCN Energy was completed during the quarter, and earnings are expected to benefit in the second half of the year from the addition of MCN's gas operations and projected cost synergies from the merger. Several non-regulated businesses performed well during the quarter and are also expected to contribute to meeting the company's full year earnings projection.
This document provides an overview of Pepco Holdings' transmission and distribution business. It discusses plans to invest over $5 billion from 2007-2012 to upgrade aging infrastructure and improve reliability. A key project is the $1.05 billion Mid-Atlantic Power Pathway, a 230-mile 500kV transmission line from Northern Virginia to Southern New Jersey to be completed by 2013. The presentation outlines the project timeline, environmental stewardship efforts, and cost recovery approach through PJM and FERC. It also reviews the company's focus on replacing aging transmission equipment to further enhance reliability.
- Yellow Transportation and Roadway Express reported their operating statistics for the 2nd quarter and year-to-date June 30, 2004 compared to the same periods in 2003.
- Both companies saw increases in revenue, tonnage shipped, and revenue per hundredweight and shipment for their LTL (less than truckload) and TL (truckload) divisions across all periods.
- Yellow Transportation's total revenue increased 14.6% in the quarter and 13% year-to-date, while Roadway Express' revenue grew 3.5% and 2.3% respectively.
Liberty Tax Service celebrates its 10th anniversary in 2007. It has grown from 0 offices to over 2,000 offices and become the third largest tax preparation firm, beating both H&R Block and Jackson Hewitt in number of returns filed. Liberty attributes much of its success to its costumed wavers, Uncle Sam and Lady Liberty, who attract customers into Liberty offices. In 2007, Liberty implemented a new proprietary tax preparation software, expanded into online tax filing, and continued to gain recognition across the US for its growth and brand.
Carte D'Or is a frozen dessert brand that aims to increase its market share and brand favorability. It has an iconic heritage of crafting high-quality desserts. However, it faces challenges from price sensitivity and increased competition. STAMMP proposes a strategy to position Carte D'Or as a tool that allows creative home cooks and "original foodies" to easily prepare delicious desserts for friends and family, despite not being experts. This will be done by communicating Carte D'Or's dedication to quality ingredients and endless possibilities for flavors.
It is known for its good quality, pleasant service, and free Wi-Fi. The brand has customer loyalty which is rewarded through different rewards programs and ways to make the experience easier and quicker for those in a hurry. Its many locations are picked to be easily spotted by many people; which is also the reason many people choose Starbucks to meet with friends and colleagues. Because of its brand, Starbucks has an advantage over its competition. People know what to expect, it is easily recognizable and fits a variety of needs, like getting a bite to eat or having a quiet place to work. Due to its high customer loyalty, its sales keep growing and they keep expanding their number of stores and locations like their recent opening of a store in Panama
This document provides a business plan for Generations Coffee, a coffee shop being opened by six co-owners. It begins with an executive summary and introduction describing the vision for a coffee shop that brings generations together. It then provides details on the company background, industry analysis, regulations, competition in the local area, and a SWOT analysis. Some of the key points include:
- The company aims to offer fresh, high-quality coffee while providing a welcoming atmosphere for people of all generations.
- It will be located in Pine Bluff, Arkansas, an underserved market with few direct coffee shop competitors.
- Regulations and licenses for opening a food business in Arkansas are outlined.
- Nearby competitors include Dunk
1. Innocent Smoothies was facing declining sales as its original target audience aged and it struggled to attract younger millennials. It had relied on product-focused advertising but needed a new approach to reconnect with its purpose and values.
2. The company rediscovered that it had been founded with a social mission to leave the world better and had donated 10% of profits to charity since inception. A new campaign was developed to reposition the brand as one that "tastes good and does good" to highlight this deeper purpose.
3. The campaign told stories of real people helped by Innocent's charity partners to bring its mission to life for consumers and help reverse declining brand measures, especially among millennials
T&C Surf Designs started in 1971 as a small surf shop in Hawaii representing local surf culture. It has since grown to over 150 locations worldwide while maintaining its focus on high quality products and customer service representing Hawaiian surf lifestyle. However, it now faces competition from brands like Hawaiian Island Creations and needs to focus more on what makes its brand uniquely representative of local culture and trends in Hawaii.
My Miny Me is a boutique that sells high-fashion children's clothing and accessories. It is proposing to open a store in Greenbelt, Maryland. The store will target mothers who want their daughters to wear runway fashions and cultivate their taste. The proposed location has good foot traffic and nearby demographics of professionals and families with income averaging $82,000. The store will focus on limited inventory of select designer brands to channel trends and offer private shopping and birthday party experiences.
Starbucks began in 1971 as a small coffee shop in Seattle owned by three partners. In the 1980s, the company expanded and was sold to new investors. By the late 1980s, Starbucks had over 4,000 stores across North America. As the US market became saturated, Starbucks looked to expand globally. However, entering new international markets presented both controllable and uncontrollable challenges related to price, product, promotion, and local economic, competitive, cultural, and political forces. To improve profitability and manage risks, Starbucks could diversify products, enhance the in-store experience, improve employee satisfaction, and refine its global expansion strategy. In Japan specifically, Starbucks may consider reducing prices or increasing employee benefits to better adapt to
1) Charles & Colvard introduced its new Forever Brilliant moissanite brand which is whiter, brighter, and more appealing to customers.
2) In 2011, the company increased revenues by 26% and gross profits exceeded 59% while investing in new initiatives like its e-commerce website Moissanite.com and home party brand Lulu Avenue.
3) The company believes innovation will drive long-term growth and its new Forever Brilliant moissanite gemstone, which is whiter than previous versions, opens opportunities in new markets like Asia.
The document discusses strategies for reimagining the Borders bookstore brand to better connect with local communities and customize its offerings. It suggests that Borders should [1] focus on curating selections based on local customer interests and feedback rather than national standards, [2] increase community events and sponsorships to become more engaged locally, and [3] train employees to act as liaisons between customers and management to continually adapt the store to customer needs. The goal is for Borders to become known as the only bookstore that truly reflects the unique interests of its local community.
Lola and Lexi is a business plan for a specialty shoe store that will cater to women with foot issues like large, wide, or narrow feet. The store will be located in Palo Alto, CA and will offer high-quality, fashionable shoes in hard-to-find sizes along with excellent customer service. Market research shows there is demand for this type of store as many women struggle to find shoes that fit properly. The goals are to provide a positive shopping experience and increase loyal customers by 30% annually. The owners, Lola and Lexi, both have foot issues and want to create a store that serves women like them.
This document summarizes the key findings from a year-long social media campaign called #365Daysofgood that highlighted examples of brands doing good. Some of the top trends they identified include: brands taking action to solve problems rather than just talk about issues; allowing customers to choose which causes they support; focusing on smaller, brand-relevant issues rather than vague promises; prioritizing local communities and grassroots organizations; and repositioning corporate social responsibility efforts to engage younger generations who expect companies to consider social and environmental impacts. The document advocates that marketers can anticipate greater support for purpose-driven marketing from corporate boards and customers in the coming years.
CANDY Growth Opportunities Middle East June 2014 by Val Misra @ KRAFT:MondelezVal Misra, MBA
Wael, thanks for taking the time to chat with me today. Can you tell me a bit about your candy preferences?
Wael: Sure, no problem. I really like Halls Cherry because it freshens my breath and gives me a nice sweet taste. I chew it after meals or when I'm out with friends. It's become a habit for me now.
Learn why ASD Market Week is the most comprehensive B2B trade show in the US! Our Post Show Report from March 2016 outlines how you can reach new buyers and find new markets at ASD.
Zag is a company with 499 stores worldwide that sells local products and listens to customer wants. It aims to be a local headquarters that provides an authentic shopping experience through community engagement, local goods, and entertainment. However, Zag recognizes it is not yet number one due to poor execution and being in a saturated market, so it wants to improve by better listening to customers, stocking more local products, and offering in-store activities and events to become the top store.
This document provides a marketing plan and campaign for Silver Sweeper Co. created by QLR Advertising. The campaign, called "We're Here for You", aims to increase brand awareness, target younger social media users, and establish Silver Sweeper Co. as reliable for vacuum needs. Key elements include radio ads on 94.7 KTTS, a Facebook page and ads, a Twitter account, website refresh, and Craigslist ads. The 8-month plan details creative content, media schedule, and budget to reach goals of increased sales, online following, and customer loyalty.
DTE Energy reported earnings of $186 million for the first quarter of 2004, up from $155 million in the first quarter of 2003. Operating earnings, which exclude non-recurring items, were $151 million, comparable to the $178 million reported in the first quarter of 2003. Earnings were impacted by warmer weather and increased uncollectable accounts at the company's gas distribution business. The company expects to receive rate relief in 2004 that will help improve earnings performance for the year.
The document outlines the charter of the Nominating and Corporate Governance Committee of Starbucks Corporation. It establishes that the committee is responsible for developing policies to properly constitute the board of directors and fulfill fiduciary obligations to shareholders. The charter defines the committee's composition, meeting procedures, authority, and responsibilities which include identifying and screening director candidates, appointing board committees, evaluating board performance, and reviewing corporate governance principles and board compensation.
DTE Energy reported second quarter 2001 operating earnings of $70 million compared to $108 million in the second quarter of 2000. While earnings were impacted by Michigan's electric restructuring legislation, the company remains on track to reach its projected full year earnings of $3.50 to $3.60 per share. The acquisition of MCN Energy was completed during the quarter, and earnings are expected to benefit in the second half of the year from the addition of MCN's gas operations and projected cost synergies from the merger. Several non-regulated businesses performed well during the quarter and are also expected to contribute to meeting the company's full year earnings projection.
This document provides an overview of Pepco Holdings' transmission and distribution business. It discusses plans to invest over $5 billion from 2007-2012 to upgrade aging infrastructure and improve reliability. A key project is the $1.05 billion Mid-Atlantic Power Pathway, a 230-mile 500kV transmission line from Northern Virginia to Southern New Jersey to be completed by 2013. The presentation outlines the project timeline, environmental stewardship efforts, and cost recovery approach through PJM and FERC. It also reviews the company's focus on replacing aging transmission equipment to further enhance reliability.
- Yellow Transportation and Roadway Express reported their operating statistics for the 2nd quarter and year-to-date June 30, 2004 compared to the same periods in 2003.
- Both companies saw increases in revenue, tonnage shipped, and revenue per hundredweight and shipment for their LTL (less than truckload) and TL (truckload) divisions across all periods.
- Yellow Transportation's total revenue increased 14.6% in the quarter and 13% year-to-date, while Roadway Express' revenue grew 3.5% and 2.3% respectively.
Liberty Tax Service celebrates its 10th anniversary in 2007. It has grown from 0 offices to over 2,000 offices and become the third largest tax preparation firm, beating both H&R Block and Jackson Hewitt in number of returns filed. Liberty attributes much of its success to its costumed wavers, Uncle Sam and Lady Liberty, who attract customers into Liberty offices. In 2007, Liberty implemented a new proprietary tax preparation software, expanded into online tax filing, and continued to gain recognition across the US for its growth and brand.
Hawks have adaptations that allow them to fly, hunt prey, and live in high places. They have strong wings, hollow bones, hooked beaks to tear flesh, and sharp talons to kill prey, carry it, and grip surfaces. These adaptations are important because hawks often live on rooftops and in mountains.
The letter summarizes Starbucks' financial performance in fiscal year 2000. It saw record revenues of $2.2 billion, with 9% comparable store sales growth. It exceeded its store opening targets, opening 1,035 new stores globally including 778 in North America. It expanded internationally, entering new markets in Europe, Asia, and the Middle East. It grew its Tazo tea and Hear Music brands. Looking ahead, Starbucks believes it can have over 20,000 stores worldwide, seeing significantly more growth opportunities than previously estimated.
Starbucks Corporation released its 2012 Annual Report which highlighted record financial performance including $13.3 billion in global revenues, a 14% increase year-over-year. Operating income grew 16% to $2 billion with operating margin reaching 15%. Earnings per share increased 10% to $1.79. Starbucks remains committed to its coffee core while innovating through new products and channels. It plans continued global growth, with the goal of 20,000 stores by 2014 while honoring its culture and values.
The document outlines Starbucks' vision, mission, and values across six areas: Our Coffee, Our Partners, Our Customers, Our Stores, Our Neighborhood, and Our Shareholders. The vision is to inspire and nurture the human spirit through coffee. The mission is to provide the highest quality coffee and customer experience while caring for coffee farmers and embracing diversity among partners. Starbucks aims to be a positive force in local communities and deliver value to shareholders by fulfilling their responsibilities in these areas.
This document is Starbucks annual report for fiscal year 2010. It summarizes the company's strong financial performance in 2010, including record revenues of $10.7 billion and operating income of $1.4 billion, representing the highest operating margin in Starbucks' history. It discusses Starbucks' transformation journey since 2008 and outlines plans to leverage its brand strengths through a diversified portfolio of $1 billion brands inside and outside its stores. It also notes that 2011 marks Starbucks' 40th anniversary and how the company plans to celebrate and give back to communities.
Starbucks primarily sells coffee drinks and food items. It targets young adults and professionals aged 18-40, especially those who are well-educated and interested in social causes. Starbucks positions itself as a premium brand that offers a relaxing third place experience beyond home and work. It focuses on upscale locations in busy areas. Through its products, store environment, and corporate social responsibility efforts, Starbucks aims to appeal to customers seeking quality, comfort, and community.
Starbucks is a global coffee chain founded in 1971 in Seattle. It has over 25,000 stores worldwide making it easy to find a Starbucks in over 70 countries. Starbucks is known for its customized coffee options and distinctive tastes from coffee beans sourced from North America and countries like Ethiopia and Ghana. While a premium brand, Starbucks has built loyalty over the years through consistent quality service and premium coffee. The report examines Starbucks' economic and social responsibilities as a large business, including profitability, shareholder returns, and various charity initiatives.
Starbucks aims to incorporate environmental stewardship into its social media strategy to increase awareness and engage customers. It will launch videos on YouTube and a blog called "OurSharedPlanet" to share information. A rewards program will be introduced on Earth Day where customers can receive discounts by posting environmental activities. Metrics like website traffic and user engagement will measure the strategy's success in cultivating customer relationships and commitment to Starbucks' environmental goals.
Starbucks had another successful fiscal year, opening 2,199 new stores globally to bring their total to 12,440 stores in 37 countries, generating $7.8 billion in revenue and $564 million in net earnings. Starbucks continued to innovate with new food and beverage offerings, expanded into new international markets like Brazil and Egypt, and further developed their corporate social responsibility programs. Looking ahead, Starbucks is confident about continued global growth and has set targets to open 2,400 new international stores in fiscal 2007 and achieve 20-25% annual earnings growth over the next 3-5 years.
Starbucks had another successful fiscal year, opening 2,199 new stores globally to bring their total to 12,440 stores in 37 countries, generating $7.8 billion in revenue and $564 million in net earnings. Starbucks continued to innovate with new food and beverage offerings, expanded into new international markets like Brazil and Egypt, and further developed their corporate social responsibility programs. Looking ahead, Starbucks is confident about continued global growth and has set targets to open 2,400 new international stores in fiscal 2007 and achieve 20-25% annual earnings growth over the next 3-5 years.
Starbucks was founded in 1971 in Seattle, Washington by three partners who sought to bring high-quality coffee beans and brewing equipment to customers. In the 1980s, Howard Schultz joined Starbucks and was impressed by Italian espresso bars, inspiring him to transform Starbucks into a retailer of brewed coffee. Under Schultz's leadership, Starbucks expanded rapidly through the 1990s, opening new stores daily and entering international markets like Japan. Today, Starbucks has over 18,000 stores globally and has become the dominant specialty coffee retailer in the world.
Starbucks faces the strategic problem of continuing to provide exceptional employee benefits while pursuing global expansion. The company began in 1971 and has grown significantly, going public in 1992. It aims to be the leading retailer and brand of high-quality coffee through superior customer service. While financial performance has been strong, Starbucks must determine how to maintain benefits as it expands globally in a sustainable manner.
The ppt descibes the the Branding and marketing strategies of Starbucks Under 8 functional Bracket like Logo, Standardisation, expansion, Globalisation, Co-branding, Augmented Services, Facing Competition and Pricing Strategies.
Starbucks is an international coffee and coffeehouse chain based in Seattle, Washington. It is the largest coffeehouse company in the world with over 18,000 stores globally. Starbucks sells coffee, tea, baked goods and other products. The company ensures product differentiation through direct sourcing of high quality coffee beans, careful roasting and brewing processes, extensive employee training, and socially responsible practices like fair trade. Starbucks has experienced rapid growth but is now focusing on international expansion and new product lines to drive future growth.
Marketing and Public Relations Writing Portfoliosurabhimittal
The story profiles Karen Walrond, the author of the blog Chookooloonks, which features beautiful photographs she takes around her neighborhood in Houston paired with descriptive writing. Each morning, Walrond goes on a photography walk with her Nikon camera before returning home to post new images and writings on her blog, which has gained a following of over a thousand readers who are inspired by the visual and written content. The story provides an overview of Walrond's process of capturing scenic photographs and sharing them through her blog paired with written reflections.
Starbucks Cofee Company: Transformational and RenewalLúcia Dénis
This document discusses the 7Ps (Product, Price, Place, Promotion, People, Process and Physical evidence) of Starbucks. It analyzes Starbucks' innovations in products like the Mastrena espresso maker and Frappuccino beverages. It also discusses Starbucks' pricing strategy of charging premium prices based on high quality and customer perceived value. The document outlines Starbucks' global expansion strategy through both company-operated and franchised stores. It then summarizes Starbucks' efforts to promote through loyalty programs, digital platforms, and social media. Starbucks prioritizes training partners and creating a diverse, respectful workplace culture. The document recommends Starbucks improve processes through new payment systems and online ordering to enhance efficiency.
This document provides an overview of Starbucks, including its history, products, growth strategy, and competitors. It was founded in 1971 and has expanded from 55 stores in 1989 to over 2,200 today. Under CEO Howard Schultz, Starbucks pursued aggressive international expansion. While this strategy helped Starbucks become a global brand, some question if it has stretched too far by moving into non-coffee areas. McDonald's and Dunkin' Donuts pose the biggest threats as competitors by offering cheaper coffee options. The document evaluates Starbucks' partnerships and international growth strategy, finding that most markets still have room for expansion but the company risks diluting its brand by expanding too broadly.
The document is Starbucks Corporation's 2005 Annual Report. It summarizes Starbucks' global growth over the past year, with nearly 35 million weekly customers visiting over 10,000 stores worldwide. It discusses Starbucks' expansion into new international markets like Brazil, India, and Russia. It also highlights the company's focus on providing excellent customer service and coffee, supporting coffee farmers, and creating a positive work environment for employees. The annual report emphasizes Starbucks' goal of fostering human connection through each customer interaction.
Starbucks Corporation Fiscal 2005 Annual Report summarizes Starbucks' global growth and performance over the past year in 3 key areas:
1. Starbucks opened 1,672 new stores globally, growing to over 10,500 locations in 37 countries. Revenue grew 20% to a record $6.4 billion and earnings per share grew 30% to $0.61.
2. Starbucks expanded into new markets like China, introduced new products like ready-to-drink coffee in Asia, and leveraged cross-market learnings to drive innovations.
3. Starbucks remained committed to ethical sourcing, environmental sustainability, and using its scale to have a positive social impact worldwide.
Starbucks managing a high growth brand 05.12.2011HAMZA SANDA
Starbucks began in 1971 as a small coffee bean retailer and has since grown into the largest coffeehouse company in the world with over 17,000 stores globally. Under CEO Howard Schultz, Starbucks expanded its vision beyond coffee to become a third place for customers between work and home. Starbucks focuses on high quality coffee and customer experience through well-trained employees and carefully designed stores. While diversifying products, Starbucks maintains its core coffee business values. Looking forward, Starbucks plans to continue expanding globally and improving its brand awareness worldwide.
Starbucks is a global coffee company that operates over 19,000 stores worldwide. It started as a small coffee bean roaster in Seattle in 1971. Under new leadership in the 1980s, Starbucks expanded and pioneered the coffee shop concept. Today it sells coffee, tea, food items and coffee brewing equipment across 62 countries. Starbucks positions itself as an upscale brand that provides customers with a unique experience in its stores. It focuses on high quality coffee and customer service to drive its continued global success.
Pepco Holdings, Inc. held an analyst conference on October 5-6, 2004 to discuss the company's performance. The presentation included an overview of PHI's businesses, strategy, and corporate governance practices. It noted PHI has $7.1 billion in revenues and focuses on its regulated electric and gas delivery business, which accounts for 72% of operating income. The Power Delivery segment was discussed, which includes the transmission and distribution of electricity to 1.8 million customers across several mid-Atlantic states.
The document discusses Joseph Rigby's presentation on the strategic positioning of Southeast Utilities. It summarizes the company's strategic focus on power delivery, Conectiv Energy, and Pepco Energy Services. It also outlines the goals for the power delivery business, including sales growth, infrastructure investment, operational excellence, and constructive regulatory outcomes to deliver average annual earnings growth of at least 4%. Key infrastructure projects are highlighted.
The document summarizes a presentation given by Joseph M. Rigby, CFO of Pepco Holdings, Inc. (PHI) at an investor conference on March 28, 2006. The presentation outlines PHI's strategy to remain a regional diversified energy delivery and competitive services company focused on operational excellence. It discusses PHI's power delivery business, Conectiv Energy, and Pepco Energy Services. The presentation also provides financial performance summaries and projections showing PHI's ability to cover dividends and capital expenditures with cash from operations.
The document provides an overview and summary of PHI's strategy and performance across its various business segments. PHI aims to remain a regional diversified energy delivery and competitive services company focused on value creation and operational excellence. Key aspects include achieving constructive regulatory outcomes and 4% annual earnings growth for its power delivery utilities, optimizing assets and market opportunities for Conectiv Energy, and expanding Pepco Energy Services into additional markets. Financial performance has been positively impacted by infrastructure investments and sales growth, though earnings have been reduced in some jurisdictions due to higher standard offer service pricing.
This document provides an overview of PHI and its strategy for positioning itself for success in a dynamic industry. PHI's strategy is to remain a diversified regional energy delivery and competitive services company focused on value creation and operational excellence. For its power delivery utility operations, PHI's goals are to operate with excellence, achieve constructive regulatory outcomes, invest in infrastructure, and deliver at least 4% annual average earnings growth. PHI's service territory has a robust economy that is less susceptible to downturns and includes diverse government and private sectors.
This document provides an overview of PHI's 41st EEI Financial Conference held from November 5-8, 2006. It includes sections on PHI's financial performance for Q3 and year-to-date 2006, drivers of performance, sales and customer trends, regulated distribution summaries, upcoming regulatory activities including transmission formula rate filings and rate cases, and PHI's proposed MAPP transmission project. Key highlights are lower sales due to mild weather, lower transmission revenue, and plans to file rate cases in late 2006/early 2007.
This document provides an overview and summary of Power Holdings Inc.'s (PHI) various business segments. It discusses PHI's regulated electric and gas delivery business, which accounts for 67% of operating income. It also summarizes Conectiv Energy's competitive merchant generation and load service business, which accounts for 33% of operating income. Key highlights from rate cases and recent regulatory activities involving PHI's delivery businesses are also provided. The document contains forward-looking statements and non-GAAP financial measures.
The document provides an overview of Pepco Holdings Inc.'s (PHI) power delivery business and regulatory environment. It summarizes PHI's sales and customer growth projections, infrastructure investment strategy including the proposed Mid-Atlantic Power Pathway transmission project and Blueprint for the Future initiative. Recent distribution rate case outcomes for PHI's utilities are also summarized. The document is intended as a presentation for investors on PHI's positioned for success through its regulated electric and gas delivery business.
The document provides an overview of Pepco Holdings Inc.'s (PHI) various businesses including its regulated electric and gas delivery business, competitive energy generation business, and energy services business. It discusses PHI's infrastructure investment strategies, the status of major projects like the Mid-Atlantic Power Pathway, and the company's regulatory environment. Financial projections show expectations for continued investment and growth across PHI's businesses.
The document discusses Pepco Holdings' strategic focus on infrastructure investments and customer programs to position the company for continued success. It outlines plans to invest $1.2 billion in the Mid-Atlantic Power Pathway transmission project through 2014 and $646 million in advanced metering infrastructure and other programs through the company's Blueprint for the Future initiative between 2008-2014. Regulatory support is essential for cost recovery for these investments, which aim to enhance reliability, manage costs and protect the environment for customers.
The document provides an overview of Pepco Holdings, Inc.'s (PHI) strategy to build shareholder value. PHI aims to increase investment in infrastructure through its Blueprint programs to modernize its electric grid. It also plans growth for its competitive energy businesses, Conectiv Energy and Pepco Energy Services. PHI expects its regulated Power Delivery business to remain the primary driver of earnings, contributing 60-70% of operating income over the planning period through infrastructure investments and favorable regulatory outcomes.
This document provides an overview of Pepco Holdings, Inc.'s power delivery business. It discusses planned infrastructure investments totaling $4.99 billion from 2008-2012 to improve reliability, support load growth, and implement new technology. A key project is the $1.05 billion Mid-Atlantic Power Pathway transmission line. The document also reviews regulatory highlights, including recent rate cases, and outlines operational and financial summaries for the company's distribution and transmission businesses.
- Pepco Holdings held its annual meeting and provided its annual report to shareholders.
- In 2002, Pepco Holdings earned $210.5 million in consolidated earnings, or $1.61 per share. Earnings were driven by strong performance from regulated utility businesses and some competitive energy businesses.
- The letter discusses the company's strategy, leadership, and financial and operational performance across its various business segments in 2002. It also encourages shareholders to vote and continue supporting the company.
- Pepco Holdings provided its first annual report after merging Pepco and Conectiv in August 2002.
- In 2002, PHI earned $210.5 million, or $1.61 per share, on $4.3 billion in revenue. Excluding merger costs, earnings were $1.74 per share.
- The letter discusses the company's regulated utility and competitive energy businesses, noting stable earnings from utilities and growth potential from competitive businesses. It encourages shareholders to vote and thanks them for their confidence and investment.
This document provides a summary of Pepco Holdings' 2004 annual report and proxy statement. Key points include:
1) Pepco Holdings reported improved financial performance in 2004 with consolidated earnings of $258.7 million, up from $113.5 million in 2003, driven by improved performance of competitive energy businesses.
2) The company made progress on reducing debt and preferred stock by $480 million in 2004 and achieved a total shareholder return of over 22% for 2003-2004.
3) The regulated power delivery business continues as the primary focus and driver of steady cash flow. Earnings from this segment improved to $233.4 million in 2004.
4) Competitive energy businesses also posted
The document provides details on Pepco Holdings' 2003 performance and future plans. It discusses challenges faced in 2003 including an energy trading loss, Mirant's bankruptcy, and Hurricane Isabel. However, actions taken in 2003 such as divesting non-core businesses and reducing risk are expected to set the stage for future earnings growth. The company remains focused on strengthening its core power delivery business and improving customer satisfaction.
The document provides details on Pepco Holdings' 2003 performance and future plans. It discusses challenges faced in 2003 including an energy trading loss, Mirant's bankruptcy, and Hurricane Isabel. However, actions taken in 2003 such as divesting non-core businesses and reducing risk are expected to set the stage for future earnings growth. The company remains focused on strengthening its core power delivery business and improving customer satisfaction.
This document provides a summary of Pepco Holdings' 2004 annual report and proxy statement. Key points include:
1) Pepco Holdings reported improved financial performance in 2004 with consolidated earnings of $258.7 million, up from $113.5 million in 2003, driven by improved performance of competitive energy businesses.
2) The company made progress on reducing debt and preferred stock by $480 million in 2004 as part of its balance sheet improvement goals.
3) The regulated power delivery business continues as the primary focus due to its stability and cash generation. Earnings from this segment grew to $233.4 million in 2004.
4) Competitive energy businesses also posted profits in 2004 despite challenging markets
The document is the 2005 annual report and proxy statement from PHI (Pepco Holdings Inc.). It discusses PHI's strategy of focusing on stable power delivery and growing energy businesses. In 2005, PHI achieved earnings of $371.2 million and strengthened its balance sheet by paying down over $1 billion in debt. Rising energy prices present challenges for PHI and its customers. The proxy statement announces the annual meeting to elect directors and ratify the independent auditor.
The document is the 2005 annual report and proxy statement from PHI (Pepco Holdings Inc.). It discusses PHI's strategy of focusing on stable power delivery and growing energy businesses. In 2005, PHI achieved earnings of $371.2 million and strengthened its balance sheet by paying down over $1 billion in debt. Rising energy prices present challenges for PHI and its customers. The proxy statement announces the annual meeting to elect directors and ratify the independent auditor.
The Rise of Generative AI in Finance: Reshaping the Industry with Synthetic DataChampak Jhagmag
In this presentation, we will explore the rise of generative AI in finance and its potential to reshape the industry. We will discuss how generative AI can be used to develop new products, combat fraud, and revolutionize risk management. Finally, we will address some of the ethical considerations and challenges associated with this powerful technology.
BONKMILLON Unleashes Its Bonkers Potential on Solana.pdfcoingabbar
Introducing BONKMILLON - The Most Bonkers Meme Coin Yet
Let's be real for a second – the world of meme coins can feel like a bit of a circus at times. Every other day, there's a new token promising to take you "to the moon" or offering some groundbreaking utility that'll change the game forever. But how many of them actually deliver on that hype?
Lecture slide titled Fraud Risk Mitigation, Webinar Lecture Delivered at the Society for West African Internal Audit Practitioners (SWAIAP) on Wednesday, November 8, 2023.
Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
5 Tips for Creating Standard Financial ReportsEasyReports
Well-crafted financial reports serve as vital tools for decision-making and transparency within an organization. By following the undermentioned tips, you can create standardized financial reports that effectively communicate your company's financial health and performance to stakeholders.
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Financial Assets: Debit vs Equity Securities.pptxWrito-Finance
financial assets represent claim for future benefit or cash. Financial assets are formed by establishing contracts between participants. These financial assets are used for collection of huge amounts of money for business purposes.
Two major Types: Debt Securities and Equity Securities.
Debt Securities are Also known as fixed-income securities or instruments. The type of assets is formed by establishing contracts between investor and issuer of the asset.
• The first type of Debit securities is BONDS. Bonds are issued by corporations and government (both local and national government).
• The second important type of Debit security is NOTES. Apart from similarities associated with notes and bonds, notes have shorter term maturity.
• The 3rd important type of Debit security is TRESURY BILLS. These securities have short-term ranging from three months, six months, and one year. Issuer of such securities are governments.
• Above discussed debit securities are mostly issued by governments and corporations. CERTIFICATE OF DEPOSITS CDs are issued by Banks and Financial Institutions. Risk factor associated with CDs gets reduced when issued by reputable institutions or Banks.
Following are the risk attached with debt securities: Credit risk, interest rate risk and currency risk
There are no fixed maturity dates in such securities, and asset’s value is determined by company’s performance. There are two major types of equity securities: common stock and preferred stock.
Common Stock: These are simple equity securities and bear no complexities which the preferred stock bears. Holders of such securities or instrument have the voting rights when it comes to select the company’s board of director or the business decisions to be made.
Preferred Stock: Preferred stocks are sometime referred to as hybrid securities, because it contains elements of both debit security and equity security. Preferred stock confers ownership rights to security holder that is why it is equity instrument
<a href="https://www.writofinance.com/equity-securities-features-types-risk/" >Equity securities </a> as a whole is used for capital funding for companies. Companies have multiple expenses to cover. Potential growth of company is required in competitive market. So, these securities are used for capital generation, and then uses it for company’s growth.
Concluding remarks
Both are employed in business. Businesses are often established through debit securities, then what is the need for equity securities. Companies have to cover multiple expenses and expansion of business. They can also use equity instruments for repayment of debits. So, there are multiple uses for securities. As an investor, you need tools for analysis. Investment decisions are made by carefully analyzing the market. For better analysis of the stock market, investors often employ financial analysis of companies.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
2. TO OUR SHAREHOLDERS
Over the years, we have worked tirelessly to make Starbucks an uplifting part of people’s
daily lives. We’ve always known that our brand must stand for something – it must be
authentic, reliable and aspirational. Every day, the passion and enthusiasm of our people
and the quality of our coffee enable us to build a rewarding relationship with our
customers.This connection has given us the chance to do things no one thought possible,
and we believe our greatest accomplishments are yet to come.
In fiscal 1999, we set a new record, opening 625 new stores system wide – the most new
stores in Starbucks history. Today, with more than 2,500 stores in 13 countries, we are
moving toward our long-term goal of becoming an enduring global brand. Starbucks has
become a daily ritual in many different cultures. From Boston to Bangkok, our 37,000
partners (employees) now serve more than 10 million customers each week.
We continued to build a powerful global presence in this past fiscal year, adding 157
international locations and expanding into New Zealand, Beijing, Malaysia, South Korea
and Kuwait. We have now established a solid position in the Pacific Rim with stores that
continue to exceed our expectations. In the United Kingdom, we ended the year with
almost 100 locations. In addition to opening 36 new Starbucks stores, all locations acquired
from Seattle Coffee Company have been converted to Starbucks, and on average, sales
increased after these conversions. We also launched our Middle East expansion, ending
the year with two locations in Kuwait, followed by our first location in Lebanon early in
fiscal 2000. With each store opening, we found that our arrival was enthusiastically
anticipated, as people lined up for their first taste of Starbucks.
In North America, our core retail business is stronger than ever, and we believe we are just
beginning to take advantage of the growth opportunities our stores represent. This year,
we excited existing customers and enticed new ones by creating a host of new beverages,
including summer favorites like Tiazzi® and Cream and Caramel Frappuccino® The .
acquisition of Tazo Tea Company allowed us to introduce an authentic specialty tea
brand in our stores through Tazo’s filterbag varieties, full leaf teas and ready-to-drink
bottled beverages.The beverage innovation continued into fiscal year 2000 with decadent
Caramel Apple Cider and White Chocolate Mocha, which became instant cold-weather
hits with our customers.
We further validated the untapped potential for sales growth at retail with the introduction
of lunch programs in Washington, D.C., Seattle, Chicago, New York, San Francisco and
Los Angeles. The early success of these programs is promising, and we plan to expand
lunch into several new major markets in fiscal year 2000.
The experiences our customers enjoy in our retail stores have built our brand and given us
license to develop complementary products that extend the brand beyond our stores. The
trust we have earned from our customers has allowed us to move into new distribution
channels and introduce such innovative products as bottled Frappuccino® and Starbucks
Ice Cream. As a result, we have the opportunity to do what very few brands have done
before – expand our retail position into a broader consumer platform. We will continue
to strengthen our non-retail activities in North America and will eventually introduce
Starbucks products into broader distribution channels on a global level.
Through our licensing agreement with Kraft, Starbucks coffee can now be found in more
than 8,500 grocery stores from coast to coast. In November, we announced a licensing
agreement to open more than 100 Starbucks coffee bars in Albertson’s locations across the
United States in fiscal 2000. In addition to building retail sales, our presence in the high
traffic grocery store perimeter will raise awareness for Starbucks Ice Cream, bottled
Frappuccino® and whole bean coffee. We also announced plans to increase trial and
awareness of our grocery products by launching self-service beverage stations on the
perimeter of major grocers.
To remain relevant to our customers, we must constantly push for reinvention and renewal
in everything we do, making our brand more engaging and accessible than ever before.
Thanks to our web site, starbucks.com, the Starbucks Experience is now only a click away.
We recently enhanced our site, expanding our e-commerce offerings through alliances
3. with other companies who share our commitment to quality products and services. We will
continue to develop our Internet presence through our internal resources and by establishing
content and commerce relationships that have a natural affinity to our core business.
To further enhance the experiences our customers have around coffee, we recently acquired Hear
Music. Known for helping people discover great music, Hear Music will enhance the customer
experience through expanded in-store programming, new music offerings and live performances
in some of our stores. By the end of fiscal 2000, we plan to begin offering listening stations
and other technologies to help our customers explore music they might not find anywhere else.
Moving forward, we will continue to identify opportunities to provide best of class products that
complement our brand by linking with authentic and discerning companies.
We know success is not an entitlement. It must be earned every day. What differentiates an
enduring company is its ability to learn and grow even in challenging times. In the third quarter,
we announced that we would fall short of our projected earnings target. This was the first time
we experienced such a shortfall in our seven years as a publicly traded company. However, the
equity of our brand remains strong, and our future opportunities are as limitless as ever.We trust
the proven ability of our management team to lead our Company and believe that the way we
respond to our challenges will make us an even better company than we are today.
With fiscal 1999 revenues of $1.7 billion and profits of more than $100 million, we believe
that businesses must balance profitability with benevolence. We are pleased that our good
fortune enables us to make a difference, and this year we provided millions of dollars of support
to communities around the globe.We continue to be the largest North American contributor to
CARE, the international aid and development organization, whose work helps us give back to the
coffee-origin countries in which we do business.
In North America,The Starbucks Foundation continues to reach thousands of families and children
through literacy grant programs. Through the efforts of our partners and our customers, we
made grants to more than 120 literacy organizations this year. Our biggest homerun for literacy
came off the bat of our friend, Mark McGwire. As McGwire captured the season homerun title,
The Foundation matched each homerun with a $5,000 donation to support children’s charities,
raising $340,000 for local programs.
Another gratifying relationship, our joint venture with Earvin “Magic” Johnson’s Johnson
Development Corporation, continues to accelerate our presence in under-served neighborhoods in
key metropolitan areas.This year we opened stores in Harlem, Seattle, Los Angeles, Atlanta, San
Francisco and East Lansing, and we look forward to reaching many more people through this
unique alliance.
We know that our people are the heart and soul of our success. This is why we were so pleased
to recognize our partners’ contributions by providing an enhanced benefits program and
granting stock options through our Bean Stock plan. We also proudly announced plans to extend
Bean Stock to eligible partners in the United Kingdom, and we were publicly applauded by
the British government as one of the few U.S. companies to offer stock options to both full- and
part-time employees in that country.
As we enter the new millennium, Starbucks is poised and positioned to build a significant
global presence. Our accomplishments thus far and the warm reception we have received from
people around the world give us the confidence to pursue our goal of becoming an enduring
global brand.
To all of you who touch Starbucks in any way, we would like to thank you for your ongoing support.
Warm regards,
H owa r d S c h u l t z Orin Smith
chairman and chief executive officer president and chief operating officer
4. How do you build an enduring company?
Starbucks is doing it one person at a time. Each
person, in every job, throughout the company
shares a common vision – a passion for quality.
From the roaster who perfects our beans, to
the merchandiser who buys our products, to the
barista who handcrafts your coffee. And it’s this
passion that makes Starbucks such an inspiring
place to be. The wonderful sort of place that
can happen when good enough, simply isn’t.
M A R Y W I L L I A M S senior vice president, Coffee
{ L E S L I E C H A P M A N store manager, Ladera Center
H O L LY H I N T O N music specialist
6 Q U E S T I O N I N G PA R T N E R S
G L E N N P I N G U L director, Internet Brand Marketing
S T E V E S M I T H founder, Tazo Tea Company
S H A R L E E N C H A O merchandising manager for Taiwan
5. Does it taste like berries? Does it taste like chocolate? Does it taste like cinnamon?
6. Mary Williams Breaking the crust Green coffee beans
“ How are we impacting these
fragile environments where
we buy our coffee?”
M A R Y W I L L I A M S senior vice president, Coffee
Almost all of the coffee in the world is grown on very,
very small farms. And this family farming is very
much a tradition. So when we travel, we go out to these
places, look around, see how people care for the trees,
look at the husbandry of the farms and try to give
input about what they might do to improve the quality
of their coffee. This year through an alliance with For every coffee we
sell, a stamp is created
Conservation International, we introduced customers
to tell a visual story
to a wonderful shade grown coffee from the El Triunfo of that coffee’s origin.
Biosphere Reserve in Chiapas, Mexico. I don’t think
that a lot of American consumers realize the role
they play in the economy of these countries just by
purchasing these special coffees. We get such pleasure
and enjoyment from being able to make a difference in
these farmers’ lives, because they make a difference
in our lives. Every day.
7. Leslie Chapman Study break Earvin “Magic” Johnson
“ Can a Starbucks store
change a neighborhood?”
L E S L I E C H A P M A N s t o r e m a n a g e r, L a d e r a C e n t e r
I’ve opened several stores before, but I have a very
big connection with this one because for the last ten
years I’ve lived right here in the area. And this venture
between Starbucks and Magic Johnson’s company
really meets a need within our community. We’ve taken
something that we as a company do so well – giving
customers a place to sit down and connect with
one another, and something that Johnson Development
Corporation does very well – working with urban
communities, and brought the two together with amazing
synergy. My customers come in and see – this is truly
a very diverse place and a very mixed community. This
Ladera Center in
is the first store I’ve managed where I can be in the gym
Los Angeles is the
working out and I see half my customers. There is no site of our first joint
dividing line between customers and friends. All of my venture store.
customers have in reality become friends.
8. It’s a hangout. It’s a meeting spot. It’s a library. It’s a community center.
10. Holly Hinton Songs for the road Ray Brown, live at Starbucks
“ Why would a coffeehouse create
its own music compilations?”
H O L LY H I N T O N music specialist
It’s our customers who give us permission to try some-
thing new – something beyond coffee. Like Starbucks
music, which we created in response to their requests
for the music we were playing in our stores. We
started with mostly jazz and some blues collections, but
recently we’ve discovered that we can walk out a
bit further. And these little surprises can be one of
the most rewarding things for customers. So we’re
beginning to introduce different genres – Celtic, alter-
native country, Cuban. It’s niche music that people
don’t get through regular commercial channels, but
they’re intrigued by it. Maybe they’re reading about it
in their Sunday paper and yet they’re not the kind of
person to wade through the stacks at their local record
store to figure out where it is. But they’ll see it at
Starbucks and it’s easy to get at – a natural.
Last year’s compilations
reflect the diversity of
our customers’ tastes.
11. Glenn Pingul Starbucks at home Comfort shopping
“ If you’re going to be relevant
in the 21st century, where do
you have to be?”
G L E N N P I N G U L d i r e c t o r, I n t e r n e t B r a n d M a r k e t i n g
This is a critical period – this next year – to determine
how business is going to be done. And the fact is, if you
want to be relevant, you have to be relevant in both the
physical and the virtual world. So how do we extend
Starbucks into this new arena? You have to first accept
that Starbucks is more than a cup of coffee; it’s about
Starbucks.com is a
the experiences that surround that cup of coffee. So, collection of experiences
available anytime,
whether it’s augmenting the community we have in
anywhere to anyone.
stores, or offering products that are actually relevant
to customers in the same way coffee is, or creating
interactivity with customers, our internet approach
will always be this marriage between experience and
product. Because if all we’re about is coffee and we’re
not about the passion of coffee and we’re not about the
associated experiences that surround coffee, we might
as well fold up our tent.
14. Steve Smith The reincarnation of tea Offer sampling
“ Who says the Starbucks
experience is limited to coffee?”
S T E V E S M I T H f o u n d e r, Ta z o Te a C o m p a n y
When I got into this business in 1972, my goal was to
change the way people think about tea – to grow it,
to elevate it, and to create experiences for people
around this magical product that are both memorable
and interesting. It’s always been about doing creative
things with tea – really, who in their right mind would
put cucumber and peach together with green tea?
People either love it or hate it. And that’s what I
like – to make polarizing beverages. I like to get a
response. I like a big response. And Tazo’s relationship
with Starbucks gives us a greater opportunity to get
that response. The chance for us to take this brand to
the next level really intrigued me. And to be able
to take it to that next level with partners who share our
A collection of
same values and passion, to do it through Starbucks Tazo® teas: bottled,
filterbag and full leaf.
stores, is pretty tremendous.
15. Sharleen Chao Afternoon meeting Taipei barista
“ What about Starbucks remains
constant and what can be adapted
to different cultures?”
S H A R L E E N C H A O m e r c h a n d i s i n g m a n a g e r f o r Ta i w a n
The good coffee, the high standard of quality control,
the passion of the baristas, these things are the same.
Of course we know the market is different – the morning
is very slow for us, that is a very traditional time at
home. We are not ready to change that. And so eighty
percent of sales happen after 11:00 am. That is the time
Our cup, the symbol
to come to Starbucks. The Taiwanese young people, of Starbucks, is the
same in Taiwan as
they are so sensitive to all things American. They are
it is in the U.S.
welcoming – they are very open – to all kinds of new
things. And coffee is a very fashionable thing to try. Here
it is a very social drink – for after dinner, for dating –
people come here together. That shows with each
transaction – the average is 2.5 beverages per purchase.
So we are well received. Our first store opened a year
and a half ago, and now there are twenty-five.
17. To think and question and push and try, this is
what the partners of Starbucks strive for every
single day. Some things will work, some things
won’t. But if we didn’t feel so passionately
about what we do, then we could never
become the enduring company we aspire to be.
Does it taste like berries? Does it taste like chocolate? Does it taste like cinnamon?