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.

1. Diana D. Pabon<br />K66-18-1423<br />Sept<br />Starbucks Corporation - 2009<br /> <br /> Vision Statement <br />To inspire and nurture the human spirit one person, one cup, and one neighborhood at a time.<br />Mission Statement <br />Our Coffee<br />It has always been, and will always be, about quality. We’re passionate about ethically sourcing the finest coffee beans, roasting them with great care, and improving the lives of people who grow them. We care deeply about all of this; our work is never done.<br />Our Partners<br />We’re called partners, because it’s not just a job, it’s our passion. Together,<br />We embrace diversity to create a place where each of us can be ourselves. We<br />always treat each other with respect and dignity. And we hold each other to that<br />standard. <br />Our Customers<br />When we are fully engaged, we connect with, laugh with, and uplift the lives of our customers even if just for a few moments. Sure, it starts with the promise of a perfectly made beverage, but our work goes far beyond that. It’s really about human connection. <br />Our Stores<br />When our customers feel this sense of belonging, our stores become a haven, a break from the worries outside, a place where you can meet with friends. It’s about enjoyment at the speed of life sometimes slow and savored, sometimes faster. Always full of humanity. <br />Our Neighborhood<br />Every store is part of a community, and we take our responsibility to be good neighbors seriously. We want to be invited in wherever we do business. We can be a force for positive action bringing together our partners, customers, and the community to contribute every day. Now we see that our responsibility and our potential for good is even larger. The world is looking to Starbucks to set the new standard, yet again. We will lead. <br />Our Shareholders<br />We know that as we deliver in each of these areas, we enjoy the kind of success that rewards our shareholders. We are fully accountable to get each of these elements right so that Starbucks and everyone it touches can endure and thrive. <br /> Vision- “Establish Starbucks as the premier supplier of the finest coffee in the world while maintaining our inflexible principles as we expand “ Moving Forward” this statement is communicating to customers, suppliers, and employees. To have unique brand coffee.<br />Mission Statement <br />Our Coffee<br />It has always been, and will always be, about quality. We’re passionate about ethically supplying the optimum coffee beans, roasting them with great care, and improving the lives of people who grow them. We care deeply about all of this; our work is never done. (2, 7)<br />Our Partners<br />We’re called partners, because it’s not just a job, it’s our passion. Together,<br />we embrace diversity to create a place where each of us can be ourselves. We<br />always treat each other with importance and pride and we hold each other to that standard, ensuring the latest technology is implemented for producing superior products to our loyal customers. (4, 8, 9)<br />Our Customers<br />When we are fully engaged, we connect with, laugh with, and uplift the lives of our customers even if just for a few moments. Sure, it starts with the promise of a perfectly made beverage, but our work goes far beyond that. It’s really about human connection. (1)<br />Our Stores<br />When our customers feel this sense of belonging, our stores become a haven, a break from the worries outside, a place where you can meet with friends. It’s about enjoyment at the speed of life sometimes slow and savored, sometimes faster. Always full of humanity. (6)<br />Our Neighborhood<br />Every store is part of a community, and we take our responsibility to be good neighbors seriously. We want to be invited in wherever we do business. We can be a force for positive action bringing together our partners, customers, and the community to contribute every day. Now we see that our responsibility and our potential for good is even larger. The world is looking to Starbucks to set the new standard, yet again. We will lead. (3)<br />Our Shareholders<br />We know that as we deliver in each of these areas, we enjoy the kind of success that rewards our shareholders. We are fully accountable to get each of these elements right so that Starbucks and everyone it touches can endure and thrive. (5)<br />Customer<br />Products or services<br />Markets<br />Technology<br />Concern for survival, profitability, growth<br />Philosophy<br />Self-concept<br />Concern for public image<br />Concern for employees<br />Objectives are to establish starbucks as one of the most brand name and valued brands in the world. To achieve this goal, the Company plans to continue disciplined expansion of its put on the market operations, to grow its specialty operations and to selectively pursue other opportunities by introducing new products and developing new channels of allocation. <br />Leading retailer and brand of coffee in each of its target markets by selling the finest quality coffee and related products and by providing each customer a unique starbucks experience. The starbucks experience, or third place beyond home and work, is built upon superiror customer service as well as clean and well maintained Company-operates retail stores that reflect the personalities of communities in which they operate, thereby building a high degree of customer loyalty.<br />Starbucks’ strategy for expanding its retail business is to increase its markets share by selectively opening additional stores in existing markets and opening stores in new markets to support its long-term strategic objectives. In June 2008 closing 600 underperforming Company operated store in the U.S. It was an integral part of its transformation strategy. This was as result of rigorous evaluation of he U.S. Company-Operated store portfolio. <br />