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 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.
Ad Campaign for Advertsing Class Final Projectjjablon1
Our campaign strategy aims to connect tea-drinkers to the Tazo brand by showing how Tazo Tea can enhance women's daily routines and help them pursue their aspirations. We will feature women using Tazo Tea to add a bit of whimsy to their day through creative advertising placed across various media platforms. Additionally, we will engage customers through brand activation techniques to build relationships and increase awareness and understanding of the Tazo brand. The goal is to make Tazo Tea the preferred choice for more tea drinkers.
1) Starbucks was founded in 1971 in Seattle, Washington and initially only sold coffee beans. In the 1980s, Howard Schultz had the idea to open coffee shops like those he saw in Italy, serving coffee and creating a third place for the community. However, the original founders did not want to get into the restaurant business.
2) In 1987, Schultz convinced the original founders to sell Starbucks to him so that he could open coffee shops serving coffee and creating a community space. Under Schultz's leadership, Starbucks expanded rapidly across the US and internationally.
3) Starbucks focuses on creating an uplifting experience for customers through well-trained employees, comfortable seating, and digital platforms like WiFi
The document provides branding guidelines for Just Us!, an Atlantic Canada-based fair trade brand. It outlines the brand's essence, including its positioning as a "vehicle for change" and proposition that "there is no them and us, just us." The guidelines describe the brand values of being radical, leading, instinctive, authentic, and family-oriented. It also discusses elements of the brand's visual identity, stationery, color palette, and applications. The purpose is to clearly define the brand and ensure consistent presentation that reflects its mission.
Visual Communications portfolio featuring advertising design, package design, branding, and wedding invitations. showing an innate adaptability to do whatever is asked of me.
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.
Coffee Wars -- Why Starbucks Will Not WinRoss Simons
This is a project done for my Brand Management class during junior year at Babson College. It outlines why I believe Starbucks will not win the coffee wars.
E-marketing Final Assignment_ TISAPOL RATITONG 470893guest0b3966
This document is a case assignment comparing the online websites of Starbucks Coffee and Peet's Coffee & Tea. It begins with background on the two companies and the coffee industry. It then provides a detailed analysis of the companies' websites using the "6 P's" framework, examining their products, pricing, placement, promotion, people, and physical evidence. Key differences noted include Starbucks having a cleaner, less crowded homepage layout while Peet's is more colorful and packed with information. The document concludes with recommendations to improve the companies' online strategies.
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.
Ad Campaign for Advertsing Class Final Projectjjablon1
Our campaign strategy aims to connect tea-drinkers to the Tazo brand by showing how Tazo Tea can enhance women's daily routines and help them pursue their aspirations. We will feature women using Tazo Tea to add a bit of whimsy to their day through creative advertising placed across various media platforms. Additionally, we will engage customers through brand activation techniques to build relationships and increase awareness and understanding of the Tazo brand. The goal is to make Tazo Tea the preferred choice for more tea drinkers.
1) Starbucks was founded in 1971 in Seattle, Washington and initially only sold coffee beans. In the 1980s, Howard Schultz had the idea to open coffee shops like those he saw in Italy, serving coffee and creating a third place for the community. However, the original founders did not want to get into the restaurant business.
2) In 1987, Schultz convinced the original founders to sell Starbucks to him so that he could open coffee shops serving coffee and creating a community space. Under Schultz's leadership, Starbucks expanded rapidly across the US and internationally.
3) Starbucks focuses on creating an uplifting experience for customers through well-trained employees, comfortable seating, and digital platforms like WiFi
The document provides branding guidelines for Just Us!, an Atlantic Canada-based fair trade brand. It outlines the brand's essence, including its positioning as a "vehicle for change" and proposition that "there is no them and us, just us." The guidelines describe the brand values of being radical, leading, instinctive, authentic, and family-oriented. It also discusses elements of the brand's visual identity, stationery, color palette, and applications. The purpose is to clearly define the brand and ensure consistent presentation that reflects its mission.
Visual Communications portfolio featuring advertising design, package design, branding, and wedding invitations. showing an innate adaptability to do whatever is asked of me.
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.
Coffee Wars -- Why Starbucks Will Not WinRoss Simons
This is a project done for my Brand Management class during junior year at Babson College. It outlines why I believe Starbucks will not win the coffee wars.
E-marketing Final Assignment_ TISAPOL RATITONG 470893guest0b3966
This document is a case assignment comparing the online websites of Starbucks Coffee and Peet's Coffee & Tea. It begins with background on the two companies and the coffee industry. It then provides a detailed analysis of the companies' websites using the "6 P's" framework, examining their products, pricing, placement, promotion, people, and physical evidence. Key differences noted include Starbucks having a cleaner, less crowded homepage layout while Peet's is more colorful and packed with information. The document concludes with recommendations to improve the companies' online strategies.
There is a new political theory about political faces of each and other. Main idea of the book: the political portrait of the person is not derivative of the knowledge imparted to it by a civilization, values and preferences, but it is the experience of underconsumption in the past referred on risk of a nedopotrbleniye in the future.
The document outlines the strategic plan for 2030 of the University of Mary. It discusses the university's foundation established by the Sisters of Annunciation in 1959 to expand nursing education and provide a local four-year Catholic college. It grew substantially under the leadership of three presidents between 1970-2009, tripling in enrollment and adding many academic programs. The strategic plan aims to shape exceptional graduates prepared for life through advancing high quality programs and transforming Christian values into community benefits.
International Wood-Plastic Composites Conference 2016 programmeAMADEO FARIAS
The document announces the Wood-Plastic Composites 2016 conference to be held from March 7-9, 2016 in Vienna, Austria. The conference will focus on the latest developments in the wood-plastic composites industry, including new materials, processing technologies, applications and marketing practices. It is expected to draw participants from over 30 countries to network, learn about new opportunities and identify partnerships. The conference will feature presentations from industry experts and a practical demonstration at a WPC processing facility. Registration is available at an early bird discount before January 29, 2016 and includes attendance at all sessions as well as meals and conference materials.
El documento presenta un resumen y comentario del libro "Despide a tu jefe" de Juan Antonio Guerrero Cañongo. El libro propone 30 días de actividades para que las personas dejen de ser empleados y se conviertan en empresarios, como analizar su vida, identificar oportunidades de negocio, controlar emociones, y adquirir hábitos de líderes exitosos. El objetivo es motivar a las personas a perseguir sus sueños de independencia laboral y éxito empresarial.
El documento resume el informe sobre la industria aeronáutica andaluza en 2009. Según el informe, la industria aeronáutica andaluza superó la crisis al crecer en facturación, empleo y productividad en 2009. El sector se diversificó y especializó más, con alianzas empresariales que buscan sinergias y competitividad. Sin embargo, queda trabajo por hacer para seguir mejorando la capacidad y competitividad del sector.
Мировой опыт управления стоимостью на строительных проектах. Доклад Сергея Должникова с конференции "Внедрение проектного управления. Успешный проектный офис 2016"
#pmoconf
Every panel on this wall is a lie, and every lie on this panel is genocidal. SJP is a hate group and no university should not provide it with recognition or financial support.
Written by Daniel Greenfield
Photographs by Elliott Hamilton
Designed for easy IO-Link integration into Ethernet-based fieldbuses and scalable system evaluation, including RX-based header board, two IO-Link Master modules, sensor board and evaluation IO-Link Master software stack and device tools.
MicroWorld, une plate-forme innovante et efficace, entourée d’expertsMicroWorld
Elle permet aux internautes de prêter de petites sommes à des micro-entrepreneurs du monde entier,
exclus des services financiers, pour leur permettre de créer ou développer leur micro-entreprise.
Sa mission : lutter contre la pauvreté et favoriser le développement économique local par la
progression de la microfinance.
Ses valeurs : MicroWorld s’appuie sur les piliers essentiels suivants :
• dignité à l’égard des micro-entrepreneurs
• expérience de l’équipe de MicroWorld
• transparence du système et des flux financiers
• innovation du modèle du projet MicroWorld
Son public : le grand public, les entreprises, les fondations, qui pourront financer, sous forme de prêts
solidaires, sur internet, des projets de micro-entrepreneurs du monde entier.
Ses soutiens : filiale du groupe PlaNet Finance, MicroWorld est mis en oeuvre et financé par Allard
Involved et un pool d’actionnaires internationaux.
Son financement : des investisseurs privés de MicroWorld se sont engagés à financer son activité
jusqu’à l’équilibre et ont fait de l’ONG PlaNet Finance le bénéficiaire économique à 70% du projet.
Par ailleurs, MicroWorld perçoit 5% du taux d’intérêt pratiqué par les IMF et une rémunération de la part
de ses partenaires Corporate.
Este documento presenta un estudio sobre riesgo moral realizado para el Banco de Crédito del Perú. El objetivo principal fue conocer las deficiencias en el desempeño laboral de los colaboradores y su desarrollo personal. Para ello, se aplicó una investigación descriptiva mediante encuestas a los colaboradores con el fin de obtener resultados que indiquen cómo afecta el riesgo moral a la rentabilidad del banco. El documento incluye la introducción, resumen, índice y dos capítulos que describen los datos generales de
Starbucks had a very successful fiscal year 2007, with revenue reaching $9.4 billion and net earnings of $673 million. However, the company saw slowing customer traffic in U.S. stores. In response, Starbucks' CEO Howard Schultz will lead a transformation of the company to refocus on coffee quality and the customer experience. Plans include improving U.S. stores, expanding internationally, and renewing Starbucks' heritage and innovation. Schultz is confident these steps will ensure long-term success and deliver value for customers, partners, and shareholders.
El documento compara la capacidad de disolución del agua, alcohol y aceite. El experimento encontró que el agua puede disolver la mayor cantidad de azúcar, sal y bicarbonato, especialmente cuando se calienta. Aunque el agua no es necesariamente el disolvente universal, es el mejor de los tres para disolver estos solutos en cantidades menores a 0.5 gramos.
This annual report summarizes the activities of Passport, a nonprofit Christian camp. In 2015, over 5,600 students attended Passport camps, where they encountered Christ, embraced community, and extended grace. The report discusses Passport's capital campaign to raise $1.5 million to fund scholarships, leadership training, facility upgrades, and financial stability. It provides statistics on camper service hours, online devotion readership, and introduces some campers who found faith or were inspired to serve through Passport.
El documento describe el vuelo inaugural del avión de transporte militar A400M en Andalucía. El A400M realizó un vuelo de 3 horas y 47 minutos desde el aeropuerto de Sevilla el 11 de diciembre de 2009, marcando un hito importante para la industria aeronáutica andaluza. El vuelo inaugural representa una oportunidad para que las empresas andaluzas mejoren su posición competitiva a través de la innovación y especialización en nuevas tecnologías.
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.
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.
There is a new political theory about political faces of each and other. Main idea of the book: the political portrait of the person is not derivative of the knowledge imparted to it by a civilization, values and preferences, but it is the experience of underconsumption in the past referred on risk of a nedopotrbleniye in the future.
The document outlines the strategic plan for 2030 of the University of Mary. It discusses the university's foundation established by the Sisters of Annunciation in 1959 to expand nursing education and provide a local four-year Catholic college. It grew substantially under the leadership of three presidents between 1970-2009, tripling in enrollment and adding many academic programs. The strategic plan aims to shape exceptional graduates prepared for life through advancing high quality programs and transforming Christian values into community benefits.
International Wood-Plastic Composites Conference 2016 programmeAMADEO FARIAS
The document announces the Wood-Plastic Composites 2016 conference to be held from March 7-9, 2016 in Vienna, Austria. The conference will focus on the latest developments in the wood-plastic composites industry, including new materials, processing technologies, applications and marketing practices. It is expected to draw participants from over 30 countries to network, learn about new opportunities and identify partnerships. The conference will feature presentations from industry experts and a practical demonstration at a WPC processing facility. Registration is available at an early bird discount before January 29, 2016 and includes attendance at all sessions as well as meals and conference materials.
El documento presenta un resumen y comentario del libro "Despide a tu jefe" de Juan Antonio Guerrero Cañongo. El libro propone 30 días de actividades para que las personas dejen de ser empleados y se conviertan en empresarios, como analizar su vida, identificar oportunidades de negocio, controlar emociones, y adquirir hábitos de líderes exitosos. El objetivo es motivar a las personas a perseguir sus sueños de independencia laboral y éxito empresarial.
El documento resume el informe sobre la industria aeronáutica andaluza en 2009. Según el informe, la industria aeronáutica andaluza superó la crisis al crecer en facturación, empleo y productividad en 2009. El sector se diversificó y especializó más, con alianzas empresariales que buscan sinergias y competitividad. Sin embargo, queda trabajo por hacer para seguir mejorando la capacidad y competitividad del sector.
Мировой опыт управления стоимостью на строительных проектах. Доклад Сергея Должникова с конференции "Внедрение проектного управления. Успешный проектный офис 2016"
#pmoconf
Every panel on this wall is a lie, and every lie on this panel is genocidal. SJP is a hate group and no university should not provide it with recognition or financial support.
Written by Daniel Greenfield
Photographs by Elliott Hamilton
Designed for easy IO-Link integration into Ethernet-based fieldbuses and scalable system evaluation, including RX-based header board, two IO-Link Master modules, sensor board and evaluation IO-Link Master software stack and device tools.
MicroWorld, une plate-forme innovante et efficace, entourée d’expertsMicroWorld
Elle permet aux internautes de prêter de petites sommes à des micro-entrepreneurs du monde entier,
exclus des services financiers, pour leur permettre de créer ou développer leur micro-entreprise.
Sa mission : lutter contre la pauvreté et favoriser le développement économique local par la
progression de la microfinance.
Ses valeurs : MicroWorld s’appuie sur les piliers essentiels suivants :
• dignité à l’égard des micro-entrepreneurs
• expérience de l’équipe de MicroWorld
• transparence du système et des flux financiers
• innovation du modèle du projet MicroWorld
Son public : le grand public, les entreprises, les fondations, qui pourront financer, sous forme de prêts
solidaires, sur internet, des projets de micro-entrepreneurs du monde entier.
Ses soutiens : filiale du groupe PlaNet Finance, MicroWorld est mis en oeuvre et financé par Allard
Involved et un pool d’actionnaires internationaux.
Son financement : des investisseurs privés de MicroWorld se sont engagés à financer son activité
jusqu’à l’équilibre et ont fait de l’ONG PlaNet Finance le bénéficiaire économique à 70% du projet.
Par ailleurs, MicroWorld perçoit 5% du taux d’intérêt pratiqué par les IMF et une rémunération de la part
de ses partenaires Corporate.
Este documento presenta un estudio sobre riesgo moral realizado para el Banco de Crédito del Perú. El objetivo principal fue conocer las deficiencias en el desempeño laboral de los colaboradores y su desarrollo personal. Para ello, se aplicó una investigación descriptiva mediante encuestas a los colaboradores con el fin de obtener resultados que indiquen cómo afecta el riesgo moral a la rentabilidad del banco. El documento incluye la introducción, resumen, índice y dos capítulos que describen los datos generales de
Starbucks had a very successful fiscal year 2007, with revenue reaching $9.4 billion and net earnings of $673 million. However, the company saw slowing customer traffic in U.S. stores. In response, Starbucks' CEO Howard Schultz will lead a transformation of the company to refocus on coffee quality and the customer experience. Plans include improving U.S. stores, expanding internationally, and renewing Starbucks' heritage and innovation. Schultz is confident these steps will ensure long-term success and deliver value for customers, partners, and shareholders.
El documento compara la capacidad de disolución del agua, alcohol y aceite. El experimento encontró que el agua puede disolver la mayor cantidad de azúcar, sal y bicarbonato, especialmente cuando se calienta. Aunque el agua no es necesariamente el disolvente universal, es el mejor de los tres para disolver estos solutos en cantidades menores a 0.5 gramos.
This annual report summarizes the activities of Passport, a nonprofit Christian camp. In 2015, over 5,600 students attended Passport camps, where they encountered Christ, embraced community, and extended grace. The report discusses Passport's capital campaign to raise $1.5 million to fund scholarships, leadership training, facility upgrades, and financial stability. It provides statistics on camper service hours, online devotion readership, and introduces some campers who found faith or were inspired to serve through Passport.
El documento describe el vuelo inaugural del avión de transporte militar A400M en Andalucía. El A400M realizó un vuelo de 3 horas y 47 minutos desde el aeropuerto de Sevilla el 11 de diciembre de 2009, marcando un hito importante para la industria aeronáutica andaluza. El vuelo inaugural representa una oportunidad para que las empresas andaluzas mejoren su posición competitiva a través de la innovación y especialización en nuevas tecnologías.
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.
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.
Starbucks had a very successful fiscal year in 1999, opening 625 new stores globally, the most in company history. They expanded internationally, opening over 150 stores outside North America. Starbucks also saw success introducing new products like Tazo Tea and lunch programs. While missing an earnings target for the first time, the company remained profitable and continued its strategy of global expansion and community investment to build its brand.
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 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.
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.
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.
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 opened its first location outside the US in Vancouver in 1987 and has since expanded across Canada. Key events include opening 5 stores in Toronto in 1996, incorporating as a Canadian subsidiary in 2001, and celebrating the openings of its 400th company-operated and 100th licensed locations in 2005. Starbucks strives to inspire and nurture the human spirit in each neighborhood through high-quality coffee, community involvement, and creating a welcoming third place beyond work and home.
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 opened its first store in 1971 in Seattle's Pike Place Market. It now has over 23,000 stores worldwide. The company has strong values like creating warmth and belonging. Starbucks also has heroes like veterans it hires and employees embracing more freedom with dress codes. Rituals unify partners with training and black aprons for coffee masters. Networks like Coffee Passport and Partner Hub strengthen the culture.
Starbucks began in 1971 and has grown into the world's largest coffeehouse chain. Starbucks Entertainment was created to provide additional entertainment options to customers, such as curating music playlists and creating an iTunes store. This helped enhance the customer experience and brand. Starbucks aims to create a welcoming "third place" environment beyond home and work, where customers can relax with coffee and work or socialize.
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.
Starbucks Corporation was founded in 1971 in Seattle, Washington. It began as a small coffee bean roaster and seller but grew significantly after CEO Howard Schultz was inspired by Italian coffee bars. Starbucks now operates over 28,000 stores globally and has become the largest coffeehouse company in the world. The company focuses on high-quality coffee and customer experience. Starbucks bases its strategy on environmental sustainability and social responsibility. It aims to inspire communities one customer at a time.
This document discusses the training program at Starbucks. It notes that Starbucks places a high value on training, with new employees undergoing formal training classes in their first six weeks. The training involves a three phase socialization process of pre-arrival, encounter, and metamorphosis. The pre-arrival phase recognizes what employees bring with them, the encounter phase is when employees start comparing expectations to reality, and the metamorphosis phase is when employees master Starbucks' norms and values. The document believes Starbucks' amazing success is largely due to its extreme socialization process during training.
This is a project where analysis of quality management has been done.. It has an overview, organization structure,analysis and conclusion. I hope you find it helpful.
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.
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.
To improve profitability in Japan, Starbucks should reposition its product offerings and services to better appeal to Japanese customers. Japanese customers prefer brighter shops and spending time on dates or online. Starbucks could provide better lighting, smoking areas, pre-ordering systems, and cultural or entertainment campaigns. Competition from other coffee chains is also an issue, so Starbucks should restructure prices and increase benefits to differentiate itself. Understanding Japanese culture could help Starbucks implement stronger customer service and attract more customers long-term.
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.
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.
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.
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.
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2. We all have a Starbucks we call our own.
For customers, it may be based on a cherished coffeehouse experience. A smiling barista who remembers
how they prefer their morning latte. Or the welcoming vibe they feel each time they enter their
neighborhood store.
For coffee farmers, this sense of shared ownership may evolve as we work together to make their farms
more productive and their communities more prosperous.
And for our employees, whom we call “partners,” it may represent something altogether different —
a company with an enduring commitment to be caring, upfront and fair.
But no matter how you define your Starbucks, each unique meaning stems from the commitment that
we’ve made to do business in a different way. A way that truly values individuals and their contributions.
A way that balances good business practices with a passion to improve this world we share.
A better way.
At my Starbucks, they all know me by name, drink, reading
material—they even know that certain drinks correspond to My grandfather Joe’s 90th birthday was approaching.
certain moods. On my last birthday, I got up early and drove We contacted his favorite Starbucks and asked if we
past two towns to spend the morning at my Starbucks, my could send over some photos and a Happy Birthday
sliver of home on 38th Street, reading, one ear listening to the poster to put up in the store. The manager was more
baristas as they greeted each other, their customers, the day. than happy to oblige. On Grandpa’s big day, we all
went over with him to get a coffee. His Starbucks
Harumi, customer
was adorned with the pictures and the big birthday
poster. Your staff was so warm and accommodating,
they made Joe feel right at home.
Nicole, customer
On the Cover: A fresh-brewed cup of Starbucks® Anniversary Blend, our smooth,
full-bodied mix of fine Asia/Pacific coffees accented with rare aged Indonesian beans.
3. Daniel Del Pino, barista
Novato, California
Starbucks partner since November 2004
4. Jerry Moran, store manager
Metairie, Louisiana
Starbucks partner since
May 2003
My Starbucks worked day and night with the China Soong Ching Ling Foundation and Give2Asia
for more than half a year to organize a teacher-training seminar. It was held in Chengdu on the
hottest day in the last 35 years. However, when I saw the smiles on the faces of the rural teachers,
nothing else mattered. The rewards were boundless. What is more precious than this?
Kimberly Ye, Corporate Social Responsibility manager
Shanghai, China
Starbucks partner since March 2006
5. Thanks to Starbucks, life has changed a lot for us. Why?
It’s obvious. Before, some members of our cooperative
couldn’t afford to send their kids to school. Now, with
the help of Starbucks, we’ve been able to build the
first school for secondary education in this area. It’s a
public school for everyone so we can all see our children
get an education. To give them this is our greatest
source of pride, the greatest hope that we all share.
Roberto, president
Comon Yaj Nop Tic Cooperative
Chiapas, Mexico
For those who question whether the Starbucks Experience
can travel internationally, I recommend they visit Starbucks
in Shanghai, in August, midweek, at 10:30 p.m. You will
find 90-degree heat, 100 percent humidity and, surprisingly,
a store absolutely packed with people placing orders and
waiting for coffee; every table full of 20-somethings having
conversations, laughing, running around, playing on
computers, living. The place is truly amazing.
Hampton, investor
6. To Our Shareholders,
Wherever we are, we both have an important ritual for starting most days.
We stop in to a Starbucks store for a cup of coffee.
Many mornings it’s a visit to our local stores in Starbucks hometown of Seattle. But sometimes it’s a quick stop at an
airport kiosk in London. Or a conversation over a latte in Beijing. Or perhaps a trip back to our very first store in Seattle’s
Pike Place Market. It’s a wonderful way for each of us to connect with the people in our stores, and a critical reminder of
the responsibility we have in serving our customers more than 40 million times each week and the commitments we’ve
made to more than 145,000 partners (employees). To us, this is what My Starbucks is all about. It’s the relationships we
build and the Starbucks culture that lives every day around the world.
As we reflect on Starbucks 35th anniversary, we are extremely grateful for the way we have been
embraced by customers worldwide. We understand that with success comes increased scrutiny,
be it from the media, activists or from concerned customers who want to know that the company
is fair and principled. We’ve always believed that leadership companies must set a higher standard
for how business is done. And we want to assure you that we remain committed to our core
values and our vision to do business in a different way—a way that creates long-term value for
our shareholders while honoring the contributions of the farmers and our people who make our
success possible.
Continued growth in the business has demonstrated that our vision is working in a
variety of ways. Our exceptionally strong and enduring growth and performance were evident
again this year as we opened 2,199 new stores globally (ahead of our originally stated target
of 1,800) at an average pace of six new stores per day, bringing our total to 12,440 stores
Howard Schultz
in 37 countries. Revenues increased 22 percent to $7.8 billion, resulting in net earnings of
$564 million or $0.71 earnings per share. Starbucks has now posted a phenomenal 15 consecutive years of five percent
or greater comparable store sales growth.
Customers in new and existing markets continue to enthusiastically embrace Starbucks. Starbucks Coffee
International saw solid growth in every region of the world and earned record operating profits of $108 million. During late
calendar 2006, we opened stores in Brazil and Egypt, and plan to open our first locations in Russia and India during calendar
2007. Customer acceptance of the Starbucks brand has been outstanding. In China, in just a short period of time, Starbucks
is emerging as the “third place”—that welcoming space between home and work where people gather to engage and connect.
In fiscal 2006 we made a significant strategic decision to acquire 100 percent equity in our Hawaii and Puerto Rico
businesses to better leverage resources and ensure consistency of our brand. We also increased our investment and equity
stake in our Beijing market early in fiscal 2007 to help pave the way for accelerated expansion in China.
Partners are at the heart of the Starbucks Experience. One of the reasons Starbucks has been so successful is because
of the human connection customers and partners share every day in our stores around the world. We remain steadfastly
committed to creating a great work environment, and to offering health benefits for eligible full- and part-time partners
despite the significant rise in health care costs. In turn we are gratified to see partners provide a great experience for
our customers.
7. Coffee expertise distinguishes Starbucks in the world of fine coffee purveyors. And just as people are the heart of
Starbucks, coffee is our soul. Starbucks is dedicated to purchasing the highest quality coffee and paying premium prices to
reflect our ongoing commitment to coffee-farming communities. We’re keenly focused on ensuring a long-term supply of
our high-quality coffee by engaging in sustainable buying practices and strengthening relationships with farmers we know
and trust. We’re proud of the progress we’ve made with Coffee and Farmer Equity (C.A.F.E.) Practices, an unprecedented
program in which we have created a set of industry-leading, comprehensive coffee-buying guidelines addressing coffee
quality, financial transparency, and social and environmental responsibility.
A passion to try to improve the world drives our vision to be a company with not only a heart and soul but
a conscience. Our approach to corporate social responsibility (CSR) includes developing ethical sourcing practices for
products such as coffee and cocoa, strengthening our involvement in education programs focused on cultural diversity
globally, funding water projects in developing countries, and reducing our environmental footprint. To learn more, please
see Starbucks Fiscal Year 2006 CSR Annual Report, available at www.starbucks.com/csr in late March 2007.
Innovation is central to the way we do business. It helps drive our growth and long-term success. In fiscal 2006 we
continued to innovate and extend the Starbucks Experience beyond our stores with imaginative new ready-to-drink
beverages and expanded packaged coffee offerings. We extended the equity of the Starbucks brand
with our first venture into a film partnership, the rollout of our music strategy beyond the U.S.
and the initiation of our book strategy. We have established a curatorial voice that our customers
have come to trust. And as a result, they have given us permission to go beyond coffee and our
traditional music offerings to enhance the coffeehouse experience.
We also continued to deliver the unexpected with imaginative new beverages and food offerings.
We expanded lunch programs to a total of 4,150 stores and introduced the ability to warm
pastries and provide hot breakfast sandwiches to stores across the U.S. This is an exciting way
for us to extend the brand and create a destination for more than coffee beverages. We also
continue to innovate and evolve a wide range of food and beverage options, from indulgent treats
to lower-fat and reduced-calorie choices for all consumers’ tastes.
Jim Donald
Looking ahead, we continue to be extremely confident about our future growth and success.
We plan to open 2,400 stores internationally in fiscal 2007, and we have set financial growth targets for total revenue growth
of approximately 20 percent and annual earnings-per-share growth of approximately 20 to 25 percent for the next three to
five years. We have also raised our long-term store count target to 40,000 worldwide (20,000 U.S. and 20,000 International).
From our journey to stores in neighborhoods all around the world, we can tell you, My Starbucks is a unique and
exceptional place. We are proud of our accomplishments and grateful to our shareholders, partners, customers, suppliers and
coffee farmers.
We hope to see you in our stores soon.
Howard Schultz Jim Donald
chairman president chief executive officer
8. meets me where I live.
Starbucks store located at 1185 King Street at George, Toronto, Ontario, Canada
9. During fiscal year 2006, Starbucks continued to exemplified our decades-long commitment to coffee expertise
succeed in achieving something few retailers have and product innovation. By proactively addressing our
been able to accomplish: extending our unique customers’ desires for a broad range of options, including
brand experience well beyond our retail stores reduced-calorie and lower-fat menu selections, and by
in new and imaginative ways that resonate with expanding our fresh lunch and warm breakfast sandwich
customers all over the world. offerings, we continued to make Starbucks an increasingly
frequent occasion in each customer’s day.
An innovative selection of ready-to-drink beverages from our
Global Consumer Products Group. New specialty coffees
Beyond the Coffeehouse
blended and roasted to appeal to the grocery shopper. An
unprecedented Starbucks Entertainment lineup that included Africa Kitamu and Costa Rica Tarrazú, two new ground
® ™
our first movie and book offerings. These were just a few of the coffees blended and roasted to meet the taste profiles preferred
highlights in a year that saw continued growth, as an ever- by grocery customers, were key contributors in a year that
broadening base of customers experienced their Starbucks in saw sales for Starbucks and Seattle’s Best Coffee increase by
surprising ways and unexpected places. double digits in the grocery, club and mass merchant channels.
The introduction of Starbucks Iced Coffee, Starbucks Iced
® ®
Coffee Light, Starbucks DoubleShot Light espresso drink and
Growing Strong
®
Strawberries Crème Frappuccino crème beverage to our
®
With the opening of 2,199 new locations worldwide, we
ready-to-drink portfolio generated an additional 550 million
reinforced our role as the preferred coffeehouse, serving our
brand experiences outside our retail stores, allowing our
customers more than 40 million times per week. Expansion
customers to enjoy their Starbucks whenever and wherever
continued in China as we increased overall store ownership
they prefer.
and operations, built critical infrastructure and hired
experienced, world-class leadership with local expertise to
meet the demands of rapid growth. Customers in South Korea
welcomed Frappuccino bottled beverages into their local
®
market. Meanwhile, a solidly profitable Starbucks Coffee Japan
celebrated its 10th anniversary with 14 consecutive months of
comparable store sales increases and a new line of Starbucks
Discoveries ready-to-drink coffee that sold 45 million units
™
in just its first year.
A Menu of New Favorites
The unveiling of our highly popular Cinnamon Dolce Latte,
the introduction of four rare Black Apron Exclusives coffees
™
and the launch of assorted tropical Banana Frappuccino ®
blended beverages and Frappuccino fruit juice blends
®
ENtERtAiNMENt tHAt StiRS tHE SOul
Starbucks continued to establish itself as a destination for inspired and inspiring entertainment with the launch of a second
Hear Music™ Debut artist, Sonya Kitchell, new forays into film (Akeelah and the Bee) and books (Mitch Albom’s New York times
bestseller For One More Day), and the rollout of our highly successful music platform to markets outside the u.S.
As a follow-up to these successes, in early fiscal 2007, we announced the opening of a dedicated Starbucks® Entertainment area in
the itunes® music store. By cultivating artists and creative expression that enhance the coffeehouse experience and partnering with
itunes® to extend our Hear Music™ offerings beyond the walls of our stores, Starbucks® Entertainment continues to transform the
way our customers discover entertainment.
11. When we set out to become the world’s leading
purveyor of fine coffee, we didn’t put all of our
Starbucks total u.S. Workforce Diversity
focus on how large we’d become or just how much
profit we intended to make. Intuition told us that
66% 70%
our ultimate success would depend less on clever 30%
34%
advertising gimmicks than it would on the special
individuals we’d bring onboard, one by one, as we
worked to make our dream a reality.
And so we began to surround ourselves with partners who
Female Caucasian
shared our passion for legendary service. Who understood
Male People of Color
that one amazing cup of coffee, served in a place where people
always feel welcome, could elevate someone’s day. Maybe even
the overall makeup of our u.S. workforce underscores a commitment to
change that person’s life. And we made a commitment to treat our Guiding Principle of embracing diversity as an essential component
these exceptional partners with respect and dignity. We wrote in the way we do business. Similarly, Starbucks executive leadership
reflects a comparable dedication to diversity, with a roster of Senior
that down—and it became the first of six Guiding Principles
Officers (senior vice presidents and above) that includes 28% women
that would determine how we’d run our business back then,
and 22% people of color.
today and always.
living Our Values
Partner Volunteerism
Thirty-five years later, we remain true to this commitment.
We continue to offer comprehensive health care to all eligible 383,000 $1,559,000
full- and part-time U.S. partners. We constantly assess $1,487,000
299,000
and update our Total Pay package to make sure it remains
competitive. We provide broad-based Bean Stock options to all
eligible global partners. And we strive to create a workforce in 214,000
each store that reflects the overall diversity of its community. $801,000
It’s a philosophy that continues to pay dividends. In a recent
global Partner View Survey, Starbucks partners weighed in
with an exceptionally high rate of participation (84 percent)
and lofty marks for overall satisfaction (86 percent). Our
Fiscal
inclusion in the DiversityInc “Top 50 Companies for Diversity” 2004 2005 2006 2004 2005 2006
Year
and “Top 10 Companies for Latinos” acknowledges our Make Your Mark Volunteer Hours Starbucks Make Your Mark Grants
commitment to creating a diverse, inclusive global workforce.
Six years ago Starbucks introduced our Make Your Mark volunteer
Some things Never Change program as a way to support our partners’ desires to connect with and
contribute to the communities they serve. through Make Your Mark,
As we gear up for tomorrow, attracting and training new
we match partners’ volunteer endeavors with a donation of $10 to
partners and leaders from many different backgrounds, we’ll
their designated nonprofit organization for every hour of volunteer work
continue to sustain the values of personal dignity, mutual completed, up to $1,000 per project. if our partners enlist the help of
respect and shared success we held as precious when we first other community members, we match those hours as well.
started. We’ll continue to do everything we can to foster During fiscal 2006 Starbucks partners and customers in the u.S. and
Canada volunteered 383,000 hours in support of thousands of local
a compelling, creative and welcoming environment for all
community organizations. that’s equivalent to 184 people working
partners. And we’ll continue to sustain a thriving, diverse full-time for the whole year.
workplace culture that each partner can be proud to call
“My Starbucks.”
Shown Opposite: tanisha Jones, barista, Seattle, Washington, Starbucks partner since May 2002
inset Photo: Sarah Matsumoto, research and development lab assistant, Seattle, Washington, Starbucks partner since August 2000
13. During fiscal 2006, we continued to demonstrate investing in Our Communities
that doing good makes good business sense with Trust is a fragile thing in this world. Loyalty is priceless. How
a threefold approach that focuses on: do we gain trust and increase loyalty among customers and
• Implementing progressive ways to reduce our partners alike? Through initiatives that magnify our promise to
environmental footprint contribute positively in the communities where we do business.
• Sourcing our products in an ethical manner
EThoS WATER
• Investing in the quality of life in our communities
Helping children get clean water: it’s the mission
we share with our customers each time someone
Environmental Stewardship purchases a bottle of Ethos water. For each
™
bottle we sell, we donate $0.05 to the Ethos
Exceptional coffee is our core business. Since the quality of the
Water Fund—monies that are applied toward
world’s annual coffee harvest is strongly influenced by climate
our goal of contributing at least $10 million by
conditions and other ecological factors, we are dedicated to
2010 to help alleviate the world water crisis.
reducing our environmental impact. This past year our U.S.
and Canada stores introduced the first-ever hot-beverage cup
In 2006 The Starbucks Foundation announced
containing 10 percent post-consumer recycled material, which
Ethos Water Fund grants totaling $2.3 million
will eliminate the use of more than 5 million pounds of virgin
for the development of humanitarian water
tree fiber. We also decreased the environmental impact of our
programs in the Benishangul Gumuz region of
coffeehouses by purchasing renewable energy certificates to
Ethiopia and in Sumatra, Indonesia. These initiatives will focus
offset 20 percent of the energy used in our U.S. and Canada
on improving local water sources and providing sanitation and
company-operated stores.
hygiene education to their respective beneficiary communities.
In an important, related development, a new distribution
Ethical Sourcing: Cocoa agreement with PepsiCo has paved the way for expanded Ethos ™
As part of our ongoing commitment to ethical sourcing, water distribution, allowing us to extend the mission of Ethos
we began implementing a cocoa-purchasing program geared Water beyond the Starbucks retail store environment.
toward ensuring that the cocoa used in Starbucks products is
ChINA EduCATIoN PRojECT
cultivated, harvested and processed in a socially, economically
In 2005 we demonstrated our commitment to China by
and environmentally responsible manner. Based on our
pledging $5 million through The Starbucks Foundation to
industry-benchmark C.A.F.E. Practices model for coffee, its
establish the Starbucks China Education Project at Give2Asia,
highlights include affordable loans for farmers, sustainable
an organization dedicated to promoting philanthropy in
farm management practices, the prohibition of forced child
Asia. As a part of that continuing initiative, during 2006 the
labor, and economic transparency all along the value chain,
China Education Project entered into an agreement with the
from farmer to exporter.
China Soong Ching Ling Foundation to provide $1.5 million
for a rural teacher-training program and scholarships for
students with financial need.
OuR BuSiNESS iS DOiNG GOOD
ThE LITTLE REAdINg PRogRAM ThAT dId
For 35 years it has remained our goal to show that running
During the month of August 2006, Starbucks supported
a profitable business and being a good neighbor aren’t
Jumpstart’s Read for the Record campaign, selling nearly
mutually exclusive; that, with focused attention, a little
53,000 copies of the children’s classic The Little Engine That
extra effort and an overriding desire to do the right thing, a
Could and generating more than $500,000 in donations
company can enjoy financial success while being a socially
to assist Jumpstart in its goal of making sure each child in
responsible corporate citizen. Our recognition as one of “100
America enters school prepared to succeed. On August 24,
Best Corporate Citizens” by Business Ethics Magazine for the
Starbucks hosted more than 330 reading events across the U.S.,
seventh consecutive year is a testament to our conviction that,
engaging thousands of partners and customers in Jumpstart’s
by choosing to run our business a little differently, we help
mission. Readers around the country simultaneously shared the
create a better world for us all.
story of The Little Engine That Could with more than 150,000
children to set an official Guinness world record.
15. The world’s finest coffee. It sustains our global purchases of more than 18 million pounds. We also
growth and energizes our expansion into new continued to work with Fairtrade Labelling Organizations
markets, new channels and new categories. International (FLO) to distribute Fair Trade Certified ™
When you combine the ongoing requirements products globally through several different channels.
of our core business with our ambitious plans
for international growth, our need for an
increasing supply of exceptional coffee becomes the Four Fundamentals of C.A.F.E. Practices
readily apparent.
Social
Product
Starbucks C.A.F.E. Practices Responsibility
Quality
C.A.F.E.
During fiscal 2006, we continued to demonstrate our
Practices
unwavering commitment to helping farmers produce high- Environmental
Economic
quality coffee through our Coffee and Farmer Equity (C.A.F.E.) Leadership
Accountability
Practices, an unprecedented program in which we have created
a comprehensive set of guidelines to ensure that the coffee we
Prerequisites Additional
purchase is grown and processed in a sustainable manner. Components
C.A.F.E. Practices addresses important issues relating to
Coffee Purchased from C.A.F.E. Practices Suppliers
individual farmers, cooperatives, processors, exporters and
importers—all invaluable partners in our goal of creating a 155
150
long-term supply of fine coffee for our customers. By requiring
safe and humane working conditions, mandatory economic
transparency that shows price paid all the way back to the
farmer and other verifiable measures across our supply chain,
77
75
C.A.F.E. Practices provides an all-encompassing solution to
Millions of
help establish sustainable methods of coffee production that 43
Pounds
30
result in quality harvests year after year.
In fiscal year 2006, C.A.F.E. Practices once again proved
its value to both Starbucks and the participating farming Fiscal 2004 2005 2006
Year
communities. We purchased more than 150 million pounds of
coffee from independently verified C.A.F.E. Practices suppliers, C.A.F.E. Practices Goal
C.A.F.E. Practices Actual
an increase of more than 100 percent from the previous year,
and began verifying the first farms in Africa. We also continued
to work directly with farmers through our Farmer Support
Center, an agronomy field office located in Costa Rica that MEEt YOuR COFFEE MAStERS
allows us to work side by side with coffee farmers and suppliers
they wear the black apron. they number more than 24,000
on their sustainability measures and coffee quality. strong. they’ve studied the mysteries of fine arabica coffee,
contemplated the rich intricacies of aroma, flavor and body,
Fair trade Certified™ Coffee and mastered the precise artistry of grinding and brewing the
bean to release the incomparable flavors within.
In addition to C.A.F.E. Practices, we recognize the value
that other third-party certifications, particularly Fair Trade With our Coffee Master advanced training
and organic, have for some of our customers. During fiscal program and several other coffee education
initiatives, Starbucks continues to establish
2006, we continued to support the Fair Trade movement,
itself as the category leader in coffee expertise.
which shares common goals with C.A.F.E. Practices but
which works specifically with smallholder farmers who are
Martin torres, project specialist
organized into participating cooperatives. We reinforced
Seattle, Washington
our position as the largest buyer, roaster and distributor Starbucks partner since September 2000
of Fair Trade Certified coffee in North America with
™
16. Board of Directors
Board of Directors shown from left to right:
Olden Lee PepsiCo, Inc., retired executive
Howard Schultz Starbucks Corporation, chairman
Barbara Bass Gerson Bakar Foundation, president
William W. (Bill) Bradley Allen Company LLC, managing director
Howard Behar Starbucks Corporation, director
Myron E. Ullman, III J.C. Penney Company, Inc., chairman and chief executive officer
James L. Donald Starbucks Corporation, president and chief executive officer
James G. Shennan, Jr. Trinity Ventures, general partner emeritus
Craig E. Weatherup Pepsi-Cola Company, retired chief executive officer
Mellody Hobson Ariel Capital Management, LLC/Ariel Mutual Funds, president
Javier G. Teruel Colgate-Palmolive Company, vice chairman
iNDEPENDENt AuDitORS
The Company’s Securities and
Market information
Exchange Commission filings may Deloitte and Touche LLP
The Company’s common stock is traded on the NASDAq Global Select Market be obtained without charge by
tRANSFER AGENt
under the symbol SBUX. The following table shows the quarterly high and low accessing the Investor Relations
Mellon Investor Services
closing stock prices of the common stock as reported by the NASDAq Global section of the Company’s website at
Starbucks Coffee Company
Select Market for each quarter during the last two fiscal years. http://investor.starbucks.com, at
c/o Mellon Investor Services, LLC
www.sec.gov or by making a request
P.O. Box 3315
October 1, 2006 High Low to Investor Relations via the address,
South Hackensack, NJ 07606
phone number or website listed below.
Fourth Quarter $ 38.02 29.55 (888) 835-2866
Third Quarter 39.63 34.93
www.melloninvestor.com/isd
investor Relations
Second Quarter 37.63 30.24
ANNuAl MEEtiNG OF
First Quarter 31.96 24.91 Starbucks Corporation
SHAREHOlDERS
PO Box 34067
March 21, 2007, 10:00 a.m. PST
October 2, 2005 High Low M/S FP1
Marion Oliver McCaw Hall, Seattle, WA
Seattle, WA 98124-1067
Fourth Quarter $ 26.35 23.08
Live webcast at:
(206) 447-1575, ext. 87118
Third Quarter 28.13 22.78 http://investor.starbucks.com
Second Quarter 30.80 24.79 http://investor.starbucks.com
NOTE: To help address capacity constraints, each
First Quarter 31.94 23.53 Proxy Statement contains two admission tickets for
the Annual Meeting. Each attendee must present
an admission ticket to be admitted to this meeting.
Registration opens at 8 a.m.
17. Senior Officers
Senior Officers James L. Donald and his direct reports, from left to right: Senior Officers not shown:
James C. Alling president, Starbucks Coffee U.S. Howard Schultz chairman
Anne Saunders senior vice president, Global Brand Strategy and Communications Troy Alstead senior vice president, Finance
Dorothy J. Kim executive vice president, Supply Chain Operations Cliff Burrows senior vice president; president, Europe/Middle East/Africa
David A. Pace executive vice president, Partner Resources Brian Crynes senior vice president and chief information officer
Kenneth T. Lombard senior vice president; president, Starbucks Entertainment Christine Day senior vice president; president, Asia Pacific Group
Gerardo I. Lopez senior vice president; president, Global Consumer Products Michelle Gass senior vice president, Category Management
Sandra E. Taylor senior vice president, Corporate Social Responsibility Margaret Giuntini senior vice president, Partner Resources, U.S. Business
James L. Donald president and chief executive officer Juan Guerrero senior vice president, Global Logistics and International
Paula E. Boggs executive vice president, general counsel and secretary Supply Chain Operations
Michael Casey executive vice president, chief financial officer and chief administrative officer Julio Gutiérrez senior vice president, New Markets, Starbucks Coffee International
Martin Coles president, Starbucks Coffee International Willard (Dub) Hay senior vice president, Coffee and Global Procurement
Buck Hendrix senior vice president; president, Latin America
Gregg S. Johnson senior vice president, Global Business Systems Solutions
Chet Kuchinad senior vice president, Total Pay
Corporate Social Responsibility David Landau senior vice president, deputy general counsel and chief compliance officer
Katharine Lindemann senior vice president, Store Operations Services
Our commitment to conduct our business in ways that Mark Lindstrom senior vice president, Western Division
produce social, environmental and economic benefits to the Colin Moore senior vice president; president, Starbucks Coffee Canada
communities where we operate is integral to our overall strategy. Dave Olsen senior vice president, Culture and Leadership Development
In an effort to remain open, transparent and accountable, Matt Sikes senior vice president, U.S. Finance
Launi Skinner senior vice president, Store Development
we publish a Corporate Social Responsibility annual report.
Sheri Southern senior vice president, Partner Resources, Starbucks Coffee International
Starbucks Fiscal 2006 CSR Annual Report will be available Michael Stafford senior vice president, Organization and Partner Development
online at www.starbucks.com/csr beginning March 21, 2007. Marc D. Stolzman senior vice president, Finance and Business Development,
Starbucks Coffee International
Paul Twohig senior vice president, Eastern Division
tell us About Your Starbucks Jinlong Wang senior vice president; president, Greater China
Each of us has our own unique Starbucks story to share. Mark Wesley senior vice president, Real Estate/Store Development,
Starbucks Coffee International
Of a morning brightened by the perfect latte. A meaningful
connection made over a white cup. Or a community forever
changed by a coffeehouse. We invite you to share your Starbucks
story with us at www.mystarbucksstory.com.
18. Financial Highlights
Stores Open at Fiscal Year End Net Revenues (in BiLLions)
(Company-operated and LiCensed stores)
Net Revenue Growth (perCentaGes) from Previous Year
International
12,440
United States $7.8
10,241 22%
$6.4
8,569 20%
$5.3
7,225
30%
$4.1
5,886
$3.3 24%
4,709
$2.6 24%
22%
2001 2002 2003 2004 2005 2006 2001 2002 2003 2004 2005 2006
Components of 2006 Revenue Operating income (in miLLions)
Operating Margin (perCentaGes)
retail 85%
$894
Licensing 11% $781
Foodservice other 4%
$606
12.3%
$421
2006 Revenue Breakdown
$313
$278 11.5%
11.5%
United states 79%
9.5%
10.5%
10.3%
international 17%
Global Consumer 4%
2001 2002 2003 2004 2005 2006
products Group
Comparable Store Sales Net Earnings (in miLLions)
(Company-operated stores open 13 months or LonGer)
Return on Equity (perCentaGes)
Fiscal 2006 marked 15 consecutive years of comparable store sales
growth of 5% or greater. $564
$494
10%
25%
$389
8% 8%
7%
6%
20%
$265
5%
$210
$179
17%
14% 14%
13%
2001 2002 2003 2004 2005 2006 2001 2002 2003 2004 2005 2006
6
19. 10-k REPORT
It takes a lot of paper to print an annual report like this for our many shareholders.
To minimize our environmental impact, the narrative (not the 10-K) of the Starbucks Corporation Fiscal
2006 Annual Report was printed on paper manufactured from 100% post-consumer waste (PCW) fibers
using Green-e certified renewable energy certificates.
We’ll keep looking for ways to further reduce our environmental footprint. Thanks for your support.