The document is Starbucks' 2004 annual report which summarizes the company's performance and initiatives that fiscal year. It discusses how Starbucks renewed its focus on coffee roots by expanding coffee education and rare coffee offerings. It highlights global social responsibility efforts including improving conditions for coffee farmers. It also summarizes innovations in music offerings and new products. Starbucks achieved record growth by opening over 1,300 stores globally and increasing revenue over $1 billion to $5.3 billion, exceeding expectations.
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.
This document appears to be a biography of Lauren DeCandido. It describes that she grew up in Bryn Mawr, Pennsylvania and attended Syracuse University. After graduating, she moved to New York City to begin her career. She later married and had a daughter. The family is now settled in Stamford, Connecticut. The document then goes on to showcase some of Lauren's creative work and ideas.
Grandionce Crumpets is a shop that combines a boutique selling apparel, gifts and accessories with a tearoom serving food including crumpets, sandwiches, soups and teas. It aims to provide an excellent customer experience through delicious food and a great atmosphere in an elegant setting inspired by English royalty. The target market is primarily women ages 18-60 who enjoy refined experiences and have disposable income to spend on high quality products and services. The interior and exterior spaces are designed to transport customers to an authentic British tea parlor and create a hedonic shopping and dining experience.
Grandionce Crumpets is a British-inspired tearoom, boutique, and event space located in an upscale shopping center. It aims to provide an luxurious experience for its target customers of mainly women ages 18-60 through high quality food, drinks, apparel, and event services inspired by English royalty. Customers can enjoy browsing the boutique, relaxing in the courtyard or on the patio, or attending special events while indulging in teas, crumpets, and other snacks in a refined atmospheric setting meant to transport visitors to an authentic British tearoom.
This guide welcomes new residents to Tree Town and provides tips and contact information to help with the transition. It includes recommendations for local restaurants, fitness classes, and fun activities. It also lists community sponsors that help maintain the homes and offers important local contact information for services like maintenance, utilities, and emergency services.
The Abahuzamugambi Co-operative in Rwanda was formed by coffee growers to improve the quality of their coffee and receive a fair price through Fairtrade. Previously, small-scale coffee farmers received low prices for their coffee due to poor quality from processing and storage issues. They also had little bargaining power against buyers. The Co-operative helps farmers by providing training and resources to produce higher quality coffee and selling through Fairtrade, which guarantees a fair minimum price and social premium.
This newsletter provides an overview of the southern Costa Rica region and the city of San Isidro. It discusses the growth and development of the region, focusing on agriculture including coffee, pineapple and sugar cane. It also highlights attractions like Chirripo National Park, fair trade initiatives through CoopeAgri coffee cooperative, and the natural beauty of the southern zone of Costa Rica with its biodiversity.
Blush Bags is launching a new line of luxury spa products and custom gift bags called Blush for women and Blu for men. The gift bags contain lavish spa essentials like robes, slippers, and grooming kits. Blush Bags was selected to provide customized gift bags for NFL legends being honored during Super Bowl weekend. The gift bags for the event will contain products from the Blu line for men.
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.
This document appears to be a biography of Lauren DeCandido. It describes that she grew up in Bryn Mawr, Pennsylvania and attended Syracuse University. After graduating, she moved to New York City to begin her career. She later married and had a daughter. The family is now settled in Stamford, Connecticut. The document then goes on to showcase some of Lauren's creative work and ideas.
Grandionce Crumpets is a shop that combines a boutique selling apparel, gifts and accessories with a tearoom serving food including crumpets, sandwiches, soups and teas. It aims to provide an excellent customer experience through delicious food and a great atmosphere in an elegant setting inspired by English royalty. The target market is primarily women ages 18-60 who enjoy refined experiences and have disposable income to spend on high quality products and services. The interior and exterior spaces are designed to transport customers to an authentic British tea parlor and create a hedonic shopping and dining experience.
Grandionce Crumpets is a British-inspired tearoom, boutique, and event space located in an upscale shopping center. It aims to provide an luxurious experience for its target customers of mainly women ages 18-60 through high quality food, drinks, apparel, and event services inspired by English royalty. Customers can enjoy browsing the boutique, relaxing in the courtyard or on the patio, or attending special events while indulging in teas, crumpets, and other snacks in a refined atmospheric setting meant to transport visitors to an authentic British tearoom.
This guide welcomes new residents to Tree Town and provides tips and contact information to help with the transition. It includes recommendations for local restaurants, fitness classes, and fun activities. It also lists community sponsors that help maintain the homes and offers important local contact information for services like maintenance, utilities, and emergency services.
The Abahuzamugambi Co-operative in Rwanda was formed by coffee growers to improve the quality of their coffee and receive a fair price through Fairtrade. Previously, small-scale coffee farmers received low prices for their coffee due to poor quality from processing and storage issues. They also had little bargaining power against buyers. The Co-operative helps farmers by providing training and resources to produce higher quality coffee and selling through Fairtrade, which guarantees a fair minimum price and social premium.
This newsletter provides an overview of the southern Costa Rica region and the city of San Isidro. It discusses the growth and development of the region, focusing on agriculture including coffee, pineapple and sugar cane. It also highlights attractions like Chirripo National Park, fair trade initiatives through CoopeAgri coffee cooperative, and the natural beauty of the southern zone of Costa Rica with its biodiversity.
Blush Bags is launching a new line of luxury spa products and custom gift bags called Blush for women and Blu for men. The gift bags contain lavish spa essentials like robes, slippers, and grooming kits. Blush Bags was selected to provide customized gift bags for NFL legends being honored during Super Bowl weekend. The gift bags for the event will contain products from the Blu line for men.
- DTE Energy's consolidated statement of financial position as of June 30, 2006 showed total assets of $22.2 billion and total liabilities and shareholders' equity of $22.2 billion. Cash and cash equivalents totaled $76 million as of June 30, 2006.
- Detroit Edison's electric sales increased 7% in the second quarter of 2006 compared to the same period in 2005, while gas sales at MichCon decreased 21% over the same period.
- DTE Energy's debt to total capitalization as of June 30, 2006 was 52.9% with long-term debt totaling $6.7 billion.
DTE Energy reported lower third quarter earnings compared to the previous year. Earnings were $93 million compared to $176 million in 2003. Operating earnings were also down, at $69 million versus $114 million the year before. The decline was largely due to lower revenues at Detroit Edison from mild weather and customers switching to electric choice programs. However, DTE Energy expects regulatory proceedings to improve the financial outlook for its utility businesses and continued strong performance from non-regulated operations.
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 annual report summarizes Dollar General's financial performance for the fiscal year ending January 28, 2005. It discusses key metrics like net sales increasing 11.5% to $7.66 billion and earnings per share increasing 17% to $1.04. It also discusses operational achievements like opening 722 new stores, expanding food offerings to over 92% of stores, and completing pilot programs to improve store operations. The report expresses confidence in Dollar General's ability to serve its customers in any economic environment through its low price model.
DTE Energy reported a 25% increase in earnings for 2005 compared to 2004, driven by operational and regulatory improvements at its electric and gas utilities Detroit Edison and MichCon. It expects continued strong earnings growth in 2006 across all of its business segments. Non-utility operations performed well in 2005 and are expected to contribute further to earnings growth in 2006. The company provided guidance of $3.60 to $3.90 per share in operating earnings for 2006, a significant increase over 2005.
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.
This document contains consolidated financial statements for DTE Energy Company for the years ended December 31, 2008 and 2007. It includes statements of financial position, operations, cash flows, and supplemental sales analysis. The statements of financial position show total assets of $24.6 billion as of December 31, 2008, including property, plant and equipment of $11.4 billion, and total liabilities and equity of also $24.6 billion. The statements of operations indicate net income of $546 million for 2008 compared to $971 million for 2007. Cash flows from operating activities were $1.1 billion in 2008. Electric sales and revenues for Detroit Edison decreased year-over-year for the fourth quarter and year-to-
- Dollar General Corporation is the largest discount retailer in the US with over 8,000 stores located primarily in the southern and midwestern US.
- In 2007, Dollar General underwent a merger with an entity controlled by Kohlberg Kravis Roberts & Co., making Dollar General a subsidiary of Buck Holdings, LP which is controlled by investment funds affiliated with KKR and other equity investors.
- Between 2004 and 2009, Dollar General increased its total number of stores from 6,700 to over 8,300, grew net sales from $6.9 billion to $10.5 billion, and plans to accelerate new store growth in 2009 by opening approximately 450 new stores and remodeling 400 existing stores.
Detroit Edison filed an application with the Michigan Public Service Commission to change retail electric rates for the first time in 10 years. The filing proposed an 8.02% base rate increase phased in between 2004-2006 after existing rate caps expire, as well as surcharges to recover deferred regulatory assets. The increases were estimated to total $416 million in additional revenue in 2006. The filing also sought to reinstate the power supply cost recovery mechanism and establish a return on equity sharing mechanism.
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.
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.
This document is an independent auditors' report on the consolidated financial statements of JTH Tax, Inc. and subsidiaries for the years ended April 30, 2007, 2006 and 2005. In the auditor's opinion, the financial statements present fairly the financial position of the company. The report also notes the company's implementation of new accounting standards related to consolidation of variable interest entities, accounting for uncertainty in income taxes, and share-based payment.
- 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.
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.
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.
The document is a notice and proxy statement for the annual meeting of stockholders of Norfolk Southern Corporation to be held on May 14, 2009. It provides information on voting procedures, the agenda items to be voted on which include election of directors and ratification of auditors, and summaries of other matters such as director and executive compensation. Stockholders are requested to vote by proxy prior to the meeting.
- Norfolk Southern Corporation controls a major freight railroad, Norfolk Southern Railway Company, which operates approximately 21,000 miles of track in 22 U.S. states.
- Coal transport is Norfolk Southern's largest commodity, accounting for 29% of revenues in 2008. General merchandise and intermodal freight also make up significant portions of revenues.
- Norfolk Southern handles a variety of goods for industries located along its rail network, as well as interchange traffic from other railroads. Rates are determined predominantly by private contracts rather than government regulation.
The document discusses Starbucks' 2001 fiscal year annual report, highlighting how they sourced the highest quality coffee beans from around the world to create their Starbucks Special Reserve blend and single-origin coffee, which provide funding to communities in origin countries. It also discusses the dedication of Starbucks employees during challenges like earthquakes and 9/11, and Starbucks' continued global expansion and commitment to social responsibility.
The document discusses Starbucks' 2001 fiscal year annual report, highlighting how they sourced the highest quality coffee beans from around the world, selected two exceptional "Starbucks Special Reserve" coffees, and provided funding to support coffee-growing communities and improve social conditions in origin countries. It also recognizes the dedication of Starbucks employees during challenges like earthquakes and 9/11, and outlines the company's continued global expansion plans.
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.
- DTE Energy's consolidated statement of financial position as of June 30, 2006 showed total assets of $22.2 billion and total liabilities and shareholders' equity of $22.2 billion. Cash and cash equivalents totaled $76 million as of June 30, 2006.
- Detroit Edison's electric sales increased 7% in the second quarter of 2006 compared to the same period in 2005, while gas sales at MichCon decreased 21% over the same period.
- DTE Energy's debt to total capitalization as of June 30, 2006 was 52.9% with long-term debt totaling $6.7 billion.
DTE Energy reported lower third quarter earnings compared to the previous year. Earnings were $93 million compared to $176 million in 2003. Operating earnings were also down, at $69 million versus $114 million the year before. The decline was largely due to lower revenues at Detroit Edison from mild weather and customers switching to electric choice programs. However, DTE Energy expects regulatory proceedings to improve the financial outlook for its utility businesses and continued strong performance from non-regulated operations.
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 annual report summarizes Dollar General's financial performance for the fiscal year ending January 28, 2005. It discusses key metrics like net sales increasing 11.5% to $7.66 billion and earnings per share increasing 17% to $1.04. It also discusses operational achievements like opening 722 new stores, expanding food offerings to over 92% of stores, and completing pilot programs to improve store operations. The report expresses confidence in Dollar General's ability to serve its customers in any economic environment through its low price model.
DTE Energy reported a 25% increase in earnings for 2005 compared to 2004, driven by operational and regulatory improvements at its electric and gas utilities Detroit Edison and MichCon. It expects continued strong earnings growth in 2006 across all of its business segments. Non-utility operations performed well in 2005 and are expected to contribute further to earnings growth in 2006. The company provided guidance of $3.60 to $3.90 per share in operating earnings for 2006, a significant increase over 2005.
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.
This document contains consolidated financial statements for DTE Energy Company for the years ended December 31, 2008 and 2007. It includes statements of financial position, operations, cash flows, and supplemental sales analysis. The statements of financial position show total assets of $24.6 billion as of December 31, 2008, including property, plant and equipment of $11.4 billion, and total liabilities and equity of also $24.6 billion. The statements of operations indicate net income of $546 million for 2008 compared to $971 million for 2007. Cash flows from operating activities were $1.1 billion in 2008. Electric sales and revenues for Detroit Edison decreased year-over-year for the fourth quarter and year-to-
- Dollar General Corporation is the largest discount retailer in the US with over 8,000 stores located primarily in the southern and midwestern US.
- In 2007, Dollar General underwent a merger with an entity controlled by Kohlberg Kravis Roberts & Co., making Dollar General a subsidiary of Buck Holdings, LP which is controlled by investment funds affiliated with KKR and other equity investors.
- Between 2004 and 2009, Dollar General increased its total number of stores from 6,700 to over 8,300, grew net sales from $6.9 billion to $10.5 billion, and plans to accelerate new store growth in 2009 by opening approximately 450 new stores and remodeling 400 existing stores.
Detroit Edison filed an application with the Michigan Public Service Commission to change retail electric rates for the first time in 10 years. The filing proposed an 8.02% base rate increase phased in between 2004-2006 after existing rate caps expire, as well as surcharges to recover deferred regulatory assets. The increases were estimated to total $416 million in additional revenue in 2006. The filing also sought to reinstate the power supply cost recovery mechanism and establish a return on equity sharing mechanism.
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.
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.
This document is an independent auditors' report on the consolidated financial statements of JTH Tax, Inc. and subsidiaries for the years ended April 30, 2007, 2006 and 2005. In the auditor's opinion, the financial statements present fairly the financial position of the company. The report also notes the company's implementation of new accounting standards related to consolidation of variable interest entities, accounting for uncertainty in income taxes, and share-based payment.
- 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.
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.
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.
The document is a notice and proxy statement for the annual meeting of stockholders of Norfolk Southern Corporation to be held on May 14, 2009. It provides information on voting procedures, the agenda items to be voted on which include election of directors and ratification of auditors, and summaries of other matters such as director and executive compensation. Stockholders are requested to vote by proxy prior to the meeting.
- Norfolk Southern Corporation controls a major freight railroad, Norfolk Southern Railway Company, which operates approximately 21,000 miles of track in 22 U.S. states.
- Coal transport is Norfolk Southern's largest commodity, accounting for 29% of revenues in 2008. General merchandise and intermodal freight also make up significant portions of revenues.
- Norfolk Southern handles a variety of goods for industries located along its rail network, as well as interchange traffic from other railroads. Rates are determined predominantly by private contracts rather than government regulation.
The document discusses Starbucks' 2001 fiscal year annual report, highlighting how they sourced the highest quality coffee beans from around the world to create their Starbucks Special Reserve blend and single-origin coffee, which provide funding to communities in origin countries. It also discusses the dedication of Starbucks employees during challenges like earthquakes and 9/11, and Starbucks' continued global expansion and commitment to social responsibility.
The document discusses Starbucks' 2001 fiscal year annual report, highlighting how they sourced the highest quality coffee beans from around the world, selected two exceptional "Starbucks Special Reserve" coffees, and provided funding to support coffee-growing communities and improve social conditions in origin countries. It also recognizes the dedication of Starbucks employees during challenges like earthquakes and 9/11, and outlines the company's continued global expansion plans.
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 is an American coffee company and chain with over 16,700 stores worldwide. It offers various coffee drinks, teas, and snacks. Starbucks aims to build a company with a soul through customer satisfaction, contributing to society, and high quality products. A SWOT analysis found strengths in its global brand but weaknesses in high prices and coffee bean import reliance. Starbucks focuses on ethical sourcing, community programs, and environmental sustainability through initiatives like partnering with conservation groups and creating recycled cups.
Starbucks is an American coffee company founded in 1971 in Seattle, Washington. It operates over 23,000 locations worldwide. Starbucks' mission is to inspire and nurture the human spirit through high-quality coffee and customer service. In 2011, Starbucks entered a joint venture with Tata Global Beverages to open locations in India. Starbucks opened its first two Indian stores in Mumbai and Delhi in 2012. It has since expanded to other Indian cities like Hyderabad. Starbucks emphasizes its core values of warmth, courage, respect, accountability, and performance through a human lens. It offers coffee, food, and merchandise both in stores and online globally.
The document discusses different types of coffees offered by the coffee brand Kapehan, including naturally flavored coffees available in mocha, caramel and vanilla flavors, blonde roast coffees described as decidedly mellow, medium roast coffees presented as perfect for those not wanting something too strong, dark roast coffees described as robust and bold, as well as information about specific coffee blends under the Kapehan brand name. It also provides information on Kapehan cafes and their focus on community and environmental responsibility.
Starbucks began in 1971 as a roaster and retailer of coffee beans and related products with a single store in Seattle. It has since grown into a global brand with over 21,000 retail stores across 66 countries. Starbucks aims to inspire customers through high-quality coffee and a welcoming store environment. The company focuses on ethical sourcing of coffee beans and environmental sustainability while fostering community involvement. Starbucks strives to treat its employees, called partners, with respect through health benefits and equity ownership in the company.
Starbucks began in 1971 as a roaster and retailer of coffee beans and related products with a single store in Seattle. It has since grown into a global brand with over 21,000 retail stores across 66 countries. Starbucks aims to inspire customers through high-quality coffee and a welcoming store environment. The company focuses on ethical sourcing of coffee beans and environmental sustainability while fostering community involvement. Starbucks strives to treat its employees, called partners, with respect by providing health benefits and company stock ownership.
Starbucks is an American global coffee company and coffeehouse chain based in Seattle. It has over 20,000 stores in 62 countries. The company was founded in 1971 and has grown significantly over the years through expansion. Starbucks aims to provide high quality coffee and customer service while also focusing on ethical sourcing and being environmentally and socially responsible. It emphasizes values like diversity and community involvement through its business practices and culture.
Conference Program for All My Relations - Reviving ReciprocityTheCircleSupport
The document provides information about the 3rd All My Relations Gathering hosted by the Circle on Philanthropy and Aboriginal Peoples in Canada. The Gathering aims to celebrate connectedness between Indigenous peoples and enhance partnerships through exploring sustainable models of giving. The theme of "Reviving Reciprocity" emphasizes learning opportunities that come from collaborating with youth. The agenda outlines workshops and presentations that will focus on topics like education, the environment, and community development. The document introduces the board members, committees, and sponsors involved in organizing the successful Gathering.
Starbucks provides a brief history of the company starting in 1971 and highlights its growth over the decades. The document outlines Starbucks' values of providing a great work environment, embracing diversity, applying high standards of excellence, developing satisfied customers, contributing positively to communities and the environment, and recognizing profitability. It also discusses Starbucks' brand essence and focus on coffee, people, and experience. The summary highlights Starbucks' commitment to social responsibility through initiatives like fair trade, organic, and shade grown coffee as well as support for coffee farmers and local communities.
Total product satisfaction at retailers’ levelPrateek Gahlot
The document provides an overview of the Coca-Cola Company's global operations and history. Some key points:
- Coca-Cola was founded in 1886 and is the world's largest beverage company, operating in over 200 countries.
- The first Coca-Cola bottling occurred in 1894 and the first bottling agreement was established in 1899, leading to rapid expansion across the US in the early 1900s and globally thereafter.
- Today Coca-Cola produces nearly 400 brands and has a diverse network of bottling partners around the world to produce and distribute its products locally.
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.
The document promotes supporting local businesses in Syracuse, New York. It thanks various sponsors and highlights several local businesses, emphasizing that spending money locally keeps more money circulating in the community. It notes that a 10% shift to local spending could create 1,200 new jobs in Central New York. The document encourages becoming a "Green Core Company" to save money, conserve resources, and be a leader in sustainability.
Starbucks opened its first stores in Spain in 2002, including a new store at Orense, 6 in Madrid. The annual report discusses this opening as an example of how Starbucks delivers on its promise of providing the best customer experience. It highlights aspects of the Spanish culture and how Starbucks coffee and culture have been embraced locally. While continuing global expansion, Starbucks remains committed to its values of prioritizing employees and customers through high-quality coffee and personal connections.
This document provides an annual report for Starbucks for the 2002 fiscal year. It summarizes the company's continued global expansion, with key points being that Starbucks opened its doors in new international markets like Spain, Germany, and Mexico. It highlights the opening of a new store in Madrid, Spain, describing the local customs and coffee drinks. It also discusses Starbucks' continued focus on coffee quality, its partners (employees), and becoming an active member within the communities it operates in worldwide.
Caffé Capri is a family-owned Italian coffee roasting company with over 25 years of experience. They use traditional Italian roasting techniques passed down over three generations to craft unique coffee blends. Caffé Capri prides itself on consistency and quality, ensuring a reliable supply directly from farmers and a signature taste produced by their master roaster of 22 years. The company continues to expand its operations across the West Coast.
Similar to starbucks Annual_Report_2004_part1 (20)
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.
University of North Carolina at Charlotte degree offer diploma Transcripttscdzuip
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1. Elemental Economics - Introduction to mining.pdfNeal Brewster
After this first you should: Understand the nature of mining; have an awareness of the industry’s boundaries, corporate structure and size; appreciation the complex motivations and objectives of the industries’ various participants; know how mineral reserves are defined and estimated, and how they evolve over time.
[4:55 p.m.] Bryan Oates
OJPs are becoming a critical resource for policy-makers and researchers who study the labour market. LMIC continues to work with Vicinity Jobs’ data on OJPs, which can be explored in our Canadian Job Trends Dashboard. Valuable insights have been gained through our analysis of OJP data, including LMIC research lead
Suzanne Spiteri’s recent report on improving the quality and accessibility of job postings to reduce employment barriers for neurodivergent people.
Decoding job postings: Improving accessibility for neurodivergent job seekers
Improving the quality and accessibility of job postings is one way to reduce employment barriers for neurodivergent people.
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.
"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.
A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
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Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby, Hodge, Verified Chapters 1 - 13, Complete Newest Version Solution Manual For Financial Accounting, 8th Canadian Edition by Libby, Hodge, Verified Chapters 1 - 13, Complete Newest Version Solution Manual For Financial Accounting 8th Canadian Edition Pdf Chapters Download Stuvia Solution Manual For Financial Accounting 8th Canadian Edition Ebook Download Stuvia Solution Manual For Financial Accounting 8th Canadian Edition Pdf Solution Manual For Financial Accounting 8th Canadian Edition Pdf Download Stuvia Financial Accounting 8th Canadian Edition Pdf Chapters Download Stuvia Financial Accounting 8th Canadian Edition Ebook Download Stuvia Financial Accounting 8th Canadian Edition Pdf Financial Accounting 8th Canadian Edition Pdf Download Stuvia
Understanding how timely GST payments influence a lender's decision to approve loans, this topic explores the correlation between GST compliance and creditworthiness. It highlights how consistent GST payments can enhance a business's financial credibility, potentially leading to higher chances of loan approval.
Discover the Future of Dogecoin with Our Comprehensive Guidance36 Crypto
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OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.
3. The Humble Coffee Tree.
Not only integral to our success as a Company,
it also serves as a wonderful example for us to follow.
Draw from your roots. Trust in and nurture
the strength of your core.
Always reach upward. Always reach out.
And perhaps most important, always give back.
Cover photo: OUR MUSE AND OUR INSPIRATION.
On an Earthwatch Institute research expedition to the Tarrazú region of Costa Rica, partner Matt Peloza
shot this close-up of a coffee tree with young cherries, one of many covering the fertile township of Dota.
4. Coffee trees have roots, and so do we.
And this past year, we turned to those
roots with a renewed passion.
Heritage
A passion that led us to encourage all of our employees (whom we call
partners) to gain an even deeper understanding of coffee through our
Coffee Master certification program. To earn the title of Coffee Master,
participants must pass demanding tests on the intricacies and nuances
of coffee. Currently, there are about 4,750 Coffee Masters in the
United States and 2,300 internationally. Our goal is to increase this
number until at least one black apron–clad Coffee Master graces every
Company-owned Starbucks around the globe. Why? Simply because
whenever our partners can add to their wealth of knowledge, our
customers benefit too.
Our passion also took us hundreds of thousands of miles to the highest
mountain tops and the most remote villages to discover coffees worthy
of being featured in our new Black Apron Exclusives™ line. Named after
the prestigious black apron worn by our Coffee Masters, these precious,
rare coffees are only available in limited quantities and represent the
pinnacle of coffee – the very best of the best. This quest to bring our
customers the finest coffees from around the world will never end.
We also continued our commitment to coffee farmers through our newly
established Coffee and Farmer Equity (C.A.F.E.) Practices, our global
coffee buying program, as well as through our Farmer Support Center
in San José, Costa Rica. Our efforts include paying farmers premium
prices for their coffee, establishing direct relationships, providing access
to credit and collaborating with them to implement new and sustainable
farming techniques. In doing this, we hope to help ensure a better life
for the farmers, their families and their communities and, in turn, help
ensure a long-term supply of high quality coffee.
WE TRAVEL FAR AND WIDE EVEN THEN, THOUSANDS OF COFFEE FARMERS HELP
TO DISCOVER STARBUCKS® COFFEES ARE TASTED BEFORE ONE US THRIVE, AND WE DO
.
BLACK APRON EXCLUSIVES™ RECEIVES THE STARBUCKS® OUR BEST TO RETURN
BLACK APRON EXCLUSIVES™ LABEL . THE FAVOR.
5. H E R I TA G E
Janeen Simmons and Kerrie Renfrow, two Coffee Masters from our very first store in Pike Place Market, Seattle.
6. People are our strength.
Our support. The very reason
Strength
we stand tall.
From farmers and partners to customers and shareholders, we rely,
with gratitude, upon you. And so we make it our job, every single day,
to nurture those who keep us strong.
To help support the coffee-farming communities who contribute
so greatly to our success, we traveled to 12 countries over the course
of last year. We helped build a bridge in Ethiopia to allow the safe
passage of crops, goods, relief aids and development materials, which
impacted nearly 70,000 people living in the region. We expanded a
primary school in Guatemala to help improve education and foster
community pride. And most recently, we traveled to East Timor to
offer farmers further coffee education and provide them with tools to
help them succeed in their struggling economy.
We ventured to Washington, D.C., to help gain lawmaker support
for healthcare benefits, which could affect millions of uninsured
Americans. At the same time, we proudly serve as a role model for
other large corporations by providing healthcare benefits to eligible
part-time and full-time partners – something we’ve done since the
early days of our Company.
It’s a good start, but, as always, there is so much more we hope
to accomplish.
WE WORK TO MAKE EVERY WE ASSISTED IN BUILDING A STARBUCKS PARTNERS HOWARD SCHULTZ,
STARBUCKS EXPERIENCE AS BRIDGE IN ETHIOPIA TO HELP DAVE PACE AND CHET KUCHINAD DISCUSS
COFFEE-FARMING COMMUNITIES .
GREAT AS THE LAST. THE IMPORTANCE OF EMPLOYER-PROVIDED
HEALTHCARE BENEFITS WITH U.S.
(R-TX).
REPRESENTATIVE JOE BARTON
7. STRENGTH
Costa Rican coffee farmer Gerardo Alfano, one of thousands of farmers producing the world’s finest coffee.
8. There’s a lot of blue sky out there.
Opportunities to reach upward and grow.
So we ventured into several new territories. (Trees, after all, Innovation
know how to bend in the wind.)
Our commitment to music as an integral part of the Starbucks
Experience was invigorated as we opened a Hear Music™ Coffeehouse
in Santa Monica, California, in March 2004. We then launched
Hear Music™ XM Satellite Radio Channel 75 and introduced Hear
Music™ media bars in 45 stores in Seattle, Washington, and Austin,
Texas, in October 2004. Each Hear Music™ media bar allows
customers to use the powerful, yet simple technology to create
custom CDs by choosing from thousands of established and
emerging artists. As we did with coffee, it’s our hope that these
innovations will transform the music industry.
This past year we were also honored to work with the legendary
Ray Charles, who collaborated on a CD of duets with other famous
musicians before his sad passing. The venture was a momentous
event on its own, made even more significant when the album sold
more in our stores than any other retail outlet, and reached No. 1
on the R&B charts.
Along with offering new sounds, we did our best to delight
our customers with new, varied menu items. For those customers
looking for lighter choices, we unveiled Frappuccino® Light Blended
Beverages and other reduced-calorie options. Meanwhile, we also
offered a new selection of desserts to complement our fine coffees.
And in the second quarter of 2005, we will introduce Chantico, ™
our indulgent drinking chocolate, inspired by the thick, hot
chocolate beverage served in Mexico and Spain centuries ago.
As we continued to grow, we were able to expand abroad, thanks to
the help of our overseas partners. We were thrilled to introduce the
Starbucks Experience to two new countries, France and Cyprus,
bringing our total to more than 2,400 stores in 33 countries outside
the United States. Every new store is full of opportunity,
responsibility and, of course, pride.
A HEAR MUSIC™ MEDIA BAR, THE INCOMPARABLE FOR OUR CALORIE-
WHERE YOU CAN BURN CDS RAY CHARLES, WITH FRIEND CONSCIOUS CONSUMERS,
WILLIE NELSON .
TO YOUR HEART’S CONTENT. WE INTRODUCED
FRAPPUCCINO® LIGHT
BLENDED BEVERAGES .
9. I N N O VAT I O N
Melina Wong discovering new favorite songs at the Hear Music™ media bar.
10. With the proper care, coffee trees give back.
And they give back abundantly.
Through the generous spirit of our partners, customers and
shareholders, we are able to do the same.
Sometimes giving back means traveling to Central America as
part of an Earthwatch expedition. Working with scientists and
a local cooperative of coffee growers, 10 Starbucks customers
assisted in restoring an area of Costa Rican rainforest where
less than 10 percent of the original forest remains.
Sometimes it means supporting existing programs by giving
to charitable organizations through The Starbucks Foundation.
Through Youth Leadership grants, the Foundation funds innovative
programs – particularly those in ethnically diverse communities –
that embrace cultural diversity and literacy and involve families,
schools and neighborhood organizations.
And other times it means promoting environmental awareness
during Earth Month, and educating both customers and partners
on how to take better care of our planet all year round through
recycling, waste reduction and energy efficiency.
No matter where we are, in every activity and on every day,
we humbly do our best to set a responsible example.
At the same time, we are constantly mindful that every part of our
Company has room to grow. To improve.
As we look back over a fruitful year, we thank you.
Thank you for the opportunity to stand strong. To branch out.
And, as every well-tended coffee tree should, to f lourish.
11. To Our Shareholders,
fall 2004, the delectable Pumpkin Spice Latte, and we are confident that
At Starbucks, the success of each year has surpassed the previous one, and
our customers will warmly embrace our latest offering – the deliciously
each time we begin to write this letter our belief in the power of our brand,
indulgent Chantico™ drinking chocolate – introduced in January 2005.
optimism for the future and deep gratitude to all those who have made it
This past year we also introduced our signature coffee line – Starbucks ®
possible have been even greater. Fiscal 2004 was no exception – this was
Black Apron Exclusives™ – the product of our relentless pursuit of the
the most impressive performance we have enjoyed to date, and as we have
finest arabica coffees from around the world to share with our customers.
stated before, we truly believe that the best is yet to come. The Starbucks
Our pipeline for new products and services has never been stronger, and
brand resonates with people around the world because it is authentic – we
we intend to continue to surprise and delight our customers with new
strive for absolute congruence between our actions and our values, and
offerings, while maintaining Starbucks familiar, welcoming essence.
we humbly represent the best of our heritage as we continually endeavor
to create a wonderful experience for our customers and build enduring
In fiscal 2004, the scope of our innovation extended to our new
value for our shareholders.
Entertainment division and Starbucks Hear Music™ This aspect of
.
our business is far more significant than simply offering our favorite
We are extremely pleased to share the story of another year of
music to customers through CD sales; we believe that we are creating a
exceptional achievements for Starbucks. In the context of a world
transformational experience in the music industry. Starbucks customers
economy still reeling from several years of downturns and setbacks, our
have the opportunity to discover and experience music in unique,
financial performance was overwhelmingly positive. During fiscal
compelling ways, and we are confident that our reputation for delivering
2004, Starbucks delivered a roster of outstanding accomplishments,
a quality music experience has earned their trust.
including consolidated net revenues of $5.3 billion – an increase of
30 percent. Excluding the impact of the 53rd week in fiscal 2004,
Fiscal 2004 was a landmark year for music at Starbucks. Ray Charles’
consolidated net revenues increased by more than $1 billion, or
Genius Loves Company, which we produced in conjunction with Concord
27 percent, from fiscal 2003. We also enjoyed annual comparable store
Records, soared to No. 1 on the Billboard R&B charts without radio
sales growth of 10 percent – marking our first full year of double-digit
play. Instead, it was featured prominently in more than 4,500 United
growth in more than a decade, and the 13th consecutive year of
States Starbucks locations and was available at other retailers. We also
comparable store sales growth of 5 percent or greater. We also achieved
announced the new Hear Music™ Channel 75 on XM Satellite Radio,
earnings per share (EPS) of $0.95 – a full $0.10 above the high end of
offering customers an entirely new way to enjoy our custom music
our original target announced in July 2003.
selections. One of our most exciting recent innovations is the Hear
Music™ media bar, which allows customers to burn and print custom
In addition, we opened a record 1,344 stores worldwide, including
CDs right in the store, in about the time it takes to get a latte. We
our 500th store in Europe and 413 new retail locations outside the
believe that there is virtually limitless opportunity to reintroduce a sense
United States. We also posted full-year profitability for Starbucks
of discovery, community and passion for music to our customers, and we
Coffee International operations, both including and excluding Canada.
intend to continue our focus on music and entertainment as exciting new
Given our sustained success to date, we believe that we previously
elements of the Starbucks Experience.
underestimated the scope of the long-term opportunity for Starbucks.
Accordingly, we recently increased our ultimate projected growth
We have said it before, but we truly believe that Starbucks is in the early
from 25,000 to at least 30,000 stores worldwide, with at least 15,000
chapters of an enduring story. The best is yet to come.
locations outside the United States.
History tells us that the Starbucks Experience has a rich emotional
Warm regards,
connection for people everywhere, and we are creating the “third place”
for an ever-broadening audience around the world. As we proceed, we
also continually strive to increase both average unit volumes and first-
year average unit volumes for our locations. With 6,132 stores in the
Howard Schultz Orin C. Smith
United States and 2,437 stores within our International operations, we
chairman and president and
are able to touch the lives of 30 million customers each week. We plan
chief global strategist chief executive officer
to open at least 1,500 Company-operated stores on a global basis in
fiscal 2005. In the United States, we plan to open approximately 550
Company-operated locations and 525 licensed locations. Many of those
Thank You Orin,
locations will be in neighborhoods, off highways and in rural areas where
we are not represented. We have also responded to customer demand for
No assessment of Starbucks success to date and promising future
a conveniently accessible Starbucks Experience by offering a significant
would be complete without acknowledging Orin Smith’s upcoming
percentage of drive-thru locations to meet customers’ needs when they
retirement as president and chief executive officer, effective
are on the go.
March 31, 2005. Orin’s many outstanding contributions have helped to
shape and develop Starbucks into a respected brand, recognized around
We intend to expand our licensed, grocery and foodservice organizations
the world for our unrelenting commitment to our people, our coffee, and
to provide new points of discovery for consumers. At the end of fiscal
the quality of our relationships with farmers and suppliers in coffee-origin
2004, we had 1,839 licensed locations in the United States, and we also
countries. We will always be deeply grateful to him for his intelligent,
announced that every Borders ® bookstore with a café will have a Seattle’s
committed leadership and caring for everyone involved in Starbucks.
Best Coffee café. This exciting program complements the long-successful
partnership between Barnes & Noble Booksellers and Starbucks. We are
Over the last two years, we have worked together with our Board of Directors
confident that the supply chain and store development foundations of
to carefully select and groom Orin’s successor, and we are immensely pleased
our business will allow us to sustain our growth so that we may serve
that Jim Donald has been named ceo designate. We have absolute trust in
millions of additional customers and fulfill their desire for convenient
both his professional abilities and personal integrity, and we are confident
access to the Starbucks Experience wherever their day takes them.
that he will continue to embody the best aspects of Starbucks.
As we grow, we continue to foster our spirit of discovery while
Orin, thank you for guiding us along the road less traveled. We will humbly
maintaining our commitment to our sense of tradition. Fiscal 2004
do our best to honor your legacy as we continue on our journey.
was a year of incredible innovation for Starbucks. We delivered new
products and line extensions with beverages such as the wildly popular
Strawberries & Crème Frappuccino ® blended crème beverage and, for