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.
Pertinencia de los estudios de cata y degustación para la definición de la ca...ExternalEvents
http://www.fao.org/in-action/quality-and-origin-program/en
Pertinencia de los estudios de cata y degustación para la definición de la calidad específica de un producto, Francisco Mena, Exclusive Coffees, Costa Rica. (spanish)
Dunkin' Donuts has introduced a new Wildberry Smoothie made with strawberry, raspberry, blueberry, and blackberry. The smoothie will be available for a limited time at participating locations in New England. Dunkin' is also offering new Fruited Iced Teas and seasonal flavors to help customers stay cool this summer.
Farm Fresh Atlas of Northern Wisconsin 2019TammyNeeb
The Farm Fresh Atlas™ of Northern Wisconsin is a free local food guide. We are a network of farmers, local food producers, farmers markets, businesses, institutions, and organizations that support a vibrant local food shed in northern Wisconsin.
https://farmfreshatlas.org
The document provides a list of unique iced coffee drinks from coffee shops across various US cities to celebrate National Coffee Week. It includes the drink name, location and brief description for each drink. KRUPS, a leading coffee maker manufacturer, put together the list and is also giving away coffee makers on social media to celebrate.
This document is a catalog from a Christian humanitarian organization called World Help that allows donors to purchase gifts to help impoverished communities around the world. It describes various gift options like providing food for a starving child for a year for $40, donating livestock like cows, goats, and chickens to provide income and nutrition, or giving gifts where aid is most urgently needed like during pandemics. It emphasizes that these gifts can transform lives by meeting vital needs and shares stories of communities whose lives were improved by receiving animals or clean water projects.
Habitat for Humanity of Utah County celebrated its 25th anniversary with a sale and giveaways. The local affiliate was founded in 1991 and has since built homes for hundreds of families in need. Volunteers are needed to help with the annual gift-wrapping fundraiser between December 17-24 to benefit a home being built for a single mother and her children. The document also provides information on various other Habitat events and volunteer opportunities.
The document provides observations from a walk around a village in northern Spain during fall. It describes the traditional shops, cafes, market, and sense of community. Key points noted include the focus on quality products and excellent customer service at family-run businesses, the weekly market featuring local foods, and signs of traditional celebrations for Todos Los Santos rather than Halloween.
Inspiration for Hospitality Clients, Partners and FriendsLiz Seelye
Unprecedented times inspire unprecedented creativity. SRG’s “Hospitality and The New Normal” details emerging themes and the amazing ingenuity happening in our industry right now.
We hope it helps inspire more ideas as we all navigate what’s next. Please share the creativity you’ve seen or tag a colleague or friend you’re cheering on in the comments!
Pertinencia de los estudios de cata y degustación para la definición de la ca...ExternalEvents
http://www.fao.org/in-action/quality-and-origin-program/en
Pertinencia de los estudios de cata y degustación para la definición de la calidad específica de un producto, Francisco Mena, Exclusive Coffees, Costa Rica. (spanish)
Dunkin' Donuts has introduced a new Wildberry Smoothie made with strawberry, raspberry, blueberry, and blackberry. The smoothie will be available for a limited time at participating locations in New England. Dunkin' is also offering new Fruited Iced Teas and seasonal flavors to help customers stay cool this summer.
Farm Fresh Atlas of Northern Wisconsin 2019TammyNeeb
The Farm Fresh Atlas™ of Northern Wisconsin is a free local food guide. We are a network of farmers, local food producers, farmers markets, businesses, institutions, and organizations that support a vibrant local food shed in northern Wisconsin.
https://farmfreshatlas.org
The document provides a list of unique iced coffee drinks from coffee shops across various US cities to celebrate National Coffee Week. It includes the drink name, location and brief description for each drink. KRUPS, a leading coffee maker manufacturer, put together the list and is also giving away coffee makers on social media to celebrate.
This document is a catalog from a Christian humanitarian organization called World Help that allows donors to purchase gifts to help impoverished communities around the world. It describes various gift options like providing food for a starving child for a year for $40, donating livestock like cows, goats, and chickens to provide income and nutrition, or giving gifts where aid is most urgently needed like during pandemics. It emphasizes that these gifts can transform lives by meeting vital needs and shares stories of communities whose lives were improved by receiving animals or clean water projects.
Habitat for Humanity of Utah County celebrated its 25th anniversary with a sale and giveaways. The local affiliate was founded in 1991 and has since built homes for hundreds of families in need. Volunteers are needed to help with the annual gift-wrapping fundraiser between December 17-24 to benefit a home being built for a single mother and her children. The document also provides information on various other Habitat events and volunteer opportunities.
The document provides observations from a walk around a village in northern Spain during fall. It describes the traditional shops, cafes, market, and sense of community. Key points noted include the focus on quality products and excellent customer service at family-run businesses, the weekly market featuring local foods, and signs of traditional celebrations for Todos Los Santos rather than Halloween.
Inspiration for Hospitality Clients, Partners and FriendsLiz Seelye
Unprecedented times inspire unprecedented creativity. SRG’s “Hospitality and The New Normal” details emerging themes and the amazing ingenuity happening in our industry right now.
We hope it helps inspire more ideas as we all navigate what’s next. Please share the creativity you’ve seen or tag a colleague or friend you’re cheering on in the comments!
- Starbucks had a difficult fiscal 2008 with slowing growth and store closures for the first time, but invested in its employees and asked them to commit to new ways of operating stores.
- Despite challenges, Starbucks' business fundamentals remain strong with over 17,000 stores serving 50 million customers per week globally.
- In fiscal 2008, Starbucks focused on coffee quality by launching new brewing methods and everyday coffee while also providing healthier food and beverage options requested by customers.
Starbucks began in 1971 as a small coffee shop in Seattle owned by three partners. In the 1980s, the company expanded and was sold to new investors. By the late 1980s, Starbucks had over 4,000 stores across North America. As the US market became saturated, Starbucks looked to expand globally. However, entering new international markets presented both controllable and uncontrollable challenges related to price, product, promotion, and local economic, competitive, cultural, and political forces. To improve profitability and manage risks, Starbucks could diversify products, enhance the in-store experience, improve employee satisfaction, and refine its global expansion strategy. In Japan specifically, Starbucks may consider reducing prices or increasing employee benefits to better adapt to
Starbucks is facing challenges including negative public opinion, dissatisfied employees, and an inability to attract younger consumers. The document analyzes alternatives for Starbucks to address these issues:
1) Pursue a corporate social responsibility strategy to improve reputation and staff morale.
2) Segment consumer markets and customize the Starbucks image and products for different groups like younger customers.
3) Customize products and image for new international markets to prove cultural empathy.
4) Develop a company-wide planning culture to clarify roles and give staff more input, improving service and job satisfaction.
The criteria for evaluating alternatives are that they must enhance Starbucks' value proposition for customers, enable penetrating new markets and improving employee and public perceptions
Starbucks began in 1971 as a single coffee shop in Seattle and has grown to over 16,000 stores globally. While experiencing rapid growth, Starbucks has recently faced challenges as sales declined during the recession. The company is refocusing its strategy on international expansion, retail products, and revitalizing its Seattle's Best brand to diversify. Starbucks remains in the mature stage of its lifecycle and must continue innovating its brand experience such as mobile ordering to fend off competitors and stay relevant in the coffee market.
ORGANIZATION DEVELOPMENT IMPLEMENTED IN STARBUCKSIndiran K
Starbucks has implemented various organization development initiatives to become more environmentally sustainable and socially responsible. Some key initiatives include committing to source coffee ethically and reduce environmental impact through initiatives like using 25% less energy by 2015 in company stores. However, Starbucks faces challenges meeting some of its aggressive sustainability goals due to issues like infrastructure limitations. Starbucks' social responsibility efforts also provide opportunities like attracting employees who share its values and enhancing its brand image with consumers.
Starbucks began in 1971 as a small coffee bean retailer and has since grown into a global coffee shop chain. The timeline shows key events in Starbucks' growth, such as expanding to over 6,000 locations by 2003 through acquisitions and new store openings. However, Starbucks now faces challenges including increasing competition, maintaining quality and prices as it grows, and addressing environmental and social concerns from its global operations. To address these challenges, Starbucks is working to improve employee satisfaction, prevent over-saturation of stores, boost social responsibility efforts, refine its pricing strategy, and better meet changing customer demands.
This business valuation report values Starbucks Corporation as of November 29, 2016 using two methods. The discounted cash flow method values Starbucks at $56.15 billion. The relative valuation method values Starbucks between $67.15-$80.86 billion based on comparable company multiples. By weighting the DCF 50% and relative values 25% each, the final fair market value is estimated to be $65.07 billion. The report also examines Starbucks' financials, industry, and capital structure to support the valuation.
This document provides an analysis of Starbucks' business model. It examines Starbucks' value proposition, target customers, competitors, value chain, revenue model, and overall strategy. Key points include that Starbucks' value proposition focuses on quality products and customer service that build brand loyalty. Its main target customers are adults aged 25-40. Competitors include other coffee shops as well as fast food chains. Starbucks has a vertically integrated supply chain and standardized processes that help control costs. Its strategy of global expansion and product diversification should help it continue growing profitably.
Starbucks has rapidly expanded from 17 coffee shops in Seattle 15 years ago to over 16,000 outlets in 50 countries. While global expansion provides opportunities for growth, it also poses challenges as Starbucks must adapt to new markets. As the US market becomes saturated with Starbucks locations, maintaining historic growth rates will be difficult. Starbucks is focusing on innovation like mobile ordering and expanding its food offerings to attract new customers and drive additional sales. However, concerns over employee satisfaction and treatment could impact Starbucks' customer service and brand image as it continues to grow globally.
Digital Transformation ( DT) – the use of technology to radically improve and differentiate performance or reach of enterprises is becoming a hot topic for companies across the globe. Executives in all industries are using digital advances such as Analytic, Mobility, Social media and smart embedded devices and improving their use of traditional technologies such as ERP – to change customer relationships, internal processes, and value propositions. We continue to see how fast digital technology disrupted media industries in the past decade and it now spreading to all businesses irrespective of the domain and sectors.
How can top / senior management successfully lead digital transformation? While we all know and urge the team to get started on the digital transformation journey , few tell how to do it. This book gives a clear “ How” part .
I have also given in the summary few good case studies where digitization has impacted the business outcomes like Burberry , Asian Paints, Nike, Codelco, Starbucks , UPS etc.
The how part –Leading digital transformation
• Sharing a digital transformation vision across the enterprise ( not in piece mail – all businesses across the group need to envision the journey and be in sync)
• Gaining critical mass – inclusiveness
• Frame the digital challenges
• Focus investment on resources
• Sustaining the transformation
An excellent one to read.
Starbucks: Expanding Into India, Case StudyBCronin2
This is a case study conducted for a Strategic Management course.
This plan follows Starbucks Coffee Company's decision to expand into India. Examples of Environmental Scanning, Strategy Formulation, Strategy Implementation, and Evaluation & Control are included in this document, along with an ultimate recommendation to Starbucks.
STARBUCKS: DELIVERING CUSTOMER EXPERIENCE.
This report consists of various analysis frameworks / models used to analyse the customer experience at Starbucks.
A Fortune 500 company, Starbucks share prices reached its peak in 2006 and declined unexpectedly in 2008. Although its business has picked up in 2011 with an increase in operating profits, Starbucks has lost its market leader position to Costa, a chain coffee shop business owned by Whitbread plc. Starbucks’ strategic issues are its decrease in market share, negative brand perception that was invoked by its competitors and its devalued Starbucks’ Experience that was its competitive advantage. A situational analysis of Starbucks was conducted to indicate possible opportunities and threats. Internal analysis and competitor analysis was conducted simultaneously to identify Starbucks distinctive capabilities and weaknesses against competitors. Strategic options such as Market Penetration, Product Development and Market development were assessed for their suitability, acceptability and feasibility. Strategic choices that unravel three issues that Starbucks is challenged with are presented in the report.
OPERATION MANAGEMENT REPORT: A CASE-STUDY ON THE KEY STRATEGIC AND OPERATIONA...Maxie Tran
This report focuses on analyzing the key strategic and business operation issues of a Starbucks coffee shop on 91 Clarence high street in Kingston town (Kingston Upon Thames, London, UK). The report identifies the business context and main operational aspects of this Starbucks shop which will be shown briefly in the Introduction part.
Methods of analysis include the secondary-data, primary-data (qualitative and quantitative research), relevant theories and relative information from books, online databases, as also student’s works and so on.
The report figures out the problems of this Starbucks shop, such as the atmosphere and layout inside the store, as also some customer services. However, those issues depend on many different cases which cannot meet a specific solution to improve themselves. In addition, the general feedback of customers indicates that although the problems exist, these issues are not big impacts.
Recommendation for the business of this Starbucks shop is to keep managing their current operating system and extend their competitive advantage, based on the ideal location (order-winner), to target the potential segment customers as non-coffee drinkers.
This report might not avoid the shortcomings and limitations itself. For instance, a lack of experience in doing the actual surveys which led to incomplete data and information; some results are based on past performance or general context which can be subjective.
Starbucks began in 1971 in Seattle as a small coffee bean roaster and retailer. It has since grown to over 30,000 stores globally, making it the largest coffeehouse company in the world. Starbucks aims to be more than just a coffee seller, but a place to gather with others and feel a sense of community. The company's success is largely due to its adaptation to local cultures while maintaining a consistent brand image. Going forward, Starbucks continues to focus on global expansion, new product innovation, and social responsibility initiatives.
Starbucks is an American global coffee company and coffeehouse chain. It has over 20,000 stores worldwide and places an emphasis on ethical sourcing and diversity. The company was founded in 1971 and has experienced rapid expansion, going public in 1992. Starbucks' mission is to inspire and nurture the human spirit through high-quality coffee and a positive in-store experience. It aims to source coffee ethically and be environmentally responsible. The company refers to its employees as "partners" to emphasize their important role. Starbucks faces challenges in the Indian market around blending with local culture, price sensitivity of customers, and competitive rivalry.
The researchers observed Starbucks customers at four locations in Grand Rapids, Michigan over a period of time. Through observation of 300 customers and interviews with Starbucks managers, they found that most customers were females ages 21-39 who purchased specialty coffees like lattes and then left the store. The challenges included difficulty gathering all relevant data through observation alone and having a small sample size. Future research should use surveys to gather more customer demographic data to better understand their behaviors.
This document analyzes Starbucks and provides an overview of the company, its financials, and a recommendation. It summarizes that Starbucks has grown steadily in recent years but growth slowed in 2016. Financial ratios like ROE are positive but current ratio is low. The document recommends holding the stock if the US economy continues to improve since Starbucks is still expanding globally, but risks remain if the US economy declines as Starbucks products are considered luxury goods.
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' 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.
- Starbucks had a difficult fiscal 2008 with slowing growth and store closures for the first time, but invested in its employees and asked them to commit to new ways of operating stores.
- Despite challenges, Starbucks' business fundamentals remain strong with over 17,000 stores serving 50 million customers per week globally.
- In fiscal 2008, Starbucks focused on coffee quality by launching new brewing methods and everyday coffee while also providing healthier food and beverage options requested by customers.
Starbucks began in 1971 as a small coffee shop in Seattle owned by three partners. In the 1980s, the company expanded and was sold to new investors. By the late 1980s, Starbucks had over 4,000 stores across North America. As the US market became saturated, Starbucks looked to expand globally. However, entering new international markets presented both controllable and uncontrollable challenges related to price, product, promotion, and local economic, competitive, cultural, and political forces. To improve profitability and manage risks, Starbucks could diversify products, enhance the in-store experience, improve employee satisfaction, and refine its global expansion strategy. In Japan specifically, Starbucks may consider reducing prices or increasing employee benefits to better adapt to
Starbucks is facing challenges including negative public opinion, dissatisfied employees, and an inability to attract younger consumers. The document analyzes alternatives for Starbucks to address these issues:
1) Pursue a corporate social responsibility strategy to improve reputation and staff morale.
2) Segment consumer markets and customize the Starbucks image and products for different groups like younger customers.
3) Customize products and image for new international markets to prove cultural empathy.
4) Develop a company-wide planning culture to clarify roles and give staff more input, improving service and job satisfaction.
The criteria for evaluating alternatives are that they must enhance Starbucks' value proposition for customers, enable penetrating new markets and improving employee and public perceptions
Starbucks began in 1971 as a single coffee shop in Seattle and has grown to over 16,000 stores globally. While experiencing rapid growth, Starbucks has recently faced challenges as sales declined during the recession. The company is refocusing its strategy on international expansion, retail products, and revitalizing its Seattle's Best brand to diversify. Starbucks remains in the mature stage of its lifecycle and must continue innovating its brand experience such as mobile ordering to fend off competitors and stay relevant in the coffee market.
ORGANIZATION DEVELOPMENT IMPLEMENTED IN STARBUCKSIndiran K
Starbucks has implemented various organization development initiatives to become more environmentally sustainable and socially responsible. Some key initiatives include committing to source coffee ethically and reduce environmental impact through initiatives like using 25% less energy by 2015 in company stores. However, Starbucks faces challenges meeting some of its aggressive sustainability goals due to issues like infrastructure limitations. Starbucks' social responsibility efforts also provide opportunities like attracting employees who share its values and enhancing its brand image with consumers.
Starbucks began in 1971 as a small coffee bean retailer and has since grown into a global coffee shop chain. The timeline shows key events in Starbucks' growth, such as expanding to over 6,000 locations by 2003 through acquisitions and new store openings. However, Starbucks now faces challenges including increasing competition, maintaining quality and prices as it grows, and addressing environmental and social concerns from its global operations. To address these challenges, Starbucks is working to improve employee satisfaction, prevent over-saturation of stores, boost social responsibility efforts, refine its pricing strategy, and better meet changing customer demands.
This business valuation report values Starbucks Corporation as of November 29, 2016 using two methods. The discounted cash flow method values Starbucks at $56.15 billion. The relative valuation method values Starbucks between $67.15-$80.86 billion based on comparable company multiples. By weighting the DCF 50% and relative values 25% each, the final fair market value is estimated to be $65.07 billion. The report also examines Starbucks' financials, industry, and capital structure to support the valuation.
This document provides an analysis of Starbucks' business model. It examines Starbucks' value proposition, target customers, competitors, value chain, revenue model, and overall strategy. Key points include that Starbucks' value proposition focuses on quality products and customer service that build brand loyalty. Its main target customers are adults aged 25-40. Competitors include other coffee shops as well as fast food chains. Starbucks has a vertically integrated supply chain and standardized processes that help control costs. Its strategy of global expansion and product diversification should help it continue growing profitably.
Starbucks has rapidly expanded from 17 coffee shops in Seattle 15 years ago to over 16,000 outlets in 50 countries. While global expansion provides opportunities for growth, it also poses challenges as Starbucks must adapt to new markets. As the US market becomes saturated with Starbucks locations, maintaining historic growth rates will be difficult. Starbucks is focusing on innovation like mobile ordering and expanding its food offerings to attract new customers and drive additional sales. However, concerns over employee satisfaction and treatment could impact Starbucks' customer service and brand image as it continues to grow globally.
Digital Transformation ( DT) – the use of technology to radically improve and differentiate performance or reach of enterprises is becoming a hot topic for companies across the globe. Executives in all industries are using digital advances such as Analytic, Mobility, Social media and smart embedded devices and improving their use of traditional technologies such as ERP – to change customer relationships, internal processes, and value propositions. We continue to see how fast digital technology disrupted media industries in the past decade and it now spreading to all businesses irrespective of the domain and sectors.
How can top / senior management successfully lead digital transformation? While we all know and urge the team to get started on the digital transformation journey , few tell how to do it. This book gives a clear “ How” part .
I have also given in the summary few good case studies where digitization has impacted the business outcomes like Burberry , Asian Paints, Nike, Codelco, Starbucks , UPS etc.
The how part –Leading digital transformation
• Sharing a digital transformation vision across the enterprise ( not in piece mail – all businesses across the group need to envision the journey and be in sync)
• Gaining critical mass – inclusiveness
• Frame the digital challenges
• Focus investment on resources
• Sustaining the transformation
An excellent one to read.
Starbucks: Expanding Into India, Case StudyBCronin2
This is a case study conducted for a Strategic Management course.
This plan follows Starbucks Coffee Company's decision to expand into India. Examples of Environmental Scanning, Strategy Formulation, Strategy Implementation, and Evaluation & Control are included in this document, along with an ultimate recommendation to Starbucks.
STARBUCKS: DELIVERING CUSTOMER EXPERIENCE.
This report consists of various analysis frameworks / models used to analyse the customer experience at Starbucks.
A Fortune 500 company, Starbucks share prices reached its peak in 2006 and declined unexpectedly in 2008. Although its business has picked up in 2011 with an increase in operating profits, Starbucks has lost its market leader position to Costa, a chain coffee shop business owned by Whitbread plc. Starbucks’ strategic issues are its decrease in market share, negative brand perception that was invoked by its competitors and its devalued Starbucks’ Experience that was its competitive advantage. A situational analysis of Starbucks was conducted to indicate possible opportunities and threats. Internal analysis and competitor analysis was conducted simultaneously to identify Starbucks distinctive capabilities and weaknesses against competitors. Strategic options such as Market Penetration, Product Development and Market development were assessed for their suitability, acceptability and feasibility. Strategic choices that unravel three issues that Starbucks is challenged with are presented in the report.
OPERATION MANAGEMENT REPORT: A CASE-STUDY ON THE KEY STRATEGIC AND OPERATIONA...Maxie Tran
This report focuses on analyzing the key strategic and business operation issues of a Starbucks coffee shop on 91 Clarence high street in Kingston town (Kingston Upon Thames, London, UK). The report identifies the business context and main operational aspects of this Starbucks shop which will be shown briefly in the Introduction part.
Methods of analysis include the secondary-data, primary-data (qualitative and quantitative research), relevant theories and relative information from books, online databases, as also student’s works and so on.
The report figures out the problems of this Starbucks shop, such as the atmosphere and layout inside the store, as also some customer services. However, those issues depend on many different cases which cannot meet a specific solution to improve themselves. In addition, the general feedback of customers indicates that although the problems exist, these issues are not big impacts.
Recommendation for the business of this Starbucks shop is to keep managing their current operating system and extend their competitive advantage, based on the ideal location (order-winner), to target the potential segment customers as non-coffee drinkers.
This report might not avoid the shortcomings and limitations itself. For instance, a lack of experience in doing the actual surveys which led to incomplete data and information; some results are based on past performance or general context which can be subjective.
Starbucks began in 1971 in Seattle as a small coffee bean roaster and retailer. It has since grown to over 30,000 stores globally, making it the largest coffeehouse company in the world. Starbucks aims to be more than just a coffee seller, but a place to gather with others and feel a sense of community. The company's success is largely due to its adaptation to local cultures while maintaining a consistent brand image. Going forward, Starbucks continues to focus on global expansion, new product innovation, and social responsibility initiatives.
Starbucks is an American global coffee company and coffeehouse chain. It has over 20,000 stores worldwide and places an emphasis on ethical sourcing and diversity. The company was founded in 1971 and has experienced rapid expansion, going public in 1992. Starbucks' mission is to inspire and nurture the human spirit through high-quality coffee and a positive in-store experience. It aims to source coffee ethically and be environmentally responsible. The company refers to its employees as "partners" to emphasize their important role. Starbucks faces challenges in the Indian market around blending with local culture, price sensitivity of customers, and competitive rivalry.
The researchers observed Starbucks customers at four locations in Grand Rapids, Michigan over a period of time. Through observation of 300 customers and interviews with Starbucks managers, they found that most customers were females ages 21-39 who purchased specialty coffees like lattes and then left the store. The challenges included difficulty gathering all relevant data through observation alone and having a small sample size. Future research should use surveys to gather more customer demographic data to better understand their behaviors.
This document analyzes Starbucks and provides an overview of the company, its financials, and a recommendation. It summarizes that Starbucks has grown steadily in recent years but growth slowed in 2016. Financial ratios like ROE are positive but current ratio is low. The document recommends holding the stock if the US economy continues to improve since Starbucks is still expanding globally, but risks remain if the US economy declines as Starbucks products are considered luxury goods.
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' 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.
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.
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 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 a global coffeehouse chain with over 21,000 stores in 65 countries. It purchases high quality coffee beans from around the world to roast and sell a variety of coffee and tea drinks. In addition to coffee, Starbucks serves breakfast, lunch and snack items. It has expanded from its origins in 1971 in Seattle through global growth and acquisitions of other brands like Teavana and Evolution Fresh. Starbucks remains a leader in the coffee industry and continues developing new products to meet customer demand.
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.
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.
Workers who produce coffee suffer from low wages, poor working conditions, and even slave and child labor. While most coffee is consumed in wealthy nations, it is produced by small-scale farmers in developing countries. Fair trade systems aim to promote social justice for farmers, but fair trade coffee still only accounts for a small percentage of global production. Some criticize Starbucks for claiming to support fair trade while purchasing less than 1% of its coffee through fair trade networks. The document encourages supporting local, fair trade coffee shops as an alternative to large chains.
This document discusses the issues faced by workers in the coffee production industry. It notes that while most coffee is consumed in wealthy nations, it is primarily produced by small-scale farmers in developing countries under poor working conditions, including low wages, long hours, and some reports of slave and child labor. Fair trade certification aims to promote social justice by ensuring higher and fairer prices for farmers. However, the document questions whether large companies like Starbucks that claim to support fair trade actually obtain a meaningful portion of their coffee through these channels. It encourages consumers to support local coffee shops that prominently advertise their use of fair trade coffee.
This document discusses three cafes in Melbourne that support charitable causes through their business. Ways and Means cafe in Parliament House provides work experience to young people recovering from drug and alcohol issues. All profits from the cafe go back to the Youth Support and Advocacy Service. Kerekere Green cafe in Fitzroy Gardens donates $500 monthly to various charities chosen by customers and staff. The Final Step cafe in South Yarra donates 100% of its profits to fund a healthy food and activity program for underprivileged children in Argentina.
Starbucks corporate social responsibityApurv Joshi
This document provides an overview of Starbucks Corporation, including its mission statement, treatment of employees called "partners", corporate social responsibility initiatives, and organizational culture. Starbucks aims to inspire the human spirit through ethical sourcing, environmental stewardship, community involvement, and treating employees as integral partners through benefits like health coverage and an equity program. While tax avoidance has caused some issues, Starbucks overall places a high value on CSR and diversity.
Ethiopia is heavily dependent on coffee exports, which generate about 60% of export earnings. Coffee is an important part of Ethiopian culture and livelihood, though farmers historically received only a small portion of the retail price for their beans. The document follows Ethiopian coffee from farms in Yirgachefe through processing in Addis Ababa and shipping from Djibouti port, to Starbucks headquarters in Seattle which influence profits for Ethiopian farms, and finally to consumers in Lexington, KY. Recent initiatives have helped increase incomes for Yirgachefe farmers from $1 to $6-8 per kilogram of coffee.
Starbucks was founded in 1971 in Seattle, Washington to sell high quality imported coffee beans. It aimed to bring back the Italian coffee house tradition to the United States with stores reflecting elegance and informality. After expanding quickly within North America in the 1980s and 1990s, Starbucks now has over 16,700 stores globally. In addition to offering comprehensive healthcare benefits to employees, Starbucks funds literacy programs for children and ensures ethical sourcing and environmentally responsible practices in its coffee farming. The company also engages in community volunteering and partnerships to support causes like fighting HIV in Africa. Starbucks plans to continue innovating new high quality products while maintaining its brand identity and values.
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 has over 20,000 locations globally and sources coffee beans ethically and sustainably. It aims to treat employees and suppliers fairly while maintaining high quality standards. Starbucks carefully selects and transports coffee beans to regional distribution centers, where the beans are roasted, packaged, and shipped to stores for customers to enjoy. The company strives to operate responsibly and reduce environmental impacts throughout its global supply chain.
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.
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.
Economic Risk Factor Update: June 2024 [SlideShare]Commonwealth
May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
Optimizing Net Interest Margin (NIM) in the Financial Sector (With Examples).pdfshruti1menon2
NIM is calculated as the difference between interest income earned and interest expenses paid, divided by interest-earning assets.
Importance: NIM serves as a critical measure of a financial institution's profitability and operational efficiency. It reflects how effectively the institution is utilizing its interest-earning assets to generate income while managing interest costs.
University of North Carolina at Charlotte degree offer diploma Transcripttscdzuip
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Madhya Pradesh, the "Heart of India," boasts a rich tapestry of culture and heritage, from ancient dynasties to modern developments. Explore its land records, historical landmarks, and vibrant traditions. From agricultural expanses to urban growth, Madhya Pradesh offers a unique blend of the ancient and modern.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Dr. Alyce Su Cover Story - China's Investment Leadermsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
Confirmation of Payee (CoP) is a vital security measure adopted by financial institutions and payment service providers. Its core purpose is to confirm that the recipient’s name matches the information provided by the sender during a banking transaction, ensuring that funds are transferred to the correct payment account.
Confirmation of Payee was built to tackle the increasing numbers of APP Fraud and in the landscape of UK banking, the spectre of APP fraud looms large. In 2022, over £1.2 billion was stolen by fraudsters through authorised and unauthorised fraud, equivalent to more than £2,300 every minute. This statistic emphasises the urgent need for robust security measures like CoP. While over £1.2 billion was stolen through fraud in 2022, there was an eight per cent reduction compared to 2021 which highlights the positive outcomes obtained from the implementation of Confirmation of Payee. The number of fraud cases across the UK also decreased by four per cent to nearly three million cases during the same period; latest statistics from UK Finance.
In essence, Confirmation of Payee plays a pivotal role in digital banking, guaranteeing the flawless execution of banking transactions. It stands as a guardian against fraud and misallocation, demonstrating the commitment of financial institutions to safeguard their clients’ assets. The next time you engage in a banking transaction, remember the invaluable role of CoP in ensuring the security of your financial interests.
For more details, you can visit https://technoxander.com.
[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.
KYC Compliance: A Cornerstone of Global Crypto Regulatory FrameworksAny kyc Account
This presentation explores the pivotal role of KYC compliance in shaping and enforcing global regulations within the dynamic landscape of cryptocurrencies. Dive into the intricate connection between KYC practices and the evolving legal frameworks governing the crypto industry.
The Rise and Fall of Ponzi Schemes in America.pptxDiana Rose
Ponzi schemes, a notorious form of financial fraud, have plagued America’s investment landscape for decades. Named after Charles Ponzi, who orchestrated one of the most infamous schemes in the early 20th century, these fraudulent operations promise high returns with little or no risk, only to collapse and leave investors with significant losses. This article explores the nature of Ponzi schemes, notable cases in American history, their impact on victims, and measures to prevent falling prey to such scams.
Understanding Ponzi Schemes
A Ponzi scheme is an investment scam where returns are paid to earlier investors using the capital from newer investors, rather than from legitimate profit earned. The scheme relies on a constant influx of new investments to continue paying the promised returns. Eventually, when the flow of new money slows down or stops, the scheme collapses, leaving the majority of investors with substantial financial losses.
Historical Context: Charles Ponzi and His Legacy
Charles Ponzi is the namesake of this deceptive practice. In the 1920s, Ponzi promised investors in Boston a 50% return within 45 days or 100% return in 90 days through arbitrage of international reply coupons. Initially, he paid returns as promised, not from profits, but from the investments of new participants. When his scheme unraveled, it resulted in losses exceeding $20 million (equivalent to about $270 million today).
Notable American Ponzi Schemes
1. Bernie Madoff: Perhaps the most notorious Ponzi scheme in recent history, Bernie Madoff’s fraud involved $65 billion. Madoff, a well-respected figure in the financial industry, promised steady, high returns through a secretive investment strategy. His scheme lasted for decades before collapsing in 2008, devastating thousands of investors, including individuals, charities, and institutional clients.
2. Allen Stanford: Through his company, Stanford Financial Group, Allen Stanford orchestrated a $7 billion Ponzi scheme, luring investors with fraudulent certificates of deposit issued by his offshore bank. Stanford promised high returns and lavish lifestyle benefits to his investors, which ultimately led to a 110-year prison sentence for the financier in 2012.
3. Tom Petters: In a scheme that lasted more than a decade, Tom Petters ran a $3.65 billion Ponzi scheme, using his company, Petters Group Worldwide. He claimed to buy and sell consumer electronics, but in reality, he used new investments to pay off old debts and fund his extravagant lifestyle. Petters was convicted in 2009 and sentenced to 50 years in prison.
4. Eric Dalius and Saivian: Eric Dalius, a prominent figure behind Saivian, a cashback program promising high returns, is under scrutiny for allegedly orchestrating a Ponzi scheme. Saivian enticed investors with promises of up to 20% cash back on everyday purchases. However, investigations suggest that the returns were paid using new investments rather than legitimate profits. The collapse of Saivian l
An accounting information system (AIS) refers to tools and systems designed for the collection and display of accounting information so accountants and executives can make informed decisions.
4. “Coffee is our tradition. And we share it
with people around the world.”
– Hector Cortez, farmer, Antigua, Guatemala
Coffee farmers in Antigua, Guatemala
5. Fiscal 2001 Annual Report 5
The Farmers
By fax, mail, phone and email we invited farmers around the world to submit
entries in our competition for the best coffees of the year. No crop was too
small, no farm too remote.
From Kona to Sumatra, from Nyeri to Antigua, farmers we’d known for many
years and others we’d not yet met considered their year’s work. From blossom
to coffee cherry, from harvesting to drying, rarely is coffee held to higher
standards, given so much personal attention.
One-pound samples of green coffee beans. Delivered by horse, bicycle, truck,
bus, train and plane. From coffee farms on forested hillsides to remote mountain
airstrips to some of the busiest airports in the world, all the way to our tasting
room in Seattle.
6. “It’s the quality that distinguishes the top one percent
of the world’s beans.”
– Scott McMartin, director, Green Coffee Quality
7. Fiscal 2001 Annual Report 7
The Tasting Room
Beans from Costa Rica, Kenya, Ethiopia, Panama and Guatemala. Beans from
Sumatra, Vietnam, Hawaii and Mexico. Hundreds of samples arrived in our
tasting room.
And our green coffee specialists sampled each and every lot, looking to discover
the unmistakable flavors of each region, what winemakers call le goût de terroir,
the taste of the place. A balanced, harmonious whole of ideal climate, soil,
elevation and skilled horticulture.
In our pursuit of the finest coffees of 2001, we started with hundreds of
entries. Over six months we narrowed our selection to 50 finalists, then four
extraordinary coffees. Our indisputable winners.
8. “The coffee is who we are, the thing we do better
than anyone else in the world.”
– Mary Williams, senior vice president, Coffee
Starbucks partner at University Village store, Seattle, Washington
9. Fiscal 2001 Annual Report 9
The Coffees
Here it comes. One cup of coffee. One cup to savor and to sip. One cup to get
to know us by.
One cup with a complex floral and cocoa aroma, with flavors of lavender and
spice, and a lemony acidity finishing on a note of black currants. Our Starbucks®
Special Reserve single-origin: Guatemala Antigua Entre Volcanes.
Or Starbucks® Special Reserve Blend, combining beans of Kenya Nyeri, Ethiopia
Yergacheffe and Guatemala Antigua.
Each selection transformed by our roasters into two extraordinary coffees we
will never experience again.
But who knows what next year’s harvest will bring?
10. “My hope is that we protect our traditions
and grow our future.”
– Estuardo Falla, coffee producer, Antigua, Guatemala
Student at Instituto Jose Rodrigo Perez Y Perez, Antigua, Guatemala
11. Fiscal 2001 Annual Report 11
The Contribution
We try to make a difference among the people and places that produce
coffee, within the countries we visit and to the families we touch. To help
protect natural habitats, we encourage shade-grown coffee practices. To support
traditional farming practices, we purchase sustainable coffees.
To celebrate this year’s Starbucks® Special Reserve winners, we committed
$15,000 towards community, health or education programs in each country.
And today these communities rise to the promise of hope.
12. “The passion for exceptional coffee is what makes it taste great.”
– Peter Torrebiarte, trader, Green Coffee
A cupping session, coffee tasting room
13. Fiscal 2001 Annual Report 13
The Promise
The search to find the best coffees of 2001 was very familiar to us. The same
passion, the same extraordinary care and the same unwavering attention to
detail accompany our search for every one of the coffees we offer.
And no matter the coffee, a Starbucks® Special Reserve or House Blend or
Kenya or Sumatra, our commitment is the same: Everything we do begins and
ends with coffee.
One person, one moment, one cup at a time.
Welcome to Starbucks.
14. To our Shareholders,
Over the past year, our world has changed dramatically. People everywhere have paused to consider
what is really important, and we are more keenly aware that our connection with other people is what
matters most. Starbucks has always provided a gathering place in our communities. Now, more than
ever before, Starbucks offers a haven where people can relax and enjoy each other’s company over a
cup of coffee.
When we speak about Starbucks success, we often refer to measures such as the quality of our coffee
and the strength of our brand.Yet we take care to acknowledge the remarkable role that people, our
partners, our customers and our shareholders, contribute to Starbucks ongoing success.The combined
commitment and caring of everyone who touches Starbucks provides us with a solid foundation even
in times of challenge.
During this year, our partners (employees) faced extraordinary hardships on two different occasions,
and they unhesitatingly responded to serve our customers and communities. The first challenge
occurred on February 28, 2001, when Seattle was rocked by a 6.8 earthquake. Our first concern was
the safety of our people, and we are extremely grateful that our partners and customers safely evacuated
Starbucks buildings and area stores.While the Starbucks Support Center (our headquarters) remained
structurally sound, the building sustained considerable cosmetic damage, and for several months
following the earthquake, many Support Center partners were displaced as the building was repaired.
However, immediately after the earthquake, our partners sprang into action to make sure that normal
processes were restored so that there was virtually no disruption to our store operations and service
to our customers.
On September 11, 2001, we shared shock and sadness with the world when the tragic events occurred
in New York City,Washington, D.C., and western Pennsylvania. Many of our partners were personally
and directly affected as these tragedies unfolded near their homes and workplaces. Despite their grief
and sorrow, our partners reacted in a way that inspired hope among all of us. Numerous partners who
worked in stores in New York City, Washington, D.C. and Pennsylvania immediately and selflessly
protected their partners and served their communities to assist relief efforts. They sheltered and
supported customers and fellow partners in the midst of the attacks; donated coffee, food, money and
time to relief agencies; waited for hours to give blood; and kept their stores open through the night
to serve and shelter emergency workers. They truly exemplified the best of Starbucks, and we are
deeply moved by their heartfelt actions.
Partners and customers throughout the world also demonstrated their caring and compassion by
supporting Starbucks Cares, a program created to raise funds to benefit The September 11th Fund
established by United Way of New York and the New York Community Trust.The Company and our
international business partners provided Starbucks Cares with a seed gift of $1.2 million. In addition,
many of our partners, customers and business associates have generously donated funds to Starbucks
Cares, which has collected over $2.6 million to support victims and their families as of December 2001.
These are just three examples of the extraordinary dedication and humanity that embody the spirit of
Starbucks.We also acknowledge the efforts that our partners put forth each day: as they travel to origin
countries to source our coffees; as they roast and package our coffees, blend our teas and support our
retail business and specialty operations; as they serve customers in our stores and through
Starbucks.com; and as they contribute positively to our communities. They are phenomenal people
and we are proud to be their partners.
15. Fiscal 2001 Annual Report 15
Throughout challenging times, strong companies are able to remain stable. Even in a volatile economy,
Starbucks strength is reflected in our growth, continued responsiveness to the needs of communities
worldwide and our ability to attract and retain a remarkable workforce.This year as we celebrate our
30th anniversary, our values are the same as when we first opened our doors.These values are reflected
in our mission statement and guiding principles, which govern the way we interact with our partners,
customers, community and the environment, the quality of our products and our commitment to our
shareholders to continue profitability.
We are pleased that even during a year punctuated by unexpected trials, as well as a slowing economy,
we achieved the highest net earnings figure in the history of our company and opened a record
number of stores. Additionally, fiscal 2001 marked the 10th consecutive year of 5 percent or higher
annual comparable store sales growth. As we remain focused on our products, customers and
operations, Starbucks continues to be the leading retailer, roaster and brand of specialty coffee in the
world. We believe this core strength, bolstered by our strategic expansion, will ensure Starbucks
continued success as an enduring global brand.
Starbucks has experienced enormous growth in our 30-year history. By December 2001, we opened
more than 3,900 locations in North America and more than 1,000 locations in 23 international
markets. During fiscal year 2001, we entered Bahrain, Saudi Arabia and Israel and were delighted to
open in Switzerland, our first market in continental Europe.We increased our presence in continental
Europe by opening our first store in Austria in December 2001, and will soon open stores in Spain
and Germany. We believe that people in these new markets and around the world will embrace our
brand and will enjoy the Starbucks Experience as part of their daily lives.
Fiscal year 2001 was a banner year for Starbucks Coffee Japan, Ltd. Japan is our largest international
market, which now has over 300 stores, and we were thrilled to celebrate the fifth anniversary of our
first international location in the Ginza district of Tokyo this past fiscal year. We are also extremely
proud that Starbucks Coffee Japan introduced a stock option program for partners. In addition,
Starbucks Coffee Japan executed a successful initial public offering at a time when capital markets were
distressed, and listed its shares on the Nasdaq Japan, Inc. market. All of these achievements are a
remarkable testament to the global relevance of the Starbucks brand and the strong performance of
our partners in Japan.
Over the past few years, the numerous achievements of our international ventures have made us realize
that the opportunity available to Starbucks far surpasses what we originally conceived. By the end of
fiscal year 2002, we plan to announce Starbucks entry into two more continental European markets, for
a total of six markets. We are also continuing development in the Asia Pacific region and initiating
development work in Latin America.Additionally, we plan to open at least 100 locations in international
Company-operated markets and 275 locations in international licensed markets in fiscal year 2002.
As we move forward, we remain focused on our coffee and the people who produce it.We offer the
highest quality coffee in the world because we source only the finest arabica beans from around the
globe, including Africa, Central and South America and the Asia Pacific region. Since coffee is the
foundation of our business, Starbucks pays premium prices as a standard practice to ensure the quality
of our coffee. Beyond this, we continually seek ways to sustain and positively contribute to the
economic, environmental and social conditions in coffee-origin countries.
To assist us in our efforts, we have forged relationships with organizations such as Conservation
International and TransFair USA. Our work with Conservation International, a nonprofit organization
that helps preserve environmental hotspots throughout the world, has resulted in the production of our
16. Shade Grown Mexico coffee and the development of Starbucks new coffee sourcing guidelines, a
groundbreaking program through which we hope to foster the sustainability of coffee farms and
improved quality of life for communities in origin countries. We invite you to read more about our
sourcing guidelines in the following letter from Mary Williams, Starbucks senior vice president of Coffee.
We also work with TransFair USA, which certifies Fair Trade coffee and helps farmers obtain a fair
price (as defined by international Fair Trade standards) even when market prices are low. This is
especially critical today as the oversupply of coffee has caused the price of coffee to plummet.
Starbucks sells Fair Trade Certified coffee in all Company-owned stores located in the United States
and recently committed to purchase one million pounds of Fair Trade coffee over the next 12-18
months. Soon we plan to sell Fair Trade Certified coffee in our Canadian stores and offer it to our
licensees in North America.
Beyond these partnerships, we also provided funding for specific projects, including building health
clinics and a school in Guatemala and East Timor. In fiscal year 2001, we assisted farmers in Chiapas,
Mexico, through Ecologic Enterprise Ventures, Inc., a nonprofit organization providing affordable crop
financing to small-scale farmers in Latin America. Starbucks has increased its level of assistance for next
year and has also committed one million dollars through Calvert Community Investments to provide
additional low-interest loans to coffee farmers.We believe these sources of credit will enable farmers
to maintain the quality of their coffee and improve the standard of living for their families. These
examples represent Starbucks commitment to corporate social responsibility on a global scale. If you
would like to learn more about Starbucks efforts in our communities and around the world, please
feel free to request a copy of the Corporate Social Responsibility Annual Report that is referenced
on page 51.
To complement our contributions in origin countries, we developed Starbucks® Special Reserve, a
program born from our desire to showcase the year’s best coffees. We invited coffee farmers around
the world to submit a sample from their harvests, and our panel of expert coffee tasters spent many
hours carefully evaluating each coffee. Finally, we decided on two exceptional coffees, Starbucks
Special Reserve Guatemala Antigua Entre Volcanes, a single-origin coffee, and Starbucks Special
Reserve Blend, a blend of coffees from various farms located in the regions of Kenya Nyeri, Ethiopia
Yergacheffe and Guatemala Antigua. As a reward to each of the winning farms, we provided funding
for special projects that will improve social conditions in their communities. The Starbucks Special
Reserve program received such an overwhelming response that we plan to make the competition an
annual event.
This year’s Annual Report illustrates the process through which we arrived at Starbucks Special
Reserve and, more importantly, how this process was made possible through the personal connections
between our partners and the coffee farmers. Starbucks Special Reserve is just one example of the
innovation that we foster in order to enhance the Starbucks Experience for our customers around the
world. We hope you enjoy these outstanding coffees as much as we do, and we thank you for your
continuing support over the years.
Warm regards,
Howard Schultz Orin C. Smith
chairman and chief global strategist president and chief executive officer