This presentation composes the creative work that graduate colleagues and I partnered in to develop an actionable profit generating; Strategic Business Improvement Initiative for the Starbucks Coffee Company. We assess the quality of feedback systems as being instrumental in producing communication that promotes organizational enablement to bring about positive targeted change in a sustainable manner; such that it impacts the business across all essential organizational contexts; Financial Health, Customer centered products, Excellence in Internal Business Processes and Talented people that will instrumental in helping the business realize its vision. New Business Models are defined that will increase Starbuck's strategic discipline to broaden its brand, position its products and generate new customer markets.

1. The Starbucks Coffee
Company
Jacquelyn Baker
LaTonya Finkley
Anitra Reaves
Brenda Sprouse
Eric Wardlaw
Earl Watson
Starbucks Coffee Company: Group C 2014 MGMT 6150 Walden University
Mobile Truck Expansion Initiative

2. Starbucks Coffee Company: Group C 2014 MGMT 6150 Walden University
Introduction: Strategic
Initiative
New Business Development: Starbucks Mobile Coffee
Trucks
• Industry Leader in high quality coffee
• Promoter of economic & social stability Eco-
friendly methods
• Trust through transparency
• Commuter focused
Starbucks = World Leader in Specialty Coffee Industry
Starbucks will capitalize on our Market
Leadership in the coffee business!
•We will use our unique position to leverage
our position in the Niche coffee consumer
• Target market: Beach-goers, National park
visitors and users of electronic devices, i.e.
mobile apps

3. Strategic Initiative
The Starbucks Initiative Will….
Launch mobile-trucks to satisfy customers in
the aforementioned locations including:
•Outside of court houses
•College campuses
•Airports & mall food courts,
•Bus/train stations
•Cruise ships
The Starbucks Initiative Will….
Enhance current supply chain in:
•Tea, coffee, cocoa, manufactured goods
• Expand target market
Domestically/GloballyStarbucks Coffee Company: Group C 2014 MGMT 6150 Walden
University

4. Strategic Initiative Cont’d….
Starbucks Coffee Company: Group C 2014 MGMT 6150 Walden University

5. Like a bicycle chain, one link
doesn’t move unless all the links
move.
Prompts Other Questions:
• How much Profit goes to increasing New Product Development?
• Do we increase Market Share simply by adding New Products ?
• Do we increase Advertising or Direct Sales
• Will our new products increase overall Industry Demand as well as
increase “Market Share? (Powell, 2002).
Single Feedback Loop System
Starbucks Coffee Company: Group C 2014 MGMT 6150 Walden University

6. Double Feedback Loop System
Information
Feedback
Strategy, structure
decision and rules
Progress
Starbucks Coffee Company: Group C 2014 MGMT 6150 Walden University
The Double-Loop System allows us to determine whether our strategies are valid:
Enables us to Answer the Question:
Will our strategies deliver the intended performance breakthrough?
Insight:
If these strategies are not
producing the results we
expect, then we need to look at
alternative means.
•We must ensure we have
solid information feedback
from our workers, customers,
and clients in order to make
well informed decisions.

7. Starbucks Coffee Company: Group C 2014 MGMT 6150 Walden University
Information
Feedback
Strategy, structure
decision and rules
Consequences
Relevance
Progress
Multiple Feedback Loop
This Allows Us To…..
Evaluate our actions
Take responsibility for any consequences that arise
Observe the relevance of our actions as we continue to move forward with our
initiative
Multiple-Feedback Loops adds another layer of looking
deeper into our system

8. Conclusion
Starbucks Coffee Company: Group C 2014 MGMT 6150 Walden University

9. References
• CCU getting a mobile Starbucks. (2014, August 20). In The Digitel.com. Retrieved
December 15, 2014, from The Digitel website: http://www.thedigitel.com/s/myrtle-
beach/food/ccu-getting-mobile-starbucks-140418-240420
• Meadows, D. (2008). Thinking in systems. White River Junction, VT: Chelsea Green
Publishing.
• Melnick, J. (2013). Mobiles find it’s a bumpy road. Retrieved from
http://www2.qsrmagazine.com/articles/exclusives/0310/mobile-1.phtml
• Senge, P. (2006). The fifth discipline: The art & practice of the learning organization.
New York: Doubleday.
• Stakeholder Engagement and the Board. (2009). Retrieved from
http://www.ifc.org/wps/wcm/connect/19017b8048a7e667a667e76060ad5911
/FINAL%2BFocus8_5.pdf?MOD=AJPERES
Starbucks Coffee Company: Group C 2014 MGMT 6150 Walden University

10. References
• CCU getting a mobile Starbucks. (2014, August 20). In The Digitel.com. Retrieved
December 15, 2014, from The Digitel website: http://www.thedigitel.com/s/myrtle-
beach/food/ccu-getting-mobile-starbucks-140418-240420
• Meadows, D. (2008). Thinking in systems. White River Junction, VT: Chelsea Green
Publishing.
• Melnick, J. (2013). Mobiles find it’s a bumpy road. Retrieved from
http://www2.qsrmagazine.com/articles/exclusives/0310/mobile-1.phtml
• Senge, P. (2006). The fifth discipline: The art & practice of the learning organization.
New York: Doubleday.
• Stakeholder Engagement and the Board. (2009). Retrieved from
http://www.ifc.org/wps/wcm/connect/19017b8048a7e667a667e76060ad5911
/FINAL%2BFocus8_5.pdf?MOD=AJPERES
Starbucks Coffee Company: Group C 2014 MGMT 6150 Walden University