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Index
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Topic

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Introduction

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History of Starbucks

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Timeline of Starbucks

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Mission

Statement

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Starbucks
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What

is

organisational 17

culture?
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principles

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organisational culture?
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Organisational culture of 26
Starbucks

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Features

of

Starbucks 27

Coffee’s

Organizational

Culture
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Work Relationships

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10

Summary

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11

Bibliography

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Starbucks Corporation is an American coffee company and coffeehouse chain. Starbucks was founded in
Seattle, Washington in 1971. Today it operates 23,768 locations worldwide, including 13,107 (+170) in
the United States, 2,204 (+86) in China, 1,418 (-12) in Canada, 1,160 (+2) in Japan and 872 in South
Korea (bumping United Kingdom from 5th place) (Differences reflect growth since Jan 8, 2016).

Starbucks is considered the main representative of "second wave coffee", initially distinguishing itself
from other coffee-serving venues in the US by taste, quality, and customer experience, while popularizing
darkly roasted coffee. Since the 2000s, third wave coffee makers have targeted quality-minded coffee
drinkers with hand-made coffee based on lighter roasts, while Starbucks nowadays used automated
espresso machines for efficiency and safety reasons.

Starbucks locations serve hot and cold drinks, whole-bean coffee, microground instant coffee known as
VIA, espresso, caffe latte, full- and loose-leaf teas including Teavana tea products, Evolution Fresh juices,
Frappuccino beverages, pastries, and snacks including items such as chips and crackers; some offerings
(including their Pumpkin Spice Latte) are seasonal or specific to the locality of the store. Many stores sell
pre-packaged food items, hot and cold sandwiches, and drinkware including mugs and tumblers; select
"Starbucks Evenings" locations offer beer, wine, and appetizers. Starbucks-brand coffee, ice cream and
bottled cold coffee drinks are also sold at grocery stores.

Starbucks first became profitable in Seattle in the early 1980s, and despite an initial economic downturn
with its expansion into the Midwest and British Columbia in the late 1980s the company experienced
revitalized prosperity with its entry into California in the early 1990s. The first Starbucks location outside

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North America opened in Tokyo in 1996; overseas properties now constitute almost one third of its stores.
The company had opened an average of two new locations daily between 1987 and 2007.

HISTORY OF STARBUCKS
Meet the makers
Gordon Bowker
Gordon Bowker is one of the three co-founders. He is a writer and an entrepreneur who has created
multiple businesses dedicated to beverages including Starbucks Coffee.
It is also said that he was the person to come up with the name "Starbucks" as well as making the decision
to make the logo the dark green colour that it still is today.
Zev Siegl
Before his career as an entrepreneur, Zev Siegl was a history teacher. He was supposedly the only paid
employee in the beginning. After serving the company for 10 years as Vice President, Zev left Starbucks
and went on to create other small businesses and advise over 500 different entrepreneurs.
Jerry Baldwin
Jerry Baldwin was a member of the original trio that founded Starbucks. He was the one with the original
idea to create a coffee company based off of a style of roasting beans that he learned from Alfred Peet,
owner of Peet's Coffee & Tea. In 1987 Baldwin decided to leave Starbucks and moved on to other
projects. Today Jerry holds the Lifetime Achievement Award by Specialty Coffee Association of America.
Howard Schultz
Howard Schultz is the main face behind Starbucks today. Schultz is the CEO and Chairman of Starbucks.
Schultz became associated with Starbucks when he worked as the general manager for Hammerplast, a
drip coffee maker manufacturer. He decided to visit Starbucks Coffee Company after they ordered an
abnormally large amount of plastic cone filters. After a year of staying in contact with the company
Schultz joined Starbucks Coffee Company as the Director of Marketing. After a business trip to Italy
Schultz noticed that coffee bars in Italy were a huge hit, and served excellent coffee. He tried to persuade
the Starbucks owners to join the movement, but with no success Schultz decided to leave the company.

"Moby-Dick didn't have anything to do with Starbucks directly. history teacher Zev Siegl. never to be relocated again. compared with 3% in 1983. Bowker recalls that Terry Heckler. During their first year of operation. The first Starbucks store was located at 2000 Western Avenue from 1971–1976 in Seattle. The company took the name of the chief mate in the book Moby-Dick: Starbuck. after considering "Cargo House" and "Pequod". . with whom Bowker owned an advertising agency. During the 1980s. total sales of coffee in the US were falling. on March 31. thought words beginning with "st" were powerful. led by Jerry Baldwin. which was at 2000 Western Avenue from 1971 to 1976. Someone pulled out an old mining map of the Cascade Range and saw a mining town named "Starbo". Ever since Starbucks has been growing in expanding and has become the #1 coffee shop in America. Founding The first Starbucks opened in Seattle. Sale and expansion In 1984. During this time. Washington. This cafe was later moved to 1912 Pike Place Market. and writer Gordon Bowker. The only brewed coffee served in the store were free samples. they purchased green coffee beans from Peet's. The three were inspired to sell high-quality coffee beans and equipment by coffee roasting entrepreneur Alfred Peet after he taught them his style of roasting beans.4 In 1988 the owner of Starbucks decided to focus their resources on Peet's Coffee & Tea and sold Starbucks to Schultz for $3. it was only coincidental that the sound seemed to make sense. purchased Peet's. The founders brainstormed a list of words beginning with "st". forming 10% of the market in 1989. 1971 by three partners who met while they were students at the University of San Francisco: English teacher Jerry Baldwin.8 million. Bowker said. but sales of specialty coffee increased. then began buying directly from growers. This is the second location of the original Starbucks. the company only sold roasted whole coffee beans and did not yet brew coffee to sell. the original owners of Starbucks." The Starbucks store at 1912 Pike Place. which immediately put Bowker in mind of the character "Starbuck". By 1986 the company operated six stores in Seattle[22] and had only just begun to sell espresso coffee.

re-branding all the stores as Starbucks. British Columbia. who rebranded his Il Giornale coffee outlets as Starbucks and quickly began to expand. which facilitated a doubling of the number of stores over the next two years. the original owners sold the Starbucks chain to former employee Howard Schultz. Starbucks experimented with eateries in the San Francisco Bay area through a restaurant chain called Circadia.000. Currently there are over 500 locations in Mexico and there are plans for the opening of up to 850 by 2018. market in 1998 with the $83 million USD acquisition of the then 56-outlet. Starbucks entered the U.185 kg) of coffee. Expansion to new markets and products The first Starbucks location outside North America opened in Tokyo. Illinois. Japan.5 million. Starbucks opened its first locations outside Seattle at Waterfront Station in Vancouver.K. in 1996. The company once again utilized the mobile platform when it launched the "Tweet-aCoffee" promotion in October 2013.000 of purchases were made to date. In September 2002. The 12% portion of the company that was sold raised around US$25 million for the company. In 1999.3 million in 1987. the promotion also involved Twitter and customers were able to purchase a US$5 gift card for a friend by entering both "@tweetacoffee" and the friend's handle in a tweet. Starbucks was roasting over 2. over 10% of in-store purchases were made on customer's mobile devices using the Starbucks app. The company's market value was US$271 million by this time. These restaurants were soon "outed" as Starbucks establishments and converted to Starbucks cafes. At the time of its initial public offering (IPO) on the stock market in June 1992. and Chicago.000 people had participated and US$180. Starbucks' share price had risen by 70% to over 100 times the earnings per share of the previous year. 2013 media article reported that the firm had found that 27. at Mexico City. In the same year. By September 1992.000 pounds (907. 46 stores existed across the Northwest and Midwest and annually. By 1989. Starbucks opened its first store in Latin America. Research firm Keyhole monitored the progress of the campaign and a December 6. UK-based Seattle Coffee Company. Starbucks had 140 outlets. On this occasion. In July 2013. up from US$1. . with a revenue of US$73.5 In 1987.

iced coffee or tea. In early 2008. . Switzerland to handle purchases of green coffee. 2011. Starbucks began beta testing its mobile app for the Starbucks card. My Starbucks Idea. In April 2003. which I don't think is possible without quite a lot of censorship". a stored value system in which consumers access pre-paid funds to purchase products at Starbucks. This sale included the company-owned locations of the Oregon-based Coffee People chain.6 In October 2002. New York and Boston. In September 2006. The deal only gained 150 stores for Starbucks. Starbucks completed the purchase of Seattle's Best Coffee and Torrefazione Italia from AFC Enterprises for $72m. All other coffee-related business continued to be managed from Seattle. In 2009. the company opened its first store in Russia. California. no charge for soy milk and flavored syrups. The website is powered by Salesforce. They began testing the "fresh-pressed" coffee system at several Starbucks locations in Seattle. Starbucks released its complete mobile platform on January 11. designed to collect suggestions and feedback from customers.com software. In May 2008. Starbucks established a coffee trading company in Lausanne. rival Diedrich Coffee announced that it would sell most of its company-owned retail stores to Starbucks. Peru. Starbucks opened its first store in South America in Lima. although the Portland International Airport Coffee People locations were excluded from the sale. but according to the Seattle Post-Intelligencer the wholesale business was more significant. and free refills on brewed drip coffee. Graph showing the growth in the number of Starbucks stores between 1971 and 2011. Other users comment and vote on suggestions. Journalist Jack Schofield noted that "My Starbucks seems to be all sweetness and light at the moment. Starbucks started a community website. In August 2003. Starbucks converted the Diedrich Coffee and Coffee People locations to Starbucks. In March 2008 they purchased the manufacturer of the Clover Brewing System. In 2007. ten years after first registering a trademark there. a loyalty program was introduced for registered users of the Starbucks Card (previously simply a gift card) offering perks such as free Wi-Fi Internet access.

Starbucks announced the purchase of Teavana for US$620 million in cash and the deal was formally closed on December 31. Vietnam.5 percent stake in Starbuck Coffee Japan that it does not already own.5 million. Starbucks announced that it will enter Cambodia. it was revealed that Starbucks would acquire the remaining 60.7 On November 14. 1982 Howard Schultz joins Starbucks as director of retail operations and marketing. Starbucks Company Timeline 1971 Starbucks opens first store in Seattle’s Pike Place Market. This location will be one of 30 Starbucks stores that will serve beer and wine. its 16th market in the China/Asia Pacific region. The Colombian announcement was delivered at a press conference in Bogota. Starbucks opened their first store in Williamsburg. Starbucks opened its first store in Ho Chi Minh City. 2012. On February 1. The first location will open in the capital city of Phnom Penh by the end of 2015. and this was followed by an announcement in late August 2013 that the retailer will be opening its inaugural store in Colombia. 2013. In August 2015. 2012. In September 2014." In August 2014. where the company's CEO explained. "Starbucks has always admired and respected Colombia's distinguished coffee tradition. Brooklyn. 1983 . Starbucks begins providing coffee to fine restaurants and espresso bars. at a price of $913.

Opens in Chicago and Vancouver. where the first Starbucks Caffè Latte is served. where he’s impressed with the popularity of espresso bars in Milan. Total stores: 33 1989 Total stores: 55 1990 . Canada. Total stores*: 17 1988 Offers full health benefits to eligible full. offering brewed coffee and espresso beverages made from Starbucks® coffee beans. This successful experiment is the genesis for a company that Schultz founds in 1985. 1987 Il Giornale acquires Starbucks assets with the backing of local investors and changes its name to Starbucks Corporation.and part-time employees. including coverage for domestic partnerships. 1985 Schultz founds Il Giornale. 1984 Schultz convinces the founders of Starbucks to test the coffeehouse concept in downtown Seattle.8 Schultz travels to Italy. He sees the potential to develop a similar coffeehouse culture in Seattle.

company to offer a stock option program that includes part-time employees. Opens first LEED-certified store in Hillsboro. Opens first licensed airport store at Seattle’s Sea-Tac International Airport. Total stores: 116 1992 Completes initial public offering (IPO). Total stores: 425 1995 Begins serving Frappuccino® blended beverages. Total stores: 165 1993 Opens roasting plant in Kent. Total stores: 272 1994 Opens first drive-thru location. Announces first two-for-one stock split.S. Oregon.9 Starbucks expands headquarters in Seattle. Total stores: 84 1991 Becomes the first privately owned U. Wash. Unveils Starbucks Mission Statement. .

Launches Starbucks.10 Announces second two-for-one stock split. New Zealand. Opens stores in: the Philippines. Opens stores in: England. Taiwan and Thailand. Opens in underserved neighborhoods through joint-venture partnership with Magic Johnson. Total stores: 1.com. . Total stores: 1. Partners with Conservation International to promote sustainable coffee-growing practices. Malaysia. Opens roasting facility in York.S. Pa. Total stores: 677 1996 Begins selling bottled Frappuccino® coffee drink through North American Coffee Partnership. Total stores: 1. Opens stores in: Japan (first store outside of North America) and Singapore.015 1997 Establishes the Starbucks Foundation. Establishes the CUP Fund emergency financial assistance fund for partners.412 1998 Extends the Starbucks brand into grocery channels across the U.886 1999 Acquires Tazo Tea.

. Opens stores in: China. Indonesia. Kuwait. Announces fourth two-for-one stock split. Introduces the Starbucks Card. Switzerland and Wales. Lebanon and South Korea. Total stores: 4. Qatar.709 2002 Establishes Starbucks Coffee Trading Company (SCTC) in Lausanne.498 2000 Establishes licensing agreement with TransFair USA to sell Fairtrade certified coffee in U. Puerto Rico and Spain. Hong Kong. Switzerland. Saudi Arabia and United Arab Emirates. Mexico. which includes Seattle’s Best Coffee® and Torrefazione Italia® coffee.886 2003 Acquires Seattle Coffee Company. Opens stores in: Germany. Scotland. Total stores: 5. Launches Wi-Fi in stores. Bahrain.11 Acquires Hear Music. a San Francisco–based music company. Total stores: 3.501 2001 Introduces ethical coffee-sourcing guidelines developed in partnership with Conservation International. and Canada. Greece.S. Oman. Announces third two-for-one stock split. Opens stores in: Austria. Opens stores in: Australia. Total stores: 2.

Opens stores in: Denmark. Netherlands. Romania and Russia. Opens stores in: France and Northern Ireland.569 2005 Acquires Ethos Water. Opens stores in: Brazil and Egypt. Opens stores in: Bahamas.225 2004 Opens first Farmer Support Center in San Jose.011 . Opens stores in: Chile.440 2007 Eliminates all artificial trans fat and makes 2 percent milk the new standard for espresso beverages. Cyprus. Costa Rica. Announces fifth two-for-one stock split. and Amsterdam.. Total stores: 12.241 2006 Launches the industry’s first paper beverage cup containing post-consumer recycled fiber. Total stores: 8. Peru and Turkey. Total stores: 10. Total stores: 7. Ireland and Jordan.12 Opens roasting facilities in Carson Valley. the Netherlands. Introduces Starbucks Coffee Master Program. Nev. Total stores: 15.

680 2009 Launches Starbucks VIA® Instant Opens Farmer Support Centre in Kigali.635 2010 Expands digital offerings for customers with free unlimited Wi-Fi. Bulgaria.” Launches My Starbucks Idea. Opens first Community Stores in Harlem and Crenshaw neighbourhoods. Rwanda. Belgium. Acquires Coffee Equipment Company and its Clover® brewing system. Opens stores in: Argentina. Hungary and Sweden. Seattle’s Best Coffee reinvents business strategy to extend brand’s reach.858 2011 Launches first annual Global Month of Service to celebrate company’s 40th anniversary.13 2008 Chairman Howard Schultz returns as chief executive officer and begins transformation of the company. Launches My Starbucks Rewards® loyalty program and Starbucks Card mobile payment. Total stores: 16. . Czech Republic and Portugal. Also joins Twitter and debuts Starbucks Facebook page. Opens stores in: Aruba and Poland. Total stores: 16. Starbucks first online community. Starbucks Digital Network. Adopts new Mission Statement “To inspire and nurture the human spirit – one person. one cup and one neighbourhood at a time. Opens stores in: El Salvador. Total stores: 16.

.767 2014 Enhances iPhone app with shake to pay and digital tipping. Total stores: 19. Acquires La Boulange® bakery brand to elevate core food offerings.066 2013 Strengthens ethical sourcing efforts with coffee farming research and development center in Costa Rica. India and Norway. Opens Farmer Support Centres in Manizales. Curacao and Morocco. Starbucks CEO Howard Schultz reinforces company’s commitment to marriage equality at company’s Annual Shareholders Meeting. Launches Starbucks Refreshers® beverage platform. Tanzania.003 2012 Introduces Starbucks® Blonde Roast. Opens stores in: Guatemala. Finland. Total stores: 18. Opens Farmer Support Centre in Mbeya.S. Colombia and Yunnan. Acquires Teavana to transform the tea category. Opens stores in: Vietnam and Monaco.14 Launches Starbucks® K-Cup® packs. Opens stores in: Costa Rica. Launches Create Jobs for USA to encourage small-business growth. ** Acquires Evolution Fresh. elected leaders to reopen the government. China. Come Together petition urges U. Total stores: 17.

partners the opportunity to complete a college degree through ASU’s online degree program. Opens stores in: Brunei and Colombia. Commits to hiring 10.S. Opens stores in: Panama Total stores: 22. Announces sixth two-for-one stock split. Here are the principles of how they live that every day: Their Coffee . Opens first Starbucks Reserve® Roastery and Tasting Room in Seattle. Launches Starbucks Mobile Order & Pay.15 Launches Starbucks College Achievement Plan with Arizona State University to offer qualifying Starbucks U. Hosts first in a series of Partner Open Forums to discuss race relations in America.519 (as of June 28. Commits to 25.366 2015 Launches Cold Brew iced coffee and Evolution Fresh™ handcrafted smoothies. Starbucks partners. Expands Starbucks College Achievement Plan to offer full tuition coverage for all four years of an undergraduate degree for qualifying U.000 opportunity youth by 2018.S. Announces commitment to hiring 10. one cup and one neighbourhood at a time.000 partners graduating by 2025. 2015) Mission Statement of Starbucks To inspire and nurture the human spirit – one person.000 veterans and military spouses by 2018. Reaches 99% ethically sourced coffee milestone. Total stores: 21.

Always full of humanity. They’re passionate about ethically sourcing the finest coffee beans. They care deeply about all of this. about quality. and they take their responsibility to be good neighbours seriously. their work is never done. They fulfil this mission by a commitment to: . and will always be. Their Neighbourhood Every store is part of a community. Their Shareholders They know that as they deliver in each of these areas. They are fully accountable to get each of these elements right so that Starbucks – and everyone it touches – can endure and thrive. Their Customers When they are fully engaged. And they hold each other to that standard. Sure. sometimes faster. because it’s not just a job. The world is looking to Starbucks to set the new standard. they connect with. yet again. they embrace diversity to create a place where each of them can be themselves. Now they see that their responsibility – and their potential for good – is even larger. Their Stores When their customers feel this sense of belonging. roasting them with great care and improving the lives of people who grow them. their stores become a haven. It’s about enjoyment at the speed of life – sometimes slow and savoured. it’s their passion. Together. it starts with the promise of a perfectly made beverage. They always treat each other with respect and dignity.16 It has always been. but their work goes far beyond that. laugh with and uplift the lives of their customers – even if just for a few moments. They can be a force for positive action – bringing together their partners. customers and the community to contribute every day. Their Partners They’re called partners. Environmental Mission Statement Starbucks is committed to a role of environmental leadership in all facets of their business. they enjoy the kind of success that rewards their shareholders. a place where you can meet with friends. They want to be invited in wherever they do business. a break from the worries outside. It’s really about human connection.

Also called corporate culture. (3) how power and information flow through its hierarchy. and perform their jobs. which governs how people behave in organizations. inner workings. . developing new ideas.17  Understanding of environmental issues and sharing information with our partners.  Instilling environmental responsibility as a corporate value. and written and unwritten rules that have been developed over time and are considered valid.  Recognising that financial responsibility is essential to their environmental future. values. and beliefs. customs. and values that hold it together.  Striving to buy. philosophy. and personal expression. beliefs. and concern for the environment. customers. Organizational culture includes an organization's expectations. act. and future expectations. It affects the organization's productivity and performance. and is expressed in its self-image. and the wider community. product quality and safety. These shared values have a strong influence on the people in the organisation and dictate how they dress. attendance and punctuality. and provides guidelines on customer care and service.  Developing innovative and flexible solutions to bring about change. and (4) How committed employees are towards collective objectives. It is based on shared attitudes. What is Organisational culture? Organizational culture is a system of shared assumptions. sell and use environmentally friendly products.  Encouraging all partners to share in their mission. experiences. (2) the extent to which freedom is allowed in decision making. it's shown in (1) the ways the organization conducts its business.  Measuring and monitoring their progress for each project. interactions with the outside world. treats its employees.

These culture critiques are as common as complaints about the weather — and about as effective. We find the most useful definition is also the simplest: Culture is the self-sustaining pattern of behavior that determines how things are done. Organizational culture is unique for every organization and one of the hardest things to change. a fellow employee — talk about the urgent need to change the culture? They want to make it worldclass. it is an elusively complex entity that survives and evolves mostly through gradual shifts in leadership. You can plaster the walls with large banners proclaiming new values. culture can’t be copied or easily pinned down. After all. the essence of how its people interact and work. a management consultant. starting immediately. but people will go about their days. a leadership guru. How frequently have you seen high-minded aspirations to “change the culture” actually manage to modify the way that people behave and the way in which they work? And how often have you seen noticeable longterm improvements? If the answer to these last two questions is “rarely. work on realigning some of the more useful cogs. a company’s culture is its basic personality. Made of instinctive. However. and believe is reflected and shaped by the way they go about their business. wholesale culture change is possible — or even desirable. To dispense with all the nonsense and negativity that annoys employees and stops good intentions from growing into progress. continuing with the habits that are familiar and comfortable. We don’t believe that swift. Formal efforts to change a culture (to replace it with something entirely new and different) seldom manage to get to the heart of what motivates people. 10 Principles of Organisation Culture How often have you heard somebody — a new CEO. If you cannot simply replace the entire machine. marketing and advertising practices. The name of the game is making use of what you cannot change by using some of the emotional forces within your current culture differently. think. Strongly worded memos from on high are deleted within hours. Corporate cultures are constantly self-renewing and slowly evolving: What people feel. and other circumstances. strategy. a journalist.” it wouldn’t surprise us. repetitive habits and emotional responses. right beneath those signs. keystone behaviours (recurring acts that trigger other behaviours and that are both visible and . To bring about an entirely different approach. But this inherent complexity shouldn’t deter leaders from trying to use culture as a lever. Three dimensions of corporate culture affect its alignment: symbolic reminders (artefacts that are entirely visible).18 It also extends to production-methods. and to new product creation. what makes them tick.

You may be asking: If it is so hard to change culture. We’ve never seen a culture that is all bad. or one that is all good. That compares with 35 percent for firms that didn’t use culture as a lever. and mind-sets (attitudes and beliefs that are widely shared but exclusively invisible).19 invisible). behaviours are the most powerful determinant of real change. Of the companies that reported consciously using elements of their culture in Strategy&’s 2013 Global Culture & Change Management Survey. or even with major overhaul efforts. or regain advantages that have been lost. your organization can learn to deploy and improve its culture in a manner that will increase the odds of financial and operational success. What people actually do matters more than what they say or believe. no numerical equation that will guarantee results. . And so to obtain more positive influences from your cultural situation. Put another way. recognize which traits are preeminent and consistent. Work with and within your current cultural situations. there’s both a yin and a yang to cultural traits. altered behaviour patterns and habits can produce better results. companies can draw energy from the way people feel. 1. therefore. Over time. Of these. When positive culture forces and strategic priorities are in sync. we have gleaned some valuable insights through decades of research and observation at dozens of enterprises. Deeply embedded cultures cannot be replaced with simple upgrades. To a degree. you must understand it. To work with your culture effectively. including some of the most successful companies in the world. This accelerates a company’s movement to gain competitive advantage. By adopting the following principles. and discern under what types of conditions these traits are likely to be a help or a hindrance. Research shows that companies that use a few specific cultural catalysts — that is to say. 70 percent said their firms achieved sustainable improvement in organizational pride and emotional commitment. your current cultural situation just is what it is — and it contains components that provide natural advantages to companies as well as components that may act as brakes. Nor can your culture be swapped out for a new one as though it were an operating system or a CPU. Executives who work with them can greatly accelerate strategic and operating imperatives. Although there is no magic formula. you should start working on changing the most critical behaviours — the mind-sets will follow. no brilliant algorithm. why should we even bother to try? Because an organization’s current culture contains several reservoirs of emotional energy and influence. those that use informal emotional approaches to influencing behaviour — are significantly more likely to experience change that lasts.

integrity. and engendered a new (and strategically important) behaviour in its sales force. However. and measurable — are thus a good place to start. relate to empowerment (reducing the number of approvals needed for decisions). where accounting fraud and scandal were part of everyday practice. the company tapped a powerful emotional trigger already in place. for example. When employees felt they were part of a . neuroscience research suggests that people act their way into believing rather than thinking their way into acting. posting signs urging employees to be polite to disgruntled customers. the company focused on what psychologists call a “precursor behaviour” — a seemingly innocuous behaviour that reliably precedes the occurrence of problem behaviour. training and development programs. collaboration (setting up easy ways to convene joint projects). respect. observable. To accomplish this. They set up a program through which employees were acknowledged and rewarded by colleagues for “going the extra mile” to support customers. culture is much more a matter of doing than of saying. the company had a hard time marketing them to physicians and healthcare providers. Change behaviours. This technique didn’t work well for Enron. This is why organizations often try to change mind-sets (and ultimately behaviour) by communicating values and putting them in glossy brochures. repeatable. as surely as night follows day. By recognizing a new kind of internal authoritativeness. and mind-sets will follow. Rather than trying to influence mind-sets by. It is a commonly held view that behavioural change follows mental shifts. In reality. actionable. and interpersonal relations (devising mutually respectful practices for raising contentious issues or grievances). its collective tendency to value the opinions of internal colleagues more than those of outside experts — the leaders decided to use this feature of its culture to its advantage. It had great execution capabilities and an excellent record of compliance with regulators around the world. Changes to key behaviours — changes that are tangible. they set up regular design sessions for improving practices. 2. a European pharmaceutical company with a solid product development pipeline had a tendency to be inward-looking. A telecommunications company was seeking to improve its customer service. which we’ve observed at a number of companies. even as the company’s espoused values of excellence. and identifiable cues seldom changes people’s beliefs or behaviours. Some good examples of behaviour change. when new products were ready to be launched. In fact. Leaders had noticed that poor teaming led to poor customer service. Trying to change a culture purely through top-down messaging. and communication were carved into the marble floor of the atrium of its global headquarters in Houston. or having employees undergo empathy training. Rather than bemoaning the company’s ingrained insularity — for example.20 For example. so the company rolled out a plan to encourage better and more effective teaming within call centres.

for instance.” a small number of important behaviours that would have great impact if put into practice by a significant number of people. which engendered a greater sense of care for fellow employees and made them more likely to speak up when they noticed an unsafe situation. a resources company in the Middle East was seeking to make its workplace safer. Next. explicitly modelling these three new behaviours. Rather than erect placards threatening workers with consequences. 3. Picking up trash as a team helped employees take greater pride in the workplace. the CEO and leadership embarked on a culture-led evolution program. Delighting customers. They then converted these three general behaviours into specifics for each part of the company. Make sure those are aligned with the company’s overall strategy. They targeted just three critical behaviours: taking extra steps to delight customers. leadership recognized and celebrated examples in which people made an extraordinary effort. was translated into frontline staff collaborating with other colleagues to solve client problems and prioritizing the implementation of process improvements that affected customer outcomes. Focus on a critical few behaviours. practical steps that people can take every day. those who will respond strongly to the new behaviours and who are likely to implement and spread them. Discern a few things people do throughout the company that positively affect business performance — for example. changed mind-set. valuing performance over seniority. Conventional wisdom advocates a comprehensive approach — everybody should change everything that’s not perfect! But companies must be rigorously selective when it comes to picking behaviours. rapid inorganic growth had led to diverse ways of working across different units and geographies. the company focused on a relatively basic precursor behaviour: housekeeping. At an Asian banking company. It organized a litter drive. 4. and backing up and supporting one another. and sensed a greater level of support from colleagues. For all three behaviours. Senior leaders acted as role models. Also check that people feel good about doing these things. client-facing employees who could demonstrate these new behaviours in action. Deploy your authentic informal leaders. Changed behaviour. and the ability to realize synergies. To focus on improving teaming. customer outcomes.21 happy team. . select groups of employees who are primed for these few behaviours. Then codify them: Translate those critical behaviours into simple. In another example. The key is to focus on what we call “the critical few. they began treating their customers better. The company also identified influential frontline. ways of starting meetings or talking with customers. so that you tap into emotional commitment.

The signalling of emotional commitment sets the tone for others to follow. But leaders in all parts of the company are critical in safeguarding and championing desired behaviours. the leadership role shifts easily among the members depending on their skills and . and reinforcing cultural alignment.” In fact. Because authentic informal leaders. and took copious notes. Once identified. At one major oil company. Whenever somebody wanted to know how the place really worked. and captured success stories. it knew it needed Osama at the heart of it. defined templates to encourage collaboration. too. he walked the plant with the engineers. an informal leader named Osama became known as the “turbo-collaborator. The people at the top have to demonstrate the change they want to see. who are found in every organization. A handful of the right kind of leaders have to be on board to start the process. Identifying. Leadership is a natural attribute. they would speak to Osama — who would either have the answer in his notebook or know precisely the right person to ask. surveys. When the company formed a buddy program between operations and maintenance aimed at using greater collaboration to improve plant reliability. energizing personal feelings. and nurturing such informal leaders allows companies to harness their talents and further the company’s transformation efforts. He connected people. these leaders can become powerful allies who can influence behaviour through “showing by doing. and tools such as organizational network analysis. maintenance technicians. 1993). Here. But when he began working at the refinery. 5. they’ll disengage quickly from the advertised culture and simply mimic their seniors’ behaviour. and operators.” As described by Jon Katzenbach and Douglas K. Smith in The Wisdom of Teams: Creating the High-Performance Organization (Harvard Business School Press. As a result. are often not recognized as such. It is possible to identify such leaders through interviews. Ind. he knew everyone and developed relationships across disciplines.” His role gave him very little formal influence. exercised and displayed informally without regard to title or position in the organizational chart. which is conferred by a formal position. Don’t let your formal leaders off the hook. Most organizations tend to shunt culture into the silo of human resources professionals. when companies map out their organizations. which allow companies to construct maps of complex internal social relations by analysing email statistics and meeting records. they can identify leaders who exhibit different core leadership strengths. When Jim Rogers was CEO of GE Motors in Fort Wayne. the critical few come into play. If staff members see a disconnect between the culture an organization promulgates and the one its formal leadership follows. he became frustrated because his senior leadership group of more than 15 leaders seldom functioned together as a “real team. should not be confused with leadership..22 Authority. a real team is one with a high level of emotional commitment. engaging. they are frequently overlooked and underused when it comes to driving culture.

An oil company’s drive to reduce maintenance costs at an industrial installation highlights the importance of such an approach. It may then range far afield of what it takes to succeed in the market. It turned out that it wasn’t — and the company saved US$750. rather than on any hierarchical positions. he felt empowered to call it out. When an employee noticed that fans were cooling the machinery during the winter.23 experience and the challenges of the moment. Workers and managers began to recommend fixing expensive equipment rather than replacing it. Link behaviours to business objectives. When people talk about feelings. These cues inspired behavioural changes related to decisions about whether to repair or replace equipment. Over time. That applies as much to organizational culture as it does to people’s media consumption habits. The behaviours led to a change in focus and mind-set. The critical few behaviours included empowerment and good decision making. Select behaviours that are aimed specifically at improving business performance and can be measured over time. well-defined examples of how cultural interventions lead to improved performance and financial outcomes.000 annually in power costs as a result. 6. The company celebrated and publicized cost savings identified by employees. So Rogers decided to find ways to break them into subteams of three or four members to address specific cross-organizational issues facing the larger group. When people hear about new high-profile initiatives and . and values — all of which are vital elements of strong cultures — the conversation can often veer into abstractions. One of the company’s exemplars (employees who lead by example) decided it would be a smart move to make costs visible to workers. Demonstrate impact quickly. Team members hold one another accountable for the quality of their collective work. which in turn improved the effectiveness of the group as a whole. By working in different subgroup settings. So he placed price tags on various pieces of machinery. motivations. at GE Motors the senior leadership group members often demonstrated real team capabilities in running their individual business units and functions. he mixed the subgroupings to match emerging issues. Interestingly. the executives developed camaraderie. To avoid this disconnect. 7. Too many employees walk away from culture-focused town halls or values discussions wondering how the advice on how to be a better person actually translates into the work they do. and ask whether it was necessary to do so. offer tangible. We live in an age of notoriously short attention spans.

news. a company starts with a few carefully chosen groups of 12 to 15 informal leaders in three or four different parts of the business. an additional 10 to 15 groups of informal leaders are set up in every business unit. For example. One powerful way to spread ideas is through social media: blogs. Ideas can spread virally across organizational departments and functions. Facebook or LinkedIn posts. Pilots are relatively low-risk efforts that introduce specific behaviors that can then be evaluated and assessed. . functions. and businesses. After several weeks. and tweets — not from senior management. When Bell Canada first explored using new behaviours at the front line to improve its customer service and profitability. One effective method of doing so is to stage performance pilots — that is. they’ll disengage and grow cynical. customer reactions. but from some of the authentic informal leaders. That’s why it is extremely important to showcase the impact of cultural efforts on business results as quickly as possible. the existing groups are encouraged to expand and bring in new people. 8. Meanwhile. So CEO Michael Sabia decided to set up a pilot test in a sales unit near Toronto. highprofile demonstration projects. colleagues.24 efforts. By now it is well established that social media can be more effective at spreading information. There simply wasn’t any numerical proof that the tactics would work. and actual sales and margin performance. They often rely on a dashboard that defines desired impacts. and the specific metrics to be employed. as well as from the top down and from the bottom up. a 31 percent increase in revenue per call at call centres — the company went on to accelerate the expansion of these efforts across the front line in different geographies. allowed to control their own expansion. After another three to six months have passed. This kind of credible social proof is more compelling than similar testimonials from someone whose job it is to sell something. in a model that we have tested successfully in several situations. and then don’t see any activity related to them for several months. the company facilitates connections among groups to share learning and insights. and other associates. the tactics used. Armed with positive results in these areas — a 29 percent increase in customer satisfaction in retail stores. and developed realistic ways of measuring behaviour change. The sponsors of the test blocked out a tight time frame of eight months. Just as there is an art to making content go viral. The same holds with critical behaviours. and music than traditional modes of distribution. After about three months. People are often more receptive to changes in “the way we do things around here” when those changes are recommended or shared by friends. Use cross-organizational methods to go viral. there’s a craft to making behaviour go viral. there were many more skeptics than believers within the leadership ranks. the groups become more autonomous.

analytics. 10. not work at cross-purposes.S. manage. 9. (Three squads form into one of three divisions. But there are also informal leaders: Each of the four members of a frontline rifle team is prepared (and expected) to take the lead whenever the formal leader is disabled or loses the high-ground position. Even if you have a highly effective culture today. and update their cultural forces.25 As behaviour spreads. Marine Corps provides a classic example of integrating formal and informal leadership efforts. This means that the informal leaders also need to know the intent of that officer two levels above. human resources. care for. Why? As we noted at the outset. Integrating informal norms with the formal structures helps enable the timely battlefield adjustments that have served the Marine Corps well for more than 200 years. Living in Your Culture . By providing the structure in which people work — through disciplines such as organization design. Actively manage your cultural situation over time. while the informal organization enables the emotional commitment that characterizes peak performance. Companies that have had great success working with culture — we call them “culture superstars” — actively monitor. But it’s also important to match the new cultural direction with existing ways of doing business. The “rule of three” dictates how the Marines design their organizations and projects and how they execute in a hierarchy. company leaders see increased performance as well as peer and leadership recognition. culture can provide hidden sources of energy and motivation that can accelerate changes faster than formal processes and programs. Align programmatic efforts with behaviours. The U. when aligned with strategic and operating priorities. it may not be good enough for tomorrow. Informal mechanisms and cultural interventions must complement and integrate with the more common formal organization components. and lean process improvement — the formal organization provides a rational motivation for employee actions. We’ve emphasized the role that informal leaders can play in helping ideas go viral. which form one of three battalions.) The formal leaders of those units are expected to know the intent of the officer two levels above them — and to call out any order or situation they perceive to be incoherent or in conflict with that intent.

Starbucks has an organizational culture that relates with the company’s strategies for successful brand development and global expansion. There’s no better time than the present to start. it changes gradually — often too slowly for leaders facing fast-moving competitors. therefore images associated with recycling also represent the culture of Starbucks. and often difficult to deal with. Starbucks paper cups are made of 10% postconsumer recycled content. One of the challenges of working with culture is that. multidimensional. However. The company is committed to reducing waste and shrinking its environmental footprint. The best way to start is to ask yourself a series of questions. a company’s cultural situation constitutes a powerful set of emotional resources. Starbucks cafés are where the company’s organizational culture is most easily observable. as a milieu in which you and your enterprise live. But if you respect them and understand how to make the most of them. if you work with them and tap into their hidden power. not a revolution. Expect an evolution. Organisational Culture of Starbucks Starbucks Coffee Company’s organizational culture is one of the most distinct characteristics of the firm. The good news? If you approach culture with respect and intelligence. sometimes unnoticed. culture can be compared to natural forces such as winds and tides.26 Although challenging. . In Starbucks Coffee’s case. As is the case with other resources — human. sometimes obvious. they can become a source of energy and provide powerful assistance. you shouldn’t plan for dramatic results overnight. Endowed with immense power. The way café employees work with each other and how they interact with customers are indicators of Starbucks Coffee’s organizational culture. What are the most important emotional forces that determine what your people do? What few behaviour changes would matter most in meeting strategic and operational imperatives? Who are the authentic informal leaders you can enlist? And what can you and your fellow senior leaders do differently to signal and reinforce those critical behaviours? Of course. technological. The organizational culture of Starbucks is also well-known for its role in recycling. as we’ve noted. To a degree. they can waylay plans and inhibit progress. They can’t really be tamed or fundamentally altered. As seen in the "Anatomy of a Cup" photo on the right. That’s the bad news. you can use it to accelerate your competitive momentum. These elements are there in the background. The warm and friendly ambiance in these cafés is part of the company’s distinction from competitors. A company’s organizational culture widely influences employees and business performance. financial — it is incumbent upon leaders to strive to get the most value out of it. the company’s organizational culture permeates all aspects of its business.

The photo of the napkin shows that Starbucks napkins are made of recycled cups.27 As seen in the "Anatomy of a Cup" photo on the right. Starbucks paper cups are made of 10% postconsumer recycled content. . and even encourages customers to recycle.

Openness 5. managers and supervisors emphasize support for subordinates to ensure that everyone grows in the company. inclusion and diversity. at Starbucks cafés. . For instance. who are also treated with warmth. In this approach. This feature of the company’s organizational culture extends to customers. Inclusion and diversity 6. The company highlights the importance of caring for employees. Starbucks develops the coffee culture that drives consumer demand for the company’s specialty coffee products. Cooperation Servant Leadership. The company describes its organizational culture as a culture of belonging. leaders. Former Starbucks President Howard Behar developed this feature of the firm’s organizational culture because he believed that employees who are cared for are the ones who care about customers. This feature of Starbucks’ organizational culture translates to the employees-first approach. In this regard. Relationship-driven Approach. the main features of Starbucks’ organizational culture are: 1.28 Features of Starbucks Coffee’s Organizational Culture Starbucks Coffee’s organizational culture has a number of key characteristics. which significantly characterizes the company’s organizational culture. Relationship-driven approach 3. Leaders are treated as an ordinary member 7. Division of Labour 8. The combination of these characteristics is unique to the firm. Collaboration and communication 4. Starbucks also has an organizational culture that supports warm and friendly relationships. baristas exhibit warm friendly bonds with each other. Through emphasis on relationships. Servant Leadership (“employees first”) 2. Starbucks has a servant leadership approach.

store manager and assistant manager are making up a management group which will have meetings twice a week. The manager. race. A culture of openness developed. sexual orientation. To address this issue. except the manager. but also a pretension. Inclusion and Diversity. Starbucks has an anti-discrimination policy that shapes its organizational culture. customer experience. called the “Star Skills”. which gives a chance when the staff received supports that they can use this card to present their gratitude. Starbucks empowers employees and facilitates innovation. include the company’s culture and promote the interpersonal training. Besides 80% of the working time of manager is responsible for the communication between partners. baristas clearly communicate with each other to fulfil orders. we can see a lot of these cards for employees to post on the desk. it is not only shows a kind of encouragement. All the employees in Starbucks stores are called “partners” to make sure all the workers can communicate with others easily. Starbucks use communication to improve their consistency so they point to communication is a main part in their culture. Through this feature of its organizational culture. which contributes to quality of service. which helps to organize store operations. Thus. At the cafés. Openness. religion. This card is seen as a small communication tool for employees. They provides trainings for new employees. A successful organizational culture needs consistency. Starbucks is also requiring to keep improving staff’s communication skills. and business cost-effectiveness. mainly direct to the operational problems in communication. age. cultural . Initially. The organizational culture of Starbucks encourages collaborative efforts through effective communication. ethnicity. They also provide a “Thanks card” for employees.29 Collaboration and Communication. they collaborate as teams to make the order fulfilment process efficient. In the offices of Starbucks in China. Also. former Starbucks President Behar introduced open forums to encourage employees to ask questions and communicate with superiors. Starbucks’ organizational culture supports efficiency in business processes. employees had a culture of fear to speak up to their superiors. Openness is another major characteristic of Starbucks Coffee’s organizational culture. This policy prohibits any form of discrimination based on gender. In addition.

In order to practice the culture equally and respect the local culture. It causes the staff in Starbucks has different culture and religion. as well as innovation based on diverse ideas. Work Relationships . they do the management work. the culture become a social energy to guide organization members behavior that they believe what the manager told them to do. Middle East and the Pacific. South America. The. controlling. thoughts and ideas. Starbucks facilitates sharing and rapport among employees. Starbucks already has nearly 12000 stores in North America. Through this feature of the organizational culture. Above all. For example. some staff make coffee only and some others are responsible for counting the inventory. train the cooperative behaviour.30 backgrounds. Behavioural norms involve organization members or private obey the command or the rule in the social activities. when the employers visit abroad they will work together with the staff to make coffee or do cleaning. So when the employee has clear division of labor. they still have a concept about they do the different work in a big family. Division of labour Every employee has a clear division of labor. life experiences. Cooperation Starbucks encourage cooperation and reward cooperation. All the employees are required trained skills in the coffee store. Europe. Starbucks design many types of gifts to employees to reward them cooperate with other people. such as some employees dedicated taking orders and receiving. These things will produce a lot of problems in the work. This aspect of the company’s organizational culture also makes customers feel welcome at Starbucks cafés. Starbucks gives all the staff an English name to solve these kinds of problems. Leaders are treated as an ordinary member Leaders in Starbucks are engaged in planning. To make sure employees can work together easily reduce unnecessary trouble. At that time. leading. cooperate action is a part of behavioural norms. but they do not consider themselves are different or special. Starbucks encourage staff cooperate with each other.

Once the beverage is made. The photo below exemplifies the "Starbucks Experience" . The Starbucks webpage describes baristas as the face of Starbucks. I assume that person is there to ensure the baristas are communicating with each other and to provide assistance when needed." During my visit to Starbucks I noticed the baristas effectively communicating with one another to ensure customers receive the beverage they ordered. It starts with the barista at the cash register who takes the customer order and writes their name on the correct sized.31 Starbucks employees are called baristas. The barista who takes customer orders relays the order to a co-worker who then starts the process to make the beverage. who "create uplifting experiences for the people who visit our store and make perfect beverages .one drink and one person at a time. At the Starbucks I visited there were two baristas preparing beverages and another person who appeared to be the manager or supervisor overlooking the baristas work. the barista calls out the name on the cup and gives the customer their finished beverage.

In order to enforce this form of social control I noticed the barista repeat orders back to customers in the correct Starbucks language. and graceful music. Starbucks could save $12 million if all the executives performed like this. Their employees conform to the organizational culture by maintaining a clean. I've never heard of anyone that I know complain about a bad experience at Starbucks. The experience that customers receive at Starbucks is a big part of the company's appeal to its consumer. He is . If the management and also the powers at Starbucks have their way then Starbucks will probably be a lot much more than a name synonymous having a premium cup of coffee. flavors. Starbucks is obviously about a great deal over merely promoting coffee. Starbucks is really a complete experience because it comes to coffee as anybody who has been into one of their stores can tell. and preparation techniques. Every employee appeared to be happy to serve customers and focused on customer needs. This not ensures accuracy. which made me realize that I have never been to a dirty Starbucks. The Inside of a Starbucks Company There are very couple of businesses that individuals encounter as habitually as Starbucks. The organizational culture at Starbucks values the needs of their customers which requires their employees to behave a certain way. Starbucks is creating an entire environment for people to experience and enjoy.” He’s a very forward thinking person and this is all evidenced by his continuous time management and attention to details as minute as a fifteen minute period of someone’s day. All of the employees I observed wore green Starbucks aprons and displayed energetic and friendly attitudes. They’ve ‘taken over the world’ with coffee shops in over 35 nations. Customers can choose several variations including sizes. Jim Donald. but also attempts to teach customers how to order in Starbucks unique language. On a similar note. "grande strawberry & cream frappuccino blended cream" after a customer ordered. Therefore the culture of Starbucks requires their employees to be well trained and knowledgeable about the products they offer. not the way customers ordered. I saw one employee tidying up the tables and sweeping the ground. inviting and friendly environment for their customers. describes himself as “fanatical about communicating. For example I heard the barista say. Organizational culture is one thing that’s very important to Starbucks and is something that starts with their upper management. According to the vice president of the beverage category. Starbucks is really a fascinating company. Because Starbucks is unlike any other coffee shop it creates a unique experience for customers who must adapt to the Starbucks language. From the traditional option in furnishings. the current CEO and president.32 Starbucks is known for its great customer experience.

make individuals really feel as welcome. if we had it every time wanted it then the things that make Starbucks unique get lost in the usual day to day run. great tasting coffee and in an atmosphere that lets the consumer remain real and alive. The Starbucks Company is trying to develop aggressively but almost too quick since they did need to shut down some shops this past year. The culture is just American. they work together to deliver you great pastries. they hope to become able to add to that image in the public eye. the function at Starbucks might be just pouring coffee into a cup. Whilst Starbucks is known for its cup of coffee. The values that Starbucks and I share are the desire to unwind. aggressiveness and stability. They want a big business with the small business feel-where employees are close and function together and depend on one another to get their jobs carried out. team orientation. calming and tension relieving really feel to it. and comfy as you possibly can. However the function is .” Even though. How great it is to drive via this town and uncover “hey there’s a Starbucks.” This is something that rings true all through the organization and especially in regards to Starbucks social consciousness. probably helped the business because it was obtaining to exactly where their name and store was everywhere and it was losing the concept of how unique of a business Starbucks is. Individuals’ orientation comes into play because the people who operate this business want it to remain in expanding but have the ability to talk and invest time with their employees and do what’s in the best interest from the workers. Howard Schultz. It makes it a perfect comfort zone and it is even a location that one can possess a study group and debate politics of a paper. To a customer. comments that “People aren’t thinking about just how much you realize. Which in hindsight. Everything within the environment at Starbucks radiates relaxing. Stability is definitely a large part in this business. From the extremely top of the company to the newest member of the team. it is just how much you care. people orientation. I want people to always feel so comfortable around me and know that it’s okay regardless of who they’re totally free to talk and I will listen or if they don’t want to speak but just sit that is fine too. Starbucks makes sure that the business is always expanding with new trainings and intense evaluations. we want them everywhere because they are great. From my own individual experiences with Starbucks it’s a third location for me and my girlfriends to sit and eat a pastry and just unwind. It’s essential to get a business like Starbucks to spend focus to detail and deliver the relaxing atmosphere that they so want to get across to customers.33 concerned with saving cash and increasing the bottom line but not at the expense of his workers. Starbucks Chairman Howard Schultz has often talked about creating the coffee shops a place where they can come outside of their home and office to unwind and think. The seven primary characteristics that Starbucks embodies are focus to detail. It’s a chain reaction one prepares it then hands it to the barista who puts it all together after which the individual who hands it to you by calling you by your own name rather of creating you feel like you are a customer. The organization works as teams more than anything. the chairman of Starbucks.

The customers that are serviced through Starbucks are the normal every day American. express regret to the consumer. whether or not on or off duty. Focus on the customer being serve. info or expressions that reflect negatively on or any other business that is a competitor. Everything in this company was founded on difficult work.e. correct the error without a negative reflection on the individual or department responsible for the error. Please don’t provide opinions. When a fault in service is exposed. Demonstrate understanding for the customer’s worry. from physicians to construction workers to school teachers to stay at house moms. It is extremely apparent that Starbucks has faithful customers that are totally satisfied with the service that they’ve received. There’s something about Starbucks and something to be said on their consumer service. Starbucks has a very strong culture. there wouldn’t be a need for consumer service. If other companies would work to please people half as hard as Starbucks works at it. dear. They are usually attempting to educate their customers with knowledge on what they’re drinking and other drink that they may enjoy. Customer service is extremely important particularly inside a business like Starbucks. Summary on Starbucks Coffee Company’s Organizational Culture . They come from all financial levels. even the restaurant business. use proper name. customers are usually first. And it’s ethical and customer responsive. They may not always be correct but don’t show that in front of them. Respect the customer’s confidentiality. Recognize that our customers’ perceptions are influenced by our conduct. There are Individuals which are Starbucks clients. then that employee needs to offer option options. They really try to go above and beyond to make you really feel that you are an individual with a name with a preferred drink or pastry. sweet heart. Where I stand on customer service. If the employee is unable to meet the customer’s need.34 gruelling and fast paced and can even be a bit harmful because of the temperatures that are being worked with. That can be discussed further after the consumer has left the location. If interrupted when providing service. or hon. i. attend towards the consumer with high opinion. small town values and customer service and good coffee. or any other organization. and steer clear of terms of endearment. These clients are hardworking and just looking for a pick me up or perhaps an increase of power prior to a lengthy day begins or even at the finish of the lengthy difficult day. as Client Solutions Director.

in/about-us/company-information/mission-statement https://en.com/site/cultureofcoffeeant3150project/description/organizational-culture https://starbuckswebsite. Bibliography http://www.html https://sites.35 The anthropological approach toward identifying organizational culture is shared by many organizational members with reference to status.starbucks. teams reflect the organizational culture. All the companies have their own teams. power. friendship and respects. Starbucks believes return for happiness. These changes are based on issues and problems leaders like Howard Schultz and Howard Behar identified. authority. The organizational culture in Starbucks is focus on its teams. As a way of enhancing business performance.org/wiki/Starbucks http://panmore. it means only if the customers satisfied that they will back for next consumption.” Starbucks has gone through significant changes in its organizational culture.businessholic.net/the-inside-of-a-starbucks-company/ . only if the staff works with happiness that can cause client consume in the future. Starbucks instituted reforms in its organizational culture.google.strategy-business. Today.wordpress.com/about-us/company-information/starbucks-company-timeline http://www.com/organizational-culture-3/ http://www.wikipedia.com/article/10-Principles-of-Organizational-Culture?gko=71d2f http://www. the company’s organizational culture is a distinct characteristic that builds competitive advantage and develops a consumer population of loyal Starbucks fans. rewards.com/definition/organizational-culture. We can use Starbucks’ methods in building teams to see how they lead to “return for happiness.com/starbucks-coffee-company-organizational-culture http://www.businessdictionary.starbucks.

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