第一组管理学作业

海南大学2020-2021学年度第2学期期末考察

PrinciplesofManagement

Caseapplication&Continuingcase(Starbucks)

Group：_______(1)Don'ttouchfish_________________

Members：杨骁，王曦悦，王希，吴康渝，彭楚骁

Class：20级酒店管理三班，20级酒店管理四班，20级酒店管理五班

Teacher：__________陈镇______________

2021年6月24日

Starbuckscase1

1.HowardSchultzhasthemostimportantskillistohaveforesightandgutfeelingof

whathethoughtwasrightandworthwhiletodo;AStarbucksstoremanagershould

havetheskilltocommunicatewiththeemployeeswellandwatchoutoftheincome

ofthisstoreandthequalityofthosecoffee.

2.All.Scientific/organizational/quantitative/systemsapproach.

3.First-linemanagers:thelongworkhoursandhecticschedules

Middlemanagers:theabilitytocommunicate

Topmanagers:conceptualcompetence

4.Interpersonalroles:Heapologizedtothestaffforthedecisionsthathadbroughtthe

companytothispoint.

Informationalroles:"Ibelievedintuitivelywecoulddoit."Makingawarm,

communityexperienceinAmerica.

Decisionalroles:In2000hesteppedoutofthejoboftheCEOjobbecausehewasa

bitbored.

5.HowardSchultz'sphilosophyisthat“Wearenotinthecoffeebusiness,serving

people.Weareinthepeoplebusiness,servingcoffee.Hedevotedhimselftomaking

awarm,communityexperiencefortheAmericanstoenrichanextensionofpeople's

frontporch.Heisputtingthepeoplefirstnomatterwho,consumerorstaff.

6.Beilinda,Wong,Thechairmanandchiefexecutiveofficer,StarbucksChina.

(1)overseesStarbucksbusinessintheChinesemainland;

(2)drivingperformancethroughthelensofhumanity;

(3)chartingitslongtermjourneytowardsapeople,profitandplanetpositivefuture.

(4)Planning:Iamchargedwithensuringthatstakeholders9interestsare

appropriatelybalanced,protectedandpreserved

(5)Organizing:HerandherteammaketheStarbucksmoredigitalandwithstandthe

COVID19,etc.

(6)Leading:Shefocusedtherelationshipswithemployees,leadingherteammaking

the2018landmarkacquisitionoftheremaining50percentshareofStarbucks

EastChinabusiness,thelargestsingleacquisitionincompanyhistory.

(7)Controlling:Amidchallengesbroughtbythepandemic,Starbucksbegan

constructiononaCoffeeInnovationParkinChina,itslargestmanufacturing

investmentoutsideoftheU.S.

7.Accordingtothepassage,weknowthatStarbucksepitomizedfiveCs,theyare

community,connection,caring,committedandcoffee.Youcanseetheircorporate

valuesontheirofficialwebsite.1.Createawarmandsenseofbelongingculture,and

acceptandwelcomeeveryonewithpleasure.2.Takepositiveactions,dareto

challengethestatusquo,breakthestereotypes,andrealizethecommongrowthofthe

companyanditspartnersinaninnovativeway.3.Ateverymomentwhenweconnect

witheachother,wearededicated,open-mindedandrespectful.4.Foreverything,we

tryourbest,doourbestanddaretotakeresponsibility.Wecanfeelthatkindof

enthusiasmandloyaltyfromStarbucks.Ascustomers,connectionandcaringare

important,itcanprovidemanychancestoustochoosecoffee^flavor,thatismeans

customerscanbecaredineverydetails.Starbuckshassucceedinserviceattitude.

CommunitymeansStarbucksbasedonthemassespeople,althoughithashighprices

inChina,mostofpeoplealsocouldpayforit.Soasbarista,theyneedputtheservice

attitudeatthefirstplace,thentheyneedhavegoodskillstomakecoffeetosatisfythe

customers9command,itisinterestingtonote,everybaristainStarbucksmustbeable

tospeakEnglishbecausetherewillbemanypeoplefromdifferentcountriesvisit

Starbucks.Asatopexecutives,theyneedrecruithighqualityemployeeswithalot

patient,goodcoffeeskillsandnicecommunicateskills.Theyneedgivetheir

employeesmorepowertosolveproblemswithoutreporttosuperior.

8.Inmyopinion,managersinStarbuckswouldbemorelikelytomakeintuitive

decisions.First,Starbucksfocusonbringforthnewideas,theytakeelementsfrom

whattheyoriginallycreatedandbuiltsomethingevenbiggerandbolder.Nomatterin

designoftheStarbucks5storeortheirnewproducts,theyallcontainalotinnovate

elements,suchasputjuiceincoffeeandcombinetea,coffeeandjuice.Allthese

thingsneedintuitivedecisionsbasedoncorrectanalysis.

9.Asacompanywhovaluesinnovationandserviceattitude,Starbucksmanagersmight

makecreativedecisionsunderconditionsofcertainty,theywilltrysomethingnew

andinventnewdrinkseveryyear,theycalledthemSeasonaldrinks,suchasapeach

frappuccinoinsummer2017.Theyalsodidsomesocialpublicbenefitsactivities.

Lastyear,theysetupbookcornersfor1500schoolsinChinatomakestudentsin

poorareaspossessmorechancestoread.Theycooperatewithothercompaniesand

adoptonline-to-offlinemodelwhentheyunderconditionsofrisk,Starbucksdeclared

thatalltheirexistingbusinesseswillbereorganizedintotwobusiness

units-*'StarbucksRetail"and"DigitalInnovation"recently.Withoutdoubt,inthe

periodsofdigital,thedevelopmentofproductsonlineisimportant,Itcouldmobilize

andallocateresourcesmoreflexiblytoachieveabalancebetweenshort-termbusiness

needsandlong-termstrategicdevelopment.Atthesametime,underthemainstream

ofcooperation,StarbuckscooperatewithSequoiaCapital,aleadinginvestment

institutionrecently.ThismeasurehelpStarbucksbetterexplorenewideasintheretail

fieldatanearlystageandcreatemorestrategicinvestmentopportunities.Underthe

conditionsofuncertainty,Starbucksmanagerswillmakeacompletelyrevolution.At

thebeginofthe21century,Starbucksgotintothetrouble,forattractcustomersonce

again,managerclosed7100U.S.storesinoneeveningandretrain135000baristaon

thecoffeeexperience.Theyspent30milliondollarstorebuiltStarbucks.

10.HowardSchultzisadecisiveandtenacioustypesofdecisionmaker.Hemakeabig

decisiondecisivelywhenhejoinedthecompanyjustayear,introduceespressofrom

Italyandbegantosentbaggedfoodtohome,thatisawholenewpatterntoStarbucks.

However,Howardadopteditcorrectlyanddecisively.Duringtheperiodsof

Starbucksdroppedindifficulties,Howarddidnotsoldthecompany,onthecontrary,

hebackinStarbucksandbeingCEOagain.Underhismanage,Starbucksincreasing

theserviceattitude,retrainbaristatopromotetheircoffeeskills,triedtorestoredthe

experienceofStarbucks,whichiskeeployaltytocoffeeandputthecustomers

experienceinthefirstplace.Hedidnotescapewhenhefaceddifficultiesbutfound

manywaystosolvedthem.

11.Differenttypesandlevelsofmanagerswillmakedifferentdifferenceswhenthey

biasesandmakingwrongdecisions.AsaStarbucksexecutives,theyneedmanagea

lotofStarbucksstoresandemployees,allocateresourcesandfinancialallocation

properly,theirdecisionsissoimportantthatinfluencethecompanydirectly.

Starbucksmaybesufferseriousimpactandlosebigmarketsharesifexecutivesmade

wrongdecisions.In2018years,Starbucksrosetheirproducts9pricesinChina,a

smallpriceincreaseof1yuanmoneywascarriedout,withtheincreaseoflaborsand

coffeebean'scosts,thisdecisionlookslikedidn'thaveanyproblems.However,asa

countrywheretraditionalnon-coffeeisthemainstreambeverage,mediumand

high-pricedcoffeestillneedenoughmarketcultivation.Atthesametime,many

coffeestoresinChinalikeReluckin,Mcdonaldshaveproductswithlowerprices,

theycausedseriousimpacttoStarbucks,2018becameadifficultyeartoStarbucksin

Chinabecauseofthiswrongdecisionmadebyexecutives.Storemanagersin

Starbucksmakewrongdecisionslooslikewon'tbehaveastrongimpact.Actually,it

willinfluencetheirbusiness,reducetherevenueofthestore,evendamagethe

Starbucks9brandimage.ManycustomersreflectedthatStarbucksstoremanagers9

serviceattitudesaresobad,especiallystoresneartrainstationsandinairports.

Customerssaidtheycanfeltakindofstrongunwillingfromstoremanagers,includes

behaviorandwords,ifyouchooseadrinkbuttheyhadsoldout,storemanagerswill

say"ithaslongbeenofftheshelf"withcontemptuouslook.Thatissouncomfortable

experiencetocustomerswhospentlotsofmoney,thisresultsintheStarbucks9brand

imagedecreasinginconsumersandleadstothelossofmarket.Starbucksisa

companywhothinkhighlyofqualityofproductssothattheirpartnersneedtobe

carefullyselected,Starbucksemphasizeuniformitysothattheirpartnersmusthave

abilityofcontinuoussupply.Accordingtothesedemands,wecanknowthatpartners

ofStarbuckscancausedgreatinfluenceiftheymakeerrors.Iftheirpartnerssupplied

materialwithlowquality,ItwillleadtothequalityofStarbucks'productsdecreasing,

inturnresultinStarbucks9businesstakeabit.IftheirpartnersraisepricelikeI

mentionedabove,Starbuckshavetofindmoreeffectivewaytomakeprice

stabilizationlikereducetransportationandprocesscostsotherwisetheyonlycanbear

theinfluencefromriseinpricelikelesscustomers.

12.CompanylikeStarbucksneeddependontheserviceattitudesandproductsquality.

However,thatdoesn'tmeantheydon'tneeddesignthinking,onthecontrary,they

needcreateanddevelopwithpowerfultoolslikedesignthinking.Designthinkingis

aninnovativemethodtosolvecomplexproblems.Itusesdesigners*understanding

andmethodstomatchtechnicalfeasibility,businessstrategyandcustomers*needs,

thustransformingthemintocustomervalueandmarketopportunities.Design

thinkingenableindividualsandeventhewholeorganizationtobetterconnectand

stimulatethecreativeprocess,soastoachieveahigherlevelofinnovation,witha

viewtoestablishinguniqueadvantagesintoday'shighlycompetitiveglobaleconomic

environment.ThereisancasethatcanindicateStarbucksusesdesignthinking

recently,Starbuckscreatedanewkindofcoffeeandnamedit"Whiskeybarrel

brewingcoffee",theyapplythetraditionalwhiskybrewingtechnologytocoffeeand

mixitwithStarbucksuniquebakingskillsthencreateauniqueflavorthathasthe

flavorofWhiskeybutnoalcohol.Inthislevel,Starbuckssolvedthetechnical

problems.Frombusinessstrategy,manycoffeecompanieslaunchednewproducts,

butthemainstreamofnewdrinksismixthecoffeewithteaorjuice,Starbuckswill

havestrongcompetitivenessiftheystilllaunchtheseproducts,sotheylaunchedthis

productivewithalotcreativenesstostrengthentheirmarketcompetitiveness.They

achievedtheirexpectedgoalactually,thisproductattractedmanycustomersand

broughthighturnovertothem.Atthesametime,customerscantasteddrinkthatthey

nevertried,thatismeansStarbuckscanpossesshugemarketdependonthisproduct

tillothercoffeecompanieslaunchproductslikethis.

Starbuckscase2

P2-1.Ithinkheseeshisrolefromtheperspectiveofomnipotence.HowardSchultz,the

founderofStarbucks,isaleaderwhouseshislifeexperiencetodefineleadershipgoals.His

experiencehasdirectlyinfluencedthecorporatecultureandvaluesofStarbuckstoday.He

waspassionateabouthisbusinessandhewasthesoulofStarbucks.Hevaluestheroleof

employeesandbuildsuniquerelationshipswiththem.HetellshisstoryandStarbucksstory

onspecialoccasions,visitingmorethan20Starbucksstoresaweek.Hegetsupat5:30a.m.

totalkbyphonetoStarbucksemployeesaroundtheworld,Hehasalwaysconsciouslyused

hisownpersonalexperiencetoconstructtheidealStarbucks,andfinallythroughtheeffortsto

makeitareality.Infact,Schultzisoneofmanygenuineleaderswhoattributetheirsuccess

directlytopersonalexperience.

P2-2.Coca-Colaassociatesitssizzlingdrinkwithcarefreegiddiness;Nikeuses"just-do-itHto

convincerunnersthattheyaresellingpersonalsuccess;Starbuckssellsculture.AtStarbucks

inShanghai,aservicecalled"CoffeeRoom*'takesthe“cultureofhangingcoffee"toitsbest

imagination.Ifthreeorfourpeoplegofbracoffeetogether,Starbuckswillassignabaristato

thegroup.Oncecustomershaveanyquestionsabouttheselection,brewingandroastingof

coffeebeans,thebaristawillexplainthempatientlyandcarefully,sothatcustomerscanenjoy

thecoffeecultureadvocatedbyStarbuckswhilefindingthemostsuitablecoffeefortheirown

taste.Theculturegivesitshigherpricesagoodreasontoexist,whichgivescustomersgreat

psychologicalsatisfaction.TherealwinnerisStarbucks.InStarbucks'view,people'sSpaces

aredividedintohomes,officesandotherplaces.McDonald*sstrivestocreateanatmosphere

ofhome,andstrivestomaintainalong-lastingambiguousrelationshipwithpeople'sfirst

space-family.Asacoffeeshop,Starbucksiscommittedtoseizingpeople'sthirdstranded

space,focusingonmakingmoney,livepianoperformance+EuropeanandAmericanclassical

musicbackground+popularfashionnewspapersandmagazines+exquisiteEuropean

accessoriesandothersupportingfacilities,andstrivetobringmore"Western"feelingto

consumers.Letcoffeebecomealifeexperience,letcoffeedrinkersfeelveryfashionable,very

cultural.

P2-3.Starbucksencouragescustomerstorespondtocultureandthriveonculturalexchange.

Forexample,whenStarbucksopeneditsfirststoreinSouthAfrica,therewasnoadvertising,

therewasnopromotion,buttherewasalonglineoutsidethestore,andittooktwohoursto

getin.Whycantheyachievetheeffectofapackedhousewithoutanymarketingefforts?This,

Schultzargues,iswherethecultureandvaluesthatStarbucksespousescomeintoplay.What

distinguishesStarbucksisitscorporatecultureandvalues,whichiswhatsetsitapartfromits

competitors.Itattractscustomersfromallovertheworldbecausepeoplearealwayseagerto

communicatewitheachotherandtreateachothersincerely.WhetheryouareChinese,

Japanese,SpanishorGreek,coffeeisthecatalystforthiscommunication.

P2-4.ThefactorsaffectingStarbucksincludespecificpolitical,economicandgeneralsocial

environmentalfactors.TakeChinaasanexample,intermsofpoliticalenvironment,China's

legalsystemisimproving.China'spatentprotectioncrackdownonunfaircompetitionand

protectionofconsumerrightsandinterestsofthesystemisconstantlyimproving.Thiscreated

agoodlegalguaranteeforthedevelopmentofStarbucks.Ineconomy,Chinaisstillinthe

take-offstageofadevelopingcountrywithrapideconomicgrowth.Nationalincomeand

residents'disposableincomearerising,andresidents'consumptionlevelisalsorising,which

createsagrowingmarketforStarbucks.Anyenterpriseisinacertainsocialenvironment,an

enterprise'sbusinessactivitiesareboundtoberestrictedandaffectedbythesocial

environment.Chinahasalonghistoryandculture,deeplyinfluencedbytheConfucian

culture.ThisculturalindustryhasadeepinfluenceonthewayChinesepeoplebehaveand

theirmoralvalues,emphasizing"harmony'1amongpeople.ThecorevalueofStarbucksisto

bringhumankindnessandintimatefriendshiptopeople,soitemphasizesthatthe

environmentisasimportantascoffee.Thisvalueofpursuingharmoniousinterpersonal

relationshipismoreacceptabletoChinesepeoplewhohavebeeninfluencedbyConfucian

cultureforalongtime.

P2-5.IdividetheuncertaintyofStarbucks1operatingenvironmentintocompetitivethreat,

globalgovernance,andregionaldevelopment.Competitivethreat.Actualandpotential

competitorsabound.Thecoffeeindustryisnowhighlycompetitive.Inaddition,competitors

suchascoffeeshops,conveniencestores,fastfoodrestaurants,andfixed-ordercoffeemakers

willalsotrytograbthemarketthroughpricewarsandimitation.Theenrichmentand

promotionofalternatives.Theabundanceandpromotionofalternativesmakefashionableand

shortcycleurbanpeoplehavemorechoices.Globalgovernance.Youcanimaginedifferent

partnersindifferentregions.Starbucksneedstoputextraeffortintocoordinationandunified

managementandcarefullyadjustitsdevelopmentstrategy.Supplychainmanagement

pressures.Changetheoriginalsupplierandtransportationmanagement,insteadofStarbucks

unifiedlogisticscentermanagement.ThisisabigchallengeforStarbucks*logisticscenters.

Theunbalancednatureofregionaldevelopment.Theunevendevelopmentoftheregionhas

ledtodifferencesinpeople'sincome.ThisposesachallengetoStarbucks'uniformprice,and

alsoposesagreatchallengetoStarbucks*management,operationandstrategy.

P2-6.StakeholdersatStarbucksmaybeinternaltocustomers(suchasemployees)orexternal

tocustomers(suchassuppliersorpressuregroups).EmployeesareStarbucks'mostconcerned

stakeholders.Inmostcases,Starbucks1stakeholderscanbeclassifiedasfollows:ownersand

shareholders,supplierbuyersandcustomers,advertisers,managers,employees,unions,

competitors,media,andpublicinterestgroups.Starbucks*interestdemandforitsstakeholders.

TheimpactofStarbucks*businessbehavioronstakeholdersandtheenterpriseitself.Firstof

all,Starbucks'behaviorsavescustomers*timeandfacilitatescustomerstobuythegoodsthey

need.ThiswillattractmorecustomerstoStarbucksandincreasethesalesandprofitsof

Starbucks.Atthesametime,itwilldeliverbetterreturnstoshareholders.

P2-7.TakingBayerinGermanyasanexample,itisnotsatisfiedwithmereeconomicsuccess,

buthopestobetterrealizethesocialvalueoftheenterprise,soastosupportthelong-term

developmentofthebrand.Bayerfirmlybelievesthatmaintainingahighdegreeofsocial

responsibilitywillhelpstrengthenourmarketpositionandultimatelycreatemorevalue.

Integratingcorporatesocialresponsibilityintocorporatestrategyandimplementingit

strategicallyisthesecretofimplementingandbenefitingfromthecompany'ssocial

responsibilitystrategy.ItisthisconceptthatsublimatesthebrandvalueofBayer,makingit

notonlyaproductbrandwithtechnologicalattributes,butalsoaspiritualbrandfullofsocial

responsibilityandculturalconnotations.Thesociety'scallforcorporatecitizenshipand

corporateresponsibilityisgettinghigherandhigher,consumersarepayingmoreandmore

attentiontocorporatesocialresponsibilityandcorporatepublicimage,andtheperformance

ofcorporatesocialresponsibilityhasincreasinglybecomeanimportantmeasurebywhich

customerscanevaluateabrand.Astherearemoreandmorehomogenizedproductsinthe

market,enterprises*marketingmethodsandmarketinglevelareoftenindistinguishable.When

customersevaluatebrandsandchoosetheirproducts,corporatesocialresponsibilityismore

indispensablethaneverbefore.ThesamegoesforStarbucks

P2-8.Differentcountriesandregionshavedifferentsocialsystems,levelsofeconomic

developmentanddifferentcultures.Initsglobalizationdevelopment,Starbuckswill

encounterrestrictionsandinfluencesbasedondifferentpolicies,systemsandlegalregulations.

Fromtheperspectiveofglobalbusinessstrategy,Starbucksobviouslyfailedtodealwiththe

relationshipbetweenspeed,cost,operationqualityandprofit.Blindlypursuitofprofit,the

pursuitofalargerscaleofcommercialcashflowandprofit,encryptionchainlayout.From

thisstrategy,Starbucks1failurewasinevitable.Therefore,intheoperationofcoffeeshops,it

isnecessarytodealwiththespeed(newstoredevelopmentbusiness),operatingcost,service

quality,commercialnetworklayout,capitaloperation,managementsystemandcorporate

cultureandotherissues.Toolowpursuitofcostisawrongmanagementmode.Inthepremise

ofnoguaranteeofquality,forconsumers,hisconsumptionwillhavenovalue.Fromthis

pointofview,chainstoresshouldconsiderhowtoguaranteehighqualityproductsand

affordableconsumptionforcustomers.Starbuckscanalsotakeagoodlookatthegapsinits

strategy,improvetheservicequality,improvethelayoutofcommercialoutlets,andimprove

theefficiencyoffinancing.

Starbuckscase3

3-1：List：StoreexpansionGrowthinincomeDevelopnewproduct-Getintowineandbeer

sales-Loyaltyprogram.

Starbucksplanstoopenmorethan90,000storesaroundtheworld.Andrevenuegrowthis10

to13percent.Starbucksisalsofocusedondevelopingnewproductsinvariousforms.

Starbucksisalsomovingintowineandbeersales.Therearestoresinsomeareasthatoffer

adultbeverages.TheloyaltyprogramofStarbuckshasalsoboostedtheuseofmobile

payments.

3-2:Starbuckshascreatedacoffeecultureofitsown.TheatmosphereinStarbucksstoresalso

makescustomersfeelcomfortable.AndtheloyaltyprogramofStarbuckshasalsoattracteda

largenumberofmobileusers,expandingthescaleofStarbucksspending.

3-3:Starbucks*competitiveadvantageisitsloyaltyprogram.TheprogramhasgivenStarbucks

alargeandverypopularmobileaudienceonline.Starbuckswillcontinuetoimplement

loyaltyprogramstoexpanduserbaseandbuildcustomerloyalty.

3-4:1don'tthinktheStarbucksbrandistoosaturated.BecauseIthinkit*sagoodthingthat

Starbucksisdevelopingdifferentnewproducts.Onlybyconstantlydevelopingnewproducts

canconsumerskeepabrandfresh.That'sgoodfbrtheStarbucksbrand

3-5LuckincoffeemightwanttobenchmarkStarbucks,becauseStarbuckshasalreadybuilt

near25,000storesandkeptahighlevelofprofitinChinasince2016.AndStarbucks9s

superiorrawmaterialandgracefulcommunityenvironment,offeredthecustomersabenign

experience.However,forthesakeofoccupyingthemarkettheluckincoffeeproactively

loweredpricesandincreasedpreferentialsubsidiestoattractmorecustomers.Starbucksmay

alsowanttobenchmarkluckincoffee,ifStarbuckswantstooccupymoremarketscale.

BecauseStarbucksonlytargetsthesmallamountofpeoplewhoisveryhighqualityin

spendingmoneyinenjoyment.

3-6：(a)aretailstoremanagermightuseforecastingtopresumehowmanycustomersthere

willbe,andhowmuchmoneywillspendonwageandthecostofmaterial,hemightwill

scheduletheretailstoredelicately.(b)aregionalmarketingmanagermightforecastwhatthe

peoplewantrecentlyandchangethedirectiontomaketheneeds,budgetthecompanywill

spendhowmuchonproductresearchandschedulethefutureofrespectiveministermanagers9

work;(c)themanagerforglobaldevelopmentwillforecastthedevelopmentoftechnology,

andadoptthenewtechnologyandenergytosavethecostandprovidemorechoicesfor

customers.Nobudgeting,seekingthehelpofthefinance.Hisscheduleistomakemorehigh

technologyatthemincosts,(d)TheCEOwillforecastthedevelopmentdirectionofthis

companyandfocusonhowtheothercompaniesdevelop.Budgetislessthantheprofit.

Schedulingforalltheemployeestomakethevaluemax.

3-7：Tobeglobal,Schultzisbuildingastrongcompany,includinganewmanagementteam,a

largecoffeeroastingplantandhelpingcoffeegrowersimprovetheirbeanstomeetStarbucks'

stringentstandardsandhighdemand."Ournewsteampressureespressoautomaticitygreatly

speedsupourservice,andourproductshaveneverbeenmorecompetitive.,H,Wenowhave

theabilitytosetupshopinplaceswewouldneverhavethoughtpossibleinthepast,"Smith

saysproudly."Wecandoitinavarietyofways,eitherthroughjointventures,licensing

agreements,orsoleproprietorship."

3-8：Mission:Tbinspireandnurturethespiritofhumanity-foreveryperson,everycup,and

everycommunity.Values:FocusingonStarbuckspartners,coffeeandcustomers,westriveto

liveuptothefollowingvalues:Createawarmandbelongingculturethatwelcomesand

welcomeseveryone.Activeaction,usedtochallengethestatusquo,breaktheoldrules,and

achievecommongrowthofthecompanyandpartnersininnovativeways.Starbucksis

dedicated,openandrespectfultoeachotherineverymomentthatconnectsus.Starbuckstries

itsbesttobethebestandresponsibleineverythingitdoes.Fromahumanisticperspective,

Starbuckspursuesexcellence.

3-9：Inthefallof2013,Starbucksbeganofferingbeerandwineinitscafesaspartofapush

topromoteStarbucksNights.WithStarbuckssellingalcohol,andpeoplesufferingfrom

choiceproblems,thelineswillgetlonger.WhathasalwaysbeenneutralatStarbucksisthe

Americanmeetingplace.Itispeaceful,elegantandcomfortable,andmaygiveadifferent

feelingtothosewhoarethere.Anatmosphereofdrunkenness;intoxication.

Starbuckscase4

P4-1.Whattypesofdepartmentalizationarebeingused?Explainyourchoices.(Hint:In

additiontoinformationinthecase,youmightwanttolookatthecompletelistand

descriptionofcorporateexecutivesonthecompany'swebsite.)

Starbucksusedfunctionaldepartmentalization.Asserviceorientedcompany,theyneed

martialandproductswithhighqualitiesandgoodserviceattitudestoattractcustomers.Such

aspurchasingmanager,whichmainlyresponsiblefbrmaterialpurchase,theyneedensure

materialsofStarbucksarefreshandperfectsothatbaristacanmakegoodcoffee.Human

resourcemanagersresponsibleforrecruitstaffsandtrainingthem,whichresultingood

serviceattitudes,goodcoffeemakingskillsandabilityofsolveproblems.Thismanagement

patternalsohassomedisadvantages,likepoorcommunicationacrossfunctionalareasand

limitedviewoforganizationalgoals.TheseproblemsreallyexistinStarbucksstructure,

Starbucksstoresdon'thavemuchchancestocontactwitheachother,theyaredevelopedina

unifiedstructure.

P4-2.Doyouthinkit'sagoodideatohaveapresidentfromtheU.S.divisionandforthe

otherinternationaldivision?Whataretheadvantagesofsuchanarrangement?

Disadvantages?

Ithinkit'sagoodideatoha