星巴克组织结构分析-全英文

StarbucksPresentationOutlineIntroductiontoStarbucksIndustryOverviewCompanyOverviewSiteAnalysisRecommendationsforImprovementFocusedRecommendationforImprovementFinalActionPlanImpactAnalysisWrapUpIndustryOverviewIndustryDefinitionSpecialtyEateryIndustryFitswithinthelargestsegmentofdisposableincomespending--foodandbeveragesSteadygrowthinthissegmentinthe1990’shasledtoanabundantnumberofnewcompaniesAsdemandforconveniencehasmadeeatingoutanormalroutine,thedemandforspecialtyfoodserviceshasincreasedinrecentyearsIndustryandCompetitiveAnalysisMarketStructureMonopolisticCompetitionCompetitiveActivityManycompaniesareinthemarketandcompetitionisfierceCompetitorsuselocation,productmix,andstoreatmospheredifferentiationtoestablishmarketnicheIndustryCostsandCapitalStructureLowtomoderatecostsforeachlocationMajorstart-upexpendituresarepropertyandequipmentMajoroperatingcostsarelaborandcostofsalesIndustryPESTAnalysisCompanyOverviewStarbucksCorporateStrategyMaximizemarketpenetrationProvidearelaxing,attractivesocialatmosphereOfferhigh-qualityproductsCreateagreatworkingenvironmentAchieveprofitabilityStarbucksSWOTAnalysisCompanyFinancialPerformance(1998FY)Revenues $1,308.7million(%ofSales)GrossMargin 195.7million15%Pre-taxProfitMargin116.4million8.9%NetIncome68.4million5.2%Return-on-Assets8.7%Return-on-Equity 11.0%Debt-to-Equity0.0412mo.RevenueGrowth28.4%CompanyFinancialPerformance(1998FY)SiteAnalysisSiteCharacteristicsLeasedstorelocatedonCentralStreetinWellesleyStorehasover1,000squarefeetofretailspaceand1,000squarefeetofofficeandstoragespaceinthebasementSecondmostprofitablestoreinthefourteenstoreregionLocatedoneblockawayfromCommuterRailtrainstationandinbusyretailshoppingareaOnlyonedirectcompetitor(AuBonPain)intheareaSite’sOperationalResults(1998FYTD–11Months)FinancialOperations

1998

1997

%

TotalSales$760,576$796,688 (4.5%)

COGS242,593

262,945(7.7%)

C/M517,983533,743(3.0%)

FixedExp.367,746

431,923(14.9%)

EBIT$150,237

$101,82047.6%NomoneyspentonindependentadvertisementLocalentertainmentbudgetunderutilizedSite7-SAnalysisSite7-SAnalysisSite7-SAnalysisCorporateorganizationistallwithfourlevelsofmanagementabovestoremanagementStructureFunctionalinstructureandrelativelyflatSite7-SAnalysisStaffingLocationhasonemanager,anassistantmanagerand16partnersBenefitspackageincludeshealth,dental,andvisioncare,stockoptions,freeshiftdrinks,andafreepoundofcoffeeeachweekRaisesarebasedonsemi-annualperformanceevaluationswithraisesrangingfrom0-5%Bonusesarenotutilized,butthelocationhasgivenawaynonmonetaryrewardsSite7-SAnalysisTheuseofITatStarbucksCorporateIT

SystemIndividual

StoresIndividual

StoresSales,Inventory,

StaffingSales,Inventory,

StaffingIndividual

StoresInventory,

Orders,

Transfers

Vendors,

Distributors,Mgmt.,

Channel

Members

Orders,Budgets,

FutureSalesSite7-SAnalysisSkillsMostimportantskillsinclude“peopleskills”anddrinkpreparationabilityPartnersreceivetrainingtolearnaboutproducts,brewingmethods,andsalestechniquesRetrainingmainlyoccursduringnewproductroll-outs,althoughthissitedoesnotuseregularmeetings,butinsteadone-to-onediscourseOrderCycleTimesTake

Customer’s

OrderBottleneck

Order?Pastry?.53Min.53MinYesYesNoPastry?.40Min.27MinYesNoNoBottleneckCapacity114/HrSite7-SAnalysisSite7-SAnalysisAlignmentofStorewithCorporateStrategyContrarytothemissionstatementfocus,thereductionofstaffinglevelsappearstobemoreimportantthandevelopingsatisfiedcustomersTherelevanceofthebenefitspackageismisalignedconsideringtheaverageageofemployeesThehighturnoverrateofpartnersandmanagersisdetrimentaltocustomerenvironmentRecommendationsRecommendationsForImprovement1.Revamptheemployeerewardsystem

2.Tightenfocusoncreatingthe“Third

Place”environment

3.Focusprofitabilitymeasuresonprofitable

sales,notjustreductioninstaffingRevampEmployeeRewardSystemLargepercentageofthestaffareundertheageoftwentyBenefitspackagefocusesonmedical,dental,andvisioncare,aswellastheemployeestockoptionsOutsideofhourlywage,andsemiannualraises,therearefewmonetaryrewardsImprove“ThirdPlace”EnvironmentFocusProfitabilityMeasuresonMoreThanJustStaffingStoreisunderperformingonsomehighmarginproductsegmentsToohighafocusonminimizingdirectlaborasakeytoachieveprofitabilityFocusonhigh-marginitemsandprofitableadd-onsalesByincreasingpastrysalesby33%,storewouldrealizea$16KincreaseincontributionFocusedRecommendationImprove“ThirdPlace”EnvironmentProsandConsofDiscountedOpportunitiesRevamptheEmployeeRewardSystemProsEmployeesaremotivatedwithmoreincentivetoperformLoweremployeeturnoverratesPositivereinforcementwhichleadstohigherfeelingsofjobsatisfactionConsPayandbenefitstructuresdictatedbycorporateHQCostofbenefitswouldadditionalbenefitslowersiteprofitabilityNewrewardsystemrequiresadditionalmanagementProsandConsofDiscountedOpportunities(Cont.)FocusProfitabilityMeasuresonMoreThanJustStaffingProsHigherstaffinglevelsbenefitotheremployeesBettercustomerserviceImprovedcustomerfocuscouldleadtohighersalesConsStaffingisacostthatwilldecreaseprofitabilityUpper-levelmanagementperceptionoflowemployeeproductivityEmployeesmaygetineachother’swayThree-StepActionPlanForImprovementDecreaseemployeeturnoverrateFocusonhiringolderemployeeswherebenefitspackageismoreappropriateBaseraisesonperformanceratherthanmaximizingraisesforeconomicreasonsDevelopandactivelymaintainarewardsystemforemployees(i.e.employeeofthemonth)Developasystemofregularemployeecommunications/meetingsActionPlan(cont.)ActionPlan(cont.)EnhanceStarbuck’sdifferentiatedatmosphereUtilizeentertainmentbudgettohireoutsideentertainers,havebook/poetryreadings,etc.Displaythestore’scollectionofgamesandactivitiesmoreprominentlyMakethelocationmor