Harvard Case - Starbucks: Reaffirming Commitment to the Third Place Ideal
"Starbucks: Reaffirming Commitment to the Third Place Ideal" Harvard business case study is written by Francesca Gino, Katherine Coffman, Jeff Huizinga. It deals with the challenges in the field of Negotiation. The case study is 30 page(s) long and it was first published on : Nov 25, 2019
At Fern Fort University, we recommend that Starbucks reaffirm its commitment to the Third Place Ideal while also adapting to the changing needs of its customers. Starbucks should focus on creating a welcoming and comfortable environment, offering high-quality coffee and food, and providing excellent customer service. The company should also continue to invest in its employees and give back to the communities it serves.
2. Background
Starbucks is a global coffeehouse chain known for its Third Place Ideal, which is a place between home and work where people can relax, socialize, and enjoy coffee. In recent years, Starbucks has faced competition from other coffee chains and changing consumer preferences. As a result, the company has been exploring new ways to attract and retain customers.3. Analysis of the Case Study
**Strategic Analysis:**Starbucks' Third Place Ideal is a key differentiator for the company. It has helped Starbucks to build a loyal customer base and create a strong brand identity. However, the company needs to adapt its Third Place Ideal to the changing needs of its customers. For example, customers are increasingly looking for convenient and affordable coffee options. Starbucks needs to find ways to meet these needs without sacrificing its commitment to quality.Financial Analysis:Starbucks is a financially healthy company. The company has a strong balance sheet and generates significant cash flow. However, Starbucks needs to continue to invest in its business in order to maintain its competitive advantage. The company should consider investing in new store locations, new products, and employee training.
Marketing Analysis:Starbucks has a strong marketing team that has helped to build the company's brand. The company should continue to invest in marketing to reach new customers and maintain its existing customer base. Starbucks should also consider using social media to connect with customers and build relationships.
Operational Analysis:Starbucks has a well-run operation. The company has a strong supply chain and efficient store operations. However, Starbucks needs to continue to improve its operations in order to reduce costs and improve efficiency. The company should consider investing in new technology and automating processes.
4. Recommendaations
**Strategic Recommendations:*** Starbucks should reaffirm its commitment to the Third Place Ideal.* Starbucks should adapt its Third Place Ideal to the changing needs of its customers.* Starbucks should continue to invest in its employees.* Starbucks should give back to the communities it serves.Financial Recommendations:
- Starbucks should continue to invest in its business.
- Starbucks should consider investing in new store locations, new products, and employee training.
Marketing Recommendations:
- Starbucks should continue to invest in marketing.
- Starbucks should consider using social media to connect with customers and build relationships.
Operational Recommendations:
- Starbucks should continue to improve its operations.
- Starbucks should consider investing in new technology and automating processes.
5. Basis of Recommendaations
The recommendations are based on the following:* Starbucks' core competencies and mission statement.* The needs of Starbucks' customers.* The competitive landscape.* The financial health of Starbucks.6. Conclusion
Starbucks is a strong company with a bright future. However, the company needs to adapt to the changing needs of its customers in order to maintain its competitive advantage. By reaffirming its commitment to the Third Place Ideal, investing in its employees, and giving back to the communities it serves, Starbucks can continue to be a successful company for many years to come.7. Discussion
**Other Alternatives Not Selected:**Other alternatives that were considered but not selected include:* Starbucks could abandon its Third Place Ideal and focus on becoming a more traditional coffee chain.* Starbucks could sell its business to another company.Risks and Key Assumptions:The following are some of the risks and key assumptions associated with the recommendations:
- The risk that customers will not respond to Starbucks' efforts to reaffirm its commitment to the Third Place Ideal.
- The risk that Starbucks will not be able to adapt its Third Place Ideal to the changing needs of its customers.
- The risk that Starbucks will not be able to continue to invest in its employees and give back to the communities it serves.
8. Next Steps
The following are some of the next steps that Starbucks should take:* Develop a plan to reaffirm its commitment to the Third Place Ideal.* Invest in new store locations, new products, and employee training.* Continue to invest in marketing and customer service.* Monitor the competitive landscape and customer feedback.Hire an expert to write custom solution for HBR Negotiations case study - Starbucks: Reaffirming Commitment to the Third Place Ideal
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Case Description
On April 12, 2018, two African American entrepreneurs had scheduled a business meeting at a Starbucks in Philadelphia's Rittenhouse Square neighborhood. They sat without ordering, waiting for a local businessman to show up for the meeting. The store manager called 911 on them, despite the fact that they were behaving neither violently nor disruptively. When the police arrived soon after the call, they arrested the young men. The incident was viewed by the Starbucks' leadership team, including the CEO, as "a disheartening situation" and, in the words of John Kelly, the company's Senior VP of Public Affairs and Social Impact, "a profound failure to live up to our ideals and a violation of our values." Starbucks, which employed around 175,000 individuals nationwide and served more than 4 million customers daily in its approximately 8,000 U.S. stores, strived to abide by its mission statement: "...To inspire and nurture the human spirit, one cup, one person, one neighborhood at a time." The case describes how the company and its leadership responded to the crisis. To react to the incident, the leadership decided to close down its stores for a day of unconscious bias training, aimed at raising awareness of racial bias and discrimination in particular. The company also started a journey of providing more training and development for the partners, to assure that they lived by the company values on a daily basis, and revised store policy that, the leadership believed, contributed to how the store managers and employees in the Rittenhouse Square store behaved back in April 2018. As the case closes, CEO Kevin Johnson reflects on how he could assure that every Starbucks employee not only understood the company mission and values, but truly connected to them emotionally and carry them out daily in their work.
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