Starbucks case study

Strategic Management

Starbucks- Evolving Into A Dynamic Global Organization

March 25th, 2014

1. What was Howard Shultz’s original strategic vision for Starbucks? Is his 2010 vision for Starbucks different from the one he had in the 1980’s? How many times has his strategic vision changed? Is his present strategic vision likely to undergo further evolution?
After evaluation of the case, it can be said that Shultz’s first strategic vision for Starbucks began during his trip to Milan, Italy in 1983. It is during this trip that Shultz’ came to the conclusion that “the Starbucks store in Seattle completely missed the point.” For him, going to Starbucks should feel like a treat for their customers and every time should be an experience. For this to be possible, Starbucks should do more than selling coffee beans, they should also serve fresh coffee in their stores, this, Shultz believed, would help recreate the Italian coffee bar culture in the United States, his original vision. This vision is represented throughout the opening of his own company, Il Giornale in 1986.
In 1987, his vision continues to expand. At this point in time, Shultz acquires Starbucks, and the combination of the two companies creates Starbucks Corporation. Once he has become CEO and president, Shultz shares his vision with the staff; he aspires that Starbucks will become a national company with values and guiding principles that the employees could be proud of. Shultz also seeks for Starbucks to become the most respected brand name in coffee, and that this brand name will be admired for its corporate responsibility. During this same year, Starbucks continues to see some changes within the company, mostly through expansion outside of the Pacific Northwest, with a total opening of 15 new stores by 1988, 30, in 1990, 32 in 1991 and 53 in 1992, without the use of