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AL 2012 ESTIV NA BY F BA R PORT ON RE E

AV CE M AC C I S I NG P L A R E ST E ND I N TE A BY. I LOV NA EVALUATION REPORT 2012 BA R S& D U R I NG T E V E NT RE N . H E DI F F E T N OF F E R NS O H I BI T IO FOR EX ETHING OM Y HE RE IS S T R EAT WA –AG E RYONE L D! EV CLE SF I E AC TO SE E M

S H R LUAT I OVED THE ATMOTPOFEMY E VA L EMEN

IT RE A N D E XC NEED MO . WE HILDREN AS A C HERE W Y! T LT B A R NA B TOW N FE TH E L UZ Z A N D B E FESTIVA E. TH ORE ALIV NDS M S TH E BO HEN E STR E NGT AND SENS ITY COMMUN OVES OF . IT IMPR AGE IVE OF HERIT & CREAT RAL HE CULTU T

ESFIELD MACCL
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Foreword
It’s extremely gratifying that within just three short years this contemporary arts Festival has become a cornerstone of the Maxonian calendar. The town has taken enthusiastically to the idea of a revival of the midsummer celebration of its heritage, talents and interests. There was a latent hunger for a fuller cultural and community life - a hunger which helped secure the success of the Barnaby Festival. This evaluation demonstrates how the benefits to the town extend from the immediate economic impact to a more substantial social and cultural legacy. There is a widely held feeling that the Festival has been the catalyst for a growth in confidence and sense of identity, and has heralded a richer civic life in Macclesfield. Barnaby 2012 has again been a huge task for the team of volunteers and would have been impossible without the unstinting support of local businesses, the local authority, grass-roots groups and umpteen helpers. Thank you, Macclesfield, and long may it continue! Lynne Jones (Chair), Fiona Bailey, Aileen McEvoy, Jane Munro, Ian Musgrave and Anna Riordan, Board of Trustees, Macclesfield Barnaby Festival, a charitable company run entirely by volunteers.

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© Fiona Bailey

EVALUATION REPORT 2012

Contents
Executive Summary ...................................................................................................4 Introduction .................................................................................................................6 Barnaby Festival 2012 in Numbers.......................................................................7 Media and Marketing............................................................................................. 11 What Festival Goers Thought: Questionnaire Summary ........................................................................... 13 A Festival Goer’s View of Barnaby 2012................................................ 14 Profile and Spending of Festival Goers ................................................ 19 A Volunteer Effort .................................................................................................... 22 Economic Impact..................................................................................................... 23 Environmental Impact ........................................................................................... 25 Social and Cultural Legacy ................................................................................... 26 With Thanks to Our Sponsors.............................................................................. 28 Appendices: A. Attenders Postcode Map ...................................................................... 29 B. Audience Segment Analysis ................................................................ 31 C. Financial Summary ................................................................................. 35 D. Sustainability Report ............................................................................. 36 E. Website Analysis....................................................................................... 41

Additional information and a PDF of last year’s brochure containing the full programme of events can be downloaded from http://www.barnabyfestival.org.uk

Evaluation Report design by Ingenious Creative

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EVALUATION REPORT 2012

Executive Summary
Yet again, the Barnaby team have delivered another wonderful festival, building on the success of previous years. It was great to see so many smiling faces in town. The Barnaby Festival has brought together the wider community and helped build a growing sense of confidence in Macclesfield.
David Rutley, MP for Macclesfield

Barnaby Festival in Numbers
This was the biggest Barnaby Festival so far, running over 4 days. There were 44 venues, over 40 exhibitions and 100 events – a 25% increase on 2011. An estimated 7,000 people actively experienced or took part, many more just soaked it in: • thousands lined the route to watch over 600 costumed Maxonians in the carnival parade • 700 people attended the outdoor service in Market Place • over 600 adults and children attended over 20 workshops, talks and walks • Treacle Market was 35% busier and Barnaby Street Fest packed • there were an estimated 9000 visits to the Art Trail exhibitions – some in heritage buildings • 1000 people visited the art installation at 17th Century King Edward Street Chapel • 800 queued for the exhibition in the medieval Savage Tower at St Michael’s • 300 explored the artist’s garrets at Sunderland Street Studios • approx £14,000 worth of artwork was sold over Barnaby, including £1300 worth of sales and commissions for young Macc artists at the new Studio Four gallery. Almost 1600 event tickets were sold generating almost £13,000, a fall from last year’s record high of £19,000. This is undoubtedly influenced by the economic climate and ticket prices, but could also reflect the number of free events, the programme or scheduling.

What Festival Visitors Said
A BIG thank you to Barnaby and our collective community spirit which is growing. Really appreciated so many generous free events due to financial constraints – thank you so much.
Visitor feedback presents an overwhelmingly positive picture about how the Festival energises the town, generating an atmosphere and engaging people in trying new things. The Carnival Parade was the most popular event, art exhibitions in general and free outdoor entertainments were the next most-attended events. 4 out of 5 said the quality of Festival events was excellent, 86% enjoyed Barnaby very much; over half had experienced something new. Over 9 out of 10 respondents said they felt more positive about Macclesfield and stated that:

There was a buzz and the town felt more alive. The Festival strengthens the bonds of community and sense of heritage. It improves the cultural and creative life of Macclesfield, and gives the town an economic boost.

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EVALUATION REPORT 2012

The ‘Barnaby Effect’ on Macclesfield
Barnaby creates a buzz in the town and people are actually smiling in the town centre, it’s helping Maxonians feel positive about our town, what we can achieve and what we want.
The Festival has been inspired, led and enacted by the local community – largely at their own expense – reflecting the huge energy and appetite there is in the town for improvement. The Barnaby Festival has been a catalyst for the emergence of important recent town centre initiatives It has been central in kick-starting Macclesfield’s cultural renaissance: • Treacle Market, a hugely successful monthly event with over 100 local artisan producer stalls • Silk Opera, an opera company created to bring quality entertainment to a wide audience established to deliver a new Macc based community opera at Barnaby 2010 • Speakeasy, Macclesfield’s fortnightly alternative open mic night – words, music and ideas • Laugh Out Louder Comedy Club established as a commercial venture building on the sell-out comedy night at Barnaby 2011 • Loominus Festival, a one day, free music festival took place in Market Place in Sept 2012, organised and run by young people, with aspirations to become a commercial venture. And yet another creative, grass roots enterprise is emerging from this year’s Barnaby: • the parade team are forming a community arts organisation, ‘Art Space’, to work together on projects all year round and deliver the Barnaby Carnival on 22 June, 2013.

Macc is a vibrant and interesting place during Barnaby
This year the Festival brought an estimated £140,000 directly into the Macclesfield economy: • £111,000 in direct visitor spend (based on attendance of 7000, a 23% fall on last year) • the bulk of £23,000 in CEC grants and sponsorship was spent locally • a proportion of £10,000 Arts Council grant went to local artists and venue hire. Most businesses who responded to the survey reported either similar or elevated footfall and sales during the Festival, including two who experienced a 50% increase in sales. Almost all were positive about the long term impact on retailers and the town.

What Barnaby Festival Cost
I love the diversity of the events and exhibitions on offer. There is something for everyone – a great way to see Macclesfield and its treasures.
Barnaby 2012 cost just £49,920 funded by: • £17,500 in cash sponsorship from many large and small local businesses, and individuals • £16,900 ticket and event income and fundraising • £15,250 in grants (£5,000 from Cheshire East Council). However, the cost plus the value of the work involved is equivalent to £240,000: • high quality pro bono design and web development, in-kind support from businesses, organisations, churches, and CEC to the value of about £12,000 • 12,000 hours of work by 160 volunteers at an estimated value of £178,000.

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EVALUATION REPORT 2012

Introduction
The free events mixed in with the paying ones. All the art and demonstrations. The fantastic atmosphere and how attractive the town looks. Really nice hearing people play the pianos around town–gosh there is some wonderful talent!
Barnaby 2012 was bigger than previous years. The programme was increased, spread over four days instead of three, with a broader range of activities and events. The Barnaby board made an active decision to take artistic and programming risks, scheduling a greater range and number of performances, building a ‘Festival’ and testing the size, capacity and interests of the audience. This evaluation collates and summarises data about Barnaby 2012 and experiences and responses from participants, audiences and organisers. It sets out to demonstrate how and whether the objectives of the Festival were met, to assess its impact on the town and learn lessons for future delivery. The report was compiled in July–November 2012 using materials recorded or gathered between 21-30 June 2012. Macclesfield Barnaby Festival aims to advance public education and appreciation of the arts and by doing so make Macclesfield a more culturally rich place to live, work and visit. Its objectives are: • to originate an artistic, cultural and community programme of events, activities, and exhibitions • to build community cohesion and grow social networks • to promote the cultural and historic traditions and places of Macclesfield • to support the artistic and creative community. This report is based on the following data sources: • Festival goer questionnaire (self-administered and face to face) available at various Festival venues and in Market Place at free events • business impact survey distributed to a range of town centre businesses • on-line volunteer survey conducted after the Festival • quantitative data including car parking, visual arts visitors, digital media analytics • unsolicited qualitative comments sent to Festival or posted on Barnaby facebook page.

Macclesfield is seen as a town which encourages all aspects of art, dance, music, prose and poetry. It is obvious that Macclesfield has inhabitants who recognise the important social history of their town and young people are made aware of its past and present importance as a vibrant town where progress takes place both industrially and culturally.

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EVALUATION REPORT 2012

Barnaby Festival 2012 in Numbers
Why isn’t it always like this? It makes all the difference; we need more Barnaby!
Barnaby 2012 extended over 4 days for the first time. The largest Festival yet, it offered a packed and more ambitious, multi-genre programme and the greatest number of visual art exhibitions. An estimated 7,000 people actively experienced or engaged with Barnaby; many more will have done so incidentally, soaking it in or had an awareness of the Festival. The town centre came alive with a diverse range of ticketed and free events from poetry to palaeography, contemporary theatre to laughter therapy, mask-making to magicians and feasting. Referencing Barnaby’s historic roots, the overarching–but optional–theme was Midsummer. The upcoming London 2012 Olympics and Paralympics were celebrated in productions like The Games, and the Cultural Olympiad referenced in community events like Bell-issimo. The programme again highlighted Macclesfield’s heritage and buildings: site specific work was commissioned for Savage Tower and King Edward Street Chapel; the routes of The Macclesfield Pedestrian and Jacquard to Jpeg walks, and The Great Barnaby Treasure Hunt highlighted hidden corners.

Art venues in diverse buildings. Discovered nooks and crannies in Macc that I missed seeing before. Loved the whole thing–the atmosphere and excitement of my children.
Oversized Barnaby washing lines adorned the main streets, hung with hand-made silk and woollen oversized ‘clothes’, conveying community and the craft based skills of the town’s silk heritage.

Both images © Fiona Bailey

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EVALUATION REPORT 2012

The programme included 100 events – a 25% increase on 2011. There were 44 Barnaby venues, including heritage buildings not normally open to the public, including lower Paradise Mill and the Town Hall as well as artists’ studios. There were 44 exhibitions – including a vast outdoor mural – some in unexpected places like the Medical Centre, 108 Steps or high street hair salon, to be stumbled across by an unsuspecting public.

Meeting new and old friends in different contexts. Sitting and talking to people at the evening events.
There was an emphasis on participation and engagement with over 30 free (or very low) cost events. Alongside the popular Craft Cafe, Midsummer Fete and Barnaby Sport and Play, there were book illustration workshops and artist demonstrations. There were specific events for young people: an under 18s event run by young music promoters, a touring production of CountryBoy’s Struggle plus free hip-hop workshop, £1 character design workshops with Matmi, a leading online games company, plus outdoor immersive game The Trash Vortex. In partnership with Peaks and Plains Housing Trust, Barnaby began outreach work to introduce socially excluded families and children to live orchestral music. Tenants and users of Children’s and Community Centres were offered free art workshops, and £1 tickets to Carnival of the Animals. The programme included highly regarded touring productions, some on challenging topics, such as Chris Larner’s An Instinct for Kindness, which was followed by a discussion about assisted dying. Our history and landscape were explored in Legends from the Edge and Morning Musings. Big names like poet and comedian John Hegley quickly sold out, and audiences were introduced to virtuoso performers like gypsy jazz guitarist Joscho Stephan. Meanwhile, Market Place and the Grosvenor Shopping Centre saw the return of last year’s hugely popular People’s Pianos, with free guest appearances from Boogie-Woogie aficionados and Lindy Hop jazz dancers!

I love the diversity of the events and exhibitions on offer. There is something for everyone–a great way to see Macclesfield and its treasures.
The website attracted 6,000 visits by 4,500 users in the final week: with a total of 15% more visits and 21% more unique users than in 2011. On Saturday, town centre car park ticket sales were an average 13% higher compared to the preceding and following week, with 5,435 car park tickets sold. (Parking on Sunday is free). Almost 1600 event tickets were sold, although several were sell-outs, this was only about half of the number available. The total is a little lower than 2011 (excluding free BBC Any Questions?). The Festival took just under £13,000, a fall from last year’s record high of £19,000. This is undoubtedly influenced by the economic climate and ticket prices, but could also reflect on the wealth of free events, the programme and /or scheduling.

Creates a buzz in the town and people are actually smiling in the town centre, it’s helping Maxonians feel positive about our town, what we can achieve and what we want.
Over 600 Maxonians promenaded in the colourful Carnival Parade, a drop from 2011, probably as a result of schools’ involvement in celebrating the Queen’s Diamond Jubilee and Olympic Torch Relay.

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EVALUATION REPORT 2012

© Matt Davenport

About 35 groups took part, including school classes, a rock band and over-50s clubs. Nine push floats were created, as well as 4 giant puppets and 5 banners. An estimated 2000 people lined the route: Market Place was packed with smiling, cheering onlookers. About 700 people attended the outdoor service organised by the town’s churches in Market Place. Over 600 adults and children attended more than 20 workshops and talks. Thousands more arrived for a bumper Treacle Market (35% busier than usual) and Barnaby Street Fest. There with queues all day for the Barnaby Sport and Play climbing wall outside Christ Church.

Very positive, inspirational image. More aware of the masses of talent in the town. We are not a cultural black hole!
There were an estimated 9000 visits to the Art Trail exhibitions (based on a documented 5000 visits to the 15 most popular exhibitions). Over 1000 people experienced the art installation in a 17th Century Chapel, 800 saw the participatory arts project in the medieval Savage Tower at St Michael’s (where there were queues all weekend), 1100 visited a gallery above a Chestergate home-ware shop and about 300 explored the labyrinthine artist’s garrets at Sunderland Street Studios. Over £14,000 worth of artwork was sold during Barnaby weekend. For the first time Macclesfield’s famous furniture emporium Arighi Bianchi hosted an exhibition bringing a new audience to Barnaby and Macclesfield artists. The Gateway Gallery, specialising in nationally and internationally ‘Northern School’ artists, sold over £2000 worth of work. There were £1300 worth of sales and commissions for emerging artists at the new Studio Four gallery.

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© Fiona Bailey

EVALUATION REPORT 2012

Macc is a very vibrant and interesting place during Barnaby. Creates a wonderful community feel and really throws open the creative doors to the world!
Barnaby 2012 brought an estimated £140,000 directly into the Macclesfield economy. There was an estimated £111,000 in direct spend attributable to Barnaby (a 23% fall on last year). While this must partly be a reflection of the economic climate, it could also indicate a wider income range amongst the visitor profile, and/or reflect on the appeal of the programme. In addition, the bulk of £23,000 in grants and sponsorship income was spent on goods and services of local, independent traders, and a proportion of the £10,000 from Arts Council England went to local and regional artists and venue hire. There is also an additional indirect economic benefit. Barnaby 2012 was delivered at a cash cost of £50,000: a third from sponsorship from local businesses, a third from ticket income, and the remainder grants including £5,000 from Cheshire East Council. However, the cost plus the value of the work involved is equivalent to £240,000: volunteer work at an estimated value of £178,000; high status pro bono work by our design agency and web developer, plus additional ‘in-kind’ support from businesses, churches and Cheshire East Council to a value of over £12,000.

A BIG thank you to Barnaby and our collective community spirit which is growing. Really appreciated so many generous free events due to financial constraints–thank you so much.
See the website (www.barnabyfestival.org.uk) for a pdf of the brochure with a full programme. For Barnaby 2012 Financial Summary see Appendix C.

© Matt Davenport

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© Fiona Bailey

EVALUATION REPORT 2012

Media and Marketing
Barnaby’s marketing and media campaign was widely praised. Media coverage improved as a result of relationship building, high quality press releases, striking images, and strong contributors offered to editors. Design and web development are generously provided by Macclesfield businesses; the majority of marketing costs are for printing at about 13% of 2012 turnover.

Traditional Marketing
Barnaby’s striking brand logo and design was imaginatively developed for 2011, pro bono, by Macclesfield based design agency, Ingenious Creative ingeniouscreative.com. There was an overwhelmingly positive reaction to the reworking which kept the contemporary sharpness of the mill and colour palette, re-interpreting the smoke/balloons as petals and leaves. The new and original designs felt part of a family, allowing the Festival to respect its environmental principles and continue to use existing marketing materials. Barnaby used a mix of traditional and digital marketing: • 30,000 teaser ‘save the date’ leaflets distributed to almost every household in Macclesfield with free Local People magazine • 22,000 twenty page brochures with chronological listing of events and all exhibitions distributed free with Macclesfield Express, hand delivered in some areas and from Visitor Info Centre, library, shops, galleries and venues etc. • 27 roadside banners, 10 new in addition to the existing • 10 pop up banners, some generic for re-use, some with dates and map provided free of charge by Vibe, Macclesfield yourvibe.co.uk • 550 posters, 750 contact cards for Barnaby, and supplied posters for specific productions • Barnaby stall and brochure distribution at April and May Treacle Market and Saturdays from late May in Grosvenor Centre • Barnaby information stall in Market Place during Barnaby weekend There was effective distribution of printed materials, but a shortage of brochures by the weekend itself, and it was clear that more information should also be available on site.

Digital marketing:
• redesigned bespoke website built, pro bono, by Pixel Allsorts Webdesign pixelallsorts.com, listing all events and exhibitions and online booking barnabyfestival.org.uk • facebook page facebook.com/barnabyfestival with 384 ‘likes’ • twitter account @barnabyfestival with over 1000 followers (an increase of 300%) • e-newsletters to mailing list of previous purchasers The website launched later than in 2011, but attracted 1,500 more visits (up 15%), and 1,400 more unique users (up 21%), with 6,000 visits by 4,500 visitors in the final week. Bounce rates have improved from 34% to 30% (industry averages: 40-50%), indicating the site makes a good first impression. People consistently search for ‘Barnaby’ as well as ‘Macclesfield’, suggesting a strong brand identity and good association with the town. Facebook is Barnaby’s most important referral route. The Make It Macclesfield website delivered more visits (and slightly more than twitter). There was better promotion from Cheshire Visitor pages than in 2011 and a corresponding increase in referrals, and this route could be explored further.
For full website activity analysis see Appendix E.

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EVALUATION REPORT 2012

Media Campaign
A media partnership with the Macclesfield Express ensured regular coverage in the 8 weeks leading up to the Festival, including a regular Barnaby Bites column of news and an It’s Your Festival feature in the community section which profiled individual volunteers. There was also a special Barnaby Edition of the paper on the weekend itself with an exclusive Barnaby cover page, and an 8-page pull-out the week after, devoted to Festival photographs and positive reviews and feedback. Barnaby also featured regularly in other local papers and regional magazines: • the monthly Cheshire Independent (in the 6 week lead up), • Inside Magazines (four editions), • Local People magazine, • family magazines including Little Tigers, Families (Cheshire) and Mums&Dads magazine (which reaches south Manchester including Chorlton and Didsbury), • occasional articles with photos in Cheshire Life (Cheshire Choice, Diary and Gallery guide sections). The Festival was promoted for the first time in a feature article in Marketing Cheshire’s monthly ‘What’s On’ Guide for Chester and Cheshire. Macclesfield Visitor Information Centre staff were given briefing on the programme and enthusiastically promoted the programme, although images and information only appeared on the in-house screen belatedly. The screen at Macclesfield College was used to promote events for young adults. Broadcast media coverage was good, with local commercial radio station, Silk 106.9 a media partner and giving Barnaby a regular weekly slot (Festival Fridays) in the preceding 7 weeks. Breakfast Show presenter, Andy Bailey, interviewed volunteers and contributors (including poet, John Hegley) about upcoming events and performances. There were also interviews on Dee 106.3 radio (which feeds news to Silk and Moorlands Radio in Leek). Volunteers also regularly appeared on Canalside Community Radio which gave enormous support. In an exciting community collaboration, Canalside and Silk 106.9 worked with Barnaby to promote and broadcast live the opening bell-ringing event, Bell-isimo, to Maxonians. It has not been possible to measure brand awareness, but this would be a valuable exercise.

Ticket Sales
There were 1587 tickets sold, 10% fewer than in 2011, but this is likely to also be a result of economic climate and ticket prices, but possibly also programme and schedule. It’s difficult to judge what role marketing may have had, although it is worth noting that 34% of respondents heard of Barnaby 2012 from printed materials. Four out of ten tickets were sold online, 32% on door of events, on the day or by post and 27% from the Visitor Information Centre (commission per ticket paid by the Festival to CEC). A database of ticket purchaser emails has been built up through the website, and those who have signed up for updates. (Festival goers who bought tickets over the counter at the VIC are not currently asked for their details).

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EVALUATION REPORT 2012

What Festival Goers Thought
Questionnaire Summary
Feedback questionnaires were completed by 377 people, mainly at events and in face-to-face interviews in the Market Place during the Festival, with a minority completed online the following week. This sample should not be considered as a representative sample of those who attended the Festival or of the population in general. However, the responses do provide useful data to help to understand what the audiences and participants of Barnaby felt about the Festival, and for development year on year. The data is also used to develop an average visitor spend based on information volunteered by the sample. This provides a means for extrapolating and estimating the economic value of attracting visitors to Macclesfield town centre due to Barnaby Festival (also see following chapter).

Results Summary
The responses present an overwhelmingly positive picture about how enjoyable the Festival is and how much it energises the town, generates atmosphere and engages people in trying new things. The vast majority rated events as excellent and almost everyone would return next year. The Carnival Parade is the most popular single event, fittingly so as it is the showpiece of the Festival and involves hundreds of people. The art exhibitions in general and free outdoor entertainments were the next most-attended events. Respondents frequently mentioned how Barnaby encourages community spirit within the wider Macclesfield area and provides an economic boost. Most respondents were middle-aged Macclesfield residents (a lower average age than respondents last year) attending in family groups, many with under 16 year old children in their group. Over half knew about Barnaby 2012 because of attending Barnaby 2011, which indicates that the festival is establishing itself as a well known feature of the local calendar. Most people came in for the Festival in general, that is, for more than one event/exhibition. This suggests that many Festival-goers attend unticketed events spontaneously. Ensuring wide availability of programmes and clear signage in town is therefore important to guide people to venues on the day. The average spend on Barnaby attendance (including tickets and subsistence whilst in town) was slightly down on last year, £51 per group, (averaging 3.26 people per group) equating to £111,000 of direct spend. One in 6 visitors came from outside the Macclesfield area and most of those who were staying overnight did so with friends or relatives.

© Matt Davenport

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© Fiona Bailey

EVALUATION REPORT 2012

A Festival Goer’s View of Barnaby 2012
Q1. What’s the main reason you are here in Macclesfield today? Over 90% respondents had come to Macclesfield for Barnaby, two thirds had come for the Festival in general, almost one in five had come for a specific show or event.

11% 19% 71%
372 Respondents
I’ve come for the Festival I’ve come for a specific event I’ve come for another reason (work/shopping etc)

Q2. How did you hear about this event / Barnaby Festival?
Been to Barn aby

Bef ore

363 Respondents do Wor

f Mouth

ted Materials Prin

Bar n

aby Websit e
Other

Social Media

55%

34%

34%

18%

13% 9%

• Over half of respondents had been to the Festival before. • Print advertising and word of mouth each accounted for one third.

NB In some cases, percentages may add up to more than 100% as people were asked to tick multiple boxes

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EVALUATION REPORT 2012

Q3. Which event/shows/exhibitions have you been to/are definitely going to attend? Visual Arts were mentioned most often, both in general (there were 44 exhibitions) and two specific shows (Barnaby Festival /Arts Council England funded commissions in King Edward Street Chapel and Savage Tower). Some people simply said they were planning to go to as much as possible, but the top ten events that respondents had been to/were planning to go to were:
Art Trail in general

165
Parade

107 89

Treacle Market

John Hegley and Friends

47
Fete & King Edward St. Chapel Exhibition

34
31 30 29

Macc Music Midsummer Feast Bell-issimo & Savage Tower Exhibition

384 Respondents All but one (John Hegley) of the top ten most visited were free to attend. This demonstrates a high level of engagement with the community events in the Festival programme.

Q4. Activities in which Festival goers actively took part

48%
Other

37%
Parade

22%
Workshop

11%
Treasure Hunt

Of 377 respondents, 55 or 15% had actively participated. A third of those who had participated were in the Parade.
NB In some cases, percentages may add up to more than 100% as people were asked to tick multiple boxes

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EVALUATION REPORT 2012

Q5. Which day(s) have did you attend the Festival?
SU ND

AY

THUR S

Y NIGH DA

20% 26%

T

79% 77%
S

FRI D

AY

DAY UR AT

361 Respondents The majority of attendance was at the weekend. Thursday and Friday attendances were very similar even though Thursday only featured events in the evening. (This may be because Friday attendance was similarly focused on evening events due to it being a work day.) A majority of people attended on two days suggesting a high degree of engagement with the Festival: positive experiences meant that people came back for more. Q6. What aspect or event / exhibition have you enjoyed most and why?

102 mentioned the general buzz

68

mentioned the art on display

54

mentioned the parade

43

mentioned the community spirit

324 Respondents • More than four in ten people mentioned atmosphere, buzz, and fun of the Festival and 16% mentioned community spirit. • The Carnival Parade and art exhibitions were mentioned most often, followed by Street Fest and poetry (John Hegley in particular).

NB In some cases, percentages may add up to more than 100% as people were asked to tick multiple boxes

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EVALUATION REPORT 2012

Q7. What have you enjoyed least and why? 197 Respondents • The poor weather was most often mentioned. • There were constructive comments requesting clearer scheduling, more music in the Carnival Parade, better signage in town and more Festival information in general. • A number commented that there was not enough time to see everything. Q8 - Q11. The Festival Experience Did you enjoy the Festival; Did you try something new; How good were the events and exhibitions; Will you come again? • 86% enjoyed the Festival very much (no one said they hadn’t enjoyed it at all). (Q10, 357 Respondents) • Over half of respondents had experienced something new at Barnaby 2012. (Q8, 257 Respondents) The new things that people did were going to particular events and exhibitions or visiting venues - including galleries, cafes, bars and churches - for the first time, eating new food (squirrel pie!), trying new skills in the many workshops or simply coming to Barnaby for the first time. • 4 out of 5 rated the quality of events and exhibitions as excellent (less than 1% rated the quality as poor). (Q11, 346 Respondents) • 99% of respondents said they were likely to attend Barnaby again. (Q9, 369 Respondents) The following quotations sum up much of what people were saying:

I loved the Art Trail, yet again; it’s just such an inspiring experience. This year I also particularly loved the parade and the Ecchoing Green [King Edward Street Chapel], which is an excellent use of a beautiful space.

The variety of events & exhibitions is fantastic. Really enjoyed participating in the parade again. Open air church service was wonderful. We only saw small portion of the Arts Trail (because of time available) but really enjoyed that too. As in previous years, a wonderful sense of Macclesfield community creating something great together, and celebrating together.

Makes Macclesfield a much more interesting place to be, more going on, more community spirit, brings out everyone’s talents and attracts talent from further afield. Basically improves Macclesfield in every way.

From talking to people, friends, customers, helpers there seems to be a positive buzz about Macclesfield, lots of talk of I can’t wait for next year, people wanting to be part of it next year!

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EVALUATION REPORT 2012

Q12 - Q13. The Macclesfield Experience Has the event made you feel more positive about Macclesfield; What difference, if any, would you say Barnaby Festival makes to the image of the town? Over 9 out of 10 respondents said they felt more positive about Macclesfield. (Q12, 357 Respondents) Comments fell mainly into four overlapping categories, in order of importance: 1. how much more alive the town feels, both for the benefit of its residents but also in how it shows itself to people from elsewhere. Words like vibrant, happy and friendly were often used. 2. how the Festival strengthens the bonds of community and sense of heritage by bringing people together in a shared purpose and the innovative use of landmark and relatively unknown buildings as venues. The ‘community’ reflected in these comments is both diverse and traditional. 3. improves the cultural and creative life of Macclesfield and how Barnaby creates, adds to or demonstrates the already existing elements of that life. The local origin of so much of the talent and the workshops to engage festival goers in creating and doing something new is recognised. (Q13, 279 Respondents) 4. the belief that Barnaby provides an economic boost to the town through the money spent by festival goers attending the events. As well as the benefit to established shops and places to eat and drink, the importance of local stalls in the Feast and Treacle Market was also noted as part of that.

The festival has raised the profile of the town in the region as a cultural centre, brought creative practitioners and communities together and filled the town’s streets and shops.

Seems more fun and friendly because people socialise a lot at Barnaby Much more interesting and enterprising, with rich and vibrant art and culture scene. Draws attention to landmarks and businesses which make Macc unique. Makes it appear thriving rather than run down.

Enormous difference! Makes me proud to be a local and I feel very positive about the town, before Barnaby came along I would say the town was a very depressing place to be.

Both images © Fiona Bailey

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50

EVALUATION REPORT 2012
40

Number Profile and Spending of Festival Goers of Groups 30
Two thirds of respondents were female (Q14, 356 respondents) 95% were white British, the 20 largest ethnic minority group was Asian (

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...STARBUCKS CORPORATION: SERVING MORE THAN COFFEE Wake up and smell the coffee—Starbucks is everywhere! As the world’s No. 1 specialty coffee retailer, Starbucks serves more than 25 million customers in its stores every week. The concept of Starbucks goes far beyond being a coffeehouse or coffee brand. It represents the dream of its founder, Howard Schultz, who wanted to take the experience of an Italian—specifically, Milan— espresso bar to every corner of every city block in the world. So what is the Starbucks experience? According to the company: You get more than the finest coffee when you visit Starbucks. You get great people, first-rate music, a comfortable and upbeat meeting place, and sound advice on brewing excellent coffee at home. At home you’re part of a family. At work you’re part of a company. And somewhere in between there’s a place where you can sit back and be yourself. That’s what a Starbucks store is to many of its customers—a kind of “third place” where they can escape, reflect, read, chat, or listen. But there is more; Starbucks has embraced corporate social responsibility like few other companies. A recent Starbucks Corporate Social Responsibility Annual Report described the company’s views on social responsibility: Starbucks defines corporate social responsibility as conducting our business in ways that produce social, environmental, and economic benefits to the communities in which we operate. In the end, it means being responsible...

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...Starbucks Student Name Course Instructor Date Starbucks The Starbucks Corporation has enjoyed phenomenal growth since its early days in 1971 as a quaint coffee shop in Seattle, Washington. The rise of Starbucks can be directly attributed to the following factors; the emphasis placed on product quality, high employee standards, and creating the perfect cup of coffee (Coffee.org, 2013, pg.1). Starbucks has a reputation of caring about the community, environment, and people. “We aim to foster a better future for farmers and a more stable climate for the planet. Doing this helps create a long-term supply of the high-quality beans we’ve been carefully blending, roasting and packing fresh for more than forty years.” (Starbucks, 2013, pg.1). The company has a loyal customer base willing to pay premium prices for Starbucks products. Starbucks has strategically located its stores in the community, which is a competitive advantage. Starbucks is ahead of most competitors when it comes to financial strength and profitability. One of the strongest advantages of Starbucks they have years of experience delivering quality blended, premium coffee to its customers that are met with a warm atmosphere, which results in incomparable customer service. Starbucks products may be more expensive than those offered by the competition, however, their customer service, different brands of coffee and community connections offset. The customers of Starbucks have shared the experience as a community...

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...Klein Kelly Dunbar Senior Project 19 March 2013 Starbucks Starbucks could be called one of the largest success stories in American history. The company started from humble beginnings and worked its way to the top. Starting from a small building in Pike Place market in Seattle Washington, there are now more than 20,000 locations worldwide. The company’s mission and goals have allowed it to succeed in a fast pace world, and Starbuck’s loyal customers have stuck by their favorite brand through it all. The Starbucks experience is unique from all others. The history and progress of the company have contributed to the Starbucks lifestyle we all know today. In 1971 Jerry Baldwin, Zev Siegel, and Jordan Bowker pulled together $8,000 to open up the first Starbucks. Alfred Peet, their supplier of premium coffee beans and equipment helped inspire their venture (gourmet-coffee-zone 1). In 1982, Baldwin insisted on bringing Howard Shultz into the company as leader of the marketing department. After a trip to Italy, Shultz felt very inspired by the fashionable coffee houses and café culture he saw. Baldwin was not originally sold by the idea. He didn’t want selling coffee by the cup to distract from his whole coffee bean sales, but he let Howard test it out in a corner of one of the stores. Eventually Howard Shultz left Starbucks to start his own business. Selling his coffee by the cup was a big success. In 1987 he purchased Starbucks for 3.7 million dollars (gourmet-coffee-zone 1). Although...

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...Starbucks is a public company. that operates a chain of stores that sells high-quality coffee. Its typical company-owned store has a pleasant, coffee-house atmosphere complete with couches and Wi-Fi and is known for being a place to meet and gather. Starbucks licenses its stores to other business, not to individuals. For example, in the US Starbucks licenses stores to Host International, Inc. an Autogrill group (my employer), is a concessions company found in airports around the world, in operating travel malls on the East Coast and Canada, and doing business various malls throughout the U.S. Many of our establishments provide the standard Starbucks atmospheres; others just have a counter to sell coffee and pastries. Starbuck’s stores account for about 90% of Starbuck’s revenue. Global expansion is essential to Starbucks, just as it is to other successful companies. In 2003, Starbucks opened in foreign markets. But, the company encountered problems. Internally the problems arose within the company’s international business model, and externally the problems arose in the form of overseas competition. “Starbucks quickly learned that tactics that had worked to establish the market in the domestic market were not favorable in international expansion” (Yunker, 2006). Starbucks also encountered issues with rival coffee shops copying the Starbucks’ business practices (i.e., the Starbucks name, and even the Starbucks company logo). In turn, the company had to utilize intellectual...

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...Introduction Starbucks, known as one of the most popular coffee franchises in the world with over 17,000 stores in 49 different countries in present days was founded in year 1971. Starbucks Company has been loved by people for revolutionizing people’s leisure time with the quality of services and the quality of the products they provide, but the real key points to its success were different aspects they cared about including employee aspect, customer aspect, and even society aspect. When the company started to grow, they started to be responsible for such aspects other than just caring about the profit they can earn by increasing awareness of ethics in its business and launching Shared Planet website with three different goals in order to involve the company’s commitment to ethics and sustainability. Starbucks is a company which trying to stay close to us, hears us, and respond to the customers, employees, the public, and us. Why do you think Starbucks has been so concerned with social responsibility in its overall corporate strategy? There are many different reasons why Starbucks has been so concerned with social responsibility. Firstly, human resources, teamwork and involvement can let the current employees and potential employees know that they are working in Starbucks for a good cause can encourage and motivate them to work better or wants to work for the company. Secondly, brand differentiation. Stating the company’s futuristic goals on either their official website...

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...STARBUCKS IS COMING TO INDIA INTRODUCTION As we all may know, behind any successful achievement, there is a long story of withstanding hardship and endeavouring persistently behind any success. The Starbucks’ case of successfully bringing the brand into the Indian market is one example. This paper is to study the (3) reasons why Starbucks International decided to expand its market scale internationally and to figure out the initial criteria required for Indian Market. This is also to analyse appropriate circumstances at that time for Starbucks to be able to earn its foothold there provides us with valuable business guidance. Besides, this study by pointing out key factors which lead to Starbucks’ success in launching its brand in India demonstrates how Starbucks applied sustained competitive advantage and dealt with obstacles during the launching period, which created significant courage for Starbucks International to move next steps to fulfil its ambition for international expansion. COMPANY’S OVERVIEW Founded in 1971 in Seattle, Starbucks was started as a store to roast and sell coffee bean by three partners. Its name and logo were named after the famous novel Moby Dick. In 1987, Howard Schultz who is currently the company’s CEO acquired Starbucks and single-handedly converted it into a national, publicly owned company. Having more than 11,000 stores in 36 countries worldwide and over 10,000 employees in 2006 (Case Study), the company grew to about 17,000 stores (starbucks...

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...John Kuechly Marketing 550 Fall 2014 Case 3: Starbucks: Delivering Customer Service 1. What factors accounted for the extraordinary success of Starbucks in the early 1990’s? a. What was so compelling about the Starbucks value proposition? b. What brand image did Starbucks develop during this period? Many factors accounted for the success of Starbucks. Some of these factors include the many locations around a given urban area, the variety of products, and how Schultz set out to create Starbucks as the “third place” for Americans. Due to the high volume of stores in a given area, people are able to stop by for their daily fix of Joe wherever they may be. If a businessman is walking through an airport, he could stop by the CVG location. A soccer mom could be driving down Reed Hartman Highway and get a coffee at the intersection of Cornell and Reed Hartman. Students at either XU or UC could stop by various locations around their respective campuses as well. Besides selling the regular black coffee, Starbucks capitalized on innovating new items each holiday season. Every fall and winter season, Starbucks launched new hot products for customers. This diversification allowed more people to shop at Starbucks if they had a different preference for their coffee. Finally, Schultz’s platform of making Starbucks the “third place” for Americans is what lead to Starbucks’ compelling value proposition. A. Starbucks was keen on keeping alive the coffee bar culture alive...

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...Starbucks’ Company History Starbucks was formed in 1971, in a single store in the state of Seattle. From just a small store, it offers the world best quality coffees with stores across the globe. The Chairman, Howard Schultz in 1981 had his first coffee Sumatra and has been drawn ever since. A year later he joined the company and went to Italy to see how their coffee shops operate and the varieties it offered. The owners back then did not agree to his ideas because he wanted to change things to be same like in Italy. He then left the company and three years later in 1987 he bought the company from its owners. From the start he set out a different tradition. One that will let customers enjoy coffee from different parts of the globe and they would interact while enjoying coffee. Today the company has over 16000 stores around the world and it’s operating in 63 countries. Starbucks is known to have specialty coffee from different parts of the world. Our mission  To inspire and nurture the human spirit – one person, one cup and one neighborhood at a time. Identifying Consumer Base Identifying consumer base is the most important goal in marketing. This is done through market segmentation. Stabucks company is a peoples- oriented company and this is important for their success in the long-run. Understanding and knowing who they are trying to reach is important. This is because not everyone is interested in the company product or service, (Grewal, p.245). There are a number of...

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...1.0 INTRODUCTION Name : Starbucks Corporation (NASDAQ: SBUX) Headquarters : Seattle, Washington, U.S. Employees : 176,000 in 2008 Revenue for 2008 : US$10.383 billion CEO : Howard Schultz (Founder of Starbucks coffeehouse) Starbucks Corporation is an international coffeehouse chain based in Seattle, Washington, United States. Starbucks is the largest coffeehouse company in the world, with 16,120 stores in 49 countries, including around 11,000 in the United States, followed by nearly 1,000 in Canada and more than 800 in Japan. Starbucks sells drip brewed coffee, espresso-based hot drinks, other hot and cold drinks, snacks, and items such as mugs and coffee beans. Through the Starbucks Entertainment division and Hear Music brand, the company also markets books, music, and film. Many of the company's products are seasonal or specific to the locality of the store. Starbucks-brand ice cream and coffee are also offered at grocery stores. Starbucks’ Italian style coffee, espresso beverages, teas, pastries and confections had made Starbucks one of the greatest retailing stories of recent history and world’s biggest specialty coffee chain. In 2003, Starbucks made the fortune 500. 1.1 BACKGROUND OF THE COMPANY 1.1.1 Era before Howard Schultz In 1971, three academics, English Teacher Jerry Baldwin, History Teacher Zel Siegel and writer Gordon Bowker opened Starbucks Coffee, Tea and Spice in Touristy Pikes Place Market in Seattle. The three were inspired...

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.... Starbucks MKT 111b Marjorie Kaufman Over the last few decades Starbucks has reshaped how we shop for and enjoy coffee. What began as a small shop in Seattle, Washington; has become one of the world’s largest producers of coffee and coffee related products. Starbucks was started by three friends; Gordon Bowker, Jerry Baldwin and Zev Siegl; in Seattle, Washington. Good coffee seemed hard to come by and Bowker was traveling to Canada to buy coffee beans he felt made a good cup. The three decided they would start their own company using the coffee beans they preferred, dark roasted arabica. The name Starbucks came from the name of the first mate in the book Moby Dick, Starbuck. Bowker, while working for an ad agency, came across a town called Starbo on an old mining map of the area around Mount Rainer. This made him think of Starbuck from Moby Dick. The three friends agreed on the name and pluralized it (Bussing-Burks, 2009). The original business plan for the store was to sell gourmet coffee beans. All three owners learned how to roast coffee beans from an expert in California, Alfred Peet. Initially they purchased their beans from him. When demand became more than Peet could handle Starbucks began roasted their own beans. They purchase a used coffee bean roaster and started making their own blends. In the 1980’s Howard Schultz, the current CEO, came on board and eventually bought the company. Starbucks provides consumers with high quality coffee made from only...

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...Starbucks Marketing Goals and Objectives Teneisha Gamble Grantham University BA440: Marketing Analysis Benjamin Brink 26 October 2014 Abstract Traditional, when you think of coffee it is brewed at home or at a restaurant. The beginning of Starbucks was an idea of three guys who wanted the European-style of whole bean coffee taste, unlike the traditional of Folgers’s and Maxwell House coffee. With the change of times Howard Schultz reinvent how Americans viewed coffee. Using the Italian coffee and barista idea, he incorporated the idea to what we call Starbucks. The vision of camaraderie between the customers, and the barista is what Starbucks was founded on. Launching a coffee shop like any other business there must be a plan and goal to market the product. Starbucks Marketing Goal and Objectives Starbucks was a vision of Howard Schultz who was the marketing director, until he bought out the company. Starbucks opened its’ doors in 1971, exceeding competitor Seattle’s Best which in 2003 the company acquired. In the beginning Starbucks used the word of mouth approach for advertisement...

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Starbucks

...Within the Starbucks organization control mechanisms such as, bureaucratic control, market control and clan control are put to use daily. With any type of control mechanism there are positive and negative aspects to each. Let us look at the positive and negative reactions to control mechanisms within the Starbucks organization starting with bureaucratic control. The use of bureaucratic control for Starbucks is implemented and managed on the executive level. At this level, bureaucratic control is used by management to control employee behavior through a system of rewards and formal procedures. One way Starbucks implements its formal procedures is through the control of franchising. Howard Schultz the owner and creator of Starbucks is quoted on franchising by stating, “Starbucks remain steadfastly opposed to franchising, so that the company could control the quality of its products and build a culture common to all stores”(MHHE). Starbucks uses bureaucratic control positively by maintaining control over its product and location sites. Negatively this can impact bureaucratic control when it comes to franchising. Unlike Starbucks, McDonalds encourages franchising. It is through the independent owners of McDonald’s franchises that creative and new products are made and added to the companies menu. Many ideas for new items on the menu come from the franchisees responding to customer demand (MCDONALDS.CO.UK) Market control is another type of control mechanism used by...

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...Introduction Starbucks has evolved over the years into a retail giant, branching out into new areas and partnering with other giants to get their brand to the masses. There are several reasons why Starbucks is on top of their market, one being the meticulous attention they pay to details. Starbucks prides itself in providing the highest quality product with excellent customer service. Coffee beans were imported from all over the world and freshly roasted in shop. The premium coffee company has a loyal following of coffee and tea consumers imbibing something like a million drinks per week at its 16,000 stores worldwide. The stores were constructed to give the customer a unique and intimate experience upon every visit. The java giant has earned the title of the world's largest coffeehouse company. But Starbucks is also one of those companies people love to hate. Whether it's the issue of recyclable cups, Fair Trade coffees, labor rights, corporate social responsibility, predatory business tactics, or over-roasted coffee, there's no shortage of strong anti-Starbucks sentiments these days. The collected data was not only showing a lack of image and product differentiation between Starbucks’ products and other smaller coffee chains but also a discontent with customer service. The branding strategy followed by the coffee company had three main components. First was the coffee itself that was believed to be the highest-quality coffee in the world, sourced from Africa. The second...

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...Starbucks Company Learning Team A ECO365 Principles of Microeconomics University of Phoenix February 6, 2012. Prof. Carlos Mendez Starbucks Company Named after the first mate in Herman Melville’s Moby Dick, in 1971 the first Starbucks opens in Seattle. At the beginning we just wanted to be a small store, a retailer of whole and ground bean coffee, tea and spices. With a mission, to inspire and nurture the human spirit-one person one cup and one neighborhood at a time. The integration of Howard Schultz in 1982, as director of retail operations and marketing brought new ideas and products. In 1983 Howard travelled to Italy and was impressed with the espresso bar in Milan. He then convinced the founders of Starbucks to try the coffeehouse approach and the first Starbucks® Caffé Latte was served. By the 1990 a total of 84 stores were opened in the United States. In 1998 the Starbucks brand coffee could be found in supermarkets or in one of the 2,498 stores. Not only was the company growing but the ideas and new products had an impact worldwide. In 2001 with 4,709 stores opened an ethical coffee sourcing guidelines where implemented and on 2006 with 15, 011 stores the first paper beverage...

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... Starbuck's Coffee If you ask any person outside the United States what are the foods associated with Americans the first thing out of their mouths are McDonalds’s and Starbucks. It is almost impossible to travel more than fifty miles and not see one of these companies. Starbucks Corporation is an international Coffeehouse chain based in Seattle, USA. Starbucks has more than 17,000 stores all over the world. Starbucks sells all different kinds of brewed coffee, espresso hot drinks, all different kinds of teas and many other hot or cold drinks along with selling their own coffee beans and if you really love the Starbucks name you are able to purchase all different kinds of mugs, cups and presents inside all of their stores. Starbucks is part of the American culture, it has created a generation where they view Starbucks as not just a coffee store but a place where the customer can go and relax with their laptop at the same time as sipping a great cup of coffee. It is unbeatable that Starbucks definitely sells not just a regular cup of coffee, as per their mission statement: “to inspire and nurture the human spirit – one person, one cup and one neighborhood at a time.” (Farris, 2012,)What Starbucks is doing worldwide is selling an experience that the American culture quickly became to love. If Starbucks were to open a store in Italy it would face some major differences, first the cultural differences. Italians have a total different way of how they consume coffee which is...

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