Strategic Planning of Starbucks (Past Decisions, Current situation and Future Options) [pic] Student ID number: F1005899 Full name: Namrataben Govindbhai Panchasara Intake and group number: 8 Module Name: Strategic Planning Assignment Type: Individual Assignment Date: 04/11/2011 Executive Summery This report aims to strategically based evaluate Starbucks past and current situation and future position of this largely successful company
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Q. WHEN SHOULD A CORPORATION CONSIDER A MAJOR SOCIALLY RESPONSIBLE BUSINESS PRACTICE INITIATIVE? A. The following are the reasons when corporations must consider a major socially responsible business practice initiative: 1. When a company has been offered a financial incentive to alter a business practice for the benefit of the environment, most typically from an external public or regulatory agency (e.g., Cisco’s incentive from the local energy supplier to meet or exceed guidelines for
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1. Starbuck is a coffee Shop and a largest coffee shop in the worlds based in Seattle, Washington, USA. Starbucks starts in Seattle in 1971. Three friends, Jerry Baldwin, Zev Siegl, and Gordon Bowker, who all had a passion for fresh coffee, opened a small shop and began selling fresh-roasted, gourmet coffee beans and brewing and roasting accessories. Starbucks is the leading specialty coffee retailer in the nation, with over 5,000 locations in 22 international markets. The Starbucks ensuring
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entity. In a simple form, a strategic plan determines where an organization is going during the year to two years, how it will get there, and if it can reach the objective desired. There is a variety of approaches in a strategic plan but what need the most consideration is the leadership in an organization, organizational culture, and the organizational environment. One manner of ensuring the continuity and attainment of a company is by way of a comprehensive strategic plan in which a business “lays
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STARBUCKS By Patricia L. Boyd BA 2430 International Management Professor Jeff Walls January 30, 2011 Summary Three Seattle entrepreneurs started the Starbucks Corporation in 1971. Their prime product was the selling of whole bean coffee in one Seattle store. By 1982, this business had grown tremendously into five stores selling the coffee beans, a roasting facility, and a wholesale business for local restaurants. Howard Schultz, a marketer, was recruited to be the manager of retail and marketing
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Strategic Marketing Plan ------------------------------------------------- Lecturer: Erik Kostelijk Student: Parisa Taghipoor Class: ICV4C Date: 19 November, 2010 ------------------------------------------------- 1.0 Introduction & Background ------------------------------------------------- 1.1 Background Established in 1985, Starbucks Corporation is today’s premier roaster and retailer of specialty coffee in the
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L I V I N G O U R VA L U E S Corporate Social Responsibility Fiscal 2003 Annual Report STA R BU C K S M I S S I O N S TATEMENT AND GUIDING PRINCIPLES To establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromising principles as we grow. The following six Guiding Principles will help us measure the appropriateness of our decisions: • Provide a great work environment and treat each other with respect and dignity. • Embrace diversity as an
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United States market, Starbucks, an international coffee house chain, started to expand its business overseas. Starbucks first tested the Japanese market by establishing joint ventures with local retailers. By 2001, Starbucks had more than 150 stores and plans to continue its success at a brisk pace. The company began by entering into joint ventures with local businessmen that allowed Starbucks to retain control and have the benefits of a local operating partner, Starbucks was able to embark on an
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12345) Mid-Term Exam – Review Questions 1) All of these are pitfalls an organization should avoid in strategic planning EXCEPT (Ch. 1) Some pitfalls to watch for and avoid in strategic planning are these: Using strategic planning to gain control over decisions and resources Doing strategic planning only to satisfy accreditation or regulatory requeriments Too hastily moving from mission development to strategy formulation Failing to communicate the plan to employees, who continue working
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2008 NANCY F. KOEHN MARYA BESHAROV KATHERINE MILLER Starbucks Coffee Company in the 21st Century On the morning of March 19, 2008, 6,000 Starbucks shareholders gathered at McCaw Hall in Seattle for the coffee company’s annual meeting. The first in line appeared outside the building’s glass-fronted façade while it was still dark, and before long, the performance hall was packed.1 As the crowd streamed inside, one team of Starbucks employees handed out cups of hot coffee, while another wrote
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