STARBUCKS

Justine-jake E. Banco

Occidental Mindoro State College

 STARBUCKS

Early Years of the Starbucks

Jerry Baldwin, Gordon Bowker , and Zev Siegl founded Starbucks, opening its first store

near the historic Pike Place Market in Seattle in 1971. There were two things in common

with the three

Starbucks founders:they all came from academia, and they all enjoyed coffee and tea.In

order to open the first store in Seattle, they spent and borrowed some money and called it

'Starbucks' after

the first mate in Herman Melville's classic novel Moby Dick.

A coffee roasting merchant, Alfred Peet was a huge inspiration to the Starbucks founders.

Peet was a Dutch immigrant who, during the 1950s, began importing fine arabica coffees

into theUnited States. In 1966, in Berkeley , California, he opened a small shop, Peet's

Coffee and Tea, which specialized in importing firstrate coffee and tea. The Starbucks

founders were inspired

by Peet's success to focus their business model on the sale of high quality coffee beans

and

supplies, and Peet's became Starbucks' initial supplier of green coffee beans. The partners

then

purchased from Holland a used roaster, and Baldwin and Bowker experimented with the

roasting techniques of Alfred Peet to develop their own blends and flavours.
By the early 1980s, Starbucks had opened four Seattle stores that stood out with their top-

quality

Fresh roasted coffees from the rivals. Siegl decided to seek other interests in 1980 and

left the

two remaining partners, with the position of company president being assumed by

Baldwin.

The Age of Howard Schultz

Howard Schultz, a sales representative for Hammarplast, a Swedish company that

manufactured kitchen equipment and houseware from which Starbucks bought drip

coffee makers, noticed in

1981 how big the company's orders were, leading him to pay a visit. He was so fascinated

by

Schultz that he wanted to try a career at Starbucks, and in 1982 he was hired as head of

marketingSchultz found that, due to their lack of information about fine coffees, first time

customers often

felt awkward in shops, so he focused on customer growth with store employees.

Pleasant sales skills and manufactured brochures that made it easy for clients to learn

about the

goods of the business. During the spring of 1983, Schultz 's greatest concept for the

future of

Starbucks came when the company sent him to Milan to attend an international

houseware

exhibition. He was fascinated with the country's cafés when he was in Italy, and he

thought of

doing something similar at Starbucks. Baldwin and Bowker, however, were not positive

about

the definition of Schultz, as they did not want Starbucks to deviate far from its

conventional

business model. They wanted to keep Starbucks solely a seller of coffee and equipment

and not

convert it into a café selling espressos and cappuccinos.However, Baldwin and Bowker

were not optimistic about Schultz 's concept, as they did not want Starbucks to deviate far

from its traditional business model.

They wanted to keep Starbucks strictly a coffee and equipment distributor and not turn it

into a

café that sells espressos and cappuccinos.Baldwin and Bowker agreed to sell Starbucks in

March1987, and Schultz was swift to buy the company. With additional sales of beans,

supplies, and
other products in Starbucks shops, he merged all his activities under the Starbucks brand

and

dedicated to the coffee idea for the company.After the business went public in 1992, the

business entered a meteoric phase of growth that continued. It started opening stores

outside of North

America in 1996, and Starbucks soon became the world's largest coffee-house chain.

Starbucks

had a presence in hundreds of countries across the globe by the beginning of the 21st

century and operated over 30,000 outlets.In 2003, it started selling food in its cafés.

Schultz was replaced in

2016 by Kevin Johnson as CEO and in 2018 by Myron Ullman as chairman. In 2019,

Chicago

opened the world's largest Starbucks, a Starbucks Reserve Roastery.

(Peter Bondarenko October 2, 2015)

 REFERENCES

● Peter Bondarenko
Former assistant editor, economics, Encyclopædia Britannica.

https://www.google.com/search?q=starbucks+origin+and+
history source=lms &bih=657&biw=1366&rlz=1C1
CHBF_enPH917PH917&hl=en&sa=X&ved=2ahUKEw
jJu8_Cx4jsAhUUxosBHfisBSUQ_AUoAHoECAEQAA
Former assistant editor, economics, Encyclopædia Britannica.

MAP OF STARBUCKS IN ASIA

https://www.google.com/search?q=countries+don
%27t+have+starbucks&tbm=isch&ved=2ahUKEwjI0Jff5YrsAhWDL6YKHTmFAcYQ2
-cCegQIABAA&oq=countries+don
%27t+have+starbucks&gs_lcp=CgNpbWcQAzoHCCMQ6gIQJzoECCMQJzoECAAQQ
zoCCAA6BQgAELEDOgcIABCxAxBDOgQIABAeOgYIABAFEB46BggAEAgQHjoE
CAAQGFDWggVY9foFYLv-
BWgFcAB4AIAB3QGIAbggkgEGMC4zMy4xmAEAoAEBqgELZ3dzLXdpei1pbWew
AQrAAQE&sclient=img&ei=P0lxX4i1AYPfmAW5ioawDA#imgrc=Gn6QSo9nF14TD
M

https://www.quora.com/What-countries-don-t-have-Starbucks

STARBUCKS COUNTRY LEADERS

Kevin Johnson

president and chief executive officer

Kelly Bengston

senior vice president, chief procurement officer, Global Sourcing

Michelle Burns

senior vice president, Global Coffee & Tea

Lori Digulla

senior vice president and general manager for Starbucks Canada

John Culver

group president, International, Channel Development and Global Coffee, Tea & Cocoa

George Dowdie
senior vice president, Global Food Safety, Quality & Regulatory

Tom Ferguson

senior vice president, International Retail Operations

Jen Frisch

senior vice president, Partner Resources, U.S. Retail, Licensed Stores and Operations

Services

Shannon Garcia

senior vice president, U.S. Operations

Sumitro Ghosh

senior vice president, Siren Retail

Hans Melotte

executive vice president, Global Channel Development

Takafumi Minaguchi

chief executive officer, Starbucks Japan

Duncan Moir

president, Starbucks EMEA

Carl Mount

senior vice president, Logistics & U.S. Retail Supply Chain

Denise Nelsen

senior vice president, U.S. Operations

Mark Ring

senior vice president, U.S Licensed Stores and Latin America

Rachel Ruggeri

senior vice president, Finance, America

Sara Trilling

senior vice president and president, Starbucks Asia Pacific

Leo Tsoi

chief operating officer, Starbucks China

Rossann Williams

executive vice president, president U.S. company-operated business and Canada

Belinda Wong

chairman and chief executive officer, Starbucks China

Gina Woods

senior vice president,

https://stories.starbucks.com/leadership

HOW DOES STARBUCKS INFLUENCE GLOBAL ECONOMIC ACTIVITY IN

PHILIPPINES

Farming Communities

Beyond our shops, our dedication to communities extends to include the regions which

supply

our coffee , tea and cocoa, and other agricultural products.Starbucks is participating in

projects

aimed at improving economic and social growth in local areas, while at the same time

taking

care of the environment. We partner with non governmental organizations who have

experience

and expertise in working with agricultural communities to expand the scope and

effectiveness of our programs.

We also help communities through farmer loans, extend our farmer support centers,and

constantly strengthen and broaden our ethical procurement services, such as C.A.F.E.

practices, in addition to these collaborative relationships and social development

investments.

Starbucks is strengthening the sustainability of our supply chain by introducing this

specific

series of initiatives and ensuring the long-term supply of high quality coffee and other

agricultural products, as well as creating stronger , more resilient farming communities.

In total, more than $70 million has been invested by Starbucks in collaborative farmer

initiatives and initiatives, including C.A.F.E. services, farmer support centers, farmer

loans and forest carbon

projects. All these integrated initiatives explicitly facilitate the improvement of the

livelihoods

of farmers and the long-term supply of high-quality coffee to the market.

1. Social Development Investments

2. Farmer Support Centers

3. Farmer Loan Programs

4. Ethical Sourcing Programs

5. Collaborative Relationships

https://www.starbucks.com/responsibility/community/farmer-support
 HOW STARBUCKS AFFECT ECONOMICS IN THE PHILIPPINES

The View of Customers on the Starbucks Experience Economy: A Case Study studies the

definition of the experience economy and decides if there is currently this sort of

economy.

It offers an overview of how this fastest growing trend functions in the economy. It

attempts to

illustrate the economy of experience by analyzing the coffee company Starbucks as one

of its

examples. It also aims at exploring and assessing how Starbucks is perceived as an

economy of

experience.According to The Experience Economy: Work Is Theatre & Every Business a

Stage

by Joseph Pine and James Gilmore, the experience economy is a fresh economic trend

where

experiences are used as a premium for which the company might charge. It explains how
products and services are being commoditized everywhere. It also explains that today 's

clients

want unforgettable interactions that involve each client in an explicitly personal

way.Starbucks

is one possible example of the economy of experience in its way of providing goods

and services. Starbucks is becoming increasingly phenomenal in the Philippines, so it is

opportune to research the reasons for its emergence and try to understand its underlying

Filipino culture. Starbucks' customer satisfaction with service quality will be analyzed

along with the

variables that lead to being an example of the economy of experience.The research also

aims to

produce a general understanding of how the experience economy operates with this. The

researcher will also learn through this study how Starbucks is connected to some

consumer behavior theories such as the snob effect, hyper fact, marginal utility and

consumer preference. Solano, Mary Pauline Arquiza ( Author )

 http://dspace.cas.upm.edu.ph/xmlui/handle/123456789/361

Date: 2009-03
● BA Development Studies
Bachelor thesis of BA Development Studies
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Consumers' perception on Starbucks' experience economy: a case analysis