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海南大學(xué)2020-2021學(xué)年度第2學(xué)期期末考察
PrinciplesofManagement
Caseapplication&Continuingcase(Starbucks)
Group:_______(1)Don'ttouchfish_________________
Members:楊驍,王曦悅,王希,吳康渝,彭楚驍
Class:20級(jí)酒店管理三班,20級(jí)酒店管理四班,20級(jí)酒店管理五班
Teacher:__________陳鎮(zhèn)______________
2021年6月24日
Starbuckscase1
1.HowardSchultzhasthemostimportantskillistohaveforesightandgutfeelingof
whathethoughtwasrightandworthwhiletodo;AStarbucksstoremanagershould
havetheskilltocommunicatewiththeemployeeswellandwatchoutoftheincome
ofthisstoreandthequalityofthosecoffee.
2.All.Scientific/organizational/quantitative/systemsapproach.
3.First-linemanagers:thelongworkhoursandhecticschedules
Middlemanagers:theabilitytocommunicate
Topmanagers:conceptualcompetence
4.Interpersonalroles:Heapologizedtothestaffforthedecisionsthathadbroughtthe
companytothispoint.
Informationalroles:"Ibelievedintuitivelywecoulddoit."Makingawarm,
communityexperienceinAmerica.
Decisionalroles:In2000hesteppedoutofthejoboftheCEOjobbecausehewasa
bitbored.
5.HowardSchultz'sphilosophyisthat“Wearenotinthecoffeebusiness,serving
people.Weareinthepeoplebusiness,servingcoffee.Hedevotedhimselftomaking
awarm,communityexperiencefortheAmericanstoenrichanextensionofpeople's
frontporch.Heisputtingthepeoplefirstnomatterwho,consumerorstaff.
6.Beilinda,Wong,Thechairmanandchiefexecutiveofficer,StarbucksChina.
(1)overseesStarbucksbusinessintheChinesemainland;
(2)drivingperformancethroughthelensofhumanity;
(3)chartingitslongtermjourneytowardsapeople,profitandplanetpositivefuture.
(4)Planning:Iamchargedwithensuringthatstakeholders9interestsare
appropriatelybalanced,protectedandpreserved
(5)Organizing:HerandherteammaketheStarbucksmoredigitalandwithstandthe
COVID19,etc.
(6)Leading:Shefocusedtherelationshipswithemployees,leadingherteammaking
the2018landmarkacquisitionoftheremaining50percentshareofStarbucks
EastChinabusiness,thelargestsingleacquisitionincompanyhistory.
(7)Controlling:Amidchallengesbroughtbythepandemic,Starbucksbegan
constructiononaCoffeeInnovationParkinChina,itslargestmanufacturing
investmentoutsideoftheU.S.
7.Accordingtothepassage,weknowthatStarbucksepitomizedfiveCs,theyare
community,connection,caring,committedandcoffee.Youcanseetheircorporate
valuesontheirofficialwebsite.1.Createawarmandsenseofbelongingculture,and
acceptandwelcomeeveryonewithpleasure.2.Takepositiveactions,dareto
challengethestatusquo,breakthestereotypes,andrealizethecommongrowthofthe
companyanditspartnersinaninnovativeway.3.Ateverymomentwhenweconnect
witheachother,wearededicated,open-mindedandrespectful.4.Foreverything,we
tryourbest,doourbestanddaretotakeresponsibility.Wecanfeelthatkindof
enthusiasmandloyaltyfromStarbucks.Ascustomers,connectionandcaringare
important,itcanprovidemanychancestoustochoosecoffee^flavor,thatismeans
customerscanbecaredineverydetails.Starbuckshassucceedinserviceattitude.
CommunitymeansStarbucksbasedonthemassespeople,althoughithashighprices
inChina,mostofpeoplealsocouldpayforit.Soasbarista,theyneedputtheservice
attitudeatthefirstplace,thentheyneedhavegoodskillstomakecoffeetosatisfythe
customers9command,itisinterestingtonote,everybaristainStarbucksmustbeable
tospeakEnglishbecausetherewillbemanypeoplefromdifferentcountriesvisit
Starbucks.Asatopexecutives,theyneedrecruithighqualityemployeeswithalot
patient,goodcoffeeskillsandnicecommunicateskills.Theyneedgivetheir
employeesmorepowertosolveproblemswithoutreporttosuperior.
8.Inmyopinion,managersinStarbuckswouldbemorelikelytomakeintuitive
decisions.First,Starbucksfocusonbringforthnewideas,theytakeelementsfrom
whattheyoriginallycreatedandbuiltsomethingevenbiggerandbolder.Nomatterin
designoftheStarbucks5storeortheirnewproducts,theyallcontainalotinnovate
elements,suchasputjuiceincoffeeandcombinetea,coffeeandjuice.Allthese
thingsneedintuitivedecisionsbasedoncorrectanalysis.
9.Asacompanywhovaluesinnovationandserviceattitude,Starbucksmanagersmight
makecreativedecisionsunderconditionsofcertainty,theywilltrysomethingnew
andinventnewdrinkseveryyear,theycalledthemSeasonaldrinks,suchasapeach
frappuccinoinsummer2017.Theyalsodidsomesocialpublicbenefitsactivities.
Lastyear,theysetupbookcornersfor1500schoolsinChinatomakestudentsin
poorareaspossessmorechancestoread.Theycooperatewithothercompaniesand
adoptonline-to-offlinemodelwhentheyunderconditionsofrisk,Starbucksdeclared
thatalltheirexistingbusinesseswillbereorganizedintotwobusiness
units-*'StarbucksRetail"and"DigitalInnovation"recently.Withoutdoubt,inthe
periodsofdigital,thedevelopmentofproductsonlineisimportant,Itcouldmobilize
andallocateresourcesmoreflexiblytoachieveabalancebetweenshort-termbusiness
needsandlong-termstrategicdevelopment.Atthesametime,underthemainstream
ofcooperation,StarbuckscooperatewithSequoiaCapital,aleadinginvestment
institutionrecently.ThismeasurehelpStarbucksbetterexplorenewideasintheretail
fieldatanearlystageandcreatemorestrategicinvestmentopportunities.Underthe
conditionsofuncertainty,Starbucksmanagerswillmakeacompletelyrevolution.At
thebeginofthe21century,Starbucksgotintothetrouble,forattractcustomersonce
again,managerclosed7100U.S.storesinoneeveningandretrain135000baristaon
thecoffeeexperience.Theyspent30milliondollarstorebuiltStarbucks.
10.HowardSchultzisadecisiveandtenacioustypesofdecisionmaker.Hemakeabig
decisiondecisivelywhenhejoinedthecompanyjustayear,introduceespressofrom
Italyandbegantosentbaggedfoodtohome,thatisawholenewpatterntoStarbucks.
However,Howardadopteditcorrectlyanddecisively.Duringtheperiodsof
Starbucksdroppedindifficulties,Howarddidnotsoldthecompany,onthecontrary,
hebackinStarbucksandbeingCEOagain.Underhismanage,Starbucksincreasing
theserviceattitude,retrainbaristatopromotetheircoffeeskills,triedtorestoredthe
experienceofStarbucks,whichiskeeployaltytocoffeeandputthecustomers
experienceinthefirstplace.Hedidnotescapewhenhefaceddifficultiesbutfound
manywaystosolvedthem.
11.Differenttypesandlevelsofmanagerswillmakedifferentdifferenceswhenthey
biasesandmakingwrongdecisions.AsaStarbucksexecutives,theyneedmanagea
lotofStarbucksstoresandemployees,allocateresourcesandfinancialallocation
properly,theirdecisionsissoimportantthatinfluencethecompanydirectly.
Starbucksmaybesufferseriousimpactandlosebigmarketsharesifexecutivesmade
wrongdecisions.In2018years,Starbucksrosetheirproducts9pricesinChina,a
smallpriceincreaseof1yuanmoneywascarriedout,withtheincreaseoflaborsand
coffeebean'scosts,thisdecisionlookslikedidn'thaveanyproblems.However,asa
countrywheretraditionalnon-coffeeisthemainstreambeverage,mediumand
high-pricedcoffeestillneedenoughmarketcultivation.Atthesametime,many
coffeestoresinChinalikeReluckin,Mcdonaldshaveproductswithlowerprices,
theycausedseriousimpacttoStarbucks,2018becameadifficultyeartoStarbucksin
Chinabecauseofthiswrongdecisionmadebyexecutives.Storemanagersin
Starbucksmakewrongdecisionslooslikewon'tbehaveastrongimpact.Actually,it
willinfluencetheirbusiness,reducetherevenueofthestore,evendamagethe
Starbucks9brandimage.ManycustomersreflectedthatStarbucksstoremanagers9
serviceattitudesaresobad,especiallystoresneartrainstationsandinairports.
Customerssaidtheycanfeltakindofstrongunwillingfromstoremanagers,includes
behaviorandwords,ifyouchooseadrinkbuttheyhadsoldout,storemanagerswill
say"ithaslongbeenofftheshelf"withcontemptuouslook.Thatissouncomfortable
experiencetocustomerswhospentlotsofmoney,thisresultsintheStarbucks9brand
imagedecreasinginconsumersandleadstothelossofmarket.Starbucksisa
companywhothinkhighlyofqualityofproductssothattheirpartnersneedtobe
carefullyselected,Starbucksemphasizeuniformitysothattheirpartnersmusthave
abilityofcontinuoussupply.Accordingtothesedemands,wecanknowthatpartners
ofStarbuckscancausedgreatinfluenceiftheymakeerrors.Iftheirpartnerssupplied
materialwithlowquality,ItwillleadtothequalityofStarbucks'productsdecreasing,
inturnresultinStarbucks9businesstakeabit.IftheirpartnersraisepricelikeI
mentionedabove,Starbuckshavetofindmoreeffectivewaytomakeprice
stabilizationlikereducetransportationandprocesscostsotherwisetheyonlycanbear
theinfluencefromriseinpricelikelesscustomers.
12.CompanylikeStarbucksneeddependontheserviceattitudesandproductsquality.
However,thatdoesn'tmeantheydon'tneeddesignthinking,onthecontrary,they
needcreateanddevelopwithpowerfultoolslikedesignthinking.Designthinkingis
aninnovativemethodtosolvecomplexproblems.Itusesdesigners*understanding
andmethodstomatchtechnicalfeasibility,businessstrategyandcustomers*needs,
thustransformingthemintocustomervalueandmarketopportunities.Design
thinkingenableindividualsandeventhewholeorganizationtobetterconnectand
stimulatethecreativeprocess,soastoachieveahigherlevelofinnovation,witha
viewtoestablishinguniqueadvantagesintoday'shighlycompetitiveglobaleconomic
environment.ThereisancasethatcanindicateStarbucksusesdesignthinking
recently,Starbuckscreatedanewkindofcoffeeandnamedit"Whiskeybarrel
brewingcoffee",theyapplythetraditionalwhiskybrewingtechnologytocoffeeand
mixitwithStarbucksuniquebakingskillsthencreateauniqueflavorthathasthe
flavorofWhiskeybutnoalcohol.Inthislevel,Starbuckssolvedthetechnical
problems.Frombusinessstrategy,manycoffeecompanieslaunchednewproducts,
butthemainstreamofnewdrinksismixthecoffeewithteaorjuice,Starbuckswill
havestrongcompetitivenessiftheystilllaunchtheseproducts,sotheylaunchedthis
productivewithalotcreativenesstostrengthentheirmarketcompetitiveness.They
achievedtheirexpectedgoalactually,thisproductattractedmanycustomersand
broughthighturnovertothem.Atthesametime,customerscantasteddrinkthatthey
nevertried,thatismeansStarbuckscanpossesshugemarketdependonthisproduct
tillothercoffeecompanieslaunchproductslikethis.
Starbuckscase2
P2-1.Ithinkheseeshisrolefromtheperspectiveofomnipotence.HowardSchultz,the
founderofStarbucks,isaleaderwhouseshislifeexperiencetodefineleadershipgoals.His
experiencehasdirectlyinfluencedthecorporatecultureandvaluesofStarbuckstoday.He
waspassionateabouthisbusinessandhewasthesoulofStarbucks.Hevaluestheroleof
employeesandbuildsuniquerelationshipswiththem.HetellshisstoryandStarbucksstory
onspecialoccasions,visitingmorethan20Starbucksstoresaweek.Hegetsupat5:30a.m.
totalkbyphonetoStarbucksemployeesaroundtheworld,Hehasalwaysconsciouslyused
hisownpersonalexperiencetoconstructtheidealStarbucks,andfinallythroughtheeffortsto
makeitareality.Infact,Schultzisoneofmanygenuineleaderswhoattributetheirsuccess
directlytopersonalexperience.
P2-2.Coca-Colaassociatesitssizzlingdrinkwithcarefreegiddiness;Nikeuses"just-do-itHto
convincerunnersthattheyaresellingpersonalsuccess;Starbuckssellsculture.AtStarbucks
inShanghai,aservicecalled"CoffeeRoom*'takesthe“cultureofhangingcoffee"toitsbest
imagination.Ifthreeorfourpeoplegofbracoffeetogether,Starbuckswillassignabaristato
thegroup.Oncecustomershaveanyquestionsabouttheselection,brewingandroastingof
coffeebeans,thebaristawillexplainthempatientlyandcarefully,sothatcustomerscanenjoy
thecoffeecultureadvocatedbyStarbuckswhilefindingthemostsuitablecoffeefortheirown
taste.Theculturegivesitshigherpricesagoodreasontoexist,whichgivescustomersgreat
psychologicalsatisfaction.TherealwinnerisStarbucks.InStarbucks'view,people'sSpaces
aredividedintohomes,officesandotherplaces.McDonald*sstrivestocreateanatmosphere
ofhome,andstrivestomaintainalong-lastingambiguousrelationshipwithpeople'sfirst
space-family.Asacoffeeshop,Starbucksiscommittedtoseizingpeople'sthirdstranded
space,focusingonmakingmoney,livepianoperformance+EuropeanandAmericanclassical
musicbackground+popularfashionnewspapersandmagazines+exquisiteEuropean
accessoriesandothersupportingfacilities,andstrivetobringmore"Western"feelingto
consumers.Letcoffeebecomealifeexperience,letcoffeedrinkersfeelveryfashionable,very
cultural.
P2-3.Starbucksencouragescustomerstorespondtocultureandthriveonculturalexchange.
Forexample,whenStarbucksopeneditsfirststoreinSouthAfrica,therewasnoadvertising,
therewasnopromotion,buttherewasalonglineoutsidethestore,andittooktwohoursto
getin.Whycantheyachievetheeffectofapackedhousewithoutanymarketingefforts?This,
Schultzargues,iswherethecultureandvaluesthatStarbucksespousescomeintoplay.What
distinguishesStarbucksisitscorporatecultureandvalues,whichiswhatsetsitapartfromits
competitors.Itattractscustomersfromallovertheworldbecausepeoplearealwayseagerto
communicatewitheachotherandtreateachothersincerely.WhetheryouareChinese,
Japanese,SpanishorGreek,coffeeisthecatalystforthiscommunication.
P2-4.ThefactorsaffectingStarbucksincludespecificpolitical,economicandgeneralsocial
environmentalfactors.TakeChinaasanexample,intermsofpoliticalenvironment,China's
legalsystemisimproving.China'spatentprotectioncrackdownonunfaircompetitionand
protectionofconsumerrightsandinterestsofthesystemisconstantlyimproving.Thiscreated
agoodlegalguaranteeforthedevelopmentofStarbucks.Ineconomy,Chinaisstillinthe
take-offstageofadevelopingcountrywithrapideconomicgrowth.Nationalincomeand
residents'disposableincomearerising,andresidents'consumptionlevelisalsorising,which
createsagrowingmarketforStarbucks.Anyenterpriseisinacertainsocialenvironment,an
enterprise'sbusinessactivitiesareboundtoberestrictedandaffectedbythesocial
environment.Chinahasalonghistoryandculture,deeplyinfluencedbytheConfucian
culture.ThisculturalindustryhasadeepinfluenceonthewayChinesepeoplebehaveand
theirmoralvalues,emphasizing"harmony'1amongpeople.ThecorevalueofStarbucksisto
bringhumankindnessandintimatefriendshiptopeople,soitemphasizesthatthe
environmentisasimportantascoffee.Thisvalueofpursuingharmoniousinterpersonal
relationshipismoreacceptabletoChinesepeoplewhohavebeeninfluencedbyConfucian
cultureforalongtime.
P2-5.IdividetheuncertaintyofStarbucks1operatingenvironmentintocompetitivethreat,
globalgovernance,andregionaldevelopment.Competitivethreat.Actualandpotential
competitorsabound.Thecoffeeindustryisnowhighlycompetitive.Inaddition,competitors
suchascoffeeshops,conveniencestores,fastfoodrestaurants,andfixed-ordercoffeemakers
willalsotrytograbthemarketthroughpricewarsandimitation.Theenrichmentand
promotionofalternatives.Theabundanceandpromotionofalternativesmakefashionableand
shortcycleurbanpeoplehavemorechoices.Globalgovernance.Youcanimaginedifferent
partnersindifferentregions.Starbucksneedstoputextraeffortintocoordinationandunified
managementandcarefullyadjustitsdevelopmentstrategy.Supplychainmanagement
pressures.Changetheoriginalsupplierandtransportationmanagement,insteadofStarbucks
unifiedlogisticscentermanagement.ThisisabigchallengeforStarbucks*logisticscenters.
Theunbalancednatureofregionaldevelopment.Theunevendevelopmentoftheregionhas
ledtodifferencesinpeople'sincome.ThisposesachallengetoStarbucks'uniformprice,and
alsoposesagreatchallengetoStarbucks*management,operationandstrategy.
P2-6.StakeholdersatStarbucksmaybeinternaltocustomers(suchasemployees)orexternal
tocustomers(suchassuppliersorpressuregroups).EmployeesareStarbucks'mostconcerned
stakeholders.Inmostcases,Starbucks1stakeholderscanbeclassifiedasfollows:ownersand
shareholders,supplierbuyersandcustomers,advertisers,managers,employees,unions,
competitors,media,andpublicinterestgroups.Starbucks*interestdemandforitsstakeholders.
TheimpactofStarbucks*businessbehavioronstakeholdersandtheenterpriseitself.Firstof
all,Starbucks'behaviorsavescustomers*timeandfacilitatescustomerstobuythegoodsthey
need.ThiswillattractmorecustomerstoStarbucksandincreasethesalesandprofitsof
Starbucks.Atthesametime,itwilldeliverbetterreturnstoshareholders.
P2-7.TakingBayerinGermanyasanexample,itisnotsatisfiedwithmereeconomicsuccess,
buthopestobetterrealizethesocialvalueoftheenterprise,soastosupportthelong-term
developmentofthebrand.Bayerfirmlybelievesthatmaintainingahighdegreeofsocial
responsibilitywillhelpstrengthenourmarketpositionandultimatelycreatemorevalue.
Integratingcorporatesocialresponsibilityintocorporatestrategyandimplementingit
strategicallyisthesecretofimplementingandbenefitingfromthecompany'ssocial
responsibilitystrategy.ItisthisconceptthatsublimatesthebrandvalueofBayer,makingit
notonlyaproductbrandwithtechnologicalattributes,butalsoaspiritualbrandfullofsocial
responsibilityandculturalconnotations.Thesociety'scallforcorporatecitizenshipand
corporateresponsibilityisgettinghigherandhigher,consumersarepayingmoreandmore
attentiontocorporatesocialresponsibilityandcorporatepublicimage,andtheperformance
ofcorporatesocialresponsibilityhasincreasinglybecomeanimportantmeasurebywhich
customerscanevaluateabrand.Astherearemoreandmorehomogenizedproductsinthe
market,enterprises*marketingmethodsandmarketinglevelareoftenindistinguishable.When
customersevaluatebrandsandchoosetheirproducts,corporatesocialresponsibilityismore
indispensablethaneverbefore.ThesamegoesforStarbucks
P2-8.Differentcountriesandregionshavedifferentsocialsystems,levelsofeconomic
developmentanddifferentcultures.Initsglobalizationdevelopment,Starbuckswill
encounterrestrictionsandinfluencesbasedondifferentpolicies,systemsandlegalregulations.
Fromtheperspectiveofglobalbusinessstrategy,Starbucksobviouslyfailedtodealwiththe
relationshipbetweenspeed,cost,operationqualityandprofit.Blindlypursuitofprofit,the
pursuitofalargerscaleofcommercialcashflowandprofit,encryptionchainlayout.From
thisstrategy,Starbucks1failurewasinevitable.Therefore,intheoperationofcoffeeshops,it
isnecessarytodealwiththespeed(newstoredevelopmentbusiness),operatingcost,service
quality,commercialnetworklayout,capitaloperation,managementsystemandcorporate
cultureandotherissues.Toolowpursuitofcostisawrongmanagementmode.Inthepremise
ofnoguaranteeofquality,forconsumers,hisconsumptionwillhavenovalue.Fromthis
pointofview,chainstoresshouldconsiderhowtoguaranteehighqualityproductsand
affordableconsumptionforcustomers.Starbuckscanalsotakeagoodlookatthegapsinits
strategy,improvetheservicequality,improvethelayoutofcommercialoutlets,andimprove
theefficiencyoffinancing.
Starbuckscase3
3-1:List:StoreexpansionGrowthinincomeDevelopnewproduct-Getintowineandbeer
sales-Loyaltyprogram.
Starbucksplanstoopenmorethan90,000storesaroundtheworld.Andrevenuegrowthis10
to13percent.Starbucksisalsofocusedondevelopingnewproductsinvariousforms.
Starbucksisalsomovingintowineandbeersales.Therearestoresinsomeareasthatoffer
adultbeverages.TheloyaltyprogramofStarbuckshasalsoboostedtheuseofmobile
payments.
3-2:Starbuckshascreatedacoffeecultureofitsown.TheatmosphereinStarbucksstoresalso
makescustomersfeelcomfortable.AndtheloyaltyprogramofStarbuckshasalsoattracteda
largenumberofmobileusers,expandingthescaleofStarbucksspending.
3-3:Starbucks*competitiveadvantageisitsloyaltyprogram.TheprogramhasgivenStarbucks
alargeandverypopularmobileaudienceonline.Starbuckswillcontinuetoimplement
loyaltyprogramstoexpanduserbaseandbuildcustomerloyalty.
3-4:1don'tthinktheStarbucksbrandistoosaturated.BecauseIthinkit*sagoodthingthat
Starbucksisdevelopingdifferentnewproducts.Onlybyconstantlydevelopingnewproducts
canconsumerskeepabrandfresh.That'sgoodfbrtheStarbucksbrand
3-5LuckincoffeemightwanttobenchmarkStarbucks,becauseStarbuckshasalreadybuilt
near25,000storesandkeptahighlevelofprofitinChinasince2016.AndStarbucks9s
superiorrawmaterialandgracefulcommunityenvironment,offeredthecustomersabenign
experience.However,forthesakeofoccupyingthemarkettheluckincoffeeproactively
loweredpricesandincreasedpreferentialsubsidiestoattractmorecustomers.Starbucksmay
alsowanttobenchmarkluckincoffee,ifStarbuckswantstooccupymoremarketscale.
BecauseStarbucksonlytargetsthesmallamountofpeoplewhoisveryhighqualityin
spendingmoneyinenjoyment.
3-6:(a)aretailstoremanagermightuseforecastingtopresumehowmanycustomersthere
willbe,andhowmuchmoneywillspendonwageandthecostofmaterial,hemightwill
scheduletheretailstoredelicately.(b)aregionalmarketingmanagermightforecastwhatthe
peoplewantrecentlyandchangethedirectiontomaketheneeds,budgetthecompanywill
spendhowmuchonproductresearchandschedulethefutureofrespectiveministermanagers9
work;(c)themanagerforglobaldevelopmentwillforecastthedevelopmentoftechnology,
andadoptthenewtechnologyandenergytosavethecostandprovidemorechoicesfor
customers.Nobudgeting,seekingthehelpofthefinance.Hisscheduleistomakemorehigh
technologyatthemincosts,(d)TheCEOwillforecastthedevelopmentdirectionofthis
companyandfocusonhowtheothercompaniesdevelop.Budgetislessthantheprofit.
Schedulingforalltheemployeestomakethevaluemax.
3-7:Tobeglobal,Schultzisbuildingastrongcompany,includinganewmanagementteam,a
largecoffeeroastingplantandhelpingcoffeegrowersimprovetheirbeanstomeetStarbucks'
stringentstandardsandhighdemand."Ournewsteampressureespressoautomaticitygreatly
speedsupourservice,andourproductshaveneverbeenmorecompetitive.,H,Wenowhave
theabilitytosetupshopinplaceswewouldneverhavethoughtpossibleinthepast,"Smith
saysproudly."Wecandoitinavarietyofways,eitherthroughjointventures,licensing
agreements,orsoleproprietorship."
3-8:Mission:Tbinspireandnurturethespiritofhumanity-foreveryperson,everycup,and
everycommunity.Values:FocusingonStarbuckspartners,coffeeandcustomers,westriveto
liveuptothefollowingvalues:Createawarmandbelongingculturethatwelcomesand
welcomeseveryone.Activeaction,usedtochallengethestatusquo,breaktheoldrules,and
achievecommongrowthofthecompanyandpartnersininnovativeways.Starbucksis
dedicated,openandrespectfultoeachotherineverymomentthatconnectsus.Starbuckstries
itsbesttobethebestandresponsibleineverythingitdoes.Fromahumanisticperspective,
Starbuckspursuesexcellence.
3-9:Inthefallof2013,Starbucksbeganofferingbeerandwineinitscafesaspartofapush
topromoteStarbucksNights.WithStarbuckssellingalcohol,andpeoplesufferingfrom
choiceproblems,thelineswillgetlonger.WhathasalwaysbeenneutralatStarbucksisthe
Americanmeetingplace.Itispeaceful,elegantandcomfortable,andmaygiveadifferent
feelingtothosewhoarethere.Anatmosphereofdrunkenness;intoxication.
Starbuckscase4
P4-1.Whattypesofdepartmentalizationarebeingused?Explainyourchoices.(Hint:In
additiontoinformationinthecase,youmightwanttolookatthecompletelistand
descriptionofcorporateexecutivesonthecompany'swebsite.)
Starbucksusedfunctionaldepartmentalization.Asserviceorientedcompany,theyneed
martialandproductswithhighqualitiesandgoodserviceattitudestoattractcustomers.Such
aspurchasingmanager,whichmainlyresponsiblefbrmaterialpurchase,theyneedensure
materialsofStarbucksarefreshandperfectsothatbaristacanmakegoodcoffee.Human
resourcemanagersresponsibleforrecruitstaffsandtrainingthem,whichresultingood
serviceattitudes,goodcoffeemakingskillsandabilityofsolveproblems.Thismanagement
patternalsohassomedisadvantages,likepoorcommunicationacrossfunctionalareasand
limitedviewoforganizationalgoals.TheseproblemsreallyexistinStarbucksstructure,
Starbucksstoresdon'thavemuchchancestocontactwitheachother,theyaredevelopedina
unifiedstructure.
P4-2.Doyouthinkit'sagoodideatohaveapresidentfromtheU.S.divisionandforthe
otherinternationaldivision?Whataretheadvantagesofsuchanarrangement?
Disadvantages?
Ithinkit'sagoodideatoha
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