"How Starbucks Fought for its Life without Losing its Soul" de Howard Schultz 

Résumé du document

Questions sur le livre "How Starbucks Fought for its Life without Losing its Soul" de Howard Schultz (Chapitre 22 au chapitre 33).

Extraits

[...] Read Chapters 31-33 of Howard Schultz' Onward: How Starbucks Fought for its Life without Losing its Soul, then answer the following question: What three things did you find of interest in these final chapters? 1. The respect for producers. The CEO has a deep respect for the producers in Rwanda as he explains it in chapter 31. He recognizes their work and their skills, as much as the quality of the coffee beans they produce. He is aware about how high the impact of his company's activities is on the country's economy and on people's living. [...]

[...] Read Chapters 27-30 of Howard Schultz' Onward: How Starbucks Fought for its Life without Losing its Soul, then answer three of the following questions: 1.These chapters focus on a continuation of Schultz's actions, which reflect his entrepreneurial and experiential (willing to take risks) nature. What are some of these examples? Schultz first write about his experience with the implementation of the carbonate coffee drink in partnership with PepsiCo, which was a complete failure. However, he notices that the risk was worth, insofar as it helped a lot to create the great success of Frappuccino. [...]

[...] Here, the board has asked Schultz to cut the Health Care Benefit to cut costs, which went against his values. As the CEO, he indeed realized that his mission was to maintain both the value of the stock and the health care The Growth Challenge The CEO recalls in chapter 33 that growth is a real challenge for a firm, and not only new incomes. Indeed, it has its batch of issues, and especially when it comes to new markets: supply chain, new customer needs He also highlights that searching growth for its own purpose is nonsense and that a strategy should always focus on future. [...]

[...] Because of issues regarding the supply chain, Starbuck was losing its partners' trust. Moreover, benefits were shrinking and the transformation costs reached 105 Million Dollars. The company announced the poor results of the year and the board asked the executive directors to cut costs, although it had already been the case in June 2008. The latters managed to cut 400 Million Dollars and the Board insisted for this plan to be implemented, even if the executive chiefs were not convinced it was the best solution. [...]

[...] He was right to make his best for this innovation to be commercialized as it has been really successful. 2.Why did Schultz reject forming an alliance with the video game company Blizzard and their World of Warcraft model? Word of Warcraft was the most sold video game all across the world. Even if a partnership with their developer Wizard in the form of loyalty cards, virtual characters, selling game, could have brought new customers (especially young males), the product didn't fit at all with Starbuck's values. [...]