Product Life Cycle of Starbucks & Nartnalin, C. (2003). The changing face of multinationals in Southeast Asia.
The company's product life cycle has expanded significantly over the past 45 years to include the wide array of products and brands noted above; however, when the company opened its first store in Seattle's Pike Place Market in 1971, the company only sold packaged roasted coffee beans (Roos, 2013). The company has also made three unsuccessful sorties into the publishing world as well, including efforts to sell books and publish its own literary magazine (Roos, 2013). The life cycle of these Starbucks' products are set forth in Table 1 below.
Table 1
Product Life Cycle for Starbucks
Introductory Stage
Growth Stage
Maturity Stage
Decline Stage
Limited distribution of product line (roasted coffee beans only)
Increasing rates of sales due to addition of brewed caffeinated beverages.
Saturated markets mean slower growth in product sales.
Not yet reached.
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The company also has an interest in hiring internally. Staffing is a challenge for Starbucks, however, because of the company's growth rate and the need to maintain high standards of customer service (Weber, 2005). This is why the company emphasizes training to the extent it does, because training and enculturation is needed to support the staffing policy. Employee Training and Development Starbucks has an extensive training program in order to ensure
Corporation Starbucks is a successful coffee chain. The organizational structure is geographic, and decision making is mainly centralized with respect to strategy, and many operational decisions even at the local level come with strong guidance from head office. There are a few key issues, however, that need to be addressed. One is the relatively weak leadership pipeline within the organization, another is the distribution of resources to facilitate expansion and finally
Organizational Planning Starbucks ranks #196 on the Fortune 500, with $14.89 billion in revenue, $8 million in profits and a market value of $55.4 billion (Fortune, 2014). There are a number of different internal and external stakeholders of the company. The internal stakeholders include the employees, the managers, the Board of Directors and executives, as well as the company's shareholders. Franchise partners should be considered internal stakeholders, and around half of
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Starbucks and Team-Building One company which builds the inherent value of team-building right into their reputation is Starbucks. Starbucks is known for valuing not only their employees but the manner in which their employees work together; this is an aspect of the company which has long been built into the company image. The First Step of Team-Building: Valuing Employees One of the ways that employees are rewarded for their teamwork starts with the
A fourth foundational element is the strength of the Starbucks brand itself and is ubiquity globally. As a result of rapid and well-defined strategies for opening up retail stores, Starbucks is now considered one of the most preeminent and strongest brands globally. Starbucks has generated the strength of their brand through combining high-quality coffee and tea beverages with the third-place concept to generate customer loyalty and world-of-mouth among customers and their