| Description |
1 online resource (22 pages) : illustrations |
| Series |
International business online (text) |
| Summary |
By early 2009 Starbucks had nearly 17,000 stores worldwide, with about a third of these outside the United States. Despite multibillion-dollar annual revenues, the giant coffee retailer's yearly growth had declined by half, quarterly earnings had dropped as much as 97 percent, same-store sales were negative, and its stock price was languishing. Factors such as a global economic downturn and increasing competition in the specialty coffee market from large players such as McDonald's and Dunkin' Donuts had driven this decline, resulting in the closings of hundreds of domestic stores already, with many more planned. The key question was not whether Starbucks could transport its value proposition overseas, but how the value proposition's three elements would play in recently entered and new markets. And the stakes of making the right international moves rose with each U.S. store closure. Schultz and his team also faced a broader question, one that applied to both their U.S. and foreign stores: Could they "grow big and stay small," remaining a huge retailer that delivered both high-quality products and a consistently intimate and enjoyable experience to consumers worldwide? This case presents this challenge in the context of Starbucks's history, well-established value proposition, and domestic and international growth and vision |
| Notes |
Title from resource description page (viewed July 24, 2014) |
|
HBS number: KEL447 |
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Case number: 5-309-503 |
| Bibliography |
Includes bibliographical references |
| Notes |
This edition in English |
| Subject |
Starbucks Coffee Company -- Case studies
|
| SUBJECT |
Starbucks Coffee Company. fast (OCoLC)fst00709699 |
| Subject |
Globalization -- Case studies
|
|
Globalization.
|
| Genre/Form |
Case studies.
|
| Form |
Electronic book
|
| Author |
Kellogg School of Management.
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