Starbucks: Delivering Customer Service Starbucks: Delivering Customer Service The elusive goal of customer satisfaction has long provided companies with endless headaches and difficult decisions. In the end‚ associating specific customer satisfaction metrics to company profit and loss would provide the undeniable proof needed to make changes‚ and then invest the required capital to address any concerns. Starbucks‚ not unlike the rest of the business world‚ has found itself in the same situation
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Starbucks: Delivering Customer Service Starbucks began several years ago in a small city in Seattle‚ WA. Since its inception Starbucks quickly acquired several cafes throughout the state of WA and now Starbucks has cafes worldwide. The success of Starbucks lies with the dedication of providing quality products‚ a unique atmosphere and a commitment of providing top notch customer service. This article describes the importance of customer service and the endless possibilities to make sure that Starbucks
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Executive summary Starbucks‚ the world leader coffee store came to realize that they were not properly using the data‚ which they had been collecting over the past years. After carefully reviewing it they came to the conclusion that even though they were growing at a very good pace and generating a lot of revenues‚ their customer satisfaction was not what they expected. Starbucks had their customers divided into three types: unsatisfied (42%)‚ satisfied (37%) and very satisfied
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Starbucks: Delivering Customer Service Case synopsis: Baldwin‚ Bowker and Siegl were masterful in opening the coffeehouse in Pike Place Market. Schultz was doubly masterful in taking Starbucks to an unprecedented level. As of 2002‚ this familiar household name had a total of 4500 stores which is impressive considering in the ‘80s it had about 100 stores in Chicago and the Northwest. Schultz had his eye on Wall Street although they were incredulous about selling gourmet coffee in a paper cup
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Harvard Business School Case Author(s): Youngme Moon‚ John A. Quelch Description: Starbucks‚ the dominant specialty-coffee brand in North America‚ must respond to recent market research indicating that the company is not meeting customer expectations in terms of service. To increase customer satisfaction‚ the company is debating a plan that would increase the amount of labor in the stores and theoretically increase speed-of-service. However‚ the impact of the plan (which would cost $40 million
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Starbucks: Delivering Customer Service Starbucks is dominant coffee brand in North America‚ which also is well-known worldwide. Established in 1971 as coffee shop oriented to a niche of coffee purists‚ in late 1980’s it turned to be a constantly growing chain of stores that sold whole-beans and premium-priced coffee to mostly affluent‚ well-educated customers. In years 1992-2002 company was showing at least 5% annual growth. And by 2002 Starbucks was serving already 20M customers in 5886 stores
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Introduction In 1982 Howard Schultz‚ an employee of a small coffee-bean store called "Starbucks" was enlightened while sipping an espresso in a coffee shop in Milan‚ and the rest is history. He envisioned America’s "third place" next to home and work‚ where coffee-connoisseurs could linger and relax in a classy‚ pseudo-European atmosphere while enjoying their favorite bean beverage. After buying the company a few years later‚ he vigorously pursued his vision of selling a wide-selection of hand-crafted
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신제품마케팅 조별 사례 발표 Starbucks : Delivering Customer Service Contents • • • • • • • Case Summary Company Background The Starbucks Value Proposition Delivering on Service Caffeinating the World Starbucks’ Market Research: Trouble Brewing? Rediscovering the Starbucks Customer • Suggestion Case Summary • > 5% ann. sales growth during 11years in a row (~2002) • close to a recession-proof product (Howard Schultz) • Lack of strategic marketing group and customer relationship management : Overlooking
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STARBUCKS: DELIVERING CUSTOMER SERVICE Background Case P.1 According to their data‚ Starbucks are not always meeting our customers’ expectations in the area of customer satisfaction. They came up with a plan to invest an additional $40 million annually in the company’s 4‚500 stores‚ which would allow each store to add the equivalent of 20 hours of labor a week. The idea is to improve speed of service and thereby increase customer satisfaction. P.1 Day‚ Starbucks’ senior vice president of
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Introduction: Starbucks faces a difficult and controversial management challenge. The company’s most recent market research has revealed unexpected findings implicating that Starbuck is not always meeting customer’s expectations in the area of customer satisfaction. The purpose of this memo is to analyze and provide recommendation on whether or not the company should go forth with a $40 million investment in additional labor in the stores. This $40 million investment is necessary in order to bring
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