STARBUCKS Delivering Customer Service Steve Malloy Brian Nothacker Bhumik Parikh Heidi Utley.
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Transcript of STARBUCKS Delivering Customer Service Steve Malloy Brian Nothacker Bhumik Parikh Heidi Utley.
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STARBUCKSDelivering Customer Service
Steve MalloyBrian Nothacker
Bhumik ParikhHeidi Utley
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Class Discussion
Coffee drinkers? Regular or occasional drinkers
Brew at home vs. buy If buying, where and what type? Brand loyalty?
Reasons for or against Customer service
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Evolution of Economic Offerings
Commodities
Goods
Services
Experiences
Commoditization
Customization
Adapted from J.R. Meredith and S.M. Shafer, Operations Management For MBAs, John Wiley & Sons, Inc, 2007, p. 15.
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Starbucks Mission Statement
To inspire and nurture the human spirit – one person, one cup, and one neighborhood at a time. Our Coffee Our Partners Our Customers Our Stores Our Neighborhood Our Shareholders
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Company Background/History
1971 – First store opened
1982 – Howard Schultz joins company
1983 – Italian espresso bars serve as inspiration. He sees Opportunity to develop similar culture in the US America’s “third place”
1987 – Company sold to HS Immediate expansion-17 total stores
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1992 – Completes IPO (SBUX) and continued expansion (165 total stores)
1993-1995 – Enters into partnerships/alliances with various organizations
1995 – Product innovation Begins serving Frappuccino® blended beverages Begins selling CDs Ice cream
Company Background/History
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Company Background/History 1996-2000 – Grow, grow, grow!
International expansion Acquisitions/Partnerships 3,501 total stores (2000) HS transitions to chief global strategist and Orin Smith named
CEO
2002 – Becomes dominant specialty-coffee brand in North America Sales climbed at a CAGR of 40% Served 20M customers in >5000 stores Opened an average of 3 new stores per day Virtually no marketing
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Statement of Problem
Starbucks must determine whether (and how best) an active investment in
customer satisfaction will provide a positive return and increased loyalty.
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Starbucks Branding Coffee
Prided itself on being the highest quality coffee in the world
Controlled much of the supply chain and worked directly with growers, custom roasting, and distribution around the world
Service Tried to create “customer intimacy” and an
“uplifting experience” Repeat customers are bread and butter and
creating a personal experience typically creates loyalty
Atmosphere “People come for coffee but the ambience
makes them stay” Seating areas that encourage lounging in
upscale, inviting environment “Universal appeal” building on people’s need to
come together
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Distribution Locations in North America mostly company owned in
high traffic, high visibility areas Sell whole bean coffees, brewed coffees, espresso,
cold blended beverages, premium teas. Product mix depends on size and location Some stores offered variety of cold drinks, juices and
pastries along with novelties like games and CDs Beverages accounted for 77% of sales Additional “specialty” channels accounted for 15% of
net revenue (hotels, licenses, airlines etc, international licenses, grocery stores)
Partnership with Kraft Foods for grocery distribution, Pepsi for Frappuccino drinks, Dreyer’s for ice cream.
Using all of these avenues to reach customers where they “work, travel, shop, and dine”
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Employees = Partners
60,000 partners worldwide, 50,000 in USA Mostly hourly wage employees (baristas) Believe that if partners are happy, customers will
be too. Generous policy of health insurance and stock
options led to satisfaction rates between 80-90% 47th in Fortune best places to work Low turnover rate (70%, fast food rate > 300%) Believe manager stability is key to decreasing
turnover, which increase customer satisfaction (regular customers recognized etc)
Company encouraged promotion from within (70% of managers were once baristas etc).
All senior managers were trained as baristas before being allowed to assume position in corporate headquarters.
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Service
Employees trained in “hard skills” (drinks and cash register) as well as “soft skills” such as communication with customers etc
“Just Say Yes” policy – allowed employees to go above and beyond in satisfying customer requests
Times changing… Product mix and handcrafted specialty drinks making
it more difficult to serve customers quickly Customers more worried about speed than chit chat Complexity of beverages reducing speed and making
barista’s job more difficult ½ of all customers customized their drinks
Company reluctant to hire more baristas because of economy and expense so they began to remove non value add tasks, simplify beverages, and add automated espresso machines
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Measuring Service Performance
Monthly Status Reports Self-Reported Checklist Mystery Shopper -> “Customer
Snapshot” Service Cleanliness Speed Product Quality “Basic Service” versus “Legendary Service” –
memorable experience During 2002, scores were increasing
across all stores and was considered a reliable measurement
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Caffeinating the World
Overall objective = Starbucks as the most recognized and respected brand in the world
Aggressive growth strategy Retail Expansion
Open another 525 retail, 225 licensed stores in North America, eventually expand to 10,000 stores
Consumption on the rise, eight states with no stores, believed it was far from saturation
Goal of 15,000 international stores Product Innovation
Continually launching new products like holiday drinks and blended beverages to increase same store sales and increase traffic
Service Innovation Gift Cards Wireless HotSpots
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Can You Guess Where This Is?
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Forbidden City – Beijing, China
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Trouble Brewing
Starbucks has a distributed marketing structure
Each officer was responsible for their own groups marketing
“Marketing is everywhere” Data was taken but not used effectively Starbucks realized this and immediately
noticed trends
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Brand Differences
Trendy Good for a quick drink Convenient Consistent Predictable
Intelligent Artsy Inclusive Welcoming to lounging Appeals to youth
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Bad Trends on the Rise
“Starbucks cares primarily about making money”
“Starbucks cares primarily about building more stores”
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Evolving Trends in Demographics
Loyal Starbucks addicts Average customer
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What’s the first thing that enters your mind when somebody says, “Starbucks”?
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11% of transactions
27% of transactions
62% of transactions
Are from: 42% of customers
37% of customers
21% of customers
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11% of transactions
27% of transactions
62% of transactions
Are from: 42% of customers
37% of customers
21% of customers
What kind of risk might this data indicate?
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Customer Satisfaction Dips
Feelings of: Lack of attentiveness by the Baristas Too much going on in the store Long lines
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What Changes to Make?
Goal: Lower service time below three-minutes per customer
Goal: Maintain a high-standard of friendly customer service
Initial Plan Relax labor-hour controls Add 20 hours of labor per store at a cost of
$40M
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What Changes to Make? Goal: Lower service time below three-
minutes per customer
Goal: Maintain a high-standard of friendly customer service
Initial Plan Relax labor-hour controls Add 20 hours of labor per store at a cost of
$40M
What would you do with $40M to improve operations at a retail coffee
shop?
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Alternatives
What are the advantages / disadvantages of a order kiosk?
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QUESTIONS?