A Brand New Starbucks

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By Douglas A. McIntyre Published
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A Brand New Starbucks

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Starbucks will look like nothing you have ever seen. That is, according to its management. And, it is more than their new holiday cups, which were just released. “It’s the season of joy at Starbucks, and the holiday menu is back starting Nov. 2 at Starbucks stores in the United States,” management chuckled.

The heads of Starbucks say that it has released a new strategy for the future. And they say that the future is “limitless.” It calls these changes “promises.” They are for stakeholders, which are both employees and shareholders. Shareholders were rewarded recently by Starbucks’s earnings.
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First, management promised better stores. That implies that current ones have problems. Renovations are at the core of this problem, which means the stores need rebuilding. By the way, some of this is based on new equipment.

Next, Starbucks wants to increase its online card holders by double. The current number is 75 million. Once again, what is wanting about the present version of the experience for cardholders? At least they are easy to use, with Starbucks’s many locations.

Starbucks was global, the management says. It will, however, become “truly global.” Part of this global plan is for coffee people to buy to drink at home. And, oh, there will be 9,000 stores in China within two years.

Starbucks will become more efficient. Part of this is a cut in the churn of its workers. Too many leave after too little time. Perhaps this is because they are paid poorly and have started to form unions.  (These are the states with the most union membership.)

The last is that Starbucks will not start the company now. It already has a 50-year history. CEO Laxman Narasimhan has traveled around the world and visited many Starbucks. This travel will drive a new mission. He has not, however, been CEO for a year yet.

While this only appears to be five changes, Starbucks has another six-part vision, which is the real one. The five versus six is confusing—the alternative six concerns the future. They are partners, everyday farmers, communities, the environment, customers, and shareholders. The list of six, however, is buried in the announcement. (Here are the best independent coffee shops in each state.)

Photo of Douglas A. McIntyre
About the Author Douglas A. McIntyre →

Douglas A. McIntyre is the co-founder, chief executive officer and editor in chief of 24/7 Wall St. and 24/7 Tempo. He has held these jobs since 2006.

McIntyre has written thousands of articles for 24/7 Wall St. He is an expert on corporate finance, the automotive industry, media companies and international finance. He has edited articles on national demographics, sports, personal income and travel.

His work has been quoted or mentioned in The New York Times, The Wall Street Journal, Los Angeles Times, The Washington Post, NBC News, Time, The New Yorker, HuffPost USA Today, Business Insider, Yahoo, AOL, MarketWatch, The Atlantic, Bloomberg, New York Post, Chicago Tribune, Forbes, The Guardian and many other major publications. McIntyre has been a guest on CNBC, the BBC and television and radio stations across the country.

A magna cum laude graduate of Harvard College, McIntyre also was president of The Harvard Advocate. Founded in 1866, the Advocate is the oldest college publication in the United States.

TheStreet.com, Comps.com and Edgar Online are some of the public companies for which McIntyre served on the board of directors. He was a Vicinity Corporation board member when the company was sold to Microsoft in 2002. He served on the audit committees of some of these companies.

McIntyre has been the CEO of FutureSource, a provider of trading terminals and news to commodities and futures traders. He was president of Switchboard, the online phone directory company. He served as chairman and CEO of On2 Technologies, the video compression company that provided video compression software for Adobe’s Flash. Google bought On2 in 2009.

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