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Essay / Research Paper Abstract
A 6 page paper that reports the changes made by Schultz when he returned to the company as CEO in 2008. The writer explains what had happened at the company, some of the changes initiated by Schultz and how he made those changes. Bibliography lists 9 sources.
Page Count:
6 pages (~225 words per page)
File: ME12_PGstr410.rtf
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Unformatted sample text from the term paper:
and espresso bars. Schultz would subsequently buy Starbucks and expanded the company very quickly, opening coffee bars across the country and into the global market. Starbucks was enormously successful under
Schultzs leadership. The company retained the original founders principles of high quality, accountability, diversity, customer-focus, social responsibility, and offering an excellent work environment. Ball (2008) refers to Starbucks as an
Alpha company. Alpha companies are "the leaders of customer expectations in a product or service category" (Ball 2008). They set the standard that others in the industry must try to
meet to compete. Customers are loyal and gave Starbucks the opportunity to turn itself around, back to the values it promoted years ago (Ball 2008). Schultz stepped down from the
CEOs office in 2000 and the company began sinking. Orin Smith became CEO and Schultz continued as Chairman of the Board. Smith retired in 2005 with Jim Donald taking over
as CEO. The companys stock plummeted in 2007 and the Board fired Donald in 2008 with the Board asking Schultz to come out of semi-retirement and take over as CEO
once again. Each of these changes at the top meant change for the company. Although the principles remained the same, the structure of the company changed significantly. At the
same time, the economy was fluctuating making it more difficult for Starbucks to earn a profit. In order to increase revenue, Donald began diversifying products into music, stuffed animals, books,
and he even tried offering healthier food items. Donald was basically blamed for Starbucks troubles during these few years but, as Harris (2008) points out, it should be remembered that
Schultz was still chairman and could have made objections to the direction the company was taking. Strategies and operational procedures were no longer in line with the corporate mission,
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