Starbucks Planning
Starbucks—Planning
One thing that all managers do is plan. The planning they do may be extensive or it may be limited. It might be for the next week or month or it might be for the next couple of years. It might cover a work group or it might cover an entire division. No matter what type or extent of planning a manager does, the important thing is that planning takes place. Without planning, there would be nothing for managers to organize, lead, or control. Based on the numerous accomplishments that Starbucks has achieved through the efforts of its employees, managers, no doubt, have done their planning.
Company Goals
As of April 2006, Starbucks had 11,377 stores in 37 countries. During the 30 weeks that ended April 30, the company opened 755 new stores in the United States and 381 new stores overseas. However, that 's a far cry from where the company wants and intends to be someday. CEO Jim Donald says Starbucks ' long-term goal is 15,000 U.S. stores and 30,000 stores globally. For 2006, the company 's goal is to open approximately 1,800 new stores globally and to reach about $7.6 billion in revenues. Goals for the next 3 to 5 years include attaining total net revenue growth of 20 percent and earnings per share growth between 20 to 25 percent.
In addition to its financial and other growth goals, Starbucks has an even "glitzier" goal. It wants to have a hand in helping define society’s pop culture menu. Although this goal takes Starbucks beyond its coffee roots, it seems to fit well with the unconventional approach to business that Howard Schultz has followed from the beginning.
Company Strategies
Starbucks has been called the most dynamic retail brand conceived over the last 2 decades. It has been able to rise above the commodity nature of its product and become a global brand leader by reinventing the coffee experience. Millions of times each week, a customer receives a drink from a Starbucks barista. It’s a reflection of the success that Howard
One thing that all managers do is plan. The planning they do may be extensive or it may be limited. It might be for the next week or month or it might be for the next couple of years. It might cover a work group or it might cover an entire division. No matter what type or extent of planning a manager does, the important thing is that planning takes place. Without planning, there would be nothing for managers to organize, lead, or control. Based on the numerous accomplishments that Starbucks has achieved through the efforts of its employees, managers, no doubt, have done their planning.
Company Goals
As of April 2006, Starbucks had 11,377 stores in 37 countries. During the 30 weeks that ended April 30, the company opened 755 new stores in the United States and 381 new stores overseas. However, that 's a far cry from where the company wants and intends to be someday. CEO Jim Donald says Starbucks ' long-term goal is 15,000 U.S. stores and 30,000 stores globally. For 2006, the company 's goal is to open approximately 1,800 new stores globally and to reach about $7.6 billion in revenues. Goals for the next 3 to 5 years include attaining total net revenue growth of 20 percent and earnings per share growth between 20 to 25 percent.
In addition to its financial and other growth goals, Starbucks has an even "glitzier" goal. It wants to have a hand in helping define society’s pop culture menu. Although this goal takes Starbucks beyond its coffee roots, it seems to fit well with the unconventional approach to business that Howard Schultz has followed from the beginning.
Company Strategies
Starbucks has been called the most dynamic retail brand conceived over the last 2 decades. It has been able to rise above the commodity nature of its product and become a global brand leader by reinventing the coffee experience. Millions of times each week, a customer receives a drink from a Starbucks barista. It’s a reflection of the success that Howard