Entrepreneurship in a Global Economy
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Entrepreneurship in a Global Economy
The Starbucks brand was founded in 1971, when it opened its first store in Seattle, Washington.
During the 1970s and 1980s, Starbucks was successful in the US market. In 1987, Howard Schultz
acquired Starbucks after working in Starbucks' operations for five years. By the end of 2000,
Schultz had grown from 17 cafes to 4,000. In addition, Schultz assumed the roles of CEO,
President and Chief Global Strategist by 2000. After Schultz took over management of Starbucks,
the company went directly to the coffee market. Schultz introduced Starbucks to a new era of gold
commerce, not only locally but also internationally (Loyd, Jackson and Gaulden, 2001).
Starbucks Corporation is a known coffee roaster, distributor and retailer. Starbucks holds an
important position in global coffee retail. In emerging markets such as Brazil, Russia, India and
China, the company expanded its new stores by acquiring local companies. As the Canadean
report (2014) states: "However, rising commodity costs, fierce competition and legal procedures
may have a negative impact on operations, operating performance and financial conditions.
Starbucks' innovative application system involve successfully add a brand because the
brand is the foundation for organizing long-term financial assets. In addition, brand value is
considered a key factor in Starbucks applications because it creates value in marketing and
business strategies (Doyle, 1998). Czinkota, Ronkainen, Moffett, and Moynihan (1998) noted that
the company's brand distinguishes the company's image from its competitors in the market.
Zhenjia (2012) reported that successful brands can help companies build a good reputation in the
market. Most consumers around the world know and understand the quality of service provided by
Starbucks. This is why Starbucks makes a positive evaluation throughout the application process,
which influences the decision-making process regarding customer retention (Zhenjia, 2012).
The application system processes that support employees and customers play a key role,
because as Hoffman and Bateson (2002) point out, service personnel will determine product
differences between existing competitors in the market. In addition, as the company grows,
Starbucks faces huge challenges in increasing its organizational value. Starbucks treats its
customers as friendly, makes them feel at home, and treats employees as partners, which is
ultimately a great way to do that, because employees feel valuable resources. The main idea of the
Starbucks application process is to have a deep understanding of the company culture, service
skills and self-development. Over the years, Starbucks has demonstrated a consistent plan to
change the company's vision and mission (Zhenjia, 2012). Starbucks has established a positive
relationship between job satisfaction and customer satisfaction (Kotler et al., 1999). In addition,
the Starbucks management team believes that employees can expand their knowledge while
meeting organizational requirements to ensure high-quality customer service. Starbucks provides
employee training because management believes in the development of human capital in the
organization's expectations. For example, one of Starbucks' most appropriate training technologies
is to help employees select specific products based on their personal preferences. This is why
Starbucks is still one of the main competitors in the market, guiding employees in the right
direction (Zhenjia, 2012).
Starbucks offers product diversification in the market. In addition, Starbucks customers
appreciate the differences between the company's high-quality products (Kotler, Brown, Adam,
and Armstrong, 2004) and the cost of acquiring the product. Starbucks is committed to providing
the best coffee on the market and continues to take advantage of outstanding retail opportunities to
maintain fresh coffee and current sales and improve customer service through creative design and
original store concepts. Starbucks has provided legendary customer service for many years.
Innovation and products (Doyle, 1998) are key to Starbucks' strategic application process for
market success. For example, the company's other innovative channel is to expand cafes, new
cafes' food supply and further stimulate the brand's strategic position to succeed in the market.
Therefore, Starbucks focuses on product innovation (Zhenjia, 2012).
Starbucks has achieved better results in the international market than its competitors, as it
has improved the channels of international joint ventures (IJV) over the years. In addition,
Starbucks is very successful in Korea because leaders are able to combine the company's cultural
values with Korea's market strategy. In addition, the Korean Starbucks team follows the
company's goals and can meet key market needs. South Korean joint ventures help increase
goodwill. Starbucks has ...