Senin, 03 Mei 2010
Pada tahun 1998 Howard Schultz memiliki alasan yang cukup untuk menjadi bangga dengan apa yang telah dilakukan Starbucks selama 11 tahun masa lalunya sebagai CEO perusahaan. The company had enjoyed phenomenal growth and become one of the great retailing stories of recent history by making exceptional coffee drinks and selling dark-roasted coffee beans and coffee-making equipment that would allow customers to brew an exceptional cup of coffee at home. Perusahaan ini telah menikmati pertumbuhan fenomenal dan menjadi salah satu kisah ritel besar sejarah baru dengan membuat minuman kopi biasa dan menjual biji kopi panggang-gelap dan peralatan pembuatan kopi yang akan memungkinkan pelanggan untuk membuat sebuah cangkir biasa kopi di rumah. The Starbucks brand was regarded as one of the best known and most potent brand names in America and the company had firmly established itself as the dominant retailer, roaster, and brand of specialty coffee in North America. Merek Starbucks dianggap sebagai salah satu yang paling dikenal dan nama-nama merek yang paling kuat di Amerika dan perusahaan itu telah tegas memantapkan dirinya sebagai dominan pengecer, roaster, dan merek kopi di Amerika Utara khusus. It already had over 1,500 stores in North America and the Pacific Rim and was opening new ones at a rate of more than one per day. Itu sudah lebih dari 1.500 toko di Amerika Utara dan Pasifik dan membuka yang baru pada tingkat lebih dari satu per hari. Sales in fiscal year 1997 were a record $967 million and profits reached an all-time high of $57.4 million. Penjualan dalam tahun fiskal 1997 adalah rekor $ 967.000.000 dan laba mencapai waktu tinggi semua $ 57.400.000. The company's closest competitor had fewer than 300 retail locations. pesaing terdekat perusahaan itu kurang dari 300 lokasi eceran. And since going public in 1992, Starbucks has seen its stock price increase nearly ninefold. Dan sejak go public pada tahun 1992, Starbucks telah melihat kenaikan harga saham hampir sembilan kali lipat.
Exhibit 1 contains a summary of Starbucks key performance statistics for the 1992–97 period. Lampiran 1 berisi ringkasan statistik kinerja kunci Starbucks untuk periode 1992-1997.
Company Background Background Perusahaan
Starbucks began in 1971 when three academics—English teacher Jerry Baldwin, history teacher Zev Siegel, and writer Gordon Bowker—opened a store called Starbucks Coffee, Tea, and Spice in the touristy Pikes Place Market in Seattle. Starbucks mulai pada tahun 1971 ketika tiga akademisi-guru Bahasa Inggris Jerry Baldwin, guru sejarah Zev Siegel, dan penulis Gordon Bowker-membuka sebuah toko bernama Starbucks Coffee, Teh, dan Spice di Pasar Tempat tombak turis di Seattle. The three partners shared a love of fine coffees and exotic teas and believed they could build a clientele in Seattle much like that which had already emerged in the San Francisco Bay area. Ketiga mitra berbagi kasih kopi halus dan teh eksotis dan percaya bahwa mereka dapat membangun banyak klien di Seattle seperti yang sudah muncul di daerah San Francisco Bay. Each invested $1,350 and borrowed another $5,000 from a bank to open the Pikes Place store. Setiap $ diinvestasikan 1.350 dan meminjam $ 5,000 dari bank untuk membuka toko Place tombak. Baldwin, Siegel, and Bowker chose the name Starbucks in honor of Starbuck, the coffee-loving first mate in Herman Melville's Moby Dick (so company legend has it), and because they thought the name evoked the romance of the high seas and the seafaring tradition of the early coffee traders. Baldwin, Siegel, dan Bowker memilih Starbucks nama untuk menghormati Starbuck, yang penuh cinta pertama pasangan-kopi di Herman Melville's Moby Dick (jadi legenda perusahaan memiliki itu), dan karena mereka pikir nama membangkitkan romansa laut tinggi dan pelayaran yang tradisi pedagang kopi awal. The new company's logo, designed by an artist friend, was a two-tailed mermaid encircled by the store's name. logo perusahaan baru ini, dirancang oleh seorang teman seniman, adalah putri duyung berekor dua dikelilingi oleh toko nama.
The inspiration for the Starbucks enterprise was a Dutch immigrant, Alfred Peet, who had begun importing fine arabica coffees into the United States during the 1950s. Inspirasi bagi perusahaan Starbucks adalah seorang imigran Belanda, Alfred Peet, yang sudah mulai mengimpor kopi arabika halus ke Amerika Serikat selama tahun 1950-an. Peet viewed coffee as a fine winemaker views grapes, appraising it in terms of country of origin, estates, and harvests. Peet dilihat kopi sebagai anggur dilihat winemaker baik-baik saja, penilaian dalam hal negara asal, perkebunan, dan hasil panen. Peet had opened a small store, Peet's Coffee and Tea , in Berkeley, California, in 1966 and had cultivated a loyal clientele. Peet telah membuka sebuah toko kecil, Peet's Coffee dan teh , di Berkeley, California, pada tahun 1966 dan telah dibudidayakan langganan setia. Peet's store specialized in importing fine coffees and teas, dark-roasting its own beans the European way to bring out their full flavor, and teaching customers how to grind the beans and make freshly brewed coffee at home. Peet's toko khusus untuk mengimpor kopi halus dan teh, yang memanggang sendiri biji-gelap cara Eropa untuk membawa mereka keluar penuh rasa, dan pelanggan mengajar cara menggiling biji dan membuat kopi yang baru diseduh di rumah. Baldwin, Siegel, and Bowker were well acquainted with Peet's expertise, having visited his store on numerous occasions and spent many hours listening to Peet expound on quality coffees and the importance of proper bean-roasting techniques. Baldwin, Siegel, dan Bowker sudah kenal baik dengan yang keahlian Peet, setelah mengunjungi tokonya pada berbagai kesempatan dan menghabiskan berjam-jam mendengarkan Peet menjelaskan pada kualitas kopi dan pentingnya teknik kacang-pemanggangan yang tepat. All three were devoted fans of Peet and his dark-roasted coffees, going so far as to order their personal coffee supplies by mail from Peet's. Ketiga adalah penggemar setia Peet dan gelap-panggang kopi nya, akan sejauh memesan kopi pribadi pasokan mereka dengan mail dari Peet's.
The Pikes Place store featured modest, hand-built nautical fixtures. The tombak Tempat menyimpan fitur sederhana, tangan-perlengkapan bahari dibangun. One wall was devoted to whole-bean coffees; another had shelves of coffee products. The store did not offer fresh-brewed coffee by the cup, but samples were sometimes available for tasting. Satu tembok telah dikhususkan untuk-biji kopi keseluruhan; lain telah rak produk kopi. Toko itu tidak menawarkan segar diseduh dengan cangkir kopi, tetapi sampel kadang-kadang tersedia untuk mencicipi. Initially, Siegel was the only paid employee. He wore a grocer's apron, scooped out beans for customers, extolled the virtues of fine, dark-roasted coffees, and functioned as the partnership's retail expert. Awalnya, Siegel adalah karyawan hanya dibayar. Dia memakai celemek toko kelontong itu, berlekuk kacang untuk pelanggan, memuji kebajikan denda,-panggang kopi gelap, dan berfungsi sebagai ahli's ritel kemitraan. The other two partners kept their day jobs but came by at lunch or after work to help out. Dua mitra terus hari pekerjaan mereka, tetapi datang saat makan siang atau setelah bekerja untuk membantu. During the start-up period, Baldwin kept the books and developed a growing knowledge of coffee; Bowker served as the "magic, mystery, and romance man."1 The store was an immediate success, with sales exceeding expectations, partly because of a favorable article in the Seattle Times . Selama periode-up mulai, Baldwin terus buku-buku dan mengembangkan pengetahuan tumbuh kopi; Bowker menjabat sebagai "ajaib, misteri, dan manusia cinta 1." Toko itu langsung sukses, dengan penjualan melebihi harapan, sebagian karena menguntungkan artikel di Seattle Times. In the early months, each of the founders traveled to Berkeley to learn more about coffee roasting from their mentor, Alfred Peet, who urged them to keep deepening their knowledge of coffees and teas. Pada awal bulan, masing-masing pendiri pergi ke Berkeley untuk mempelajari lebih lanjut tentang kopi panggang dari mentor mereka, Alfred Peet, yang mendesak mereka untuk terus memperdalam pengetahuan tentang kopi dan teh. For most of the first year, Starbucks ordered its coffee beans from Peet's, but then the partners purchased a used roaster from Holland and set up roasting operations in a nearby ramshackle building. Baldwin and Bowker experimented with Alfred Peet's roasting procedures and came up with their own blends and flavors. Untuk sebagian besar tahun pertama, Starbucks memesan kopi yang biji dari Peet's, tapi kemudian mitra membeli sangrai yang digunakan dari Belanda dan mendirikan operasi memanggang di gedung bobrok terdekat dan. Baldwin Bowker bereksperimen dengan yang dipanggang prosedur Peet Alfred dan muncul dengan mereka sendiri dan rasa campuran. A second Starbucks store was opened in 1972. Sebuah toko Starbucks kedua dibuka pada tahun 1972.
By the early 1980s, the company had four Starbucks stores in the Seattle area and could boast of having been profitable every year since opening its doors. Pada awal 1980-an, perusahaan memiliki empat gerai Starbucks di wilayah Seattle dan bisa membanggakan telah menguntungkan setiap tahun sejak membuka pintu-pintunya. But the roles and responsibilities of the cofounders underwent change. Namun peran dan tanggung jawab pendiri mengalami perubahan. Zev Siegel experienced burnout and left the company to pursue other interests. Zev Siegel mengalami kejenuhan dan meninggalkan perusahaan untuk mengejar kepentingan-kepentingan lain. Jerry Baldwin took over day-to-day management of the company and functioned as chief executive officer; Gordon Bowker remained involved as an owner but devoted most of his time to his advertising and design firm, a weekly newspaper he had founded, and a microbrewery he was launching (the Redhook Ale Brewery). Jerry Baldwin mengambil alih-hari hari manajemen perusahaan dan berfungsi sebagai kepala eksekutif; Gordon Bowker tetap terlibat sebagai pemilik tetapi mengabdikan sebagian besar waktunya untuk periklanan dan perusahaan desain, sebuah surat kabar mingguan yang didirikannya, dan sebuah microbrewery ia meluncurkan (yang Redhook Ale Brewery).
Howard Schultz Enters the Picture Howard Schultz Memasuki Bayangkan
In 1981, Howard Schultz, vice president and general manager of US operations for Hammarplast—a Swedish maker of stylish kitchen equipment and housewares—noticed that Starbucks was placing larger orders than Macy's was for a certain type of drip coffeemaker. Pada tahun 1981, Howard Schultz, wakil presiden dan general manager dari operasi AS untuk-sebuah Swedia pembuat Hammarplast dari peralatan dapur dan rumah tangga gaya-melihat bahwa Starbucks adalah menempatkan perintah lebih besar dari Macy's yang untuk jenis tertentu pembuat kopi tetes. Curious to learn what was going on, he decided to pay the company a visit. Penasaran untuk mengetahui apa yang sedang terjadi, ia memutuskan untuk membayar perusahaan mengunjungi. The morning after his arrival in Seattle, Schultz was escorted to the Pikes Place store by Linda Grossman, the retail merchandising manager for Starbucks. Pagi hari setelah kedatangannya di Seattle, Schultz diantar ke toko Place tombak oleh Linda Grossman, manajer merchandising eceran untuk Starbucks. A solo violinist was playing Mozart at the door, with his violin case open for donations. Seorang pemain biola solo sedang bermain Mozart di pintu, dengan kasus biola terbuka untuk sumbangan. Schultz immediately was taken by the powerful and pleasing aroma of the coffees, the wall displaying coffee beans, and the rows of red, yellow, and black Hammarplast coffeemakers on the shelves. Schultz segera diambil oleh yang kuat dan harum jang memadakan dari kopi, dinding menampilkan kopi biji, dan barisan merah, kuning, dan coffeemakers Hammarplast hitam di rak. As he talked with the clerk behind the counter, the clerk scooped out some Sumatran coffee beans, ground them, put the grounds in a cone filter, poured hot water over the cone, and shortly handed Schultz a porcelain mug filled with the freshly brewed coffee. Ketika dia berbicara dengan petugas di belakang meja, petugas itu meraup beberapa biji kopi Sumatera, tanah mereka, meletakkan dasar di filter kerucut, menuangkan air panas ke kerucut, dan segera menyerahkan Schultz sebuah cangkir porselen diisi dengan brewed kopi yang baru . After three sips, Schultz was hooked. He began asking the clerk and Grossman questions about the company, about coffees from different parts of the world, and about the different ways of roasting coffee. Setelah tiga teguk, Schultz itu dikaitkan. Dia mulai meminta petugas dan pertanyaan Grossman tentang perusahaan, tentang kopi dari berbagai belahan dunia, dan tentang cara-cara yang berbeda kopi panggang.
Next, Schultz met with Jerry Baldwin and Gordon Bowker, whose offices overlooked the company's coffee-roasting operation. Selanjutnya, Schultz bertemu dengan Jerry Baldwin dan Gordon Bowker, kantor yang diabaikan perusahaan kopi panggang operasi. The atmosphere was informal. Suasana informal. Baldwin, dressed in a sweater and tie, showed Schultz some new beans that had just come in from Java and suggested they try a sample. Baldwin, mengenakan sweater dan dasi, menunjukkan Schultz beberapa biji baru yang baru saja datang dari Jawa dan menyatakan bahwa mereka mencoba sampel. Baldwin did the brewing himself, using a glass pot called a French press. Baldwin tidak menyeduh sendiri, menggunakan panci kaca disebut pers Perancis. Bowker, a slender, bearded man with dark hair and intense brown eyes, appeared at the door and the three men sat down to talk about Starbucks. Bowker, ramping, pria berjanggut dengan rambut gelap dan mata cokelat intens, muncul di pintu dan tiga orang duduk untuk berbicara tentang Starbucks. Schultz was struck by their knowledge of coffee, their commitment to providing high-quality products, and their passion for educating customers about the merits of dark-roasted coffees. Schultz terkesan dengan pengetahuan mereka tentang kopi, komitmen mereka untuk menyediakan produk yang berkualitas tinggi, dan semangat mereka untuk mendidik pelanggan mengenai manfaat-panggang kopi gelap. Baldwin told Schultz, "We don't manage the business to maximize anything other than the quality of the coffee."2 Starbucks purchased only the finest arabica coffees and put them through a meticulous dark-roasting process to bring out their full flavors. Baldwin mengatakan kepada Schultz, "Kami tidak mengelola bisnis untuk memaksimalkan apa pun selain kualitas rasa kopi." 2 Starbucks yang dibeli hanya arabika terbaik di kopi dan meletakkan mereka melalui pemanggangan teliti gelap-proses untuk membawa mereka keluar penuh. Baldwin explained that the cheap robusta coffees used in supermarket blends burn when subjected to dark roasting. Baldwin menjelaskan bahwa kopi robusta murah digunakan dalam campuran supermarket membakar ketika mengalami pemanggangan gelap. He also noted that the makers of supermarket blends prefer lighter roasts because they allow higher yields (the longer a coffee is roasted, the more weight it loses). Dia juga mencatat bahwa para pembuat campuran supermarket lebih memilih daging panggang lebih ringan karena mereka mengijinkan hasil yang lebih tinggi (semakin lama kopi dipanggang, semakin berat kehilangan).
Schultz was struck by the business philosophy of the two partners. Schultz terkesan dengan filosofi bisnis dari kedua mitra. It was clear from their discussions that Starbucks stood not just for good coffee, but rather for the dark-roasted flavor profiles that the founders were passionate about. Sudah jelas dari diskusi mereka bahwa Starbucks berdiri bukan hanya untuk minum kopi yang baik, melainkan untuk rasa panggang profil-gelap yang para pendiri yang bersemangat. Top-quality, fresh-roasted, whole-bean coffee was the company's differentiating feature and a bedrock value. Top berkualitas, segar-bakar,-biji kopi seluruh perusahaan membedakan fitur dan nilai dasar. It was also clear to Schultz that Starbucks was strongly committed to educating its customers to appreciate the qualities of fine coffees, rather than just kowtowing to mass-market appeal. Ini juga jelas bagi Schultz bahwa Starbucks memiliki komitmen untuk mendidik pelanggan untuk menghargai kualitas kopi yang baik, bukan hanya kowtowing ke pasar banding massa. The company depended mainly on word-of-mouth to get more people into its stores, then relied on the caliber of its product to give patrons a sense of discovery and excitement. Perusahaan ini terutama bergantung pada kata--mulut untuk mendapatkan lebih banyak orang ke toko, maka bergantung pada kaliber produk pelanggan untuk memberikan rasa penemuan dan kegembiraan. It built customer loyalty cup by cup as buyers of its products developed their palates. Ini dibangun loyalitas pelanggan dengan cangkir cangkir sebagai pembeli produk dikembangkan selera mereka.
On his trip back to New York the next day, Howard Schultz could not stop thinking about Starbucks and what it would be like to be a part of the Starbucks enterprise. Schultz recalled, "There was something magic about it, a passion and authenticity I had never experienced in business."3 Living in the Seattle area also had a strong appeal. Pada perjalanannya kembali ke New York pada hari berikutnya, Schultz Howard tidak bisa berhenti memikirkan Starbucks dan apa rasanya menjadi bagian dari perusahaan Starbucks. Schultz bercerita, "Ada sesuatu yang ajaib tentang hal ini, gairah dan otentisitas saya belum pernah berpengalaman dalam area bisnis. "3 Hidup di Seattle juga memiliki daya tarik yang kuat. By the time Schultz landed at Kennedy Airport, he knew he wanted to go to work for Starbucks. Pada saat Schultz mendarat di Bandara Kennedy, ia tahu bahwa ia ingin bekerja untuk Starbucks. Though there was nothing in his background (see Exhibit 2 ) that prepared him for the experience, Schultz asked Baldwin at the first opportunity whether there was any way he could fit into Starbucks. The two quickly established an easy, comfortable rapport, but it still took a year of numerous meetings and a lot of convincing to get Baldwin, Bowker, and their silent partner from San Francisco to agree to hire Howard Schultz. Meskipun tidak ada di latar belakang (lihat Bagan 2 ) yang mempersiapkan dirinya untuk pengalaman, Schultz bertanya Baldwin pada kesempatan pertama apakah ada cara dia bisa masuk ke Starbucks. Kedua cepat membentuk nyaman, hubungan yang mudah, tetapi masih mengambil tahun sejumlah pertemuan dan banyak meyakinkan untuk mendapatkan Baldwin, Bowker, dan mitra diam mereka dari San Francisco ke setuju untuk mempekerjakan Howard Schultz. Schultz pursued a job at Starbucks far more vigorously than Starbucks pursued him. Schultz mengejar pekerjaan di Starbucks jauh lebih keras daripada Starbucks mengejarnya. There was some nervousness at Starbucks about bringing in an outsider, especially a high-powered New Yorker, who had not grown up with the values of the company. Ada beberapa gugup di Starbucks tentang membawa orang asing, terutama yang tinggi-powered New Yorker, yang tidak tumbuh dengan nilai-nilai perusahaan. Nonetheless, Schultz continued to press his ideas about the tremendous potential of expanding the Starbucks enterprise outside Seattle and exposing people all over America to Starbucks coffee—arguing there had to be more than just a few thousand coffee lovers in Seattle who would like the company's products. Meskipun demikian, Schultz terus menekan ide-idenya tentang potensi yang luar biasa dari perluasan perusahaan Starbucks di luar Seattle dan mengekspos orang di seluruh Amerika ke Starbucks kopi-argumentasi harus ada lebih dari beberapa ribu kopi pecinta hanya di Seattle yang ingin perusahaan produk . Schultz believed that Starbucks had such great promise that he offered to take a salary cut in exchange for a small equity stake in the business. Schultz percaya bahwa Starbucks sudah janji besar seperti yang dia menawarkan untuk mengambil gaji dipotong dengan imbalan saham ekuitas kecil dalam bisnis.
But the owners worried that by offering Schultz a job as head of marketing they would be committing themselves to a new direction for Starbucks. Tapi pemilik khawatir bahwa dengan Schultz menawarkan pekerjaan sebagai kepala pemasaran mereka akan melibatkan diri ke arah yang baru bagi Starbucks. At a spring 1982 meeting with the three owners in San Francisco, Schultz once again presented his vision for opening Starbucks stores across the United States and Canada. He flew back to New York thinking a job offer was in the bag. Pada musim semi 1982 pertemuan dengan tiga pemilik di San Francisco, Schultz sekali lagi disajikan visinya untuk membuka toko Starbucks di seluruh Amerika Serikat dan Kanada terbang. Dia kembali ke New York berpikir tawaran kerja di tas. But the next day Baldwin called Schultz and indicated that the owners had decided against hiring him because geographic expansion was too risky and because they did not share Schultz's vision for Starbucks. Tapi hari berikutnya Baldwin disebut Schultz dan menunjukkan bahwa pemilik telah memutuskan untuk mempekerjakan dia karena ekspansi geografis terlalu berisiko dan karena mereka tidak berbagi visi Schultz untuk Starbucks. Schultz was despondent; still, he believed so deeply in Starbucks' potential that he decided to make a last-ditch appeal. Schultz putus asa, masih, ia percaya begitu mendalam di Starbucks 'potensi bahwa ia memutuskan untuk membuat parit-banding terakhir. He called Baldwin back the next day and made an impassioned, though reasoned, case for why the decision was a mistake. Baldwin agreed to reconsider. Dia disebut Baldwin kembali keesokan harinya dan membuat berapi-api, meskipun beralasan, kasus mengapa keputusan adalah sebuah kesalahan. Baldwin setuju untuk kembali. The next morning Baldwin called Schultz and told him the job of heading marketing and overseeing the retail stores was his. Keesokan paginya Baldwin disebut Schultz dan menceritakan pekerjaan dari pos pemasaran dan mengawasi toko-toko ritel itu. In September 1982, Howard Schultz took on his new responsibilities at Starbucks. Pada bulan September 1982, Howard Schultz mengambil alih tanggung jawab barunya di Starbucks.
Starbucks and Howard Schultz: The 1982–85 Period Starbucks dan Howard Schultz: Periode 1982-1985
In his first few months at Starbucks, Schultz spent most of his waking hours in the four Seattle stores—working behind the counters, tasting different kinds of coffee, talking with customers, getting to know store personnel, and educating himself about the retail aspects of the coffee business. Dalam beberapa bulan pertama di Starbucks, Schultz menghabiskan sebagian besar-nya bangun jam dalam empat Seattle toko-bekerja di belakang counter, mencicipi berbagai jenis kopi, berbicara dengan pelanggan, untuk mengenal karyawan toko, dan mendidik dirinya sendiri tentang aspek eceran bisnis kopi. By December, Jerry Baldwin decided that Schultz was ready for the final part of his training—roasting coffee. Pada bulan Desember, Jerry Baldwin memutuskan bahwa Schultz sudah siap untuk bagian akhir dari pelatihan-roasting kopi. Schultz spent a week at the roaster examining the color of the beans, listening for the telltale second pop of the beans during the roasting process, learning to taste the subtle differences among Baldwin and Bowker's various roasts, and familiarizing himself with the roasting techniques for different beans. Schultz menghabiskan seminggu di sangrai memeriksa warna biji, mendengarkan pop kedua-tanda kacang selama proses pemanggangan, belajar untuk mencicipi perbedaan halus antara Baldwin dan berbagai roasts's Bowker, dan membiasakan diri dengan teknik pemanggangan untuk berbeda kacang.
Meanwhile, he made a point of acclimating himself to the informal dress code, blending in with the culture, and gaining credibility and building trust with colleagues. Making the transition from the high-energy, coat-and-tie style of New York to the more casual ambience of the Pacific Northwest required a conscious effort on Schultz's part. Sedangkan, dia membuat titik acclimating dirinya kode berpakaian informal, pencampuran dengan budaya, dan mendapatkan kredibilitas dan membangun kepercayaan dengan kolega. Pembuatan transisi dari energi-tinggi,-dan-dasi gaya mantel dari New York ke lebih suasana santai dari Pacific Northwest diperlukan upaya sadar pada bagian Schultz. One day during the busy Christmas season that first year, Schultz made real headway in gaining the acceptance and respect of company personnel at the Pikes Place store. Suatu hari selama musim Natal yang sibuk tahun pertama, Schultz membuat kemajuan nyata dalam memperoleh penerimaan dan penghargaan terhadap personil perusahaan di Place tombak toko. The store was packed and Schultz was behind the counter ringing up sales when someone shouted that a customer had just headed out the door with some stuff—two expensive coffeemakers it turned out, one in each hand. toko itu penuh sesak dan Schultz berada di balik meja dering atas penjualan ketika seseorang berteriak bahwa pelanggan baru saja menuju pintu keluar dengan beberapa puluh dua coffeemakers barang mahal ternyata, satu di setiap tangan. Without thinking, Schultz leaped over the counter and chased the thief up the cobblestone street outside the store, yelling "Drop that stuff! Drop it!" Tanpa berpikir, Schultz melompati meja dan mengejar pencuri di jalan batu bulat di luar toko, berteriak "Drop bahwa hal! Drop itu!" The thief was startled enough to drop both pieces and run away. Pencuri cukup terkejut menjatuhkan kedua lembar dan melarikan diri. Schultz picked up the merchandise and returned to the store, holding up the coffeemakers like trophies. Schultz mengambil barang dan kembali ke toko, sambil mengacungkan coffeemakers seperti piala. Everyone applauded. Semua orang bertepuk tangan. When Schultz returned to his office later that afternoon, his staff had strung up a banner that read "Make my day."4 Ketika Schultz kembali ke kantor sore itu, stafnya telah digantung spanduk yang bertuliskan "Membuat hari saya 4."
Schultz was overflowing with ideas for the company. Schultz penuh dengan ide-ide untuk perusahaan. Early on, he noticed that first-time customers sometimes felt uneasy in the stores because of their lack of knowledge about fine coffees and because store employees sometimes came across as a little arrogant. Awal, dia menyadari bahwa waktu pelanggan pertama kadang-kadang merasa tidak nyaman di toko-toko karena kurangnya pengetahuan tentang kopi halus dan karena toko kadang-kadang menemukan karyawan sebagai sedikit arogan. Schultz worked with store employees on developing customer-friendly sales skills and produced brochures that made it easy for customers to learn about fine coffees. Schultz karyawan bekerja dengan toko pada pengembangan keterampilan pelanggan yang ramah dan brosur menghasilkan penjualan yang membuatnya mudah bagi pelanggan untuk belajar tentang kopi halus.
Schultz's biggest idea for Starbucks' future came during the spring of 1983 when the company sent him to Milan, Italy, to attend an international housewares show. ide Schultz terbesar untuk 'masa depan Starbucks datang selama musim semi tahun 1983 ketika perusahaan mengirimnya ke Milan, Italia, untuk menghadiri acara rumah tangga internasional. While walking from his hotel to the convention center, Schultz spotted an espresso bar and went inside to look around. Sambil berjalan dari hotel ke pusat konvensi, Schultz melihat sebuah bar espresso dan masuk ke dalam melihat-lihat. The cashier beside the door nodded and smiled. Kasir di samping pintu mengangguk dan tersenyum. The barista (counter worker) greeted Howard cheerfully, then gracefully pulled a shot of espresso for one customer and handcrafted a foamy cappuccino for another, all the while conversing merrily with those standing at the counter. Para barista (pekerja counter) Howard disambut riang, kemudian anggun menarik suntikan espresso untuk satu pelanggan dan buatan tangan cappuccino berbusa lain, sambil bercakap-cakap riang dengan orang-orang berdiri di konter. Schultz judged the barista's performance as "great theater." Barista's Schultz menilai kinerja sebagai "teater besar." Just down the way on a side street, he entered an even more crowded espresso bar, where the barista, whom he surmised to be the owner, was greeting customers by name; people were laughing and talking in an atmosphere that plainly was comfortable and familiar. Di ujung jalan di jalan kecil, ia memasukkan lebih padat bar espresso bahkan, dimana barista, yang dia menduga untuk menjadi pemilik, menyalami pelanggan namanya; orang-orang tertawa dan berbicara dalam suasana yang jelas merasa nyaman dan akrab . In the next few blocks, he saw two more espresso bars. Dalam beberapa blok berikutnya, ia melihat dua bar espresso lagi. When the trade show concluded for the day, Schultz walked the streets of Milan exploring espresso bars. Ketika perdagangan menunjukkan menyimpulkan untuk hari itu, Schultz berjalan di jalan-jalan menjelajahi Milan bar espresso. Some were stylish and upscale; others attracted a blue-collar clientele. Ada yang gaya dan kelas atas, yang lainnya menarik kerah biru klien. What struck Schultz was how popular and vibrant the Italian coffee bars were. Apa memukul Schultz adalah bagaimana populer dan bersemangat bar kopi Italia. Most had few chairs, and it was common for Italian opera to be playing in the background. Sebagian besar beberapa kursi, dan itu umum untuk opera Italia yang akan diputar di latar belakang. Energy levels were typically high, and the bars seemed to function as an integral community gathering place. tingkat Energi yang biasanya tinggi, dan bar tampaknya berfungsi sebagai tempat berkumpulnya komunitas yang tidak terpisahkan. Each one had its own unique character, but they all had a barista who performed with flair and exhibited a camaraderie with the customers. Schultz was particularly struck by the fact that there were 1,500 coffee bars in Milan, a city about the size of Philadelphia, and a total of 200,000 in all of Italy. Masing-masing punya karakter unik sendiri, tetapi mereka semua memiliki barista yang dilakukan dengan bakat dan dipamerkan sebuah persahabatan dengan pelanggan. Schultz terutama tersentak oleh kenyataan bahwa ada 1.500 bar kopi di Milan, sebuah kota seukuran Philadelphia, dan total 200.000 di seluruh Italia. His mind started churning. Pikirannya mulai berputar.
Schultz's first few days in Milan produced a revelation: The Starbucks stores in Seattle completely missed the point. beberapa hari pertama yang diproduksi Schultz di Milan wahyu: Toko-toko Starbucks di Seattle benar-benar ketinggalan titik. Starbucks, he decided, needed to serve fresh-brewed coffee, espresso, and cappuccino in its stores (in addition to beans and coffee equipment). Starbucks, ia memutuskan, dibutuhkan untuk melayani-brewed kopi segar, espresso, dan cappuccino di toko nya (selain biji dan peralatan kopi). Going to Starbucks should be an experience, a special treat; the stores should be a place to meet friends and visit. Pergi ke Starbucks harus menjadi pengalaman, makanan khusus; harus toko tempat untuk bertemu teman-teman dan mengunjungi. Re-creating the Italian coffee-bar culture in the United States could be Starbucks' differentiating factor. Re-menciptakan budaya kopi-bar Italia di Amerika Serikat bisa menjadi 'faktor membedakan Starbucks. Schultz remained in Milan for a week, exploring coffee bars and learning as much as he could about the Italian passion for coffee drinks. Schultz tetap di Milan selama seminggu, menjelajahi bar kopi dan belajar sebanyak dia bisa tentang semangat Italia untuk minum kopi. In one bar, he heard a customer order a caffè latte and decided to try one himself—the barista made a shot of espresso, steamed a frothy pitcher of milk, poured the two together in a cup, and put a dollop of foam on the top. Dalam salah satu bar, ia mendengar pesanan pelanggan Caffe latte dan memutuskan untuk mencoba salah satu sendiri-barista membuat suntikan espresso, dikukus pitcher berbusa susu, menuangkan dua bersama-sama dalam cangkir, dan menaruh sedikit busa pada atas. Schultz concluded that it was "the perfect drink," and thought to himself, "No one in America knows about this. I've got to take it back with me."5 Schultz menyimpulkan bahwa itu adalah "minuman yang sempurna," dan berpikir untuk dirinya sendiri, "satu di Amerika Tidak tahu tentang hal ini. Aku harus mengambil kembali dengan saya 5."
Schultz's Growing Frustration Schultz's Growing Frustrasi
On Schultz's return from Italy, he shared his revelation and ideas for modifying the format of Starbucks stores with Baldwin and Bowker. Pada kita kembali Schultz dari Italia, ia berbagi wahyu dan ide untuk memodifikasi format toko Starbucks dengan Baldwin dan Bowker. But instead of winning their approval, Schultz encountered strong resistance. Tapi bukannya menang persetujuan mereka, Schultz menemukan resistensi yang kuat. Baldwin and Bowker argued that Starbucks was a retailer, not a restaurant or bar. Baldwin dan Bowker berpendapat bahwa Starbucks adalah pengecer, bukan restoran atau bar. They feared that serving drinks would put them in the beverage business and dilute the integrity of Starbucks' mission as a coffee store. Mereka takut melayani minuman akan menempatkan mereka dalam bisnis minuman dan encer integritas misi Starbucks sebagai toko kopi. They pointed out that Starbucks was a profitable small, private company and there was no reason to rock the boat. Mereka menunjukkan bahwa Starbucks adalah sebuah kecil menguntungkan, perusahaan pribadi dan tidak ada alasan untuk batu perahu. But a more pressing reason for their resistance emerged shortly—Baldwin and Bowker were excited by an opportunity to purchase Peet's Coffee and Tea. Tetapi lebih banyak alasan untuk menekan perlawanan mereka muncul lama-Baldwin dan Bowker bersemangat dengan kesempatan untuk membeli Peet's Coffee dan teh. The acquisition took place in 1984; to fund it, Starbucks had to take on considerable debt, leaving little in the way of financial flexibility to support Schultz's ideas for entering the beverage part of the coffee business or expanding the number of Starbucks stores. For most of 1984, Starbucks managers were dividing their time between their operations in Seattle and the Peet's enterprise in San Francisco. Schultz found himself in San Francisco every other week supervising the marketing and operations of the five Peet's stores. Akuisisi terjadi pada tahun 1984, untuk mendanai itu, Starbucks terpaksa mengambil hutang yang cukup besar, meninggalkan sedikit di jalan fleksibilitas keuangan untuk mendukung ide-ide Schultz untuk memasuki bagian minuman dari bisnis kopi atau memperluas jumlah toko Starbucks. Bagi sebagian besar 1984, manajer Starbucks adalah membagi waktu antara operasi mereka di Seattle dan Peet's perusahaan di San Francisco. Schultz menemukan dirinya di San Francisco setiap minggu mengawasi pemasaran dan operasi dari lima Peet yang menyimpan. Starbucks employees began to feel neglected and, in one quarter, did not receive their usual bonus due to tight financial conditions. karyawan Starbucks mulai merasa diabaikan dan, dalam satu triwulan, tidak menerima bonus yang biasa mereka karena kondisi keuangan yang ketat. Employee discontent escalated to the point where a union election was called, and the union won by three votes. ketidakpuasan karyawan meningkat ke titik di mana pemilihan serikat disebut, dan serikat pekerja dimenangkan oleh tiga suara. Baldwin was shocked at the results, concluding that employees no longer trusted him. Baldwin terkejut pada hasil, menyimpulkan bahwa karyawan tidak lagi percaya padanya. In the months that followed, he began to spend more of his energy on the Peet's operation in San Francisco. Dalam bulan-bulan berikutnya, ia mulai menghabiskan lebih banyak energi pada Peet's operasi di San Francisco.
It took Howard Schultz nearly a year to convince Jerry Baldwin to let him test an espresso bar. Butuh Howard Schultz hampir setahun untuk meyakinkan Jerry Baldwin membiarkannya tes bar espresso. After Baldwin relented, Starbucks' sixth store, which opened in April 1984, became the first one designed to sell beverages and the first one in downtown Seattle. Setelah Baldwin mengalah, keenam toko "Starbucks, yang dibuka pada April 1984 menjadi yang pertama dirancang untuk menjual minuman dan yang pertama di pusat kota Seattle. Schultz asked for a 1,500-square-foot space to set up a full-scale Italian-style espresso bar, but Jerry agreed to allocating only 300 square feet in a corner of the new store. Schultz meminta kaki persegi ruang 1.500 untuk mengatur skala Italia-gaya espresso bar penuh, namun Jerry setuju untuk mengalokasikan hanya 300 meter persegi di sudut toko baru. There was no pre-opening marketing blitz and no sign announcing Now Serving Espresso—the lack of fanfare was part of a deliberate experiment to see what would happen. By closing time on the first day, some 400 customers had been served, well above the 250-customer average of Starbucks' best-performing stores. Within two months the store was serving 800 customers per day. Tidak ada membuka pemasaran blitz-pra dan tidak ada tanda mengumumkan Sekarang Melayani Espresso-kurangnya gembar-gembor adalah bagian dari sebuah eksperimen yang disengaja untuk melihat apa yang akan terjadi. Dengan tutup pada hari pertama, sekitar 400 pelanggan telah dilayani, jauh di atas 250-pelanggan rata-rata 'yang berkinerja terbaik toko Starbucks hari. Dalam waktu dua bulan toko itu melayani 800 pelanggan per MMBTU. The two baristas could not keep up with orders during the early morning hours, resulting in lines outside the door onto the sidewalk. Kedua barista tidak bisa bersaing dengan perintah selama jam-jam pagi hari, sehingga garis luar pintu ke trotoar. Most of the business was at the espresso counter; sales at the regular retail counter were only adequate. Sebagian besar bisnis itu di espresso konter; penjualan ritel di konter biasa hanya memadai.
Schultz was elated by the test results; his visits to the store indicated that it was becoming a gathering place and that customers were pleased with the beverages being served. Schultz sangat gembira dengan hasil uji; kunjungannya ke toko itu menunjukkan bahwa menjadi tempat berkumpul dan bahwa pelanggan yang puas dengan minuman yang dilayani. Schultz expected that Baldwin's doubts about entering the beverage side of the business would be dispelled and that he would gain approval to take Starbucks to a new level. Schultz diharapkan keraguan itu Baldwin tentang sisi minuman memasuki bisnis ini akan menghilangkan dan bahwa ia akan memperoleh persetujuan untuk mengambil Starbucks ke tingkat yang baru. Every day he went into Baldwin's office to show him the sales figures and customer counts at the new downtown store. Setiap hari ia pergi ke kantor Baldwin untuk menunjukkan angka penjualan dan jumlah pelanggan di toko pusat kota baru. But Baldwin was not comfortable with the success of the new store; he believed that espresso drinks were a distraction from the core business of selling fine arabica coffees at retail and rebelled at the thought that people would see Starbucks as a place to get a quick cup of coffee to go. Tapi Baldwin tidak nyaman dengan keberhasilan toko baru, ia percaya bahwa minuman espresso adalah gangguan dari bisnis inti jual kopi arabika baik secara eceran dan memberontak pada berpikir bahwa orang akan melihat Starbucks sebagai tempat untuk mendapatkan cangkir cepat kopi untuk pergi. He adamantly told Schultz, "We're coffee roasters. I don't want to be in the restaurant business . . . Besides, we're too deeply in debt to consider pursuing this idea."6 While he didn't deny that the experiment was succeeding, he didn't want to go forward with introducing beverages in other Starbucks stores. Dia tegas Schultz mengatakan, "Kami roaster kopi.. Aku tidak ingin berada di restoran bisnis.. Selain itu, kita terlalu dalam di utang untuk mempertimbangkan mengejar ide ini." 6 Sementara ia tidak menyangkal bahwa percobaan tersebut berhasil, dia tidak ingin maju dengan memperkenalkan minuman di Starbucks lain toko. Schultz's efforts to persuade Baldwin to change his mind continued to meet strong resistance, although to avoid a total impasse Baldwin finally did agree to let Schultz put espresso machines in the back of two other Starbucks stores. Schultz upaya untuk membujuk Baldwin untuk berubah pikiran terus menghadapi perlawanan yang kuat, meskipun untuk menghindari total Baldwin kebuntuan akhirnya setuju untuk membiarkan Schultz menempatkan mesin espresso di belakang dua toko lainnya Starbucks.
Over the next several months, Schultz—at the age of 33—made up his mind to leave Starbucks and start his own company. Selama beberapa bulan berikutnya, Schultz-pada usia 33 memutuskan untuk meninggalkan Starbucks dan memulai perusahaannya sendiri. His plan was to open espresso bars in high-traffic downtown locations that would emulate the friendly, energetic atmosphere he had encountered in Italian espresso bars. Rencananya adalah untuk membuka bar espresso di lalu lintas pusat kota lokasi-tinggi yang akan meniru energik, suasana ramah dia temui di bar espresso Italia. Schultz had become friends with a corporate lawyer, Scott Greenberg, who helped companies raise venture capital and go public. Schultz telah menjadi berteman dengan seorang pengacara perusahaan, Scott Greenberg, yang membantu perusahaan meningkatkan modal ventura dan go public. Greenberg told Schultz he believed investors would be interested in providing venture capital for the kind of company Schultz had in mind. Greenberg Schultz mengatakan dia yakin investor akan tertarik dalam memberikan modal usaha untuk jenis perusahaan Schultz ada dalam pikiran. Baldwin and Bowker, knowing how frustrated Schultz had become, supported his efforts to go out on his own and agreed to let him stay in his current job and office until definitive plans were in place. Baldwin dan Bowker, mengetahui bagaimana menjadi frustrasi Schultz, mendukung upaya untuk keluar sendiri dan setuju untuk membiarkan dia tinggal di pekerjaannya yang sekarang dan kantor sampai rencana definitif ada di tempat. Schultz left Starbucks in late 1985. Schultz meninggalkan Starbucks pada tahun 1985 akhir.
Schultz's Il Giornale Venture Schultz's Il Giornale Venture
Ironically, as Schultz was finalizing the documents for his new company, Jerry Baldwin announced he would invest $150,000 of Starbucks' money in Schultz's coffee-bar enterprise, thus becoming Schultz's first investor. Baldwin accepted Schultz's invitation to be a director of the new company, and Gordon Bowker agreed to be a part-time consultant for six months. Bowker urged Schultz to make sure that everything about the new stores—the name, the presentation, the care taken in preparing the coffee—was calculated to lead customers to expect something better than competitors offered. Ironisnya, sebagai Schultz menyelesaikan dokumen untuk perusahaan baru, Jerry Baldwin mengumumkan ia akan menginvestasikan $ 150.000 dari 'uang Starbucks di bar perusahaan kopi-Schultz, sehingga menjadi pertama investor Schultz diterima. Baldwin undangan Schultz menjadi direktur perusahaan baru, dan Gordon Bowker sepakat untuk menjadi konsultan bagian-waktu selama enam bulan mendesak. Bowker Schultz untuk memastikan bahwa segala sesuatu tentang orang-toko nama baru, presentasi, perawatan yang diambil dalam penyajian kopi dihitung untuk memimpin pelanggan untuk mengharapkan sesuatu lebih baik daripada yang ditawarkan pesaing. Bowker proposed that the new company be named Il Giornale (pronounced ill jor-nahl-ee ) Coffee Company, a suggestion that Schultz accepted. In December 1985, Bowker and Schultz made a trip to Italy during which they visited some 500 espresso bars in Milan and Verona, observing local habits, taking notes about decor and menus, snapping photographs, and videotaping baristas in action. Bowker diusulkan bahwa perusahaan baru yang bernama Il Giornale (diucapkan sakit jor-Nahl-ee) Perusahaan Kopi, saran bahwa Schultz diterima. Pada bulan Desember 1985, Bowker dan Schultz melakukan perjalanan ke Italia selama mereka mengunjungi bar espresso di Milan beberapa 500 dan Verona, kebiasaan lokal mengamati, membuat catatan tentang dekorasi dan menu, sambil foto-foto, dan rekaman video barista beraksi.
Greenberg and Schultz then drew up plans to raise an initial $400,000 in seed capital and another $1.25 million in equity—enough to launch at least eight espresso bars and prove the concept would work in Seattle and elsewhere. Greenberg dan Schultz kemudian menyusun rencana untuk meningkatkan suatu $ awal 400.000 modal benih dan $ 1,25 juta ekuitas yang cukup untuk memulai setidaknya delapan bar espresso dan membuktikan konsep tersebut akan bekerja di Seattle dan di tempat lain. The seed capital was raised by the end of January 1986, primarily from Starbucks and two other investors who believed in Schultz and his ideas, but it took Schultz until the end of the year to raise the remaining $1.25 million. He made presentations to 242 potential investors, 217 of whom said no. Many who heard Schultz's hour-long presentation saw coffee as a commodity business and thought that Schultz's espresso-bar concept lacked any basis for sustainable competitive advantage (no patent on dark roast, no advantage in purchasing coffee beans, no way to bar the entry of imitative competitors). Some noted that consumption of coffee had been declining since the mid-1960s, others were skeptical that people would pay $1.50 or more for a cup of coffee, and still others were turned off by the company's hard-to-pronounce name. Modal benih dibesarkan oleh akhir Januari 1986, terutama dari Starbucks dan dua investor lainnya yang percaya pada Schultz dan ide-idenya, tapi butuh Schultz sampai akhir tahun untuk menaikkan sisa $ 1250000 dibuat. Dia presentasi kepada 242 potensial investor, 217 di antaranya mengatakan tidak presentasi. Banyak yang Schultz jam-lama mendengar melihat kopi sebagai usaha komoditas dan berpikir bahwa bar konsep Schultz's espresso-tidak memiliki dasar apa pun untuk keunggulan kompetitif yang berkesinambungan (tidak paten di panggang gelap, tidak ada keuntungan dalam pembelian biji kopi , tidak ada cara untuk bar masuknya pesaing meniru). Beberapa mencatat bahwa konsumsi kopi telah menurun sejak tahun 1960-an pertengahan, yang lain skeptis bahwa orang akan membayar $ 1,50 atau lebih untuk minum kopi, dan masih lainnya dimatikan oleh perusahaan sulit mengucapkan nama. Being rejected by so many potential investors was disheartening (some who listened to Schultz's presentation Ditolak oleh banyak investor potensial begitu menyedihkan (beberapa orang yang mendengarkan presentasi Schultz's
didn't even bother to call him back; others refused to take his calls). Nonetheless, Schultz continued to display passion and enthusiasm in making his pitch and never doubted that his plan would work. bahkan tidak repot-repot untuk memanggil kembali; lain menolak untuk menerima telepon-nya). Meskipun demikian, Schultz terus menampilkan gairah dan antusiasme dalam membuat pitch dan tidak pernah meragukan bahwa rencananya akan berhasil. He ended up raising $1.65 million from about 30 investors; most of this money came from nine people, five of whom became directors of the new company. Dia akhirnya meningkatkan $ 1.650.000 dari sekitar 30 investor, sebagian besar uang ini berasal dari sembilan orang, lima di antaranya menjadi direktur perusahaan baru.
One of Howard Schultz's earliest moves during the start-up process was to hire Dave Olsen, who in 1974 had opened a coffee bar, Café Allegro, near the busiest entrance to the University of Washington campus. Salah satu langkah awal Schultz Howard selama-up proses mulai adalah untuk merekrut Dave Olsen, yang pada tahun 1974 telah membuka sebuah bar kopi, Cafe Allegro, dekat pintu masuk tersibuk di Universitas Washington kampus. Olsen was a long-standing Starbucks customer, having discovered the quality of Starbucks' coffee beans, gotten to know the owners, and worked with them to develop a custom espresso roast for use in his café. Olsen adalah pelanggan Starbucks berdiri-lama, setelah menemukan kualitas biji kopi 'Starbucks, berhasil untuk mengetahui pemilik, dan bekerja bersama mereka untuk mengembangkan panggang espresso kustom untuk digunakan di kafe-nya. Olsen's successful Café Allegro had become known for café au lait, a concoction equivalent to the Italian caffè latte . Olsen sukses Café Allegro telah menjadi terkenal karena café au lait, setara ramuan ke Caffe latte Italia. When Olsen heard of Schultz's plans for Il Giornale, he called Schultz and expressed an interest in being part of the new company—he was intrigued by the Italian coffee-bar concept and was looking for a more expansive career opportunity. Ketika Olsen mendengar rencana Schultz untuk Il Giornale, ia disebut Schultz dan menyatakan minat menjadi bagian dari perusahaan baru-ia tertarik dengan konsep-bar kopi Italia dan sedang mencari peluang karier yang lebih luas. Olsen not only had coffee expertise but also had spent 10 years in an apron behind the counter at Café Allegro. Olsen tidak hanya memiliki keahlian kopi tetapi juga telah menghabiskan 10 tahun di sebuah celemek di belakang meja di Café Allegro. Schultz immediately picked up on the synergy between him and Olsen. Schultz segera mengangkat pada sinergi antara dirinya dan Olsen. His own strengths were in forming and communicating a vision, raising money, finding good store locations, building a brand name, and planning for growth. kekuatan sendiri adalah dalam membentuk dan mengkomunikasikan visi, mengumpulkan uang, mencari lokasi toko yang baik, membangun nama merek, dan perencanaan untuk pertumbuhan. Olsen understood the nuts and bolts of operating a retail café, hiring and training baristas, and making and serving good drinks. Olsen memahami baut mur dan pengoperasian ritel kafe, perekrutan dan pelatihan barista, dan membuat dan melayani minuman yang baik. Plus, Olsen was fun to work with. Plus, Olsen menyenangkan untuk bekerja dengan. Schultz put Olsen in charge of store operations, made him the coffee conscience of the company, and gave him the authority to make sure that Il Giornale served the best coffee and espresso possible. Schultz menempatkan Olsen bertanggung jawab atas operasi toko, membuatnya hati nurani kopi perusahaan, dan memberinya wewenang untuk memastikan bahwa Il Giornale melayani kopi terbaik dan espresso mungkin.
The first Il Giornale store opened in April 1986. The Il Giornale toko pertama dibuka pada bulan April 1986. It had a mere 700 square feet and was located near the entrance of Seattle's tallest building. Ia memiliki kaki persegi hanya 700 dan terletak di dekat pintu masuk gedung tertinggi di Seattle. The decor was Italian, the menu contained Italian words, and Italian opera music played in the background. dekorasi itu Italia, menu berisi kata-kata Italia, dan musik opera Italia diputar dalam latar belakang. The baristas wore white shirts and bow ties. Para barista mengenakan kemeja putih dan dasi kupu-kupu. All service was stand-up—there were no chairs. layanan Semuanya stand-up-tidak ada kursi. National and international papers hung from rods on the wall. Nasional dan surat kabar internasional tergantung dari batang di dinding. By closing time on the first day, 300 customers had been served, mostly in the morning hours. Dengan tutup pada hari pertama, 300 pelanggan telah dilayani, terutama pada pagi hari. Schultz and Olsen worked hard to make sure that all the details were executed perfectly. Schultz dan Olsen bekerja keras untuk memastikan bahwa semua rincian dieksekusi sempurna. For the first few weeks, Olsen worked behind the counter during the morning rush. Selama beberapa minggu pertama, Olsen bekerja di belakang meja selama sibuk pagi hari.
But while the core idea worked well, it soon became apparent that several aspects of Il Giornale's format weren't appropriate for Seattle. Tetapi sementara gagasan inti bekerja dengan baik, segera menjadi jelas bahwa beberapa aspek Il Giornale's format tidak sesuai untuk Seattle. Some customers objected to the incessant opera music, others wanted a place to sit down, and many didn't understand the Italian words on the menu. Beberapa pelanggan keberatan terhadap musik opera tak henti-hentinya, yang lain ingin tempat untuk duduk, dan banyak tidak mengerti kata-kata Italia pada menu. These "mistakes" were quickly fixed, without compromising the style and elegance of the store. Within six months, Il Giornale was serving more than 1,000 customers a day and regulars had learned how to pronounce the company's name. Para "kesalahan" dengan cepat diperbaiki, tanpa mengorbankan gaya dan keanggunan dari toko. Dalam enam bulan, Il Giornale yang melayani lebih dari 1.000 pelanggan sehari dan reguler telah belajar cara mengucapkan nama perusahaan. Because most customers were in a hurry, it became apparent that speedy service was a competitive advantage. Karena sebagian besar konsumen buru-buru, menjadi jelas bahwa pelayanan cepat adalah keunggulan kompetitif.
Six months after opening the first store, Il Giornale opened a second store in another downtown building. Enam bulan setelah pembukaan toko pertama, Il Giornale membuka toko keduanya di gedung pusat kota lain. A third store was opened in Vancouver, British Columbia, in April 1987. Sebuah toko ketiga dibuka di Vancouver, British Columbia, pada bulan April 1987. Vancouver was chosen to test the transferability of the company's business concept outside Seattle. Vancouver dipilih untuk uji transfer dari konsep bisnis perusahaan di luar Seattle. To reach his goal of opening 50 stores in five years, Schultz needed to dispel his investors' doubts about geographic expansion. Untuk mencapai tujuannya untuk membuka 50 toko di lima tahun, Schultz diperlukan untuk menghilangkan 'investor meragukan tentang ekspansi geografis. By mid-1987 sales at the three stores were equal to $1.5 million annually. Pada pertengahan tahun 1987 penjualan di tiga toko itu sama dengan $ 1.500.000 per tahun.
Il Giornale Acquires Starbucks Il Giornale Mengakuisisi Starbucks
In March 1987 Jerry Baldwin and Gordon Bowker decided to sell the whole Starbucks operation in Seattle—the stores, the roasting plant, and the Starbucks name. Pada Maret 1987 Jerry Baldwin dan Gordon Bowker memutuskan untuk menjual operasi seluruh Starbucks di Seattle-toko, pabrik memanggang, dan nama Starbucks. Bowker wanted to cash out his coffee-business investment to concentrate on his other enterprises; Baldwin, who was tired of commuting between Seattle and San Francisco and wrestling with the troubles created by the two parts of the company, elected to concentrate on the Peet's operation. Bowker mau kas keluar investasi kopi-usaha untuk berkonsentrasi pada perusahaan lain; Baldwin, yang bosan komuter antara Seattle dan San Francisco dan bergulat dengan kesulitan yang diciptakan oleh dua bagian perusahaan, terpilih berkonsentrasi pada Peet's operasi . As he recalls, "My wife and I had a 30-second conversation and decided to keep Peet's. It was the original and it was better."7 Saat dia ingat, "Istri saya dan saya punya percakapan detik 30 dan memutuskan untuk tetap Peet's. Itu adalah asli dan itu lebih baik 7."
Schultz knew immediately that he had to buy Starbucks; his board of directors agreed. Schultz langsung tahu bahwa ia harus membeli Starbucks, dewan direksi setuju nya. Schultz and his newly hired finance and accounting manager drew up a set of financial projections for the combined operations and a financing package that included a stock offering to Il Giornale's original investors and a line of credit with local banks. Schultz dan yang baru direkrut manajer keuangan dan akuntansi menyusun seperangkat proyeksi keuangan untuk operasi gabungan dan paket pembiayaan yang termasuk penawaran saham kepada investor asli Il Giornale dan fasilitas kredit dengan bank lokal. While a rival plan to acquire Starbucks was put together by another Il Giornale investor, Schultz's proposal prevailed and within weeks Schultz had raised the $3.8 million needed to buy Starbucks. Meskipun rencana saingan untuk mengakuisisi Starbucks diletakkan bersama-sama dengan investor lain Il Giornale,'s proposal Schultz menang dan dalam beberapa minggu Schultz telah menimbulkan $ 3.800.000 diperlukan untuk membeli Starbucks. The acquisition was completed in August 1987. After the papers were signed, Schultz and Scott Greenberg walked across the street to the first Il Giornale store, ordered themselves espresso drinks, and sat at a table near the window. Akuisisi ini diselesaikan pada bulan Agustus 1987. Setelah surat-surat yang ditandatangani, Schultz dan Scott Greenberg berjalan di seberang jalan ke toko Il Giornale pertama, memerintahkan mereka minuman espresso, dan duduk di meja di dekat jendela. Greenberg placed the hundred-page business plan that had been used to raise the $3.8 million between them and lifted his cup in a toast—"We did it," they said together.8 The new name of the combined companies was Starbucks Corporation. Greenberg meletakkan halaman bisnis rencana-ratus yang telah digunakan untuk meningkatkan $ 3.800.000 di antara mereka dan mengangkat cangkir di bersulang-"Kita berhasil," kata mereka together.8 Nama baru dari perusahaan gabungan itu Starbucks Corporation. Howard Schultz, at the age of 34, became Starbucks' president and CEO. Howard Schultz, pada usia 34 tahun, menjadi 'presiden dan CEO Starbucks.
http://translate.google.co.id/translate?hl=id&langpair=en|id&u=http://www.mhhe.com/business/management/thompson/11e/case/starbucks.html
Exhibit 1 contains a summary of Starbucks key performance statistics for the 1992–97 period. Lampiran 1 berisi ringkasan statistik kinerja kunci Starbucks untuk periode 1992-1997.
Company Background Background Perusahaan
Starbucks began in 1971 when three academics—English teacher Jerry Baldwin, history teacher Zev Siegel, and writer Gordon Bowker—opened a store called Starbucks Coffee, Tea, and Spice in the touristy Pikes Place Market in Seattle. Starbucks mulai pada tahun 1971 ketika tiga akademisi-guru Bahasa Inggris Jerry Baldwin, guru sejarah Zev Siegel, dan penulis Gordon Bowker-membuka sebuah toko bernama Starbucks Coffee, Teh, dan Spice di Pasar Tempat tombak turis di Seattle. The three partners shared a love of fine coffees and exotic teas and believed they could build a clientele in Seattle much like that which had already emerged in the San Francisco Bay area. Ketiga mitra berbagi kasih kopi halus dan teh eksotis dan percaya bahwa mereka dapat membangun banyak klien di Seattle seperti yang sudah muncul di daerah San Francisco Bay. Each invested $1,350 and borrowed another $5,000 from a bank to open the Pikes Place store. Setiap $ diinvestasikan 1.350 dan meminjam $ 5,000 dari bank untuk membuka toko Place tombak. Baldwin, Siegel, and Bowker chose the name Starbucks in honor of Starbuck, the coffee-loving first mate in Herman Melville's Moby Dick (so company legend has it), and because they thought the name evoked the romance of the high seas and the seafaring tradition of the early coffee traders. Baldwin, Siegel, dan Bowker memilih Starbucks nama untuk menghormati Starbuck, yang penuh cinta pertama pasangan-kopi di Herman Melville's Moby Dick (jadi legenda perusahaan memiliki itu), dan karena mereka pikir nama membangkitkan romansa laut tinggi dan pelayaran yang tradisi pedagang kopi awal. The new company's logo, designed by an artist friend, was a two-tailed mermaid encircled by the store's name. logo perusahaan baru ini, dirancang oleh seorang teman seniman, adalah putri duyung berekor dua dikelilingi oleh toko nama.
The inspiration for the Starbucks enterprise was a Dutch immigrant, Alfred Peet, who had begun importing fine arabica coffees into the United States during the 1950s. Inspirasi bagi perusahaan Starbucks adalah seorang imigran Belanda, Alfred Peet, yang sudah mulai mengimpor kopi arabika halus ke Amerika Serikat selama tahun 1950-an. Peet viewed coffee as a fine winemaker views grapes, appraising it in terms of country of origin, estates, and harvests. Peet dilihat kopi sebagai anggur dilihat winemaker baik-baik saja, penilaian dalam hal negara asal, perkebunan, dan hasil panen. Peet had opened a small store, Peet's Coffee and Tea , in Berkeley, California, in 1966 and had cultivated a loyal clientele. Peet telah membuka sebuah toko kecil, Peet's Coffee dan teh , di Berkeley, California, pada tahun 1966 dan telah dibudidayakan langganan setia. Peet's store specialized in importing fine coffees and teas, dark-roasting its own beans the European way to bring out their full flavor, and teaching customers how to grind the beans and make freshly brewed coffee at home. Peet's toko khusus untuk mengimpor kopi halus dan teh, yang memanggang sendiri biji-gelap cara Eropa untuk membawa mereka keluar penuh rasa, dan pelanggan mengajar cara menggiling biji dan membuat kopi yang baru diseduh di rumah. Baldwin, Siegel, and Bowker were well acquainted with Peet's expertise, having visited his store on numerous occasions and spent many hours listening to Peet expound on quality coffees and the importance of proper bean-roasting techniques. Baldwin, Siegel, dan Bowker sudah kenal baik dengan yang keahlian Peet, setelah mengunjungi tokonya pada berbagai kesempatan dan menghabiskan berjam-jam mendengarkan Peet menjelaskan pada kualitas kopi dan pentingnya teknik kacang-pemanggangan yang tepat. All three were devoted fans of Peet and his dark-roasted coffees, going so far as to order their personal coffee supplies by mail from Peet's. Ketiga adalah penggemar setia Peet dan gelap-panggang kopi nya, akan sejauh memesan kopi pribadi pasokan mereka dengan mail dari Peet's.
The Pikes Place store featured modest, hand-built nautical fixtures. The tombak Tempat menyimpan fitur sederhana, tangan-perlengkapan bahari dibangun. One wall was devoted to whole-bean coffees; another had shelves of coffee products. The store did not offer fresh-brewed coffee by the cup, but samples were sometimes available for tasting. Satu tembok telah dikhususkan untuk-biji kopi keseluruhan; lain telah rak produk kopi. Toko itu tidak menawarkan segar diseduh dengan cangkir kopi, tetapi sampel kadang-kadang tersedia untuk mencicipi. Initially, Siegel was the only paid employee. He wore a grocer's apron, scooped out beans for customers, extolled the virtues of fine, dark-roasted coffees, and functioned as the partnership's retail expert. Awalnya, Siegel adalah karyawan hanya dibayar. Dia memakai celemek toko kelontong itu, berlekuk kacang untuk pelanggan, memuji kebajikan denda,-panggang kopi gelap, dan berfungsi sebagai ahli's ritel kemitraan. The other two partners kept their day jobs but came by at lunch or after work to help out. Dua mitra terus hari pekerjaan mereka, tetapi datang saat makan siang atau setelah bekerja untuk membantu. During the start-up period, Baldwin kept the books and developed a growing knowledge of coffee; Bowker served as the "magic, mystery, and romance man."1 The store was an immediate success, with sales exceeding expectations, partly because of a favorable article in the Seattle Times . Selama periode-up mulai, Baldwin terus buku-buku dan mengembangkan pengetahuan tumbuh kopi; Bowker menjabat sebagai "ajaib, misteri, dan manusia cinta 1." Toko itu langsung sukses, dengan penjualan melebihi harapan, sebagian karena menguntungkan artikel di Seattle Times. In the early months, each of the founders traveled to Berkeley to learn more about coffee roasting from their mentor, Alfred Peet, who urged them to keep deepening their knowledge of coffees and teas. Pada awal bulan, masing-masing pendiri pergi ke Berkeley untuk mempelajari lebih lanjut tentang kopi panggang dari mentor mereka, Alfred Peet, yang mendesak mereka untuk terus memperdalam pengetahuan tentang kopi dan teh. For most of the first year, Starbucks ordered its coffee beans from Peet's, but then the partners purchased a used roaster from Holland and set up roasting operations in a nearby ramshackle building. Baldwin and Bowker experimented with Alfred Peet's roasting procedures and came up with their own blends and flavors. Untuk sebagian besar tahun pertama, Starbucks memesan kopi yang biji dari Peet's, tapi kemudian mitra membeli sangrai yang digunakan dari Belanda dan mendirikan operasi memanggang di gedung bobrok terdekat dan. Baldwin Bowker bereksperimen dengan yang dipanggang prosedur Peet Alfred dan muncul dengan mereka sendiri dan rasa campuran. A second Starbucks store was opened in 1972. Sebuah toko Starbucks kedua dibuka pada tahun 1972.
By the early 1980s, the company had four Starbucks stores in the Seattle area and could boast of having been profitable every year since opening its doors. Pada awal 1980-an, perusahaan memiliki empat gerai Starbucks di wilayah Seattle dan bisa membanggakan telah menguntungkan setiap tahun sejak membuka pintu-pintunya. But the roles and responsibilities of the cofounders underwent change. Namun peran dan tanggung jawab pendiri mengalami perubahan. Zev Siegel experienced burnout and left the company to pursue other interests. Zev Siegel mengalami kejenuhan dan meninggalkan perusahaan untuk mengejar kepentingan-kepentingan lain. Jerry Baldwin took over day-to-day management of the company and functioned as chief executive officer; Gordon Bowker remained involved as an owner but devoted most of his time to his advertising and design firm, a weekly newspaper he had founded, and a microbrewery he was launching (the Redhook Ale Brewery). Jerry Baldwin mengambil alih-hari hari manajemen perusahaan dan berfungsi sebagai kepala eksekutif; Gordon Bowker tetap terlibat sebagai pemilik tetapi mengabdikan sebagian besar waktunya untuk periklanan dan perusahaan desain, sebuah surat kabar mingguan yang didirikannya, dan sebuah microbrewery ia meluncurkan (yang Redhook Ale Brewery).
Howard Schultz Enters the Picture Howard Schultz Memasuki Bayangkan
In 1981, Howard Schultz, vice president and general manager of US operations for Hammarplast—a Swedish maker of stylish kitchen equipment and housewares—noticed that Starbucks was placing larger orders than Macy's was for a certain type of drip coffeemaker. Pada tahun 1981, Howard Schultz, wakil presiden dan general manager dari operasi AS untuk-sebuah Swedia pembuat Hammarplast dari peralatan dapur dan rumah tangga gaya-melihat bahwa Starbucks adalah menempatkan perintah lebih besar dari Macy's yang untuk jenis tertentu pembuat kopi tetes. Curious to learn what was going on, he decided to pay the company a visit. Penasaran untuk mengetahui apa yang sedang terjadi, ia memutuskan untuk membayar perusahaan mengunjungi. The morning after his arrival in Seattle, Schultz was escorted to the Pikes Place store by Linda Grossman, the retail merchandising manager for Starbucks. Pagi hari setelah kedatangannya di Seattle, Schultz diantar ke toko Place tombak oleh Linda Grossman, manajer merchandising eceran untuk Starbucks. A solo violinist was playing Mozart at the door, with his violin case open for donations. Seorang pemain biola solo sedang bermain Mozart di pintu, dengan kasus biola terbuka untuk sumbangan. Schultz immediately was taken by the powerful and pleasing aroma of the coffees, the wall displaying coffee beans, and the rows of red, yellow, and black Hammarplast coffeemakers on the shelves. Schultz segera diambil oleh yang kuat dan harum jang memadakan dari kopi, dinding menampilkan kopi biji, dan barisan merah, kuning, dan coffeemakers Hammarplast hitam di rak. As he talked with the clerk behind the counter, the clerk scooped out some Sumatran coffee beans, ground them, put the grounds in a cone filter, poured hot water over the cone, and shortly handed Schultz a porcelain mug filled with the freshly brewed coffee. Ketika dia berbicara dengan petugas di belakang meja, petugas itu meraup beberapa biji kopi Sumatera, tanah mereka, meletakkan dasar di filter kerucut, menuangkan air panas ke kerucut, dan segera menyerahkan Schultz sebuah cangkir porselen diisi dengan brewed kopi yang baru . After three sips, Schultz was hooked. He began asking the clerk and Grossman questions about the company, about coffees from different parts of the world, and about the different ways of roasting coffee. Setelah tiga teguk, Schultz itu dikaitkan. Dia mulai meminta petugas dan pertanyaan Grossman tentang perusahaan, tentang kopi dari berbagai belahan dunia, dan tentang cara-cara yang berbeda kopi panggang.
Next, Schultz met with Jerry Baldwin and Gordon Bowker, whose offices overlooked the company's coffee-roasting operation. Selanjutnya, Schultz bertemu dengan Jerry Baldwin dan Gordon Bowker, kantor yang diabaikan perusahaan kopi panggang operasi. The atmosphere was informal. Suasana informal. Baldwin, dressed in a sweater and tie, showed Schultz some new beans that had just come in from Java and suggested they try a sample. Baldwin, mengenakan sweater dan dasi, menunjukkan Schultz beberapa biji baru yang baru saja datang dari Jawa dan menyatakan bahwa mereka mencoba sampel. Baldwin did the brewing himself, using a glass pot called a French press. Baldwin tidak menyeduh sendiri, menggunakan panci kaca disebut pers Perancis. Bowker, a slender, bearded man with dark hair and intense brown eyes, appeared at the door and the three men sat down to talk about Starbucks. Bowker, ramping, pria berjanggut dengan rambut gelap dan mata cokelat intens, muncul di pintu dan tiga orang duduk untuk berbicara tentang Starbucks. Schultz was struck by their knowledge of coffee, their commitment to providing high-quality products, and their passion for educating customers about the merits of dark-roasted coffees. Schultz terkesan dengan pengetahuan mereka tentang kopi, komitmen mereka untuk menyediakan produk yang berkualitas tinggi, dan semangat mereka untuk mendidik pelanggan mengenai manfaat-panggang kopi gelap. Baldwin told Schultz, "We don't manage the business to maximize anything other than the quality of the coffee."2 Starbucks purchased only the finest arabica coffees and put them through a meticulous dark-roasting process to bring out their full flavors. Baldwin mengatakan kepada Schultz, "Kami tidak mengelola bisnis untuk memaksimalkan apa pun selain kualitas rasa kopi." 2 Starbucks yang dibeli hanya arabika terbaik di kopi dan meletakkan mereka melalui pemanggangan teliti gelap-proses untuk membawa mereka keluar penuh. Baldwin explained that the cheap robusta coffees used in supermarket blends burn when subjected to dark roasting. Baldwin menjelaskan bahwa kopi robusta murah digunakan dalam campuran supermarket membakar ketika mengalami pemanggangan gelap. He also noted that the makers of supermarket blends prefer lighter roasts because they allow higher yields (the longer a coffee is roasted, the more weight it loses). Dia juga mencatat bahwa para pembuat campuran supermarket lebih memilih daging panggang lebih ringan karena mereka mengijinkan hasil yang lebih tinggi (semakin lama kopi dipanggang, semakin berat kehilangan).
Schultz was struck by the business philosophy of the two partners. Schultz terkesan dengan filosofi bisnis dari kedua mitra. It was clear from their discussions that Starbucks stood not just for good coffee, but rather for the dark-roasted flavor profiles that the founders were passionate about. Sudah jelas dari diskusi mereka bahwa Starbucks berdiri bukan hanya untuk minum kopi yang baik, melainkan untuk rasa panggang profil-gelap yang para pendiri yang bersemangat. Top-quality, fresh-roasted, whole-bean coffee was the company's differentiating feature and a bedrock value. Top berkualitas, segar-bakar,-biji kopi seluruh perusahaan membedakan fitur dan nilai dasar. It was also clear to Schultz that Starbucks was strongly committed to educating its customers to appreciate the qualities of fine coffees, rather than just kowtowing to mass-market appeal. Ini juga jelas bagi Schultz bahwa Starbucks memiliki komitmen untuk mendidik pelanggan untuk menghargai kualitas kopi yang baik, bukan hanya kowtowing ke pasar banding massa. The company depended mainly on word-of-mouth to get more people into its stores, then relied on the caliber of its product to give patrons a sense of discovery and excitement. Perusahaan ini terutama bergantung pada kata--mulut untuk mendapatkan lebih banyak orang ke toko, maka bergantung pada kaliber produk pelanggan untuk memberikan rasa penemuan dan kegembiraan. It built customer loyalty cup by cup as buyers of its products developed their palates. Ini dibangun loyalitas pelanggan dengan cangkir cangkir sebagai pembeli produk dikembangkan selera mereka.
On his trip back to New York the next day, Howard Schultz could not stop thinking about Starbucks and what it would be like to be a part of the Starbucks enterprise. Schultz recalled, "There was something magic about it, a passion and authenticity I had never experienced in business."3 Living in the Seattle area also had a strong appeal. Pada perjalanannya kembali ke New York pada hari berikutnya, Schultz Howard tidak bisa berhenti memikirkan Starbucks dan apa rasanya menjadi bagian dari perusahaan Starbucks. Schultz bercerita, "Ada sesuatu yang ajaib tentang hal ini, gairah dan otentisitas saya belum pernah berpengalaman dalam area bisnis. "3 Hidup di Seattle juga memiliki daya tarik yang kuat. By the time Schultz landed at Kennedy Airport, he knew he wanted to go to work for Starbucks. Pada saat Schultz mendarat di Bandara Kennedy, ia tahu bahwa ia ingin bekerja untuk Starbucks. Though there was nothing in his background (see Exhibit 2 ) that prepared him for the experience, Schultz asked Baldwin at the first opportunity whether there was any way he could fit into Starbucks. The two quickly established an easy, comfortable rapport, but it still took a year of numerous meetings and a lot of convincing to get Baldwin, Bowker, and their silent partner from San Francisco to agree to hire Howard Schultz. Meskipun tidak ada di latar belakang (lihat Bagan 2 ) yang mempersiapkan dirinya untuk pengalaman, Schultz bertanya Baldwin pada kesempatan pertama apakah ada cara dia bisa masuk ke Starbucks. Kedua cepat membentuk nyaman, hubungan yang mudah, tetapi masih mengambil tahun sejumlah pertemuan dan banyak meyakinkan untuk mendapatkan Baldwin, Bowker, dan mitra diam mereka dari San Francisco ke setuju untuk mempekerjakan Howard Schultz. Schultz pursued a job at Starbucks far more vigorously than Starbucks pursued him. Schultz mengejar pekerjaan di Starbucks jauh lebih keras daripada Starbucks mengejarnya. There was some nervousness at Starbucks about bringing in an outsider, especially a high-powered New Yorker, who had not grown up with the values of the company. Ada beberapa gugup di Starbucks tentang membawa orang asing, terutama yang tinggi-powered New Yorker, yang tidak tumbuh dengan nilai-nilai perusahaan. Nonetheless, Schultz continued to press his ideas about the tremendous potential of expanding the Starbucks enterprise outside Seattle and exposing people all over America to Starbucks coffee—arguing there had to be more than just a few thousand coffee lovers in Seattle who would like the company's products. Meskipun demikian, Schultz terus menekan ide-idenya tentang potensi yang luar biasa dari perluasan perusahaan Starbucks di luar Seattle dan mengekspos orang di seluruh Amerika ke Starbucks kopi-argumentasi harus ada lebih dari beberapa ribu kopi pecinta hanya di Seattle yang ingin perusahaan produk . Schultz believed that Starbucks had such great promise that he offered to take a salary cut in exchange for a small equity stake in the business. Schultz percaya bahwa Starbucks sudah janji besar seperti yang dia menawarkan untuk mengambil gaji dipotong dengan imbalan saham ekuitas kecil dalam bisnis.
But the owners worried that by offering Schultz a job as head of marketing they would be committing themselves to a new direction for Starbucks. Tapi pemilik khawatir bahwa dengan Schultz menawarkan pekerjaan sebagai kepala pemasaran mereka akan melibatkan diri ke arah yang baru bagi Starbucks. At a spring 1982 meeting with the three owners in San Francisco, Schultz once again presented his vision for opening Starbucks stores across the United States and Canada. He flew back to New York thinking a job offer was in the bag. Pada musim semi 1982 pertemuan dengan tiga pemilik di San Francisco, Schultz sekali lagi disajikan visinya untuk membuka toko Starbucks di seluruh Amerika Serikat dan Kanada terbang. Dia kembali ke New York berpikir tawaran kerja di tas. But the next day Baldwin called Schultz and indicated that the owners had decided against hiring him because geographic expansion was too risky and because they did not share Schultz's vision for Starbucks. Tapi hari berikutnya Baldwin disebut Schultz dan menunjukkan bahwa pemilik telah memutuskan untuk mempekerjakan dia karena ekspansi geografis terlalu berisiko dan karena mereka tidak berbagi visi Schultz untuk Starbucks. Schultz was despondent; still, he believed so deeply in Starbucks' potential that he decided to make a last-ditch appeal. Schultz putus asa, masih, ia percaya begitu mendalam di Starbucks 'potensi bahwa ia memutuskan untuk membuat parit-banding terakhir. He called Baldwin back the next day and made an impassioned, though reasoned, case for why the decision was a mistake. Baldwin agreed to reconsider. Dia disebut Baldwin kembali keesokan harinya dan membuat berapi-api, meskipun beralasan, kasus mengapa keputusan adalah sebuah kesalahan. Baldwin setuju untuk kembali. The next morning Baldwin called Schultz and told him the job of heading marketing and overseeing the retail stores was his. Keesokan paginya Baldwin disebut Schultz dan menceritakan pekerjaan dari pos pemasaran dan mengawasi toko-toko ritel itu. In September 1982, Howard Schultz took on his new responsibilities at Starbucks. Pada bulan September 1982, Howard Schultz mengambil alih tanggung jawab barunya di Starbucks.
Starbucks and Howard Schultz: The 1982–85 Period Starbucks dan Howard Schultz: Periode 1982-1985
In his first few months at Starbucks, Schultz spent most of his waking hours in the four Seattle stores—working behind the counters, tasting different kinds of coffee, talking with customers, getting to know store personnel, and educating himself about the retail aspects of the coffee business. Dalam beberapa bulan pertama di Starbucks, Schultz menghabiskan sebagian besar-nya bangun jam dalam empat Seattle toko-bekerja di belakang counter, mencicipi berbagai jenis kopi, berbicara dengan pelanggan, untuk mengenal karyawan toko, dan mendidik dirinya sendiri tentang aspek eceran bisnis kopi. By December, Jerry Baldwin decided that Schultz was ready for the final part of his training—roasting coffee. Pada bulan Desember, Jerry Baldwin memutuskan bahwa Schultz sudah siap untuk bagian akhir dari pelatihan-roasting kopi. Schultz spent a week at the roaster examining the color of the beans, listening for the telltale second pop of the beans during the roasting process, learning to taste the subtle differences among Baldwin and Bowker's various roasts, and familiarizing himself with the roasting techniques for different beans. Schultz menghabiskan seminggu di sangrai memeriksa warna biji, mendengarkan pop kedua-tanda kacang selama proses pemanggangan, belajar untuk mencicipi perbedaan halus antara Baldwin dan berbagai roasts's Bowker, dan membiasakan diri dengan teknik pemanggangan untuk berbeda kacang.
Meanwhile, he made a point of acclimating himself to the informal dress code, blending in with the culture, and gaining credibility and building trust with colleagues. Making the transition from the high-energy, coat-and-tie style of New York to the more casual ambience of the Pacific Northwest required a conscious effort on Schultz's part. Sedangkan, dia membuat titik acclimating dirinya kode berpakaian informal, pencampuran dengan budaya, dan mendapatkan kredibilitas dan membangun kepercayaan dengan kolega. Pembuatan transisi dari energi-tinggi,-dan-dasi gaya mantel dari New York ke lebih suasana santai dari Pacific Northwest diperlukan upaya sadar pada bagian Schultz. One day during the busy Christmas season that first year, Schultz made real headway in gaining the acceptance and respect of company personnel at the Pikes Place store. Suatu hari selama musim Natal yang sibuk tahun pertama, Schultz membuat kemajuan nyata dalam memperoleh penerimaan dan penghargaan terhadap personil perusahaan di Place tombak toko. The store was packed and Schultz was behind the counter ringing up sales when someone shouted that a customer had just headed out the door with some stuff—two expensive coffeemakers it turned out, one in each hand. toko itu penuh sesak dan Schultz berada di balik meja dering atas penjualan ketika seseorang berteriak bahwa pelanggan baru saja menuju pintu keluar dengan beberapa puluh dua coffeemakers barang mahal ternyata, satu di setiap tangan. Without thinking, Schultz leaped over the counter and chased the thief up the cobblestone street outside the store, yelling "Drop that stuff! Drop it!" Tanpa berpikir, Schultz melompati meja dan mengejar pencuri di jalan batu bulat di luar toko, berteriak "Drop bahwa hal! Drop itu!" The thief was startled enough to drop both pieces and run away. Pencuri cukup terkejut menjatuhkan kedua lembar dan melarikan diri. Schultz picked up the merchandise and returned to the store, holding up the coffeemakers like trophies. Schultz mengambil barang dan kembali ke toko, sambil mengacungkan coffeemakers seperti piala. Everyone applauded. Semua orang bertepuk tangan. When Schultz returned to his office later that afternoon, his staff had strung up a banner that read "Make my day."4 Ketika Schultz kembali ke kantor sore itu, stafnya telah digantung spanduk yang bertuliskan "Membuat hari saya 4."
Schultz was overflowing with ideas for the company. Schultz penuh dengan ide-ide untuk perusahaan. Early on, he noticed that first-time customers sometimes felt uneasy in the stores because of their lack of knowledge about fine coffees and because store employees sometimes came across as a little arrogant. Awal, dia menyadari bahwa waktu pelanggan pertama kadang-kadang merasa tidak nyaman di toko-toko karena kurangnya pengetahuan tentang kopi halus dan karena toko kadang-kadang menemukan karyawan sebagai sedikit arogan. Schultz worked with store employees on developing customer-friendly sales skills and produced brochures that made it easy for customers to learn about fine coffees. Schultz karyawan bekerja dengan toko pada pengembangan keterampilan pelanggan yang ramah dan brosur menghasilkan penjualan yang membuatnya mudah bagi pelanggan untuk belajar tentang kopi halus.
Schultz's biggest idea for Starbucks' future came during the spring of 1983 when the company sent him to Milan, Italy, to attend an international housewares show. ide Schultz terbesar untuk 'masa depan Starbucks datang selama musim semi tahun 1983 ketika perusahaan mengirimnya ke Milan, Italia, untuk menghadiri acara rumah tangga internasional. While walking from his hotel to the convention center, Schultz spotted an espresso bar and went inside to look around. Sambil berjalan dari hotel ke pusat konvensi, Schultz melihat sebuah bar espresso dan masuk ke dalam melihat-lihat. The cashier beside the door nodded and smiled. Kasir di samping pintu mengangguk dan tersenyum. The barista (counter worker) greeted Howard cheerfully, then gracefully pulled a shot of espresso for one customer and handcrafted a foamy cappuccino for another, all the while conversing merrily with those standing at the counter. Para barista (pekerja counter) Howard disambut riang, kemudian anggun menarik suntikan espresso untuk satu pelanggan dan buatan tangan cappuccino berbusa lain, sambil bercakap-cakap riang dengan orang-orang berdiri di konter. Schultz judged the barista's performance as "great theater." Barista's Schultz menilai kinerja sebagai "teater besar." Just down the way on a side street, he entered an even more crowded espresso bar, where the barista, whom he surmised to be the owner, was greeting customers by name; people were laughing and talking in an atmosphere that plainly was comfortable and familiar. Di ujung jalan di jalan kecil, ia memasukkan lebih padat bar espresso bahkan, dimana barista, yang dia menduga untuk menjadi pemilik, menyalami pelanggan namanya; orang-orang tertawa dan berbicara dalam suasana yang jelas merasa nyaman dan akrab . In the next few blocks, he saw two more espresso bars. Dalam beberapa blok berikutnya, ia melihat dua bar espresso lagi. When the trade show concluded for the day, Schultz walked the streets of Milan exploring espresso bars. Ketika perdagangan menunjukkan menyimpulkan untuk hari itu, Schultz berjalan di jalan-jalan menjelajahi Milan bar espresso. Some were stylish and upscale; others attracted a blue-collar clientele. Ada yang gaya dan kelas atas, yang lainnya menarik kerah biru klien. What struck Schultz was how popular and vibrant the Italian coffee bars were. Apa memukul Schultz adalah bagaimana populer dan bersemangat bar kopi Italia. Most had few chairs, and it was common for Italian opera to be playing in the background. Sebagian besar beberapa kursi, dan itu umum untuk opera Italia yang akan diputar di latar belakang. Energy levels were typically high, and the bars seemed to function as an integral community gathering place. tingkat Energi yang biasanya tinggi, dan bar tampaknya berfungsi sebagai tempat berkumpulnya komunitas yang tidak terpisahkan. Each one had its own unique character, but they all had a barista who performed with flair and exhibited a camaraderie with the customers. Schultz was particularly struck by the fact that there were 1,500 coffee bars in Milan, a city about the size of Philadelphia, and a total of 200,000 in all of Italy. Masing-masing punya karakter unik sendiri, tetapi mereka semua memiliki barista yang dilakukan dengan bakat dan dipamerkan sebuah persahabatan dengan pelanggan. Schultz terutama tersentak oleh kenyataan bahwa ada 1.500 bar kopi di Milan, sebuah kota seukuran Philadelphia, dan total 200.000 di seluruh Italia. His mind started churning. Pikirannya mulai berputar.
Schultz's first few days in Milan produced a revelation: The Starbucks stores in Seattle completely missed the point. beberapa hari pertama yang diproduksi Schultz di Milan wahyu: Toko-toko Starbucks di Seattle benar-benar ketinggalan titik. Starbucks, he decided, needed to serve fresh-brewed coffee, espresso, and cappuccino in its stores (in addition to beans and coffee equipment). Starbucks, ia memutuskan, dibutuhkan untuk melayani-brewed kopi segar, espresso, dan cappuccino di toko nya (selain biji dan peralatan kopi). Going to Starbucks should be an experience, a special treat; the stores should be a place to meet friends and visit. Pergi ke Starbucks harus menjadi pengalaman, makanan khusus; harus toko tempat untuk bertemu teman-teman dan mengunjungi. Re-creating the Italian coffee-bar culture in the United States could be Starbucks' differentiating factor. Re-menciptakan budaya kopi-bar Italia di Amerika Serikat bisa menjadi 'faktor membedakan Starbucks. Schultz remained in Milan for a week, exploring coffee bars and learning as much as he could about the Italian passion for coffee drinks. Schultz tetap di Milan selama seminggu, menjelajahi bar kopi dan belajar sebanyak dia bisa tentang semangat Italia untuk minum kopi. In one bar, he heard a customer order a caffè latte and decided to try one himself—the barista made a shot of espresso, steamed a frothy pitcher of milk, poured the two together in a cup, and put a dollop of foam on the top. Dalam salah satu bar, ia mendengar pesanan pelanggan Caffe latte dan memutuskan untuk mencoba salah satu sendiri-barista membuat suntikan espresso, dikukus pitcher berbusa susu, menuangkan dua bersama-sama dalam cangkir, dan menaruh sedikit busa pada atas. Schultz concluded that it was "the perfect drink," and thought to himself, "No one in America knows about this. I've got to take it back with me."5 Schultz menyimpulkan bahwa itu adalah "minuman yang sempurna," dan berpikir untuk dirinya sendiri, "satu di Amerika Tidak tahu tentang hal ini. Aku harus mengambil kembali dengan saya 5."
Schultz's Growing Frustration Schultz's Growing Frustrasi
On Schultz's return from Italy, he shared his revelation and ideas for modifying the format of Starbucks stores with Baldwin and Bowker. Pada kita kembali Schultz dari Italia, ia berbagi wahyu dan ide untuk memodifikasi format toko Starbucks dengan Baldwin dan Bowker. But instead of winning their approval, Schultz encountered strong resistance. Tapi bukannya menang persetujuan mereka, Schultz menemukan resistensi yang kuat. Baldwin and Bowker argued that Starbucks was a retailer, not a restaurant or bar. Baldwin dan Bowker berpendapat bahwa Starbucks adalah pengecer, bukan restoran atau bar. They feared that serving drinks would put them in the beverage business and dilute the integrity of Starbucks' mission as a coffee store. Mereka takut melayani minuman akan menempatkan mereka dalam bisnis minuman dan encer integritas misi Starbucks sebagai toko kopi. They pointed out that Starbucks was a profitable small, private company and there was no reason to rock the boat. Mereka menunjukkan bahwa Starbucks adalah sebuah kecil menguntungkan, perusahaan pribadi dan tidak ada alasan untuk batu perahu. But a more pressing reason for their resistance emerged shortly—Baldwin and Bowker were excited by an opportunity to purchase Peet's Coffee and Tea. Tetapi lebih banyak alasan untuk menekan perlawanan mereka muncul lama-Baldwin dan Bowker bersemangat dengan kesempatan untuk membeli Peet's Coffee dan teh. The acquisition took place in 1984; to fund it, Starbucks had to take on considerable debt, leaving little in the way of financial flexibility to support Schultz's ideas for entering the beverage part of the coffee business or expanding the number of Starbucks stores. For most of 1984, Starbucks managers were dividing their time between their operations in Seattle and the Peet's enterprise in San Francisco. Schultz found himself in San Francisco every other week supervising the marketing and operations of the five Peet's stores. Akuisisi terjadi pada tahun 1984, untuk mendanai itu, Starbucks terpaksa mengambil hutang yang cukup besar, meninggalkan sedikit di jalan fleksibilitas keuangan untuk mendukung ide-ide Schultz untuk memasuki bagian minuman dari bisnis kopi atau memperluas jumlah toko Starbucks. Bagi sebagian besar 1984, manajer Starbucks adalah membagi waktu antara operasi mereka di Seattle dan Peet's perusahaan di San Francisco. Schultz menemukan dirinya di San Francisco setiap minggu mengawasi pemasaran dan operasi dari lima Peet yang menyimpan. Starbucks employees began to feel neglected and, in one quarter, did not receive their usual bonus due to tight financial conditions. karyawan Starbucks mulai merasa diabaikan dan, dalam satu triwulan, tidak menerima bonus yang biasa mereka karena kondisi keuangan yang ketat. Employee discontent escalated to the point where a union election was called, and the union won by three votes. ketidakpuasan karyawan meningkat ke titik di mana pemilihan serikat disebut, dan serikat pekerja dimenangkan oleh tiga suara. Baldwin was shocked at the results, concluding that employees no longer trusted him. Baldwin terkejut pada hasil, menyimpulkan bahwa karyawan tidak lagi percaya padanya. In the months that followed, he began to spend more of his energy on the Peet's operation in San Francisco. Dalam bulan-bulan berikutnya, ia mulai menghabiskan lebih banyak energi pada Peet's operasi di San Francisco.
It took Howard Schultz nearly a year to convince Jerry Baldwin to let him test an espresso bar. Butuh Howard Schultz hampir setahun untuk meyakinkan Jerry Baldwin membiarkannya tes bar espresso. After Baldwin relented, Starbucks' sixth store, which opened in April 1984, became the first one designed to sell beverages and the first one in downtown Seattle. Setelah Baldwin mengalah, keenam toko "Starbucks, yang dibuka pada April 1984 menjadi yang pertama dirancang untuk menjual minuman dan yang pertama di pusat kota Seattle. Schultz asked for a 1,500-square-foot space to set up a full-scale Italian-style espresso bar, but Jerry agreed to allocating only 300 square feet in a corner of the new store. Schultz meminta kaki persegi ruang 1.500 untuk mengatur skala Italia-gaya espresso bar penuh, namun Jerry setuju untuk mengalokasikan hanya 300 meter persegi di sudut toko baru. There was no pre-opening marketing blitz and no sign announcing Now Serving Espresso—the lack of fanfare was part of a deliberate experiment to see what would happen. By closing time on the first day, some 400 customers had been served, well above the 250-customer average of Starbucks' best-performing stores. Within two months the store was serving 800 customers per day. Tidak ada membuka pemasaran blitz-pra dan tidak ada tanda mengumumkan Sekarang Melayani Espresso-kurangnya gembar-gembor adalah bagian dari sebuah eksperimen yang disengaja untuk melihat apa yang akan terjadi. Dengan tutup pada hari pertama, sekitar 400 pelanggan telah dilayani, jauh di atas 250-pelanggan rata-rata 'yang berkinerja terbaik toko Starbucks hari. Dalam waktu dua bulan toko itu melayani 800 pelanggan per MMBTU. The two baristas could not keep up with orders during the early morning hours, resulting in lines outside the door onto the sidewalk. Kedua barista tidak bisa bersaing dengan perintah selama jam-jam pagi hari, sehingga garis luar pintu ke trotoar. Most of the business was at the espresso counter; sales at the regular retail counter were only adequate. Sebagian besar bisnis itu di espresso konter; penjualan ritel di konter biasa hanya memadai.
Schultz was elated by the test results; his visits to the store indicated that it was becoming a gathering place and that customers were pleased with the beverages being served. Schultz sangat gembira dengan hasil uji; kunjungannya ke toko itu menunjukkan bahwa menjadi tempat berkumpul dan bahwa pelanggan yang puas dengan minuman yang dilayani. Schultz expected that Baldwin's doubts about entering the beverage side of the business would be dispelled and that he would gain approval to take Starbucks to a new level. Schultz diharapkan keraguan itu Baldwin tentang sisi minuman memasuki bisnis ini akan menghilangkan dan bahwa ia akan memperoleh persetujuan untuk mengambil Starbucks ke tingkat yang baru. Every day he went into Baldwin's office to show him the sales figures and customer counts at the new downtown store. Setiap hari ia pergi ke kantor Baldwin untuk menunjukkan angka penjualan dan jumlah pelanggan di toko pusat kota baru. But Baldwin was not comfortable with the success of the new store; he believed that espresso drinks were a distraction from the core business of selling fine arabica coffees at retail and rebelled at the thought that people would see Starbucks as a place to get a quick cup of coffee to go. Tapi Baldwin tidak nyaman dengan keberhasilan toko baru, ia percaya bahwa minuman espresso adalah gangguan dari bisnis inti jual kopi arabika baik secara eceran dan memberontak pada berpikir bahwa orang akan melihat Starbucks sebagai tempat untuk mendapatkan cangkir cepat kopi untuk pergi. He adamantly told Schultz, "We're coffee roasters. I don't want to be in the restaurant business . . . Besides, we're too deeply in debt to consider pursuing this idea."6 While he didn't deny that the experiment was succeeding, he didn't want to go forward with introducing beverages in other Starbucks stores. Dia tegas Schultz mengatakan, "Kami roaster kopi.. Aku tidak ingin berada di restoran bisnis.. Selain itu, kita terlalu dalam di utang untuk mempertimbangkan mengejar ide ini." 6 Sementara ia tidak menyangkal bahwa percobaan tersebut berhasil, dia tidak ingin maju dengan memperkenalkan minuman di Starbucks lain toko. Schultz's efforts to persuade Baldwin to change his mind continued to meet strong resistance, although to avoid a total impasse Baldwin finally did agree to let Schultz put espresso machines in the back of two other Starbucks stores. Schultz upaya untuk membujuk Baldwin untuk berubah pikiran terus menghadapi perlawanan yang kuat, meskipun untuk menghindari total Baldwin kebuntuan akhirnya setuju untuk membiarkan Schultz menempatkan mesin espresso di belakang dua toko lainnya Starbucks.
Over the next several months, Schultz—at the age of 33—made up his mind to leave Starbucks and start his own company. Selama beberapa bulan berikutnya, Schultz-pada usia 33 memutuskan untuk meninggalkan Starbucks dan memulai perusahaannya sendiri. His plan was to open espresso bars in high-traffic downtown locations that would emulate the friendly, energetic atmosphere he had encountered in Italian espresso bars. Rencananya adalah untuk membuka bar espresso di lalu lintas pusat kota lokasi-tinggi yang akan meniru energik, suasana ramah dia temui di bar espresso Italia. Schultz had become friends with a corporate lawyer, Scott Greenberg, who helped companies raise venture capital and go public. Schultz telah menjadi berteman dengan seorang pengacara perusahaan, Scott Greenberg, yang membantu perusahaan meningkatkan modal ventura dan go public. Greenberg told Schultz he believed investors would be interested in providing venture capital for the kind of company Schultz had in mind. Greenberg Schultz mengatakan dia yakin investor akan tertarik dalam memberikan modal usaha untuk jenis perusahaan Schultz ada dalam pikiran. Baldwin and Bowker, knowing how frustrated Schultz had become, supported his efforts to go out on his own and agreed to let him stay in his current job and office until definitive plans were in place. Baldwin dan Bowker, mengetahui bagaimana menjadi frustrasi Schultz, mendukung upaya untuk keluar sendiri dan setuju untuk membiarkan dia tinggal di pekerjaannya yang sekarang dan kantor sampai rencana definitif ada di tempat. Schultz left Starbucks in late 1985. Schultz meninggalkan Starbucks pada tahun 1985 akhir.
Schultz's Il Giornale Venture Schultz's Il Giornale Venture
Ironically, as Schultz was finalizing the documents for his new company, Jerry Baldwin announced he would invest $150,000 of Starbucks' money in Schultz's coffee-bar enterprise, thus becoming Schultz's first investor. Baldwin accepted Schultz's invitation to be a director of the new company, and Gordon Bowker agreed to be a part-time consultant for six months. Bowker urged Schultz to make sure that everything about the new stores—the name, the presentation, the care taken in preparing the coffee—was calculated to lead customers to expect something better than competitors offered. Ironisnya, sebagai Schultz menyelesaikan dokumen untuk perusahaan baru, Jerry Baldwin mengumumkan ia akan menginvestasikan $ 150.000 dari 'uang Starbucks di bar perusahaan kopi-Schultz, sehingga menjadi pertama investor Schultz diterima. Baldwin undangan Schultz menjadi direktur perusahaan baru, dan Gordon Bowker sepakat untuk menjadi konsultan bagian-waktu selama enam bulan mendesak. Bowker Schultz untuk memastikan bahwa segala sesuatu tentang orang-toko nama baru, presentasi, perawatan yang diambil dalam penyajian kopi dihitung untuk memimpin pelanggan untuk mengharapkan sesuatu lebih baik daripada yang ditawarkan pesaing. Bowker proposed that the new company be named Il Giornale (pronounced ill jor-nahl-ee ) Coffee Company, a suggestion that Schultz accepted. In December 1985, Bowker and Schultz made a trip to Italy during which they visited some 500 espresso bars in Milan and Verona, observing local habits, taking notes about decor and menus, snapping photographs, and videotaping baristas in action. Bowker diusulkan bahwa perusahaan baru yang bernama Il Giornale (diucapkan sakit jor-Nahl-ee) Perusahaan Kopi, saran bahwa Schultz diterima. Pada bulan Desember 1985, Bowker dan Schultz melakukan perjalanan ke Italia selama mereka mengunjungi bar espresso di Milan beberapa 500 dan Verona, kebiasaan lokal mengamati, membuat catatan tentang dekorasi dan menu, sambil foto-foto, dan rekaman video barista beraksi.
Greenberg and Schultz then drew up plans to raise an initial $400,000 in seed capital and another $1.25 million in equity—enough to launch at least eight espresso bars and prove the concept would work in Seattle and elsewhere. Greenberg dan Schultz kemudian menyusun rencana untuk meningkatkan suatu $ awal 400.000 modal benih dan $ 1,25 juta ekuitas yang cukup untuk memulai setidaknya delapan bar espresso dan membuktikan konsep tersebut akan bekerja di Seattle dan di tempat lain. The seed capital was raised by the end of January 1986, primarily from Starbucks and two other investors who believed in Schultz and his ideas, but it took Schultz until the end of the year to raise the remaining $1.25 million. He made presentations to 242 potential investors, 217 of whom said no. Many who heard Schultz's hour-long presentation saw coffee as a commodity business and thought that Schultz's espresso-bar concept lacked any basis for sustainable competitive advantage (no patent on dark roast, no advantage in purchasing coffee beans, no way to bar the entry of imitative competitors). Some noted that consumption of coffee had been declining since the mid-1960s, others were skeptical that people would pay $1.50 or more for a cup of coffee, and still others were turned off by the company's hard-to-pronounce name. Modal benih dibesarkan oleh akhir Januari 1986, terutama dari Starbucks dan dua investor lainnya yang percaya pada Schultz dan ide-idenya, tapi butuh Schultz sampai akhir tahun untuk menaikkan sisa $ 1250000 dibuat. Dia presentasi kepada 242 potensial investor, 217 di antaranya mengatakan tidak presentasi. Banyak yang Schultz jam-lama mendengar melihat kopi sebagai usaha komoditas dan berpikir bahwa bar konsep Schultz's espresso-tidak memiliki dasar apa pun untuk keunggulan kompetitif yang berkesinambungan (tidak paten di panggang gelap, tidak ada keuntungan dalam pembelian biji kopi , tidak ada cara untuk bar masuknya pesaing meniru). Beberapa mencatat bahwa konsumsi kopi telah menurun sejak tahun 1960-an pertengahan, yang lain skeptis bahwa orang akan membayar $ 1,50 atau lebih untuk minum kopi, dan masih lainnya dimatikan oleh perusahaan sulit mengucapkan nama. Being rejected by so many potential investors was disheartening (some who listened to Schultz's presentation Ditolak oleh banyak investor potensial begitu menyedihkan (beberapa orang yang mendengarkan presentasi Schultz's
didn't even bother to call him back; others refused to take his calls). Nonetheless, Schultz continued to display passion and enthusiasm in making his pitch and never doubted that his plan would work. bahkan tidak repot-repot untuk memanggil kembali; lain menolak untuk menerima telepon-nya). Meskipun demikian, Schultz terus menampilkan gairah dan antusiasme dalam membuat pitch dan tidak pernah meragukan bahwa rencananya akan berhasil. He ended up raising $1.65 million from about 30 investors; most of this money came from nine people, five of whom became directors of the new company. Dia akhirnya meningkatkan $ 1.650.000 dari sekitar 30 investor, sebagian besar uang ini berasal dari sembilan orang, lima di antaranya menjadi direktur perusahaan baru.
One of Howard Schultz's earliest moves during the start-up process was to hire Dave Olsen, who in 1974 had opened a coffee bar, Café Allegro, near the busiest entrance to the University of Washington campus. Salah satu langkah awal Schultz Howard selama-up proses mulai adalah untuk merekrut Dave Olsen, yang pada tahun 1974 telah membuka sebuah bar kopi, Cafe Allegro, dekat pintu masuk tersibuk di Universitas Washington kampus. Olsen was a long-standing Starbucks customer, having discovered the quality of Starbucks' coffee beans, gotten to know the owners, and worked with them to develop a custom espresso roast for use in his café. Olsen adalah pelanggan Starbucks berdiri-lama, setelah menemukan kualitas biji kopi 'Starbucks, berhasil untuk mengetahui pemilik, dan bekerja bersama mereka untuk mengembangkan panggang espresso kustom untuk digunakan di kafe-nya. Olsen's successful Café Allegro had become known for café au lait, a concoction equivalent to the Italian caffè latte . Olsen sukses Café Allegro telah menjadi terkenal karena café au lait, setara ramuan ke Caffe latte Italia. When Olsen heard of Schultz's plans for Il Giornale, he called Schultz and expressed an interest in being part of the new company—he was intrigued by the Italian coffee-bar concept and was looking for a more expansive career opportunity. Ketika Olsen mendengar rencana Schultz untuk Il Giornale, ia disebut Schultz dan menyatakan minat menjadi bagian dari perusahaan baru-ia tertarik dengan konsep-bar kopi Italia dan sedang mencari peluang karier yang lebih luas. Olsen not only had coffee expertise but also had spent 10 years in an apron behind the counter at Café Allegro. Olsen tidak hanya memiliki keahlian kopi tetapi juga telah menghabiskan 10 tahun di sebuah celemek di belakang meja di Café Allegro. Schultz immediately picked up on the synergy between him and Olsen. Schultz segera mengangkat pada sinergi antara dirinya dan Olsen. His own strengths were in forming and communicating a vision, raising money, finding good store locations, building a brand name, and planning for growth. kekuatan sendiri adalah dalam membentuk dan mengkomunikasikan visi, mengumpulkan uang, mencari lokasi toko yang baik, membangun nama merek, dan perencanaan untuk pertumbuhan. Olsen understood the nuts and bolts of operating a retail café, hiring and training baristas, and making and serving good drinks. Olsen memahami baut mur dan pengoperasian ritel kafe, perekrutan dan pelatihan barista, dan membuat dan melayani minuman yang baik. Plus, Olsen was fun to work with. Plus, Olsen menyenangkan untuk bekerja dengan. Schultz put Olsen in charge of store operations, made him the coffee conscience of the company, and gave him the authority to make sure that Il Giornale served the best coffee and espresso possible. Schultz menempatkan Olsen bertanggung jawab atas operasi toko, membuatnya hati nurani kopi perusahaan, dan memberinya wewenang untuk memastikan bahwa Il Giornale melayani kopi terbaik dan espresso mungkin.
The first Il Giornale store opened in April 1986. The Il Giornale toko pertama dibuka pada bulan April 1986. It had a mere 700 square feet and was located near the entrance of Seattle's tallest building. Ia memiliki kaki persegi hanya 700 dan terletak di dekat pintu masuk gedung tertinggi di Seattle. The decor was Italian, the menu contained Italian words, and Italian opera music played in the background. dekorasi itu Italia, menu berisi kata-kata Italia, dan musik opera Italia diputar dalam latar belakang. The baristas wore white shirts and bow ties. Para barista mengenakan kemeja putih dan dasi kupu-kupu. All service was stand-up—there were no chairs. layanan Semuanya stand-up-tidak ada kursi. National and international papers hung from rods on the wall. Nasional dan surat kabar internasional tergantung dari batang di dinding. By closing time on the first day, 300 customers had been served, mostly in the morning hours. Dengan tutup pada hari pertama, 300 pelanggan telah dilayani, terutama pada pagi hari. Schultz and Olsen worked hard to make sure that all the details were executed perfectly. Schultz dan Olsen bekerja keras untuk memastikan bahwa semua rincian dieksekusi sempurna. For the first few weeks, Olsen worked behind the counter during the morning rush. Selama beberapa minggu pertama, Olsen bekerja di belakang meja selama sibuk pagi hari.
But while the core idea worked well, it soon became apparent that several aspects of Il Giornale's format weren't appropriate for Seattle. Tetapi sementara gagasan inti bekerja dengan baik, segera menjadi jelas bahwa beberapa aspek Il Giornale's format tidak sesuai untuk Seattle. Some customers objected to the incessant opera music, others wanted a place to sit down, and many didn't understand the Italian words on the menu. Beberapa pelanggan keberatan terhadap musik opera tak henti-hentinya, yang lain ingin tempat untuk duduk, dan banyak tidak mengerti kata-kata Italia pada menu. These "mistakes" were quickly fixed, without compromising the style and elegance of the store. Within six months, Il Giornale was serving more than 1,000 customers a day and regulars had learned how to pronounce the company's name. Para "kesalahan" dengan cepat diperbaiki, tanpa mengorbankan gaya dan keanggunan dari toko. Dalam enam bulan, Il Giornale yang melayani lebih dari 1.000 pelanggan sehari dan reguler telah belajar cara mengucapkan nama perusahaan. Because most customers were in a hurry, it became apparent that speedy service was a competitive advantage. Karena sebagian besar konsumen buru-buru, menjadi jelas bahwa pelayanan cepat adalah keunggulan kompetitif.
Six months after opening the first store, Il Giornale opened a second store in another downtown building. Enam bulan setelah pembukaan toko pertama, Il Giornale membuka toko keduanya di gedung pusat kota lain. A third store was opened in Vancouver, British Columbia, in April 1987. Sebuah toko ketiga dibuka di Vancouver, British Columbia, pada bulan April 1987. Vancouver was chosen to test the transferability of the company's business concept outside Seattle. Vancouver dipilih untuk uji transfer dari konsep bisnis perusahaan di luar Seattle. To reach his goal of opening 50 stores in five years, Schultz needed to dispel his investors' doubts about geographic expansion. Untuk mencapai tujuannya untuk membuka 50 toko di lima tahun, Schultz diperlukan untuk menghilangkan 'investor meragukan tentang ekspansi geografis. By mid-1987 sales at the three stores were equal to $1.5 million annually. Pada pertengahan tahun 1987 penjualan di tiga toko itu sama dengan $ 1.500.000 per tahun.
Il Giornale Acquires Starbucks Il Giornale Mengakuisisi Starbucks
In March 1987 Jerry Baldwin and Gordon Bowker decided to sell the whole Starbucks operation in Seattle—the stores, the roasting plant, and the Starbucks name. Pada Maret 1987 Jerry Baldwin dan Gordon Bowker memutuskan untuk menjual operasi seluruh Starbucks di Seattle-toko, pabrik memanggang, dan nama Starbucks. Bowker wanted to cash out his coffee-business investment to concentrate on his other enterprises; Baldwin, who was tired of commuting between Seattle and San Francisco and wrestling with the troubles created by the two parts of the company, elected to concentrate on the Peet's operation. Bowker mau kas keluar investasi kopi-usaha untuk berkonsentrasi pada perusahaan lain; Baldwin, yang bosan komuter antara Seattle dan San Francisco dan bergulat dengan kesulitan yang diciptakan oleh dua bagian perusahaan, terpilih berkonsentrasi pada Peet's operasi . As he recalls, "My wife and I had a 30-second conversation and decided to keep Peet's. It was the original and it was better."7 Saat dia ingat, "Istri saya dan saya punya percakapan detik 30 dan memutuskan untuk tetap Peet's. Itu adalah asli dan itu lebih baik 7."
Schultz knew immediately that he had to buy Starbucks; his board of directors agreed. Schultz langsung tahu bahwa ia harus membeli Starbucks, dewan direksi setuju nya. Schultz and his newly hired finance and accounting manager drew up a set of financial projections for the combined operations and a financing package that included a stock offering to Il Giornale's original investors and a line of credit with local banks. Schultz dan yang baru direkrut manajer keuangan dan akuntansi menyusun seperangkat proyeksi keuangan untuk operasi gabungan dan paket pembiayaan yang termasuk penawaran saham kepada investor asli Il Giornale dan fasilitas kredit dengan bank lokal. While a rival plan to acquire Starbucks was put together by another Il Giornale investor, Schultz's proposal prevailed and within weeks Schultz had raised the $3.8 million needed to buy Starbucks. Meskipun rencana saingan untuk mengakuisisi Starbucks diletakkan bersama-sama dengan investor lain Il Giornale,'s proposal Schultz menang dan dalam beberapa minggu Schultz telah menimbulkan $ 3.800.000 diperlukan untuk membeli Starbucks. The acquisition was completed in August 1987. After the papers were signed, Schultz and Scott Greenberg walked across the street to the first Il Giornale store, ordered themselves espresso drinks, and sat at a table near the window. Akuisisi ini diselesaikan pada bulan Agustus 1987. Setelah surat-surat yang ditandatangani, Schultz dan Scott Greenberg berjalan di seberang jalan ke toko Il Giornale pertama, memerintahkan mereka minuman espresso, dan duduk di meja di dekat jendela. Greenberg placed the hundred-page business plan that had been used to raise the $3.8 million between them and lifted his cup in a toast—"We did it," they said together.8 The new name of the combined companies was Starbucks Corporation. Greenberg meletakkan halaman bisnis rencana-ratus yang telah digunakan untuk meningkatkan $ 3.800.000 di antara mereka dan mengangkat cangkir di bersulang-"Kita berhasil," kata mereka together.8 Nama baru dari perusahaan gabungan itu Starbucks Corporation. Howard Schultz, at the age of 34, became Starbucks' president and CEO. Howard Schultz, pada usia 34 tahun, menjadi 'presiden dan CEO Starbucks.
http://translate.google.co.id/translate?hl=id&langpair=en|id&u=http://www.mhhe.com/business/management/thompson/11e/case/starbucks.html
what we could have been, 05.12.
