This Case is about ENTREPRENEURSHIP
PUBLICATION DATE: December 01, 2009 PRODUCT #: KEL447-PDF-ENG
A third of these outside the United States. Starbucks had almost 17,000 shops world-wide, by early 2009 variables including a world-wide economic slowdown and rising competition from big players for example McDonald’s and Dunkin’ Donuts in the specialty coffee market had driven this fall, causing the closures of hundreds of national shops with many more planned. Creator Howard Schultz, who’d lately returned as CEO, and his executive team were convinced that Starbucks’s increase chances lay abroad, where the company already had a powerful foothold in markets like Japan and the Uk and was preparing to start hundreds of new shops in an assortment of places.
The crucial question wasn’t how the three components of the value proposition would play in lately, although whether its value proposition could transport abroad and new marketplaces. And the positions of making the appropriate international moves increased with each U.S. shop closing.
Schultz and his team also confronted a more comprehensive question, one that applied to both their U.S. and foreign shops: Could they “grow big and stay small,” staying a tremendous retailer that delivered both high quality products and a consistently familiar and satisfying experience to consumers globally? This case presents this challenge in the circumstance of Starbucks’s history, well-recognized value proposition, and international and national growth and eyesight.