MGMT4842-601 | Starbucks: Case Analysis | Strategy and Internal Initiatives to Return to Profitable Growth | Teikisha Williams 12/7/2012 | Background Information Starbucks is a highly recognized brand name around the world. The infamous coffee chain restaurant began their success in 1971 with three friends, Zev Siegel, Gordon Bowker and Jerry Baldwin. They each equally invested $1,350 and borrowed $5,000 from their bank and opened Starbucks Coffee, Tea, and Spice in Seattle, WA. They originally didn’t sell brewed coffee to the public but rather focused on whole bean coffees and other coffee products. The trio was influenced to open a coffee store by Alfred Peet, owner of Peet’s Coffee and Tea.
They figured if the store was somewhere that they could get a lot of people to notice them then it would be successful. As they we just opening up their new store they realized that they didn’t have a delivery vehicle to ship out the doughnuts. So with a delivery van idea in mind they took out the back seats of their 1936 Pontiac and installed racks for their delivery van. By July 13, 1937 the business became a hit in the area. People would suggest to them that they make their doughnuts hot and that’s what they did and that attracted even more attention to the store.
Along with his wife they delivered the strategic value of the business. They designed a family oriented business that allowed them to grow in the market and as a family. In approximately ten years they became the service shop of excellence in the Isla Verde area. In 1962 the Quiñones family was offered to be the only certified Mercedes Benz dealership in Puerto Rico. They accepted the challenge to expand and to become the best Mercedes Benz dealer and service shop in Puerto Rico.
Krispy Kreme Corporation Patti Lever, Theresa Germanovich, Celestin Moundzieho, Danielle Himsey ACC/290 April 7, 2012 Kevin Waters Krispy Kreme Corporation The Krispy Kreme legacy began back in 1933 with a hand-written recipe which was scribbled on a piece of paper in Paducah, Kentucky. Amazingly this company has grown over a period of 65 years and today is still growing all across America. It was founded by Vernon Rudolph and his uncle who purchased the donut shop and when the donuts became popular, Vernon began food delivery via bicycle to his customers to his eager customers. Soon thereafter, Vernon made the decision to move his operation to Nashville and then decided to sell the Nashville division and move again to North Carolina to open his own donut shop. This is when he began to sell his own donuts to the customers along with the grocery stores and soon created the Krispy Kreme logo.
A. B+ Howard Schultz had a vision of transforming Starbucks stores into an espresso bar, with a barista serving each customer with a performance of “great theater.” Mr. Schultz was passionate about his vision and was very persistent with the transformation of Starbucks. His strategic vision was for Starbucks to serve fresh brewed coffee, Espresso, Cappuccino, selling freshly ground or ungrounded dark roasted coffee beans, in numerous Starbucks café in the U.S and Canada. Schultz other strategic vision was to earn a profit every year, to become a national company with values, establish guiding principles that employees could be proud of, and to create a branding with the name Starbucks as the most respected brand name in the coffee industry. The objective for Mr. Schultz and Starbucks was to open one hundred twenty five stores in five years- fifteen stores in the first year, twenty the second, twenty five the third, thirty the fourth and thirty five the fifth year. Also, another important objective was to
UMUC Haircuts Case Study In 1995, UMUC Haircuts was opened by Myra Morningstar in a strip mall near the College campus. UMUC Haircuts started as a barbershop with one chair. Over the years, Myra has expanded her business to include hair styling for both men and women. Her business has grown to three barber chairs, three hair styling stations, and a shampoo station. In response to her customers’ requests, Myra would like to further expand her business by adding two stations for manicures.
Dodge and Ford: Analysis of light duty pickup truck market The half-ton pickup market in north America is has been dominated by the Ford f series trucks for over 20 years. In this period there has been a constriction of the consumer base, rising cost of compliantly products, significant shift in consumer demographics, and numerous new market entrants into the market place. Ford had met all of these challenges and continues to be the market leader. In this paper we will review what helped Ford secure it is position as the dominate market force compared to Dodge’s Ram product offering, the third strongest competitor by sales volume. To help understand the market we will review the history of the products and complete a pestel analysis of the North American pick up industry.
This number expanded to store number 2,000 in 2005. The corporation consists of several entities, including Home Depot, Home Depot Supply, Home Depot Landscaping Supply, EXPO Design Center and Home Depot Floor Store with a combined total of 345,000 associates. Annual sales reached $81.5 billion in 2005 with earnings per share more than doubling from $1.10 in 2000 to $2.72 in 2005. After co-founder Arthur Blank retired as President and CEO in 2000, Robert L. Nardelli took over the reins as the new CEO. Nardelli was a successful executive at General Electric and appeared to be a great fit with Home Depot’s culture.
Ford Motor Company Background/Introduction: Henry Ford started the company on June 16, 1903, with 11 business associates and $28,000 in capital. Ford first came out with the Model A in order to provide affordable car to large population. With such effort, Ford’s production of Model T increased from 20,277 on 1910 to 585,388 in 1916 cutting the price down by more than half, $420. In 1919, the Fords purchased all outstanding shares for $105,820,894, making Ford Motor Company a family-owned business. Henry’s son, Edsel Ford, took over the business side of the company and had a significant impact on innovations such as better design, hydraulic brakes, production of a six-cylinder engine, and the V-8.
Toyota employees see their purpose as threefold: making cars, making cars better, and teaching everyone how to make cars better. Toyota is integrating its assembly plants around the world into a single giant network. They can build a wide variety of models much more inexpensively. That means it will be able to fill market niches as they emerge without building whole new assembly operations. And with consumers increasingly fickle about what they want in a car, such market agility gives Toyota a huge competitive edge.