...With becoming the new District Manager at Dunkin’ Donuts comes great appreciation and responsibility. High standards and dynamic initiatives will be incorporated at the five new Dunkin’ Donuts locations. As a District Manager, new responsibilities will be given to help determine the success of this organization. Such responsibilities include but are not limited to creating a successful job design that offers a clear understanding of each position and their job tasks, recognizing the type of organization this business is to cater to each location’s consumer needs, and provide training to management at each store in order to recruit the most suitable employees and help them develop in the company. Job Design Within each Dunkin’ Donuts location, every job role is critical to the success of the franchise. During the initial implementation, each restaurant location will be comprised of a store manager, an assistant manager, a shift leader, three to four crew members, and a baker. These positions and staffing will fluctuate and depend on the demand of each individual location. A bi-monthly review of employee performance and sales analysis will be executed throughout the five Dunkin’ Donuts restaurants. Every restaurant includes a store manager that is in charge of directing the daily tasks. They will insure that their restaurant is kept up to standards in regards to food costs, sanitation, food preparation, and merchandising. Store managers are a vital component to the success...
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...Case Study: Opening Your New Dunkin Donuts Locations Lori Guiel MGT330: Management for Organizations Instructor: Lori Buckner March 14, 2016 Dunkin Donuts is one of the most recognizable donut franchises throughout the United States. Hearing the name Dunkin Donuts can instantly bring the thought of delicious donuts to a person’s mind. To be promoted to District Manager for a Dunkin Donuts franchisee is a dream come true! The District Manager position also comes with a lot of responsibility. First and foremost is to uphold the goal of Dunkin Donuts which is to “make and serve the freshest, most delicious coffee and donuts quickly and courteously in modern, well-merchandises stores” (Dunkin Brands, 2014). In order to uphold this goal as District Manager, I must create a job design; determine the correct organizational design for the franchises; have solid recruiting and selection; and last but not least train employees properly and provide supreme performance appraisals. JOB DESIGN Dunkin Donuts, as with any organization, relies heavily on great employees to deliver on the mission and goal of the organization. Job design thus becomes a very integral part of any organization’s success from top to bottom. “The standard approach to job design involves three steps: (a) job analysis, (b) job description, and (c) job specification.” (Baack, Reilly & Minnick, 2014). Job analysis is going to be a key component to making the five new locations successful. Company...
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... My Vision To succeed at becoming a great business, a formula for success must be developed and tested until it is perfected. Giving back to those who have made us so successful is the formula for our future success. As the future district manager, I understand that I have a role in this formula design; this can’t be done by one person, but as a collective and efficient team. A combination of comparison and experimental job analysis will ensure that our employees are better prepared for their positon. Investing in them through coaching and mentoring begins from their introduction into the organization. To recruit and motivate employees, we will implement an educational incentive program that allows them the opportunity to improve themselves while moving up in the organization. Developing and implementing an honest and unbiased evaluating system will ensure that we promote the best qualified individuals or teams while improving those not chosen. Through a more personal approach to quality management we can we replicate what has been done at our location and bring the same quality to our future five locations. Job Design Job design involves identifying appropriate, job-related knowledge, skills and abilities to ensure that assigned work can be complete successfully. As the district manager I am responsible for the day to day operations of five locations. I am responsible for maintaining the standards put forth by Dunkin Donuts and its brand. I communicate and properly...
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...knowledgeable servers, and customerfriendly coffee shops. This was a winning formula for many years and enabled Starbucks to charge premium prices. During the economic downturn beginning in 2008, profits plunged. Customers complained that the company had lost its hip, local feel and had become more like a fast-foodchain. Many coffee drinkers went in search of cheaper alternatives from McDonald's and Dunkin' Donuts for their coffee fixes. Starbucks stock lost over 50 percent of its value by the end of 2008. Major changes were in order. Starbucks seized the opportunity to overhaul its business by using severaldifferent strategies simultaneously. First, the company has revamped its in-store technology and sought to integrate its business processes with wireless technology and the mobile digital platform. Also, rather than copy the practices of competitors, Starbucks pursued a more aggressive product differentiation strategy, intended to emphasize the high quality of their drinks and efficient and helpful customer service. At the same time, however, Starbucks also focused on becoming 'lean', like many of their competitors, eliminating inefficiency wherever possible. When Starbucks set out to improve its customer experience, it found that more than a third of its customers are active users of smartphones. The company set out to implement several...
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...STARBUCKS By Patricia L. Boyd BA 2430 International Management Professor Jeff Walls January 30, 2011 Summary Three Seattle entrepreneurs started the Starbucks Corporation in 1971. Their prime product was the selling of whole bean coffee in one Seattle store. By 1982, this business had grown tremendously into five stores selling the coffee beans, a roasting facility, and a wholesale business for local restaurants. Howard Schultz, a marketer, was recruited to be the manager of retail and marketing. He brought new ideas to the owners, but was turned down. Schultz in turn opened his own coffee bar in 1986 based on Italian coffee cafes, selling brewed Starbucks coffee. By 1987, Schultz had expanded to three coffee bars and bought Starbucks from the original owners for $4 million. He changed the name of his coffee bars from Il Giornale to Starbucks. His intention for the company was to grow slowly with a very solid foundation. He wanted to create a top-notch management by wooing top executives from other well-known corporations. For the first two years, Starbucks losses doubled as overhead and operating expenses increased with Starbucks' expansion. Schultz stood his ground and did not sacrifice long term integrity and values for short-term profit. By 1991, Starbucks' sale increased by 84% and the company was out of debt. Starbucks brought back founder Schultz to lead daily operations in 2008, closed hundreds of stores and cut jobs. It reemphasized training for...
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...started the Starbucks Corporation. The primary business at this time was the selling of premium whole bean coffee in a single Seattle store. At the time, coffee consumption in the U.S. was on the decline and market dominance was established by the large supermarket brands. However, companies such as Starbucks, who began selling high quality specialty coffee, began to establish a following of loyal coffee enthusiasts. This niche market enabled Starbucks to expand into five stores that sold coffee beans, a roasting facility, and a wholesale business that served local restaurants. At this time, Starbucks did not serve coffee and would not be recognized as the company they are today. In 1982, Howard Schultz joined the organization as the manager of retail marketing and attempted to implement new ideas and a new business model for the organization. Schultz was inspired by the Espresso bars of Europe and saw the potential for establishing this type of European coffee culture in the U.S. market. Schultz’s idea was soundly rejected by the original owners and he left the organization and established a chain of coffee houses, themed after Italian café’s and they sold brewed Starbucks coffee. In 1987, Schultz bought Starbucks from the original owners and began to implement a strategy of growth that was built on a solid foundation of core values and solid management. Schultz recognized the potential of the specialty coffee market, a market which was still in its infancy and undefined...
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...Organizational Design and Change at Starbucks Courtney Owens, Alyssa Shirley, Jen Smith, Jessica Wagner B U S 4 1 8 , N i g e l D a v e y Fall 12 Table of Contents Introduction.................................................................................................................................................3 Internal and External Environment...................................................................................................3 Goals and Strategies .................................................................................................................................6 Organizational Design..............................................................................................................................9 Effectiveness..............................................................................................................................................11 Conclusion/Recommendations.........................................................................................................13 References...................................................................................................................................................14 Appendices...................................................................
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...Starbucks a Strategic Analysis Past Decisions and Future Options 4/17/2008 Brown University Economics Department Ryan C. Larson 08’ 1 Contents Introduction ......................................................................................................................... 4 Michael Porter’s 5 Forces Analysis (Past) .......................................................................... 7 Industry Rivalry ............................................................................................................................ 8 Potential for new entrants ........................................................................................................ 10 Substitute Products ................................................................................................................... 12 Bargaining Power of Buyers ...................................................................................................... 13 Bargaining Power of Suppliers................................................................................................... 14 Summary: The Five Market Forces in Specialty Coffee in 1987 ..................................... 15 Specialty Coffee Industry Attractiveness.......................................................................... 16 Starbucks’ Original Generic Strategy ............................................................................... 19 Starbucks’ Success Factors .........................................
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...Starbucks and the Lifecycle of Specialty Coffee: An Industry Evolving Introduction Today we stand witness to a new coffee era, one made up of Caffé Lattes, Espresso Macchiatos, Cappuccinos and Frappuccinos. Specialty Coffee is here to stay and no one will be more eager to tell you that than Howard Schultz, CEO of Starbucks, the world’s largest specialty coffee bar. The study of Starbucks Corporation leads one on a multifaceted journey through an organization’s insinuation into a culture, its dominance of a market and its creation of a brand synonymous with loyalty, integrity and longevity. Understanding Starbucks’ development into an international giant and the strategic approach they took to get there begins with the origins of coffee itself. Ever since it first spread through the Moslem world in the sixteenth century, coffee has played a pivotal role in society by providing meeting places for intellectuals from all sides of life to converge. As coffee was slowly introduced to the European world it was recognized for both its sociability and its taste. Soon Coffee houses were prevalent throughout Europe and were the natural locations for political, literary and societal debate. It crossed the Atlantic Ocean in the mid-seventeenth century and replaced beer as New York City’s favorite morning drink. It can be said that the Boston Tea Party was the beginning of not one but two major revolutions in America. The first was the revolt of the colonists against England...
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...Introduction Employers must provide employees with the tools necessary for them to reach success, which, in many cases, means giving new employees extensive orientation training to help them transition into a new organizational culture. Many human resource departments also provide leadership training and professional development. Leadership training may be required for newly hired and promoted supervisors and managers on topics such as performance management and how to handle employee relations. Professional development opportunities are for employees looking for promotional opportunities or employees who want to achieve personal goals such as finishing a college degree. Programs such as tuition assistance and tuition programs such as tuition assistance and tuition reimbursement often are within the human resource training and development areas. Nowadays, the workforce training and development of an organization is what keeps the organization competitive against other companies (Noe, Hollenbeck, Gerhart, & Wright, 2015). It is important to develop an excellent human resource training and development system to ensure the best possible use of human capital to get the maximum productivity. Executive Summary for Starbuck’s Organizational Profile Human resource training and development programs are adopted by global organizations to help an organization to have more committed and motivated workforce. Training and development programs are important to have in place for the success...
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...Business Plan: Zenity Tea House, LLC December 2012 Team Members: Connor Casey Richard Grepo Katsiaryna Prasad Amanda Tran Executive Summary Zenity Tea House, LLC is a small café located in Seattle, Washington and will be open for business starting January 1, 2015. We provide our customers various Chinese teas with refreshments of pastries and appetizers known as dim sum. Unlike local tea houses in Seattle, we offer our customers to experience the traditional art of Chinese tea making through tea tasting classes and seminars. They can visit us for social reasons like business meetings or networking. Due to the rise of health-related problems such as obesity, heart disease, and diabetes, people are becoming more health-conscious by finding alternative ways to be healthy. However, most people are resistant to consume healthy due to lack of knowledge. Hence, they are unable to improve their lives to maintain a healthy lifestyle. Therefore, Zenity will provide our customers with the benefits of a social environment sans the health costs. Furthermore, there are people who are passionate about learning new cultures by embracing the language, food, and social etiquette. Thus, they travel to other countries to acquire such educated knowledge. Additionally, Zenity will provide a culturally sophisticated and intellectual atmosphere for customers. We will also offer tea tasting and education classes to further this cultural aspect of Zenity. Moreover, this will allow our customers to...
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...From Wikipedia, the free encyclopedia Starbucks Starbucks Starbucks Subsidiaries Starbucks Coffee Company Tazo Tea Company Seattle’s Best Coffee Torrefazione Italia Hear Music Ethos Water Starbucks.com Website Type Founded Founder(s) Headquarters Key people Public (NASDAQ: SBUX) In 1971 across from Pike Place Market in Seattle, Washington Zev Siegel, Jerry Baldwin and Gordon Bowker Seattle, Washington, USA Howard Schultz, Chairman, President and CEO Martin Coles, President, Starbucks International Troy Alstead, Chief Financial Officer Stephen Gillett, Chief Information Officer Restaurants Retail Coffee and Tea Retail Beverages Entertainment Whole Bean Coffee Boxed Tea Made-to-order beverages Bottled beverages Baked Goods Merchandise Frappuccino beverages Smoothies Coffee ▲ US$9.411 billion (2007) ▲ US$1.053 billion (2007) ▲ US$672.64 million (2007) US$5.343 billion (2007) US$2.284 billion (2007) 172,000 (2008)[1] Industry Products Starbucks Corporation (NASDAQ: SBUX) is an international coffee and coffeehouse chain based in Seattle, Washington, USA. Starbucks is the largest coffeehouse company in the world,[2] with 16,120 stores in 49 countries, including around 11,000 in the United States, followed by nearly 1,000 in Canada and more than 800 in Japan.[3] Starbucks sells drip brewed coffee, espressobased hot drinks, other hot and cold drinks, snacks, and items such as mugs and coffee beans. Through the Starbucks Entertainment division and Hear Music brand...
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...Chapter 16 Today’s Promotional Techniques Chapter Contents Brief Chapter Outline 16.3 Other Teaching Resources 16.4 What’s New in this Edition 16.7 Lecture Outline and Lecture Notes 16.8 PowerPoint Slide Show 16.46 Transparency Acetate Notes 16.50 Casing the Web 16.54 Developing a Promotional Strategy for Biltmore Estate Answers to Video Case Questions 16.57 The Art Of Motoring – Mini Usa Lecture Links 16.58 Lecture Link 16-1: Subliminal Advertising 16.58 Lecture Link 16-2: Autowrap Mobile Advertising 16.58 Lecture Link 16-3: Dealing with Changes in Personal Selling 16.59 Lecture Link 16-4: Sampling Works Wonders 16.59 Lecture Link 16-5: Viral Marketing Used to Promote Yu-Gi-Oh! 16.60 Critical Thinking Exercises 16.61 Critical Thinking Exercise 16-1: Identifying Product Placement 16.61 Critical Thinking Exercise 16-2: Advertising Appeals 16.62 Supplemental Cases 16.64 Supplemental Case 16-1: Waking Up the Coffee Industry 16.64 Supplemental Case 16-2: The New Breed of Salesperson 16.67 Brief Chapter Outline CHAPTER 16 Today’s Promotional Techniques GETTING TO KNOW DAN WIEDEN OF WIEDEN AND KENNEDY I. PROMOTION AND THE PROMOTION MIX. II. ADVERTISING: PERSUASIVE COMMUNICATION. A. The Growing Use of Infomercials. B. Advertising and Promotion on the Internet. C. Global Advertising. III. PERSONAL SELLING: PROVIDING PERSONAL ATTENTION...
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...This text was adapted by The Saylor Foundation under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 License without attribution as requested by the work’s original creator or licensee. Organization The overarching logic of the book is intuitive—organized around answers to the what, where, why, and how of international business. WHAT? Section one introduces what is international business and who has an interest in it. Students will sift through the globalization debate and understanding the impact of ethics on global businesses. Additionally, students will explore the evolution of international trade from past to present, with a focus on how firms and professionals can better understand today’s complex global business arena by understanding the impact of political and legal factors. The section concludes with a chapter on understanding how cultures are defined and the impact on business interactions and practices with tangible tips for negotiating across cultures. WHERE? Section two develops student knowledge about key facets of the global business environment and the key elements of trade and cooperation between nations and global organizations. Today, with increasing numbers of companies of all sizes operating internationally, no business or country can remain an island. Rather, the interconnections between countries, businesses, and institutions are inextricable. Even how we define the world is changing. No longer classified into simple and neat...
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...Economist readings 1. It pays to give Allowing consumers to set their own prices can be good for business; even better if the firms give some of it to charity http://www.economist.com/whichmba/it-pays-to-give?fsrc=nlw|mgt|01-12-2011|management_thinking [pic]IN OCTOBER 2007 Radiohead, a British rock group, released its first album in four years, “In Rainbows”, as a direct digital download. The move drew a fair bit of attention (including from this newspaper) not only because it represented a technological thumb in the eye to the traditional music industry, but also because the band allowed listeners to pay whatever they wished for it. Some 60% of those who seized the opportunity paid nothing at all, but the band seemed pleased with the result; one estimate had it earning nearly $3m from the experiment. One group outside the music industry taking an interest was a trio of professors then at the Rady School of Management at the University of California, San Diego: Ayelet Gneezy, Uri Gneezy and Leif Nelson (who is now at the Haas School of Business at the University of California, Berkeley). Inspired, they designed a series of experiments to gauge whether pay-what-you-want pricing would work for other businesses. Their most recent experiment, co-authored with Amber Brown of Disney Research and published in Science, also stirred in a new element: would it make any difference if firms donated some of the pay-what-you-want fee to charity? The authors set up their pricing experiment...
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