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Strategic Initiative: Starbucks
Marla Campbell, Scott Gresham, Amanda Gray, Steven Peslak
Lisa Vaira-Haslock, Janet Yuhas
FIN 370
September 3, 2012
Matthew Tanzer Strategic Initiative: Starbucks
Introduction
Starbucks, a global coffee company, “opened the first store in Seattle’s Pike Place Market in 1971” (Starbucks Coffee Company, 2012). Since 1971 Starbucks main goal is for the company to assist in making the world better and in sharing great coffee with their friends. In Seattle, Starbucks was a single store historic Pike Place Market. Starbucks has always offered the world’s best fresh-roasted whole bean coffees. The name, Starbucks was inspired by Moby Dick. According to Starbucks Coffee Company (2012), “Howard Schultz joined Starbucks as the director of operations and marketing, and Starbucks began selling coffee to restaurants and baristas in 1982.” Once 1988 came around Starbucks operated about 33 stores and today Starbucks operates about 17,651 stores in 55 countries.
Team B will discuss the relationship between strategic and financial planning. The subject of this report is Starbucks, and there are several topics we have touched on. First, Team B will describe a strategic planning initiative for Starbucks. Secondly, Team B will explain how the initiative will affect the financial planning at Starbucks. Team B will also explain how the initiative will affect costs and sales. Finally, Team B will explain the risks associated with the initiative and the financial effects these risks may have.
Starbucks Strategic Plan
Strategically, Starbucks has increased the drive through retail portion of the stores to better serve their loyal customers through convenience and by continuing to provide the Starbucks experience. Through the implementation of the Starbucks card, which can be used globally, and the growth of the healthy additional products offered to customers, Starbucks continues to grow, develop, and become the leader in this industry.
Relying on information technology in operations, Starbucks is able to manage revenue growth by comparable store sales, new store openings, and strong growth in the CPG business. The licensed stores will continue to open in America, China, and Asia Pacific regions. By consolidating ongoing spending and expanding CPT in-house direct distribution, Starbucks expects a higher commodity cost. The increased capital expenditure in fiscal 2012 will reflect Starbucks ability to engage in current and future investments, store renovations, and increased manufacturing capacities through cost-effective planning and scheduling. Starbucks expects to see an increase in sales, store openings, and a larger global customer base.
Starbucks Annual Report
One major factor to the success of the Starbucks is shown as initiative in the annual report. It is very important for Starbuck to keeps a tight watch on the company’s financial end of the business. According to Starbuck Annual Report (2012), by leveraging efficiencies and tightly managing spend, we flowed sales increases through to the bottom line, setting new records for operating income of $1.7 billion, up 22 percent, as well as for consolidated operating margin, which was 14.8 percent, up 150 basis points from last year. (para. 4)
By resisting spending habits this company has proven to have successful out comes.
Starbucks Financial Planning
Starbucks short-term financial plan, or cash budget, contains revenue, and expense projections. The company’s strategic planning initiative discusses new store openings and consolidating spending. These plans will have a direct impact on the cash budget. There will be expected new revenues from the new stores. Consolidating spending with direct distribution centers creates an expected decrease in expenses.
Starbucks long-term financial plan is a three to five year plan and has less detail than the short-term financial plan. Forecasting Starbucks sales is the first step in creating a long-term financial plan. According to the strategic planning initiative, sales are expected to increase through new store openings and a larger customer base. The most important aspect in financial planning is the sales forecast. Past sales trends and information about the expected increase in revenues will help to determine the sales forecast. Another important step in creating a long-term financial plan is to estimate the firms financing needs. The strategic planning initiative calls for increased capital expenditures in fiscal 2012.
The planning initiative has an expected growth in sales. This is handled through new store openings and an increased customer base. To offset some of the cost of creating new stores centralized distribution centers are being built. These centers will require startup capital but will be instrumental in keeping expenses down.
Starbucks Initiative Costs
Like Starbucks ethical sourcing, environmental, and volunteer efforts, the Create Jobs for USA initiative is right for Starbucks because it authentically reflects the times we live in while being relevant to our brand (Starbucks Annual Reports, 2012).
Starbucks operating costs will have different variables affecting the net revenue at year end could be to lower traffic with average transaction affecting each store. The effect of operating each store can have an outcome of cost operating below profit initiatives the competition in general over Starbucks with more choices of consumption on coffee and teas.
Opinions in the strategic planning are based on how to keep the customer base on arriving repeatedly by opening more healthy choices, surveying the market of competition in each area of new stores, and new growth platform on products with innovations from input of the customer.
Starbucks Initiative Sales
According to Starbucks Financial Release (2012), Starbucks earned “19 percent to $0.43 in earning per share in their third quarter.” The company’s CPG Revenue had grown to 45 percent and their global grows to six percent. The charts below are fiscal summary’s that are stated on Starbucks Financial Release.
Third Quarter Fiscal 2012 Summary

Quarter Ended Jul 1, 2012
Comparable Store Sales(1)

Sales Growth

Change in Transactions

Change in Ticket
Consolidated

6%

5%

2%
Americas

7%

5%

2%
EMEA

0%

0%

0%
CAP

12%

8%

4%
(1) Includes only Starbucks company-operated stores open 13 months or longer.

Operating Results

Quarter Ended

($ in millions, except per share amounts)

Jul 1, 2012

Jul 3, 2011

Change
Net New Stores

231

155

76
Revenues

$3,303.6

$2,932.2

13%
Operating Income

$491.6

$402.2

22%
Operating Margin

14.9%

13.7%

120 bps
EPS

$0.43

$0.36

19%

Starbucks has a financial goal for 2013 and that is for their revenue to increase to about 10-13 percent. The company also wants to operate about 1,200 net new stores in the U.S and in China. Lastly they would like to have their “earning per share of $2.04 to $2.14, representing growth of 15%-20%” (Starbucks Financial Release (2012).
Starbucks Risks With Their Initiative and Financial Effects
Starbucks, like any other company, acquires risks in its business. Titman, Keown, & Martin (2011) explains that it is essential for risk management to have a guideline to follow, allowing the identification of the risk to be foreseen, and therefore, managed (Five-Step corporate risk management process, p. 650). Risks take on various types, such as the following: demand risk, commodity risk, country or political risk, operational risk, and/or foreign-exchange risks (Titman, Keown, & Martin, 2011).
The first step Starbucks must understand is the proper identification and understanding of its major risks, (which may not include all five of the commonly acquired risks listed). Operational risks, a risk that potentially will affect Starbucks, is a risk that will keep the Starbucks Company responsible for its manufacturing plant, assembly line, marketing, sales, and all other avenues of the company. The most critical step of the risk management process is deciding the risks to keep and which to transfer. Step three involves the decision of how much risk to assume. A risk profile offers up a calculation of three levels of what the company may acquire in each risk; the levels consist of low, medium, and high risks (Titman, Keown, & Martin, 2011).
Although the calculations are not guaranteed for every situation that Starbucks may come across, this step however does offer a scenario that includes educated outcomes. Once the decision of which risk Starbucks is willing to take leads to the risk being implemented into the company’s decisions and processes. When managing a risk, the entire corporation will need to know the plan of action. Managing risks cannot be known by only one division; instead, the plan must be spread to all avenues of the company. The final step of risk management is monitoring and managing the risks taken. This step involves a monitoring system of the company’s daily decisions, assuring the decisions keep in line with the risks willing to take on.
As a result to the five step process of risk management, Starbucks’ upper management must discuss the company’s involvement with another company, the addition of another product, the opening of additional stores, and its overall association with the population. Any potential decision that Starbucks will be forced to face and decide can and will be a risk for the Starbucks Corporation; the five step process will assist in the appropriate route the company wishes to take. Financially, in any business there are profits and losses. Starbucks, in order to keep in line with the risks willing to take will need acquire finances to correct the risks that may go wrong and unexpectedly.
Conclusion
This paper described the relationship between strategic and financial planning in the Starbucks Corporations. Team B discussed the strategic planning initiative for Starbucks. Team B also described how this initiative affects Starbucks’ financial planning. Next Team B elucidated how this initiative would affect costs and sales. Finally, Team B discussed the risks associated with the initiative as well as the financial effects the risks could have on the company. References
Annual Reports/Investor Relations/Starbucks. (2012). Retrieved from http://investor.starbucks.com/phoenix.zhtml?c=99518&p=irol-reportsAnnual
Starbucks 2011 Annual Report, (2011). Starbucks Corporation fiscal 2011 Annual report. Retrieved from: http://investor.starbucks.com/phoenix.zhtml?c=99518&p=irol-reportsAnnual
Starbucks Coffee Company. (2012). Starbucks Company Timeline. Retrieved from: http://assets.starbucks.com/assets/e56b2a6b08244aaab0632dc6ac25ad0d.pdf
Titman, S., Keown, A.J., & Martin, J.D. (2011). Financial management: Principles and applications (11th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall.

References: ALL
Annual Reports/Investor Relations/Starbucks. (2012). Retrieved from
http://investor.starbucks.com/phoenix.zhtml?c=99518&p=irol-reportsAnnual
Starbucks company timeline. (2012). Retrieved from
http://assets.starbucks.com/assets/e56b2a6b08244aaab0632dc6ac25ad0d.pdf
Titman, S., Keown, A.J., & Martin, J.D. (2011). Financial management: Principles and applications (11th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall.

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