starbucks case study 2020

Case Study Of Starbucks: How Starbucks Became The Coffee King?

Supti Nandi

Updated on: April 25, 2024

Starbucks, a brand that became synonymous with coffee has created a sensation in the world with its coffeehouse culture. Have you wondered how? Well, to answer this question we will delve into the case study of Starbucks.

Stay tuned!

(A) Starbucks: A Brief Overview

Let’s buckle up for a Starbucks journey! Founded back in 1971, this coffee giant now reigns supreme as the world’s largest coffeehouse chain, with its home base in the city of Seattle, Washington.

Before diving deeper into the Starbucks case study, let’s have a look at the company’s profile-

Fast forward to November 2022, and you’ve got Starbucks waving its coffee wand in a staggering 35,711 stores across 80 countries. And when you zoom in on the U.S., you’re looking at a whopping 15,873 Starbucks hotspots. 

Here’s the scoop – over 8,900 are Starbucks-run, and the rest are running under licensed partnerships.

Now, let’s talk coffee vibes. Starbucks is the unsung hero of the second wave of coffee culture, dishing out an array of coffee delights. Think hot espresso, chill Frappuccinos, and a lineup of pastries and snacks that’s strong enough to trigger your taste buds.

Oh, and did you know some Starbucks treats are exclusive to certain locations? How? You may wonder. Well, here’s a bonus – most Starbucks joints worldwide offer free Wi-Fi. Coffee and connectivity – a match made in heaven.

So there you have it – the Starbucks saga! 

(B) Business Overview of Starbucks Case Study

Understanding the business perspective is one of the essential parts of the Starbucks case study. Reason? You will get to know how Starbucks is performing in the market in terms of financials and business.

Go through the table given below-

In today’s date, the coffee giant is flexing a market capitalization of a whopping $105.82 billion – that’s some serious coffee beans.

Now, rewind to 2023, and Starbucks made it rain with a revenue of $35.976 billion. But what about the nitty-gritty? Operating income in 2022 hit $4.62 billion, while net income settled at $3.28 billion. These aren’t just numbers; they’re the financial pillars of Starbucks.

That’s not all!

Hold onto your coffee cups; we’re diving into assets and equity. Total assets in 2022 clocked in at $27.98 billion – that’s like a treasure chest of coffee goodness. But here’s a twist – total equity dipped to -$8.70 billion. It’s like a plot twist in a coffee-fueled drama.

Now, let’s talk about expenses and profits. In 2023, expenses tallied up to $30.584 billion, but here’s the kicker – profits soared to $25.108 billion. 

That’s like balancing a delicate espresso shot with a mountain of whipped cream.

In a nutshell, Starbucks isn’t just brewing coffee; it’s a financial powerhouse, stirring up a caffeinated storm in the business world.

(C) History of Starbucks: Timeline & Key Events

Coming to the third part of the Starbucks case study, let’s delve into the history of Starbucks-

Founded in 1971 by Jerry Baldwin, Zev Siegl, and Gordon Bowker at Seattle’s Pike Place Market, Starbucks underwent pivotal changes in ownership and leadership. In the early 1980s, Howard Schultz acquired the company and transformed it into a coffee shop, introducing espresso-based drinks after being inspired during a business trip to Milan, Italy.

Schultz served as CEO from 1986 to 2000, orchestrating an expansive franchise expansion across the West Coast.

Orin Smith succeeded Schultz, focusing on fair trade coffee and boosting sales to US$5 billion. Jim Donald took the helm from 2005 to 2008, overseeing substantial earnings expansion. Schultz returned during the 2007–08 financial crisis, steering the company towards growth, expanded offerings, and a commitment to corporate social responsibility. Kevin Johnson assumed the CEO role in 2017.

In March 2022, Starbucks announced Schultz’s return as interim CEO in April 2022, with Laxman Narasimhan appointed to succeed him in April 2023. Narasimhan assumed the position earlier, in March 2023.

Beyond beverages and food, Starbucks stores offer official merchandise and select locations to provide “Starbucks Evenings” with beer, wine, and appetizers. The company’s products, including coffee, ice cream, and bottled drinks, are available in grocery stores globally. The Starbucks Reserve program, initiated in 2010 for single-origin coffees and high-end shops, has evolved. Starbucks operates six roasteries with tasting rooms and 43 coffee bars. 

The company faced controversies but maintains substantial brand loyalty, market share, and value. As of 2022, Starbucks ranks 120th on the Fortune 500 and 303rd on the Forbes Global 2000.

(D) Significance of Logo in Starbucks Case Study

Let’s delve into the details of the Starbucks logo evolution. In its inception in 1971, the original Starbucks logo featured a complex design comprising a two-tailed mermaid or siren, encompassed by a wordmark. This design was a visual nod to the brand’s early identity and origins. The mermaid, with its twin tails, was a dual representation of the sea and Seattle, the birthplace of Starbucks.

As the brand progressed, the logo underwent a significant transformation. The evolution saw a shift towards simplicity, as the wordmark surrounding the mermaid was phased out. This marked the beginning of the modern Starbucks logo we recognize today. 

The current emblem showcases a simplified and stylized green siren enclosed within a matching green ring, emphasizing a cleaner and more focused visual identity.

Beyond aesthetics, the modern logo carries symbolic weight. The green mermaid within the circle has become an iconic representation of Starbucks’ commitment to delivering high-quality coffee experiences. 

Additionally, it reflects the brand’s emphasis on creating a sense of community that extends beyond geographical boundaries.

In essence, the evolution of the Starbucks logo is a journey from a detailed and intricate design to a streamlined and symbolic representation. It mirrors the brand’s growth, emphasizing its roots, dedication to quality, and the broader cultural impact it seeks to make through coffee and community.

(E) Market Penetration Strategy: How Starbucks became the coffee king?

In this section, we will look into the key plans and actions that helped Starbucks gain a strong foothold in the beverage and cafe industry.

Starbucks continues to blend innovation and growth, navigating the ever-changing landscape of the coffee industry.

(F) Starbucks Entry in India: Core of Starbucks Case Study

In 2012, Starbucks initiated its venture into India through a significant 50:50 joint venture with Tata Consumer Products Ltd. The inaugural flagship store, which opened its doors on October 19th, 2012, found its home in the historic Elphinstone Building in Mumbai. 

The architectural design of this store ingeniously merged Starbucks’ global coffee legacy with the vibrant local culture, creating a welcoming space for community and connection. Over time, this Mumbai location evolved into India’s first Starbucks Reserve® Store, setting the stage for an elevated coffee experience.

(F.1) The Starbucks Reserve® Store Unveiled: A Coffee Lover’s Haven

The introduction of the Starbucks Reserve® Store marked a milestone in the coffee giant’s presence in India. Spanning an impressive 5,200 square feet, this store greeted customers with the intoxicating aroma of coffee. 

The entrance featured a stunning monolithic terrazzo Reserve bar, a masterpiece crafted by local artisans. Trained black apron coffee masters curated an exceptional coffee experience, showcasing rare and exquisite brews through various brewing methods. 

This Reserve Store was not just a coffee shop; it was a canvas for creating unique moments of connection through the artistry of coffee.

(F.2) Expanding Horizons: Tata Starbucks’ Nationwide Presence

Tata Starbucks established a substantial footprint, operating 350+ stores spread across 36 cities in India. In a significant achievement in 2022, Starbucks executed its largest single-year expansion in India, reaching 14 new cities. The brand’s influence spanned major cities such as Mumbai, Delhi NCR, Hyderabad, Chennai, Bengaluru, Pune, and more.

(F.3) Coffee Blends Celebrating Indian Flavors and Heritage

Starbucks paid homage to India’s rich coffee heritage by introducing special blends. The India Estates Blend, sourced from estates in Coorg and Chikmagalur, the birthplace of coffee in India, made its debut in 2013. Additionally, the Diwali Blend, introduced in 2020, served as a tribute to India’s vibrant culture and longstanding coffee traditions.

(F.4) The Tata Alliance: A Successful Partnership

Starbucks in India proudly bore the branding “Starbucks Coffee – A Tata Alliance,” underscoring the synergy between Starbucks and Tata Global Beverages.

Starbucks’ journey in India was not merely about coffee; it was about brewing connections, transcending cultural boundaries, and crafting unforgettable coffee experiences that resonated with the diverse tapestry of India.

(G) Business and Marketing Strategies of Starbucks in India

Starbucks, despite entering India’s coffee scene with strong strategies, faced challenges in a market dominated by competitors like Cafe Coffee Day and Barista Lavazza. Unlike the U.S., where coffee is a staple, India is traditionally a tea-drinking country. 

Starbucks aimed to create a space for relaxation, blending its global coffee legacy with local culture.

Let’s look at the business and marketing strategies of Starbucks in India-

In short, Starbucks’ journey in India reflects a careful blend of global strategies and localized approaches, aiming to create a unique and sustainable presence in a market with diverse preferences and cultural nuances. The success indicators appear promising, showcasing Starbucks’ commitment to long-term growth and meaningful community integration.

Note: Do you know Starbucks collaborated with Apple during the horizontal marketing in the US? We have covered it thoroughly here- Horizontal Marketing System . You can check it out for detailed information.

(H) Wrapping Up the Case Study of Starbucks

The Case Study of Starbucks unveils a fascinating journey that transformed Starbucks into the reigning coffee king. What started as a local coffee bean store in Seattle’s Pike Place Market in 1971 boomed into a global coffee empire. The strategic moves, like Howard Schultz’s visionary shift to espresso-based drinks, had set the stage for Starbucks’ aggressive expansion.

Throughout its evolution, Starbucks faced challenges, leadership changes, and controversies, but resilience and strategic pivots marked its trajectory. The decision to focus on corporate social responsibility under Schultz’s leadership during the financial crisis showcased Starbucks’ adaptability.

The engagement with local cultures, from the iconic two-tailed mermaid symbol to store designs reflecting regional aesthetics, contributed to Starbucks’ success. Key partnerships, like the one with TATA in India, demonstrated a keen understanding of local markets.

Starbucks’ commitment to quality, community, and sustainability resonated with consumers globally. From unique store experiences to tailored product launches, Starbucks consistently adapted its offerings to cater to diverse tastes.

In essence, the Case Study of Starbucks illuminates a narrative of coffee, community, and corporate strategy, culminating in Starbucks’ reign as the coffee king. 

The journey is a testament to the power of adaptability, brand loyalty, and a steaming cup of coffee that transcends borders, making Starbucks an integral part of daily rituals worldwide!

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Starbucks Case Study - How Starbucks Conquered The Coffee Industry?

Devashish Shrivastava

Starbucks Corporation is an American coffee chain that was established in 1971 in Seattle, Washington. By mid-2019, the organization had a presence in over 30,000 areas around the world. Starbucks has been depicted as the fundamental delegate of "second wave espresso," a reflectively-named development that advanced high-quality espresso and specially simmered coffee. Starbucks now uses robotized coffee machines for proficiency and well-being.

Starbucks serves hot and cold beverages, entire bean espresso, micro-ground moment espresso known as VIA, coffee, caffe latte, full-and free leaf teas such as Teavana tea products, Evolution Fresh squeezes, Frappuccino refreshments, La Boulange baked goods, and bites (for example, chips and wafers); some offerings such as the Pumpkin Spice Latte are explicit to the territory of the store. Numerous Starbucks outlets sell pre-bundled nourishment items, sweltering and cold sandwiches, and drinkware such as cups and tumblers. Furthermore, there are Select "Starbucks Evenings" areas that offer brew, wine, and appetizers.

Starbucks first ended up productive in Seattle in the mid-1980s. Despite an underlying financial downturn with its venture into the Midwest and British Columbia in the late 1980s, the organization experienced rejuvenated success with its entrance into California in the mid-1990s. Starbucks opened an average of two new stores every day between 1987 and 2007. On December 1, 2016, Howard Schultz reported he would leave his position as the CEO and would be supplanted by Kevin Johnson. Johnson accepted the role of the CEO of Starbucks on April 3, 2017, and Howard Schultz resigned to end up as the 'Chairman Emeritus', effective from June 26, 2018. Kevin Johnson is currently serving as the CEO and President of Starbucks.

Starbucks - Company Highlights

Startup Story Of Starbucks Corporation History Of Starbucks Corporation Starbucks - Name and Logo Starbucks Expansion Journey Starbucks Corporation in India Business Strategy Of Starbucks In India Products Of Starbucks Corporation Business Growth Of Starbucks Corporation Over The Years Future Plans Of Starbucks Corporation

Startup Story Of Starbucks Corporation

If you are wondering how did Starbucks start? Then, the story of Starbucks started back in 1971, when the company was a roaster and retailer of whole bean and ground coffee, tea and spices with a single store in Seattle’s Pike Place Market.

Zev Siegel stated that at that time he knew the coffee industry inside and out, he was well-versed, especially with the gourmet end of the industry. Besides, he was also known as the most educated coffee guy in the country at that time. So, the three college friends - Zev Siegel, Jerry Baldwin and Gordon, started out with their coffee bean shop and roastery at Seattle’s famous Pike Place Market in 1971. Eventually, they found a mentor in Alfred Peet, who was the founder of Peet’s Coffee and the man responsible for bringing custom coffee roasting to the U.S. and started with the coffee business in full swing. Starbucks initially began by selling coffee beans that were roasted by Peet's, a gourmet coffee company in Berkeley, California, and later on, started roasting on their own.

History Of Starbucks Corporation

The first Starbucks store was initiated in 1971 in Washington by 3 individuals who met while they were studying at the University of San Francisco: English educator Hun Baldwin, history educator Zev Siegl, and author Gordon Bowker. The trio was encouraged to sell top-notch espresso beans and hardware after businessman Alfred Peet showed them his style of simmering beans.

During this time, the organization sold simmered, entire espresso beans. During its first year of activity, Starbucks bought green espresso beans from Peet's, and then started purchasing legitimately from producers.

Starbucks - Name and Logo

Bowker reviews that Terry Heckler, with whom Bowker claimed a publicizing office, thought words starting with "st" were ground-breaking. The organizers conceptualized a rundown of words starting with "st" and in the long run arrived on "Strabo," a mining town in the Cascade Range. The team then finalized on "Starbuck," the name of the young chief mate in the book "Moby-Dick".

Starbucks has given too many slogans/taglines already among which the most popular one is - " Brewed for those who love coffee".

Starbucks Expansion Journey

In 1984, the first proprietors of Starbucks, driven by Jerry Baldwin, acquired Peet's. During the 1980s, all-out offers of espresso in the US were falling. However, offers of strength espresso expanded, shaping 10% of the market in 1989; it stood at just 3% in terms of market share in 1983. By 1986, the organization worked six stores in Seattle and had just barely started to sell coffee.

In 1987, the first proprietors sold the Starbucks chain to the previous manager Howard Schultz, who rebranded his II Giornale espresso outlets as Starbucks and immediately extended. Starbucks then launched its outlets outside Seattle at Waterfront Station in Vancouver, British Columbia, and Chicago, Illinois. By 1989, 46 stores existed over the Northwest and Midwest, and every year Starbucks was simmering more than 2,000,000 pounds (907,185 kg) of coffee. At the hour of its first sale of stock (IPO) on the financial exchange in June 1992, Starbucks had 140 outlets with an income of $73.5 million, up from $1.3 million in 1987.

The organization's fairly estimated worth was $271 million at this point. The 12% segment of the organization that was sold raised around $25 million for the organization, which encouraged a multiplying of the number of stores throughout the following two years. By September 1992, Starbucks' offer cost had ascended by 70% to more than multiple times the income per portion of the past year. In July 2013, over 10% of in-store buys were made on the client's cell phones utilizing the Starbucks app.

The organization used the versatile social media stage when it propelled the "Tweet-a-Coffee" campaign in October 2013. People had the option to buy a $5 gift voucher for a companion by entering both "@tweetacoffee" and the companion's handle in a tweet. Research firm Keyhole observed the advancement of the event and a media article from December 2013 detailed that Starbucks had discovered that 27,000 individuals had taken an interest and $180,000 of buys were made to date.

As of 2018, Starbucks is positioned 132nd on the Fortune 500 rundown of the biggest United States organizations by revenue. In July 2019, Starbucks announced a "monetary second from last quarter total compensation of $1.37 billion, or $1.12 per share, up from $852.5 million, or 61 pennies for each offer, a year sooner." The organization's fairly estimated worth of $110.2 billion expanded by 41% in the middle of 2019. The income per share in quarter three was recorded at 78 pennies, considerably more than the estimate of 72 cents.

Starbucks Corporation in India

In January 2011, Starbucks Corporation and Tata Coffee reported designs to start opening Starbucks outlets in India. Despite a bogus beginning in 2007, in January 2012, Starbucks declared a 50:50 joint endeavour with Tata Global Beverages, called Tata Starbucks Ltd. , which would possess and work outlets marked "Starbucks, A Tata Alliance". Starbucks had endeavoured to enter the Indian market in 2007. However, it didn't provide any explanation behind its withdrawal of it.

It was on October 19, 2012 that Starbucks opened its first store, a 4,500 sq ft store in Elphinstone Building, Horniman Circle, Mumbai. Starbucks opened its first cooking and bundling plant in Coorg, Karnataka in 2013 to supply its Indian outlets. The company extended its reach to Delhi on 24 January 2013 by opening 2 outlets. Tata Global Beverages declared in 2013 that they would have 50 areas before the end of the year, with a venture of ₹4 billion ($58 million). The organization did open its 50th store in India on July 8, 2014.

The third city of India to get a Starbucks outlet was Pune, where the organization opened an outlet at Koregaon Park on 8 September 2013. Starbucks opened a 3,000-square-foot lead store at Koramangala, Bangalore on 22 November 2013, making it the fourth city to have an outlet. Starbucks opened the biggest espresso-forward store in the nation at Vittal Mallya Road, Bangalore on 18 March 2019. The store is estimated at 3,000 sq ft and is Starbucks' 140th outlet in India.

Tata Starbucks opened 25 stores between 2017 and 2018, which went up to 30 during 2018-19. On 21 February 2019, CEO Navin Gurnaney reported that Tata Starbucks would use only compostable and recyclable bundling materials over the entirety of its stores from June 2020.

Starbucks reported its entrance in Gujarat on 7 August 2019. The organization opened five stores in Surat and Ahmedabad the following day. Starbucks' leader store in the state is situated at Prahlad Nagar, Ahmedabad, and offers more vegan alternatives than other Indian outlets. CEO Navin Gurnaney expressed that the organization would open more than 30 stores in the 2019-20 financial year, of which 11 have already been opened.

Business Strategy Of Starbucks In India

Starbucks' strategies for business in India seemed rock-solid but the brand wasn't completely immune still. In any case, the world's biggest bistro chain is building its position cautiously via a progression of well-picked steps. Numerous worldwide brands have entered India since the 1990s, being pulled in by its developing and optimistic customer base. Yet, not all have succeeded.

Starbucks isn't the primary contestant in India's composed espresso showcase; so it doesn't have any first-participant advantage. Cafe Coffee Day (CCD) is the market head while Barista Lavazza was the main espresso chain to open for business. Both are valued by the white-collar class. Costa Coffee, Coffee Bean and Tea Leaf (CBTL), and Gloria Jean are valued by the rich group in India.

India is customarily a tea-drinking nation, so espresso chains have concentrated on giving a feel where individuals can unwind and invest energy with one another. This setup implies higher capital expenses. It is different from the US, where the vast majority have a liking for espresso. The Indian buyer base has likewise advanced in the recent decade. What can worldwide brands like Starbucks do to augment their odds of achievement in India? Here are a few thoughts:

Picking a Local Partner

Worldwide brands face the difficult choice of either going solo or tying up with a nearby accomplice. Starbucks' choice to team up with India's TATA Global Beverages demonstrates attention to utilizing different advantages. The TATA Group is one of India's morally determined brands, an observation passed on about Starbucks India too.

Given that India produces espresso beans in just a couple of spots, the other sourcing alternative was bringing in the beans. Be that as it may, this would have raised costs fundamentally.

Tata's espresso plant in Karnataka has been contracted to supply beans to Starbucks' universally, making common cooperative energies. It has contracted to take into account TATA's TAJ SATS, which supplies to TATA's top-notch lodging network – The TAJ. The TATAs are put into the retail part with store brands like Westside, Tanishq, Croma, Star Bazaar, and so forth. Starbucks can use them for information sharing on Indian land, territory points of interest, and handling land administrations. This would enable its very own development to outline. This strategy gives scope for store-in-store deals.

Consistency in Store Arrangements

This keeps up the one-of-a-kind selling purpose of customer experience and allows to pick up economies of scale on CAPEX. Starbucks plans to have a similar store group crosswise over India. However, the size can change depending on financial matters. This is how it works all around. Starbucks wants to provide an agreeable 'café' experience. Having a similar organization gives clients the solace of accepting the equivalent 'Starbucks' vibe any place they go throughout the world.

Keeping the store designs steady means it needs to pick and open new areas stringently, to such an extent that the area can yield a throughput by the venture. Its methodology in-store arrangement is different from CCD, which has picked various configurations to tap the potential interest in any region. CCD has opened a couple of premium outlets dependent on the area's customer profile . It has additionally gone for non-store organizations like takeaway booths and candy machines. Be that as it may, Starbucks may expect that such non-store configurations may weaken its image esteem.

Estimating the Pace of Expansion

India is the place where an inability to screen primary concerns has tossed numerous organizations out of the rigging. So, a top-line just approach doesn't work here. Since Starbucks needs to pick new areas stringently by its equivalent configuration approach, it has decided on a deliberate pace of extension. It is concentrating on the budgetary feasibility of every outlet, as opposed to going for an aggressive development plan which may have brought about rehashed calls for capital.

This operational process is different from its system in the USA and China where it has fabricated scale by opening stores in pretty much every area – being the main port-of-call for espresso by basically being all over the place. CCD's methodology behind adaptable store organizations was to guarantee there is a CCD bistro at a simple reach. It is intriguing to check its normal store gainfulness given its scale.

Guaranteeing Top-Authority Backing and Responsibility

Top initiative responsibility from the two sides of the organization, Tata and Starbucks, has been plentifully clear. Starbucks took as much time as is needed to enter the market (6 years), recognizing that India was a mind-boggling market and required cautious passage arranging. The two sides have spoken finally about their dedication and shared their future plans to give their business a new direction toward growth.

Altering Contributions to Suit Indian Market and Client Needs

Being adjusted to Indian culture, tastes, and inclinations conveyed at a suitable "esteem" guarantees customer importance, construct, and continued utilization. Starbucks mirrors this comprehension – as observed through a blend of western staples, a wide scope of intriguing Indian tidbits similar to confined refreshments on the idea. Since its experience ( and item as well, however to a lesser degree) is its image guarantee, its test lies in conveying an all-around steady, yet locally significant brand experience.

The stores, or the "third spot" as Starbucks calls them, have been altered likewise. The stores don't pursue the worldwide layout and appear to have been planned with consideration, with neighbourhood contacts consolidated. Stores in various urban communities have been structured unexpectedly, mirroring the neighbourhood culture – for e.g., New Delhi's store has ropes and chat on the dividers and henna designs on the floor, though the Pune store has a rich showcase of collectables and copper.

There appears to be sufficient utilization of shading – something missing in the US. The stores have been intended to convey a particular, premium café experience, predictable, and in a state of harmony with the one conveyed over the rest of the world.

Making Inventive and Restricted Plan of Action

Starbucks appears to have made a confined plan of action, planned for conveying a universally reliable item and involvement with locally-focused costs. The Tata group conveys a major sourcing advantage (attributable to its quality over the generation chain, developing, broiling, and exchanging espresso), yet it has just gone past that to develop and support associations with nearby espresso cultivators – putting resources into structure economical cultivating rehearses. All of Starbucks' espresso is sourced locally, a first-ever for the organization.

Scaling up using Arrangements and Organizations

The Tata organization is the genuine overthrow in the Starbucks passage story. Having Tata as an accomplice is gigantically profitable, not due to the validity and strength it offers, or because it coordinates the scale and stature of Starbucks as an organization.

It offers numerous advantages catalyzing pretty much every market section achievement variable - for example, The Tata group has involvement in the retail business , a solid reputation in advancing new pursuits, gives a sourcing advantage through Tata espresso, offers access to high traffic areas using its lodgings and other retail outlets, guarantee excellent nourishment and refreshment supply through its F&B business and so forth.

Furthermore, the potential for an effective organization is amazingly high given Starbucks' and Tata's mutual qualities – the two of them have a solid social inner voice and are resolved to "give back" to the general public and network.

Influencing India for Worldwide Items

Not long after it finished its first year, Starbucks reported that it was serving top-quality Indian Arabica espresso as "Indian coffee" in different markets. Another world-class office for cooking and bundling has just been initiated in Coorg, Karnataka; the results of which are to be analyzed in India and abroad.

Overseeing Discernment and Guidelines

This viewpoint is tied in with structure, a solid positive observation and a picture for the business and brand crosswise over key outer partners and crowds – incorporating the administration, corporate accomplices, networks inside the eco-framework, and customers on the loose. Given what Starbucks has figured out how to accomplish in a year and a half since dispatch, it appears to be genuinely evident that its thought combined with the Tata advantage (critical reach and impact) has helped in developing solid connections and a positive picture with key outside partners and voting demographics.

Engage Nearby Association

Starbucks is by all accounts constructing a nation-explicit activity with nearby individuals in charge and overall unmistakable customer interface focuses, giving them the necessary position to coordinate and work. There is overwhelming interest in enlisting the perfect individuals and giving the essential preparation – to install and instil the organization's culture and administration models.

Along these lines, how has Starbucks fared against the McKinsey spread out variables for long-haul India achievement? Its accomplishments against the scorecard look noteworthy. With thorough vigorous passage arranging and brilliant and quick execution, the multi-month-old endeavour appears to have impressive force, making purchaser and network-driven ventures and focused on sustaining its centre business and brand. It appears to be very much set to "win" in India.

Whether Starbucks will collect a huge piece of the overall industry and accomplish its objective of India being among its best 5 markets over the long haul is not yet clear. It's still early days, yet for the organization, this appears to be an incredible beginning and a great globalization model for multinationals looking for an India section.

Products Of Starbucks Corporation

Aside from the typical items offered globally, Starbucks in India has some Indian-style item contributions, for example, Tandoori Paneer Roll, Chocolate Rossomalai Mousse, Malai Chom Tiramisu, Elaichi Mewa Croissant, Chicken Kathi Roll, and Murg Tikka Panini to suit Indian customers. All coffees sold in Indian outlets are produced using Indian broiled espressos by Tata Coffee. Starbucks additionally sells Himalayan packaged mineral water. Free Wi-Fi is accessible at all Starbucks stores.

In January 2017, Tata Starbucks presented Starbucks' tea image "Teavana". Teavana offers 18 unique assortments of tea in India. One of the assortments called the India Spice Majesty Blend was explicitly created for the Indian market and is just accessible in India. India Spice Majesty Blend is a mix of full leaf Assam dark tea injected with entire cinnamon, cardamom, cloves, pepper, star anise, and ginger. On 15 June 2015, Tata Starbucks reported that it was suspending the utilization of fixings that had not been affirmed by the Food Safety and Standards Authority of India (FSSAI).

The organization didn't indicate what the fixings were or which items they were utilized in. The organization additionally expressed that it was applying for FSSAI endorsement for these ingredients.

As per the Latte Index positioning of the expense of a tall hot latte at Starbucks in 44 nations, India was the fifth most costly nation to buy the drink dependent on January 2016 costs. The record distributed by US-based buyer research firm ValuePenguin found that a tall hot latte cost $7.99 in India, far higher than the $2.75 it costs in the least expensive nation, the United States, yet much lower than the $12.32 in the most costly nation, Russia .

Tata Starbucks propelled the Starbucks Delivers program in mid-2019. The administration offers home conveyance from Starbucks outlets through an organization with Swiggy. The administration was first propelled in Mumbai, with designs to turn it out to other cities.

In its menu, the Tata Starbucks company has launched ice-creams as their new products. The frozen delights are available even in flavours like java chip and caramel macchiato among others and will come in takeaway tubs and single scoops. The ice-creams are now available in 50-60% of the Starbucks stores.

Business Growth Of Starbucks Corporation Over The Years

Tata Starbucks, a 50:50 joint endeavour between Tata Global Beverages and Starbucks Coffee of the US, has announced a 30%  top-line development in financial 2018-19, driven by new store openings and improved execution. Tata Starbucks, which is hoping to make back the initial investment in the current money, has opened 146 stores to date. Tata Starbucks announced "twofold digit top-line development - 30% for the entire year, driven by new stores and improved store execution," Tata Global Beverages Ltd (TGBL) said in a financial specialists' introduction. Tata Starbuck's income for 2018-19 is required to be approximately INR 450 crores.

TGBL said Tata Starbucks opened 30 outlets in the past financial year, out of which 15 new stores were opened during the last quarter of the money-related year. The organization claimed detailed benefits at the store level; all urban areas were likewise productive, and additionally saw an ascend in nourishment share in general deals.

The Starbucks company has added around 40 stores in FY21 but the company had recorded a 33% Y-O-Y  fall in its revenues during the same fiscal. According to the Sushant Dash, CEO of Tata Starbucks, the recovery that the company has seen after the second wave of COVID-19 was better than what it saw after the first wave of the deadly pandemic. The quarterly growth after Q2 FY22 was 120% more than what it saw during the same period in the previous fiscal. The company has hugely focused on home deliveries ever since the pandemic broke out. It has already addressed concerns associated with the spillage and other challenges pertaining to home delivery, which contributed to over 18% of the total sales that the company witnessed this fiscal, as per the reports in November 2021. Furthermore, the company has also added ice-creams to their menu in flavours like java chip and caramel macchiato. The Sanjeev Kapoor menu is another thing that has been freshly launched by Tata Starbucks. Besides, the company also launched a one-litre freshly brewed beverage and at-home coffee.  

Future Plans Of Starbucks Corporation

Tata Starbucks Pvt. Ltd. is looking to forcefully grow its impression in the Indian market with its eyes on the quickly spreading "espresso culture" among the twenty to thirty-year-olds and upwardly versatile customers. Tata Starbucks, a JV between US-based Starbucks Coffee Company and Tata Global Beverages Ltd, hopes to set up altogether more number stores this monetary than it did previously.

Starbucks is hopeful about solid business development in India throughout the following year as it means to leave red in monetary numbers after 2020. "Our proceeded with development in topline and reasonable methodology towards extension will enable us to accomplish make back the initial investment by March 2020," Navin Gurnaney, CEO, Tata Starbucks disclosed to Business Line in the wake of declaring five new stores in Gujarat - three in Ahmedabad and two in Surat. Gurney likewise included, "First time in quite a while, we are opening five stores in any state in one go.

Gujarat is a significant market for us. In the wake of opening these five stores on Thursday, the all outnumber of hides away goes up to 157 in India." Starbucks entered India with its first store opened at Mumbai in 2012. Of the 157, the organization has opened all out 11 stores so far in this financial, as against complete 30 stores opened during 2018-19. It takes into account 270,000 clients each week in India. The organization had announced a turnover of INR 442 crores for the monetary 2018-19.

"Espresso business in India is developing significantly. The espresso culture is being initiated by recent college grads, upwardly versatile, and individuals who travel and get brand. Two years back, we set up 25 stores (in a year). During the last financial 2018-19, we included 30 stores.

This year we will beat that number considerably and by end of March 2020, we will have included a lot a greater number of stores than we included in the past," Gurney said. With per store venture prerequisites being evaluated at INR 1.7-2 crores, the complete CAPEX plan by the organization works out in overabundance of INR 50 crores during current monetary on the off chance that it opens more number of stores than a year ago. Be that as it may, Gurnaney ceased from giving venture figures for 2019-20.

The organization is likewise open to different open doors for development including inorganic development through acquisitions. Be that as it may, when tested about any probability of a venture plan in the espresso chain Cafe Coffe Day (CCD), Gurnaney denied estimating any discussions for securing. "We are very hopeful about India. We will be attentively forceful (to extend). (At present) we are not in discussions with anyone for obtaining.

In any case, we are hoping to develop constantly," he included. With an end goal to upgrade the client experience, Starbucks is presenting new nourishment things, taking into account all client needs including breakfast and lunch. The income share from nourishment things is right now around 25%, even as it keeps on developing with new things to meet the client's needs.

Who founded Starbucks?

Starbucks was started by Hun Baldwin, Zev Siegl, and Gordon Bowker in 1971.

Where was the first Starbucks started?

Starbucks was started in Pike Place Market, Seattle, Washington, United States.

When was Starbucks started in India?

Starbucks was launched in India in 2012.

What is the revenue of Starbucks?

Starbucks revenue was recorded $29.02 billion in 2021.

How many Starbucks stores are there worldwide?

There are 33,830 Starbucks stores in the world as of 2021.

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Decoding The Starbucks Marketing Strategy: A Complete Guide

By Aditya Shastri

Quick Read   Discover how Starbucks has perfected its marketing strategy to dominate the coffee industry. This Starbucks case study delves into its innovative marketing techniques, digital strategy, and recent campaigns, showcasing why it remains a market leader.

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About Starbucks

Established in 1971 in Seattle, Washington, Starbucks began as a lone storefront specializing in premium coffee beans and equipment. It has grown into a global coffeehouse chain with over 30,000 locations worldwide. The company’s mission is to uplift and nourish the human spirit—one individual, one cup of coffee, and one community at a time. Known for its commitment to sustainability and ethical sourcing, Starbucks is a pioneer in creating a unique coffee culture.

Source: Google

Relevant Updated Statistics

• As of 2023, Starbucks operates in over 80 countries with 33,833 stores globally【source: Statista】
• Starbucks’ revenue for 2022 reached $29.06 billion, a 24% increase from the previous year【source: Starbucks Annual Report 2022】
• The brand’s loyalty program, Starbucks Rewards, has over 24.8 million active members in the United States【source: Starbucks Investor Relations】.

What’s New With Starbucks

Business news.

Starbucks announced plans to open 1,000 new stores in China by 2025, strengthening its presence in one of its fastest-growing markets.

Product Launch

In 2023, Starbucks introduced the Oleato range, featuring coffee infused with olive oil, a bold new addition to their beverage lineup.

Marketing News

Have you ever been called the wrong name? It might seem like a minor detail, but for transgender and non-binary individuals, it can be a daily experience. Starbucks recognized this in their powerful campaign, “Every Name’s a Story.”  This campaign wasn’t just about selling coffee – it was about celebrating inclusivity and diversity.

Celebrity News

In collaboration with singer Taylor Swift, Starbucks promoted the ‘Red (Taylor’s Version)’ album by featuring her favourite drink, the Caramel Nonfat Latte, in stores worldwide.

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But for now, let us continue with our case study on the marketing strategy of Starbucks.

Starbucks Target Market

Starbucks, a premium coffee brand, strategically positions itself in the market with a keen focus on high-income spenders and health-conscious professionals. The market positioning of Starbucks is evident in its appeal to urban, on-the-go consumers seeking quality coffee and a tranquil environment to unwind.

This market positioning of Starbucks attracts a diverse clientele, including technology early adopters and those flexible to change, primarily aged 25-45. Starbucks’ success is built on a deep understanding of its target audience.

This allows them to constantly adapt their offerings and marketing strategies to meet evolving consumer trends and preferences.  This case study will explore how Starbucks uses this knowledge to stay ahead of the curve.

This approach underscores Starbucks’ commitment to reaching beyond the storefront, offering not just coffee but an experience tailored to its discerning clientele.So summed up, their target audience is-

• High-income spenders
• Technology early adopters
• Health-conscious professionals
• Flexible to change
• Reaching beyond the storefront (Online Sales & Engagement)

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Buyer Persona

To provide a clearer understanding of Starbucks’ target audience, refer to the Buyer Persona outlined in our Starbucks case study blog.

Buyer’s Persona

Profession:

Web-Developer

• Seeking a premium coffee experience
• Interested in sustainable and ethically sourced products
• Value convenience and loyalty rewards

Interest & Hobbies

• Enjoying quality time at coffee shops
• Passionate about environmental causes
• Engaged in social media and digital trends

Pain Points

• High prices compared to local coffee shops
• Limited seating in busy locations
• Preference for non-dairy or alternative milk options

Social Media Presence

Starbucks in india.

In the 2010s, Starbucks’ marketing strategy focused on entering the Indian market to capitalize on the ever-growing coffee culture, particularly targeting the niche upper-class segment. Despite an initial announcement in 2007, Starbucks withdrew its plans without explanation, finally making a grand entry in 2011. To establish a strong foothold, the world’s biggest bistro chain forged a 50-50 joint venture with Asia’s largest coffee grower, Tata Consumer Products Limited, for their Starbucks coffee marketing strategy.

Successfully launching its brand, Starbucks’ next critical move was to meticulously define and engage its target audience in India, ensuring sustainable growth and market presence. This strategic approach, outlined in this Starbucks case study, highlights its methodical entry into the Indian market and the partnership that facilitated its successful establishment in the region.

Now, without further ado, let’s get straight into Starbucks’s marketing tactics, exploring their strategic approaches and methods in the market.

Marketing Strategies of Starbucks

Initially, Starbucks’s marketing tactics in India focused on segmenting consumer markets on a socio-economic basis, targeting working professionals seeking a soothing workspace. They strategically placed stores in locations where this demographic was prevalent.

Like many companies entering new markets, Starbucks started with a single segment and expanded upon achieving initial success. Over time, they diversified their target audience to include teenagers and young adults, bolstering their Starbucks coffee marketing strategy through product range expansion and enhanced social media presence.

The market positioning of Starbucks hinges on delivering a unique, differentiated experience that solidifies its reputation as a highly esteemed brand. Their marketing mix integrates digital technology and social media extensively, engaging the modern, tech-savvy generation for promotions and customer interaction.

This approach has not only fortified their brand identity but also fostered a deep connection with their diverse customer base.

Note: To enhance your expertise, you can explore various courses on digital marketing online that provide in-depth knowledge and the latest industry trends.

Digital Expansion

One of the key priorities of Starbucks’s marketing strategy is expanding its digital interactions with customers. To achieve this goal, it implements several strategies to attract digitally registered customers beyond the rewards program. For example, the coffee chain is offering mobile order services and leveraging Wi-Fi sign-ins at its physical stores.

Starbucks Social Media Strategy

Most people are familiar with Starbucks on social media. The company features several social media accounts that are known for their distinctive branding, interactive posts, and visually pleasing content. The diverse range of content includes recipes, photography, articles, and features. But there’s more than meets the eye. The stream of content can be broken down into a series of campaigns geared at creating a greater sense of Starbucks marketing techniques, enhancing brand awareness, and fostering a sense of community.

Starbucks Product-based Marketing Campaigns

The company focuses on promoting unique and fan-favourite beverages as part of its Starbucks coffee marketing strategy. The brand understands the popularity of its flagship items, particularly the Pumpkin Spiced Latte and Frappuccino, and recognises the demand for this type of content among its audience.

They have even established dedicated social media accounts for these customer favourites, where they actively share relevant and relatable memes to engage their loyal fan base. Additionally, Starbucks leverages user-generated content (UGC), often featuring consumer images of visually appealing products like the Unicorn Frappuccino.

These images are not only reshared across official channels but also incorporated into influencer campaigns, further amplifying their digital marketing efforts.

Starbucks Corporate Social Responsibility-based campaign

Starbucks’ marketing tactics involve leveraging social change as a tool, positioning itself as open-minded and inclusive. One notable example is the #ExtraShotOfPride campaign, which actively supports the LGBT+ community.

Community-based campaigns

#RedCupArt campaign

Another facet of Starbucks’s marketing strategy is its emphasis on highlighting individuals and communities. Take a look at the #RedCupArt campaign, which not only increases engagement but also provides them with a library of UGC content. They use storytelling to showcase acts of courage and kindness in American communities, localizing the content.

Starbucks’s marketing techniques consciously humanize the company by sharing stories on their account, spotlighting employees who play an essential role, especially when consumers are distrustful of big brands.

Just like Starbucks coffeehouses fostered a sense of community in person, their online coffee content creates a similar social experience. This reflects their pioneering role in shaping modern coffee culture.

Festive Marketing

Starbucks has also initiated a new seasonal whole-bean coffee, #StarbucksDiwaliBlend, for its consumers across the country and select global markets. The latest exquisite blend is hand-picked and sourced from Tata Estates in Karnataka and Tamil Nadu.

The Starbucks Diwali Blend was intended as a tribute to the region’s rich and cultural coffee heritage and expertise. They launched the #SketchTheBlend campaign where customers have to share their creativity on the Diwali Blend cup and sleeve and could win 5 free beverages.

Now that you understand the various strategies that comprehensively contribute to their top-notch Starbucks coffee marketing strategy. Let’s dive deeper and analyse their overall digital presence.

Digital Marketing Strategies

Seo (search engine optimization) strategy:.

Starbucks’s marketing tactics involve optimising its online presence by incorporating relevant keywords, high-quality content, and a user-friendly website to improve search engine rankings.

Social Media Marketing  Strategy:

Starbuck’s marketing strategy includes actively engaging with customers on social media platforms, by running targeted ads and interactive content to boost engagement. The brand actively engages with customers on social media platforms, running targeted ads and interactive content to boost engagement.

E-commerce Strategy:

Starbucks’ online store offers a seamless shopping experience, from purchasing coffee beans and equipment to ordering ready-to-drink products.

Mobile App:

The Starbucks mobile app enhances customer convenience with features like mobile ordering, payment, and rewards tracking, showcasing a key aspect of Starbucks’s coffee marketing strategy.

Influencer Marketing Strategy:

Collaborating with influencers and celebrities, Starbucks effectively reaches a broader audience and creates buzz around new product launches and campaigns.

Bonus: Enrolling in a digital marketing course can provide you with the essential skills and knowledge to understand and implement successful strategies, much like those employed by Starbucks.

Starbucks knows its audience is technologically advanced, which makes it imperative for them to have a strong digital marketing strategy. It’s clear how Starbucks prefers marketing on platforms where they have two-way communication instead of platforms like print and television which is more of a one-way communication.

Marketing and Advertising Campaigns

One of Starbucks’ most famous campaigns is “Meet Me at Starbucks,” a global initiative that highlights the diverse ways people connect at their stores. The campaign emphasized the brand’s mission to foster human connection and resulted in increased customer engagement and brand loyalty.

Starbucks launched its social media campaign in 2 phases. The first phase was where they asked their customers to share their ways of reconnecting amidst the pandemic and share their favourite Starbucks memories on their personal Instagram handles with the hashtag Starbucks advertising strategy. In the second phase- ‘Half Cup Full’- they asked their customers to comment on their favourite beverage on the post. They then sent these customers voice notes of baristas hollering the customers’ names along with their favourite beverage to remind them of the famous in-store experience.

This was a great campaign as it not only reminded the people of all the good memories with Starbucks but also made them feel important and valued.

Campaign Analysis:

Starbucks employs a variety of marketing techniques to maintain its market positioning. These include personalised marketing through their rewards program, located store experiences, and a focus on sustainability. Their recent ‘Every Name’s a Story’ campaign is an excellent example of leveraging social issues to build brand loyalty.

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Failed Campaigns

#racetogether campaign.

The campaign aimed to spark conversations about race by having baristas write “Race Together” on cups, which was met with widespread criticism.

Customers and employees felt uncomfortable and questioned the appropriateness of discussing such a sensitive topic in a coffee shop setting.

Starbucks quickly scaled back the campaign, focusing instead on internal initiatives to promote diversity and inclusion.

Top Competitors

In this Starbucks case study, we will explore its competitors and how Starbucks consistently rises above them, showcasing its resilient Starbucks marketing strategy.

Dunkin’ Donuts

Renowned for its extensive range of coffee blends and delectable baked goods, Dunkin’ Donuts has established itself as a favourite among coffee enthusiasts and snack lovers alike.

McDonald’s coffeehouse brand offers a budget-friendly assortment of coffee beverages, providing customers with a convenient and affordable coffee experience alongside their meals.

Costa Coffee

A prominent British coffeehouse chain, Costa Coffee is celebrated for its European presence and commitment to delivering quality coffee in a cosy café atmosphere.

Peet’s Coffee

Known for its artisanal approach to coffee roasting, Peet’s Coffee specialises in high-quality, hand-roasted beans that cater to discerning coffee connoisseurs seeking exceptional flavour profiles.

Tim Hortons

A beloved Canadian institution, Tim Hortons is cherished for its signature coffee blends and freshly baked doughnuts, offering a comforting taste of Canadian hospitality to customers nationwide.

Be it Starbucks or any other company, competition is everywhere. So if you are someone who likes doing research on competitor analysis for other companies, let me help you out. Check out these case studies on the marketing strategy of Jollibee , McDonald’s marketing strategy and the marketing strategy of Dunkin Donuts .

In conclusion, Starbucks’ marketing strategy is a testament to its success in the coffee industry. By focusing on high-income spenders, urban professionals, and tech-savvy individuals, Starbucks has effectively positioned itself as a premium brand.

Their innovative campaigns, such as ‘Every Name’s a Story’ and ‘Meet Me at Starbucks,’ highlight their commitment to inclusivity and human connection. The integration of digital strategies, social media engagement, and a robust rewards program further strengthens their market presence.

By continuously adapting to consumer trends and leveraging strategic partnerships, Starbucks remains a leader in the global coffee market.

Additional Information

Want to learn the essentials of digital marketing in no time? Our extensive Online Digital Marketing Course will help you unlock success in this evolving industry.If you have reservations about enrolling, try our Free Digital Marketing Masterclass first! Get a preview of the content and decide if it’s a good match for you.

Alternatively, if you’re interested in the world of social media, our Free Instagram Marketing Course might be the perfect fit.

Lastly, if you enjoyed this blog, we recommend exploring our digital marketing case studies. We’ve covered some of the best companies out there. A few the examples are marketing strategy of Amazon , the marketing strategy of Red Bull and the marketing strategy of LinkedIn .

Don’t forget to check out our digital marketing blogs as well. You might find your perfect course among them!

We appreciate you reading this blog. Comment down below if you want more such case studies.

Frequently Asked Questions- Marketing Strategy Of Starbucks

Starbucks' mission is to inspire and nurture the human spirit – one person, one cup, and one neighbourhood at a time.

Starbucks operates over 32,000 stores worldwide, making it one of the largest coffeehouse chains globally, known for its extensive global presence and accessibility.

Starbucks' latest product launch includes a range of summer-inspired beverages like the Iced Guava Passionfruit Drink and the Nitro Cold Brew with Salted Honey Cold Foam.

Starbucks' main competitors include Dunkin' Donuts, McCafé (McDonald's coffeehouse brand), Costa Coffee, Peet's Coffee, and Tim Hortons, each vying for market share in the coffee and quick-service restaurant industries.

The Starbucks Rewards program is a loyalty program where customers earn points (stars) for purchases, which can be redeemed for free drinks and food items, along with personalised offers and early access to new products.

Through initiatives like ethically sourced coffee, reducing waste, and promoting recycling.

The 'Race Together' campaign was an initiative by Starbucks aimed at sparking conversations about race relations. It encouraged employees to write ‘Race Together’ on cups to prompt dialogue among customers and staff.

Starbucks' digital marketing strategy leverages social media platforms and mobile apps to engage customers with personalised offers, loyalty programs, and interactive content, enhancing brand visibility and customer experience.

Starbucks' target audience is motivated by quality coffee, a cosy ambience, and a sense of community fostered by the brand's commitment to social responsibility and customer-centric experiences.

Starbucks leverages social media to engage customers through creative campaigns, customer interactions, and promotions, enhancing brand visibility and fostering a sense of community among coffee enthusiasts worldwide.

Author's Note: My name is Aditya Shastri and I have written this case study with the help of my students from IIDE's online digital marketing courses in India . Practical assignments, case studies & simulations helped the students from this course present this analysis. Building on this practical approach, we are now introducing a new dimension for our online digital marketing course learners - the Campus Immersion Experience. If you found this case study helpful, please feel free to leave a comment below.

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Aditya Shastri

Lead Trainer & Head of Learning & Development at IIDE

Leads the Learning & Development segment at IIDE. He is a Content Marketing Expert and has trained 6000+ students and working professionals on various topics of Digital Marketing. He has been a guest speaker at prominent colleges in India including IIMs...... [Read full bio]

Clicking on the image of the Starbucks cup is my thing too. This blog provides great and deep insights into their strategy.

Starbucks marketing strategy brewed! served! and I’m here for it!

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How Starbucks Became Everyone's Cup Of Coffee

Table of contents.

Starbucks Coffee Company boasts impressive stats:

• Owns 40% share of US Coffee Market
• Earns $24,72 billion worldwide
• Has 29,324 stores worldwide in 72 countries
• Over 14,000 of total stores in the United States / over 27,000 worldwide
• Conducts over 90 million transactions per week
• So popular in China, a new store opens every 15 hours
• Following McDonald's as the most valuable fast food brand worldwide (valued at $44.5 billion)

It will be very hard to achieve something Starbucks did since 1971 when the company started. There’s a lot of firsts when it comes to the company. First to introduce the new coffee culture, the first privately owned company which offered all their employees health insurance AND the share of the company.

The CEO, Howard Schultz, who might even run for president at some point , achieved something that is almost impossible — appeal to shareholders, employees, and customers at the same time. This is my giant case study on how to achieve world domination in case you want to bring an old product to the new market.

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The Starbucks Idea

The coffee culture in the United States before the 80s was nonexistent. 

Americans were used to huge cans of ground coffee and they couldn’t care less about the flavor. Even if you’d go outside your household to a dinner you would be met with a generic drip coffee or styrofoam cups of foul-tasting joe at the workplace. No one even thought about the flavor, the origin, or anything more sophisticated tied to the drink.

The 70s coffee culture didn’t exist at all.

In 1970 three college friends: Gordon Bowker, Jerry Baldwin, Zev Siegl went into the coffee business together. They set up a shop and sold roasted beans. They received the knowledge from a man named Alfred Peet (if that rings a bell, yes he is the owner of Peet’s Coffee). Alfred was one of the most knowledgeable people in the country about coffee. He knew where to source it, how to roast it. He was the first to introduce dark roasted and french roasted beans.

In 1971, the three friends opened the roastery and bean shop in Pike’s Place, Seattle’s famous tourist destination known for the Pike’s Public Market Center. Peet helped the young entrepreneurs by providing them with beans and connecting them with reliable bean providers.

The name Starbucks stuck because it’s easy to say, impossible to misspell, and has a vaguely British overtone to it. Really, we picked it because our lawyer called and told us we had to submit papers and needed a name. We didn’t know at the time, but Starbuck is the name of the first mate on the Pequod in Moby Dick. That might explain the siren logo. Some might even say it comes from Mount Rainier's Mining company Starbo . According to Gordon Bowker, they were initially going for the name Cargo House Coffee .

The business was successful enough for the trio so they opened 4 more shops in Seattle. However, no coffee drinks were being served. This was still a roasted bean retail shop intended for home use.

At that time Starbucks was competing against instant coffee cans. The quality was stark and thus the business went well. Things were about to change when the founders hired the head of marketing and sales, Howard Schultz in 1982.

The Inclination for Grit and Determination Fix Social Injustice

Howard Schultz was a child raised in poverty. After seeing his father injuring himself doing grueling manual labor, he decided he wanted to get rid of the injustice of the working class. An idea of creating and striving for an environment where employees are fairly compensated and taken care of has been set in.

In Masters of Scale interview with Reid Hoffman, Schultz described seeing his father stretched out on the sofa after suffering an injury. Howard Schultz swore to himself to make a company his father had never worked for.

“I saw my father losing his sense of dignity and self-respect. I am sure that this was caused mostly by the fact that he has been treated as an ordinary working man.” – Howard Schultz, AstrumPeople article

Schultz started working at the age of 12 selling newspapers. Since he was being athletic, Howard earned an athletic scholarship at Northern Michigan University where he received his Bachelor’s degree in Communications in 1975.

After his graduation, Howard Schultz spent three years as a sales manager at Xerox, and then he started working at a Swedish company Hammarplast , where he was selling home appliances, including coffee grinders to businesses like Starbucks.

The Starbucks founder trio took him amidst to grow the company.

In 1983, Howard Schultz gets an epiphany. He travels to Milan, Italy for some sort of conference and what he sees there changes his perception of coffee forever. In certain European countries, especially Italy, coffee was one of the more important things in life. It served as a social lubricant and the third place of dwelling between home and work. Schultz discovered what it means to have a high-quality espresso served in a proper way in a relaxed environment.

He was determined to bring this piece of coffee culture back to the United States. The founders gave in after continuous pressure from Schultz to open an espresso bar. Eventually, they gave him an opportunity to open up a coffee bar inside a store. It was incredibly popular. But the owners didn’t want to turn the coffee retail business into a cafe.

“After Milan I flew back to the United States, excited to share what I experienced. But my bosses, the first founders of Starbucks, for whom I had tremendous respect, did not share my dream of re-creating the coffee bar experience in Seattle. I was crushed, but my belief was so powerful that, in April 1986, I left Starbucks and raised money from local investors to found my own retail coffee company. I named it Il Giornale after Milan’s daily newspaper.

In 1985 Howard Schultz opened his own cafe chain - Il Giornale . He wanted to pursue the dream and went back to Starbucks owners and offered to buy all 6 stores that were operational at that time. With the help of raised venture capital he succeeded and became the CEO after the successful acquisition with $3.6M.

The hyper-growth began.

Key takeaway #1 — change is good

The determination and unrelenting belief to change the current situation is not just a helpful attribute but a prerequisite for cultural change. Staying true to the “one thing” without flinching will be the cause and the driver of change.

“An Old Product in the New Market”

Whenever something works out on an incredible scale in one market, there’s a potential of seeing it succeed in a new one. This is called introducing an old product to a new market.

For example, Uber and Lyft built an incredible business about ride-sharing. Because they have to contain the growth before they are spread too thin, that gives the opportunity to copy-cats in different markets. In the United Arab Emirates, you have Careem ( just recently acquired by Uber ), in Croatia you’ve got have Cammeo and in India, you’ve got sRide .

After something experiences great success, there is only a matter of time before someone else sees the potential and brings it back to the new market, and starts eating out the market share

Coffee was a big opportunity in the United States at that time. Howard Schultz saw with his own eyes how effective and important it is in Italy and he knew he could do something similar in the United States. To perform a similar innovative (for the new market) service you would need to take the entire concept and localize it to the new market.

Even the trends from 2004 to this day shows an upward trend in coffee:

This go-to-market product strategy was first introduced In 1957 by Russian American mathematician and business manager Igor Ansoff. The Ansoff Matrix was published in Harvard Business Review in the article “Strategies for Diversification”. In his opinion, there are only two ways to develop a growth strategy — varying what is sold (product growth) and to whom it is sold (market growth).

Market development — new market, existing product

The Starbucks go-to strategy was to bring the already established product in different cultural and geographical spaces into the new market — the coffee-culture deprived United States.

Howard Schultz’s task was to closely observe how Italians treat the product and figure out a way to bring it home with minor changes. It was impossible to expect that the new market is going to slurp macchiatos from tiny espresso cups but everyone could understand comfort and better quality. That was going to be Starbucks’s trump card.

Market penetration — old market, old product

The most obvious strategy is to sell the existing product to the existing market. With this concept there’s a little risk since the companies don’t have to educate the market with the new product, however, the growth is inhibited by competition or decreasing trends.

Diversification - new market, new product

By far the riskiest approach is introducing a new product in new markets. Not only the product needs to provide clear values, but it also has to educate its use in the new market.

Imagine bringing augmented reality technology to a country where there’s no practical use for it yet. Since there’s a great risk, it can also result in amazing success where you’re the only provider in the blue ocean market.

Most of the startups are banking on this strategy.

Product development - old market, new product

This strategy is most often used by established brands that are already known as leaders in their field. If a washing machine company introduces a new technology that also folds your clothes after washing and drying, that would be much easier to understand and adapt to their existing users.

Key takeaway #2 — do market research

When developing the new market, learn as much as possible about the product itself in the location where it’s mostly used and established. Identify all the major benefits and think of the most significant values that would succeed in the new market

Eco-Conscious, Friendly People, and Profitable — Starbucks’ Triple balancing act

Howard Schultz had an idea to build something that is almost impossible to imagine and can exist only in Utopia. From the start, he wanted to serve with equal importance towards customers and employees.

This is almost impossible to achieve since on one end the business investors want to see money coming in, which in most cases means lean running staff with lower wages and higher-priced products. The staff, or “ partners ” as Howard Schultz calls its employees, are not only compensated a fair wage ( between $10 to $15/hour according to Glassdoor ) but also have healthcare insurance and discounted stock options for company shares.

Howard went even further, offering full tuition coverage through Arizona State University's online degree program .

This idea was most likely outrageous to shareholders. Everyone will get a piece of the company’s pie?

In a Tim Ferriss interview with Jim Collins, the author of Built to Last and Good to Great mentioned the final lesson of his mentor and all-around management superhero Peter Drucker:

“The management isn’t about being more efficient all the time, but it’s also being more humane at the same time.

Striving for workplace quality for the employees was thus one of the main values the CEO implemented in the company.

The interesting analogy is Jordan Peterson’s theory of order and chaos (yin and yang) where one side represents the profit that company must achieve by ruthlessly cutting back the cost in the workforce and the other side where the conscience of doing the right thing for your people brings satisfaction and peace to the workplace which is a proven necessity for customer-facing businesses.

Key takeaway #3 — happy employees make happy clients

Treat your people well. When you’re in the service industry the customer satisfaction and treatment are at times more important than the actual product. And happy employees make happy clients.

The Product

Better coffee.

To coffee drinkers, there are not a lot of things more important than a good coffee in the morning or during the day. By today’s standards, Starbucks drinks aren’t at the level of barista artisans and coffee aficionados. But when the shops started opening in the early 70s, 80s, and 90s, the espressos and lattes were vastly different from all the other stuff people were drinking.

Coffee is generally roasted in three ways: light, medium, or dark, depending on the time dedicated to the coffee beans’ roasting.

In a light roast, you would notice a fruity and acidic taste. Coffee beans are actually considered fruit and are sometimes called cherries. That is the reason you taste light roast as acidic with fruit notes.

In Medium roast, the coffee tastes the sweetest. The glucose levels reach the point where the glucose starts to break. Coffee roasters would say the medium roast is the most balanced since it’s not bitter nor acidic but something in between.

In dark roast, you can taste the bitterness due to burned beans.

Coffee quality comparison

Starbucks predominantly use dark roast coffee which also represents the majority of the coffee that is being consumed in North America. As mentioned, the coffee quality was much better than instant abominations in the early 80s; however, it definitely cannot measure up to artisan roasters.

There are two main reasons:

1— Dark roast is cheaper and can be produced in mass quantities. Similarly to green tea, the light roast-worthy beans are grown in shady, high-altitudes where it produces the most sweetness. High-quality matcha (powdered green tea leaves) is intentionally kept in the shade so it produces more photosynthesis and better taste. Since Starbucks has to supply tens of thousands of shops, they have to bring the mass supply to the cafes. Brian Stoffel from El Toledo roastery in Costa Rica says: “It would be financially stupid for a large chain to buy high-quality coffee beans and use them for dark roast coffee.”

This brings us to…

2— The coffee has to taste the same across the cafes to guarantee uniformity. With dark roast, the flavors of the beans are getting covered up in the same way as overseasoning a dish or overcooking a steak.

But it wasn’t just about the coffee alone. The branding kicks in and people pay for something they want to eventually become. Drinking Starbucks drinks meant they are sophisticated, culturally progressive individuals who enjoyed the premium experience of coffee-drinking culture from fashionable Milano streets.

The slim and elegant takeaway cups proudly wore the green siren logo so the passers-by noticed the person drinking that exact coffee. These cups were different from styrofoam cups in the office or fast food joints.

A similar tactic was used by Apple with the launch of iPods and white earbuds. The iPod was a cool new gadget you had to wear to be relevant in modern society. Apple made it in such a way that people noticed which users had iPods — because they plugged white earbuds into them.

This was a genius idea because the users were immediately differentiated from other less-cool mp3 gadget-using people. Secondly, this was a perfect silent word-of-mouth strategy. If local influencers were seen using white earbuds, everyone else wanted to get on that trend. This strategy is viral in concept and is used by many companies; however, it’s harder to implement it on a distinctive level.

Later on, Starbucks adapted to the marketing with something called “horizontal offer”. It wasn’t just about the dark roast and espresso shots. Young budding students wanted something sweet and mocha just hit the note between coffee and rich chocolate fudge. Why not having both in one product?

Later on, Starbucks started offering teas and snacks. Snack is bringing in a substantial amount of revenue. The shops are using the display of sweet pastry or savory egg sandwiches like any expert pastry shop in Europe. And there are not many people who can resist a croissant, cinnamon roll, or blueberry muffin with their americano or latte.

The food is bringing in more than 20% of all revenue . The pasty was the start, but the company followed up by offering breakfast sandwiches. The adaptation to the market goes even further.

With the recent diet trends in health and fitness, Starbucks has you covered with gluten-free, protein-rich snacks.

With all the addition and expansions to serve a larger audience, it’s inevitable to create resistance groups who blame Starbucks as a commodity coffee provider. And they would be right, it has become that because their system of sourcing beans has to ensure the stock supplies for thousands of shops. But by becoming the main coffee dealer to the masses all the micro-roasters and man-bun wearing, tattoo-sleeved barista artists can fall on their knees and thank the mighty green Siren for creating a market for them.

The need for coffee has increased substantially with the introduction of better coffee, so it created another pocket of niche providers of premium roasted bean roasters.

The price of a cup

Most of the coffee shops live well because they can afford hefty margins. An 80% markup is a standard in the coffee business, especially on the higher-end brews. According to the Small Business Development Center’s 2012 report, food costs take up about 15 percent of revenues on average. The average coffee shop then has a gross margin of 85 percent.

Starbucks margins must be pretty loaded then since they buy tons of coffee from a few sources. According to Coffee Makers USA, the actual coffee in a grande Starbucks cappuccino costs about 31 cents.

For a commodity product such as coffee, Starbucks drinks are quite up there on the more expensive tier ranging from $2.15 for a tall drip to $5.95 for a seasonal frappuccino concoction. But taking into consideration the physical positioning ( Chapter 5 — Coffee Locations ), paying off employees and staff the actual margin per coffee sold are 7% .

Historically, Starbucks has been raising the prices per cup over the years. Since it has poured a lot of equity into maintaining the brand image, it can afford to have a steeper price than its competitors (McDonald's and Dunkin Donuts). Instead of losing the price-sensitive customers, Starbucks differentiates itself from the before-mentioned companies and thus keeping the brand image of a premium java provider.

However, as Tucker Dawson from PriceIntelligently mentions, the prices aren’t increased across the whole product offering . The high-margin items have stayed the same.

Product differentiation

By having a strong and recognizable brand, the company can afford to put out merchandise. Starbucks holiday-themed mugs and localized artwork on them are a big part of the exposure. The merch cabinets and tables are usually near the counters or areas where there’s a longer dwelling time.

The revenue isn’t coming just from the beverages alone. Starbucks did an amazing job of offering non-caffeinated beverages including kids drinks and teas which were introduced after partnerships or acquisitions of Tazo and Teavana.

Starbucks started to diversify its products, pushed them into retail space, and also added teas.

The big drivers are also snacks, wholesale beans, before-mentioned merch, and coffee equipment.

Key takeaway #4 — diversify and expand

While the product is one of the key components of a successful business think about its potential upgrades. Keeping the core you can diversify the offering (and acquire new revenue channels) by expanding into different verticals but staying inside your core company values.

Experience is More Important Than The Product Itself

With a distinctive brand identity, Starbucks shops are easily recognizable anywhere in the World. For a global brand, this is one of the mandatory elements. Each franchise is slightly different than the other — Starbucks in the posh downtown area will have a different feel than the one on the Student campus or at an airport.

But each store follows certain guidelines which are prescribed. In tech and startups, product development follows a concept called minimal acceptance criteria . In other words, what are the lowest common denominators the dev team needs to do before it can be rolled out as a published version.

For Starbucks Cafes, even though the store managers have a certain freedom to run and maintain the facility, they have to ensure to deliver the core Starbucks qualities.

• Indie playing music
• Comfortable (community) tables for remote work
• Reliable wireless connection
• Charging Outlets

These shouldn’t just be taken for granted. People love some sense of predictability in their lives. How many times have you been on the lookout for Starbucks when visiting a new country just to take advantage of their wi-fi connection and use of restroom? From that perspective, Starbucks serves as a transactional facility offering other services which don’t have much to do with coffee.

The main idea is, coffee is not the product that is being sold at Starbucks cafes — the whole thing is a social experiment of creating a meeting place between people. It serves as some sort of oasis for meeting up with friends, having a snack and a cup of coffee in a comfy chair while listening to the latest Indie playlists . Starbucks is less in the coffee business as is in people’s business as well.

“It’s not Starbucks coffee you are getting, it’s the Starbucks experience. “

By calling your name and writing it on the cup, it doesn’t just inform the customer that their drink is ready. It allows a more personalized service since we love hearing and seeing our name.

Smells and sounds

Starbucks Sounds

Chances are when you go to Starbucks you don’t ever hear the music. But it plays an important role nevertheless. Starbucks playlists are carefully curated to help create that ambiance of a neighborhood coffee shop.

It has been a piece of the Starbucks experience for over 40 years already . The songs and tracks are carefully curated way ahead of time. These handcrafted playlists usually consist of indie, feel-good songs, pop, alt-country to season-themed or even classical playlists during holidays.

In 1999, Starbucks even acquired a Bay Area music store to launch its own branded coffeehouse and later on, even a record label. In the early 2000s, Starbucks sold CDs in the store until the format decline. In 2016, Starbucks partnered with Spotify . Through the mobile app integration, Spotify plays music as part of the app. In-store listeners can take a look inside to identify the artists and save the tracks to their playlists.

Holly Hinton and David Legry, the in-house music curators, are responsible for what gets played. What sounds like the best job in the world, actually is. Their sole work is searching for the right tracks and artists that they can see are fit to be played in the coffee shop.

In an interview with Fast Company , Holy Hinton said:

“We want our customers to walk in and have a ‘What’s that song?’ moment. We want them to hear interesting, cool music that they might not hear when they turn the radio on. It’s music that we think is cool and would sound beautiful in the coffee shop. It’s the music that we’d want to hear on Sunday morning when we’re reading the paper and drinking coffee. It’s a friend-to-friend personal. And we’re lucky to be able to be a part of that.”

To localize the experience, every region is slightly customized regarding the music, while still carrying the same vibe Starbucks customers are used to. This way, whenever a customer comes to the cafe, within the first few seconds, they feel accustomed based on the music alone.

The interior design

Every piece of furniture and interior is carefully planned to conform to the standards of the homey coffee place.

To get their store right, Starbucks interviewed hundreds of coffee drinkers to get as much information which they could use to build a perfect coffee shop. The overwhelming consensus actually had nothing to do with coffee; what consumers sought was a place of relaxation, a place of belonging.

If we go back to Howard Schultz’s deciding moment from the Milanese coffee shops, it shows he managed to do just that. Create a community space as a second home. It’s somewhere where people meet, it’s where you can take someone for a first date or even get some work done at the large community table.

In the book Starbucked, freelance journalist Taylor Clark claims, that “The round tables in a Starbucks store were strategically created in an effort to protect self-esteem for those coffee-drinkers flying solo. After all, there are no “empty” seats at a round table.”

If we looked at the interior, the counters, chairs, and wardrobes are built out of natural materials like warm woods and stone. In some stores, you would find cozy armchairs as well. With the Shared Planet initiative , they doubled down with environmental sustainability in mind and employing local craftsmen to do the job. The stores are built from reused and recycled materials wherever possible.

Most of the new stores that are being built are a part of the LEED Certification program (Leadership in Energy and Environmental Design).

Starbucks differentiates from three general looks with the addition of concept designs:

• Heritage coffee houses reflect the history of the place where the store is located. At Pike Place, the coffee shop reflects the merchant trading roots with worn wood, stained concrete or tiled floors, metal stools, and factory-inspired lighting. Even more sophisticated is the New Orleans inspired coffeehouse showing the rich music history.
• A “Louisian merchant in the early 1900s” inspired heritage coffeehouse with vintage trombones light fixtures. Located in French Quarter, New Orleans.
• Artisan stores echo the industrial past of urban markets, taking inspiration from the Modernism of the 1930s. This motif celebrates simple materials like exposed steel beams, masonry walls, factory casement glass, and hand-polished woodwork in a creative gathering place for culture and the arts.

• Regional Modern are localized stylized coffee shops. The interior is spacious. comfortable and welcoming. The bright, loft-like, light-filled spaces punctuated with regionally inspired furniture and culturally relevant fabrics create a calm and contemporary respite from the clamor of the fast-paced world.

• Experimental — with growth and a plethora of locations comes more daring and innovative designs. Unique designs such as the reimagined drive-thru in Colorado , the Swiss Train contemporary mobile coffee space from Geneva Airport to St. Gallen or one of the beautiful Shinto shrine-inspired coffee shops in Japan

‍ Starbucks Reserve

To combat the upscale coffee market which ironically has to thank Starbucks for creating fertile grounds of demand for premium coffee, Starbucks started opening up so-called Starbucks Reserve stores. These are luxurious, beautiful, and magnificent stores where they roast premium, rare beans and experiment with different brewing techniques.

CNN Money described the store concept as "an open, marketplace-style" with a Princi bakery counter, a full liquor bar, and a Reserve coffee bar, with tables, lounge areas, and two fireplaces.

"Our Reserve store takes the best of coffee craft as well as artisan baking and layers in a marketplace-style customer experience creating a space that has both energy and moments of intimacy," — Liz Muller, VP of Creative, Global Design & Innovation at Starbucks

Coffee shop locations

In any high-traffic area in the city where Starbucks is located, you almost have a feeling their shops are everywhere. You would be partially right — Starbucks are strategically located in areas with high appeal. Similarly to Walgreens, Starbucks chose the concept of the convenience store, always located in an area of larger foot-traffic .

Source | A snapshot of Starbucks shops in Seattle

Arthur Rubinfeld who is responsible for Starbucks’ location selection, explained there are about 20 or so analytic experts around the world who are assessing different factors of the appropriate area for the new Starbucks shop .

Key takeaway #5 — spoil your customers

Think beyond the product and identify what else can you do for the customer to add you in their daily, weekly routine. Customer support excellence is mandatory, so think further and in the direction of the place’s ambiance including smells and sounds.

Breaking down the Brand and Messaging

Bill Macaitis, former CMO of Slack said it best - “The brand is the sum of all customer touchpoints your customers have with you at any point”. With the food and beverage category, this is even more important.

By introducing and creating a culture of coffee drinking, Starbucks had a major opportunity to create intimacy with the customer. In Italy, coffee culture is a part of every day and the same culture was slowly getting familiar to the new audience.

Because of the personal nature of coffee and frequency of visits, this relationship-bonding happened much faster than in other fast-food joints, especially since in the early years of Starbucks there was no competition.

Brand and product

The bright white cups with the green siren are the first noticeable brand. But it goes beyond that. You will notice that Starbucks never offers any sort of discounts or actions like buy-one-get-one-free. That’s sort of action dilutes the premium feel of the brand. You can get a free coffee drink for your birthday, but the underlying reason for that is for a customer to develop a positive connection with the brand and company.

The most valuable assets of the regular Starbucks coffee shop can be broken down:

☕Free reliable Wifi - besides oxygen, water, and sleep, the online connection has become a necessity in modern civilization. Whenever you’re in a new place and you need to connect, one of the first options would be a Starbucks shop.

☕Comfortable seats and community tables - whether you’re there to take a breather or putting some hours of online work or organizing an impromptu study group, there’s a Starbucks location that can provide those demands. Most of the Starbucks are generously equipped with charging outlets as well, so you can get another drink after your focus is starting to drop… and then another… And another...

☕Friendly baristas - customer service is ingrained in the retail work description yet rarely done the right way. With L.A.T.T.E. method (Chapter 8 - Disciplined Action) and general training of Starbucks partners , each interaction with the customer is there to provide a positive experience. Calling people by their name, timely service, and the patience of crafting ridiculously complex drink orders .

☕Brand colors and materials — the nature-influenced interior with dark colors and wood finishes are giving a feel of hominess. Sometimes a Starbuck visit is just a pause you take in a day to relax your eyes.

☕Music and smells — coffee and snacks just smell amazing. Let’s take that for granted. The music serves a purpose as well as bringing an ambiance that is great for having a conversation or focusing on work (or your date).

Key takeaway #6 — positive interactions

The brand is the sum of all touchpoints the customer has with the company. This goes beyond the product and customer service. Think about every single interaction customers have with you and make them positive.

Starbucks Master Example of Mobile Retention and App Rewards

Starbucks mastered the mobile game at the right time. Dabbling with mobile technology since 2007, Adam Brotman spearheaded the platform to maximize the effect. The big challenge was to align it with the brand.

“We don't look at mobile in a vacuum. We have an overall digital strategy that's all about building relationships with our customers, and that strategy runs across a number of digital touchpoints. We're looking at mobile, Web and social to think more holistically about how we engage with our customers and tell our story." — Adam Brotman, Chief Digital Officer

In the Manifest survey in 2018, 500 smartphone owners rated their satisfaction using food apps. Starbucks had the most popular and regularly used loyalty rewards app — 48% of users used it on a daily basis.

Four years later, Starbucks remains one of the most popular apps, ranking number 6 on the list of most downloaded Food & Drink apps. 

The mobile switch paid dividends with time. Instead of support and enhancing physical visits to the store, the channel began bringing in 23% of all the revenue.

Ordering ahead of time and user experience

For a food mobile app to be successful, it must bring value to the user, be easy or even fun to use and it should have entertaining, dynamic content.

The design has to adhere to rules of the brand, achieve a consistent visual look and continuity across all touchpoints.

The mobile app design is no different than the rest of the materials Starbucks uses.

Digital Engagement paid tremendous dividends for the company.

Starbucks CFO Scott Maw said almost all of the company’s same-store sales growth has come from customers that have digital relationships with the company and those that are in the Starbucks Rewards program.

User-friendly design

This is the minimal and easiest thing to leverage on. With a strong brand, it should not be hard to create an appealing visual interface and create logic flow and transitions or continuation to the desired action.

Engaging loyalty program

Retention is the name of the game. If a customer trusts you well enough to download your app, you have a unique opportunity to convert him or her to be a regular user.

Starbucks has a similar strategy with the reward system. Every day there’s a slight reward, whether it’s collecting points or showing the current mouth-watering warm drink inside the app. It’s sticky and you can’t help but wish for a warm beverage.

Mobile pay and ordering

The North American market is known for heavy mobile use . By prepaying and using the device to quickly go through the ordering process, the customers feel more efficient and slightly more an advantage than the other poor souls who still buy their coffee with credit cards or cash.

Integration with other platforms and services

Partnerships are ways to get tons of new users with one big swoop. Spotify acquired one million users a few days after partnering with Facebook (Source) and Facebook had one sexy product update from it as well. For similar reasons, Starbucks used Spotify to enrich the experience of the mobile app.

Now playing highlight in Starbucks stores (Music is a big part of the brand and having perennial "Shazam" embedded brings seemingly insignificant, yet positive experience.

UX/UI — breaking down the mobile app design

Out of this world personalized experience.

The app remembers your favorite order. This is ingenious. We’ve mentioned how coffee represents a daily habit - if Starbucks manages to infiltrate itself into your habit loop, they’ve won. They have become a part of your daily routine. Stacy always stops at the same drive-through Starbucks, orders her Grande Latte with Soy Milk at 6:15 am before she checks-in at her job. When that’s her daily or even only a few time per week routine, the LTV for that kind of customer is absolutely amazing!

Every little detail counts. For instance, here’s the customized greeting each time a user opens the app’s Home tab.

Gamification

Most addictive phone games always give you something to do if you’re not using them for a while. From Candy Crush Saga to Supercell’s engineered mobile drugs like Clash of Clans and Boom Beach, the mechanics of engagement are carefully predicted for maximum time and cash spend. These games start with low difficulty. They are fun, colorful, and offer an entertaining introduction to their mechanics. But you can play all day, and after a while (on a free tier) you’re locked out of the game.

To continue playing, you can either (literally) buy your time or increase your chances of success with extra loot, power levels, or something similar.

Starbucks uses a similar principle of gamifying its mobile app. There’s a lot of value upfront (pay with a card, skip the line, earn credits for free drinks) but it serves the company’s profit. You get hooked to those stars (credits) which are stacking in your beautifully designed mobile app.

There are also challenges for extra Starbucks points (who can say no to double credit days?)

With the app, Starbucks gets you to try new products and thus increase the range of products you are consuming AND it gives the company an opportunity to increase the average order revenue per customer.

There’s a thin line between being overbearing and being just enough engaging. And at the same time, they have to be very strategic on the number of features offered. Sean Ellis , the OG Growth hacker said the product is ready to ship once all the unnecessary features are taken away (kind of the same mentality as per good design). Luckily with MILLIONS of users, Starbucks can apply some Data Science magic and figure those timings for every type of person.

Personalization goes even further - it tries to give a similar experience as to visiting the store ( source )

Starbucks Loyalty Program on triple-caffeine nitro power

The Starbucks Rewards are dead simple - the more you spend the more stars you get. Besides the stars, the rewards program offers birthday rewards, phone payments, paying ahead, free in-store refills and special offers and events for members. As expected the experience is personalized for each user.

The Rewards work like gangbusters! More than 14.2 million active members in the U.S. are invested in the loyalty program and the mobile strategy has seen an 11% growth in users in Q2 2018 . The gamification of the program and “spend more, earn more” in some cases represent 39% of the entire chain's sales .

Here’s what’s ingenious about the mobile program. Even though there are people who prefer to have the minimum number of apps on their phone and think twice before opening the doors for the elite club on their smartphone storage, the Starbucks app is a trojan horse of benefits - even if you don’t care about collecting stars, it’s tough to say no to the free birthday drink or the convenient mobile pay.

Online Ordering and easy payments flatten the friction of getting the product. Just like the Amazon 1-click purchase or Slack’s onboarding sequence , the same goes for picking up a mocha and Petite Vanilla Bean Scone. At first, Starbucks had some issues, since the mobile members had to wait in line just like the others, but Starbucks responded by adding dedicated stations for mobile order-ahead customers.

Members can skip the waiting line and enjoy the jealous looks while feeling elite of themselves.

The beauty of the app isn’t giving one big benefit of a quicker caffeine shot to the member, but it serves as an upsell marketing tool. The Starbucks app is a delivery method for presenting new items ahead of time. These generate interest and coupled with email notifications, it gives their customers something to look forward to.

To keep the retention flat, the Rewards program has “punishment” traits tied into it. If you’re not using the stars for visiting the cafes you start losing them. This psychological trick, known as The Endowment Effect , helps to nudge those people who are affected more about losing something they already have.

The Mobile part is one of the main drivers of customer retention and has proven to raise the average order size per customer. Since the frequency of orders and visits is so high, the LTV per customer contributes to that impressive double-digit growth in the first years.

Key takeaway #7 - APP A mobile app for a product that is being used on a daily basis and is in the lifestyle category is not a nice to have, but almost mandatory. If you want to stay a part of your customer's daily lives, bring the entertainment, rewards, and gamification to keep retention and customer satisfaction high. You will be rewarded with increased LTV.

The Success Flywheel of Starbucks

The easiest way to figure out and identify the success of a company is to apply the try-and-true framework. Jim Collins, the author of Good to Great, Built to Last claims all mega-successful companies have to figure out the Flywheel principle .

To become an unstoppable juggernaut in its own field, Starbucks had to align 5-6 different elements in three categories:

• Disciplined People
• Level 5 Leadership
• First Who… Then What
• Disciplined Thought
• Face the Reality
• Hedgehog Concept
• Disciplined Action

Culture of Discipline

• Leveraging the Technology

Imagine the concepts as drivers of one giant flywheel. Let’s say you’d want to move a giant stone wheel that sits on an axle. It would take a lot of effort to get it moving at first. After gaining speed it would need less and less power to keep it going. After gaining momentum, the same wheel would run on its own with little interaction. Just like the extremely simplified quote says; “If it ain’t broke, don’t fix it.”

Disciplined people - Starbucks Level 5 Leadership

Excerpt from Good to Great -> “Level 5 leaders display a powerful mixture of personal humility and indomitable will. They're incredibly ambitious, but their ambition is first and foremost for the cause, for the organization and its purpose, not themselves. While Level 5 leaders can come in many personality packages, they are often self-effacing, quiet, reserved, and even shy. Every good-to-great transition in our research began with a Level 5 leader who motivated the enterprise more with inspired standards than inspiring personality.”

There’s no doubt, Starbucks CEO Howard Schultz possesses the characteristics and personality traits of a Level 5 leader. The ambition alone to introduce a new cultural concept in a new market sounds incredibly daunting, but to play it right with the shareholders, customers and their own people sounds impossible.

But that was the initial idea, a moral standard. The mission statement of Starbucks is:

“to inspire and nurture the human spirit – one person, one cup and one neighborhood at a time.”

Let’s break this down into two pieces.

Inspire and nurture the human spirit .

The people, customers, and partners (staff) are the most important assets of any company. The first part of the mission statement explains that in a split-second. The relationships within the company have to be nurtured and supported while exuding warmth and friendliness.

Howard Schultz has shown respect for the mission by developing programs for their own people, which include free education, health insurance and even a share in the Starbucks company.

“One person, one cup and one neighborhood at a time .”

The second part stresses the importance of gradual improvement. Each interaction with a customer, each cup of coffee made hold a large amount of responsibility to deliver the right experience. The neighborhood part reminds the staff and the customers that the stores pay special respect and attention to the place where they are located.

In the article Inside Starbucks’s $35 Million Mission , author Sarah Kessler describes how Starbucks runs the “ Leadership Lab ” — part leadership, part training conference for 10,000 store managers.

Disciplined thought

Face the Reality — When stuff gets hard, leaders don’t turn away from the problem or worse, get busy with mundane tasks, deceiving themselves they are working. Closing your eyes to the reality means you’re on a great way to a downward spiral.

In 2008, Howard Schultz got reinstated by the board as CEO. The sales and shares were dropping. The brand and the culture of Starbucks were deteriorating rapidly. The magical experience was a shadow of its former self.

Schultz decided on a radical idea to close all the stores and retrain in order to inflict the importance of the Starbucks vision and mission. Tied into this transition was closing numerous shops and letting go of hundreds of employees. The ordeal cost the company 6 to 7 million dollars .

In 2018, Starbucks closed the doors again in order to put the staff through racial anti-bias training. The temporary closure cost the company between $15 - $20 million dollars

But it was necessary and long needed. The company picked up from the bottom just like in Drake’s song and has been rapidly growing in the world’s map as well as on index stock charts.

The Hedgehog Concept

The term Hedgehog concept introduced by Collins is some sort of a marriage consisting of a Venn diagram and three major ideas. Jim Collins thinks that in order to have a chance to be the best in the world you have to possess all three:

• The Elite Skill - You will have to be the best in your area of expertise. Constant learning, innovating and moving the boundaries are expected from the movers and shakers of the world.
• Deep Passion - Someone who grows a business will eventually (and continuously) encounter major obstacles where the skill isn’t going to be enough. The grit, powered with a deep passion and a reason why is arguably even more important than the knowledge alone.
• Ability to generate revenue - Understanding of what drives the economic engine is the third piece of the puzzle that completes the concept. No business can survive without sustaining itself and its people financially.

Schultz possesses all three: the Stanford education armed him to become shrewd and dangerous in the business world with a deep understanding of the economic machine while he stayed in love with the company and continued to deeply care for its people and the customers.

The second part of the hedgehog concept is the sheer simplicity of your objective. When it comes to specializing and becoming the best in the world, you need one clear statement which completely prevails over all the others.

The hedgehog is the exact opposite of the fox concept. Foxes are cunning, smart and resourceful animals who take any opportunity to get ahead using any tactic they can think off. Yet when they encounter and attack the hedgehog, the hedgehog simply rolls up into a ball and protects itself with its spiky hide.

The hedgehog companies have one major driving goal that is ingrained as the cornerstone of its business. In Starbucks, it’s not the coffee quality, but it’s the deep desire to create an experience for their customers. Everything is tied into this.

Sometimes, achieving massive rapid growth for the growth sake reveals cracks in the system if it’s not solid. In 2008, when the company was on the decline, Schulz looked at the strategy of the past few years and, in a letter penned company-wide, explained that Starbucks had “invested in infrastructure ahead of the growth curve” and it was time to “shift our emphasis back onto customer-facing initiatives.”

Imagine, the Starbucks insane growth pace required to hire 1,500 new employees a week.

Disciplined action

The success of anything in our lives is in the hands of people. It always is the #1 element in any company.

“In determining the right people, the good-to-great companies placed greater weight on character attributes than on specific educational background, practical skills, specialized knowledge, or work experience.”

When the quality of the work started slipping. Schultz had to close down hundreds of shops for a training day. It was a necessary decision to refocus, restructure and boost Starbucks employees to work and deliver on the right things and to deliver the experience as it was intended in the first place.

When faced with a difficult customer or a problem, the Starbucks partners (employees) are taught customer service by using a L.A.T.T.E. system. The acronym helps baristas deal with any situation in the store.

• L isten to the customer
• A cknowledge the problem/situation
• T ake actions and solve the problem
• T hank the customer
• E xplain what you did

The simple system isn’t there just to provide clear guidelines but it also boosts motivation and willpower among employers. In the book, The Power of Habit , Charles Duhigg wrote that the LATTE system prevented the customer service meltdown , and sustained willpower throughout the day.

In the end, customer service is there to deliver and exceed the experience which is tied to the brand. Nothing is as important as delivering the service. 

“[Employees] are the true ambassadors of our brand, the real merchants of romance and theater, and as such the primary catalysts for delighting customers. Give them reasons to believe in their work and that they’re part of a larger mission, the theory goes, and they’ll in turn personally elevate the experience for each customer–something you can hardly accomplish with a billboard or a 30-second spot.” — Excerpt from book Onward, Howard Schultz

Technology Accelerators

For a globally recognizable brand like Starbucks technology plays a major role in the expansion. The Starbucks app and the emails alone played a significant role in the company’s growth.

According to Collins, technology accelerators have to be carefully selected. Companies had to sift through the emerging technology, identify and select the right ones and gradually introduce them in the business model.

The Hedgehog Concept would drive the use of technology, not the other way around — Jim Collins

Companies that jumped the gun burned badly.

In fact, Jim Collins discovered that more than 80% of great companies didn't rank technology as one of the top five ranking factors for success.

“Those that stay true to these fundamentals and maintain their balance, even in times of great change and disruption, will accumulate the momentum that creates breakthrough momentum. — Jim Collins

Down to the core, Starbucks has one secret ingredient to thank for — knowing their customers. Data analytics. According to Starbucks, this function uses “ methodologies ranging from ethnography to big data analytics … that help support Starbucks pricing strategy, real estate development planning, product development, trade promotion optimization, and marketing strategy.”

Starbucks contracts with a location-analytics company called Esri to use its technology platform that helps analyze maps and retail locations. It uses data like population density, average incomes, and traffic patterns to identify target areas for a new store.

The Crawl, Walk, Run Concept

The gradual introduction of technology is a part of the hedgehog concept. Technology is a major proponent of business growth however if it doesn’t tie into the one simple concept , the company has to be disciplined enough to say no to new opportunities.

Eventually, they can adapt the technology in their concept which turns the massive flywheel forward.

In Starbucks sense, they seem like they embrace technology. They started out with gift cards and pay-ahead mobile purchases. The next step was adding the Starbucks Rewards program to cultivate upsells and raise the LTV per customer. And today with big data, AI, and predictable algorithms they maximize the relationship with the customers.

Key takeaway #8 — the flywheel concept

Successful companies that persevered and thrived with time have found and adopted the Flywheel concept. Focusing on the essentials of the business, working with the right people in the right places, and maintaining discipline is the only way for continued sustainable growth.

Starbucks Vs the World

Competitors.

Starbucks enjoyed the blue ocean marketplace as a premium coffee culture experience provider. 

But as soon as competitors noticed Starbucks discovering a new opportunity they had to react quickly. McDonald's and Dunkin’ Donuts were the big ones that introduced their own versions of coffee-to-go. Better than instant coffee and convenient while on the go, the two competitors did enjoy new revenue stream of introducing coffee; however, as companies, they had to keep the focus on what they are good at — McDonald's with their fast food burgers and fries and Dunkin’ Donuts with well… donuts. DD does serve coffee but had no intention to put more emphasis on it until the late 1990s .

Starbucks kept the lead in the coffee concept because of its focus on the coffee culture and holistic concept of their brand, especially customer service. This point can be seen as soon as you look at international markets. Dunkin' Donuts’ international revenue in 2018 contributed less than 4% of total sales, while roughly 30% of Starbucks' consolidated net revenues in the same period were attributed to markets outside America.

When international expansion goes right

When you get it right and you know you have the brand, processes, and culture down, you can move outside. When Starbucks expanded its adopted “Coffee culture” to new markets it could follow its own tracks again. In many countries, especially Asian nations the idea of a coffee culture was new, fresh, and exciting.

To overcome the culture gap, Starbucks sought partnership through direct investments and joint ventures instead of direct franchising . This solved two major problems.

First, they relied on local retailers who already had experience and experience in the local markets. They married the coffee culture idea with market research of the new areas to discover regional customers’ tastes and preferences. After that, they just had to deliver the employee training, workflows, and the product itself.

Secondly, they acquired and absorbed the entire pieces of coffee markets , such as Coffee Partners in Thailand and Bonstar in Singapore. All in one big swoop.

But even today a Starbucks café is opened every 15th hour in China. It already operates more than 3,000 stores in China and plans to add 2,000 more by 2021 . Seoul has the most Starbucks cafes in any city ( 284 ).

Starbucks is present in 6 continents and in more than 72 countries and territories. But it wasn’t always smooth sailing for the old Starbuck.

And when it doesn’t go so well

While Starbucks had amazing success in Asian countries, they hit a snag in Australia.

In 2008, they closed two-thirds of all stores.

The reason?

Australia is already known as one of the hardest markets to get into in the first place and they are very proud of their coffee culture. The flat whites, coffee art in ceramic lattes have been served for dozens of years at beloved local cafes and by baristas who knew what they are doing.

What Starbucks was doing in the United States was introducing the coffee culture in the new market because it was non-existent before. But in Australia, this model didn’t fit in at all.

In 2008, Starbucks closed two-thirds of all the stores. The prices of Starbucks’ relatively common-tasting coffee (compared to established coffee shops) were pricier than the local solutions and managed by young students who didn’t have the level of appreciation of either the coffee culture and/or Starbucks as a brand.

Key takeaway #9 — establish yourself

Follow the winning formula of developing the markets first and turning into a product innovator after you have established yourself. Forcing the innovation where it’s not perceived as such, is waging a losing battle.

Starbucks on Social Media

The website is simply designed with an intention to present the latest seasonal product in the Starbucks shops in the first fold. The focus of the homepage is also on advertising the Starbucks Rewards program.

According to SimilarWeb, it attracts 18.9M visits per month, with an average of 2 minutes and 3.2 page views per session. Starbucks site is the 9th top ranked site for Food and Drink category in the world

The Youtube channel was established at the end of 2005. After 16 years it managed to acquire 335,000 subscribers, which isn't’ that much if we take the size of the company into consideration.

The most successful videos are close to 10 million views; however, they are short, 15-seconds clips of the product. The channel moderators are not participating in the comment sections.

Luckily there’s not much competition on YouTube; however, as a highly visual channel, Starbucks could advertise their mobile app and Starbucks reward program using socially-conscious values, product innovation, or sustainability programs.

On the other hand, Instagram is doing absolutely amazing. Naturally, since the best Starbucks customers are the ones who have been using their mobile devices for ordering and participating in the Starbucks Rewards program

Starbucks Instagram uses a mix of images and video clips mostly displaying their well-designed cups. The posts are mostly re-shared (“regrams”) of other Instagram users. With this tactic, Starbucks incentivizes UGC (user-generated content), since Instagram users have the chance to be regrammed and have their Starbucks shot seen by 17.8 million followers.

Pinterest is another great visual platform where images are split into different categories: from coffee recipes, coffee photography to store designs and world-recognized Starbucks cups.

Pinterest receives 10+ million monthly views and has 443,600 followers.

Even though their daily support is dropping, Facebook is still being used as one of the channels where Starbucks shows its videos and posts.

On Twitter , Starbucks shares its globally conscious ideas, news, and stories about the company and its products. Twitter also serves as a chance to (as in Instagram) retweet other users’ posts.

Starbucks likes to reshare the positive messages of happy users who had a positive experience at one of their stores

Since Starbucks' success mainly lies in their visual branding, they use social media for their brand awareness and in a Facebook sense, pushing the mobile app downloads.

Key takeaway #10 — delegate your resources

When using social media, identify which social media platform brings the best results. If your users are primarily on mobile devices, Instagram would be a smart choice. Delegate your resources to the best-performing channel.

Starbucks Corp. has become a worldwide success by sticking to its hedgehog concept. The realization of being customer-centric in the practical, not just theoretical sense laid the foundation of expansion in North American markets as well as international ones.

When all of the decisions are catered to the concept of serving their customers, including using technology as accelerators, there’s nothing to worry about in their future.

• DOI: 10.32535/IJAFAP.V4I1.1030
• Corpus ID: 233923385

Navigating Through the COVID-19 Crisis: A Case Study of Starbucks

• D. Kee , M. Faheem , +3 authors Ahmad Amiruddin Khairi
• Published in International Journal of… 27 February 2021
• Business, Economics

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6 Citations

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Organizational Culture at Starbucks

Safety of foods, food supply chain and environment within the covid-19 pandemic, pour your heart into it: how starbucks built a company one cup at a time, eat, drink and be civil: sociability and the cafe, an empirical analysis on purchase intention on coffee beverage in taiwan, gender differences in coffee consumption and its effects in young people, related papers.

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Case Study of Crisis and an Affirmation of Character

The History of Starbucks Coffee Company's Anti-Bias Efforts

This is a story of a business that has always tried to be a different kind of company. It’s a story of an incident of racial bias in one of the brand’s stores—and how that moment galvanized a national effort to confront racial bias, and reaffirm an intention to ensure all Starbucks stores are places that are welcoming of all. It’s told through a diverse set of voices: the Starbucks leaders and team members, critical advisors, and design partners who led the efforts over an 18-month period.

Where Does This Story Start?

A Bold Move Fueled by Critics, Believers and Partners

A massive design effort, color brave, not color blind, shared experiences are the motivation and common language, whole-human design: the only hope, realization #1: the role of starbucks as a welcoming ‘third place’ needed a serious examination. , realization #2: leaders are learners, too., realization #3: building a sense of goodwill would be vital—we had to create a safe space., realization #4: representation has to become our modus operandi., realization #5: when given the chance, humans rise to their best selves., may 29: a day of conversation, personal reflection and peace.

WE’LL SEE YOU TOMORROW At Starbucks we are proud to be a third place—a place between home and work where everyone is welcome. A place where everyone feels they belong. Today, our store team is reconnecting with our mission and with each other. We are sharing our ideas about how to make Starbucks even more welcoming.  We look forward to seeing you when we reopen at ___________.

Multimedia Training to Guide the Groups

The making of a much-deeper curricula.

• Creating an Inclusive Environment with Sinéad Burke
• Be a Community Builder with Cleo Wade
• Leaning into Discomfort with LB Hannahs
• Courageous Leadership with Brené Brown
• Mindful Decision Making with Mel Robbins
• Sharing your Story with Shonda Rhimes
• Conversations on Mental Health with Esme Weijun Wang

An Open Source Approach

The 2019 Leadership Experience

Partner feedback has been decidedly positive.

• Assess any given situation, 
• Consider the implications and possible outcomes, and 
• Take action to maintain their third-place environment. 

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What Starbucks got wrong — and right — after Philadelphia arrests

Tom Relihan

May 18, 2018

On May 29, Starbucks will close more than 8,000 U.S. stores for an afternoon of racial bias training for 175,000 employees. The move, expected to cost $12 million, comes after an April 12 incident when two black men were arrested after asking to use a Philadelphia Starbucks restroom without making a purchase.

While it’s unlikely the company will be able to eradicate the effects of unconscious racial bias among its employees in a single afternoon, MIT Sloan senior lecturer Roberta Pittore said the decision to close the stores for training was the right call.  As recently as Friday afternoon, the company issued another apology after an employee at a California store wrote a racial slur on a customer's cup.

“Something is better than nothing, more is better than less, and sooner is better than later,” Pittore, who studies communication as it influences decision-making in organizations, said. “I think what it does achieve from Starbucks’ point of view is that it changes the discussion from ‘What did our employee do that was offensive,’ to ‘How can we learn and how can we change?’”

Swift, specific, and sincere

The rise of social media has given people the ability to spread news in milliseconds, and a corporate response needs to match that pace, Pittore said. But, any response also needs to be specific and sincere.

In its initial attempt to address the controversy that day, the company fell flat on at least two of those counts. In releasing a general statement acknowledging the situation and promising a policy review, but failing to mention concerns about racial bias, the company’s response was swift, but it wasn’t specific or sincere enough.

That first statement was followed later in the day by a longer one from CEO Kevin Johnson, who took a more targeted tone, describing the outcome as “reprehensible” and reaffirming the company’s opposition to discrimination and racial profiling. Johnson also released a video in which he took personal ownership for the incident.

Pittore said the revised response indicates Starbucks’ realization that the incident carried more gravity than the company’s leadership had initially thought.

“[A generalized statement] doesn’t seem as sincere — and it isn’t. It isn’t addressing the problem. It’s just saying, ‘We’re good guys … we have good intentions,’” Pittore said. “Well, everyone has good intentions, so what are your good intentions about this very real, very specific, very tangible incident?”

Soon after, Johnson traveled to Pennsylvania to meet with the two men and offer a face-to-face apology. Pittore said that move, too, was appropriate, given the climate surrounding the incident. In May, the company also reached a financial settlement with the pair for an undisclosed amount of money and a promise to help them complete their bachelor’s degrees through the company’s employee tuition assistance program.

“The company appropriately should find out from them, ‘How do we make this up to you?’” Pittore said.

When public access is part of your business model

At the core of Starbucks’ brand is the idea that its coffee shops can serve as a “third place” for meet-ups, studying, or work on the go. With the arrests, a single store manager’s decision saw that carefully-crafted persona of a socially progressive and inclusive community hangout begin to unravel.

“They’re not selling you a cup of coffee. They’re saying, ‘We’re the part of the community that you’re in when you’re not at the office and you’re not at home,’” Pittore said. “When you think about that, you have to think about the larger community and about ‘How do we, as a public, want that third place to be. Bottom line, it should feel safe. It should feel welcoming, and that’s really the crux of the problem.”

That problem isn’t unique to Starbucks, either, Pittore noted — it’s a societal problem that came to a head in a very visual way in Philadelphia.

“The specific actions of that one specific employee uncovered a larger issue of racial bias, frankly, in our culture. If you narrow it down, you have an incident that you can’t sweep under the rug,” she said. “The question for Starbucks is ‘What do we do? We didn’t create this problem, but we’re part of this society where this is happening, and if we’re going to be that third place, what is that third place going to look like?’”

Moving forward, Pittore said Starbucks should review its policies, the composition of its board and leadership, its gender, race, and age demographics among its employees, and its wage structures to determine how socially conscious the company really is and decide where, on that spectrum, it wants to be.

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Starbucks SWOT Analysis & Recommendations

This SWOT analysis of Starbucks Corporation (Starbucks Coffee Company) examines the results of the company’s strategies that employ business strengths to overcome weaknesses, exploit opportunities, and protect the business against threats and barriers to success in the coffee and coffeehouse industry environment. The SWOT Analysis model is a strategic management tool for assessing the strengths, weaknesses, opportunities, and threats (SWOT) relevant to the business and its internal and external environments. This SWOT analysis of Starbucks considers the strengths and weaknesses (internal strategic factors) inherent in the coffee and coffeehouse business. This business analysis case also considers the opportunities and threats (external strategic factors) related to the competitive landscape, which involves the strong force of competition, as determined in the Five Forces analysis of Starbucks . This competitive environment and the factors in this SWOT analysis require that the company continuously improve its business strengths to optimize its financial performance and growth trajectory.

Starbucks faces challenges to business growth as it develops products to complement its core coffeehouse business. Starbucks’ marketing mix or 4P indicates product mix expansion to include tea, food, and merchandise, in addition to coffee. In the SWOT analysis framework, this business condition creates a challenging environment where the company needs to use different sets of strategies and competencies that match various industries and markets. Strategic planning that accounts for the internal and external factors shown in this SWOT analysis can increase Starbucks’ success against competing coffeehouse firms and food-service businesses, like Tim Hortons, Dunkin’, McDonald’s , Subway , Burger King , and Wendy’s .

Starbucks’ Strengths (Internal Factors)

This component of the SWOT analysis model deals with the internal factors that the company can use as strengths to address weaknesses and protect the business against competition. Starbucks’ main strengths are as follows:

• Strong coffee and coffeehouse brand image
• Effective capabilities for managing a global supply chain of coffee and related materials
• Moderate diversification through various subsidiaries and products, including merchandise

Starbucks is one of the world’s strongest and most popular brands. The company has a growing population of loyal customers, which adds to the stability of the coffeehouse business. In the SWOT analysis model, effective capabilities for managing a global supply chain strengthen Starbucks by supporting operations that connect production (e.g., Arabica coffee beans in plantations) to consumption (e.g., caffeinated drinks in coffeehouses). Also, the company gradually diversifies its business through new products and new subsidiaries, resulting in the current product mix and brands of Ethos Water, Teavana, and others. Diversification makes the effects of market and industry risks on Starbucks’ coffee business more manageable. The internal strategic factors in this part of the SWOT analysis show that the business has strengths that promote resilience, through diversification and a global supply chain, for the achievement of business goals derived from Starbucks’ mission statement and vision statement .

Starbucks’ Weaknesses (Internal Factors)

Business weaknesses are identified in this component of the SWOT analysis. Weaknesses are internal factors that reduce or limit the capabilities of the coffeehouse company. Starbucks’ weaknesses are as follows:

• Pricing strategy for high price points
• Generalized standards for most products
• Imitability of products, especially beverages

Starbucks has high price points that maximize profit margins but reduce the affordability of its products. The related pricing strategy, an internal strategic factor, is a weakness because it limits the coffee company’s market share, especially in areas with relatively lower disposable incomes. Also, this SWOT analysis considers Starbucks’ generalized standards a weakness that limits the flexibility of the coffeehouse chain’s business organization. For example, the company’s generalized standards for crafted beverages reduce these products’ cultural alignment with local target markets and consumer preferences. In addition, many Starbucks products are imitable. For instance, small local competitors can develop beverages like the company’s products. Even the design and ambiance of the company’s cafés are imitable. Imitability is a weakness that empowers competitors. The internal factors in this part of the SWOT analysis of Starbucks Coffee Company show that the business must develop strengths to reduce the adverse effects of imitation and high price points on the company’s market share in the global industry.

Opportunities for Starbucks (External Factors)

This part of the SWOT analysis model focuses on external factors that present opportunities for business growth and development. In this case, the main opportunities available to Starbucks are as follows:

• Further expansion in developing markets
• Higher business diversification to include operations related to food, beverages, and merchandise
• Stronger market position through additional partnerships or alliances

Starbucks Corporation can increase its revenues by increasing its operations in developing markets, many of which have high economic growth rates. This opportunity draws attention away from the U.S. market, where most of the coffeehouse company’s revenues are generated. Also significant in this SWOT analysis is higher business diversification, which can improve Starbucks’ long-term stability. For example, further diversification can reduce the coffee company’s dependence on a single market, market segment, or industry, thereby reducing risks and improving revenue growth opportunities. Diversification is currently a minor growth strategy, as shown in Starbucks’ generic competitive strategy and intensive growth strategies . The industry environment considered in this SWOT analysis also presents the opportunity to strengthen the company’s market position through additional partnerships or alliances with other firms. For instance, additional or reinforced alliances with major retailers can improve the distribution and market share of Starbucks’ consumer goods, such as ready-to-drink coffee. The external strategic factors in this part of the SWOT analysis show that Starbucks can improve its industry position by exploiting the opportunities, such as diversification and alliances in the global industry environment.

Threats to Starbucks (External Factors)

Threats to the coffeehouse business are identified in this part of the SWOT analysis. These threats are external factors that reduce or limit business performance. In this company analysis case, the following are the main threats relevant to Starbucks:

• Competition with low-cost coffee sellers
• Imitation of name, design, or recipes
• Independent coffeehouse movements

Starbucks Corporation competes with many firms in the international market. For example, the company’s products compete with lower-cost coffee products from restaurant chains, like McDonald’s and Dunkin’. This external strategic factor threatens Starbucks because such competitors can reduce the company’s market share by competing based on low prices. Also, this SWOT analysis considers imitation as a threat to the coffeehouse business. This threat of imitation involves firms that try to copy the taste, look, and feel of Starbucks products. In addition, the industry environment is subject to independent coffeehouse movements. These movements are sociocultural efforts that support the operations of small independent local coffeehouses and oppose the expansion of multinational coffeehouse chains, like Starbucks. Such sociocultural trends influence consumer perception and purchasing behaviors, as shown in the PESTEL/PESTLE analysis of Starbucks . Successful marketing campaigns and branding strategies are needed to counteract the effects of these trends. This part of the SWOT analysis of Starbucks Coffee Company identifies external strategic factors that impose challenges to international expansion and market penetration.

Recommendations – SWOT Analysis of Starbucks

The industry environment of Starbucks involves diverse challenges, especially because of the company’s moderate diversification. The coffeehouse chain business faces issues, such as competition, imitation, and social trends that oppose international players in local markets. Based on the current condition of the business, some of the most notable strategic management concerns enumerated in this SWOT analysis of Starbucks Coffee Company are the imitability of products and the corresponding threat of imitation, the threat of competition involving low-cost sellers, and independent coffeehouse movements.

Based on this SWOT analysis, a recommendation for protecting Starbucks’ business against imitation is to aggressively innovate, especially in product development. Innovation can make the company’s products more difficult to imitate. It is also recommended that Starbucks Corporation consider pricing strategies that attract more customers. For instance, bundle pricing can help address the threat of competition involving low-cost sellers. Furthermore, a suitable recommendation in this SWOT analysis case is to implement creative marketing and branding strategies that build Starbucks’ corporate image as a contributor to community development. Such an image can help reduce sociocultural opposition against the company’s expansion. These recommendations focus on minimizing the negative impacts of the internal and external factors enumerated in this SWOT analysis of Starbucks.

• Benzaghta, M. A., Elwalda, A., Mousa, M. M., Erkan, I., & Rahman, M. (2021). SWOT analysis applications: An integrative literature review. Journal of Global Business Insights, 6 (1), 55-73.
• Gois, T. C., Thomé, K. M., & Balogh, J. M. (2023). Behind a cup of coffee: International market structure and competitiveness. Competitiveness Review: An International Business Journal, 33 (5), 993-1009.
• Kato, T. (2022). Brand Concept Drives Loyalty Toward Starbucks: Concept, Product, Place, and Staff in Japan. Central European Management Journal, 30 (1), 70-90.
• Starbucks Corporation – Form 10-K .
• Starbucks Reports Q1 Fiscal 2024 Results .
• Tata Starbucks to Accelerate Growth to 1,000 Stores, Double Employment in India by 2028 .
• U.S. Department of Agriculture – Economic Research Service – Food Service Industry Market Segments .
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• This article may not be reproduced, distributed, or mirrored without written permission from Panmore Institute and its author/s.
• Educators, Researchers, and Students: You are permitted to quote or paraphrase parts of this article (not the entire article) for educational or research purposes, as long as the article is properly cited and referenced together with its URL/link.

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When is surgical intervention needed in oral and maxillofacial space infection patients? A retrospective case control study in 46 patients

• Yimin Liu 1 , 2 , 3 , 4 , 5 , 6   na1 ,
• Hanyi Zhu 1 , 2 , 3 , 4 , 5 , 6   na1 ,
• Xin Bao 1 , 2 , 3 , 4 , 5 , 6 ,
• Yingyi Qin 7 ,
• Zhiyuan He 2 , 3 , 4 , 5 , 6 ,
• Lingyan Zheng 1 , 2 , 3 , 4 , 5 , 6 &
• Huan Shi 1 , 2 , 3 , 4 , 5 , 6  

BMC Oral Health volume  24 , Article number:  973 ( 2024 ) Cite this article

Metrics details

Patients with mild oral and maxillofacial space infection (OMSI) usually need only antimicrobial therapy. However, surgical intervention is eventually needed after using antibiotics for a period. The objective of this study was to explore the risk factors for drug therapy failure in OMSI.

Subjects and methods

A retrospective case‒control study was designed. From August 2020 to September 2022, patients at Shanghai Jiao Tong University Affiliated Ninth People’s Hospital who were diagnosed with OMSI were retrospectively reviewed. The outcome variable was surgical intervention after the use of antibiotics. We collected common biological factors, including demographic characteristics, routine blood test results, C-reactive protein (CRP) levels and composite indicators, such as neutrophil to lymphocyte ratio (NLR) and platelet to lymphocyte ratio (PLR). The χ2 test and binary logistic regression were used to examine the association between biological factors and the outcome variable.

Forty-six patients were included in this study. Further surgical intervention was needed in 20 patients (43.5%). The NLR showed a significant association with further surgical drainage ( p  = 0.01). A binary logistic regression equation was found by using stepwise regression based on the Akaike information criterion (R2 = 0.443), which was associated with sex (odds ratio [OR], 0.216; p  = 0.092), NLR (OR, 1.258; p  = 0.045), red blood cell (RBC) count (OR, 4.372; p  = 0.103) and monocyte (MONO) count (OR, 9.528, p  = 0.023). Receiver operating characteristic analysis produced an area under the curve for NLR of 0.725 ( p  = 0.01) and for the binary logistic regression model of 0.8365 ( p  < 0.001).

Surgical interventions are needed in some mild OMSI patients when antimicrobial therapy fails to stop the formation of abscesses. The binary logistic regression model shows that NLR can be used as an ideal prognostic factor to predict the outcome of antimicrobial therapy and the possibility of requiring surgical intervention.

Statement of clinical relevance

Using simple, inexpensive, and easily achieved biological parameters (such as routine blood test results) and composite indicators calculated by them (such as NLR) to predict whether surgical intervention is needed in the future provides a reference for clinical doctors and enables more cost-effective and efficient diagnosis and treatment.

Peer Review reports

Introduction

Oral and maxillofacial space infection (OMSI) primarily originates from odontogenic infection and can also occur as a result of adenogenic, haematogenous or latrogenic factors. The infection can spread widely through cellular-adipose tissue and fascial planes in the maxillofacial region. This allows the infection to penetrate deeper into the tissues and can result in the development of OMSI cellulitis or the formation of abscess [ 1 ]. When an abscess has formed with purulent collection during infection evolution, surgical intervention is needed to expel pus and necrotic tissue from the body. It is necessary and effective in reducing local pain and swelling, as well as preventing apnoea. It also guards against infection diffusion to the craniocerebral region or blood circulation, causing serious complications, including brain abscess, Ludwig’s angina and descending necrotizing mediastinitis [ 2 ]. These complications can have detrimental effects on the patient’s health and may require additional interventions for management.

If a contrast CT scan does not reveal obvious signs of abscess, the common practice is to administer antimicrobial therapy. After a few days of treatment, medical staff need to monitor the patient closely to assess if the cellulitis is shrinking or if the infection is worsening to the extent of developing one or multiple abscesses. Once a contrast CT scan confirms the presence of purulent collection after antibiotherapy, surgical intervention is required to achieve the therapeutic goals mentioned above.

Patients who require surgery often experience more severe clinical symptoms, accompanied by a higher risk of complications. For some of them, the infection may become severe enough to warrant hospitalization. This not only adds to the physical and emotional burden experienced by patients but also leads to increased financial expenses. Moreover, the prolonged absence from work or school due to hospitalization further adds to the financial burden and can have negative consequences on the patients’ professional or academic life. In addition, intraoral surgical incisions for drainage tend to be less concerning aesthetically for patients; however, extraoral incisions may result in aesthetic sequelae that could impact the patient’s self-esteem and quality of life. Furthermore, more medical resource inputs are placed in these patients since they require specialized care, including frequent monitoring and wound dressing [ 3 ]. Consequently, the surgical intervention should be well indicated and justified. However, to our knowledge, few studies have explored risk factors associated with surgical intervention in patients with mild infection. Further studies in this area can improve patient care and outcomes.

The neutrophil to lymphocyte ratio (NLR) is a systemic inflammatory indicator derived from routine haematological parameters, which currently has been reported as an independent predictor in inflammation-associated diseases such as malignant tumours, cardiovascular diseases, and neurological diseases [ 4 , 5 , 6 , 7 ]. NLR has attracted considerable attention for its ease and low cost in prediction. Research has reported that during inflammatory stress, neutrophils increase, and lymphocytes undergo apoptosis, resulting in an elevated NLR [ 8 ]. In terms of OMSI, NLR has been mentioned as an emerging predicator. Research has reported that the NLR contributes to the severity of infection in terms of the involved spaces and complications in severe and extremely severe oral and maxillofacial space infection patients [ 9 ]. It is also regarded as a prognostic marker of deep neck space infections second to odontogenic infection [ 10 , 11 ]. There is evidence that NLR significantly decreases after surgical drainage in odontogenic cervicofacial phlegmon patients, while it remains at a high level on admission to the hospital [ 12 ]. Higher NLR values may lead to unfavourable prognoses in sepsis patients [ 13 ].

Some routine haematological parameters are associated with severity in OMSI, such as white blood cell (WBC) count, neutrophil (NEU) count and C-reactive protein (CRP) level. Utilizing these haematological parameters, previous studies have attempted to predict clinical outcomes such as the length of hospital stay and reoperation rate [ 14 , 15 , 16 , 17 ].

The purpose of the study was to explore the diagnostic value of common haematological parameters and composite parameters, such as NLR, in predicting the possibility that surgical intervention may eventually be required in mild OMSI patients to assist clinicians in making accurate early diagnoses.

From August 2020 to September 2022, 46 patients at Shanghai Jiao Tong University Affiliated Ninth People’s Hospital diagnosed with OMSI were included in a retrospective study (Fig.  1 ).

Flow chart of the retrospective study

The inclusion criteria for patients with OMSI were as follows: (1) clinical manifestations of typical inflammation, including local redness, swelling, pain, increased skin temperature, and local dysfunction; (2) inflammatory indicators at a high level supporting the diagnosis of inflammation; (3) a contrast CT scan showing no obvious evidence for abscess formation at the first visit; and (4) treatment with antimicrobial therapy received from hospital for no less than 3 days.

The exclusion criteria were as follows: (1) malignant tumour-related infection; (2) previous surgical intervention before the first visit at our hospital; (3) pregnancy; and (4) self-medication with antibiotics before or after the first visit.

All the procedures of the study were in accordance with the Declaration of Helsinki and approved by the Ethics Committee of Shanghai Jiao Tong University School of Medicine Affiliated Ninth People’s Hospital (SH9H-2021-T400-2).

The outcome variable was surgical intervention after antimicrobial therapy failure.

Surgical intervention was performed when there was presence of abscess formation, which was detected by a contrast CT. The potential predictor variables consisted of demographic characteristics and laboratory examination. Demographic characteristics included patient age at first visit to the hospital and gender (male or female). Laboratory examination comprised both routine full and differential blood cell counts (lymphocytes, leukocytes, neutrophils, eosinophils, basophils, and monocytes) (categorized as normal or abnormal), CRP levels (categorized as normal or abnormal), and composite indicators, including NLR and platelet to lymphocyte ratio (PLR). The clinical laboratory of Shanghai Jiao Tong University School of Medicine Affiliated Ninth People’s Hospital conducted thorough examinations to determine whether the laboratory test results fell within the normal range or exhibited abnormalities.

Statistical analysis

The study variables were acquired from each patient’s medical records. Multiple imputation was used to fill 4 missing data points. Continuous variables are reported as the mean and standard deviation. The Mann‒Whitney U test was used to test the association between continuous predictor variables and the outcome variable. Categorical variables are reported as percentages and were tested by the χ2 test. p  < 0.05 was considered statistically significant. All variables with p  < 0.2 were included in the multicollinearity test, and then the selected variables were used to build a binary logistic regression model by stepwise selection based on the Akaike information criterion (AIC).

Receiver operating characteristic (ROC) curve analysis was used to evaluate the predictive effect and diagnostic value of different biological variables and the combination of multiple factors on surgical intervention. We used a calibration curve to assess calibration accuracy, accompanied by the Hosmer‒Lemeshow test. We also used forest plots and nomograms to visualize the comprehensive results of the model.

Analyses were performed using R statistical software.

A total of 46 patients diagnosed with OMSI were enrolled in this study. None of the patients had formed an abscess by their first visit. Table 1 presents the study variables, encompassing the population characteristics and haematological parameters of the patients. The study population consisted of 27 males (58.7%) and 19 females (41.3%), resulting in an almost equal distribution in terms of gender. Their ages ranged from 8 to 94 years, with a mean age of 53.6 (± 19.0) years. Abnormal haematological results accounted for 73.9% (34) of WBC counts, 80.4% (37) of neutrophil cell (NEU) counts, and 82.6% (38) of CRP levels. Additional details can be found in Table  1 . The specific data of the haematological examination results are provided in Table S1 in the Supplementary Materials. In Table S2 in the Supplementary Materials, abnormal value markers for all haematological indicators are provided, indicating whether the abnormal values are higher or lower relative to the normal values. Except for HCT, EOS count, and MONO percentage, the abnormal values for all other indicators uniformly demonstrate a consistent trend of being either higher or lower in comparison to the normal values. The mean NLR was 7.7 ± 4.9.

Twenty patients underwent surgical drainage, resulting in a surgery rate of 43.5% in the study population. The results of the association between the study variables and the outcome variable are presented in Table  2 . Four variables (WBC count, NEU count, MONO count and NLR) exhibited a significant correlation with surgical intervention ( p  < 0.05). Additionally, there was a tendency for RBC count, EOS percentage (0.05 <  p  < 0.1), sex, NEU count and LYM count (0.1 <  p  < 0.2) to be correlated with surgical intervention. The abnormal values of the above haematological variables all show the same trend of being either higher or lower relative to the normal values.

After including the correlated variables ( p  < 0.2) into the binary logistic regression analysis as mentioned earlier, we found that four variables, including sex, NLR, RBC count and MONO count, remained significant in the final model (Table  3 ).

An increase in NLR and abnormalities in RBC count and MONO count were found to increase the likelihood of undergoing surgical intervention; however, being female was associated with a decreased likelihood of undergoing surgical intervention.

The ROC curve was used to analyse the performance of the regression model and independent variables in the model in predicting surgical intervention (Fig.  2 ).

The ROC curve indicated that NLR was able to effectively distinguish the rate of surgical intervention after antimicrobial therapy failure. NLR demonstrated a 72.5% accuracy (AUC 0.725 [95% CI 0.578–0.872], p  = 0.01), with a cut-off value of 5.50 predicting surgical intervention with 80.0% sensitivity and 61.5% specificity.

Moreover, the ROC curve revealed that the predictive ability of multiple variables was superior to that of a single factor. The regression model had 83.7% accuracy (AUC 0.837 [95% CI 0.720–0.953], p  < 0.001).

We also used forest plots and nomograms to visually present the comprehensive results of the regression model. In the forest plot, the influence of various variables is graphically depicted, providing a comprehensive overview of the effect size for each individual variable as well as the collective effect size. It becomes evident that an elevation in the count of MONO, RBC, and NLR is indicative of a risk factor. Conversely, being female is associated with a protective effect. Additionally, NLR, as an influential factor within the multifactorial model, exhibits a relatively narrow confidence interval and a statistically significant p -value (Fig.  3 ). Utilizing logistic regression, a scoring criterion is established within the nomogram, based on the regression coefficients of the independent variables. The ‘risk’ indicated on the final line, derived from the ‘total points’, serves to represent the model’s predicted risk level, thereby enhancing the comprehensibility and interpretability of the predictive outcomes (Fig.  4 ).

Forest plot. *The dashed line (x = 1) represents an invalid line. The solid horizontal line represents the results of each study variable. Lines on the left side of the valid line indicate protective factors, while lines on the right side indicate risk factors. The size of the diamond represents the weight of each variable in the model, and the colour indicates the p value. The length of the solid lines represents the 95% CI

Nomogram. *To determine the risk of undergoing surgical intervention predicted by the logistic regression model, these steps were followed: a vertical line was made from the axis of each parameter, and the corresponding value on the line labelled ‘Points’ was located. The points of all the parameters were added together. Then, another vertical line was drawn from the axis labelled ‘Total Points’, and the corresponding number on the ‘Risk’ axes was found. The number on the line labelled ‘Risk’ represents the predicted risk of undergoing surgical intervention

Next, we utilized the calibration curve to demonstrate a strong agreement between the prediction and observation in the study cohort (Fig.  5 ). Additionally, the Hosmer‒Lemeshow test yielded a nonsignificant statistic ( p  = 0.693), indicating no deviation from a perfect fit.

Calibration curve. *The calibration curve illustrates the agreement between the predicted risks of surgical intervention and the observed actual risks of surgical intervention. The x-axis represents the predicted probability of surgical intervention, while the y-axis represents the observed probability of surgical intervention. The diagonal dotted line represents the ideal predicted results of a perfect model. On the other hand, the solid line represents the predictions made by our bias-corrected regression model. The closer the solid line is to the diagonal dotted line, the more accurate the calibration of the model

The aim of the study was to explore risk factors associated with surgical intervention in OMSI patients. Although we found that several variables showed a correlation tendency with the outcome in the single-factor screening, binary logistic regression ultimately identified 4 key variables: male sex showed negative associations, increased NLR showed positive associations, and abnormal MONO count and RBC count showed positive associations. Among all the factors, NLR, as a composite index, was found to have a significant association with surgical intervention. When used as an independent predictor, the NLR showed good discrimination between outcomes. Additionally, when included as a component in the multivariable regression model, it improved the prediction performance, making the model’s ability to predict superior to that of a single factor.

The proportion of male and female patients in the study was relatively balanced, and males comprised 58.7% of the study population. The average age was 53.6 years, which was also close to the population characteristics in other studies on OMSI [ 18 , 19 ].

Gender differences are a controversial risk factor related to OMSI. Samuel et al. analysed 1002 hospitalized patients diagnosed with OMSI and found that the probability of males needing immediate airway management was significantly higher than that of females (male 7% vs. female 2%, p  = 0.001), the WBC count in males was significantly higher than that in females (male 12.4*10 9 /L vs. female 11.1*10 9 /L, p  = 0.000), and C-reactive protein was also significantly higher than that in females (male 78 mg/L vs. female 59 mg/L, p  = 0.001) [ 20 ]. Multiple studies have indicated that male patients face a higher risk of hospitalization following surgeries and a greater likelihood of requiring intensive care unit (ICU) treatment [ 14 , 21 ]. However, there were also studies showing little correlation between gender and OMSI severity in terms of length and cost of hospitalization, severe complications and reoperation risk [ 3 , 10 , 17 ]. The final regression model of our study retained gender as a risk factor associated with the outcome. The OR value of sex was 0.21 < 1, indicating that female sex was a protective factor, which was consistent with previous studies. The final regression model of our study found that gender was not statistically significant in relation to the outcome ( p  = 0.092). However, importantly, insignificance does not necessarily mean that the variable should be removed from the model, as a small sample size could also contribute to this result. The use of backwards stepwise selection based on AIC made the result acceptable.

Serum laboratory tests are relatively simple and inexpensive. They are easy to perform and widely accepted by most individuals. We selected routine blood tests and CRP levels as the parameters to be examined, which can provide results quickly. Since these parameters are routinely tested in almost every infection patient who visits the hospital, the prediction can be made at no additional cost. In summary, the prediction can be done quickly and does not impose any extra financial or time burden on the patients.

The NLR has been widely used in prognostic prediction in inflammation-associated diseases such as malignant tumours. In the context of OMSI, it is commonly used as a predictive factor for severe complications and the length of hospitalization [ 9 , 10 , 22 ]. However, we have not come across any research related to NLR in relation to mild OMSI. Our study demonstrated that the NLR significantly influenced surgical intervention and acted as a risk factor ( p  = 0.045, OR = 1.26 [95% CI 1.01–1.57]). The ROC curve analysis revealed that NLR had higher accuracy than other risk factors (AUC = 0.725, p  = 0.01), indicating its ability to correctly identify patients in need of surgical intervention. The determined cut-off value was 5.50, which may provide a reference for clinical work. Furthermore, the final regression model showed even better discrimination (AUC = 0.837, p  < 0.001), suggesting that multiple variables have a stronger impact on the outcome and yield higher discrimination in the results. This provides a reliable basis for determining further surgery and can be considered a criterion for judgement in subsequent clinical decisions. The forest plot and nomogram were used to visualize the results of the regression model. The nomogram, in particular, makes it easy and quick to use the model. These tools provide reliable references for clinical doctors and enable a higher level of nurse care for patients. Additionally, they can help decrease unnecessary consumption of medical resources.

During infection, MONOs further differentiate into tissue macrophages and dendritic cells, thereby mediating the immune response. They also possess the ability to be recruited to the site of infection and directly engage in antibacterial activity. Additionally, they participate in the initial inflammatory response by releasing factors such as tumour necrosis factor (TNF) and chemokines [ 23 , 24 ]. All 32 abnormal MONO counts in our study were higher than the normal range. In our statistical analysis, MONO count was found to be significantly associated with the outcome ( p  = 0.023), suggesting that a higher MONO count could be regarded as a risk factor (OR = 9.53 [95% CI 1.37–66.17]). However, the confidence interval for this association was wide, possibly due to the use of categorical variables in the statistical analysis or the small sample size and unstable distribution. In further studies, it is recommended to increase the sample size and report MONO count as a continuous variable to better observe its impact on the outcome.

RBCs undergo activation during inflammation triggered by bacterial infection, leading to a sequence of pathological alterations such as erythrocyte deformation and programmed cell death [ 25 ]. E. Pretorius et al. reported that the erythrocyte membrane interacts with inflammatory molecules, resulting in erythrocyte deformation and programmed cell death. These processes have an impact on haemorheology and can serve as a parameter for identifying the presence and extent of inflammation [ 26 ]. In our study, all 17 abnormal RBC counts were found to be lower than the normal range, which is consistent with previous studies. The final model in our study included RBC count as a risk factor (OR = 4.37 [95% CI 1.37–66.17], p  = 0.103]). Similar to the MONO count, the confidence interval was also wide, indicating that further confirmation is needed to determine its specific impact on the outcome.

In addition, we observed a lack of correlation between surgical drainage and CRP levels. This finding is in contrast to previous studies that have demonstrated a relationship between CRP levels and factors such as the length of hospitalization, the number of spaces involved, and the rate of reoperation in OMSI patients [ 15 , 17 , 27 ]. In our study cohort, 82.6% of patients had abnormal CRP levels. This high prevalence can be attributed to the fact that CRP is a highly sensitive and responsive indicator of acute infection [ 28 , 29 ]. Furthermore, we treated CRP level as a categorical variable in our analysis, so the results we obtained showed no significant difference between the group that underwent a surgical intervention and the group that did not.

The study is an exploratory retrospective case‒control study, which inherently has limitations. The small sample size resulted in some statistical results being unstable. Only population characteristics and simple serum laboratory test results were analysed, while other potential risk factors, such as spaces involved, potential systemic diseases, clinical symptoms at admission (fever, pain, mouth opening, etc.), and basic vital signs (blood pressure, pulse, temperature, etc.), were not included in the analysis.

Within limitations associated to the present study, NLR has been found as an effective parameter for predicting surgical intervention in mild OMSI patients. Additionally, sex, MONO count and RBC count also contributed to the outcome. The application of simple and easily accessible serum tests to predict surgical intervention enables the efficiency and effectiveness of medical resources while also providing more opportunities to deliver higher quality care to patients.

Availability of data and materials

All data generated or analysed during this study are included in this published article and its supplementary information files.

Abbreviations

Akaike information criterion

Area under curve

Basophil granulocyte

Confidence Interval

C-reactive protein

Eosinophils

Haemoglobin

Haematocrit

Intensive care unit

Lymphocyte cell

Neutrophil cell

• Neutrophil to lymphocyte ratio
• Oral and maxillofacial space infection

Platelet to lymphocyte ratio

Red blood cell

Receiver operating characteristic

Tumour necrosis factor

White blood cell

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Acknowledgements

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This study was supported by the National Natural Science Foundation of China (Grant No.82174041, 82302553, 82370976), Shanghai Young Science and Technology Talents Sailing Program (Grant No. 22YF1422300) and the Biological Sample Bank Project of Ninth People’s Hospital Affiliated with Shanghai Jiao Tong University School of Medicine (Grant No.YBKB202107, YBYB202212).

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Yimin Liu and Hanyi Zhu contributed equally to this work.

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College of Stomatology, Shanghai Jiao Tong University, Shanghai, China

Yimin Liu, Hanyi Zhu, Xin Bao, Lingyan Zheng & Huan Shi

Department of Oral Surgery, Shanghai Ninth People’s Hospital, Shanghai Jiao Tong University School of Medicine, No. 639, ZhiZaoJu Road, Shanghai, 200011, China

Yimin Liu, Hanyi Zhu, Xin Bao, Zhiyuan He, Lingyan Zheng & Huan Shi

National Center for Stomatology, Shanghai, China

National Clinical Research Center for Oral Diseases, Shanghai, China

Shanghai Key Laboratory of Stomatology, Shanghai, China

Shanghai Research Institute of Stomatology, Shanghai, China

Department of Health Statistics, Second Military Medical University, Shanghai, China

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Lingyan Zheng and Huan Shi made substantial contributions to the conception. Yimin Liu and Huan Shi designed the work. Yimin Liu, Hanyi Zhu, Xin Bao and Zhiyuan He acquired the data. Yinyi Qin, Yimin Liu and Hanyi Zhu analyzed and interpreted the data. Yimin Liu, Hanyi Zhu and Xin Bao drafted the work. Lingyan Zheng and Huan Shi substantively revised it. All authors approved the submitted version, agreed both to be personally accountable for the own contributions and to ensure that questions related to the accuracy or integrity of any part of the work. Yimin Liu and Hanyi Zhu contributed equally to this work.

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Correspondence to Lingyan Zheng or Huan Shi .

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Liu, Y., Zhu, H., Bao, X. et al. When is surgical intervention needed in oral and maxillofacial space infection patients? A retrospective case control study in 46 patients. BMC Oral Health 24 , 973 (2024). https://doi.org/10.1186/s12903-024-04737-1

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DOI : https://doi.org/10.1186/s12903-024-04737-1

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