• Research Paper on:
    Analysis of Starbucks

    Number of Pages: 4


    Summary of the research paper:

    In four pages the 2002 revenues of Starbucks are examines with 9 innovative organizational dimensions also applied to the global coffee company. Five sources are cited in the bibliography.

    Name of Research Paper File: MM12_PGstr9d.rtf

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    ANALYSIS , April 2003 properly! With $3,288.9 (mil) in total 2002 revenues, Starbucks remains the  #1 specialty coffee retailer in the United States (Hoovers, 2003). That figure represented a 24.2 percent increase over revenue for 2001 (Hoovers, 2003). Net profit increased by 18.7 percent (Hoovers,  2003). This is a continually growing corporation. Starbucks has about 5,900 coffee shops in 25 different countries, outlets that are located in many diverse locations, such as airport terminals and  supermarkets (Hoovers, 2003). Besides selling their own coffee and other items, Starbucks sells its coffee beans to restaurants, airlines, hotels and businesses (Hoovers, 2003). They have even partnered with Dreyers  to make coffee ice cream and they have partnered with PepsiCo to make and sell the very popular Frappuccino, a bottled coffee drink (Hoovers, 2003). It would seem that with  this size paper, the most efficient way to analyze Starbucks against he nine dimensions of organizational innovation is to use an outline format. 1. Change, ideas, passion and trends:  Coffee has been part of the American culture since the early 1600s. Starbucks took this passion for coffee and turned it into a prosperous business. The coffee houses initiated by  Starbucks combined the European custom of coffee houses with the American taste for coffee and gave the people a different venue in which to enjoy the beverage of choice.  Starbucks is avid about providing the best coffee available, no matter where their outlet is located (Parker, 2001). 2. Challenge: The challenge was initially to gain a market for the  idea of coffee houses that also offered only a few pastry-type foods and no other menu. The idea took off like wildfire, however. The ongoing challenge is to continue attracting 

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