The BRAND of Starbucks

(Branding through the third place and what Starbucks found there)

Phillip Freiberg

MEDC 5300

Webster University

Thailand

0
Introduction: Starbucks Coffee Company

[T]he Starbucks name and image connect with millions of consumers around the globe. It was

one of the fastest-growing brands in a Business Week survey of the top 100 global brands

published August 5 [2002]. Its stock, including four splits, has soared more than 2,200% over the

past decade, surpassing Wal-Mart, General Electric, PepsiCo, Coca-Cola, Microsoft, and IBM in

total return. Even in a down economy, Starbucks store traffic has risen between 6% and 8% a

year. Weekly 20 million people buy a cup of coffee at a Starbucks, while a typical customer stops

by 18 times a month; no American retailer has a higher frequency of customer visits. Sales have

climbed an average of 20% a year since the company went public. Perhaps even more notable is

the fact that Starbucks has managed to generate its revenues with virtually no marketing,

spending just 1% of its annual revenues on advertising. (Retailers usually spend 10% or so of

revenues on ads.) The Starbucks marketing strategy is not one commonly seen in many

businesses today. What is the secret of its success? Finding this SECRET will enable us to give

appropriate advice for the Starbucks brand.

The Seattle Corporation is a market leader in specialty coffee opening three to four new

stores a day (Tice,2003). Starbucks operates through Total stores: 17,651(as of July 1, 2012) in

62 countries, hoping China to be one day the largest market outside the U.S. Starbucks revenues

(2009 Annual Report) is highly dependent on the financial performance of its US operating

segment and increasingly dependent on the success of its International(Starbucks Canada, Japan

and UK)operating segment in order to achieve its growth targets.

Founded in 1985 Starbucks Corporation trades on the NASDAQ as SBUX and according to

2009 Annual Report, Starbucks is offering a wide variety of regular and decaffeinated coffee

beverages, a broad selection of Italian-style espresso beverages, cold blended beverages, iced

1
shaken refreshment beverages, a selection of premium teas and packaged roasted whole bean

coffees. To stay ahead of competition Starbucks has also started offering healthy food choices,

like new products with whole grains and other wholesome ingredients. To get a foothold in the

$21 billion global instant coffee category Starbucks (2009 Annual Report) in the fiscal 2009,

Starbucks launched VIA Ready Brew. Starbucks serves 40 million loyal customers that

frequent the store five to eighteen times per month (Theodore, 2002).

Starbucks also has a Global Consumer Products Group, a segment that includes packaged coffee

and tea, and other branded products sold worldwide through channels such as grocery stores,

warehouse clubs and convenience stores, and US foodservice accounts (2009 Annual Report).

An agreement with PepsiCo Inc. brought a bottled version of Starbucks Frappuccino (a cold,

sweetened coffee drink).

Since going public the company has been growing phenomenally, at some point opening six or

seven new stores a day1 trying to balance the notion of luxurious get- together place, at the same

time allowing cannibalization of sales. The companys 25-year goal is to become an enduring,

great company with the most recognized and respected brand in the world, known for inspiring

and nurturing the human spirit .

Despite these astonishing figures Clark (2007) writes that Starbucks worldwide explosion

wasn't fueled by coffee; it was the way they sold it. But how is it being done?

Communication objectives through the third place2

Undoubtedly Starbucks has developed an emotional attachment with its customers and restoring

the connections with its customers who have with Starbucks coffee, its brand, people and with its

1
The Seattle times April 1, 2007

2
non-threatening gathering spot [s] [. . .] outside of work and home according to Ray Oldenburg (1989)

2
stores. It has been noted by that The Starbucks brandscape3 extends beyond its corporate

basis: rather, it is a diffuse and loosely coupled network of coffee shops of various sizes, serving

diverse marketing niches. All inevitably occupy a competitive space that has been mapped by

dimensions of Starbucks servicescape and the cultural discourses that imbue a heightened

degree of social, cultural, and political significance to this iconic brand.

Starbucks with its host of stores on every corner of every city has clearly become the third

realm of satisfaction and social cohesion beyond the portals of home and work an essential

element of the good life (Oldenburg, 1989). Therefore it would be rather erroneous to think that

Starbucks cafes are attracting customers by coffee alone. Perhaps coffee is just an excuse to

come to Starbucks that is becom[ing] America's version of the British pub. (Clark, 2007). Clark

calls coffee a social glue. In his book Pour Your Heart Into It (1997) Starbucks visionary

Howard Schultz writes that Starbucks is an oasis . . . a small escape during a day when many

other things are beating you down.

In the fragmented and individuated age of postmodern consumer culture, a nostalgic view of

community has become a highly commercialized trope through which consumers are able to

forge an ephemerals sense of interpersonal connection via common consumption interests

(Thompson, and Arsel, 2004). In its plight to be exactly what people yearned for in a cafe,

Starbucks relied on focus groups that in a near dream state were describing that they craved a

sense of relaxation, warmth, and luxury. The coffee wasn't the pointthe feel of the place was

3
John Sherry (1998, p. 112) advances an anthropological view of the brandscape that places considerably
more emphasis on consumers active constructions of meaning: The brandscape is a material and symbolic
environment that consumers build with marketplace products, images, and messages, that they invest with local
meaning, and whose totemic significance largely shapes the adaptation consumers make to the modern
world. Brandscaping is one of the ways consumption is actively produced by consumers.

3
(Clark, 2007). Bearing this in mind, words of Howard Behar, one of Schultzs senior

management team, obtain a new meaning. Were not filling bellies, were filling souls

( Rippin, 2007). We would take something old and tired and common coffee and weave a

sense of romance and community around it. We would rediscover the mystique and charm that

had swirled around coffee throughout the centuries. We would enchant customers with an

atmosphere of sophistication and style and knowledge(Schultz and Yang, 1997).

This understanding of deep human needs led to the creation of the Starbucks cafes the way we

know them- meticulously conceptualized, carefully controlled consumption environments.

(Lyons, 2005) that are easily distinguishable from the independent coffeehouses.

Not only did Starbucks gather the prodigal human family in its parishes for the partaking of the

communion of a the narcotic, coffee, it has also gave overworked people a sense of mystique,

wonder and love. Success of a western society model comes at a price to its members. They are

in a constant movement between stressful and politically correct work place and home which

although connected to Facebook is incredibly lonely. Our ancestors had more social interaction

when they sat in pubs, taverns, churches and Masonic lodges. Ruzich( 2008) rightfully observes

that Starbucks may have become Americas living room, but capitalism, with its attendant

handmaidens of advertising and consumerism, have clearly decorated the space. On a

grandiose scale Starbucks has revived ritual and connoisseurship in a society that is slowly

killing rituals and is marginalizing all that is not mundane. As the prodigy behind the Starbucks

success, Schultz describes (1997) : What we had to do was unlock the romance and mystery of

coffee, firsthand, in coffee bars. The Italians understood the personal relationship that people

could have to coffee, its social aspect.

4
We had a vision, to create an atmosphere in our stores that drew people in and gave them a

sense of wonder and romance in the midst of their harried lives (Schultz and Yang, 1997).

Greenblatt (1991) claims that an inward response to an amazing experience cannot be

marginalized or denied.

IMC

Any enterprise, that is aiming at giving people a sense of surreal, be it a church, a tarot reading

parlor or a Disneyland, is using a special vernacular to emphasize that sense of mystique and the

crowds uniqueness. If you carefully study the language used at Starbucks you will understand

that Starbucks aims to seduce us with comfort, romance us with relationships (Ruzich, 2008).

Asking its customers to to find their favorite cup by color, ingredients and the name, Starbucks

encourages its customers to view their drinks as extensions of their personalities, as ways of

communicating their uniqueness (Schultz and Yang, 1997).

Speaking about coffee Schultz and Yang (1997) indicate that Starbucks turns this routine drink

into something very interesting, by using the same lingo one would use describing a wine.

Starbucks recounts the story of the coffee harvest, roasting and brewing, thus engaging

customers on the emotional level. Can customers discuss harvests, origins, and tasting notes

ordering a McDonalds brew?

Schultz (1997) recounts, we realized that our stores had a deeper resonance and were offering

benefits as seductive as the coffee itself . . . . Just having the chance to order a drink as exotic as

an espresso macchiato adds a spark of romance to an otherwise unremarkable day.In the world

of fast food and cynicism Starbucks capitalized on three manifestations of love: self-love,

romantic or relational love, and philanthropic love.

Communication target: Promotion through the person

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Building its global brand Starbucks did not want to attract jut anybody. It wanted to attract

customers who could afford to pay whatever it charged for this experience- an upscale third-

place ambiance on a global scale (Schmitt ,1999). Starbucks started opening its stores in busy

financial areas thus clearly demonstrating who its customers were - the urban professional

middle classes, working in financial service industries and related fields (Updike, 1987). These

people had education, culture, needed a place for meetings and required makeshift offices. But

most of all they had the disposable income.

Being drawn to the Starbucks culture, these customers at the same time helped to define and

refine it- when others saw them through stores large windows, holding white cups bearing the

green logo. Starbucks customers were intended to become its biggest advertising vehicle. A

study by Pendergrast (1999) revealed that the company spent less than $10 million on

advertising in its first twenty-five years. Obviously some other mode of advertising has been

working, and working well. Jim Donald, Starbucks president and chief executive officer

concludes: Customers tend to patronize a business that is like them ( Corkery, 2005). Middle

and upper middle class enjoying Starbucks are doing so with ease, for they are given an

indulgence4 for being rich and self-indulgent. Every time you purchase Starbucks Fair Trade

Blend, youre also making a difference, helping to improve the lives of the farmers who grow it

(Starbucks and Fair Trade, 2002). David Brooks, author of Bobos in Paradise (2000) writes:

the educated elites are expected to practice one-downmanship. Bobos5 guiltily acknowledge

our privileges but surround ourselves with artifacts from the less privileged. Its not that were

hypocrites. Its just that were seeking balance. Affluent, were trying not to become

4
Merriam Webster: remission of part or all of the temporal and especially purgatorial punishment that according to
Roman Catholicism is due for sins whose eternal punishment has been remitted and whose guilt has been pardoned
(as through the sacrament of reconciliation)
5
Americas new educated elite, or bobos, a term mixing bohemians with bourgeois

6
materialists. On many other levels Starbucks acts as a company that is very concerned what

image it is projecting through its product. Every time you order your coffee to go, it is served in

a cup made of 10 percent post-consumer recycled fiber. Napkins are Earth friendly as well. Thus

the guilt of polluting the environment is eliminated from the mind that should rather concentrate

on a sense of warmth coupled with a distinctive aesthetic flair.

Chanel strategy

Schultz and Yang (1997) explain: Every Starbucks store is carefully designed to enhance the

quality of everything the customers see, touch, hear, smell or taste. All sensory signals have to

appeal to the same high standards. The artwork, the music, the aromas, the surfaces all have to

send the same subliminal message as the flavor of the coffee: Everything here is best of class .

While designed as a place of tranquility and epitome of opulence Starbucks stores are

landscapes of leisure (Smith, 1993) where intellectuals can engage in what intellectuals are best

at: conversations, contemplation and reading. If you forgot to bring your own reading material

the New York Times is conveniently located just next to you. Internet connection is just a

payment away. Sherry (1995) argues that historically coffee shops have been linked to

intellectual engagement and cultural enrichment. Lyons (2005) indicates that first trading on

New Yorks Wall Street took place in coffee shops, and that French revolution fermented in

Parisian cafes. Schultz and Yang (1997) claim that Starbucks sees itself as the inheritor of the

European coffeehouse tradition, with all of its connotations of art, literature and progressive

ideals. Coffee and coffeehouses have been a meaningful part of community life for centuries, in

Europe as well as in America. They have been associated with political upheaval, writers

movements and intellectual debate in Venice, Vienna, Paris and Berlin.

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POP & POD

Today coffee is served in virtually all restaurants, Starbucks risks losing the dominance of being

the only third place. Recent US survey reveals a perceptual map of how consumers view the

quality of the social atmosphere and the quality of the coffee across four restaurants that offer

high-end coffee. It turns out that consumers prefer Starbucks coffee only slightly to the coffee of

McDonalds, Dunkin Donuts, and Panera Bread. Additionally, consumers view coffee at these

competing specialty coffee retailers to be rather homogeneous in quality. As for the quality of the

social atmosphere, however, there is greater stratification among the different retailers. The

social atmosphere at McDonalds is preferred least, followed by Dunkin Donuts, and finally

Panera Breadwhich is almost equal to that of Starbucks in consumer preference. Therefore

Starbucks is not in competition, therefore, with the coffee of its competitors; rather, it is in

competition with the in-store environment of its competitors. The battle among these restaurants

is for the consumers time. If consumers find a better third place among Starbucks competitors

and can obtain what they perceive to be a decent cup of little to offer.

In August The New York Times reported (Miller, 2009) that without any prior announcement,

Starbucks stores in several [US] cities started charging up to 30 cents more( 8%) for some

specialty beverages. As reported by Reuters (2009) Starbucks spokeswoman said: As far as we

understand, our customers do have some price sensitivity. But this is not their only deciding

factor. They think the service we provide and the values that Starbucks represents are more

important. According Kenneth Davids, editor of Coffee Review (Miller, 2009) a company with

legions of loyal customers and an unmistakable brand, Starbucks, is safe raising the prices of

specialty drinks because they are where the company best differentiates itself.

8
Given that McDonalds is capturing some of the consumers less interested in the premium that

Starbucks offers, then the consumers left out for Starbucks are the consumers willing to pay

more (Miller, 2009). In his private memo, published by the Wall Street Journal Schultz

(2007) wrote to the company management competitors of all kinds, small and large coffee

companies, fast food operators, and mom and pops, to position themselves in a way that creates

awareness, trial and loyalty of people who previously have been Starbucks customers. This must

be eradicated.

At the same time do not be nave that Starbucks will let anybody to snatch its market share. The

increase in specialty drinks was coupled with a decrease in regular coffee. Starbucks

song of love, however, is set to the tune of power: the power of capitalism, the power of

caffeine addiction, the powerful lure of the third place, and the power of persuasive

appeals

(Ruzich, 2008). In 2010 Starbucks reported (Farrell, 2010) its 2009 revenue growth, attributing it

to 4% increase in sales in the same stores during a comparable period the previous year.

Obviously those who prophesied that the new prices would bring the apocalypse for Goliath

Starbucks, failed to recognize the extent of inelasticity of demand not only for the specialty

drinks no one can replicate, but above all - for the Starbucks third place experience that is

irreplaceable thus far. People are charged for coffee, but are paying for the experience.

Our culture shapes our inner needs into wants, that we are ever looking to satisfy. As Starbucks

sells comfort in the uncomfortable world, under the pretext of the last socially acceptable

addiction (Schwartz and Yang, 1997), it has clearly identified what many have overlooked, and

is filling the niche one cup at a time. In the near foreseen future a demand for products of the

9
brands that can correctly identify human needs and satisfy consumer wants will continue to be

inelastic, and voted for by the customer dollars.

Brand issues and solutions

In the summer of 2007, its customer traffic declined for the first time since Starbucks went

public. By the end of its fiscal 2008, Starbucks stock, had declined by over fifty percent.6

Global Recession couldnt have had a worse timing for Starbucks. In 2008 people have cut down

on luxury purchases, pushing the revenues and profits of Starbucks over the cliff altogether.

In January 2008, Starbucks invited its founder Howard Schultz to head the company again for

the next 10 years. Schultz emphasized improving the state of business through better training,

tools and products; renewing our attention to store-level economics and operating efficiency;

reigniting our emotional attachment with customers; and realigning Starbucks organization for

the long term( The New York Times).

Schultz had to lay off 1000 employees. At the same time the company did not cut the medical

insurance, it provides to its US partners. Many other companies did not dream of doing the

same thing even during the best of times. Schultz also closed 800 stores in US, and decided to

bring the company back from what he called the watering of the Starbucks experience and

commoditization of our brand in his 2007 memo to then CEO Jim Donald. Thus Starbucks had

too slow down the company at the same time bringing its share price back up.

The situation has gradually improved. The company managed to remove $580 million in costs

from the business in fiscal 2009. It has reduced its short term debt to zero, due to strong cash
6
The new York times May 25, 2010

10
flow in 2009. More customers visited its stores and spent more in 2009, and in 2010 Starbucks

profit increased more than eightfold in the second quarter.

Conclusion

In my opinion the continued economic turbulence has accentuated the internal disaccord and as a

consequence has awaken Starbucks to face the reality: customers will abandon the brand that

abandoned itself. An economist Cowen points out, that for a brand like Starbucks, familiarity and

ubiquity are deadly7. Schultz decision to close unprofitable stores and axe some clutter

merchandise is absolutely right. Starbucks strategy to cut costs via controlling growth and

increase revenues by rethinking its core competency is appropriate.

Starbucks has also started advertising to bring back those who have converted to other brands.

Since Sawbucks is very vulnerable to the lowering of the traffic through the stores it should re-

evaluate the reasons that prompt people to stop at Starbucks. Some suggest that people will

be less inclined to seek out Starbucks. Coffee purveyors that are more convenient (like

McDonald's or 7-Eleven) or are perceived as higher fidelity (independent coffee shops or smaller

chains) will have an easier time competing against Starbucks than they used to.

The company has to remember that it sells comfort in the uncomfortable world, under the pretext

of the last socially acceptable addiction (Schwartz and Yang, 1997).

Reporting its 2009 revenue growth, Starbucks attributed it to 4% increase in sales in the same

stores during a comparable period last year, even though last August The New York Times

reported (Miller, 2009) that without any prior announcement, Starbucks stores in several [US]

cities started charging up to 30 cents more( 8%) for some specialty beverages.

7
Adapted from Trade-Off: Why Some Things Catch On, and Others Don't, by Kevin Maney, published this
month by Broadway Books. Copyright 2009 by Kevin Maney.

11
Obviously if Starbucks will be able to properly refocus its attention to its core competency, i.e.

provider of third place experience, as it has done for so many years, and exercise controlled

growth, reinvesting its revenues into its core competency inelasticity of demand for its products

will continue bringing it steady revenues. Perhaps not as high as it is use to, due to strong

competition in the US market, competition that did not exist until it has shown how to turn coffee

into gold. Starbucks the whole world to conquer, it should just remember one thing-one cup at a

time.

12
 Bibliography

Falk, Richard (1999), Predatory Globalization, Cambridge: Polity.

Klein, Naomi (1999), No Logo: Taking Aim at the Brand Bullies, New York: Picador

Theodore, Sarah. Expanding the Coffee Experience. Beverage Industry

1 Oct. 2002: 56 62. ABI/INFORM Global. ProQuest. Robert

Morris University, Moon Township, PA. 5 Mar. 2004 hhttp://

www.proquest.com/i.

Tice, Carol. Full Steam Ahead. Puget Sound Business Journal (19

December 2003): 1. ABI/INFORM Dateline. ProQuest. Robert

Oldenburg, Ray. The Great Good Place: Cafes, Coffee Shops, Community

Centers, Beauty Parlors, General Stores, Bars, Hangouts, and How They

Get You Through the Day. New York: Paragon House, 1989.

Schultz, Howard and Dori Jones Yang. Pour Your Heart Into It: How

Starbucks Built a Company One Cup at a Time. New York: Hyperion,

1997.

Schmitt, Bemd H. (1999), Experiential Marketing: How to Get Customers to Sense, Feel, Think,

Act, and Relate to Your Company and Brands, New York: Free Press.

Updike, R. (1987) Brewing up a marketing plan: purchase of Starbucks was

13
Howard Schultz idea of a good blend, Seattle Times , 16 June, Business

Section, p. C1.

Pendergrast, Mark. Uncommon Grounds: The History of Coffee and How It

Transformed Our World. New York: Basic Books, 1999.

Sherry, John F. (1995), "Bottomless Cup, Plug-Drug: A Teleth-nography of Coffee," Visual

Anthropology, 7 (4), 351-70

Smith, M. D. (1996) The empire filters back: consumption, production, and the

politics of Starbucks Coffee, Urban Geography, vol. 17, no. 6, pp. 502!/524.

Greenblatt, S. (1991), Marvellous Possessions: The Wonder of the New World, Clarendon Press,

Oxford.

Brooks, David. Bobos in Paradise: The New Upper Class and How They

Got There. New York: Touchstone, 2000.

Corkery, M. (2005), Leadership (a special report); a special effort: Starbucks is reaching out to

people

with disabilities both as employees and as customers, Wall Street Journal, November 14, p.

R8.

Clark, T. (2007).Star B*#!ed. Psychology Today. Sussex publishers, Inc

RUZICH, C. (2008) For the Love of Joe: The Language of

Starbucks. The Journal of Popular Culture, 41, 421-441.

14
 Thompson, C. and Arsel, Z. (2004). The Starbucks Brandscape and Consumers'

(Anticorporate) Experiences of Glocalization. Chicago: The University of Chicago Press.

Lyons, J. (2005). Think Seattle, act globally. Cultural Studies. 19-1. 14-34

Rippin, A. (2007). Space, place and the colonies:

re-reading the Starbucks story. critical perspectives on international business Vol. 3 No. 2, 2007

pp. 136-149

Miller, C. (August 20, 2009). Will the Hard-Core Starbucks Customer Pay More? The Chain

Plans to Find Out. The New York Times. Retrieved on February 13, 2010 from world wide

web: http//:nyt.com

Kramer, A. (September 7, 2007). After Long Dispute, a Russian Starbucks. The New York Times.

Retrieved on February 13, 2010 from world wide web: http//:nyt.com

Marques, J. (2007). Spiritual performance from an

organizational perspective:

the Starbucks way. CORPORATE GOVERNANCE , 8, pp. 248-257,

Starbucks and Fair Trade. Starbucks Coffee Company Brochure. 2002.

Finding your favorite cup. Starbucks Coffee Company Brochure. 2008.

By Greg in New York

15
Farrell, G. (January 21 2010). Starbucks earnings jump as sales increase. The Financial Times. .

Retrieved on February 13, 2010 from world wide web: http//:ft.com

The Onion. (June 27, 1998) New Starbucks Opens In Rest Room Of Existing Starbucks.

Retrieved on February 13, 2010 from world wide

web:http://www.theonion.com/content/node/29030

FinancialWire (2007), Starbucks to drop RBGH milk products, January 18, p. 1.

Reuters. Starbucks and the overvalued yuan (Sep 25, 2009) Retrieved on February 13, 2010 from

world wide web:http://blogs.reuters.com/china/2009/09/25/starbucks-and-the-overvalued-yuan/

Starbucks Corporation Fiscal 2009 Annual Report

12/01/2010 Financial Release | Investor Relations

Adapted from Trade-Off: Why Some Things Catch On, and Others Don't, by Kevin Maney,

published this

month by Broadway Books. Copyright 2009 by Kevin Maney.

The economic times 29 JAN, 2010

Bibliography

Falk, Richard (1999), Predatory Globalization, Cambridge: Polity.

Klein, Naomi (1999), No Logo: Taking Aim at the Brand Bullies, New York: Picador

16
Theodore, Sarah. Expanding the Coffee Experience. Beverage Industry

1 Oct. 2002: 56 62. ABI/INFORM Global. ProQuest. Robert

Morris University, Moon Township, PA. 5 Mar. 2004 hhttp://

www.proquest.com/i.

Tice, Carol. Full Steam Ahead. Puget Sound Business Journal (19

December 2003): 1. ABI/INFORM Dateline. ProQuest. Robert

Morris University, Moon Township, PA. 5 Mar. 2004 hhttp://

www.proquest.com/i.

Oldenburg, Ray. The Great Good Place: Cafes, Coffee Shops, Community

Centers, Beauty Parlors, General Stores, Bars, Hangouts, and How They

Get You Through the Day. New York: Paragon House, 1989.

Schultz, Howard and Dori Jones Yang. Pour Your Heart Into It: How

Starbucks Built a Company One Cup at a Time. New York: Hyperion,

1997.

Schmitt, Bemd H. (1999), Experiential Marketing: How to Get Customers to Sense, Feel, Think,

Act, and Relate to Your Company and Brands, New York: Free Press.

Updike, R. (1987) Brewing up a marketing plan: purchase of Starbucks was

Howard Schultz idea of a good blend, Seattle Times , 16 June, Business

Section, p. C1.

Pendergrast, Mark. Uncommon Grounds: The History of Coffee and How It

Transformed Our World. New York: Basic Books, 1999.

17
Sherry, John F. (1995), "Bottomless Cup, Plug-Drug: A Teleth-nography of Coffee," Visual

Anthropology, 7 (4), 351-70

Smith, M. D. (1996) The empire filters back: consumption, production, and the

politics of Starbucks Coffee, Urban Geography, vol. 17, no. 6, pp. 502!/524.

Greenblatt, S. (1991), Marvellous Possessions: The Wonder of the New World, Clarendon Press,

Oxford.

Brooks, David. Bobos in Paradise: The New Upper Class and How They

Got There. New York: Touchstone, 2000.

Corkery, M. (2005), Leadership (a special report); a special effort: Starbucks is reaching out to

people

with disabilities both as employees and as customers, Wall Street Journal, November 14, p.

R8.

Clark, T. (2007).Star B*#!ed. Psychology Today. Sussex publishers, Inc

RUZICH, C. (2008) For the Love of Joe: The Language of

Starbucks. The Journal of Popular Culture, 41, 421-441.

Thompson, C. and Arsel, Z. (2004). The Starbucks Brandscape and Consumers'

(Anticorporate) Experiences of Glocalization. Chicago: The University of Chicago Press.

Lyons, J. (2005). Think Seattle, act globally. Cultural Studies. 19-1. 14-34

Rippin, A. (2007). Space, place and the colonies:

18
re-reading the Starbucks story. critical perspectives on international business Vol. 3 No. 2, 2007

pp. 136-149

Miller, C. (August 20, 2009). Will the Hard-Core Starbucks Customer Pay More? The Chain

Plans to Find Out. The New York Times. Retrieved on February 13, 2010 from world wide

web: http//:nyt.com

Kramer, A. (September 7, 2007). After Long Dispute, a Russian Starbucks. The New York Times.

Retrieved on February 13, 2010 from world wide web: http//:nyt.com

Marques, J. (2007). Spiritual performance from an

organizational perspective:

the Starbucks way. CORPORATE GOVERNANCE , 8, pp. 248-257,

Schultz, H. (February 14, 2007). Text of Starbucks Memo. The Wall Street Journal. Retrieved

on February 13, 2010 from world wide web: http//:wsj.com

Starbucks and Fair Trade. Starbucks Coffee Company Brochure. 2002.

Finding your favorite cup. Starbucks Coffee Company Brochure. 2008.

By Greg in New York

Farrell, G. (January 21 2010). Starbucks earnings jump as sales increase. The Financial Times. .

Retrieved on February 13, 2010 from world wide web: http//:ft.com

19
The Onion. (June 27, 1998) New Starbucks Opens In Rest Room Of Existing Starbucks.

Retrieved on February 13, 2010 from world wide

web:http://www.theonion.com/content/node/29030

FinancialWire (2007), Starbucks to drop RBGH milk products, January 18, p. 1.

Reuters. Starbucks and the overvalued yuan (Sep 25, 2009) Retrieved on February 13, 2010 from

world wide web:http://blogs.reuters.com/china/2009/09/25/starbucks-and-the-overvalued-yuan/

20