First and foremost, we would like to express our gratitude to our faculty Ms. Nusrat Huq for her constant support and motivation, and we would also like to thank her for assigning a topic to our group that has been quite interesting to work with. We are immensely grateful to our friends and AIUB alumni who have been kind enough to share their knowledge with us. Last but not the least, our sincere gratitude goes to our respected families for their guidance and contribution in all aspects of our lives.
Among many other global coffee shops, Starbucks is the most popular. This article discusses the company’s internal and external environments, its corporate strategies, organization structures, how they can improve their quality, and where there is room for success.In 1971, three young entrepreneurs began the Starbucks Corporation in Seattle Washington. Their key goal was to sell whole coffee beans. Soon after, Starbucks began experiencing huge growth, opening five stores all of which had roasting facilities, sold coffee beans and room for local restaurants. In 1987, Howard Schultz bought Starbucks from its original owners for $4 million after expanding Starbucks by opening three coffee bars.
These coffee bars were based on an idea that was originally proposed to the owner who recruited him into the corporation as manager of retail and marketing. Overall, Schultz strategy for Starbucks was to grow slow. Starbucks went on to suffer financial losses and overhead operating expenses rose as Starbucks continued its slow expansion process. Despite the initial financial troubles, Starbucks went on to expand to 870 stores by 1996. Sales increased 84%, which brought the corporation out of debt. With the growing success, Starbucks planned to open 2000 stores by year 2000.