‘SEMPER GUMBY’
turned eligible Starbucks employees into partners by providing the opportunity to share in the financial success of the company through Starbucks stock. Bean Stock was the first program of its kind in the retail industry. It encouraged part- ners to act like owners of the business and share in the company’s success. In FY 2013, partners enjoyed $234 million in pretax gains from Bean Stock.
Army AL&T: Other restaurants known for coffee, such as Dunkin’ Donuts, are franchise operations. Starbucks doesn’t really franchise. About 40 percent of stores are licensed in the United States— for example, a store you might find in an airport—and about 48 percent on average worldwide. What are the impli- cations, or benefits, for the partners at the majority of Starbucks’ stores?
Tice: Going back to our partners being the core of our business, Starbucks CEO and Chairman Howard Schultz has long recognized that having company-owned stores makes it easier for the company to build trust with those partners. We own and operate the stores and take accountability for them. As such, our partners trust the company, in turn mak- ing it easier for them to build trust with our customers. For those stores that are licensed, the licensee is a trusted business partner and represents our brand well. We are proud to be at the front of the relationship with our customers.
‘INSPIRED MOMENTS OF CONNECTION’
From the opening of its first store in 1971, Starbucks has set out to be a different kind of company, one that celebrates not only coffee but also a feeling of connection to the community. (Photo by Catherine DeRan, U.S. Army Acquisition Support Center)
Starbucks does really well taking care of their partners. So there’s not a whole lot of need for change in the area of reten- tion. … We’re [always] looking at what we can do. We take care of the partners so well with the Bean Stock—and if they stay with us, they get more vacation time, and now [we have] the College Achieve- ment Plan.
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Army AL&T Magazine
October–December 2014
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