The Starbucks Experience: 5 Principles for Turning Ordinary Into Extraordinary

The Starbucks Experience: 5 Principles for Turning Ordinary Into Extraordinary

Language: English

Pages: 224

ISBN: 0071477845

Format: PDF / Kindle (mobi) / ePub


You already know the Starbucks story. Since 1992, its stock has risen a staggering 5,000 percent! The genius of Starbucks success lies in its ability to create personalized customer experiences, stimulate business growth, generate profits, energize employees, and secure customer loyalty-all at the same time.

The Starbucks Experience contains a robust blend of home-brewed ingenuity and people-driven philosophies that have made Starbucks one of the world's "most admired" companies, according to Fortune magazine. With unique access to Starbucks personnel and resources, Joseph Michelli discovered that the success of Starbucks is driven by the people who work there-the "partners"-and the special experience they create for each customer. Michelli reveals how you can follow the Starbucks way to

  • Reach out to entire communities
  • Listen to individual workers and consumers
  • Seize growth opportunities in every market
  • Custom-design a truly satisfying experience that benefits everyone
  • involved

Filled with real-life insider stories, eye-opening anecdotes, and solid step-by-step strategies, this fascinating book takes you deep inside one of the most talked-about companies in the world today.

For anyone who wants to learn from the best-and be the best-The Starbucks Experience is a rich, heady brew of unforgettable user-friendly ideas.



















positively affect the way they are viewed. Never Cut Corners on Quality From the perspective of Starbucks management, few things affect the reputation of a business more than a resounding Everything Matters approach to quality. While managers in some businesses think that they can cut corners without compromising their company’s brand or reputation, particularly in unseen (below-deck) areas, they are mistaken. To put it simply, the vast majority of shortcuts backfire. This is illustrated

local store expecting that he could purchase necessary replacement parts. His barista realized that she could not meet his expectation and that he would probably have to buy another French Press. After initially struggling to resolve his needs, the barista asked for the customer’s patience as she tried to find an alternative solution. As she puts it, “I told him that we didn’t have any parts, so I ran into the back room to double-check with my manager [to ask] if I could just give him a new

reading the words of others or in hearing voice to voice the words of others has much more impact. It grabs their emotions and drives them to different behavior much more effectively than any statistical reporting will ever provide.” Through its history, Starbucks leadership has weathered significant storms of criticism, many of them more withering than that offered by David. But any public company that has grown as fast as Starbucks will inevitably become a lightning rod for controversy.

Valley. “It was really important for me to give back to the community. I wanted to embrace its very artistic nature.” Upon opening the store, Leeann contacted a local artist. “I asked him if he’d be willing to bring some of his artwork into my location. He was more than happy to do so. So, for a three-month period, we took down Starbucks artwork and placed his amazing murals on our walls. We had such an overwhelming response. People appreciated that we would involve someone from their community.”

who simply like to complain. While it’s natural to avoid contact with detractors, much can be gained by welcoming them into the early stages of problem-focused discussions. When the concerns of critics are allayed, those critics can often become your most ardent supporters. It is essential to correct misinformation swiftly. When errors are made, it is important to take direct, unequivocal responsibility and follow up with corrective action. Embrace resistance—unless, of course, there are

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