1. What was Howard Schultz’s original strategic vision for Starbucks? Is his 2010 strategic vision for Starbucks different from the one he had in the 1980s? How many times has his strategic vision changed? Is his present strategic vision likely to undergo further evolution?
2. Has Starbuck’s strategy evolved as the strategic vision has evolved?
3. Which one of the five generic competitive strategies discussed in Chapter 5 most closely approximates the competitive approach that Starbucks is employing?
4. What are the key policies, practices, business principles, and procedures that underlie how Howard Schultz and Starbucks’ management have implemented and executed the company’s strategy?
5. What “values” does Starbucks have? How well do they connect to the strategy and to the manner in which the company conducts its business?
6. What is your evaluation of Starbucks social responsibility strategy? Is it sincere or just something the company does and talks about to create a good public image?
7. What is your assessment of Starbucks’ financial performance during fiscal years 2005-2009?
8. What is your evaluation of Howard Schultz’s transformation agenda for Starbucks during 2008-2010? Has Schultz done a good job since his return as Starbucks’ CEO? Why or why not?
9. What issues confront the company as of mid-2010? What should Starbuck’s management be worried about?
10. What recommendations would you make to Howard Schultz to sustain the company’s growth and support continued strong financial performance in the years ahead?
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