The Heart of Corporate Management in Starbucks
Starbucks' performance in the mainland U.S. is recovering.
Founder Howard Schultz is now focusing most of his efforts on.
Communication with customers, new forms of communication, and a focus on even more products.
Starbucks is clearly in the high-priced genre of coffee shops.
High-priced business types are vulnerable to recession.
Recently, the most energetic food and beverage businesses are: Osho, Teishokuya, and McDonald's. 。。。。
All groups of companies that are visually considered low-priced. In fact, McDonald's is expensive. 。。。。 (Showmanship?)
Reasons to go to Starbucks.
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Good service. 2.
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Non-smoking.
3、、、、、
Are there any other reasons? No, I don't.
Coffee is a highly subjective drink.
Very few people know what is good and what is not.
So what separates a store from the rest?
The atmosphere created by the employees!
Here is what I heard from Schultz when he visited Japan about 7 years ago.
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In 1959, Procter & Gamble spent a lot of money on advertising and won trust and confidence with TV commercials.
In 1959, Procter & Gamble spent a lot of money on advertising and won trust and confidence with its TV commercials.
Forty years later, they are still using the same advertising methods, but in the U.S. today, customers' trust in their commercials is waning.
However, in the U.S. today, customers' trust in commercials has waned. In fact, only 6% of people trust the content.
This is the result of a betrayal of customer trust in the product.
94% of people do not trust commercials.
What is needed from now on is not commercials, but relationships with customers.
It is communication with customers. The question is how to communicate this to the customer.
Starbucks was born from the inspiration I felt when I visited Milan.
There are 200,000 coffee shops in Milan. In Italy, they are called bars.
This is not a coffee shop as it is commonly called in Japan. It is a local community space.
It is not a store that offers products, but a community space that focuses on communication with customers.
The first contact a customer has with a store is with an employee. To be a chain that customers trust, you first need
Employees with a great mindset are the first step.
If there is no trust between the company and its employees, it is impossible to win the trust of customers.
For customers from their first to third visit,
The first and third time a customer comes to the store, it depends on whether the employees can imprint the value of the product and the business on the customer.
The first step to growth is to develop human resources.
The first step to growth is to develop human resources.
Starbucks is certainly a good example,
High prices
They do not sell at low prices.
They do not advertise.
The company's passion for its products, brand, and services spreads by word of mouth.
Starbucks opened its first store in Japan in Ginza in 1996.
When a major global consulting firm was asked to conduct a study, the answer was that the expansion into Japan would be an absolute failure.
The reasons,
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80% of Starbucks stores are take-outs.
In Japan, eating and drinking while walking is considered immodest, and only eat-in coffee shops will succeed.
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Coffee stores in Japan are places to kill time, and if all stores are non-smoking, they will not attract customers.
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Even if they should succeed, it will only be in Tokyo with its large population.
We believed in our success.
We believed in our own success, which had grown by focusing on people.
We have been very successful. Of course, we have been successful in other cities as well.
It is often said that shareholders are at the top of the corporate pyramid, but that is not true.
The top of the pyramid is the people. Employees and customers come first, not shareholders.
The secret of Starbucks' fortune and success is the trust it has built with its employees.
Customers understand that.
My story is not a typical U.S. story, but I have lived this.
This is the fact that I have succeeded.
It's about working hard every day and continuing to build trust with your customers and your employees.
Now he is rebuilding his business according to the principles he believes in.
Akira Tsuchiya, Assentia Holdings,Inc.
Assentia Holdings,Inc.Akira Tsuchiya
