In late 2002, Starbucks' senior vice president of administration in North America,
Christine Day sat in her office viewing research of the company, concerned about the company
not meeting the customers' expectations and the recent performance within the company. As
Christine sat in her office, she waited for her colleagues to join her, while waiting she knew that
a plan had to take place to figure out how to improve their customer satisfaction. Christine and
her colleagues formatted a plan to invest an additional $40 million annually in the company's
4,500 stores worldwide to add the correspondence of 20 hours of labor to jobs a week.
Howard Schultz joined the Starbucks marketing team, where he brought the idea to the
company to set up an espresso bar in the Seattle Shop. The idea of adding an espresso bar was to
later create a chain of coffeehouses that would become "America's third place".
up with the idea Howard had the vision that individuals needed a place where they could go to
just relax, work on things, enjoy the company of others, or just simply have some time to
Although, the company is doing great in other areas of the department, the cause of
problems is that there is low customer satisfaction. High succeeding companies are known for
striving in all areas of the department but lack customer service satisfaction. Sometimes the
companies get so caught up in making sure that products are being distributed, inventory,
equipment, etc. that they forget the main focus is to make sure your customers are satisfied. The
customers are the main ingredients in a company, without the support of customers businesses
tend to fail in sales and this is what's happening within this case study. The goal is to improve the
customer experience in the stores and to improve the speed-of-service to give the customers the
experience that they are looking for as well as satisfaction.