Page 135 - The Starbucks Experience

PRINCIPLE 4

As noted at brandchannel.com, author John Simmons
believes that American companies should study how Star-
bucks has effectively turned around negative perceptions
worldwide. From John’s perspective, Starbucks demon-
strates that

As long as the core product stays true to its quality and
principles, other elements of the offer can adapt to local
market needs. Go to a Starbucks in China, Japan,
France, Greece or Kuwait and you will drink the same
espresso, but the food will have a local flavor....Cer-
tain aspects of the brand are sacrosanct—no smoking
even in smoking cultures, the adherence to the “third
place” even where space is at a premium (Japan, for
example). But where adaptation is needed to fit cultures,
Starbucks adapts.
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The adaptability that John refers to is a reflection of the
effort Starbucks leaders invest in understanding how their
product must merge into a particular community and not
resist local influences. John goes on to demonstrate that man-
agement’s encouragement of the be involved concept works
to subtly break down the fear and resistance that is often
experienced in other parts of the world.
John indicates that Starbucks executives rely on district
and store managers to make strong connections with their
communities throughout the world: “Encouraging contact
with communities feeds back into the brand, diluting the
sense that corporate America is rolling its tanks into town.”
As businesses grow or enter new markets, there needs to be
a sensitivity to the initial fear that new communities may have
about the company’s expansion. It is through this sensitivity
and a willingness to listen that most resistance yields.