Page 141 - The Starbucks Experience

PRINCIPLE 4

we started to get input that we needed to make some changes
to create a Starbucks Experience that was more in sync with
that community. For example, we received comments from
our regular customers about the Christmas music we had
been playing overhead. We took that input seriously and
made changes in the music.”
To address the concerns of this specialized market, Kris-
tena Hart, a district manager who formerly was responsible
for the Squirrel Hill stores, added, “We enlisted the help of a
local rabbi, who identified which of our products were
kosher. We then labeled those products accordingly. In
essence, we took what the community wanted and translated
it into action.”
Not only did Starbucks leadership listen and partner with
the rabbi, but in-store partners showed their sensitivity as well.
126 Kristena noted, “Our partners understand that they need to
serve their community and respond to its values and its pri-
orities. Sometimes national campaigns that come from the
Starbucks corporate office don’t necessarily serve the needs of
Squirrel Hill. When this is the case, our partners change the
way products are presented in our stores. A great example of
this occurred when partners received holiday baskets from
Corporate with green and red ribbons attached. The partners
at Squirrel Hill took the ribbons off and replaced them with
blue and silver ones. In a small way, these actions softened the
experience, said thank you, and showed community spirit.”
Squirrel Hill demonstrates the value of flexible policies for
companies of all sizes. This adaptability makes a company
nimble enough to serve the needs of diverse market groups.
Thus, leaders can look for ways to help their people lessen
resistance and proactively incorporate the unique character
and needs of a community.