Page 144 - The Starbucks Experience

Embrace Resistance

must admit this was very scary, going into people’s businesses
when you sensed you might not be welcome. But it was
important to do because it helped open professional and
business relationships.”
Shelli and Starbucks leaders in general realize that fear is
often the emotion that fuels the greatest resistance to grow-
ing companies. Surrounding or existing business owners fear
that the newcomer will shrink their piece of the pie. Often,
Starbucks management has overcome these concerns by lis-
tening to people’s issues and pointing out how the company
has actually helped community businesses in thousands of
neighborhoods around the country.
Shelli’s interaction with the community resulted in a more
positive perception of Starbucks, and ultimately proved deci-
sive in the town’s willingness to welcome Starbucks to the
neighborhood. “It really helped when we stopped being a 129
brand and instead showed up as people,” explains Shelli. “We
could then discuss the benefits of creating employment and
how our presence strengthened the choices and reasons for
customers to visit that section of town. If you’re a restaurant,
you don’t want to be the only restaurant on the street. It’s not
good for business. If two or three more restaurants come in,
hopefully different types, synergy forms, and people start to
know they have options. Customers become aware of that
restaurant-rich area, and a dining culture grows. People then
develop habits, and the community of restaurants does well.
It’s no different for the coffee culture.”
Shelli was ultimately pleased to share: “We had anticipated
the owner of the nearby café would oppose us, but she was
quoted on the local news saying, ‘I own stock in Starbucks,
and I think this is great for our town. I welcome them here.’”
Clearly the efforts of Shelli and her colleagues paid off.