Page 27 - The Starbucks Experience

Introduction

referred to by Starbucks partners as the “third place,” must
capture a unique warmth that sets it apart from the first two
places in most people’s lives: work and home.
Customers must be able to customize their beverage order,
with the handcrafted assistance of their barista (the Italian
word for bartender and the term used at Starbucks for a cof-
fee preparer). Customization means satisfying each cus-
tomer’s unique expectations, and often involves special
temperatures, soy milk, and various pumps of flavor. It is
not uncommon to hear customized orders for drinks as com-
plicated as “quad, two-pump vanilla, one and one-quarter
pumps sugar-free hazelnut, ristretto latte, with one-quarter
soy, one-half nonfat, one-quarter organic milk, extra hot,
with three ice cubes and whip.” Such an order is but one part
of the richness of the personalized Starbucks Experience.
12 While seemingly endless details go into producing the emo-
tional bond that loyal Starbucks customers feel, often the
most important aspect of this bond is the personal investment
of Starbucks partners. As Howard Schultz noted on brand
channel.com,

The success of Starbucks demonstrates . . . that we have
built an emotional connection with our customers. . . .
We have a competitive advantage over classic brands in
that every day we touch and interact with our customers
directly. Our product is not sitting on a supermarket
shelf like a can of soda. Our people have done a won-
derful job of knowing your drink, your name, [and]
your kids’ names.

Starbucks executives and managers alike understand the
importance of this personal connection. Leadership spends a
great deal of time helping partners seize opportunities to pos-