Page 30 - The Starbucks Experience

Introduction

pany has an edge. Its unique culture, the intimacy of its
brand, and the uniqueness of the customer experience will
keep people coming back.
Dave Olson, senior vice president of Culture and Leader-
ship Development, put it well when he said, “It doesn’t mat-
ter how many millions or billions of cups of coffee Starbucks
serves, if the one you get doesn’t suit you. Starbucks has to
be able to perform at that level of consistency for the indi-
vidual automatically, and that’s really the promise. We will
deliver a drink that suits you every time—and create an expe-
rience in the process! The experience must fit the customer.”
While in some companies the sincerity of such a statement
might be questioned, at Starbucks, concrete examples of
understanding the customer can be identified at all levels.
Partners consistently seek new ways to fill customers’ needs.
Barista Francine Brodeur from Ontario, Canada, shares 15
how “we are empowered to make each customer’s visit count.
Every now and then, a customer will return within a few min-
utes of ordering, and order again. Following a quick, hope-
fully well-placed comment, it comes out that the customer
has spilled his drink before fully enjoying it. Sometimes he is
obviously ‘marked’ by the experience, and we offer assis-
tance. That is when I let the customer reorder the same drink;
then I tell him that it’s on us, since we don’t expect payment
for the one that got away. The customer is always surprised
and tries to pay anyway, to no avail. What makes me proud
to work for this company is that I can take liberties to make
things right.” Francine’s comments reflect the satisfaction of
customers and Starbucks partners. They help us understand
the benefits that emerge when a company gives the human
connection a priority commensurate with that of product and
service quality.