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Starbucks Because of rapid globalisation over recent years, the competition around the world becomes more intense, especially for the service industry with the similar products. The most critical point for business to succeed is not only the quality of products they supply, but also the atmosphere of cooperating and the amount from yield of teamwork in retail sales. The employees who always deal with customers and can realise what customers really need are first-line staff. Therefore, it turns to be essential for companies to motivate, reward and train their employees to be the best quality personnel. Starbucks began by three friends, Jerry Baldwin, Zev Siegl, and Gordon Bowker, who knew each other in the University of Seattle. In 1971, the first name of their store is "Starbucks Coffee, Tea and Spice" in Seattle, Washington’s Pike Place Market. Starbucks Corpotation, the most famous chain of retail coffee shops in the world, mainly benefits from roasting，selling special coffee beans and various kinds of coffee or tea drinks. It owns about 4,000 branches in the whole world. Moreover, it has been one of the most rapidly growing corporations in America as well. The reasons why Starbucks is worldwide popular are not only the quality of coffee, but also its customer service and cozy environment. Starbucks established comfortable surroundings for people to socialise with a fair price, which attracts consumers of various ages to get into the stores. Besides, it is also noted for its satisfaction of employees. Starbucks is one of the optimal business models for cooperation and teamwork. Teamwork can not only construct a small social structure in orgunisation for employees to socialise, but also is a composite of various kinds of members who are equipped with different background of skill and knowledge on account of the mission. Each member plays an important role in the teamwork; therefore, everyone in that team can meet his need for getting acquainted with different colleagues and learn new skill from each other. Thus the definition of teamwork is a social system including more than three people in an organisation or context. These members identify others as one member of the team and they have the same goal. The managers in Starbucks treat each workpeople equally and an of the staff are called ’partners’, even the supervisors of each branch are so called as well. In order to narrow the gap between managers and employees, they also co-work with the basic level staff in the front line. Due to this, they can maintain a good management system and create a much closer and more familiar atmosphere than other places, which makes not only employees enjoy their job but also customers affected by their enthusiasm. Starbucks has a well-organised communication channel for employees. It places a great importance on labours. For example, managers plan the working hours per worker and arrange the schedule of time off, and meet their requirements according to their wants. There are interviews every week to see what employees’ need is. A special survey called "Partner View Survey" is taken off approximately every two years. The managers can receive feedbacks through the event on which part should be improved or what issue should be paid more attention to. The partners have the right to figure out what is the best policy for them, and the directors show a respect for each suggestion. Starbucks even wants every employee to join in making and developing plans, then achieving their goals all together. As a result, the policies and principles are communicated between all staff, and there is no limitation in employees’ personal opinions. For this reason, business could improve, even innovate their strategies by different ideas. Why could Starbucks improve its business according to the last paragraph
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Barriers to International Business Firms desiring to enter international business face several obstacles, some much more severe than others. The most common barriers to international business are: cultural, social, and political barriers, and tariffs and trade restrictions. A nation’s culture and social forces can restrict international business activities. Culture consists of a country’s general ideas and values and tangible items such as food, clothing, and buildings. Social forces include family, education, religion, and customs. (9) Some countries also have different values about spending than do Americans. The Japanese have long been a nation that believes in paying cash for the products they buy, although the use of credit cards has soared in Japan over the last few years. The Japanese still save nearly 20 percent of individual income, compared to about 4 percent saved by people in the United States. (10) In some countries, purchasing items as basic as food and clothing can be influenced by religion. And some societies simply do not value material possessions to the same degree that Americans do. Most firms know the importance of understanding the cultural and social differences between selling and buying countries. (11) For instance, a business deal in Japan can fall through if a foreign businessman refuses a cup of green tea during a visit to a native Japanese firm. The political climate of a country can have a major impact on international business. Nations experiencing intense political unrest may change their attitude toward foreign firms at any time; this instability creates an unfavourable atmosphere for international trade. Tariffs and trade restrictions are also barriers to international business. A nation can restrict trade through import tariffs, quotas and embargoes, and exchange controls. Import tariffs: a duty, or tax, levied against goods brought into a country is an import tariff. (12) The risk in importing tariff is that the other country could take the same action. Quotas and embargoes: a quota is a limit on the amount of a product that can leave or enter a country. Some quotas are established on a voluntary basis. (13) For instance, Japanese automobile manufacturers have voluntarily reduced the number of cars shipped from the United States to five automakers here the time they need to modernise their factories. An embargo is a total ban on certain imports and exports. Many embargoes are politically caused. Exchange controls: restrictions on the amount of a certain currency that can be bought or sold are called exchange controls. (14) A Tariff can be used to discourage foreign competitors from entering a domestic market. B A government can use exchange controls to limit the amount of products that importers can purchase with a particular currency. C The voluntary quota reduced the quantity of products for exportation. D Selling products from one country to another is sometimes difficult when the cultures of the two countries differ significantly. E Generally, a voluntary quota fosters goodwill and protects a country from foreign competition. F However, managers still make costly mistakes when conducting business internationally simply because they do not understand such differences. G The most common barriers to international business are: cultural, social, and political barriers, and tariffs and trade restrictions. H Social forces which are universal in people’s daily life can create obstacles to international trade.
Understanding Corporate Culture Every time people come together with a shared purpose, culture is created. This group of people could be a family, neighbourhood, project team, or company. Culture is automatically created (31) of the combined thoughts, energies, and attitudes of the people in the group. I often compare culture (32) electricity. Culture is an energy force that becomes woven through the thinking. behaviour, and identity of those within the group. Culture is powerful and invisible and its manifestations are far reaching. Culture determines a company’s dress code, work environment, work hours, rules for getting ahead and getting promoted, how the business world is viewed, (33) is valued, who is valued, and much more. Culture shows up in (34) visible and invisible ways. Some manifestations of this energy field called "culture" (35) easy to observe. You can see the dress code, work environment, perks, and titles in a company. This is the surface layer of culture. (36) are only some of the visible manifestations of culture. The far (37) powerful aspects of culture are invisible. The cultural core is (38) of the beliefs, values, standards, paradigms, worldviews, moods, internal conversations, and private conversations of the people that are part of the group. This is the foundation for all actions and decisions within a team, department, or organisation. Business leaders often assume that their company’s vision, values, and strategic priorities are synonymous (39) their company’s culture. Unfortunately, too often, the vision, values, and strategic priorities may only be words hanging (40) a plaque on the wall.
Company Structure Most organisations have hierarchical or pyramidal structure, with one person or a group of people at the top, and an increasing number of people below them at each successive level. There is a clear line or chain of command running down the (21) All the people in the organisation know what decisions they are able to (22) , who their superior is. Some people in an organisation have colleagues who help them: for example, there might be an Assistant to the Marketing Manager. This is known as a staff position: its holder has no line (23) , and is not integrated into the chain of command, unlike, for example, the Assistant Marketing Manager, who is number two in the marketing department. Yet the activities of most companies are too complicated to be (24) in a single hierarchy. Shortly before the First World War, the French industrialist Henry Fayol organised his coal-mining business according to the (25) that it had to carry out, He is generally credited with (26) functional organisation. Today, most large manufacturing organisations have a functional structure, including production, finance, marketing, sales, and personnel or human resources department. This means, for example, that the production and marketing departments cannot make financial decisions (27) consulting the finance department. Functional organisation is efficient, but there are two standard criticisms. Firstly, people are usually more (28) with the success of their department than that of the company, so there are permanent battles between, for example, finance and marketing, or marketing and production, which have (29) goals. Secondly, separating functions is (30) to encourage innovation.
Why must they take Semco seriously
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