Unformatted text preview: sition; quality. c. Service: Partners were trained on both “hard skills” and “soft skills” when hired to work for a Starbucks retail store. This equal emphasis on the “hard” and “soft” skills further highlighted Starbucks strategy to make the experience pleasant for the customer. The “soft skills” were a way to teach the partners on how to connect with the customer, by establishing eye contact, smiling and greeting them with their names when the customers were regulars. In addition to that there was also the “Just Say Yes” policy for which the partners went beyond company rules in order to satisfy the customers. These again created a friendly environment for customers who felt special and in combination with the two points mentioned above increased their customer satisfaction. d. Partner satisfaction: Schultz’s belief was that if the Starbucks employees were happy, then this would lead to higher customer satisfaction. For this reason, Starbucks partners were among the highest paid hourly workers, they enjoyed health benefits and they had stock options. This resulted in one of the lowest employee turnover rates in the industry and a consistently high employee satisfaction rate. Furthermore, the majority of promotions for Starbucks were within its own ranks. Even though there is no evidence that the satisfaction of partners led to customer satisfaction, it would be safe to assume that the low employee turnover meant that partners stayed at their positions for longer time, were more experienced in treating the customer and could provide a faster service. e. Specific target audience: Starbucks coffee in the 1990’s was targeted primarily towards the affluent, well‐educated, white‐collar people. Being able to attract such an affluent demographic and serving them by providing superior service, helped in being able to provide the service at a consistent level and keep the customers satisfied. f. Attractive market: The concept of Starbucks was new and the notion of turning the coffee drinking into a social experience was almost unexploited in th...
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- Spring '14