Starbucks interviews
Starbucks interviewsService, staffing and the economics of a coffeehouse.
Service has a cost
“more store level ownership, more partner hours, larger rosters”
Brian NiccolChairman and Chief Executive Officer
Price the extra peak capacity
The service model changed staffing, technology and routines together. How would Harbour price the extra shift?
ExampleA unit needs an economic path
“where we don’t see a path to financial performance”
Brian NiccolChairman and Chief Executive Officer
Separate the costs that remain
The review also considered the physical coffeehouse environment. In Harbour’s case, which costs actually disappear on closure?
ExampleCapacity has a time and place
“we’ve been able to put the partners where we needed them to be”
Alisha TownsendDistrict manager; formerly Willis Tower coffeehouse leader
Check the hours that bind
Townsend describes a Chicago pilot location. Which scarce hours should NorthPier give to its proposed contract?
ExampleLast reviewed