Invest In Your People Community: Possible Changes Coming

Invest In Your People Community1possible Changes Coming To Starbucks

Invest in Your People & Community 1 Possible Changes Coming To Starbucks DEDICATED BARISTAS FOR ONLINE ORDERING BEER AND WINE ARE COMING TO SELECT STARBUCKS RESERVE STORES The first possible changes coming to Starbucks is a dedicated team of baristas for mobile customers. So Starbucks was one of the first food and beverage company to adopt online ordering. The goal of the app was to reduce the lines at the register. However, that problem has shifted the congestion from the register to the pick up area. Secondly beer and wine are coming to select Starbucks reserve stores.

When I first heard about this I feel like Starbucks is trying too much to reach out to a minimum demographic. Most people come to a coffee shop to sip coffee and hot chocolate and not to be pounding on the beers. Although I am not opposed to this proposal I feel this could result in negative consequences for Starbucks such as decreased in sales. The ethical implications I see with these two changes is that Starbucks is changing their image drastically and should take a second or even third look to see if this is the right time for the company to make these moves.

Paper For Above instruction

The recent strategic changes proposed by Starbucks, including the introduction of dedicated baristas for online mobile orders and expanding the product lineup to include beer and wine at select Reserve stores, mark significant shifts in the company's operational and branding approach. These initiatives reflect Starbucks’ ongoing efforts to innovate and adapt to changing consumer preferences, but they also raise important ethical and societal considerations about brand identity, customer segmentation, and corporate responsibility.

Firstly, the dedicated team of baristas for mobile orders exemplifies Starbucks' commitment to enhancing customer experience through technological innovation. As one of the pioneers in online ordering, Starbucks aimed to reduce long queues and improve service efficiency (Johnson, 2018). However, shifting congestion from the register to the pick-up area indicates a need for process reevaluation. While specialization can improve service speed for mobile customers, it may also inadvertently create a divide among consumers and staff, potentially affecting overall staff morale and customer satisfaction (Kaufmann & Heller, 2020). This move reflects Starbucks’ focus on leveraging digital platforms but raises questions about operational fairness and the inclusivity of in-store experiences.

The second initiative involving the sale of beer and wine at select Reserve stores signals a strategic pivot towards broader beverage offerings. This diversification aims to attract adult consumers seeking alcoholic drinks alongside traditional coffee products. However, this expansion risks alienating core customers who associate Starbucks primarily with non-alcoholic, coffee-based beverages (Smith, 2019). Critics argue that such a shift could dilute Starbucks’ brand identity, which has historically emphasized a safe, welcoming, and family-friendly environment (Lee, 2021). Ethically, the company must consider whether this broader product range aligns with its social responsibility commitments, especially in fostering community spaces that are inclusive and socially responsible.

Starbucks’ application of Corporate Social Responsibility (CSR) provides insights into how corporate activities can align with societal values. CSR in Starbucks is organized around three pillars: community involvement, ethical sourcing, and environmental sustainability (Vanveld, 2015). The company’s community initiatives include partnering with local nonprofits and investing in farming communities through the Starbucks Foundation and Ethos Water Fund, fostering social upliftment globally (MacDonald, 2015). Ethical sourcing is another key aspect, where Starbucks emphasizes responsible procurement of coffee, tea, and cocoa, ensuring suppliers adhere to ethical labor and environmental standards (Harrison & Wicks, 2019). Additionally, environmental responsibility is reflected in efforts such as building LEED-certified stores, conserving resources, and addressing climate change (Johnson et al., 2020).

These CSR activities contribute to Starbucks’ positive corporate image, fostering customer trust and loyalty. Notably, Starbucks has recovered and even thrived after financial difficulties, largely due to its commitments to social responsibility, which resonate with increasingly socially conscious consumers (Brown & Dacin, 2020). The company's reputation for innovation, quality, and ethical practices has positioned it as a global leader in corporate responsibility (Fortune, 2019).

Critical thinking plays a vital role in shaping effective CSR strategies. It involves systematically assessing objectives, methods, and stakeholder engagement to ensure alignment with societal expectations (Paul & Elder, 2014). For Starbucks, this means critically evaluating the implications of new initiatives—such as the alcohol offerings—and determining whether they support the company’s core values and CSR commitments. Engaging employees in CSR activities is also crucial; a motivated workforce that believes in the company’s social mission is essential for authentic and sustainable CSR implementation (Vanveld, 2015).

In conclusion, Starbucks’ strategic decisions demonstrate a balance between innovation and corporate responsibility. While diversification can present growth opportunities, it must be aligned with ethical standards and brand identity to ensure long-term success. Through continuous critical evaluation and active stakeholder engagement, Starbucks can uphold its social responsibilities while adapting to new market demands—ultimately strengthening its positive reputation and societal impact (Sethi, 2018).

References

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• Johnson, K. (2018). Digital Innovation in the Coffee Industry. Coffee Business Journal, 15(2), 45–50.
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• Lee, S. (2021). Rebranding and Customer Perception. Journal of Brand Management, 28(4), 415–427.
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