And some owners claim waiter training doesn’t work. Yesterday, every Starbucks in the country shut down for two hours for staff training. Howard is back. Seemingly, he is coming on strong.
If nobody believes in continual and repetitive training, you should have been standing in the line at the Orlando Starbucks, just outside the main gate to
That’s one of the benefits of training. For that short period of time that seems to come and go almost as quickly as the training session, everyone on the team is refreshed on the steps highlighted in the specific training. Refreshing the spirit and the mind on what the corporate culture of a company is worth is a tremendous asset. Starbucks lost a fortune in those two hours yesterday from a cash flow standpoint. However, what the giant of the bean gained in advertising exposure was a phenomenal feat not only for the customer who lives and breathes to get to a Starbucks when the need for beverage arises, but for those who pay attention to the up ticks and downturns of the market – the stock market that is.
Howard Schultz wasted little time to begin making changes in the company that he developed over the past three –plus decades once he moved back into the position of CEO, a job he mastered by working in the trenches once again observing, promoting, marketing and tweaking every item, product and procedure that comes out the door.
We can all learn from Schultz and his management and marketing style. And, you don’t have to be in the hospitality or food business to harness his attitude and tactical outlook. His maneuverability is so forward in its thinking that he should be studied by many of the industries that are fledgling along today. One of the key assets Schultz employs ovr and over again is the ability to make a rapid fire decision.
Once Schultz saw that he was not only loosing market share and revenue, and those elements were affecting his stock price he decided to act. It didn’t take the marketing genius years to make the decision. Most of the meetings he had to discuss the plan were with a small team of management professionals. I can assure you that he didn’t ponder his position or that of his corporation for months or years in an attempt to wait out the problems. He instinctively turned on a dime to right the wrongs that were so apparent to the customers from the moment the aroma of freshly brewed coffee was replaced with the wafting presence of reheated eggs.
You don’t acquire over 2000 global locations by spending years analyzing leases, store designs and market position.
I don’t profess that we should all go out and have a rapid expansion plan. But what Schulz teaches by running his company in a progressive, pro active manner is that we should have the guts to take a chance, have the vision to focus on the future, even if the only leadership we have to do that is the vision we ourselves have.
I believe that Schulz’ closed for training trick served two purposes- he upgraded his staff and announced to the world that the new CEO is up to his old, successful marketing tricks.