Starbucks marketers use a six-point unwritten code to ensure the marketing programs they create and implement are authentic, that they’re staying on message and on brand, and that they tell the story of what makes the product they are promoting Starbucks-worthy.
If your business is caught in the strategic crosshairs of needing to get bigger but remain smaller, the following excerpt from TRIBAL KNOWLEDGE might provide you with boardroom fodder.
It sounds counterintuitive to promote the category before the brand but, as marketing consultants Al and Laura Ries point out in The 22 Immutable Laws of Branding, “Customers don’t care about new brands, they care about new categories.”
From Seth we learn of Manu’s take on the organizational charts of Apple, Oracle, Facebook, Amazon, Google, and Microsoft. Fun and bitingly smart doodles. Organization charts are important. But too many of them lose focus on who the real boss
In HOW STARBUCKS SAVED MY LIFE, Michael Gates Gill shares the story of how he dropped out of the corporate rat race and found happiness while working a $10.50/hr job as a Starbucks Barista. Michael’s story is interesting. However, the
Here’s a little something Paul Williams and I used to talk about during our Starbucks days—measuring your comparable job performance. As Starbucks marketers, we were always challenged to design marketing activities to increase year-over-year sales. (Easier said than done considering
[Fourth in a series of posts on Starbucks Tribal Knowledge] Starbucks will not deny they are everywhere. But they are everywhere because customers want them to be everywhere. Otherwise, they wouldn’t be there. (Starbucks is smart like that.) Starbucks works
[Third in a series of posts on Starbucks Tribal Knowledge] “If we greet customers, exchange a few words with them and then custom-make a drink exactly to their taste, they will be eager to come back.” Howard Schultz, Starbucks Chairman
[Second in a series of posts on Starbucks Tribal Knowledge] To put it simply, remarkable businesses make the common uncommon. Apple made the common computer uncommon. Toyota Prius made the common car uncommon. In-N-Out Burger made the common fast food
[First in a series of posts on Starbucks Tribal Knowledge] Starbucks never sought to create a brand. The company was too busy being a business than trying to be a brand. Starbucks was too busy building a viable and profitable