Starbucks

1. CEO Howard Schultz commented that growth had become a "carcinogen" for Starbucks

and emphasized the need for healthy growth. What are the pitfalls of simply pursuing

growth? Can there be bad growth? Is growth a strategy or an outcome?

2. What do customers want from a quick serve restaurant in the morning versus later in the

day? What value are people seeking at these different occasions?

3. Can a customer journey map for different types of customers/occasions lend insight into

potential offerings?

4. Develop a set of criteria on which to judge potential new offerings for lunch, sunset, and

evening. Based on these criteria, what offerings/programs would you recommend that

Starbucks pursue?

5. What other ideas do you have for Starbucks in its "New Dining Occasions" strategy? Are

there other products or experiences that Starbucks should consider?