The Scenario: case study

Starbuck build its brand in the U.S not just on the quality of the coffee, but itsreputation as the "third place" between work and home, where one could enjoy a relaxing atmosphere with friendly employees. As they grew, the business became more complex, and the company faced difficulty in expanding its workforce fast enough, particularly being able to hire enough employees who bought into the Starbucks experience. When growing internationally, one also has to think about howthe differences in human capital and culture might impact Starbucks' ability to attract and retain the kinds of people that can provide that "third place" experience. Leadersat Starbucks have often repeated the mantra that "It's not about the coffee." Forinstance, Howard Behar, on the senior executives (now retired) developed a sayingthat has spread throughout the Starbucks culture: We're in the people business servingcoffee, not the coffee business serving people." With the increasing competition on price and coffee quality, Starbucks' future success may lie in its ability to effectivelyinstill that belief in its people.

Questions:

1. Do you think Starbucks will be able to attract and retain the right kind ofpeople they need to deliver the "third place" experience in Poland? How aboutothers country? Why and why not?
2. How might Starbucks use expatriate employees as part of its international expansion? What will be the challenges in selecting the right kinds of expatriates? List outTHREE (3)challenges.
3. If you the Human Resource manager, suggestFOUR (4)improvement and changes that you would like to recommend?