02334nam a22004811i 4500 000707357 CaToSAGE 20240202172917.0 20190104174335.4 m|||||o||d|||||||| cr ||||||||||| 190104r20182018enka fo 000 0|eng|d NEZPRACOVANÝ IMPORT 9781526491916 (ebook) : No price (OCoLC)1089146360 CaToSAGE eng CaToSAGE rda pn UtOrBLW HD30.28 .S29 2018 658.4012 Sawhney, Mohanbir, author. Starbucks : driving growth through new dining occasions / Mohanbir Sawhney. London : Kellogg School of Management, 2018. 1 online resource : illustrations. text txt rdacontent computer c rdamedia online resource cr rdacarrier SAGE Knowledge. Cases Originally Published InSawhney, M. (2018). Starbucks: Driving growth through new dining occasions. 5--218--253. Evanston, IL: Kellogg School of Management, Northwestern University. In 2008, Starbucks was in crisis as a result of undisciplined growth and loss of focus, and its stock declined almost 70%. In August of that year, Howard Schultz, the founder of Starbucks, came out of retirement to take over as the CEO. The company regained its footing by refocusing on its core and driving strong organic growth. By 2014, the stock price had reached $40, an all-time high. To prevent history from repeating itself, Schultz wanted to ensure that Starbucks' growth strategies not only addressed market opportunities, but also were aligned with the company's brand image, assets, and capabilities. Description based on XML content. elektronické knihy fd186907 czenas electronic books eczenas Schultz, Howard. Starbucks Coffee Company. Business planning. Strategic planning. Branding (Marketing) SAGE Knowledge. Cases. SAGE Knowledge https://sk.sagepub.com/cases/starbucks-driving-growth-through-new-dining-occasions Plný text SBC EB NEPOSILAT EB