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Articles tagged with Starbucks:

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MAR 2007

What Starbucks Can Learn From the Movie Palace

New York Times, March 4, 2007 — WI-FI service is quickly becoming the air-conditioning of the Internet age, enticing customers into restaurants and other public spaces in the same way that cold “advertising air” deliberately blasted out the open doors of air-conditioned theaters in the early 20th century to help sell tickets.

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MAR 2007

Trouble brewing; Brand management

Economist, March 1, 2007 — PEPSI and Starbucks share a problem. The second-biggest maker of cola and the world's largest chain of coffee shops are both worried about how customers perceive their brands. Pepsi has always been about experience, says Ron Coughlin, a Pepsi marketing executive.…

Category: Brand Strategy
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FEB 2007

Starbucks Chairman Says Trouble May Be Brewing

Brand Could Be Compromised, Schultz's Blunt Memo Warns; 'Time to Get Back to the Core'

Wall Street Journal, February 24, 2007 — Starbucks Corp. built its broad appeal on what Chairman Howard Schultz labeled an "experience," including baristas who know customers' orders by heart and an atmosphere that entices patrons to linger for hours. That experience has enabled the coffee chain to charge the premium prices that fuel its robust earnings growth.

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JAN 2007

Similar Search Results: Google Wins

Global: Bow to Your Google

Brandchannel.com, January 29, 2007 — Google hogged technology headlines and spread its ubiquity (which is a nice way of saying "world dominance") throughout 2006. The dust barely cleared on its US$ 900 million deal with News Corporation to provide service to sites such as MySpace when it purchased video site and workplace time-waster (as well as third-place finisher) YouTube for $1.65 billion.

Category: Brand Strategy
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NOV 2006

At Starbucks, Coffee Comes With New Décor

Wall Street Journal, November 10, 2006 — At a coffee shop in Chicago's Beverly neighborhood, Bridget Barnes snuggled into a navy chair beneath a row of vintage windows. The dark wood, living-room-style rug and fireplace mantel made her feel like she was in "an old Beverly home," the 25-year-old preschool teacher said.

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NOV 2006

Starbucks' Holiday Viral Effort Doubles as Social Experiment

'Cheer Pass' Tracking Device Looks to Spread Good Deeds and Coffee Message

Advertising Age, November 9, 2006 — Don't be surprised if sometime between now and Christmas a stranger gives you lift tickets in Denver, skating passes in Toronto or even free parking at a Michigan hospital.

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OCT 2006

Price points

Good customer service costs money. Some expenses are worth it -- and some aren't.

Wall Street Journal, October 30, 2006 — Holiday Inn president Mark Snyder has figured out what he needs to do for his customers, and what he doesn't.

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OCT 2006

Starbucks wants to save you a trip across the street

Putting stores close together means fewer sales lost because of the distance or long lines. The company reports little cannibalization

Associated Press, October 26, 2006 — The people who work in Seattle's tallest building face a tough decision: Should they get their caffeinated indulgence at the old Starbucks on the building's first floor or the new Starbucks, 40 floors up? And, if the lines at those two stores are too long, is it too far to walk across the street, where a third Starbucks awaits?

Category: Brand Strategy
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OCT 2006

The Starbucks Aesthetic

New York Times, October 22, 2006 — WHEN Bette Gottfried, a 48-year-old regular at a Starbucks in Ardsley, N.Y., saw that her favorite coffeehouse was promoting a film, she wasn’t immediately interested. “At first I was leery,” said Ms. Gottfried, dressed in workout clothes, wearing her hair in a ponytail and sitting near the window with her daily decaf mocha (“low-fat milk, no foam, no whipped”). “I thought, ‘Who are they to get involved in the movies?’ ”

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OCT 2006

Starbucks takes unique approach to marketing

Seattle Times, October 12, 2006 — While McDonald's was lovin' it, Coca-Cola was the real thing and Nike wanted us to just do it, Starbucks was throwing parties instead. The coffee retailer, based in Seattle, takes an unconventional approach to marketing, choosing parties and other in-person encounters over big national advertising campaigns.

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