After 20 years of rapid expansion, saw the last six months of 2007, Starbucks shaken by a fall in the share price of 50 percent and a decline in customer visits. The share price hovered around $ 19 to $ 20. Until mid-2008 it was $ 18 lower. His profit in the first quarter of fiscal year 2007 increased by less than two percent, and in January 2008 it announced the closure of 100 U.S. stores. In July, the number was increased to 600th The case was written to encourage classroom discussion and exploration … Read more »

After 20 years of rapid expansion, saw the last six months of 2007, Starbucks shaken by a fall in the share price of 50 percent and a decline in customer visits. The share price hovered around $ 19 to $ 20. By mid-2008 it was $ 18 lower. His profit in the first quarter of fiscal year 2007 increased by less than two percent, and in January 2008 it announced the closure of 100 U.S. stores. In July, the number was increased to 600th The case was written to encourage classroom discussion and research into corporate policy and marketing practices in order to explore the means for a possible turnaround of the company.
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from
Michael Herriman,
Motohiro Wanikawa,
Ryoko Ichinose,
Shobana Darak,
Yumana Chaivan
Source: Ivey Publishing
15 pages.
Release Date: 23 October 2008. Prod #: 908A16-PDF-ENG
A crack in the cup: Can Starbucks Mend It? HBR case solution