The core competence of Starbucks ha

The core competence of Starbucks has been its ability to effectively leverage their cornerstone product differentiation strategies by offering a premium product mix of high quality beverages and snacks. Starbuck’s brand equity is built on selling the finest quality coffee and related products, and by providing each customer a unique “Starbucks Experience”, which is derived from supreme customer service, clean and well-maintained stores that reflect the culture of the communities in which they operate, thereby building a high degree of customer loyalty with a cult following. Its other core competence is its human resource management's values based approach for building very strong internal and external relationships with suppliers, which drives the successful deployment of its business strategy of organic expansion into international markets, horizontal integration through smart acquisitions and alliances that maintains their long-term strategic objective being the most recognized and respected brands in the world.Besides, one of the first things that Schultz did that gave inspiration to the members of Starbucks, was to not refer to them as employees but as “partners” of Starbucks. Starbucks offers comprehensive benefits packages to eligible partners working at least 20 hours per week, with 64% of eligible partners currently enrolled (Starbucks Newsroom: Facts about Starbucks and our Partners, 2009). The Total Pay package includes benefits, a 401(k) savings plan, stock options, an employee stock purchase plan and partner “perks” designed exclusively for their partners. These benefits are generous to say the least and is one of the reasons Starbucks has been rated one of the most progressive employers in the U.S. In fact, Starbucks has been named eleven times to FORTUNE’s “100 Best Companies to Work For” list (Starbucks Newsroom: Facts about Starbucks and our Partners, 2009).

結果 (繁體中文) 1:

星巴克的核心競爭力是它通過提供高品質的飲料和小吃的溢價產品結構，以有效地利用他們的基石產品差異化戰略的能力。星巴克的品牌資產是建立在銷售最優質的咖啡及相關產品，並提供每個客戶獨特的“星巴克體驗”，這是從最高的客戶服務，清潔和維護良好的商店，反映了社區的文化衍生，其中他們經營，從而建立一個邪教以下高度的客戶忠誠度。它的其他核心競爭力是其人力資源管理的價值觀為基礎的方法建立與供應商非常強的內部和外部關係，從而驅動有機擴張其經營戰略的成功部署到國際市場，
此外，第一件事是舒爾茨這樣做了靈感，星巴克的成員之一，是不是指他們作為員工，但作為星巴克的“合作夥伴”。星巴克提供全面的福利待遇，以每週工作至少20小時合格的合作夥伴，擁有合格的合作夥伴的64％，目前就讀（星巴克新聞：星巴克和我們的合作夥伴，2009年的事實）。總薪酬包括福利，401（K）儲蓄計劃，股票期權，員工股票購買計劃，並專門為他們的合作夥伴的合作夥伴“特殊待遇”。這些好處都是大手筆，至少可以說，是星巴克先後被評為在美國其實是最先進的雇主之一的原因之一，星巴克先後被評為十一次財富的“100家最適合工作的公司”榜單（星巴克新聞：

結果 (繁體中文) 2:

Do more communication with other people Listen to other people's ideas, because we are a team need to work together

結果 (繁體中文) 3:

星巴克的核心競爭力是通過提供高品質飲料和零食的優質產品組合，有效利用其基礎產品差異化戰略。星巴克的品牌資產建立在銷售最優質的咖啡和相關產品的基礎上，並通過向每位顧客提供獨特的“星巴克體驗”，這種體驗來自於最優質的客戶服務、乾淨和保養良好的商店，這些商店反映了他們經營所在社區的文化，從而建立了一個與崇拜追隨者的高度客戶忠誠度。其另一個核心能力是其人力資源管理的價值觀方法，即與供應商建立非常牢固的內部和外部關係，這推動了其有機擴張到國際市場的業務戰畧的成功部署，通過明智的收購和聯盟實現橫向綜合，保持其長期戰略目標，成為世界上最受認可和尊敬的品牌。
此外，舒爾茨給星巴克成員帶來靈感的第一件事是，不要把他們稱為員工，而要把他們稱為星巴克的“合作夥伴”。星巴克向每週至少工作20小時的合格合作夥伴提供全面的福利套餐，目前有64%的合格合作夥伴注册（星巴克新聞編輯室：星巴克和我們合作夥伴的情况，2009年）。總薪酬包括福利、401（k）儲蓄計畫、股票期權、員工股票購買計畫和專門為其合作夥伴設計的合作夥伴“津貼”。這些福利至少可以說是慷慨大方的，也是星巴克被評為美國最進步雇主之一的原因之一。事實上，星巴克曾11次入選《財富》雜誌“100家最佳工作公司”排行榜（星巴克新聞編輯部：《星巴克與我們合作夥伴的事實》，2009年）。