"A heady aroma of coffee reached out and drew me in. I stepped inside and saw what looked like a temple for the worship of coffee.... It was my Mecca. I had arrived." — Howard Schultz on his first visit to Starbucks in 1981
On Apr. 3, starbucks launches a pair of confections called Dulce de Leche Latte and Dulce de Leche Frappuccino. A 16-oz. Grande latte has a robust 440 calories (about the same as two packages of M&M's) and costs about $4.50 in New York City—or about three times as much as McDonald's (MCD ) most expensive premium coffee. Starbucks Corp. (SBUX ) describes its latest concoctions, which took 18 months to perfect, this way: "Topped with whipped cream and a dusting of toffee sprinkles, Starbucks' version of this traditional delicacy is a luxurious tasty treat."
If you find yourself at Starbucks in the next few weeks, letting a Dulce de Leche Latte slide over your taste buds, you might wonder how this drink came to be. It's a tale worth hearing. On the surface it's a story about how the Starbucks marketing machine conjures and sells café romance to millions of people around the world. On a deeper level it's a story about how a company, along with its messianic leader, is struggling to hold on to its soul.
Ask Schultz for the key to Starbucks and he'll tell you it's all about storytelling. Starbucks is centered on two oft-repeated tales: Schultz' trip to Seattle in 1981, where he first enjoyed gourmet coffee, and a 1983 trip to Milan, where he discovered espresso bar culture. Not only are these journeys useful touchstones for recruits, they also provide the original marketing story for a company that prides itself on giving customers an authentic experience. "The one common thread to the success of these stories and the company itself," says Schultz, "is that they have to be true—and they have to be authentic."
Stories alone aren't enough, though, to fuel Starbucks' other obsession: to grow really, really big. By 2012, Schultz aims to nearly triple annual sales, to $23.3 billion. The company also plans to have 40,000 stores worldwide, up from 13,500 today, not long after that. To hit its profit targets, Starbucks has become expert at something that's decidedly unromantic—streamlining operations. Over the past 10 years the company has redesigned the space behind the counter to boost barista efficiency. Automatic espresso machines speed the time it takes to serve up a shot. Coffee is vacuum-sealed, making it easier to ship over long distances. To boost sales, the company sells everything from breath mints to CDs to notebooks. Add it up and you have an experience that's nothing like the worn wooden counters of the first store in Pike Place Market or an Italian espresso bar.
Somewhere along the way that disconnect began to gnaw at Schultz. Most recently it manifested itself in a note he wrote to his senior team. The Valentine's Day memo, which leaked to the Web, cut to the heart of what he sees as the company's dilemma. "We have had to make a series of decisions," Schultz wrote, "that, in retrospect, have led to the watering down of the Starbucks experience, and what some might call the commoditization of our brand."
Now, Schultz is asking his lieutenants to redouble their efforts to return to their roots. "We're constantly—I don't want to say battling—but we don't want to be that big company that's corporate and slick," says Michelle Gass, senior vice-president and chief merchant for global products. "We don't. We still think about ourselves as a small entrepreneurial company." That's a tricky business when you have 150,000 employees in 39 countries. But keeping that coffee joie de vivre alive inside Starbucks is crucial to Schultz' entire philosophy. Who better to sell something than a true believer?
In 2004, Starbucks introduced something called the Coffee Master program for its employees. It's a kind of extra-credit course that teaches the staff how to discern the subtleties of regional flavor. Graduates (there are now 25,000) earn a special black apron and an insignia on their business cards. The highlight is the "cupping ceremony," a tasting ritual traditionally used by coffee traders. After the grounds have steeped in boiling water, tasters "crest" the mixture, penetrating the crust on top with a spoon and inhaling the aroma. As employees slurp the brew, a Starbucks Coffee Educator encourages them to taste a Kenyan coffee's "citrusy" notes or the "mushroomy" flavor of a Sumatran blend.
If the ritual reminds you of a wine tasting, that's intentional. Schultz has long wanted to emulate the wine business. Winemakers, after all, command a premium by focusing on provenance: the region of origin, the vineyard, and, of course, the grape that gives the wine its particular notes—a story, in other words. Bringing wine's cachet to coffee would help take the brand upmarket and allow Starbucks to sell premium beans.
The product and marketing people call the strategy "Geography is a Flavor." And in 2005 they began selling this new story with whole-bean coffee. The company reorganized the menu behind the counter, grouping coffees by geography instead of by "smooth" or "bold." It replaced the colorful Starbucks coffee bags with clean white packages emblazoned with colored bands representing the region of origin. Later, for those connoisseurs willing to pay $28 a pound, Starbucks introduced single-origin beans called "Black Apron Exclusives."
The next step was to reach the masses who buy drinks in the stores. The team decided to launch a series of in-store promotions, each with a new set of drinks, that would communicate regional idiosyncrasies to customers. The first promotion, the team decided, would highlight Central and South America, where Starbucks buys more than 70% of its beans.
The sort of authenticity Schultz loves to talk about is hard to pull off when you're the size of Starbucks. Telling a story to a mass audience sometimes requires smoothing over inconvenient cultural nuances. Plus, the marketing folks have to work quickly to stay abreast of beverage trends, not to mention ahead of such rivals as Dunkin' Donuts and McDonald's. Diving deep is not an option.
A year ago, 10 Starbucks marketers and designers got on a plane and went looking for inspiration in Costa Rica. "It's being able to say: This is how and why this [drink] is made,'" says Angie McKenzie, who runs new product design. "Not because someone told us or we read it somewhere." The Starbucks team spent five days in Costa Rica, traveling on a minivan owned by TAM Tours. Later, a smaller group toured Mexico City and Oaxaca as well.
MADE IN CHINA
The mission was to find products that would evoke an authentic vibe in the U.S. That's harder than it sounds. Philip Clark, a merchandising executive, wanted to sell traditional Costa Rican mugs. But the ones typically used to drink coffee were drab and brown; they wouldn't pop on store shelves. Plus, they broke easily. Then he found Cecilia de Figueres, who handpaints ceramic mugs in a mountainside studio an hour from the capital, San Jose. The artist favors bright floral patterns; they would pop nicely. Starbucks paid de Figueres a flat fee for her designs. Each mug will have a tag bearing her name and likeness; on the bottom it will say "Made in China."
Starbucks will weave artisans and other Costa Ricans into the in-store promotional campaign. Painter Eloy Zuñiga Guevara will appear on a poster with a decidedly homespun Latin aesthetic. (And if customers want some authenticity to take home with them, they can buy one of five paintings of Costa Rican farmers that Guevara produced for Starbucks. They will sell for $25 apiece.) A second poster will feature Costa Rican coffee farmers from whom Starbucks buys beans. A third will show a grandmotherly figure cooking up dulce de leche on a gas stove. (She's a paid model from Seattle.) Each poster will feature the tagline "I am Starbucks."
Having devised a story, Starbucks needed a drink that would say "Latin America." Beverage brainstorming takes place in the Liquid Lab, an airy space painted in Starbucks' familiar blue, green, and orange hues. The room features huge bulletin boards plastered with the latest beverage trends. In this case it didn't take an anthropologist to figure out which drink Starbucks should use to promote its Latin American theme.
Dulce de leche is a caramel-and-milk dessert enjoyed throughout much of the region. What's more, Häagen-Dazs introduced dulce de leche ice cream in 1998, and Starbucks followed suit with its own ice cream in 1999. So Americans are familiar with the flavor, says McKenzie, but "it still has a nice exotic edge to it." Besides, she adds, caramel and milk go great with coffee.
Even so, concocting a drink is never simple at Starbucks. The research-and-development department routinely tackles 70 beverage projects a year, with 8 of them leading to new drinks. A drink must not only appeal to a broad swath of coffee drinkers but also be easy for a barista to make quickly so as to maximize sales per store (hello, Wall Street). "The store...is a little manufacturing plant," says Gass, and yet it must seem as though the drink is being handcrafted specially for the customer (hello, Howard Schultz).
Creating the Dulce de Leche Latte and Frappuccino fell to Debbie Ismon, a 26-year-old beverage developer who holds a degree in food science and has worked at Starbucks for 2 1/2 years. In late June, 2006, the design team brought her a small sample they'd whipped up that they felt embodied the right tastes, plus a written description of the characteristics they hoped to see. For the next four months, Ismon fiddled with various ratios of caramel, cooked milk, and sweetness "notes." After the design group decided which version tasted most "in-concept," Ismon mixed up three different flavors for the big taste test. One hundred or so random Starbucks employees filed in, sampled the drinks, and rated them on computer screens. The process was repeated two more times for each drink. Finally, 18 months after starting the process, Starbucks had its two latest premium beverages.
If previous drinks, such as Caramel Macchiato, are any guide, Starbucks' Dulce de Leche drinks will sell briskly. That should please Wall Street and perhaps even help perk up the stock, which is down 20% from its May, 2006, high on worries that operating margins are falling and that Starbucks could miss its ambitious growth targets.
And as you wait in line for your Dulce de Leche Latte, you might ask yourself: Are you paying $4.50 for a caffeine jolt and caramel topping? Or have you simply been dazzled by Howard Schultz' storytelling magic?
By Burt Helm