Job characteristic model for starbucks

Case Study on HRM of StarbucksOverview about this economyAt a time of dramatic change—from downturn to the digital revolution—the survival of every company is at stake unless pains are taken to transform it for a new era. How Starbucks fight for it life without losing its soul?Concerned that Starbucks experience had been compromised by its quest for growth, the CEO was determined to help it return to its core values and restore its financial health.Human resource management refers to the polices, practices, and systems that influence employees’ behavior, attitudes, and performance. Many companies refer to HRM as involving “people practices”.Starbucks is one of the best known and fastest growing companies in the world. Set up in 1971, in Seattle, the company grew slowly initially, but expanded rapidly in the late 1980s and the 1990s. by the early 2000s, there were nearly 9,000 Starbucks outlets across the world and the company’s eventual retail target was to open 30,000 outlets. It was widely believed that the company’s success and rapid growth could be attributed largely to its committed and motivated workforce.Starbucks’s vision is to become the premier provider of high-quality coffees and related products to discriminating consumers willing to pay upscale prices for coffee and other products. It seeks to become the kind of employer that offers its workers multiple benefits and career growth opportunities. As has been suggested, its image embraces its values, which are embedded in its corporate culture and its strategy.Enterprise cultureStarbucks’s culture is third space (after home and work), employee focus, and corporate social responsibility.The six principle of Starbucks HRM is as following:1.Develop enthusiastically satisfied customers all of the time.2.Contribute positively to our communities and our environment.3.Recognize that profitability is essential to our future success.4.Provide a great work environment and treat each other with respect and dignity.5.Embrace diversity as an essential component in the way we do business.6.Apply the highest standards of excellence to the purchasing, roasting, and freshdelivery of our coffee.HRM Strategies of StarbucksThe HR department is solely responsible for outplacement, labor law compliance, record keeping, testing, unemployment compensation, and some aspects of benefits administration. The HR department is most likely to collaborate with other company functions on employment interviewing, performance management and discipline, and efforts to improve quality and productivity. Large companies are more likely than small ones to employ HR specialists, with benefits specialists being the most prevalent. Other common specializations include recruitment, compensation and training and development.There are several things are important in Human Resource Management:·Compensation·Hiring·Performance Management·Organization Development·Safety·Wellness·Benefits·Employee Motivation·Communication·Administration·TrainingEmployee Motivation:·Health Insurance (manager level up)·Flexible work schedule·Treat people with respect & dignity·Employee appraisalStarbucks, the Seattle-based coffee store, has experienced incredible growth incredible growth in the past several years by opening more than four stores and adding 200 employees each day. However, Starbucks has had to change its strategy and reposition its brand to cope with the recession that has caused consumers to save more and spend less. Because of its growth goals, the company made poor selection for new stores, cluttered the stores with merchandise, and lost its focus on coffee. The company has had to change its human resource polices and emphasize certain practices more than others while still trying to preserve its value-and-treat-employees-right approach that is part of the company culture. One of the company’s sis guiding principles is “to provide a great work environment and treat each other with respect and dignity.”Starbucks has taken several drastic steps in its human resource practices to ensure that it can survive the sharp decline in its sales. The committee put the company’s new corporate jet up for sale. Starbucks has had to close 300 underperforming stores and layoff 6,700 employees. Starbucks also announced that it would no longer match employees’contributions to their retirement plans. However, Starbucks continues to offers comprehensive health benefits that exceed those provided by other retailers. Although 85 percent of its employees are part-time, they are still eligible for full-time benefits if they work 240 hours a quarter. Less than 30 percent of part-time workers in the United States receive health care, paid sick leave, or eligibility for bonuses or stock options. Starbucks provides all employees and their same-sex or opposite-sex partners comprehensive health benefits that include medical, dental, and vision care as well as tuition reimbursement, stock options, vacation, and the retirement plan.To cope with the economic conditions, Starbucks’ best customers are saving money by making fewer visits to Starbucks each month. To ensure that customers are delighted and coffee served meets high-quality standards, Starbucks went to faras to shut down operations of most of its stores in February 2008 for three and a half hours for a full-day training event. Training is integral for Starbucks to successfully compete in the week economy in which customers are spending less. The training event, known as “Perfect the Art of Espresso”, was designed to help baristas deliver high-quality espresso. One activity consisted of pulling an espresso shot and then evaluating the process and the product. Staff discussions about how the training would benefits customers were held at each store. To counter perceptions that Starbucks is the home of the $4 cup of coffee, the company is training baristas to tell customers that the average price of a Starbucks beverage is less than $3 and 90 percent of Starbucks drinks cost less than $4. Baristas are also encouraged to promote to customers its new discounted paring of coffee and breakfast for$3.95.Starbucks realized early on that motivated and committed human resources were the key to the success of a retail business. Therefore the company took great care in selecting the right kind of people and made an effort to retain them. Starbucks relied on its baristas and other frontline staff to a great extent in creating the “Starbucks Experience” which differentiated it from competitors.Baristas principles refers to that making a connection with customers at the store level is a key component of Starbucks’s strategy, and particular emphasis is put on the relationship the customer has with the barista. Each barista receives full training in customer service and basic retail skills, as well as “Coffee Knowledge”and “Brewing the Perfect Cup”classes. Baristas are taught to anticipate the customer’s needs, and to make eye contact while carefully explaining the various flavors and blends.Starbucks hired people for qualities like adaptability, dependability and the ability to work in a team. The company often stated the qualities that it looked for in employees upfront in its job postings, which allowed prospective employees to self-select themselves to a certain extent. Having selected the right kind of people, Starbucks invested in training them in the skills they would require to perform their jobs efficiently. Starbucks was one of the few retail companies to invest considerably in employee training and provide comprehensive training to all classes of employees.Human Resources ChallengesStarbucks’s Coffee Company was notable for its employee-friendly policies and supportive work culture. Extension of benefits and investment in the training and productivity of employees lead to a low employee turnover for the company relative to the other companies in the retail sector which was plagued with high employee turnover. Starbucks’s culture emphasized on the importance of the workforce in the service industry and assured that’s its employees were indoctrinated in the company’s philosophy and service principles.As Starbucks started to expend, its major challenge was to be able to maintain the same workforce culture that it had been maintaining as a small company. The company’s image as a positive employer was never to be compromised and it wasnecessary to find the right kind of people in the right numbers to support these expansion plans. The company was finding its human resources burdensome as reflected in the increasing prices of its beverages. Cutting down on the benefits to employees could result in a major morale problem in the industry.Initially, a reduced turnover and reduced absenteeism were positive attributes. But soon, the heath costs of the employees would also rise as the employees stayed longer with the organization and grew older.The company’s image as an employee friendly organization hit the rocks as repots of Starbucks’s anti-union stance came to the forefront. The employees were not paid for work-related injuries. Some also complained that the raises were paltry and that the company denied overtime pay.However, compared to the retail industry’s employee turnover rate, Starbuck’s was undoubtedly on a better stand. Employee satisfaction rate was higher and it was considered to be a remarkable feat for a company with over 55,000 employees. Starbucks’ success rested on the way it treated its people. Though expansion plans necessitated the cutting down on benefits and restriction of employees, it was still better than the widespread indifferent attitude towards employees in the retail sector. Starbuck’s investment in their workforce time and again had been critical to their success as a company.。

积极倾听active listening 活动activities解体阶段adjourning 态度的情感成分affective component反优先雇用行动计划affirmative action分析型风格analytic style 评价中心assessment centers资产管理asset management东南亚国家联盟Association of Southeast Asian Nation, ASEABN假设相似性assumed similarity 态度attitude态度调查attitude surveys 归因理论attribution theory职权authority 独裁型风格autocratic style内部自治单位autonomous internal units自主性autonomy 平衡计分卡balanced scorecard彻底纠正行动basic corrective actionBCG矩阵BCG matrix 态度的行为成分behavioral component行为定位评分法behaviorally anchored rating scales, BARS行为型风格behavioral style 行为理论behavioral theories行为behavior 标杆比较benchmarking大五人格模型big-five model of personality体态语言body language “煮青蛙”现象“Boiled frog”phenomenon 无国界组织borderless organization 无边界组织boundaryless organization跨越管理boundary spanning 有限理性bounded rationality盈亏平衡分析break-even analysis 预算budget官僚行政组织bureaucracy 官僚控制bureaucracy control事业层战略business-level strategy 商业模式business model商业计划书business plan 职业career集权centralization 确定性certainty指挥链chain of command 变革推动者change agents通道channel 领袖魅力型领导者charismatic leader小集团控制clan control 古典观点classical view封闭系统closed systems 封闭式公司closely held corporation道德准则code of ethics 强制权力coercive power态度的认知成分cognitive component 认知失调cognitive dissonance集体主义collectivism 承诺概念commitment concept沟通网络communication networks 沟通communication竞争优势competitive advantage 竞争对手情报competitor intelligence压缩工作周compressed workweek 概念技能conceptual skills同期控制concurrent control 冲突conflict关怀维度consideration 权变观点contingency perspective控制职能controlling 控制过程control process控制control 核心能力core competencies公司层战略corporate-level strategy 公司制企业corporation成本领先战略cost leadership strategy 创造creativity信誉credibility 关键事件critical incidents关键线路critical path 交叉职能团队cross-functional team文化冲击cultural shock 顾客部门化customer departmentation数据data 分权decentralization决策制定角色decisional roles 决策标准decision criteria决策制定decision-making 解码decoding解聘decruitment 斜向沟通diagonal communication差异化战略differentiation strategy 方向性计划directional plans命令型风格directive style 事业部型结构divisional structure劳动分工division of labor 下行沟通downward communication双职工家庭dual-career couples 消极冲突dysfunctional conflicts电子企业e-business 电子商务e-commerce经济附加值economic value added, EV A效果effectiveness效率efficiency 自我强度ego strength电子邮件e-mail 情绪智力emotional intelligence, EI员工偷窃行为employee theft 授权empowerment编码encoding 创业型企业entrepreneurial ventures创业精神entrepreneurship 环境复杂性environmental complexity环境扫描environmental scanning 环境不确定性environmental uncertainty 公平理论equity theory 承诺升级escalation of commitment尊重需要esteem needs 民族中心论ethnocentric attitude欧盟European Community 事件events期望理论expectancy theory 专家权力expert power出口exporting 外部环境external environment外部互联网extranet 益于家庭的福利family-friendly benefits 传真fax 可行性研究feasibility study反馈feedback 前馈控制feedforward control费德勒权变模型Fielder contingency model过滤filtering基层管理者first-line managers弹性工作时间flexible work hours, flex-time聚焦战略focus strategy 预测forecast外国子公司foreign subsidiary 正式沟通formal communication正规化formalization 正规计划部门formal planning department 形成阶段forming 特许经营franchising搭便车效应free rider tendency 积极冲突functional conflicts职能部门化functional departmentalization职能层战略functional-level strategy 职能型结构functional structure职能型团队functional team基本归因错误fundamental attribution error收益分成gainsharing 甘特图Gantt chart一般行政管理理论家general administrative theorists一般环境general environment 普通合伙制general partnership全球化视野Geocentric attitude地区部门化geographic departmentalization目标goals目标设置理论goal-setting theory 小道消息grapevine评分表法graphic rating scales 管理的绿色化greening of management群体内聚力group cohesiveness 分组排序法group order ranking群体思维groupthink 群体group增长战略growth strategy 晕轮效应halo effect收获harvesting 霍桑研究Hawthorne studies需要层次理论hierarchy of needs theory 高-高型领导者high-high leader高绩效工作实务high-performance work practices冲突的人际关系观点human relations view of conflict人力资源管理human resource management 人力资源规划human resource planning人际技能human skill 保健因素hygiene factors创新带头人idea champion 直接纠正行动immediate corrective action 实施implementation 进口importing个人主义individualism 个体排序法individual ranking产业革命industrial revolution 非正式沟通informal communication信息角色informational roles 信息information定规维度initiating structure 创新innovation即时信息instant messaging社会契约整合理论integrative social contracts theory知识产权intellectual property冲突的相互作用观点intercationist view of conflict人际沟通interpersonal communication 人际关系角色interpersonal roles内部网intranet 直觉决策intuitive decision making行话jargon 职务分析job analysis工作特征模型job characteristic model, JCM工作深度job depth 职务说明书job description工作设计job design 工作扩大化job enlargement工作丰富化job enrichment 工作投入job involvement工作分担job sharing 职务规范job specification合资企业joint venture 知识管理knowledge management工会labor union 放任型风格laisser-faire style横向沟通lateral communication 领导者-成员关系leader member relation领导者参与模型leader-participation model领导leadership 领导者leader学习learning 学习型组织learning organization最难共事者问卷least-preferred coworker (LPC) questionnaire法定权力legitimate power 许可证贸易licensing有限责任合作公司limited liability company, LLC有限合伙制企业limited liability partnership, LLP线性规划linear programming 负荷图load chart控制点locus of control 长期计划long-term plans马基雅维利主义Machiavellianism 目标管理management by objectives, MBO 走动管理management by walking around, MBWA管理信息系统management information system, MIS管理角色management roles 管理management管理方格managerial grid 管理者manager制造型组织manufacturing organizations 市场控制market control市场增加值market value added, MV A大批量生产mass production矩阵型结构matrix structure 手段-目的链means-ends chain机械式组织mechanistic organization 信息message中层管理者middle managers 使命mission激励-保健理论motivation-hygiene theory 动机motivation激励因素motivators多国公司multinational corporations, MNC多人比较法multiperson comparison 民族文化national culture需要need 成就需要need for achievement归属需要need for affiliation 权力需要need for power噪声noise 非程序化决策nonprogrammed decisions 非言语沟通nonverbal communication 规范阶段norming规范norms管理万能论omnipotent view of management 帐目公开管理open-book management开放系统open system 操作性条件反射operant conditioning作业协议operating agreement 运营计划operational plans作业管理operations management 机会opportunities有机式组织organic organization 组织organization组织行为organizational behavior 组织变革organizational change组织公民行为organizational citizenship behavior, OCB组织承诺organizational commitment 组织沟通organizational communication组织文化organization culture 组织设计organization design组织发展organizational development组织有效性organizational effectiveness 组织知识organizational knowledge组织绩效organizational performance 组织过程organizational process组织社会化organizational socialization 组织结构organizational structure组织职能organizing 上岗引导orientation配对比较法paired comparison 狭隘主义parochialism路径-目标理论path-goal theory绩效工资方案pay-for performance programs知觉perception绩效管理系统performance management system绩效performance 执行阶段performing人格personality PERT网络PERT network生理需要physiological need 计划职能planning计划plan 政策policy多国中心论polycentric attitude机构不良的问题poorly structured problem职位权力position power 权力差距power distance管理原则principle of management 主动性人格proactive personality问题problem 程序procedure过程冲突process conflict 过程部门化process departmentalization连续生产process production 产品部门化product departmentalization生产率productivity 程序化决策programmed decision项目project 项目管理project management项目型结构project structure 定性预测qualitative forecasting生活的质量quality of life 定量方法quantitative approach定量预测quantitative forecasting 生活的数量quantity of life偏差范围range of variation 理性决策rational decision making成熟度readiness 真实目标real objectives真实工作预览realistic job preview, RJP招聘recruitment 参照权力referent power参照对象referents 强化理论reinforcement theory强化物reinforcer 相关多元化related diversification信度reliability 资源resource职责responsibility 紧缩战略retrenchment strategy奖赏权力reward power 道德的权力观right view of ethics风险性risk 角色role规则rule 安全需要safety needs满意决策satisfying 脚本scenario排程scheduling 科学管理scientific managementS类公司S corporation 甄选过程selection process选择性知觉selective perception 选择性selectivity自我实现需要self-actualization needs 自我效能感self-efficacy自尊self-esteem 自我管理团队self-managed workteam 自我监控self-monitoring 自我服务偏见self-serving bias服务型组织service organizations 性骚扰sexual harassment行为塑造shaping behavior 短期计划short-term plan简单结构simple structure 一次性计划single-use plan情景领导理论situational leadership theory, SLT六西格码6σ技能工资skill-based pay技能多样性skill variety 松弛时间slack time小企业small business 社会学习理论social learning theory社交需要social need 社会义务social obligation社会责任social responsibility 社会响应social responsiveness社会屏障筛选social screening 社会经济学观点socioeconomic view 个人业主制企业sole proprietorship 管理跨度span of control具体环境specific environment 具体计划specific plans稳定性战略stability strategy利益相关者伙伴关系stakeholders partnership利益相关者stakeholder 持续性计划stated objectives地位status 刻板印象stereotyping震荡阶段storming 战略同盟strategic alliances战略事业单位strategic business unit, SUB战略管理strategic management战略计划strategic plans 优势strength强文化strong culture 徘徊其间stuck in the middleSWOT分析SWIOT analysis 管理象征论symbolic view of management 系统system 任务冲突task conflict任务完整性task identity 任务重要性task significance任务结构task structure 基于团队的结构team-based structure技术技能technical skills 远距离办公telecommuting电话会议teleconferencing道德公正理论观theory of justice view of ethicsX理论theory X Y理论theory Y动作分类体系therbligs 威胁threats三百六十度反馈360 degree feedback 三种需要理论three-need theory高层管理者top managers 全面质量管理total quality management传统的目标设置traditional objective setting冲突的传统观点traditional view of conflict事务型领导者transactional leaders 变革型领导者transformational leaders跨国公司transnational corporations, TNCs信任trust不确定性uncertainty 不确定性规模uncertainty avoidance单件生产unit production 统一指挥unity of command管理的普遍性university of management非相关多元化unrelated diversification上行沟通upward communication 道德的功利观utilitarian view of ethics效度validity以价值观为基础的管理values-based management价值链管理value chain management 价值链value chain价值观values 价值value语调verbal intonation 电视会议videoconferencing虚拟团队virtual team 愿景规划的领导visionary leadership语音传输voice mall 劣势weaknesses结构良好问题well-structured problem 劳动力多样化workforce diversity工作场所精神境界workplace spirituality工作抽样work sampling工作专门化work specification 工作团队work team书面描述written essay。

内在动机及其前因变量和结果变量研究进展周文泳;胡璟璟【摘要】对国内外关于内在动机的主要研究进行综述,分析了内在动机概念的演变和其结构的发展,分别从个体特征、工作特征、社会特征及态度特征四个方面探讨内在动机的影响源,归纳出工作绩效、工作满意度、组织承诺、组织公民行为以及创造力几个主要的结果变量,并提出了现有研究的局限性以及未来的研究方向。

【期刊名称】《郑州航空工业管理学院学报》【年(卷),期】2012(030)002【总页数】4页(P85-88)【关键词】内在动机;前因变量;结果变量;组织行为学【作者】周文泳;胡璟璟【作者单位】同济大学经济与管理学院,上海200092;同济大学经济与管理学院,上海200092【正文语种】中文【中图分类】C936在心理学和组织行为学领域，内在动机是受到广泛关注的话题。

作为受到个体特征、工作特征等多方面因素影响的内生变量，对工作绩效、工作满意度、组织承诺、创造力等都有较好的预测作用。

因而，对内在动机的研究除了具有较高的理论价值外，它还对企业提升员工工作绩效、促使员工爱岗敬业、激发员工的创造性等具有积极作用。

一、内在动机的概念和成分1.内在动机的概念Woodworth(1918)提出了内在动机思想的雏形：个体的感知和行动常常受到好奇心和自我保护的驱动，而这些自主的行动往往具有自我奖励的性质[1]。

之后的几十年，内在动机的研究逐渐受到学者们的关注。

然而，首次正式提出内在动机定义的是理论家Hunt(1961,1965)，他强调对环境进行控制的实践活动是一种受内在动机影响的行为[2]。

虽然学者们对内在动机的认识有着基本一致的看法，但迄今为止内在动机的定义尚未统一。

归纳起来，学术界对内在动机解释的方式主要有两种类型。

一类是成因说，将内在动机的产生归结为某些内在需要[3]，强调内在动机的内容是关于特定精神需要的满足。

如Alderfer指出内在动机是由人们研究、探索和控制周围环境的需要所引发的[4]；White(1959)认为完成工作的胜任感使得那些对挑战和掌握具有强烈追求的个体保有效能动机[5]；而Deci和Ryan(1985)则将能力、自主性和人际关系这三种内在需要与内在动机联系起来[6]。

E-Survey 电子调查Evaluation Criterion 评价标准Excellent Leader 优秀领导Executive Ability 执行力Executive Compensation 管理层薪资水平Executive Development Program 主管发展计划Executive Director 执行董事Executive Management 行政管理Executive Marketing Director 市场执行总监Executive Recruiters 高级猎头公司Executive Salaries 管理层工资Exempt Employee 豁免员工Exit Interview 离职面谈Expectancy Theory 期望理论Expectation 期望值Expected Salary 期望薪水Experimental Method 实验法Experimental Research 试验调查Expiry of Employment 雇用期满Exploit of HR 人力资源开发External Costs 外部成本External Employment 外部招聘External Environment of HR 人力资源外部环境External Equity 外部公平External Labor Supply 外部劳力供应External Recruiting Sources 外部招聘来源External Recruitment Environment 外部招聘环境Extra Work加班Extrinsic Rewards 外部奖励Face Validity 表面效度Factor Comparison Method 因素比较法Fair Labor Standards Act 《公平劳动标准法案》Family and Medical Leave Act 《家庭和医疗假期条例》Fiedler Contingency Model 费德勒的权变模型First Impression Effect 初次印象效应Five-Day Workweek 每周五天工作制Fixed Term Appointment 固定期聘用Fixed Term Contract 固定任期合同Fixed Term Staff 固定期合同工FJA-Functional Job Analysis 功能性工作分析法Flat Organizational Structure 扁平化组织结构Flex Place 弹性工作地点Flex Plan 弹性工作计划flex time 弹性工作时间Flexible Benefits Program 弹性福利计划Forced Distribution Method 强制分配法Forced-Choice Method 强迫性选择法Formal Organization 正式组织Front-Line Manager 基层管理人员Full-Time 全职Function 职能Function of HRM 人力资源管理职能Functional Conflict Theory 冲突功能理论Functional Department 职能部门Funeral Leave 丧假Fundamental Attribution Error 基本归因误差Gain-Sharing Plan 收益分享计划Gang Boss 领班/小组长Gantt Charts 甘特图GATB-General Aptitude Test Battery 普通能力倾向成套测验General Union 总工会Given Role Playing 角色定位演示法Glass Ceiling 玻璃天花板Goal Conflict 目标冲突GOJA-Guidelines Oriented Job Analysis 指导性工作分析Golden Handshake 黄金握别Golden Parachute 黄金降落伞Graphic Rating Scale 图尺度评价法Grievance Mediation 抱怨调解Grievance Procedure 抱怨程序Gross Pay/Total Payroll 工资总额Group Appraisal 小组评价Group/Team Bonus 团体/小组奖金Group Congeniality/Cohesiveness 群体凝集力Group Life Insurance 团体人寿保险Group Pension Plan 团体退休金计划Group Piece Work 集体计件制Guaranteed Employment Offer 雇用信H?C?Gantt Premium System 甘特奖励工资制H?Emerson Premium System 艾末生奖励工资制Halo Effect 晕轮效应Halseys Premium System 哈尔赛奖励工资制Handwriting Analysis 笔迹分析法Headhunting 猎头Health Insurance 健康保险H-Form/Holding Company H型结构Hierarchy of Needs Theory 需要层次理论High Performance Organization 高绩效组织High-Performance Work System 高绩效工作系统HMO-Health Maintenance Organization 健康维护组织Holiday Pay 假日薪水Home/Family Leave 探亲假Horizontal Career Path 横向职业途径Hot Stove Rule 热炉规则Housing/Rental Allowance 住房补贴HR Generalist 人力资源通才HR Information System 人力资源信息系统HR Manager 人力资源经理HR Officer 人力资源主任HR Policy 人力资源政策HRCI-Human Resource Certification Institute 人力资源认证机构HRD Appraisal 人力资源开发评价HRD Intermediary 人力资源开发媒介HRD Process 人力资源开发过程HRD-Human Resource Development 人力资源开发HRM-Human Resource Management 人力资源管理HRP-Human Resource Planning 人力资源规划Human Relations Movement 人际关系运动Hygiene Factor 保健因素Hypnosis 催眠Ill-Health Retirement 病退In-Basket Training 篮中训练Incentive Compensation/Reward Payment/Premium 奖金Incentive Plan 激励计划Incentive-Suggestion System 奖励建议制度Incident Process 事件处理法Independent Contractor 合同工Indirect Financial Compensation 间接经济报酬Individual Incentive Plan 个人奖金方案Individual Income Tax 个人所得税Individual Interview 个别谈话Individual Retirement Account 个人退休账户Industrial Injury Compensation 工伤补偿Industrial Union 产业工会Informal Communication 非正式沟通Informal Organization 非正式组织In-House Training 在公司内的培训Initial Interview 初试Insurance Benefit 保险福利Internal Environment of HR 人力资源内部环境Internal Equity 内部公平Internal Growth Strategy 内部成长战略Internal Job Posting 内部职位公开招聘Internal Recruitment 内部招聘Internal Recruitment Environment 内部招聘环境Interpersonal Skill 人际交往能力Interview Appraisal 面谈考评Interview Content 面试内容Interview Method 访谈法Interview Objective 面试目标Interview Planning List 面试计划表Intrinsic Reward 内在奖励Jack Welch’s Management 韦尔奇式管理JAS-Job Analysis Schedule 工作分析计划表Job 工作、职业Job Account 工作统计Job Action 变相罢工(如怠工、放慢速度等) Job Aid 工作辅助Job Assignment 工作分配Job Analysis 工作分析Job Analysis Formula 工作分析公式Job Analysis Methods 工作分析方法Job Analysis Information 工作分析信息Job Analysis Process 工作分析流程JAP-Job Analysis Program 工作分析程序法Job Attitude 工作态度Job Bidding 竞争上岗Job Card 工作单Job Characteristic 工作因素Job Characteristics Model 工作特性模式Job Classification 职位分类Job Clinic 职业问题咨询所Job Code 工作编号，职位编号Job Context 工作背景Job Description 职位描述，工作说明Job Design 工作设计Job Enlargement 工作扩大化Job Enrichment 工作丰富化Job Evaluation 工作评估Job-Family 工作群Job Identification 工作识别Job Involvement 工作投入Job Inventory 工作测量表Job Knowledge Test 业务知识测试Job Morale 工作情绪Job Performance 工作表现Job Plan 工作计划Job Posting 公开招聘Job Pricing 工作定价Job Qualification and Restriction 工作任职条件和资格Job Redesign 工作再设计Job Rotation 工作轮换Job Satisfaction 工作满意度Job Security 工作安全感Job Scope 工作范围Job Sharing 临时性工作分担Job Specialization 工作专业化Job Specification 工作要求细则Job Standard 工作标准Job Stress 工作压力Job Surrounding 工作环境Job Time Card 工作时间卡Job Vacancy 职业空缺，岗位空缺Job-hop 跳槽频繁者Job-posting system 工作告示系统JTPA-Job Training Partnership Act 《职业培训协作法》J?S?Adams Equity Theory 亚当斯的公平理论Junior Board 初级董事会Johari Window 约哈瑞窗户Just Cause 正当理由Karoshi 过劳死Keogh Plan 基欧计划KPI-key Process Indication 企业关键业绩指标Kirkpatrick’s Four-level Model of Evaluation 四阶层评估模型Knowledge Database 知识数据库Knowledge Management 知识管理KSA－knowledge ,skill, attitude 知识，技能，态度Labor Clause 劳工协议条款Labor Condition 劳动条件Labor Contract 劳动合同，雇佣合同Labor Contract Renewal 劳动合同续签Labor Cost 劳动成本Labor Demand Forecast 劳动力需求预测Labor Discipline 劳动纪律Labor Dispute 劳动纠纷Labor Exchange/Employment Agency 职业介绍所Labor Handbook 劳动手册Labor Insurance 劳保Labor Laws 劳动法Labor Management Relations Act 《劳动关系法》Labor Market 劳动力市场Labor Protection 劳动保护Labor Rate Variance 工资率差异Labor Redundance 劳动力过剩Labor Relation 劳动关系Labor Relation Consultant 劳工关系顾问Labor Relations Process 劳工关系进程Labor Reserve 劳动力储备Labor Shortage 劳动力短缺Labor Stability Index 人力稳定指数Labor Wastage Index 人力耗损指数Labor/Trade Union 工会Labor/Working Hour 人工工时Labor-Management 劳动管理Lateral Communication 横向沟通Lateral Thinking 横向思维Layoff 临时解雇Gain-Sharing Plan 收益分享计划Gang Boss 领班/小组长Gantt Charts 甘特图GATB-General Aptitude Test Battery 普通能力倾向成套测验General Union 总工会Given Role Playing 角色定位演示法Glass Ceiling 玻璃天花板Goal Conflict 目标冲突GOJA-Guidelines Oriented Job Analysis 指导性工作分析Golden Handshake 黄金握别Golden Parachute 黄金降落伞Graphic Rating Scale 图尺度评价法Grievance Mediation 抱怨调解Grievance Procedure 抱怨程序Gross Pay/Total Payroll 工资总额Group Appraisal 小组评价Group/Team Bonus 团体/小组奖金Group Congeniality/Cohesiveness 群体凝集力Group Life Insurance 团体人寿保险Group Pension Plan 团体退休金计划Group Piece Work 集体计件制Guaranteed Employment Offer 雇用信H?C?Gantt Premium System 甘特奖励工资制H?Emerson Premium System 艾末生奖励工资制Halo Effect 晕轮效应Halseys Premium System 哈尔赛奖励工资制Handwriting Analysis 笔迹分析法Headhunting 猎头Health Insurance 健康保险H-Form/Holding Company H型结构Hierarchy of Needs Theory 需要层次理论High Performance Organization 高绩效组织High-Performance Work System 高绩效工作系统HMO-Health Maintenance Organization 健康维护组织Holiday Pay 假日薪水Home/Family Leave 探亲假Horizontal Career Path 横向职业途径Hot Stove Rule 热炉规则Housing/Rental Allowance 住房补贴HR Generalist 人力资源通才HR Information System 人力资源信息系统HR Manager 人力资源经理HR Officer 人力资源主任HR Policy 人力资源政策HRCI-Human Resource Certification Institute 人力资源认证机构HRD Appraisal 人力资源开发评价HRD Intermediary 人力资源开发媒介HRD Process 人力资源开发过程HRD-Human Resource Development 人力资源开发HRM-Human Resource Management 人力资源管理HRP-Human Resource Planning 人力资源规划Human Relations Movement 人际关系运动Hygiene Factor 保健因素Hypnosis 催眠Ill-Health Retirement 病退In-Basket Training 篮中训练Incentive Compensation/Reward Payment/Premium 奖金Incentive Plan 激励计划Incentive-Suggestion System 奖励建议制度Incident Process 事件处理法Independent Contractor 合同工Indirect Financial Compensation 间接经济报酬Individual Incentive Plan 个人奖金方案Individual Income Tax 个人所得税Individual Interview 个别谈话Individual Retirement Account 个人退休账户Industrial Injury Compensation 工伤补偿Industrial Union 产业工会Informal Communication 非正式沟通Informal Organization 非正式组织In-House Training 在公司内的培训Initial Interview 初试Insurance Benefit 保险福利Internal Environment of HR 人力资源内部环境Internal Equity 内部公平Internal Growth Strategy 内部成长战略Internal Job Posting 内部职位公开招聘Internal Recruitment 内部招聘Internal Recruitment Environment 内部招聘环境Interpersonal Skill 人际交往能力Interview Appraisal 面谈考评Interview Content 面试内容Interview Method 访谈法Interview Objective 面试目标Interview Planning List 面试计划表Intrinsic Reward 内在奖励Jack Welch’s Management 韦尔奇式管理JAS-Job Analysis Schedule 工作分析计划表Job 工作、职业Job Account 工作统计Job Action 变相罢工(如怠工、放慢速度等) Job Aid 工作辅助Job Assignment 工作分配Job Analysis 工作分析Job Analysis Formula 工作分析公式Job Analysis Methods 工作分析方法Job Analysis Information 工作分析信息Job Analysis Process 工作分析流程JAP-Job Analysis Program 工作分析程序法Job Attitude 工作态度Job Bidding 竞争上岗Job Card 工作单Job Characteristic 工作因素Job Characteristics Model 工作特性模式Job Classification 职位分类Job Clinic 职业问题咨询所Job Code 工作编号，职位编号Job Context 工作背景Job Description 职位描述，工作说明Job Design 工作设计Job Enlargement 工作扩大化Job Enrichment 工作丰富化Job Evaluation 工作评估Job-Family 工作群Job Identification 工作识别Job Involvement 工作投入Job Inventory 工作测量表Job Knowledge Test 业务知识测试Job Morale 工作情绪Job Performance 工作表现Job Plan 工作计划Job Posting 公开招聘Job Pricing 工作定价Job Qualification and Restriction 工作任职条件和资格Job Redesign 工作再设计Job Rotation 工作轮换Job Satisfaction 工作满意度Job Security 工作安全感Job Scope 工作范围Job Sharing 临时性工作分担Job Specialization 工作专业化Job Specification 工作要求细则Job Standard 工作标准Job Stress 工作压力Job Surrounding 工作环境Job Time Card 工作时间卡Job Vacancy 职业空缺，岗位空缺Job-hop 跳槽频繁者Job-posting system 工作告示系统JTPA-Job Training Partnership Act 《职业培训协作法》J?S?Adams Equity Theory 亚当斯的公平理论Junior Board 初级董事会Johari Window 约哈瑞窗户Just Cause 正当理由Karoshi 过劳死Keogh Plan 基欧计划KPI-key Process Indication 企业关键业绩指标Kirkpatrick’s Four-level Model of Evaluation 四阶层评估模型Knowledge Database 知识数据库Knowledge Management 知识管理KSA－knowledge ,skill, attitude 知识，技能，态度Labor Clause 劳工协议条款Labor Condition 劳动条件Labor Contract 劳动合同，雇佣合同Labor Contract Renewal 劳动合同续签Labor Cost 劳动成本Labor Demand Forecast 劳动力需求预测Labor Discipline 劳动纪律Labor Dispute 劳动纠纷Labor Exchange/Employment Agency 职业介绍所Labor Handbook 劳动手册Labor Insurance 劳保Labor Laws 劳动法Labor Management Relations Act 《劳动关系法》Labor Market 劳动力市场Labor Protection 劳动保护Labor Rate Variance 工资率差异Labor Redundance 劳动力过剩Labor Relation 劳动关系Labor Relation Consultant 劳工关系顾问Labor Relations Process 劳工关系进程Labor Reserve 劳动力储备Labor Shortage 劳动力短缺Labor Stability Index 人力稳定指数Labor Wastage Index 人力耗损指数Labor/Trade Union 工会Labor/Working Hour 人工工时Labor-Management 劳动管理Lateral Communication 横向沟通Lateral Thinking 横向思维Layoff 临时解雇Layoff Process 临时解雇程序Leader Attach Training 领导者匹配训练Leaderless Group Discussion 无领导小组讨论法Leader-Member Exchange Theory 领导者-成员交换理论Leader-Member Relation 上下级关系Leader-Participation Model 领导参与模式Leadership 领导能力Learning Curve 学习曲线Learning Organization 学习型组织Learning Performance Test 学习绩效测试Legitimate Power 合法权力Level-to-Level Administration 分级管理Life Cycle Theory of Leadership 领导生命周期理论Life Insurance 人寿保险Likes and Dislikes Survey 好恶调查表Limitation Factors of PA 考评的限制因素Line Manager 直线经理Line Authority 直线职权Line-Staff Relationship 直线参谋关系Line Structure 直线结构Loaned Personnel 借调人员Lockout 停工闭厂Locus of Control 内外控倾向Long Term Trend 长期趋势Long-Distance Education 远程教育Long-Range Strategy 长期策略Long-Term Contract 长期合同Lower Management 基层管理Lower-Order Need 低层次需求Lump Sum Bonus/Pay Incentive 绩效奖金Lump-Sum Merit Program 一次性总付绩效报酬计划Managed Care 有控制的医疗保健Management As Porpoise 海豚式管理Management Assessment Center 管理评价中心Management by Walking About 走动管理Management Development 管理层开发Management Development of IBM IBM的管理层开发Management of Human Resource Development 人力资源开发管理Management Psychology 管理心理学Management Right 管理权Management Risk 管理风险Management Tool 管理工具Management Training 管理培训Managerial Art 管理艺术Managerial Authority 管理权威Managerial Function 管理职能Managerial Grid Theory 管理方格理论Mandated Benefit 强制性福利Mandatory Bargaining Issue 强制性谈判项目Marital Status 婚姻状况Market Price 市场工资Markov Analysis 马尔可夫分析过程Marriage Leave 婚假Massed Practice 集中练习集中学习Matrix Structure 矩阵结构MBO-Management By Objective 目标管理MBTI-Myers-Briggs Type Indicator 迈尔斯—布里格个性类型测量表Mc-Clelland’s Theory of Needs 麦克里兰需要理论McDonnell-Douglas Test 麦当纳道格拉斯法Mechanistic Approach 机械型工作设计法Mediator/Negotiator 调解人Medical Insurance 医疗保险Medical/Physical Ability Inspection/Physical Ability Test 体检Membership Group 实属群体Mental Ability Test 逻辑思维测试Mentor 指导者Mentoring 辅导制Mentoring Function 指导功能Merit Pay 绩效工资Merit Raise 绩效加薪Metrics-Driven Staffing Model 标准驱动招聘模式Mid-Career Crisis Sub Stage 中期职业危机阶段Minimum Wage 最低工资Mission Installation Allowance 出差津贴Mixed-Standard Scale Method 多重标准尺度法Motivation 激励Motivational Approach 激励型工作设计法Motivational Factor 激励因素Motivational Pattern 激励方式Motivation-hygiene Theory 激励保健论MPS-Motivating Potential Score 激励潜能分数Multidivisional Structure M型结构Multimedia Technology 多媒体技术Multiple Cutoff Model 多切点模式Multiple Hurdle Model 跨栏模式National Culture 民族文化National Union (国家)总工会Needs Assessment 需求评估Negligent Hiring 随意雇佣Nepotism 裙带关系Network Career Path 网状职业途径Networking 网络化（组织）NGT-Nominal Group Technique 群体决策法No Financial Compensation 非经济报酬Noncontributory Plan 非付费退休金计划Nondirective Interview 非定向面试Nondiscrimination Rule 非歧视性原则Nonexempt Employee 非豁免的员工Nonverbal Communication 非言语沟通No-Pay Study Leave 无薪进修假期Normal Retirement 正常退休Normative Analysis 规范分析法。

STARBUCKSFROM Group6：房天仪，张思晗，何慧华Starbucks Corporation is an international coffee and coffeehouse chain based in Seattle, Washington, which opened its first store in 1971. The name comes from a classic American novel about the 19th century whaling industry. The seafaring name seems appropriate for a store that imports the world’s finest coffees to the cold, thirsty people of Seattle. Then, Starbucks expands beyond Seattle, first to the rest of the United States, then the entire world in 1990s. Starbucks entered China market in 1998 with the opening of its first store in Taipei, Taiwan. Since then, there are more than 750 Starbucks locations throughout China, including HongKong, Macao and Taiwan. With such a fast expanding speed (shown in the below graph), what makes Starbucks so successful? From our point of view, it lies in its strategies.Performance Comparison GraphFirst of all, what is strategy? According to the paper written by Michael E. Porter, strategy is the creation of a unique and valuable position, involving a different set of activities. Competitive strategy is about being different and choosing a different strategic positioning. From Porter’s view, there are three types of strategic positionings------variety-based positioning, needs-based positioning and access-based positioning. As to Starbucks, mainly on the basis of needs-based positioning, it effectively combines the other two strategic positionings.Needs-based positioning means serving most or all the needs of a particular group of customers. Just like the mission stated in its website, Starbucks is going to inspire and nurture the human spirit------one person, one cup, and one neighborhood at a time. They are geared to the needs of customers, and try to satisfy every customer even some potential customers who may just pass by.As is shown in their 10-K report in 2011 to the SEC, Starbucks has always believed thateffective innovation is about responding to, predicting and creating customers’ needs while staying true to their core values. Starbucks is dedicated to providing each customer a unique Starbucks Experience. The Starbucks Experience is built upon superior customer services as well as clean and well-maintained company-operated stores that reflect the personalities of the communities in which they operate, thereby building a high degree of customer loyalty.Firstly, what we want to say is its quality. Starbucks is passionate about ethically sourcing the finest coffee beans, roasting them with great care. According to their Form 10-K report to the SEC, to ensure compliance with their rigorous coffee standards, they control coffee purchasing, roasting and packaging, and the global distribution of coffee used in their operations. They purchase green coffee beans from multiple coffee-producing regions around the world and custom roast them to their exacting standards, for their many blends and single origin coffees. This king of high quality meets the demand of some specific customers who have a high request for the quality of the coffee. And there are few coffee stores can achieve such standard. From STARBUCKS CORPORATION Form 10-K for the Fiscal Year 2011, beverages account for most of Starbucks’ retail sales, as well as whole bean and soluble coffees also for a small part, which indicates its good performance of its coffee’s quality.Secondly, their considerate service and convenience is also of great importance. People have consumer packaged goods including both domestic and international sales of packaged coffee and tea to grocery and warehouse club stores. They can have breaks from the worries outside, so Starbucks have stores where you can meet with friends, enjoying the elegant environment intimate services, like the heat insulation paper and a variety of tables and chairs giving you a different mood. According to their Form 10-K report to the SEC in 2011, their mainly competitors are quick-service restaurants and specialty coffee shops. However, the combination of different kinds of service makes Starbucks an obvious advantage compared to them, as well as customers’ loyalty.Thirdly, Starbucks as a multinational corporation, their branch stores in different countries have their special products to meet local people’s demands. T ake their Chinese branch stores as an example, in order to gain a larger share in Chinese market, Starbucks has to work out plans to develop new products to cater to the consumer demands for Chinese and sometraditional Chinese festivals. For instance, they combine Chinese tea to western coffee to create a wonderful flavor popular to both Chinese and westerners. What’s more, they also have Chinese Zongzi (traditional Chinese rice-pudding) on Dragon Boat Festival and Mooncakes on Mid-autumn Festival. All of these can measure their needs-based positioning.Besides the needs-based positioning, Starbucks also uses variety-based positioning. According to the Porter’s paper, variety-based positioning is based on the choice of products or service varieties, which makes economic sense when a company can best produce particular products or services using distinctive sets of activities. When it comes to Starbucks, although they have some other products to meet different demands of customers, they are still dedicated to providing high-quality green coffee, which is their most important business and they have a perfect coffee production chain.What’s more, Starbucks also uses the access-based positioning, which means having a different set of activities to reach customers in the best way. And this can be measured as follows. As is shown in the Form 10-K report to the SEC in 2011, Starbucks has both company-operated stores and licensed stores to make more people have access to its products. What we can know from the Investors section on Starbucks website and the Form 10-K report to the SEC in 2011, Starbucks has 10787 US stores and 6212 international stores, and licensed stores are accounted for nearly 50%. They vary the size and format of their stores, which allows them in or near a variety of settings, including downtown and suburban retail centers, office buildings, universities, campuses and in select rural and off-highway locations. And to provide a greater degree of access and convenience for non-pedestrian customers, they continue to selectively expand development of drive-thru retail stores. In addition, they also sell products in some supermarkets and shopping mall which makes Starbucks easier to reach more customers.Last but not least, according to The Social Responsibility section of Starbucks website, they are aimed to be a responsible company, which makes them gain a very good reputation. And we’re sure that this strategy is especially important in today’s China, of course, and many other countries. Starbucks makes every effort to have a positive impact on the communities they serve. They hold the view that every store is part of community and they take their responsibility to be good neighbors seriously. Besides, they’re committed to offering high-quality, ethically purchased and responsibility produced products by using ethical sourcing. What’s more, they try to minimize their environmental footprint, protecting the environment. In addition, they promise to have global responsibility report which is beneficial to the investors,society and some other shareholders.To sum up, Starbucks not only has a sustainable strategic position, but also has the fit among their operating activities. All of these have substantially reduced their cost and increased their differentiation, making Starbucks a big success.We have talked about the strategy and the measurement of these strategies. Then we use the Porter's Five Forces Model to measure the force of this strategy.➢Bargaining power of suppliers:As having superior brand advantage, Starbucks suppliers benefit from a good brand. Long-term cooperation with Starbucks will enhance the reputation of the supplier, they may receive more orders. On the other hand, there are a plenty of Coffee bean suppliers in the world.so that it’s easy for Starbucks to buy the best coffee beans in the world. So, for Starbucks, supplier's bargaining power is relatively weak.➢Bargaining power of buyers of customersBesides coffee market competition is intense, the world's coffee brand quality is also very good. Buyers’ choices are very big, so for Starbucks buyers bargaining power is relatively strong. In order to make up for the defect, as we said before, Starbucks cultivate loyal customers. According to Starbucks experience, walking into Starbucks customers can not only enjoy the delicious coffee, there will be a kind of very relaxed feeling. It is this high quality products and satisfactory service of Starbucks that making it to have a big share in the international coffee market.➢the threat of new entrants for an industryAlthough more and more famous coffee brands come up in the world, the consumers to choose coffee pay more attention to brand, so the industry barriers to entry is high.➢➢the threat of substitute productsThere are substitutes for coffee such as fruit juice, milk, soda, and tea, and so on. But because of Starbucks coffee can provide the experience, to provide customers leisure places. More importantly, in today’s china, Starbucks is luxury consumption for a small group of people,rather than the general public. So this power is weak too.➢the intensity of competitive rivalryAs we mentioned above, there are plentiful society competitors. It’s obvious that this competition is fierce. But as the same to the second point, Starbucks try to use its strategy to solve this problem.According to Porter's Five Forces Model, it’s easy for us to find out that the strategy of Starbucks is effective. However, more and more coffee brands pay attention to the customer experience, it’s essential for Starbucks to achieve strategic continuity.。

猎头英语词汇大全ETS-Environmental Tobacco Smoke 工作场所吸烟问题E-Survey 电子调查Evaluation Criterion 评价标准Excellent Leader 优秀领导Executive Ability 执行力Executive Compensation 管理层薪资水平Executive Development Program 主管发展计划Executive Director 执行董事Executive Management 行政管理Executive Marketing Director 市场执行总监Executive Recruiters 高级猎头公司Executive Salaries 管理层工资Exempt Employee 豁免员工Exit Interview 离职面谈Expectancy Theory 期望理论Expectation 期望值Expected Salary 期望薪水Experimental Method 实验法Experimental Research 试验调查Expiry of Employment 雇用期满Exploit of HR 人力资源开发External Costs 外部成本External Employment 外部招聘External Environment of HR 人力资源外部环境External Equity 外部公平External Labor Supply 外部劳力供应External Recruiting Sources 外部招聘来源External Recruitment Environment 外部招聘环境Extra Work加班Extrinsic Rewards 外部奖励Face Validity 表面效度Factor Comparison Method 因素比较法Fair Labor Standards Act 《公平劳动标准法案》Family and Medical Leave Act 《家庭和医疗假期条例》Fiedler Contingency Model 费德勒的权变模型First Impression Effect 初次印象效应Five-Day Workweek 每周五天工作制Fixed Term Appointment 固定期聘用Fixed Term Contract 固定任期合同Fixed Term Staff 固定期合同工FJA-Functional Job Analysis 功能性工作分析法Flat Organizational Structure 扁平化组织结构Flex Place 弹性工作地点Flex Plan 弹性工作计划flex time 弹性工作时间Flexible Benefits Program 弹性福利计划Forced Distribution Method 强制分配法Forced-Choice Method 强迫性选择法Formal Organization 正式组织Front-Line Manager 基层管理人员Full-Time 全职Function 职能Function of HRM 人力资源管理职能Functional Conflict Theory 冲突功能理论Functional Department 职能部门Funeral Leave 丧假Fundamental Attribution Error 基本归因误差Gain-Sharing Plan 收益分享计划Gang Boss 领班/小组长Gantt Charts 甘特图GA TB-General Aptitude Test Battery 普通能力倾向成套测验General Union 总工会Given Role Playing 角色定位演示法Glass Ceiling 玻璃天花板Goal Conflict 目标冲突GOJA-Guidelines Oriented Job Analysis 指导性工作分析Golden Handshake 黄金握别Golden Parachute 黄金降落伞Graphic Rating Scale 图尺度评价法Grievance Mediation 抱怨调解Grievance Procedure 抱怨程序Gross Pay/Total Payroll 工资总额Group Appraisal 小组评价Group/Team Bonus 团体/小组奖金Group Congeniality/Cohesiveness 群体凝集力Group Life Insurance 团体人寿保险Group Pension Plan 团体退休金计划Group Piece Work 集体计件制Guaranteed Employment Offer 雇用信H?C?Gantt Premium System 甘特奖励工资制H?Emerson Premium System 艾末生奖励工资制Halo Effect 晕轮效应Halseys Premium System 哈尔赛奖励工资制Handwriting Analysis 笔迹分析法Headhunting 猎头Health Insurance 健康保险H-Form/Holding Company H型结构Hierarchy of Needs Theory 需要层次理论High Performance Organization 高绩效组织High-Performance Work System 高绩效工作系统HMO-Health Maintenance Organization 健康维护组织Holiday Pay 假日薪水Home/Family Leave 探亲假Horizontal Career Path 横向职业途径Hot Stove Rule 热炉规则Housing/Rental Allowance 住房补贴HR Generalist 人力资源通才HR Information System 人力资源信息系统HR Manager 人力资源经理HR Officer 人力资源主任HR Policy 人力资源政策HRCI-Human Resource Certification Institute 人力资源认证机构HRD Appraisal 人力资源开发评价HRD Intermediary 人力资源开发媒介HRD Process 人力资源开发过程HRD-Human Resource Development 人力资源开发HRM-Human Resource Management 人力资源管理HRP-Human Resource Planning 人力资源规划Human Relations Movement 人际关系运动Hygiene Factor 保健因素Hypnosis 催眠Ill-Health Retirement 病退In-Basket Training 篮中训练Incentive Compensation/Reward Payment/Premium 奖金Incentive Plan 激励计划Incentive-Suggestion System 奖励建议制度Incident Process 事件处理法Independent Contractor 合同工Indirect Financial Compensation 间接经济报酬Individual Incentive Plan 个人奖金方案Individual Income Tax 个人所得税Individual Interview 个别谈话Individual Retirement Account 个人退休账户Industrial Injury Compensation 工伤补偿Industrial Union 产业工会Informal Communication 非正式沟通Informal Organization 非正式组织In-House Training 在公司内的培训Initial Interview 初试Insurance Benefit 保险福利Internal Environment of HR 人力资源内部环境Internal Equity 内部公平Internal Growth Strategy 内部成长战略Internal Job Posting 内部职位公开招聘Internal Recruitment 内部招聘Internal Recruitment Environment 内部招聘环境Interpersonal Skill 人际交往能力Interview Appraisal 面谈考评Interview Content 面试内容Interview Method 访谈法Interview Objective 面试目标Interview Planning List 面试计划表Intrinsic Reward 内在奖励Jack Welch’s Management 韦尔奇式管理JAS-Job Analysis Schedule 工作分析计划表Job 工作、职业Job Account 工作统计Job Action 变相罢工(如怠工、放慢速度等) Job Aid 工作辅助Job Assignment 工作分配Job Analysis 工作分析Job Analysis Formula 工作分析公式Job Analysis Methods 工作分析方法Job Analysis Information 工作分析信息Job Analysis Process 工作分析流程JAP-Job Analysis Program 工作分析程序法Job Attitude 工作态度Job Bidding 竞争上岗Job Card 工作单Job Characteristic 工作因素Job Characteristics Model 工作特性模式Job Classification 职位分类Job Clinic 职业问题咨询所Job Code 工作编号,职位编号Job Context 工作背景Job Description 职位描述,工作说明Job Design 工作设计Job Enlargement 工作扩大化Job Enrichment 工作丰富化Job Evaluation 工作评估Job-Family 工作群Job Identification 工作识别Job Involvement 工作投入Job Inventory 工作测量表Job Knowledge Test 业务知识测试Job Morale 工作情绪Job Performance 工作表现Job Plan 工作计划Job Posting 公开招聘Job Pricing 工作定价Job Qualification and Restriction 工作任职条件和资格Job Redesign 工作再设计Job Rotation 工作轮换Job Satisfaction 工作满意度Job Security 工作安全感Job Scope 工作范围Job Sharing 临时性工作分担Job Specialization 工作专业化Job Specification 工作要求细则Job Standard 工作标准Job Stress 工作压力Job Surrounding 工作环境Job Time Card 工作时间卡Job Vacancy 职业空缺,岗位空缺Job-hop 跳槽频繁者Job-posting system 工作告示系统JTPA-Job Training Partnership Act 《职业培训协作法》J?S?Adams Equity Theory 亚当斯的公平理论Junior Board 初级董事会Johari Window 约哈瑞窗户Just Cause 正当理由Karoshi 过劳死Keogh Plan 基欧计划KPI-key Process Indication 企业关键业绩指标Kirkpatrick’s Four-level Model of Evaluation 四阶层评估模型Knowledge Database 知识数据库Knowledge Management 知识管理KSA-knowledge ,skill, attitude 知识,技能,态度Labor Clause 劳工协议条款Labor Condition 劳动条件Labor Contract 劳动合同,雇佣合同Labor Contract Renewal 劳动合同续签Labor Cost 劳动成本Labor Demand Forecast 劳动力需求预测Labor Discipline 劳动纪律Labor Dispute 劳动纠纷Labor Exchange/Employment Agency 职业介绍所Labor Handbook 劳动手册。

1. Executive summaryWe choose the Starbucks shop at Wanda in WuXi.According to the market situation and strategy, the coffee market is very suitable for Starbucks. It understands the requirements of Chinese so its characteristics can attract more Chinese. We analysis it’s competitors and consider more to improve our Starbucks. The PEST and SWOT analysis of Starbucks and according to the market to decide go on the mission and make a plan to the objectives. The product mix and financial, budget, and forecast. The last but not least, the market mix and control of Starbucks.2. Situation analysisChina’s coffee market is very suitable for Starbucks enter into it. More and more development of economy, many people take coffee as their one of part of daily life. The potential chance and good market competitors give it good pressure. The needs and wants of customers, it can understand and give them a good enjoy.2.1 Market summary2.1.1 Current Market Situation and StrategyChina’s coffee market is good for St arbucks to enter into it because coffee becomes a culture and many people like drinking coffee like its environment. The potential huge market gives it opportunity to develop its market share.It has a good run model; it gives a third space for the customers. It provide high quality coffee and good service. More and more customers like the brand.It understand the culture of China, so it has tea and any others products can attract customers.2.1.2 Major competitors and their strengths and weaknessShang Dao coffee is the coffee brand of Taiwan.Strength:It is famous for the high quality coffee beans and good taste. It cooperates with the tea culture and coffee culture and it provide elegant environment, good service, and favorable price. It is a good place for lovers.Weakness:It is a Taiwan coffee brand so it don’t the special part for foreign people. It lack The creation, its cake is not very delicious.I ts environment is not suitable for young students.Di Ou coffeeStrength:It is the china brand. It has the atmosphere of respect, careful and truthful. And it is famous for its quality and gets much praise of many industries. It pay more attention to the raw material of coffee beans and make sure the safety of the coffee so many customers believe its product.Weakness:It the service attitude is not good and many customers reflect it. It is the local brand so the coffee is suitable for the Chinese and many foreign people can't taste the authentic Italian coffee.2.2 The external environment of marketing analysis (PEST)Political●The stable political environment, Starbucks run the coffee business, itdoesn’t relate to countries monopolize industries and our country’s political enviro nment won’t have more change.●With the development of society, China encourages foreign industry toenter into our country.●Starbucks’ development will face stable political environment. At thispresent, this good political environment is the basic of Starbucks. Economic●At present, China’s economy is in the part of high development. In this part,people’s income increase fast. The improvement of people’s income provide stable economy environment. It is useful for the development in the market of Starbucks.●In this society, people’s savor improve more, so the requirement of coffeebecome more and more, so it is good for the expansion of market for Starbucks. In 6/22/2011, professional person said, the coffee sales volume will increase 15%-20% per year, China may be the best potential coffee country. The second and third level country’s coffee sales volume increase constantly, its market share also increase constantly, these countries will become the point markets of China coffee industries in the future with 20 years.●The potential is very huge, in China, every people’s coffee sales volume is4 cups every year. Even though in Beijing, Shanghai, these big cities,every people’s coffee sales volume is 20 cups.●In Japan and England, every people drink one cup of coffee every day.Japan and England are the famous tea culture countries, at present; those have developed huge coffee markets. So, China has huge potential ability, it must be one of the biggest coffee markets in the world.Social●More and more people accept coffee and like coffee. According to animportant research, 32% city people like drinking coffee included young people and family women. People’s age under 35 years are white collar become the fast group.●Some customers may be don’t like drinking c offee but they like the goodatmosphere and environment. They will buy some other products in the coffee shop so the potential customers groups are more.●Along with people recognize coffee and coffee culture so customers beginwith recognizes coffee brand, style and taste.●To see the age population structure, coffee is belong with external culture,young people can accept it easily, and so young people are the targetcustomers of Starbucks. In an important research, middle age people and young people are the target customers of coffee industry, at the same time, the number of male customers are more than the female customers. It means that the sales group is the white collar.Technological●Starbucks use best coffee beans, manual make coffee and more kinds ofcoffee drink, good taste of coffee and a variety of cake. Coffee is rub at every time, its taste is pure and l ubrication. Because the stable taste, so the change of Starbucks is little, and external technology competition is also stability.●The advance of information increase the management efficiency ofStarbucks, so the headquarters can control all branches shops easily and fast. Therefore, information technology establishes the platform for Starbucks’ management.●Because the short time of coffee enter into to the China market, Coffeemarket’s development is still at the growth period, many inventors will enter into and the pressure of competitors. As the inventors, they should improve the quality of products and find good market segmentation and change publicity emphasis.2.3 SWOT analysis:Strengths：●Business model: It can use different market condition to corporate andrun.●It creates a coffee religious of experience with Starbucks.●The good product and quality. It always pursuit an excellent enjoy.●It pays attention to the creation and development.●Meticulous and thoughtful service: It does and face to face and fixedsystem.●Its place was set up in the crowed place.Weakness●Many local people still can’t accept the foreign brand.●The organization’s eff iciency is not good.●The pressure of chain management. Group management has badefficiency, professional and accuracy.●Capital chain management pressure: the rent of commercial of real estate.●It wants to get the goal of financial to decrease the cost and use the flowchange homework.Opportunities●The vacancy of market enters: the barriers are low in China and therequirement of potential client.●The chance of age background. Globalization improves the synergisticeffect cross-regional and cross-brand.●The potential of coffee market in China. It can expand the brand effect. Threat●Many competitors such as coffee counterparts, convenience store andfixed-point coffee machine.●The substitution of tea and any other ascension. Many people will choosethese.●The cost of raw material: the raw material of coffee and dairy products isincrease. The profit was extrusion.●The unbalance of different places. Different place has different income butthe price of Starbucks is unified.3. Marketing strategy3.1 MissionOur mission is to provide a third space to workers and let them give customers good service. We exist to attract and give them different taste coffee. We aim to exceed their wait and expectation.3.2 Marketing objectives1. Increase the sales volume10% to 16% in 2013.2. Establish a good brand image to attract more potential customer.3. Increase our customers from 350-500 customers a day by the end of 2013.3.3 Financial objectives·A growth rate of 5-10% each future year·A continual decrease the variable costs associated with catering services ·Every Starbucks shop in Wuxi has steady growth and steady sales volume.3.4 STPSegmenting: According to the geographical factors we can segment the consumer market. For example, the devastating Chinese level cities, such as Shanghai and Beijing and coastal cities in China, Such as Hangzhou Suzhou and Guangzhou. They have different consumption on Starbucks.According to the demographic segmentation we can segment the consumer market. For example, we can divide these people into two part, the first part is don’t have accept the college study student and have the low degree of education, the second part is have accepted the college study student and have the high degree of education. They have different consumption on Starbucks.According to the psychological factors we can segment the consumer market.E.g. seek for the quality, seek for the fashion and personality seek for the tradition. They have different consumption on Starbucks.According to behavioral factors we can segment consumer market. They may be dividing into coffee Lover, coffee random consumers and the coffee rejection customers. They also have different consumption on Starbucks. Targeting: Starbucks target market is a middle class for the mainstream social class. The customers positioning is "white collar" and someone who haveenough money and pay more attention on enjoy them life.Positioning:The price positioning of Starbucks is the luxury which most people can received. Starbuck put itself identify the third place, it is the third place and independent the family and office.3.5 Marketing Mix3.5.1 Product mixStarbucks has many kinds of products such as: coffee, tea and other delicious cake. There are many different products; the following are all their products. Such as Caramel Macchiato, Caffe Latte, Cappuccino, Caffe Mocha, Caffe Americano, Iced Caffe Latte, Iced Caffe Mocha, Iced Caffe Americano, Coffee Frappuccino, Mocha Frappuccino, Espresso Frappuccino, Mango Citrus Tea Frappuccino, Caramel Cream Frappuccino, Vanilla Cream Frappuccino, Chocolate Cream Frappuccino, Muffin：Chocolate, Blueberry, Banana, Classic Chocolate Cake, Black Forest Cake, Cheese Cake, Blueberry Cheese Cake, Pizza：Smoked Chicken, Tuna, Vegetable Ham Pie, Cheese Stick & Cookies, Tiramisu, French Sandwich：Tuna, Smoked Chicken Sandwich：Ham Cheese, Roasted Chicken, Ham Egg, Vegetable Salad, Tuna Salad, Macaroni Salad, Potato Salad, Fruit Cup, Meal Box：Tuna and Ham Cheese.3.5.2 Price strategyThe price positioning of Starbucks is the luxury which most people can received. The customers positioning is "white collar". Most of these customers are highly intellectual .they like good food and arts. They are the high revenue and loyalty consumer class.Our product have different price to different products.A. Frappuccino coffee seriesSuper(RMB) Large(RMB) Middle(RMB)ice mocha 34 31 28ice latte 31 28 25ice American coffee 27 24 21ice vanilla latte 36 33 3135 32 29ice caramelmacchiatoB.Frappuccino sugar-free coffee seriesSuper(RMB) Large(RMB) Middle(RMB)34 31 28Caramelfrappuccinochocolate32 29 26 frappuccino36 33 30matcha teafrappuccino32 29 26vanillafrappuccinocaramel coffee34 31 28 frappuccino31 28 25coffeefrappuccino34 31 28mango teafrappuccino34 31 28mochafrappuccinoespresso34 31 28 frappuccinoC. Ice drink seriesSuper(RMB) Large(RMB) Middle(RMB)American coffee 27 24 21cappuccino 31 28 25vanilla latte 36 33 30mocha 34 31 28latte 31 28 2535 32 29caramelmacchiatoD. Cakes of bread seriesCaesar fajita ￥and tuna sandwich ￥19 bacon eggs sweet sandwich ￥15 chocolate with ￥12 blueberry muffin tin ￥12 caramel pudding bread ￥12 French croissants ￥12 a Christmas cake ￥16 blueberry cheese cake ￥22 apricot comfortable budding cake ￥and New York cheesecake ￥22 classic chocolate cake ￥243.5.3 Place / Distribution strategyWe enter into the second city, WuXi, our shop in WanDa, Starbucks pay more attention on the environment. So is the address of our store. Generally, we choose the quiet place with graceful environment.Many multi-channel platform. The business has been primarily. Allow stores and franchise, vigorously construction network community take mail-order sales mode. Will the retail channel seized in his hands. Wuxi Wanda Starbucks have set the special store and from the store we can feel the third place and enjoy the environment, we also can chat and rest in the shop.3.5.4 Promotion mixStarbucks develop many promotions in the market. For the smaller cities of China, It does many promotions.For advertising: Starbucks has a traditional convention, Starbucks don’t like the strategy for doing advertisement. The brand image is the best advertisement ofStarbuck.The earliest promotion for Starbucks is the high quality service. It also establishes a good relationship with the customers. We can make some discount to appeal to them. We can employ some workers to send out the leaflets to let more people know Starbucks.For different kinds of people, we design different kinds of plans to appeal to different kinds of people. For families, we promote the family coffee and set up a low price. For the white collars, we can employ workers to send coffee to their workplace. They can play the number of Starbucks. We give the comfortable place to give them to relax.4. Financials, budgets and forecasts4.1 Break-even analysisAccording to the breakeven analysis, we need 45000RMB to breakeven in monthly revenue.We have about 25000RMB fixed cost. The variable cost we use them to buy the material, such as coffee bean, milk and so on. Starbucks is a foreign coffee shop. So our raw materials all import from the other country, because we should have fixed profit rate, 30% of all sales will be cost by the materials and ingredients needed. By these information we can sure the 45000RMB will be enough to satisfied fixed and variable costs.4.2 Sales forecastIn the first year, our shop will set up, then the second year we will hold the market, so we will very busy, our sales will increase step by step.Gross profit is about 50% of sales in the first year. Individual and group contribution will occupy 35% of the profit, and take away is 40% of sales.2013 2014 2015 Project total sales 500,000 525,000 580,000Project gross250,000 270,000 300,000 profit4.3 Expense forecastThe expense of the shop will appear in the first year and the second year, because the shop is beginning to set up. We should spend much money on personal sell, the advertisement and so on.Marketing expense budget2013 2014 2015 Personal sell 10,000 11,000 13,000Tv advertisement 10,000 12,000 13,000 Promotions 3,000 4,000 5,000 Total 23,000 23,400 26,500 Profitability outcomes budgetProfitability Average once Gross profitCake 22 70%Beverages 24 75%Average 23 72.5%5. Control5.1 Implementation milestonesPersonal sell Start data End data Budget Manager Department Supermarket1 01/01/2013 31/12/2013 10,000 Catherine Marketing Shop1 01/01/2013 31/12/2013 15,000 Tyler ActionMarketing Supermarket2 01/01/2013 01/01/2013 20,000 Catherine Marketing Shop2 01/01/2013 01/01/2013 20,000 Tyler ActionMarketing Total budget 65,000Advertising Start data End data Budge t Manager Department Tvadvertisement101/01/2013 30/06/2013 200,000 Catherine MarketingTvadvertisement201/07/2013 31/12/2013 200,000 Catherine MarketingTvadvertisement301/01/2013 31/12/2013 200,000 Catherine MarketingTotal budget 600,000Promotion Start data End data Budget Manager Department Send leaflet 01/01/2013 07/01/2013 3,000 Catherine MarketingPrice-off campagin 01/02/2013 01/03/2013 5,000 Helen ActionMarketingPrice-off campagin 01/06/2013 01/07/2013 6,000 Helen ActionMarketingTotal budget 14,000Total 679,0005.2 The evaluation processNow China’s coffee market is very suitable for Starbucks enter into it. More and more development of economy, many people take coffee as their one of part of daily life. The potential chance and good market competitors give it good pressure. The needs and wants of customers, it can understand and give thema good enjoy.About the marketing mix, our product is so single, our price is so high, the distribution strategies are so hard to realize, because the small cities are noteasy to get profit. The promotion has many ways to realize, it’s good for us to attract the people. But we are the luxury brand, we can't do many promotions. so we should think about the products, the price and the place.We analyze budget and profits, the break-even and sales analysis can good for us to know the profit, and the expense forecast can make us know what should we spend the money, according to this part, we can adjust the forecast for get more profit.References1./how_14774_develop-marketing-.html2./3./zhuanti/Starbuckskfjg。