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Operational Planning

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DIPMGTOP14 Operational Planning

Assignment Part One

Submitted By : Tim Avenell (00123920T)
Submitted To : Vincent Le
Submitted On : ??/03/2015

DIPMGTOP14 Operational Planning

Submitted by Tim Avenel
Dated: 21/03/2015

Table of Contents
CONTENTS
Task 1: Developing the plan ..................................................................................................................... 3
Executive Summary: ............................................................................................................................. 3
Chain of Approval ................................................................................................................................. 5
Stage 1. Presentation of report to line manager. ............................................................................. 5
Stage 2 Presentation by the Project Team to the Sustainability Committee ................................... 5
Stage 3: Presentation of the Report to the Executive Management Team ...................................... 5
Stage 4: Presentation of the Report to the Board of Directors ........................................................ 5
Project Initiatives ...................................................................................................................................... 7
Goal: ..................................................................................................................................................... 7
Objectives: ............................................................................................................................................ 7 progress Monitoring ............................................................................................................................. 8
Outcome: .............................................................................................................................................. 9
Uses/strengths:..................................................................................................................................... 9
Special considerations/weaknesses: .................................................................................................. 10
Number of people required to help organise: .................................................................................... 10
Time required to Organise .................................................................................................................. 10
Cost: .................................................................................................................................................... 10
Participation level: .............................................................................................................................. 12
Enacting the Project ............................................................................................................................... 13
Stakeholder Groups ............................................................................................................................ 13
Communication Strategies ................................................................................................................. 14
KPI Definitions........................................................................................................................................ 16
KPI 1 : PercentAge Customer Takeup of reusable cups over non reusable cups ............................... 16
Definition ........................................................................................................................................ 16
Specific- Unit ................................................................................................................................... 16
Measurable (Calculation)................................................................................................................ 16
Achievable ...................................................................................................................................... 16
Realistic (Granularity) ..................................................................................................................... 16
Frequency (Timely) ......................................................................................................................... 16
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DIPMGTOP14 Operational Planning

Submitted by Tim Avenel
Dated: 21/03/2015

Targets ............................................................................................................................................ 16
Recruitment and induction strategy

TASK 1: DEVELOPING THE PLAN
FEEDBACK

The Steering Committee is seeking your comment on the introduction of the product, the reusable cup and the incorporation of a monetary rewards program that will into current loyalty programs, to entice our customers to change their purchasing habits and to become known for our other environmental incentives. Your input will help the organisation in making decisions about such programs.
We encourage that you submit your comments via electronic submissions at Starbucks webpage, and follow the instructions there: WWW.Starbcks.com
Closing Date for submissions will be 31 of March 2015.

EXECUTIVE SUMMARY:

Starbucks is a public icon in the world of coffee, and with that success comes a greater expectation, from the public, for the organisation to become more environmentally responsible.
While it has implemented many environmental initiatives, one recycling issue still provides a huge challenge, that of the volume of waste from paper beverage cups.
Through the various Cup Summits that that have been held, a collection of data has been recorded, collated and analysed and the conclusion has shown that the recycling process is not only very expensive, but also is a major negative, when it comes to the environment. Not only, does the use of non-recyclable paper cups, have a negative impact on the environment, but on key stakeholders as well, those being Starbuck shareholders, employees, customers, product suppliers, manufactures and customers.
Starbucks already has other sustainability programs that are in place. These include programs such as
 the ethical sourcing of coffee beans,
 water reduction and conservation,
 Starbucks’ green building design that incorporates energy saving technologies and techniques and the various community.

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DIPMGTOP14 Operational Planning

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Dated: 21/03/2015

Starbucks environmental goals are achieved by collaborating and engaging with the partners, employees and customers. With a purpose of realising a common objective, that is a creating a product that is both delicious and environmentally responsible.
With the adoption of the cup recycling program, it is the Starbucks’ customers that will also get to play a starring role in this noble cause. Starbucks’ mission has always been to “inspire and nurture the human spirit – one person, one cup, and one neighbourhood at a time” (Shultz, 2011).

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DIPMGTOP14 Operational Planning

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Dated: 21/03/2015

CHAIN OF APPROVAL

Given the organisation structures on the company’s website and the amount of financing that a worldwide initiative like this would require, the chain of command would be as follows:
STAGE 1. PRE SENTATION OF REPORT TO LINE MANAGER.

The report would be presented by myself and the project team to my direct line manager whose job it is to vet these types of initiatives to ensure that they are meeting with current sustainability Key Performance Indicators (KPI’s) as laid down as a directive from the CEO. This level of scrutiny would determine that the basic environmental aims of the project were achievable and that broadly speaking the costs of the project were worth the ultimate goals.
STAGE 2 PRESENTATION BY THE PROJEC T TEAM TO THE SUSTAI NABILITY COMMITTEE

After the report has been approved by my line manager the project team with sponsorship from the line manager (who is a member of the sustainability committee) would present the detailed report again to the sustainability committee who would assess it to ensure that it is in line with other currently running sustainability programs
(or future programs that have been approved) and ensure that there are no conflicts or duplication with regards the program put forward against with any other programs.
The Sustainability Committee will then look at the financials of the to ensure that the budget fits within the approved Sustainability budgets for current and future programs for the financial years that it will be running.
STAGE 3: PRESENTATION OF TH E REPORT TO THE EXEC UTIVE MANAGEMENT TEA M

The Sustainability manager would present the report with recommendations to the executive management team (including CEO). The executive team will then judge that the project fits into the sustainability program aims defined and propose whether to accept or reject the proposal.
STAGE 4: PRESENTATION OF THE REPORT TO THE BOARD OF DIRECTORS

The CEO (or sustainability manager) would present the report and recommendations to the board. This report will highlight the potential public relations benefits as well as a detailed cost benefit analysis so as to warrant the high price tag. The board will also look into the proposed benefits of the program to cut down the overall expenses of the company and whether the costs of the program versus the costs of the status quo
(doing nothing) is satisfactory. Usually the board will be a “rubber stamp” approval but if the program is going to cost more than a certain level of money the board will have a final veto based on the information received.

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DIPMGTOP14 Operational Planning

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Chain of Approval
Project Team

Line Manager

Sustainability
Committee

Executive Leadership
Team

Board of Directors

Project Report is produced Program and reccomendations are presented to the line managerf

Reworked

No

Accepted?

No

Program and reccomendations are presented to the sustainability committee Accepted?

No

Program and reccomendations are presented to the sustainability committee Accepted?

No

Yes

Program and reccomendations are presented to the sustainability committee Accepted?

Program goes into the Delivery phase based on the criteria in the report

Phase

End

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DIPMGTOP14 Operational Planning

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Dated: 21/03/2015

PROJECT INITIATIVES
GOAL:

The goal is to become known for our environmental initiatives. This can be done with the issue of the paper cup. The plan increases the use of reusable cups in the Starbucks system by introducing a new reusable cup with the slogan “It’s here”, replacing the paper cups that Starbucks frequently used to serve a single hot coffee beverage.
This will bring attention directly on the customer facing stores of the Starbucks network. As opposed to other initiatives that take place behind the scenes (reducing water usage) or at head office (reducing global carbon footprint) or as part of the vendor selection process (fair trade) this initiative will have direct impact on the customer. The customer will be deciding to initially purchase the reusable cup (at a discounted price to make it attractive). The customer will then consciously take the cup home, clean it (hopefully) and present it next time they purchase a Starbucks coffee (at any outlet) for the purchase of another hot beverage.
This will have a number of benefits both foreseen and unforeseen.
Foreseen: People will see the customers using the reusable cups and will know from the design and printing on the cup it is a Starbucks coffee cup. The initiative every store highlighting the benefits and it will be marketed with “green” customers in mind with significant sales collateral highlighting the pros and cons to the old non reusable cup. Unforeseen. The reusable coffee cup will hopefully for dedicated Starbucks customers be the cup of choice for the on-the-run consumption of hot beverages. (The coffee or tea or soup inside will be presented to the outside world in a Starbucks cup, this should be seen as a major marketing coup.
This will create less of a strain on the environment and will bring more attention to
‘Starbucks’ initiatives.
OBJECTIVES:

In order to decrease the waste in cups & our environmental footprint. We shall offer our customer’s reusable cups, there will a discount on the prices of the beverage by
10% for the customers who use the reusable cup.
There will be a once off purchase cost of $2 for the initial purchase of the reusable cup but then whenever they come to refill their cup they will receive exactly the same beverage size as for their purchase reflecting the size of the mug purchased (Small,
Medium, Large or Grande).
However for purchasing a beverage that uses the reusable mug, the customer will pay a discounted price 10 % less than the relevant price for the same beverage sold in the standard Starbucks cardboard mug.
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DIPMGTOP14 Operational Planning

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Note, that due to the totally unique nature of the Starbuck non recycled cup, Starbucks will not be accepting other coffee shop mugs for use in the program. We are hoping that this will create a measure of brand loyalty among the customers.
One of the project objectives will be to affect customer purchase habits and paper cups. It is by turning them from the old redundant and environmentally unsafe habits to the new habit of using a new “green” reusable cup is a major change to customers habits especially in the US coffee market.
For it is clear, based on interviews that have been held and the viewing of past customer purchase habits, the initiative needs to consciously address the behaviour of the consumer and needs to utilise strategies of influencing the customer and changing these habits.
The initiative will attempt to shift consumer behaviour from the habitual use of paper cups to that of the reusable cups. This will incorporate using social network platforms to socialise the project, such as Facebook, Twitter, LinkedIn, YouTube, Pinterest and the Starbucks webpage. The cup will be seen as “cool” to the youth and green to the twenties to thirties demographic. This will incorporate using social network platforms to socialise the project, such as Facebook, Twitter, LinkedIn, YouTube, Pinterest and the Starbucks webpage. We will have an extensive advertising and marketing campaign to promote our new reusable cup. The cup will be seen as “cool” to the youth and green to the twenties to thirties demographic. We will even have a program going when the initiative is started that will put customer names on the mugs in order to further personalise the mug to the customer in question. And it will be barcoded, so upon the customer purchasing a reusable cup, can go to the Starbucks website and activate an account, if they choose to. This is an avenue for the customer to let others know how environmental they are, by posting their reusable cup purchase and a marketing opportunity, for they can link the account to their social media platform, and when a customer uses his/hers reusable cup, an automatic post will be made on the user’s Facebook page or chosen media, stating that this person used his/her reusable cup at Starbucks. The coffee experience, gets one more additive, that of a social movement in favour of the environment.

We will keep the mug price cheap enough that people will not share the mug among themselves but they will purchase one for themselves and hopefully other family members. In doing this, we are engaging in an influencing policy, and that we are committed to influencing the customer to purchase and use the reusable cups into the future and hopefully more broadly than merely there purchase of coffee influence them to making more green decisions in the future.
PROGRESS MONITORING

To monitor the progress of the project at a store level, a special committee will be setup liaising through the project steering committee.
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DIPMGTOP14 Operational Planning

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Dated: 21/03/2015

This committee will be made up of senior management (representation from the
Sustainability committee) as well as area, regional and store sales representation. The store level representatives (store champions) will be the face of Starbucks environmental committee. Being at the store front, the customer facing project champion will be able to highlight to all of the customers the benefits (both environmental and financial (to the customer)). The use of the reusable cup will be a benefit to not only loyal customers but also to Starbucks itself.
The company will reduce the cost of consumables by its introduction, and there will financial incentives for these store champions, as this will encourage them to push the reusable cup, targeting on a face to face level.

The use of the reusable cup will be a benefit, not only to loyal customers but also to
Starbucks itself. The company will reduce its overall wastage, saving in certain areas, as shown in the cost section.

The company will be able to reduce the cost of consumables by convincing the customers too but we can reduce costings and create a positive and favourable position, where public opinion will be higher, customer loyalty stronger as well as having a higher understanding on how we can implement practices that are not only eco sustainable but are an advantage to the communities that we place our stores in and the organisations direction and vision.

OUTCOME:

The company will be able to reduce the cost of consumables by convincing the customers too but we can reduce costings and create a positive and favourable position, where public opinion will be higher, customer loyalty stronger as well as having a higher understanding on how we can implement practices that are not only eco sustainable but are an advantage to the communities that we place our stores in and the organisations direction and vision.

STRENGTHS:

A reusable cup can be used about 30 times and the environment benefits in reduced land waste, reduced energy use, plus less air and pollution. According to a study done, for a single paper cup, lid and sleeve to be manufactured and shipped, gives off emissions of 0.11 kilograms of CO2. Not to mention the potential in habitat lost at
.09 square meters per cup. (Alliance for Environmental Innovation, 2008). Plan to introduce a reusable cup, gives future profit, with the lowering of paper cups from
Page 9 of 24

DIPMGTOP14 Operational Planning

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manufacturing to customer usage. Increased customer awareness of Starbucks environmental initiatives and a stronger loyalty.
SPECIAL CONSIDERATIONS/WEAKNESSES:

The amount of energy that takes to product a reusable cup, is significantly higher than the energy to make a paper cup. For a reusable cup to be beneficial to the environment, it must be used 29 times (Hocking, 1994). Customers might not stick to using the reusable cup.

NUMBER OF PEOPLE REQ UIRED TO HELP ORGANISE:

There will be participation from a number of departments to help in the organisation.
From marketing, finance, lower management to our Sustainability Committee. The
Project Steering Committee will number 10 specialised employees to help organise is.

TIME REQUIRED TO ORGANISE

We have allowed for 3 months to get the project up and running. This will be our target goal and then every 3 months, store managers will present a report of data that has collected and analysed, weekly and then monthly and shows progress. This will show us the average of disposables over reusables. There will be steps put in place so that the figures will be a true representation.
We have a 12 month period from which to gather the quarterly reports.
Size Cost of disposable cups

Disposable cups /
Reusable
Number used
Weekly

Tall (354 m)

$1.95

Grande (473 ml
Venti (591ml)
Trenta (916ml)
Total

Disposable cups /
Reusable
Number used Monthly

$2.45
$2.95
$3.45

COST:

The average Starbucks customer visits a store 18 times a month and 10 percent visit twice a day.
The cost of manufacturing a paper cup- cup $.08, sleeve $.05 and the cup lid
$.07(Williams 2007) and currently Starbucks sells 4 billion of them annually.
That is a cost of $800 Million per year on paper cups that is just the manufacturing cost alone.

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DIPMGTOP14 Operational Planning

Submitted by Tim Avenel
Dated: 21/03/2015

With the reusable cup it will cost more, around $.32 per cup, but instead of having to provide the customers with a free disposable cup, Starbucks can get to sell a reusable cup, with the Starbucks logo.
This is free advertising as people will see the cups in their homes, cars, places of work, etc. This also cuts down on wastage, which cuts down on overhead profits, such as the requirement for waste-removal at stores.

Annual Manufacturing Cost Calculation for Non-Recyclable cups (cost of manufacturing cup * monthly usage
Monthly Manufacturing Cost Calculation for Non Recyclable is the Annual
Manufacturing Costs for Non-Recyclable Cups / 12

Paper Cup not reusable
Per month
Manufacturing cost
$283 333.000
Waste Collection cost
$3000 per store
Based on 2006 figures from Starbuck’s Cashflow Reports

Per Month
Non Recyclable Cups
Reusable Cups

$453,000
$2083.33

Per Year
$3.4 million
$36,000 per store

Per Year Manufacturing
Cost
$5.44 Million
$25,000

Waste Collection Costs per Store Comparison between Recycled and Non Recycled
Cups

Environmental Drawbacks of Using a Non Recyclable Cup
Waste Emissions Per average cup 470 millilitres
357,000,000 trees are cut every year to make all the Starbucks disposable cups
70% of all solid waste of landfill per 1000 metric tons of production
Waste Collection annual amount minus percent of solid waste recycled
For every cup made and shipped we use .27 kg of plant and animal life

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DIPMGTOP14 Operational Planning

Submitted by Tim Avenel
Dated: 21/03/2015

Benefits Of Manufacturing reusable cups
Number of uses of a reusable cup needed to get the environmental benefits of its manufacture 70 users
Cost of the Reusable cup $5.44 Million (based on annual sales figures in 2006 of
17 million * the manufacturing cost of $0.32)
Air Pollution Reduction
Water Pollution Reduction
Air Pollution Particulates Reduced:
86%

Water Pollution by 99%

Greenhouse gases reduced by 29%

Water usage reduced by 64%
Solid Waste Reduced by 86%

(Table based on data from Alliance Environmental Innovation’s report 2008)

PARTICIPATION LEVEL:

There will be participation from a number of departments to help in the organisation of the project. From marketing, finance, lower management to our Sustainability
Committee. There will be one champion per store. The Project Steering Committee will number 4 specialised employees.

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DIPMGTOP14 Operational Planning

Submitted by Tim Avenel
Dated: 21/03/2015

ENACTING THE PROJECT

STAKEHOLDER GROUPS

The stakeholders will come from an array areas, from those of the project management, project team, environmental committee, customers, to floor staff, these have been broken them into two groups, internal stakeholders and external stakeholders. Internal stakeholders will be part of the working group which will encompass management representation of any areas affected by the project. Logistics department, purchasing department, store management regional, area and local, finance department, floor staff.
Also the steering committee, that will control the project along with upper management, the board of director’s representation, the committee that will oversee the project as well as dealing with budgets, including overcoming any unforseen obstacles encounter by the project.

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DIPMGTOP14 Operational Planning

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Dated: 21/03/2015

High

Stakeholders’ Influence: Ability to impact

•National Media
•Partner
•Organisations

Keep
Satisfied

Key Players

Plan now engage later

Engage & consult now

Monitor

•company
Diepartments
•Local Government
•Trustees
•Local Media
•Vendorx
•Environmental groups •Specialised
Consultants
• Project Managers

Keep
Informed

Newsletters, mailwebsite • Wider general public • Logistical
Companies
• CIty Council

•Local Community

Low
Interest of Stakeholders

External stakeholders, environmental groups, state and federal government, vendors.
Logistical companies, local communities, specialised consultants and project managers. National and local media, other funders and the wider general public.
Partner organisations.
COMMUNICATION STRATE GIES

There are a number of ways to communicate information to the stakeholders that shall be put in place.
First and foremost, for both types of stakeholders, we need to establish a communication strategy early in the process and we need to be transparent about what we are trying to achieve, and to establish what the stakeholders can or cannot influence by giving their opinion.

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DIPMGTOP14 Operational Planning

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Dated: 21/03/2015

We still do need an open clear channel within the project itself. This provides a forum for any possible differences, in any area of the project, to be identified early and have a solution worked towards that would be agreeable to both the stakeholder and the end goal of the project.
Keeping the stakeholders consulted throughout the project, has major benefits for both. For one, it allows for the free flow of communication of ideas and local knowledge (which can produce better project results and build better relations with the community) this can lead to better future projects and lessen conflict and delays.
For the internal stakeholders, we will be communicating with printed material, shop front displays, website and social media.
For the external stakeholders we will hold information days, have face to face meetings, media releases, meeting the local council so they have a clear understanding of what we intend to do. We will have a marketing plan in place, such as a media workshop, so as to gauge responses and attitudes.
That way if there are any problems, concerns, misunderstandings or any confusion, we can implement procedures. Through consultation, I am confident that we can put those factors in a positive light and continue to achieving our project’s goal.

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DIPMGTOP14 Operational Planning

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KPI DEFINITIONS
KPI 1 : PERCENTAGE CUSTOMER TAKEUP OF REUSABLE CUPS OVER NON REUSABLE
CUPS
Definition

Target percent band as at project commencement 65% with a tolerance of 10% above or below/ tar. KPI definition: This KPI measures a percent of reusable consumables
(reusable cups) sold against non-recycled consumables.
Specific- Unit

Decrease sale of paper/ cardboard based consumable items.
Measurable (Calculation )

This will calculated as the sum of (number of non-recyclable items sold / number of reusable beverages sold) *100 %
Achievable

Due to the discounted price of the reusable beverages they will be loaded as different products in the Point of Sale Cash Registers and hence will be directly comparable as quantities of two different products within the Starbucks range.
Realistic (Granularity )

This measure should be captured on a store basis and where issuing of non-recyclable consumables is measured against those of the recyclable material.
Frequency (Timely)

This should be measured on a monthly basis and reported to the executive management team in its standard monthly report.
TARGETS

KPI 1

3

6

9

12

months

months

months

months

25%

35%

45%

Recyclable% 15%
Nonrecyclable%

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DIPMGTOP14 Operational Planning

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(reusable cup) 85%

75%

65%

55%

Definition

Target percent band as at project commencement 65% with a tolerance of 10% above or below/ tar. KPI definition: This KPI measures a percent of reusable consumables
(reusable cups) sold against non-recycled consumables.
Specific- Unit

To increase the usage of “It’s here” reusable cup in stores through customer awareness. Measurable (Calculation)

By developing a better way to communicate our offers and monetary benefits with our reusable cup program we should be to increase customer awareness.
Achievable

Change the way our products are highlighted and displayed in stores in order to make the reusable cups more visible.

Realistic (Granularity)

Placing the reusable cups at eye level to ensure customers are able to see the offering and to will introduce dedicated signage in the merchandise area to highlight the offer.
Frequency (Timely)

This will be done store by store in stages.
Stage 1: Introduce the “It’s here” reusable cup project.
Stage 2: Increase usage and customer awareness by displaying of the cups and more signage. Page 17 of 24

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Stage 3: Introduce new signage at stores in strategic area to highlight our offers,
"receive a free beverage with the purchase of any reusable cup”.

KPI 2

April 1

April 8

April 16

April 24

Product
Stewardship
Reusable
Cup

To introduce into the selected stores the
“It’s here” reusable cup project To Increase
Usage of
“It’s here" reusable cups in store by improving customer awareness through increased signage and display of reusable cups

To introduce new signage at the ordering counter where customers can clearly read in the incentive program and on the cup display when choosing their the size of their drinks

To have a message on the menu panels will also be to show beverages served in "It’s here"
Reusable rather than paper cups.

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DIPMGTOP14 Operational Planning

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8

Job Description:
POSITONS SUMMARY AND MISSION

These positions contributes to Starbucks success by leading the design and implementation of logistics platforms, processes and systems across the Starbucks network. Facilitates development of processes and systems that are cost-effective and that accommodate global growth and generate value for Starbucks stores and customers. Models and acts in accordance with Starbucks guiding principles.
Division- Steering Committee for Usable Cups
Reports to – Manager of the Steering Committee
Position 1: Assistant Manger
This position contributes to Starbucks success by implementing processes, strategic planning, problem solving, and systems across the Starbucks organisation. Must be able to develop plans that are cost-effective and promote reusable cup growth that will generate value for Starbucks stores and customers. Performs and acts in accordance with Starbucks guiding principles.
Planning and developing strategies to introduce the Starbucks reusable cup. To review and develop the economic environment, spot opportunities with current trends and advise strategies to capitalise.
To assist the Manager of the Steering Committee in the preparation of submissions and participate as a member of the Steering Committee, in advising any consultants, customers or staff members on the purpose of this project.
To supervise staff when required.
To encourage involvement, and continual improvement of employees. This positon operates under limited direction from the Manager of the Steering Committee and has the authority to decide on project budgeting and pricing within the guidelines of the project. Also can sign documentation and give direction to others on the Committee when needed.
Position 2: Committee Member/s
These positions are to provide the necessary skills and commitment that will be required to make the reusable cup project a success. This will be done by implementing processes, action plans, research, and team work. Aresa of expertise required are:
Design and marketing: product design requirements, consumer information and communication tools
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DIPMGTOP14 Operational Planning

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Finance and manufacturing: Material and recycling content. Financing mechanisms.
Must be able to develop plans and ensure that they are cost-.effective.
Performs and acts in accordance with Starbucks guiding principles.
Division- Steering Committee for Usable Cups
Reports to – Manager of the Steering Committee
Level- Internal Use Only
Agreement/Award- Agreement
Position 3: Store Champion
One of the main responsibilities of Champion is to develop satisfied customers every time they are on duty. They must be able to welcome and connect with every customer that comes in the store and know what the customer needs in order for him or her to be able to suggest products right away, that includes the reusable cup.
Champions are expected to know the benefits of the reusable cup to the environment, the organisation and most importantly, the customer. This is so they can demonstrate strong knowledge of the key objectives of this recycling initiative, should the customer ask them to. A Champion must show passion for this initiative and have the power of influence to change customer’s perception of their buying habits, the core purpose of the reusable cup, that of environmental benefit and not corporate monetary gain. Must be prepared according to the standards of Starbucks, act as the representative of Starbucks CSR and they also must maintain and follow the store policies and operational procedures at every station.

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DIPMGTOP14 Operational Planning

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Recruitment

Selection

Recruitment practices will encourage a quality pool of competitive internal and external applicants from diverse backgrounds. In accordance with equal employment opportunity polices, the selection process will be one that the candidates are treated ethically, fairly and respectfully

Recruitment will be open to internal

Be timely and efficient

To concentrate our efforts on professionals within the organisation who are completing
Starbuck Environmental programs

Be based on merit, so as to determine, through assessing the applicants’ skills, knowledge and behaviours and match up with the relevant position description criteria Recruiting efforts within the organisation will be coordinated through the human resources Selection Panel will utilize behavioural questions, review of resume, and assessments based on performance based tasks
Reference checking

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DIPMGTOP14 Operational Planning

Submitted by Tim Avenel
Dated: 21/03/2015

Monthly Activities

January-February

March-April

Prepare opportunity descriptions

Begin preparation how to market practices and what to expect in recruiting

Update printed recruitment materials
Identify recruitment conference area

Meet with HR to establish recruitment priorities Meet with the HR recruitment committee to explain this year’s campaign
Fine-tune the campaign with their input

Page 22 of 24

DIPMGTOP14 Operational Planning

Submitted by Tim Avenel
Dated: 21/03/2015

1. Preparation for recruitment

2. Prospects

5. Candidates

6. Finalists

7. Hired

Develop recruitment plan

Identify new candidate phone interview

Complete interviewing process

Regular communicatio n before start date Prepare practice assessment Targeted mail

Prepare for site visit Finalise contract negotiations

Professional orientation out

Determine role of Display at staff current staff assemblies Provide copy of contract Determine salary and benefits

Advertise

Personal followup with candidate

Develop promotional materials

Marketing introduction Candidate tracking and referral system

Direct contacts

Reference & credential check

Page 23 of 24

DIPMGTOP14 Operational Planning

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Dated: 21/03/2015

Revenue

Earnings Before Interest and Tax

2016
3449.6
4075.5

1112.8

1350

1685.9

868.15
72.4
163.5
290.2
851
523
179.9
27.7
72.4
3397.44

1190.8
106.1
205.6
311.7
896.7
550.3
234.6
33.4
103.1
3632.3

1379.3
141.3
237.8
330.8
1038.9
621.4
244.6
38.4
141.3
4173.6

316.3
212.7

242.7
268.3

288

Operating Income
Operating Income
Financial Income

2015
2792.9
3288

280.2
180.03

Sales Revenue
Net Sales Revenue
Cost Of Sales(including occupanvy) Operating Expenses
Cost of Goods Sold
Selling Expenses
Logistics Expenses
Warehousing Expenses
Advertising Expenses
Marketing Expenses
General Expenses
Administration Expenses
Other Expenses
Total Operating Expenses

2014
2229.6
2649

390

463

Page 24 of 24

Starbucks…...

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...For the strategic planning aspect of Sandwich Blitz, Inc., Dalman and Lei should start by clarifying the company’s overall plan. Dalman and Lei should be sure their unit managers and staff employees are all on the same page. Dalman and Lei need to start devising a plan to effectively implement the company’s vision and core values. They also need to plan how a timeline for these changes to be put into place. For tactical planning, Dalman and Lei should devise a plan to improve the company’s sales, efficiency, and ways to generate more business, for example, Dalman and Lei could come up with a faster way to make their sandwiches, start offering catering services and/or delivery services. Dalman and Lei can also implement new ways to market or advertise their sandwich shops. They currently serve an upscale area with breakfast and lunch menus. Dalman and Lei could incorporate a dinner menu, by doing this they could work their way up to expanding their company and opening more sandwich shops. Operational planning for Dalman and Lei could involve giving their managers at each location the discretion to be able to handle all managerial tasks and operations without having to contact Dalman or Lei. Each unit manager should be given the ability to make the weekly employee schedule, handle the monthly budget set forth by the corporate office, order supplies their store needs, hiring and firing capabilities. By giving each unit manager the ability to conduct all of these......

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...Foundations of Planning 1 What Is Planning? • Planning – A primary managerial activity that involves: • Defining the organization’s goals • Establishing an overall strategy for achieving those goals • Developing plans for organizational work activities. – Types of planning • Informal: not written down, short-term focus; specific to an organizational unit. • Formal: written, specific, and long-term focus, involves shared goals for the organization. 2 Why Do Managers Plan? • Purposes of Planning – Provides direction – Reduces uncertainty – Minimizes waste and redundancy – Sets the standards for controlling 3 Planning and Performance • The Relationship Between Planning And Performance – Formal planning is associated with: • Higher profits and returns on assets. • Positive financial results. – The quality of planning and implementation affects performance more than the extent of planning. – The external environment can reduce the impact of planning on performance, – Formal planning must be used for several years before planning begins to affect performance. 4 How Do Managers Plan? • Elements of Planning – Goals (also Objectives) • Desired outcomes for individuals, groups, or entire organizations • Provide direction and evaluation performance criteria – Plans • Documents that outline how goals are to be accomplished • Describe how resources are to be allocated and establish activity schedules 5 Types of Goals • Financial......

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