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Tag: suppliers

  • Starbucks announces significant store closures and layoffs

    Starbucks is taking “significant action” to turn around its struggling business, closing a large number of cafés and announcing a second round of layoffs at its headquarters as part of CEO Brian Niccol’s efforts to resuscitate the troubled chain.Niccol announced Thursday that Starbucks will close hundreds of stores this month, or about 1% of its locations. The company had 18,734 North American locations at the end of June, and the company said it will end September with 18,300 stores.The company expects its restructuring efforts will cost $1 billion. Shares of Starbucks were flat in premarket trading.In a letter to employees, Niccol said the company underwent a review of its footprint and the locations that will close were ones “unable to create the physical environment our customers and partners expect, or where we don’t see a path to financial performance.”Starbucks often closes locations for a variety of reasons, including underperformance. But Niccol said this larger-scale effort is more substantial.”This is a more significant action that we understand will impact partners and customers. Our coffeehouses are centers of the community, and closing any location is difficult,” he said.Despite the hundreds of closures, which will take place before the end of the company’s fiscal year next week, Starbucks said it will return to growth mode, and it also plans to remodel more than 1,000 locations. The new look for Starbucks features cozier chairs, more power outlets and warmer colors.In addition to the store closures, Starbucks announced an additional 900 corporate layoffs, on top of the roughly 1,000 layoffs in February. Affected employees will be notified on Friday and will receive “generous severance and support packages.” Also, “many” open positions will be closed, he announced.”I know these decisions impact our partners and their families, and we did not make them lightly,” Niccol wrote. “I believe these steps are necessary to build a better, stronger and more resilient Starbucks that deepens its impact on the world and creates more opportunities for our partners, suppliers and the communities we serve.”One year onNiccol joined Starbucks about a year ago, hoping to revive the storied coffee chain. However, the financial results haven’t come to fruition, with the stock down about 12% and sales haven’t turned around.He’s pared back the menu by about 30%, while also introducing new items to keep the brand on trend, like protein toppings and coconut water. Food is also getting a revamp, with new croissants and baked goods being rolled out.In addition to remodels, smaller touches have been integrated, like bringing back self-serve milk and sugar stations as well as doodles on coffee cups. The company also tweaked its name to “Starbucks Coffee Company” to reinforce its coffee roots.However, his changes have butted heads with some baristas, including uniform changes that sparked a lawsuit. And some new drinks are causing stress for baristas because they are overcomplicated to make during peak times.

    Starbucks is taking “significant action” to turn around its struggling business, closing a large number of cafés and announcing a second round of layoffs at its headquarters as part of CEO Brian Niccol’s efforts to resuscitate the troubled chain.

    Niccol announced Thursday that Starbucks will close hundreds of stores this month, or about 1% of its locations. The company had 18,734 North American locations at the end of June, and the company said it will end September with 18,300 stores.

    The company expects its restructuring efforts will cost $1 billion. Shares of Starbucks were flat in premarket trading.

    In a letter to employees, Niccol said the company underwent a review of its footprint and the locations that will close were ones “unable to create the physical environment our customers and partners expect, or where we don’t see a path to financial performance.”

    Starbucks often closes locations for a variety of reasons, including underperformance. But Niccol said this larger-scale effort is more substantial.

    “This is a more significant action that we understand will impact partners and customers. Our coffeehouses are centers of the community, and closing any location is difficult,” he said.

    Despite the hundreds of closures, which will take place before the end of the company’s fiscal year next week, Starbucks said it will return to growth mode, and it also plans to remodel more than 1,000 locations. The new look for Starbucks features cozier chairs, more power outlets and warmer colors.

    In addition to the store closures, Starbucks announced an additional 900 corporate layoffs, on top of the roughly 1,000 layoffs in February. Affected employees will be notified on Friday and will receive “generous severance and support packages.” Also, “many” open positions will be closed, he announced.

    “I know these decisions impact our partners and their families, and we did not make them lightly,” Niccol wrote. “I believe these steps are necessary to build a better, stronger and more resilient Starbucks that deepens its impact on the world and creates more opportunities for our partners, suppliers and the communities we serve.”

    One year on

    Niccol joined Starbucks about a year ago, hoping to revive the storied coffee chain. However, the financial results haven’t come to fruition, with the stock down about 12% and sales haven’t turned around.

    He’s pared back the menu by about 30%, while also introducing new items to keep the brand on trend, like protein toppings and coconut water. Food is also getting a revamp, with new croissants and baked goods being rolled out.

    In addition to remodels, smaller touches have been integrated, like bringing back self-serve milk and sugar stations as well as doodles on coffee cups. The company also tweaked its name to “Starbucks Coffee Company” to reinforce its coffee roots.

    However, his changes have butted heads with some baristas, including uniform changes that sparked a lawsuit. And some new drinks are causing stress for baristas because they are overcomplicated to make during peak times.

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  • 9 Ways to Combat Common Vendor and Supplier Fraud Schemes | Entrepreneur

    9 Ways to Combat Common Vendor and Supplier Fraud Schemes | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    Every café and restaurant entrepreneur recognizes that the thrill of the culinary scene is rivaled only by its inherent challenges. They grapple with fluctuating food trends, finicky foodies, fierce competitors, evolving regulations and the unpredictable turns of the economy. The current climate demands constant reinvention, and even the most promising cafes can be shuttered in a surprisingly short time.

    Instinct might guide you to attribute pitfalls to the outside world, but ever so often, the longevity of a hospitality business is sealed by what happens inside. A deep dive into the operations and dynamics may reveal a myriad of unseen obstacles and prospects. Employee dynamics, training regimes, supplier agreements and inventory choices significantly influence a café’s success trajectory.

    For those aspiring to cement a lasting presence in this demanding industry, continual introspection isn’t a mere suggestion — it’s a necessity. A café’s lasting prominence is intricately linked with its internal mechanics. A particular concern that might often be overlooked but eats into both the profits and reputation of cafes — prominently observed in the vibrant UAE cafe ecosystem — is the shadowy arena of supplier kickbacks.

    Related: I Was Ripped Off by Someone I Thought Was a Friend. Here’s What I Learned.

    Understanding supplier kickbacks

    Supplier kickbacks constitute covert incentives or commissions that suppliers offer to café staff or management with the intent to influence favorable business transactions. These hidden incentives can lead to questionable choices in ingredient suppliers, acceptance of subpar goods and unnecessary orders, thereby increasing waste.

    Recognizing these kickbacks as a form of veiled corruption lurking within business processes is critical. Cloaked as mundane transactions, they imperceptibly skew standard business activities, often remaining undetected until they manifest in compromised quality, inflated costs or eroded profits.

    Though occasionally masquerading as ‘business courtesies,’ the core aim of these kickbacks remains consistent: to acquire an undue advantage in commercial engagements, thereby undermining the foundational integrity essential for a successful and ethical business venture.

    When and how does it start?

    Delegating purchasing roles to seasoned staff is common for cafe proprietors. However, if inadequately compensated or insufficiently supervised, these individuals might be lured by kickback schemes. In economies where hospitality wages are low, the allure of an added income is especially tempting.

    The introduction to kickbacks can be nuanced, starting with a seemingly harmless gesture of gratitude for significant orders or steadfast business relationships. Yet, it can escalate, forming a regular pattern of monetary exchanges — fostering a dependency loop.

    Related: 4 Kinds of Fraud That Could Destroy Your Business

    Why does it happen?

    1. Personal gain: The most obvious reason is personal financial gain. Employees or managers might be lured by the prospect of extra income, especially if they believe it won’t impact the business significantly.
    2. Business relationships: Sometimes, it’s not just about money. It could be about camaraderie or maintaining a long-standing relationship, even if it’s not in the best interest of the café or restaurant.
    3. Lack of oversight: In businesses where there’s little to no oversight on procurement processes, supplier kickbacks can thrive.

    The impact on revenue and business

    1. Financial loss: Kickbacks can lead to the business overpaying for goods or services, directly affecting profitability.
    2. Compromised quality: Loyalty might shift from the cafe business to the supplier, leading to acceptance of subpar or inconsistent products, which can damage the brand’s reputation.
    3. Operational inefficiencies: With kickbacks in play, decisions are no longer made for the business’s efficiency or benefit but for personal gain. This can lead to stock discrepancies, wastage, inefficient recipe proportions and other operational inefficiencies.

    9 Ways to avoid the kickback trap

    1. Active participation: Owners should be involved, even if indirectly, in purchasing decisions, ensuring transparency and accountability.
    2. Fair wages: Paying staff a decent wage reduces their vulnerability to such schemes. It’s essential to acknowledge and commend advancements in accountability, as well as to recognize initiatives that contribute to enhancing operational efficiency and the overall profitability of the business.
    3. Supplier testimonials: Owners should seek feedback and testimonials from current and potential suppliers by consulting with fellow business owners. This provides a genuine insight into the supplier’s credibility and ethos, ensuring a more informed decision-making process.
    4. Transparent procurement processes: Implement clear and transparent procurement processes. Regularly review and audit these processes to ensure compliance.
    5. Employee training: Ensure that employees, especially those involved in procurement, understand the implications of kickbacks. Regular training sessions can help with this.
    6. Whistleblower policies: Encourage a culture where employees can report unethical practices without fear of retaliation.
    7. Regular audits: Conduct surprise checks, recipe & inventory audits, and regular financial audits. Anomalies in procurement can often be a red flag for kickbacks.
    8. Vendor agreements: Have clear agreements with suppliers that strictly prohibit such practices. Regularly review and renew these agreements.
    9. Treat staff well: Beyond just fair compensation, creating a positive and respectful work environment is essential. Recognizing and rewarding employee contributions, providing growth opportunities, and fostering a sense of belonging can deter staff from seeking external illicit incentives and bolster their loyalty to the business.

    The coffee kickback epidemic in the UAE

    The topic remains shrouded in mystery but is not entirely concealed: the trend of coffee vendors offering commissions to lesser-earning baristas. While the UAE’s plush café industry might be a pronounced casualty, it’s vital to recognize that this isn’t an incident isolated to a particular country.

    Overambitious suppliers fueled the inception of this. By wooing under-compensated baristas, they could cement their market dominance. Over time, this malpractice has not only continued but has thrived, perpetuated by the greed and financial desperation cycle.

    This practice has a secondary and perhaps more insidious effect: it stifles the professional growth and earning potential of the ‘front-of-house chefs,’ the baristas. With kickbacks in play, baristas aren’t incentivized to perform in the best interest of the cafe’s revenue nor enhance their craft or knowledge since their earnings are supplemented through under-the-table dealings.

    The onus of this issue partly lies with non-committing café owners who distance themselves from pivotal operational and purchasing decisions, allowing room for such illicit practices to thrive.

    By understanding and employing these strategies, owners can shield their businesses from internal sabotage and foster an environment of trust and sustainable growth. Understanding and addressing issues like supplier kickbacks can make the difference between a thriving business and merely surviving.

    Customers see only the final product without understanding the internal challenges and decisions that shaped it. For entrepreneurs in the café and restaurant business, it’s vital to be proactive, planning not just for today but for the future.

    All restaurant owners must consider: Are we embodying vision, resilience, dedication and innovation with each cup and dish served for years to come? And what unspoken decisions and actions willcharacterizee the legacy of our business?

    Ryan Godinho

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  • How companies like Dow, Marriott, and InBev could get to zero emissions

    How companies like Dow, Marriott, and InBev could get to zero emissions

    As large companies take on the thorny issue of doing their part to hit zero-carbon emission goals by 2050, they need to make clear to suppliers they have a role to play, too, and also need to communicate to consumers about their carbon footprint so that everyone is on board, business leaders said at a Fortune conference on Thursday.

    Marriott International president Stephanie Linnartz, the hotel chain with 8,100 properties worldwide, said during a panel at Fortune‘s CEO Initiative summit in Palm Beach, Fla. that 60% of customers are willing to pay more for a vacation at a Marriott property if it was sustainable.

    “We’re saying this loud and clear: consumers really care about this,” Linnartz said. Marriott, she added, began a few years ago to figure out how to measure the carbon and the water footprint of a hotel and publish it on the marriott.com web site.

    At the same time, hitting goals means more collaboration with other entities. For Marriott, that means incorporating its franchise hotels into its calculations against 28 specific goals. For chemicals giant Dow, it means incorporating more suppliers. Dow CEO Jim Fitterling told the conference that 350 of its suppliers are incorporated in its carbon emissions calculations, on the way to 500 next year. It helps that 92% of Dow suppliers already have metrics, and 80% of them have emission goals for both 2030 and 2050—two calendar years with specific milestone targets.

    In addition to improving data quality, that information is helping Dow optimize its operations. “We can look at our supply chain team, look at our customers that are buying, say, less than truckload orders from us and how to combine them and how to give them a route that has the lowest carbon footprint for their deliveries,” Fitterling said.

    And the reliability and availability of data is coming along, he added. “We’re moving down the right path, but anytime you’re going into new space, it gets a little bit chaotic.”

    For beer maker AB InBev, which makes beers like Corona, hitting goals means working with farmers to make its production more sustainable. AB InBev CEO Michel Doukeris said it’s even about ensuring the company’s long-term viability. “If there is no water, if there is no barley, or if there are problems due to climate-related on the harvest of barley, then we don’t have beer,” Doukeris said. He added: “We work with nature and not against nature.”

    Marriott’s Linnartz concurred, saying hitting net-zero goals was an existential matter for many companies. “Without water and barley, there’s no beer. Without beaches and mountains, there are no hotels and travel and tourism, and we all have our businesses are inextricably linked to this,” she said.

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    Phil Wahba

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