"This is a story about Starbucks, economics, and good things that are hard to put a number on. The company invested over $500 million in additional labor hours. They brought back Sharpies so baristas could write names and smiley faces on cups. They set a goal to fulfill orders within four minutes while emphasizing personal connection."
""This isn't just a new way of working," Niccol said. "It's a return to what makes Starbucks special: Human connection." All of which explains why the story of one Starbucks in particular caught my eye. Meet Aerin, an 11-year-old girl who lives on the Upper East Side in Manhattan. This is a young girl who loves her Starbucks. More than that, she loved going to the particular Starbucks across the street from the New York City apartment where she lived with her mother, Alisa."
Starbucks committed substantial resources—more than $500 million in added labor hours—and reinstated personal touches like Sharpies for baristas to write names and smiley faces. The company established a four-minute order fulfillment goal while emphasizing human connection as central to the brand. A specific example describes an 11-year-old regular named Aerin who formed emotional ties to a neighborhood store and reacted strongly when it closed. Store closures are attributed to economic and real estate reasons that may not make financial sense to keep open. Many aspects of customer experience and community value resist simple quantification.
Read at Inc
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