Starbucks Coffee International, already operating in London, Japan. Singapore, Taiwan, the Philippines. and Thailand, is continuing its aggressive global expansion. It plans to have 500 coffee shops in Europe by end 2003. an4 had 35 shops in Beijing and Shanghai in 2002. No tanager to training leaders from around the world in the Starbucks' style, the company nevertheless has had a challenge in recruiting, motivating and retaining managers for its Beijing outlets - to say nothing of getting a nation of tea-drinkers to switch to Java.
Starbucks' first challenge has been to recruit good man- agers in a country where the demand for local managers by foreign companies expanding there is far greater than the supply of managers with any experience in capitalist-style companies. Chinese recruits have stressed that they are looking for opportunity to get training and to advance in global companies, more than money: they know that managers with experience in Western organizations can always get a job. The brand's pop-culture reputation is also an attraction to young Beijingers.
In order to expose the recruits to java-style culture as well as to train them for management, Starbucks brings them to Tacoma. Washington. for three months to give them a.taste of West-Coast lifestyle and the company's informal culture, such as Western-style backyard barbecues. Then they are exposed to the art of cappuccino-making at a real store before dawn and how to concoct dozens of fancy coffees. They get the same intensive training as anyone else anywhere in the world, One recruit, Mr Wang. who worked in a large Beijing hotel before finding out how to make a triple grand latte, said that he enjoys the casual atmosphere and respect. The training and culture is very different from the expectations at a traditional state-owned company in China, where the work is strictly defined and has no challenge for employees.
Starbucks has found that motivating their managers in Beijing is multifaceted. They know that people won't switch jobs for money alone. They want to work for a company that gives them an opportunity to learn. They want to have a good working environment and a company with a strong reputation. The recruits have expressed their need for trust and participation, in an environment where local nationals are traditionally not expected to exercise initiative or authority: in all, what seems to motivate them more than anything else is dignity.
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