In addition to the above issues, Starbucks had over the years failed to adapt to the changing environment, both internally and externally. For example, despite its rapid expansion both within the United States and to other markets across the globe, the company failed to deploy mechanisms to adapt to these changes. For example, whereas this rapid expansion required a high number of employees with management skills to manage its branches in different location, most of the managers who were sent to different locations where the company had established its presence did not understand the core mission and vision of Starbucks (Koehn, McNamara, Khan and Legris, 2014). This undermined their ability to promote the value proposition of Starbucks. Furthermore, the company was slow in adopting new technologies and solely relied on its brick-and-mortar stores to reach out to its target consumers. This undermined its ability to improve how it served its customers.
除了上述问题，星巴克多年来未能适应不断变化的内外部环境。例如，尽管该公司在美国国内和全球其他市场都迅速扩张，但该公司未能部署适应这些变化的机制。例如，这种快速扩张需要大量具有管理技能的员工来管理其在不同地点的分支机构，被派往星巴克设立办事处的不同地点的大多数经理不了解星巴克的核心使命和愿景（Koehn、McNamara、Khan和Legris，2014）。这削弱了他们推广星巴克价值主张的能力。此外，该公司在采用新技术方面进展缓慢，仅依靠实体店来接触目标消费者。这削弱了其改善服务客户方式的能力。
One of the key aspects in Schultz’s analysis of Starbucks regards the way he perceives this company’s decline in 2007 and 2008. Notably, from the perspective of Schultz, the major factors that led to this company’s decline mainly occurred in or before 2007. For instance, Koehn, McNamara, Khan and Legris (2014) observe that Schultz observed that the declining value proposition of Starbucks had been an ongoing process that had occurred over the years culminating in 2007. Similarly, Schultz perceived that Starbucks had over the years failed to change and adapt both internally and externally, and by 2007, the negative impact of these changes were beginning to emerge in full measure. On the other hand, Schultz attributes to the decline of Starbucks in 2008 to the transition and transformation process that this company was going through in a bid to recover its lost glory. Note that in 2008, the company not only focused on transforming its internal culture, but also focused on transforming its leadership, with Schultz returning to the company as a CEO.
舒尔茨对星巴克分析的一个关键方面是他对星巴克在2007年和2008年衰落的看法。值得注意的是，从舒尔茨的角度来看，导致该公司下滑的主要因素主要发生在2007年或之前。例如，Koehn、McNamara、Khan和Legris（2014）观察到，Schultz观察到星巴克价值主张的下降是一个持续的过程，在2007年达到顶峰。类似地，舒尔茨意识到星巴克多年来未能在内部和外部进行变革和调整，到2007年，这些变革的负面影响开始全面显现。另一方面，舒尔茨将2008年星巴克的衰落归因于该公司为恢复失去的辉煌而经历的转型和转型过程。请注意，2008年，随着舒尔茨重返公司担任首席执行官，该公司不仅注重转变内部文化，还注重转变领导力。
Importantly, despite the fact that Schultz’s analysis of Starbucks indicate that most of the factors that led to its decline in 2007 and 2008 were much obvious, some of them were less obvious. To begin with, from his analysis, Schultz found out that Starbucks had created a culture of pride, entitlement and complacency, particular among its management and internal stakeholders. Therefore, what mattered to these stakeholders was the making of profits while Starbucks as a brand was not of any concern to them. Similarly, due to the fact that this company experience revenue and profit growths every year, the company failed to notice that its comparable sales were declining rapidly, and that its new establishment were not generating revenue growth as far as their existing establishments.
重要的是，尽管舒尔茨对星巴克的分析表明，导致星巴克在2007年和2008年下滑的大多数因素都非常明显，但其中一些因素并不那么明显。首先，从他的分析中，舒尔茨发现星巴克创造了一种自豪、权利和自满的文化，特别是在管理层和内部利益相关者中。因此，对这些利益相关者来说，重要的是盈利，而星巴克作为一个品牌对他们来说并不重要。同样，由于该公司的收入和利润每年都在增长，该公司没有注意到其可比销售额正在迅速下降，并且其新成立的机构没有像现有机构那样产生收入增长。
2) What were the most important aspects of Starbucks transformation? Why did these matter to the survival and transformation of the company? How generalizable are such initiatives in the broader context of business turnarounds?
2） 星巴克转型最重要的方面是什么？为什么这些对公司的生存和转型至关重要？在更广泛的业务转型背景下，这些举措的普遍性如何？
One of the most important aspects of Starbucks transformation was its ability to envision, that is, identify the why it needed a transformation, and how it could achieve it. A critical evaluation of Schultz’s analysis of Starbucks indicate that he identified the fact that this company had lost its value proposition as well as identify on the market, and inasmuch as its experience increasing revenues and profits at the end of each financial years, it faced significant threats on the market. In reference to Abdimomunova and Valerdi (2010) successful transformation of a business requires it to envision a desirable future, which can only be achieved through addressing the current shortcomings. Therefore, it is importantly to reiterate that Schultz’s ability to envision a different Starbucks was fundamental to the transformation of this company.
星巴克转型最重要的一个方面是它的设想能力，即确定它为什么需要转型，以及如何实现转型。对舒尔茨对星巴克的分析进行的批判性评估表明，他发现这家公司已经失去了其价值主张和市场认同，并且由于其在每个财政年度末增加收入和利润的经验，它在市场上面临着重大威胁。参考Abdimomunova和Valerdi（2010），企业的成功转型需要it部门展望理想的未来，这只能通过解决当前的缺点来实现。因此，有必要重申，舒尔茨设想不同星巴克的能力是该公司转型的基础。