![]() These “roll up your sleeves” sessions built on the enthusiasm for the audit results and an understanding of the possibilities for significant growth, as well as the need to change internal culture. The COZI methodology was introduced to Starbucks at two half-day management workshops, each attended by 20–30 executives, a combination of senior officers and line managers. The company needed to understand how customers behave in each zone, what their needs are, and establish specific business goals for each zone. In this case, Starbucks needed to identify each of the drive-thru zones, such as approach, entry, pre-order, order, pickup and pay, and exit zone. Each of these unique zones is right for one merchandising strategy and dead wrong for another.ĬOZI is applicable both inside a restaurant and at the drive thru. Their attitudes and mindsets are different. Their needs and expectations are different. ![]() Rather, each store is a collection of many individual “customer operating zones,” and customers behave differently in each one. Starbucks cafes are not just branded boxes. The acronym stands for Customer Operating Zone Improvement, and it is a methodology pioneered by King-Casey. ![]() By the third site visit, the Starbucks team was driving the audit, pointing out how little consideration was being given to the customer at the drive thru at one point, one of the members said, “There aren’t even any signs to mark where the drive thru is.” The audit provided the first “aha” moment for Starbucks: the drive thru was something more than just an order point.ĬOZI then enabled Starbucks to home in on the solutions. A small team of Starbucks executives accompanied King-Casey, and they found the results eye opening, to say the least. The first step was for King-Casey to do an audit of drive thrus in the Seattle area, looking at Starbucks’ operations through the lens of the customer. Starbucks asked King-Casey to evaluate its drive thru and make recommendations. Initial audit leads to customer operating zones ![]() The answers to these questions show a company willing to change in order to generate continuous improvement. What could be done to speed throughput, increase transactions, provide better service, and grow ticket? What could be done to make the Starbucks’ drive-thru experience dazzle its customers? Where to start? The vision was to find ways to think differently about the drive thru. The brand was nowhere near best in class. But several years ago, Starbucks’ drive thrus had “hit a wall.” They lacked differentiation communications were limited to menuboards. The story of its rise to industry leadership includes adopting a new way of looking at the business through individual customer zones, several “aha” moments, and a commitment to developing solutions based on customer needs and behaviors.Įarly on, Starbucks’ customers told the company they wanted a drive-thru option. But five years ago, Starbucks’ drive thrus were nothing special by the company’s own admission-not even on par with other drive-thru concepts. For a company that has been praised virtually since its inception, this may come as no surprise. Yes, Starbucks has now clearly emerged as an innovator in the drive thru, lauded for new mobile payment and ordering systems, as well as bringing its distinctive in-store experience to the drive thru. Improvements on the Way for Starbucks' Drive Thru But the company’s growth would scarcely be possible had the company not made gigantic strides at the drive thru in recent years. Starbucks sales continue to outpace the quick-service industry in its fiscal third quarter, the coffee giant saw global comparable sales increase by 4 percent, even as overall restaurant sales growth softened.
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