The Fight Against Concrete Research Paper Topics

The Fight Against Concrete Research Paper Topics Concrete Research Paper Topics - What Is It? You will deal with clients the majority of the time and the main reason why they're consulting you is because they need to understand some probable solutions to their problems or to understand themselves better. You are able to acquire immediate call back from our customer service team. The research procedure takes a string of steps as listed below. The majority of the times the essential time won't be available and you'll discover the deadline on your head right after you finish the research. You need to write a minumum of one research paper in a semester for many the subjects. It is crucial to make certain that your research has no plagiarism and such errors as they could be utilized to penalize you. If you are bewildered about picking a topic for research paper, you have to first ask your college faculty members. Ideal college research paper topics are those which are original. The True Meaning of Concrete Research Paper Topics You can proceed and divide the research into phrases to check at every aspect keenly. If you're confused with a selection of interesting topics to research online, it's far better to determine what interests you the most. Even if a particular research paper topic is getting lots of buzz at this time or other men and women seem interested in writing about it, don't feel tempted to make it your topic if you don't genuinely have some kind of interest in it also. It is crucial to choose the apt civil engineering project topic since you are on your way to a great deal of research on the topic that you're going to select. If you should write only 1 paper at the conclusion of the period, you can breathe out since you are blessed. A research paper can be lengthy and one should maintain their degree of interest through their paper to prevent sounding wordy. 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If you're writing about social problems, you will typically be writing about the way the topic affects larger groups of people, like how poverty affects a whole generation. To approach the paper with at least anxiety, you should select a topic that you're feeling comfortable writing about, and one which you're confident you can grasp the ap propriate scholarship on. Before you commence writing a single word of your paper, you first will need to understand what your thesis will be. What You Must Know About Concrete Research Paper Topics You may also get assistance if you opt to get a history research paper from a trustworthy service to guarantee the best grades. If it's the very first research paper out of some series, attempt to opt for the topic that may be used for them all. Without a suitable content, fantastic research paper topics don't make sense. At times, they are simply the easiest ones. 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The Foolproof Concrete Research Paper Topics Strategy There's well-known that you won't have the ability to compose a decent insightful rese arch paper if you're not interested in the subject overall and in the subject specifically. The major difficulty is that topic is the most significant element of the entire research paper. What follows is an extensive collection of the most intriguing research topics to have you started. There are occasions when you're assigned with the topic but more frequently, you will need to create a topic on your own. The entire research should be constructed around or from this issue. In the procedure for writing research articles, it's required to adhere to a particular topic. When you choose a research topic, make certain it is one which you understand and have a firm grasp on. Not all research paper topics are made equal, and you would like to ensure you decide on a good topic before you commence writing. 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Rice University Supplement Essay

Rice University Supplement EssayAs a part of your college life, you will find rice university supplement essay sample available for you to practice. This essay writing guide is made by the publishing company and it contains essay sample in order to assist you in writing essays. The sample is formatted in such a way that it helps you write your essays in an easier manner.When you need to prepare for your college life and the necessity of studying, you must spend a lot of time just learning and practicing the skills that are required. You may have already researched for various techniques and strategies that will help you in passing out of the course you have chosen for yourself.You have to realize that most students have to devote several years in order to finish their college life. Some can manage to attend college and complete their education while others take longer than necessary to complete the course. As you have to keep this in mind, you must start studying and practicing some skills, which will ensure that you get through the course in one piece.You can never avoid the idea of school life during your college years. Your educational requirements for your courses have been set by the instructor. With this in mind, you may not really have a choice but to prepare for your college life as it will be for your life to be. You will have to keep a lot of things in mind and you must make sure that your schedule is easy in order to make your college life easier.One of the ways that you can keep your schedule organized is by using the same food items. You should stick to the same brands of food, snacks and beverages in order to make sure that you are able to stay on track. You will definitely find it easier to be organized if you stay on the same diet or food items. It is also advisable that you try to get the healthy food and foods that are healthy for you. One of the ways that you can accomplish your goals is to use rice university supplement essay sample as you n eed to learn different styles of writing in order to be able to write your essays in a more interesting manner. By using the essay writing guide, you will be able to know how to properly go about writing your essay and thus making it easier for you to compose your essay.If you are to be successful in your goal to write essays, you will have to search for rice university supplement essay sample and then you will be able to practice your abilities in composing essays. To find this product, you may be required to purchase the standard edition of the writing guide, which can be found at bookstores and you may also be able to find it online.To get started with the rice university supplement essay, you will have to choose the correct style that will enable you to start writing your essays easily. Once you have chosen the right essay style, you can now practice how to write your essays by writing the sample. In writing a paper, you have to do a lot of practice so that you are able to under stand and utilize different essay styles.

Oliver Button Is a Sissy by Tomie dePaola

'Oliver Button Is a Sissy' by Tomie dePaola Oliver Button Is a Sissy, a childrens picture book written and illustrated by Tomie dePaola, is the story of a boy who stands up to bullies not by fighting, but by staying true to himself. The book is particularly recommended  for ages 4-8, but it has also been used successfully with upper elementary and middle school kids in conjunction with discussions about bullying. The Story of  Oliver Button Is a Sissy The story, based on the childhood experiences of Tomie dePaola, is a simple one. Oliver Button doesn’t like sports like the other boys do. He likes to read, draw pictures, dress up in costumes, and sing and dance. Even his father calls him a sissy and tells him to play ball. But Oliver isn’t good at sports and he isn’t interested. His mother tells him he needs to get some exercise, and when Oliver mentions he likes to dance, his parents enroll him in Ms. Leah’s Dancing School. His father says it is, Especially for the exercise. Oliver loves to dance and loves his shiny new tap shoes. However, it hurts his feelings when the other boys make fun of him. One day when he arrives at school, he sees that someone has written on the school wall, Oliver Button Is a sissy. Despite the teasing and bullying, Oliver continues dance lessons. In fact, he increases his practice time in hopes of winning the big talent show. When his teacher encourages the other students to attend and root for Oliver, the boys in his class whisper, Sissy! Although Oliver hopes to win and does not, both of his parents are very proud of his dancing ability. After losing the talent show, Oliver is reluctant to go back to school and be teased and bullied again. Imagine his surprise and delight when he walks into the schoolyard and discovers that someone has crossed out the word sissy on the school wall and added a new word. Now the sign reads, Oliver Button is a star! Author and Illustrator Tomie dePaola Tomie dePaola is known for his childrens picture books and his chapter books. Hes the author and/or illustrator of more than 200 childrens books. These include Patrick, Patron Saint of Ireland  and a number of books, including board books of Mother Goose rhymes, among many others. Book Recommendation Oliver Button Is a Sissy is a wonderful book. Since it was first published in 1979, parents and teachers have shared this picture book with children from four to fourteen. It helps children to get the message that its important for them to do what’s right for them despite teasing and  bullying. Children also begin to understand how important it is not to bully others for being different. Reading the book to your child is an excellent way to start a conversation about bullying. However, whats best about Oliver Button Is a Sissy is that it is a good story that engages childrens interest. It is well written, with wonderful complementary illustrations. It is highly recommended, particularly for kids ages 4-8, but also for elementary and middle school teachers to include in any discussion of bullies and bullying. (Houghton Mifflin Harcourt, 1979. ISBN: 9780156681407)

Red Badge Of Courage Essays - The Red Badge Of Courage, Free Essays

Red Badge Of Courage Essays - The Red Badge Of Courage, Free Essays Red Badge of Courage The Red Badge of Courage is the story of a young man named Henry Fleming. The novel concerns only two days in his life and he is a boy when the novel begins, a man when the novel ends. He enlists in the 304th Regiment of New York Volounteers against his mother's wishes, and spends many boring months in training. He is sent into battle finally. The battle of Chancellorville is the agreed upon location where the book probably takes place. It is mentioned that he travels along the Arappahanock River and by Richmond. The book details historical fact of the battle. This was the closest the South ever came to Washington D.C. and it was a very intense battle. Against a background of battlefield trauma, Crane sets a very important battle: the battle going on in Henry's mind. Henry believes he is faced with imminent death, and throws down his rifle and flees during the second skirmish on the first day. He attempts to rationalize his actions and becomes increasingly ashamed of himself. As he wanders in the rear of the fighting, he encounters a dead soldier. Eventually he falls in with some wounded men and witnesses the death of his close friend, Jim Conklin. As a result of that, he deserts another friend dying and runs. He wants to make a wound for himself so that he is removed from the battle, and by accident is hit on the head by a deserter. He's discovered by another soldier, who helps him return to his regiment. There he lies and says he was wounded in battle. The next day he goes to the front again, and actually retrieves his army's colors from the dying flag bearer. He urges his comrads on, and is proclaimed a hero. Crane wrote this book when he was twenty three years old, in ten days. He had never been in battle and critics through the United States and England could not believe that he had never seen war. His sources were teachers athis small private school in New York State. The book's genius is now regarded as an American masterpiece of psychological writing. Unfortunately, it seems he was probably haunted by the experience of this book and ultimately went to join the Spanish American War. He was disqualified from fighting due to tuberculosis, but he continued into Cuba as a reporter for Pulitzer and Hearst. He contracted malaria there and several years later died at the age of twenty eight. The Red Badge of Courage is an intense inner story of thoughts, fears and imaginings that any member of an infantry would find. As comrads fell to the right and left, and as people were pannicked, the chaos and confusion of kill or be killed comes forth in simple boyish questions. He stares at corposes. He becomes obsessed with the thought that the troops are marching into a trap and none of the leaders know it. He wants to warn his companions. He feels stupid and incompetent. The first battle arrives and he feels the physical effects of fighting burning in his eyes and roaring in his ears. He feels suffocated by the smoke of gunfire. All the soldiers and officers are fighting in every way possible and when it stops, infront of him, he sees everyone around him dead and the wounded crawling away. He hears the sounds of fighting coming from everywhere and realizes that he is surrounded by war. Crane's language becomes impressionistic. Henry is amazed to see "a pure blue sky and the sun gleaming on the trees and fields." He then wakes up, somehow, and sees how proud he is of himself. Suddenly the enemy reappears. The youth feels it must be a mistake. He sees men around him running and he feels he is being left alone to die. He turns and runs. He runs into yet another battle where, at the edge of the forest, he feels as if he's being kept in by nature itself. That the branches of the trees are trying to halt his progress. He sees his friend Jim Conklin shot through the stomach, mortally wounded, and is told he should remove him from the battle. Jim runs to the bushes before he dies to avoid being run over by war wagons. Henry watches with an agony almost as great as his friend. Henry tries to understand what Jim is thinking but cannot reach his friend. Crane ends the chapter with the sentance, "The red sun was pasted in the sky

Research summary Essay Example | Topics and Well Written Essays - 750 words

Research summary - Essay Example Between 2000 and 2005 silicosis has been documented to be the cause of 162 annual deaths in the US. During hydraulic fracturing, inhaling dust is hard to avoid and hence the necessary protective gear need to be worn to avoid this. The source is applicable to update Gasland subtopic because it outlines how natural gas and oil extraction produces silica that pollute the air causing health complications such as kidney disease, autoimmune disorders, lung cancer and tuberculosis. Although, hydraulic fracturing is seen as profitable it is the main cause of death in the US as inhaling dust from such extraction is hard to avoid and hence the necessary protective gear need to be worn to avoid this Winter, Mary. "Drilling Down on Shale Gas." State Legislatures. 39.7 (2013): 8. Academic Search Complete. Web. 14 Oct 2013. Environmentalists assert that hydraulic fracturing is a threat to public health because it is air and water pollutant. This is supported by a study of water in heavily drilled Pavillion, Wyo. Residents here are said to complain of brown smelly water. Although some have disputed the study, it was found out that the ground water contained compounds associated with gas production practices such as hydraulic fracturing. ... This conforms to Gasland story in that hydraulic fracturing pollutes both water and air causing brown smelly water, for instance some studies discovered that in the US and other nations where gas extraction is common ground water contained compounds associated with gas production practices such as hydraulic fracturing. "Business heats up in New Mexico." Rock Products. 116.4 (2013): 13. Academic Search Complete. Web. 16 Oct 2013. Wisconsin center for investigative journalism that incorporates the Wisconsin public radio and the superior telegram has fanned out that one fifth of Wisconsin’s 70 active fracking sand mines ND processing plant were cited for acts of building without the proper permits s well as air pollution. Of more concern to the investigative journalists is the fact that there are rules and regulations governing operations in the mining industry and they are being enforced. The mining businesses need to be familiar with complex storm water, run off and air polluti on regulations and fracking sand mining have shown blatant disregard for environmental regulations. Wisconsin confirms that some mines and processing plants are started without proper permits irrespecting of various rules and regulations governing operations in the mining industry enforced, and thus increasing air pollution. Disregarding these environment regulations have various health effects on people as confirmed by Gasland film. Krisberg, Kim. "CDC releases national action plan to prevent unintentional child injuries." Nation's Health. 42.5 (2012): 6. Academic Search Complete. Web. 16 Oct 2013. Racing has been recognized as one of the environmental hazards bringing about air pollution near wells. The US environmental protection agency has noted this and has issued new air

King George's War Research Paper Example | Topics and Well Written Essays - 500 words

King George's War - Research Paper Example The beginning of the War was initiated by bold attack on the side of the French against the British-owned fishing port of Canso that was situated in the colony of Nova Scotia. The expedition of French regular forces that was launched against this port on 24 May 1744 found it weakly prepared for any kind of siege and did not encounter any significant obstacles in overcoming the garrison’s resistance. The rapid takeover of Canso served as a warning to the denizens of North American British colonies that they were living in the state of potential insecurity vis-Ã  -vis the impending threat of the French and their Native Indian allies. The French forces operating from the fortress-colony of Louisbourg did not stop at this initial success and continued their onslaught against the territories of Nova Scotia. The provincial capital of Annapolis Royal became the next target for the forces comprising Mi’kmaq and Maliseet under the leadership of Jean-Louis Le Loutre, a French missionary that was extremely influential among these tribes. Fort Anne that guarded the provincial capital from any attack on the land was, however, impenetrable for the makeshift Native American force and, with the killing of two British soldiers, the Mi’kmaq and Maliseet forces withdrew from its walls. The real result of the attack on Fort Anne that took place on 12 July 1744 was the increasing indignation of the citizens of the North American British colonies against the lack of military effort to stop the French attacks. The colonial government of Massachusetts decided to take matters in its own hands, and in the spring of 1745, with the support of Connecticut, New Hampshire and Rhode-Island, about 1,000 colonial militiamen launched an attack against the fortress of Louisbourg that guarded the core of French possessions in North America. As the fortress was under-supplied and the French troops stationed therein lacked necessary combat spirit, the British colonials

Coffee and Starbucks Essay Example for Free

Coffee and Starbucks Essay had enjoyed phenomenal growth and become one of the great retailing stories of recent history by making exceptional coffee drinks and selling dark-roasted coffee beans and coffee-making equipment that would allow customers to brew an exceptional cup of coffee at home. The Starbucks brand was regarded as one of the best known and most potent brand names in America and the company had firmly established itself as the dominant retailer, roaster, and brand of specialty coffee in North America. It already had over 1,500 stores in North America and the Pacific Rim and was opening new ones at a rate of more than one per day. Sales in fiscal year 1997 were a record $967 million and profits reached an all-time high of $57. 4 million. The companys closest competitor had fewer than 300 retail locations. And since going public in 1992, Starbucks has seen its stock price increase nearly ninefold. Exhibit 1 contains a summary of Starbucks key performance statistics for the 1992–97 period. Company Background Starbucks began in 1971 when three academics—English teacher Jerry Baldwin, history teacher Zev Siegel, and writer Gordon Bowker—opened a store called Starbucks Coffee, Tea, and Spice in the touristy Pikes Place Market in Seattle. The three partners shared a love of fine coffees and exotic teas and believed they could build a clientele in Seattle much like that which had already emerged in the San Francisco Bay area. Each invested $1,350 and borrowed another $5,000 from a bank to open the Pikes Place store. Baldwin, Siegel, and Bowker chose the name Starbucks in honor of Starbuck, the coffee-loving first mate in Herman Melvilles Moby Dick(so company legend has it), and because they thought the name evoked the romance of the high seas and the seafaring tradition of the early coffee traders. The new companys logo, designed by an artist friend, was a two-tailed mermaid encircled by the stores name. The inspiration for the Starbucks enterprise was a Dutch immigrant, Alfred Peet, who had begun importing fine arabica coffees into the United States during the 1950s. Peet viewed coffee as a fine winemaker views grapes, appraising it in terms of country of origin, estates, and harvests. Peet had opened a small store, Peets Coffee and Tea, in Berkeley, California, in 1966 and had cultivated a loyal clientele. Peets store specialized in importing fine coffees and teas, dark-roasting its own beans the European way to bring out their full flavor, and teaching customers how to grind the beans and make freshly brewed coffee at home. Baldwin, Siegel, and Bowker were well acquainted with Peets expertise, having visited his store on numerous occasions and spent many hours listening to Peet expound on quality coffees and the importance of proper bean-roasting techniques. All three were devoted fans of Peet and his dark-roasted coffees, going so far as to order their personal coffee supplies by mail from Peets. The Pikes Place store featured modest, hand-built nautical fixtures. One wall was devoted to whole-bean coffees; another had shelves of coffee products. The store did not offer fresh-brewed coffee by the cup, but samples were sometimes available for tasting. Initially, Siegel was the only paid employee. He wore a grocers apron, scooped out beans for customers, extolled the virtues of fine, dark-roasted coffees, and functioned as the partnerships retail expert. The other two partners kept their day jobs but came by at lunch or after work to help out. During the start-up period, Baldwin kept the books and developed a growing knowledge of coffee; Bowker served as the magic, mystery, and romance man. 1 The store was an immediate success, with sales exceeding expectations, partly because of a favorable article in the Seattle Times. In the early months, each of the founders traveled to Berkeley to learn more about coffee roasting from their mentor, Alfred Peet, who urged them to keep deepening their knowledge of coffees and teas. For most of the first year, Starbucks ordered its coffee beans from Peets, but then the partners purchased a used roaster from Holland and set up roasting operations in a nearby ramshackle building. Baldwin and Bowker experimented with Alfred Peets roasting procedures and came up with their own blends and flavors. A second Starbucks store was opened in 1972. By the early 1980s, the company had four Starbucks stores in the Seattle area and could boast of having been profitable every year since opening its doors. But the roles and responsibilities of the cofounders underwent change. Zev Siegel experienced burnout and left the company to pursue other interests. Jerry Baldwin took over day-to-day management of the company and functioned as chief executive officer; Gordon Bowker remained involved as an owner but devoted most of his time to his advertising and design firm, a weekly newspaper he had founded, and a microbrewery he was launching (the Redhook Ale Brewery). Howard Schultz Enters the Picture In 1981, Howard Schultz, vice president and general manager of U. S. operations for Hammarplast—a Swedish maker of stylish kitchen equipment and housewares—noticed that Starbucks was placing larger orders than Macys was for a certain type of drip coffeemaker. Curious to learn what was going on, he decided to pay the company a visit. The morning after his arrival in Seattle, Schultz was escorted to the Pikes Place store by Linda Grossman, the retail merchandising manager for Starbucks. A solo violinist was playing Mozart at the door, with his violin case open for donations. Schultz immediately was taken by the powerful and pleasing aroma of the coffees, the wall displaying coffee beans, and the rows of red, yellow, and black Hammarplast coffeemakers on the shelves. As he talked with the clerk behind the counter, the clerk scooped out some Sumatran coffee beans, ground them, put the grounds in a cone filter, poured hot water over the cone, and shortly handed Schultz a porcelain mug filled with the freshly brewed coffee. After three sips, Schultz was hooked. He began asking the clerk and Grossman questions about the company, about coffees from different parts of the world, and about the different ways of roasting coffee. Next, Schultz met with Jerry Baldwin and Gordon Bowker, whose offices overlooked the companys coffee-roasting operation. The atmosphere was informal. Baldwin, dressed in a sweater and tie, showed Schultz some new beans that had just come in from Java and suggested they try a sample. Baldwin did the brewing himself, using a glass pot called a French press. Bowker, a slender, bearded man with dark hair and intense brown eyes, appeared at the door and the three men sat down to talk about Starbucks. Schultz was struck by their knowledge of coffee, their commitment to providing high-quality products, and their passion for educating customers about the merits of dark-roasted coffees. Baldwin told Schultz, We dont manage the business to maximize anything other than the quality of the coffee. 2 Starbucks purchased only the finest arabica coffees and put them through a meticulous dark-roasting process to bring out their full flavors. Baldwin explained that the cheap robusta coffees used in supermarket blends burn when subjected to dark roasting. He also noted that the makers of supermarket blends prefer lighter roasts because they allow higher yields (the longer a coffee is roasted, the more weight it loses). Schultz was struck by the business philosophy of the two partners. It was clear from their discussions that Starbucks stood not just for good coffee, but rather for the dark-roasted flavor profiles that the founders were passionate about. Top-quality, fresh-roasted, whole-bean coffee was the companys differentiating feature and a bedrock value. It was also clear to Schultz that Starbucks was strongly committed to educating its customers to appreciate the qualities of fine coffees, rather than just kowtowing to mass-market appeal. The company depended mainly on word-of-mouth to get more people into its stores, then relied on the caliber of its product to give patrons a sense of discovery and excitement. It built customer loyalty cup by cup as buyers of its products developed their palates. On his trip back to New York the next day, Howard Schultz could not stop thinking about Starbucks and what it would be like to be a part of the Starbucks enterprise. Schultz recalled, There was something magic about it, a passion and authenticity I had never experienced in business. 3 Living in the Seattle area also had a strong appeal. By the time Schultz landed at Kennedy Airport, he knew he wanted to go to work for Starbucks. Though there was nothing in his background (see Exhibit 2) that prepared him for the experience, Schultz asked Baldwin at the first opportunity whether there was any way he could fit into Starbucks. The two quickly established an easy, comfortable rapport, but it still took a year of numerous meetings and a lot of convincing to get Baldwin, Bowker, and their silent partner from San Francisco to agree to hire Howard Schultz. Schultz pursued a job at Starbucks far more vigorously than Starbucks pursued him. There was some nervousness at Starbucks about bringing in an outsider, especially a high-powered New Yorker, who had not grown up with the values of the company. Nonetheless, Schultz continued to press his ideas about the tremendous potential of expanding the Starbucks enterprise outside Seattle and exposing people all over America to Starbucks coffee—arguing there had to be more than just a few thousand coffee lovers in Seattle who would like the companys products. Schultz believed that Starbucks had such great promise that he offered to take a salary cut in exchange for a small equity stake in the business. But the owners worried that by offering Schultz a job as head of marketing they would be committing themselves to a new direction for Starbucks. At a spring 1982 meeting with the three owners in San Francisco, Schultz once again presented his vision for opening Starbucks stores across the United States and Canada. He flew back to New York thinking a job offer was in the bag. But the next day Baldwin called Schultz and indicated that the owners had decided against hiring him because geographic expansion was too risky and because they did not share Schultzs vision for Starbucks. Schultz was despondent; still, he believed so deeply in Starbucks potential that he decided to make a last-ditch appeal. He called Baldwin back the next day and made an impassioned, though reasoned, case for why the decision was a mistake. Baldwin agreed to reconsider. The next morning Baldwin called Schultz and told him the job of heading marketing and overseeing the retail stores was his. In September 1982, Howard Schultz took on his new responsibilities at Starbucks. Starbucks and Howard Schultz: The 1982–85 Period In his first few months at Starbucks, Schultz spent most of his waking hours in the four Seattle stores—working behind the counters, tasting different kinds of coffee, talking with customers, getting to know store personnel, and educating himself about the retail aspects of the coffee business. By December, Jerry Baldwin decided that Schultz was ready for the final part of his training—roasting coffee. Schultz spent a week at the roaster examining the color of the beans, listening for the telltale second pop of the beans during the roasting process, learning to taste the subtle differences among Baldwin and Bowkers various roasts, and familiarizing himself with the roasting techniques for different beans. Meanwhile, he made a point of acclimating himself to the informal dress code, blending in with the culture, and gaining credibility and building trust with colleagues. Making the transition from the high-energy, coat-and-tie style of New York to the more casual ambience of the Pacific Northwest required a conscious effort on Schultzs part. One day during the busy Christmas season that first year, Schultz made real headway in gaining the acceptance and respect of company personnel at the Pikes Place store. The store was packed and Schultz was behind the counter ringing up sales when someone shouted that a customer had just headed out the door with some stuff—two expensive coffeemakers it turned out, one in each hand. Without thinking, Schultz leaped over the counter and chased the thief up the cobblestone street outside the store, yelling Drop that stuff! Drop it! The thief was startled enough to drop both pieces and run away. Schultz picked up the merchandise and returned to the store, holding up the coffeemakers like trophies. Everyone applauded. When Schultz returned to his office later that afternoon, his staff had strung up a banner that read Make my day. 4 Schultz was overflowing with ideas for the company. Early on, he noticed that first-time customers sometimes felt uneasy in the stores because of their lack of knowledge about fine coffees and because store employees sometimes came across as a little arrogant. Schultz worked with store employees on developing customer-friendly sales skills and produced brochures that made it easy for customers to learn about fine coffees. Schultzs biggest idea for Starbucks future came during the spring of 1983 when the company sent him to Milan, Italy, to attend an international housewares show. While walking from his hotel to the convention center, Schultz spotted an espresso bar and went inside to look around. The cashier beside the door nodded and smiled. The barista (counter worker) greeted Howard cheerfully, then gracefully pulled a shot of espresso for one customer and handcrafted a foamy cappuccino for another, all the while conversing merrily with those standing at the counter. Schultz judged the baristas performance as great theater. Just down the way on a side street, he entered an even more crowded espresso bar, where the barista, whom he surmised to be the owner, was greeting customers by name; people were laughing and talking in an atmosphere that plainly was comfortable and familiar. In the next few blocks, he saw two more espresso bars. When the trade show concluded for the day, Schultz walked the streets of Milan exploring espresso bars. Some were stylish and upscale; others attracted a blue-collar clientele. What struck Schultz was how popular and vibrant the Italian coffee bars were. Most had few chairs, and it was common for Italian opera to be playing in the background. Energy levels were typically high, and the bars seemed to function as an integral community gathering place. Each one had its own unique character, but they all had a barista who performed with flair and exhibited a camaraderie with the customers. Schultz was particularly struck by the fact that there were 1,500 coffee bars in Milan, a city about the size of Philadelphia, and a total of 200,000 in all of Italy. His mind started churning. Schultzs first few days in Milan produced a revelation: The Starbucks stores in Seattle completely missed the point. Starbucks, he decided, needed to serve fresh-brewed coffee, espresso, and cappuccino in its stores (in addition to beans and coffee equipment). Going to Starbucks should be an experience, a special treat; the stores should be a place to meet friends and visit. Re-creating the Italian coffee-bar culture in the United States could be Starbucks differentiating factor. Schultz remained in Milan for a week, exploring coffee bars and learning as much as he could about the Italian passion for coffee drinks. In one bar, he heard a customer order a caffe latte and decided to try one himself—the barista made a shot of espresso, steamed a frothy pitcher of milk, poured the two together in a cup, and put a dollop of foam on the top. Schultz concluded that it was the perfect drink, and thought to himself, No one in America knows about this. Ive got to take it back with me. 5 Schultzs Growing Frustration On Schultzs return from Italy, he shared his revelation and ideas for modifying the format of Starbucks stores with Baldwin and Bowker. But instead of winning their approval, Schultz encountered strong resistance. Baldwin and Bowker argued that Starbucks was a retailer, not a restaurant or bar. They feared that serving drinks would put them in the beverage business and dilute the integrity of Starbucks mission as a coffee store. They pointed out that Starbucks was a profitable small, private company and there was no reason to rock the boat. But a more pressing reason for their resistance emerged shortly—Baldwin and Bowker were excited by an opportunity to purchase Peets Coffee and Tea. The acquisition took place in 1984; to fund it, Starbucks had to take on considerable debt, leaving little in the way of financial flexibility to support Schultzs ideas for entering the beverage part of the coffee business or expanding the number of Starbucks stores. For most of 1984, Starbucks managers were dividing their time between their operations in Seattle and the Peets enterprise in San Francisco. Schultz found himself in San Francisco every other week supervising the marketing and operations of the five Peets stores. Starbucks employees began to feel neglected and, in one quarter, did not receive their usual bonus due to tight financial conditions. Employee discontent escalated to the point where a union election was called, and the union won by three votes. Baldwin was shocked at the results, concluding that employees no longer trusted him. In the months that followed, he began to spend more of his energy on the Peets operation in San Francisco. It took Howard Schultz nearly a year to convince Jerry Baldwin to let him test an espresso bar. After Baldwin relented, Starbucks sixth store, which opened in April 1984, became the first one designed to sell beverages and the first one in downtown Seattle. Schultz asked for a 1,500-square-foot space to set up a full-scale Italian-style espresso bar, but Jerry agreed to allocating only 300 square feet in a corner of the new store. There was no pre-opening marketing blitz and no sign announcing Now Serving Espresso—the lack of fanfare was part of a deliberate experiment to see what would happen. By closing time on the first day, some 400 customers had been served, well above the 250-customer average of Starbucks best-performing stores. Within two months the store was serving 800 customers per day. The two baristas could not keep up with orders during the early morning hours, resulting in lines outside the door onto the sidewalk. Most of the business was at the espresso counter; sales at the regular retail counter were only adequate. Schultz was elated by the test results; his visits to the store indicated that it was becoming a gathering place and that customers were pleased with the beverages being served. Schultz expected that Baldwins doubts about entering the beverage side of the business would be dispelled and that he would gain approval to take Starbucks to a new level. Every day he went into Baldwins office to show him the sales figures and customer counts at the new downtown store. But Baldwin was not comfortable with the success of the new store; he believed that espresso drinks were a distraction from the core business of selling fine arabica coffees at retail and rebelled at the thought that people would see Starbucks as a place to get a quick cup of coffee to go. He adamantly told Schultz, Were coffee roasters. I dont want to be in the restaurant business . . . Besides, were too deeply in debt to consider pursuing this idea. 6 While he didnt deny that the experiment was succeeding, he didnt want to go forward with introducing beverages in other Starbucks stores. Schultzs efforts to persuade Baldwin to change his mind continued to meet strong resistance, although to avoid a total impasse Baldwin finally did agree to let Schultz put espresso machines in the back of two other Starbucks stores. Over the next several months, Schultz—at the age of 33—made up his mind to leave Starbucks and start his own company. His plan was to open espresso bars in high-traffic downtown locations that would emulate the friendly, energetic atmosphere he had encountered in Italian espresso bars. Schultz had become friends with a corporate lawyer, Scott Greenberg, who helped companies raise venture capital and go public. Greenberg told Schultz he believed investors would be interested in providing venture capital for the kind of company Schultz had in mind. Baldwin and Bowker, knowing how frustrated Schultz had become, supported his efforts to go out on his own and agreed to let him stay in his current job and office until definitive plans were in place. Schultz left Starbucks in late 1985. Schultzs Il Giornale Venture Ironically, as Schultz was finalizing the documents for his new company, Jerry Baldwin announced he would invest $150,000 of Starbucks money in Schultzs coffee-bar enterprise, thus becoming Schultzs first investor. Baldwin accepted Schultzs invitation to be a director of the new company, and Gordon Bowker agreed to be a part-time consultant for six months. Bowker urged Schultz to make sure that everything about the new stores—the name, the presentation, the care taken in preparing the coffee—was calculated to lead customers to expect something better than competitors offered. Bowker proposed that the new company be named Il Giornale (pronounced ill jor-nahl-ee ) Coffee Company, a suggestion that Schultz accepted. In December 1985, Bowker and Schultz made a trip to Italy during which they visited some 500 espresso bars in Milan and Verona, observing local habits, taking notes about decor and menus, snapping photographs, and videotaping baristas in action. Greenberg and Schultz then drew up plans to raise an initial $400,000 in seed capital and another $1. 25 million in equity—enough to launch at least eight espresso bars and prove the concept would work in Seattle and elsewhere. The seed capital was raised by the end of January 1986, primarily from Starbucks and two other investors who believed in Schultz and his ideas, but it took Schultz until the end of the year to raise the remaining $1. 25 million. He made presentations to 242 potential investors, 217 of whom said no. Many who heard Schultzs hour-long presentation saw coffee as a commodity business and thought that Schultzs espresso-bar concept lacked any basis for sustainable competitive advantage (no patent on dark roast, no advantage in purchasing coffee beans, no way to bar the entry of imitative competitors). Some noted that consumption of coffee had been declining since the mid-1960s, others were skeptical that people would pay $1. 50 or more for a cup of coffee, and still others were turned off by the companys hard-to-pronounce name. Being rejected by so many potential investors was disheartening (some who listened to Schultzs presentation ? didnt even bother to call him back; others refused to take his calls). Nonetheless, Schultz continued to display passion and enthusiasm in making his pitch and never doubted that his plan would work. He ended up raising $1. 65 million from about 30 investors; most of this money came from nine people, five of whom became directors of the new company. One of Howard Schultzs earliest moves during the start-up process was to hire Dave Olsen, who in 1974 had opened a coffee bar, Cafe Allegro, near the busiest entrance to the University of Washington campus. Olsen was a long-standing Starbucks customer, having discovered the quality of Starbucks coffee beans, gotten to know the owners, and worked with them to develop a custom espresso roast for use in his cafe. Olsens successful Cafe Allegro had become known for cafe au lait, a concoction equivalent to the Italian caffe latte. When Olsen heard of Schultzs plans for Il Giornale, he called Schultz and expressed an interest in being part of the new company—he was intrigued by the Italian coffee-bar concept and was looking for a more expansive career opportunity. Olsen not only had coffee expertise but also had spent 10 years in an apron behind the counter at Cafe Allegro. Schultz immediately picked up on the synergy between him and Olsen. His own strengths were in forming and communicating a vision, raising money, finding good store locations, building a brand name, and planning for growth. Olsen understood the nuts and bolts of operating a retail cafe, hiring and training baristas, and making and serving good drinks. Plus, Olsen was fun to work with. Schultz put Olsen in charge of store operations, made him the coffee conscience of the company, and gave him the authority to make sure that Il Giornale served the best coffee and espresso possible. The first Il Giornale store opened in April 1986. It had a mere 700 square feet and was located near the entrance of Seattles tallest building. The decor was Italian, the menu contained Italian words, and Italian opera music played in the background. The baristas wore white shirts and bow ties. All service was stand-up—there were no chairs. National and international papers hung from rods on the wall. By closing time on the first day, 300 customers had been served, mostly in the morning hours. Schultz and Olsen worked hard to make sure that all the details were executed perfectly. For the first few weeks, Olsen worked behind the counter during the morning rush. But while the core idea worked well, it soon became apparent that several aspects of Il Giornales format werent appropriate for Seattle. Some customers objected to the incessant opera music, others wanted a place to sit down, and many didnt understand the Italian words on the menu. These mistakes were quickly fixed, without compromising the style and elegance of the store. Within six months, Il Giornale was serving more than 1,000 customers a day and regulars had learned how to pronounce the companys name. Because most customers were in a hurry, it became apparent that speedy service was a competitive advantage. Six months after opening the first store, Il Giornale opened a second store in another downtown building. A third store was opened in Vancouver, British Columbia, in April 1987. Vancouver was chosen to test the transferability of the companys business concept outside Seattle. To reach his goal of opening 50 stores in five years, Schultz needed to dispel his investors doubts about geographic expansion. By mid-1987 sales at the three stores were equal to $1. 5 million annually. Il Giornale Acquires Starbucks In March 1987 Jerry Baldwin and Gordon Bowker decided to sell the whole Starbucks operation in Seattle—the stores, the roasting plant, and the Starbucks name. Bowker wanted to cash out his coffee-business investment to concentrate on his other enterprises; Baldwin, who was tired of commuting between Seattle and San Francisco and wrestling with the troubles created by the two parts of the company, elected to concentrate on the Peets operation. As he recalls, My wife and I had a 30-second conversation and decided to keep Peets. It was the original and it was better. 7 Schultz knew immediately that he had to buy Starbucks; his board of directors agreed. Schultz and his newly hired finance and accounting manager drew up a set of financial projections for the combined operations and a financing package that included a stock offering to Il Giornales original investors and a line of credit with local banks. While a rival plan to acquire. Starbucks was put together by another Il Giornale investor, Schultzs proposal prevailed and within weeks Schultz had raised the $3. 8 million needed to buy Starbucks. The acquisition was completed in August 1987. After the papers were signed, Schultz and Scott Greenberg walked across the street to the first Il Giornale store, ordered themselves espresso drinks, and sat at a table near the window. Greenberg placed the hundred-page business plan that had been used to raise the $3. 8 million between them and lifted his cup in a toast—We did it, they said together. 8 The new name of the combined companies was Starbucks Starbucks as a Private Company: 1987–92 The following Monday morning, Schultz returned to the Starbucks offices at the roasting plant, greeted all the familiar faces and accepted their congratulations, then called the staff together for a meeting on the roasting-plant floor. He began: All my life I have wanted to be part of a company and a group of people who share a common vision . . . I’m here today because I love this company. I love what it represents . . . I know you’re concerned . . . I promise you I will not let you down. I promise you I will not leave anyone behind . . . In five years, I want you to look back at this day and say I was there when it started. I helped build this company into something great. 9 Schultz told the group that his vision was for Starbucks to become a national company with values and guiding principles that employees could be proud of. He indicated that he wanted to include people in the decision-making process and that he would be open and honest with them. Schultz said he believed it was essential, not just an intriguing option, for a company to respect its people, to inspire them, and to share the fruits of its success with those who contributed to its long-term value. His aspiration was for Starbucks to become the most respected brand name in coffee and for the company to be admired for its corporate responsibility. In the next few days and weeks, however, Schultz came to see that the unity and morale at Starbucks had deteriorated badly in the 20 months he had been at Il Giornale. Some employees were cynical and felt unappreciated. There was a feeling that prior management had abandoned them and a wariness about what the new regime would bring. Schultz determined that he would have to make it a priority to build a new relationship of mutual respect between employees and management. The new Starbucks had a total of nine stores. The business plan Schultz had presented investors called for the new company to open 125 stores in the next five years—15 the first year, 20 the second, 25 the third, 30 the fourth, and 35 the fifth. Revenues were projected to reach $60 million in 1992. But the company lacked experienced management. Schultz had never led a growth effort of such magnitude and was just learning what the job of CEO was all about, having been the president of a small company for barely two years. Dave Olsen had run a single cafe for 11 years and was just learning to manage a multistore operation. Ron Lawrence, the company’s controller, had worked as a controller for several organizations. Other Starbucks employees had only the experience of managing or being a part of a six-store organization. When Starbucks’ key roaster and coffee buyer resigned, Schultz put Dave Olsen in charge of buying and roasting coffee. Lawrence Maltz, who had 20 years of experience in business and eight years of experience as president of a profitable public beverage company, was hired as executive vice president and charged with heading operations, finance, and human resources. In the next several months, a number of changes were instituted. To symbolize the merging of the two companies and the two cultures, a new logo was created that melded the Starbucks and Il Giornale logos. The Starbucks stores were equipped with espresso machines and remodeled to look more Italian than Old World nautical. The traditional Starbucks brown was replaced by Il Giornale green. The result was a new type of store—a cross between a retail coffee-bean store and an espresso bar/cafe—that became Starbucks’ signature format in the 1990s. By December 1987, employees at Starbucks had begun buying into the changes Schultz was making and trust had begun to build between management and employees. New stores were on the verge of opening in Vancouver and Chicago. One Starbucks store employee, Daryl Moore, who had voted against unionization in 1985, began to question his fellow employees about the need for a union. Over the next few weeks, Moore began a move to decertify the union. He carried a decertification letter around to Starbucks stores and secured the signatures of employees who no longer wished to be represented by the union. After getting a majority of store employees to sign the letter, he presented it to the National Labor Relations Board and the union representing store employees was decertified. Later, in 1992, the union representing Starbucks’ roasting plant and warehouse employees was also decertified. Expansion into Markets Outside the Pacific Northwest Starbucks’ e.