How much business would you lose if you closed your store for three hours? How much would it cost you to pay your staff for that time? How much would your overhead be for the time you were closed? What would the total be if you closed 7,100 stores for an evening?
To Howard Schultz, recently re-installed as the CEO of Starbucks, those questions became more than just an exercise. He viewed the need for additional training of the company’s 135,000 team members as key in his efforts to turn Starbucks around.
“We will close all of our U.S. company-operated stores to teach, educate and share our love of coffee and the art of espresso,” Schultz posted on his the Starbuck’s Web site.