原发布出处：FoodBud 微信，2022年7月18日 00:50。本文为清理后的中文历史正文，已去除微信页眉、尾部引流和广告性内容。
7月17日，有消息指出，星巴克正在研究出售其英国业务的可能性，一方面是遭遇了疫情的冲击，另外一方面是一直面临着来自Pret A Manger、Tim Hortons和Costa等咖啡连锁品牌的竞争。 据知情人士透露，今年星巴克聘请了国际投资银行Houlihan Lokey作为顾问，帮助其评估外界对其英国业务的兴趣，这可能会引起专业的特许经营集团或者私募的兴趣。 根据星巴克的2021财年年报来看，截至2021年10月3日，星巴克在英国的自营门店有298家，特许经营的加盟店为791家。从星巴克的特许经营业务来看，北美以外的国际市场上，最大的是韩国，其次是墨西哥，英国是排名第三的。 图片来源2021财年年报，星巴克的特许经营门店数据 2021财年的时候星巴克已经把韩国业务卖了。星巴克出售韩国合资企业的股权，实现了8.65亿美元的净收益。星巴克将星巴克韩国公司的50%股权，其中17.5%出售给了韩国的合作伙伴E-Mart Inc.，另外32.%的股权出售给了新加坡的主权财富基金GIC Private Limited，总价为11.75亿美元（约74.5亿人民币），也就是韩国星巴克的估值为23.5亿美元（约149亿人民币）。 今年又因为俄乌战争，星巴克退出了俄罗斯市场。 针对英国业务出售的消息，星巴克方面表示，目前还没进入到英国业务正式出售的阶段，依然还在评估国际业务的战略选择。 由于疫情的冲击之下，英国市区内的客流量恢复速度比较慢，星巴克一直在与运营成本的增长，以及竞争加剧做斗争。截至2021年10月的2021财年，星巴克的英国业务雇佣了约4000名员工，全年的销售额为3.28亿英镑，税前利润为1330万英镑，而在2020财年亏损4090万英镑。 星巴克创始人舒尔茨回归担任临时CEO之后，就一直在走访星巴克的门店，与门店的员工进行交流，也经常会在其官方披露舒尔茨的走访情况和对外沟通的信件。 在7月11日，舒尔茨更新了一封新的信件称，要重塑星巴克的门店和员工关系，并且将会披露更细化的内容来说明如何落地。 对于星巴克来说，目前依然是一家伟大的咖啡连锁品牌，但是在北美市场因为疫情冲击之后，跟门店的员工关系一直保持着紧张的状态。就现阶段而言，优先要解决的是内部的员工关系，以及如何对门店的体验进行重塑；还有就是找到下一位继任者。 不论是韩国市场，还是英国市场，对于老美大集团的CFO来说，仅仅只是一个交易（Make a deal）而已。当有利可图的时候就自己来操盘，当不赚钱的时候，就卖掉。 看中国市场的情况也是如此，早年的中国市场特许经营的代理有香港美心，也有统一。后面，星巴克把中国大陆市场的门店都买回去了。哪天中国市场，因为竞争太激烈，拖入了亏损泥潭，星巴克总部把这部分业务再卖掉，也不至于特别惊讶。 星巴克中国的特许经营历史：
1999年，大陆第一家星巴克在北京国贸商城开业，这家门店便是以特许经营方式，经星巴克授权，由北京美大星巴克咖啡有限公司开设。此后，星巴克采用类似的方式进入华东及华南市场：在华东地区，星巴克与统一公司联合成立“上海统一星巴克公司”，以合资形式推进星巴克品牌在华东区域的扩张；华南地区业务则由美心星巴克餐饮（南中国）有限公司负责。 星巴克从2005年开始回购合资公司股份，旗下合资开设的特许经营店也变为直营。数字显示，2005年星巴克增持上海统一星巴克公司的股份，比例提高至50%；随后，其持有的美心星巴克股份比例提升至51%；2006年，星巴克收购北京美大星巴克90%的股份，京津60多家连锁店回归直营。 2017年，收购上海统一星巴克咖啡有限公司剩余的50%股份，是星巴克历史上数目最大的一起收购，作价13亿美元。星巴克借此获得约1300家门店的100%所有权，这些门店分布在上海、江苏、浙江三个省份的25座城市中。 附上舒尔茨的信件（7月11日）原文： In a letter to Starbucks partners, chief executive officer Howard Schultz shared a set of principles and a new partnership for the reinvention of the next chapter of the company. Partners: The state of the world, the conditions of our stores and communities, and the hopes and dreams and lives of each of our partners are top of mind as I write you this morning. Since my return in April, I have been learning so much through open, honest and often vulnerable conversations and collaboration sessions across stores, manufacturing plants and in the Starbucks Support Center. It’s clear we’re living in a changing world where economic, societal and operational pressures are colliding. We’re seeing unprecedented cultural division and economic trauma – all while navigating a pandemic, and it seems as though every day there is a new crisis to address. All of this affects our partners. All of this affects Starbucks as a company. And all of this deeply affects millions of customers who visit our stores every day. Our stores serve as windows into America and through them we see the magnitude of the hardships and the ways in which people’s needs are changing. It has long been my deep belief that together we can – and do – play an important part in creating positive change, for partners and our communities. However, like so much of the world right now, the Starbucks business as it is built today is not set up to fully satisfy the evolving behaviors, needs and expectations of our partners or customers. It is not designed for the future we aspire to for ourselves and the communities in which we serve. Today, we find ourselves in a position where we must modernize and transform the Starbucks experience in our stores and recreate an environment that is relevant, welcoming and safe, and where we uplift one another with dignity, respect and kindness. We need to reinvent Starbucks for the future. And to be successful, it will take our collective courage to begin again. So where do we go from here? We are now laying the foundation for the next Starbucks – a company even more true to our shared mission: To inspire and nurture the human spirit – one person, one cup and one neighborhood at a time. Many teams are already hard at work to build this next Starbucks. We have started gathering over the last weeks to galvanize around significant reinvention efforts designed to improve the experience of partners and customers and tuned to the health of our communities and our business. Our Reinvention plan begins with five Bold Moves. We will: Re-envision how we bring our mission to life. Renew the well-being of retail partners by radically improving their experience. Reimagine our store experience for greater connection, ease and a planet positive impact. Reconnect with our customers by delivering memorable and personalized moments. Redesign partnership by creating new ways to thrive together. This is the next chapter of Starbucks. We will unveil specific programs and initiatives to deliver upon this set of Bold Moves in the weeks ahead. The additional work required will take shape over time and continue be created together – across our stores, our roasting plants and the Starbucks Support Center – between each of us and also with the customers and stakeholders we serve. Today, I want to share a preview of how we are thinking about the redesigning of partnership at Starbucks – a partnership where we each have voice and agency in bringing forward perspectives and ideas, and shared accountability for our actions and impact. Our partners’ own stories, experiences and ideas as shared through collaboration sessions, surveys, open forums and direct conversations with their leaders have inspired a set of principles for a new partnership at Starbucks. These are the principles that will guide us forward: Safety, welcoming and kindness for our stores. In a world that is increasingly isolating and often divided, we can operate in a way that knits together the fabric of our neighborhoods. We can expect to protect each other, respect and include each other, and work together to create the kind of safe and welcoming environment we need at work. Advancement and opportunity for our partners. Starbucks can be a stepping-stone to betterment– the gaining of skills that matter, roles that pay equitably and paths to more growth and opportunity. Well-being for one another and our communities. The uncertainties and challenges in our communities are degrading our mental, physical and financial well-being. Starbucks wants to make a deposit back into society – to help each of us heal, recenter; not just cope, but thrive. Starbucks is investing in the mental, physical and financial health of every partner through our practices, policies and benefits. Shared power, shared accountability, shared success. We built this company on the power of partner ideas and voice. Our Reinvention must even more deeply unleash power within each of us, more deeply share accountability in building a shared future and benefit all of us when the company succeeds. We aim to be a wholly new kind of company in our industry, setting a new standard. Each of us has an ability each day to put these principles into practice. And we will use the weeks ahead to provide you with greater clarity around the existing and new resources and programs available to you and your leaders for support. Partners, we have created a great and enduring company that has overcome many challenges over the last 50 years. This rich history is built with a long line of partners who have dared to make Starbucks a different kind of company. With each era, we each make our contribution. The work of our Reinvention is ongoing – and all Starbucks partners who believe in our purpose and potential as a company can make a significant contribution in building our path forward. Onward, Howard