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Starbucks Hrm Paper – Paper Example

An Analysis of Actual Personnel Policies for the StarbucksCoffee Starbucks is one of the renowned coffee companies in the world today.

Starbucks is known for its great customer service, inviting atmospheres, and

excellent coffee. It all began in1971 in Seattle Washington when they

opened their first store located in Pikes Place Market. Starbucks progressed

through the many years and now Starbucks is one of the lead coffee stores

in the world. They do not only offer coffee but the stores offer a place to

work, study, think and even meet new people, which is widely known as

Starbucks experience.

Starbucks is more than just coffee. The aim of this paper is to examine and

evaluate the most important aspects and policies regarding the human

resources management of Starbucks by addressing key issues and

influencing factors.

Mission Statement As part of the strategy, CEO Howard Shultz has taken steps to invigorate the

staff and ensure the best customer experience. These measures include

retraining the staff and holding conferences calledleadershiplabs to inspire

its managers who he considers as the “ambassadors of brand, merchants of

romance, and disciples of delight” (Kessler, 2012).

Starbucks has also changed its mission statement. Starbuck’s first mission

was drafted in 1990 and reflected its goal of being the number one provider

of the best coffee you can find in the world (Stanley, 2002). Their new

mission statement, as stated on their website is “to inspire and nurture the



human spirit – one person, one cup and one neighborhood at a time. ”

Starbucks has announced plans to change its leadership structure in order to

accelerate global growth. The company will be divided into 3 regions, The

Americas, Europe, and Asia.

Each region will be led by a president that reports to the CEO. The company

is also expanding into the tea market as part of its goal to become a $1

billion dollar business (Starbucks Newsroom, 2011).

Organizational Structure Since its establishment in 1971, Starbucks has seen many changes to its

external & internalenvironment. As a result, Starbucks has made changes to

its human resource management policies with regard to its mission, strategy,

and organizational structure. Since Starbucks opened 42 years ago, coffee

consumption in the US has steadily increased.

The 2012 National Coffee Association's National Coffee Drinking Trend

Survey that coffee consumption has increased in all categories since 2010.

The largest increase has been observed in gourmet coffee beverages which

increased by 8% since 2010. This upward trend is in line with the center’s

other surveys that show a continual increase for coffee, which is the leading

non-alcoholic beverage in the U. S. over soft drink consumption and other

beverages (National Coffee, 2012). Starbucks is a massive company with

numerous departments. All of the operations are managed from the

headquarters in Seattle.

District managers oversee the regional clusters of Starbucks stores and they

report to the headquarters. Regional managers report to district managers.



Store managers oversee the store operations and report to regional

managers. Within the store organization one can descend to lower levels of

position from store manager to assistant store manager to shift supervisor to

barista. (StarbucksCareerAdvancement, 2013) One can say that Starbucks

has a divided and diversified organizational structure. The structure can be

examined in two places.

First part is the retail stores, where the physical contact is made with the

customers. Since this part of the company solely works on satisfying the

customer needs, contains high involvement of employees, and has relatively

lesser layers of management, the organizational process resembles a flat

organizational structure. (Gomez-Meija, 2012, p. 54). When moving to the

corporate sector, one could say that this part resembles a bureaucratic

organizational structure as employees are more specialized and there is a

top-to-down approach among the ladders. Gomez-Meija, 2012, p. 54).

External Environment These demographic changes for coffee has prompted new entrants into the

consumer coffee market. The quick-service restaurant sector, including

McDonalds, Wendy’s, Krispy Kreme Doughnuts and Jamba Juice have started

lines of premium coffee. In addition, Starbucks faces new competitors in the

grocery aisles sincetechnologyhas made single serve coffee makers more

popular for home use (National Coffee, 2012). In the global environment, the

coffee industry is also seeing an expansion. Coffee is already the world’s

most popular beverage, and has consistently ranked in the top five most

traded commodities since the 1990s (Pendergrast, 2009).



Internal Environment The internal environment is based around Starbucks’ mission to create a

third place between home and work. As Starbucks has grown and expanded

it has attempted to control quality by not franchising. As Starbuck’s

environment has changed, the company has made several adjustments to

Starbucks’ Human Resource policies. CEO Howard Shultz retook the helm of

the company in 2008 with a goal of returning to the core values of producing

the best cup of offee (Wertheimer, 2011).

Personnel Needs The personnel that comprise the retail department are the Baristas and Shift

Supervisors. Baristas prepare coffee and serve customers. Shift Supervisors

assist the store manager with store operations. The Shift Supervisor is also a

team leader responsible for delegating tasks and assisting with staff member

training. Starbucks has about 18,000 stores worldwide, with 72% of them in

North America (Loeb, 2013). Although the coffee giant has over 200,000

employees, each stores retail staff averages less than 9 members

(Naydenov, 2013).

The company recently demonstrated its procedure for handling personnel

needs relative to demand. Between 2009 and the end of 2012, 39,000

employees were laid off as the global giant closed more than 600 stores. This

downsizing was a result of a restructuring effort during the recession which

brought economic uncertainty. Now that the company is experiencing

recovery, CEO Gary Shultz has announced plans to hire 3,500 baristas by the

end of 2013 (Allison, 2013). The expansion is a result of increased demand

due to Starbucks new product launches which include a new line of coffee



and the venture into the tea market. The company’s growth is also aided by

continuous high sales in China.

Job Description Starbucks as a big entity with over 200000 employees (Simon, 2008) is a

massive global company employing people within a wide variety of positions.

They have baristas who are the public face of the company, both interacting

with the customers and preparing their coffee and lattes. They have shift

supervisors who are veteran baristas overseeing the overall Starbucks store

experience for customers. Starbucks hires a big number of people, mostly for

their retail stores.

These retail jobs have a more general description. When looking at the job

description at the Starbucks career page, one can see that this position

might not be a technical one but is explained in great details. Because this

position requires focus on multiple tasks with light focus, one could define it

as a general position. In the upper levels of the careers, there are many

kinds of management positions from store managers to district managers to

regional managers. Job descriptions at Starbucks tend o get more specific

towards the upper ladders as the company starts to resemble a bureaucratic

organizational structure. For example, Critical positions such as managers

are described in much greater detail when compared to retail store positions.

A product manager has many tasks and duties but the responsibilities stay

focused. The job description for the product manager is comprised of (1) a

title, (2) a location, (3) a job summary (4) key responsibilities, (5)

qualifications (6) required knowledge, skills ; abilities and (7) core

competencies (Starbucks | Careers, 2013).



This job description matches and even exceed the content of the ones

described in the textbook as the textbook suggests that a job description

should include a summary, duties and responsibilities, requirements and

qualifications. One can say that Starbucks has executed creating of job

descriptions very professionally in accordance with today’s standards. Two

job descriptions, one for a barista and one for a product manager, are

provided in the Appendix section, where one can picture the differences

between a general job description and a specific job description.

The barista has many duties in a great variety. They should provide

customer service, be in constantcommunicationwith their supervisors and

maintenance the cleanliness of the place. A product manager has greater

responsibilities such as marketing, management and product innovation but

the duties and tasks are are described with a greater precision when

compared to the barista’s job description. One reason for this difference

might be the fact that the baristas are focused and that’s a dynamic task

subject to change at all times.

Recruiting and Selection Recruitment is the gathering of capable people who might be a fit to the

position and selection is a process where the decision makers use specific

tools and methods to choose the better candidates within that pool.

(Bratton ; Gold, 2007, p. 239) Recruiting and selection of employees are

important milestones in hiring a candidate for a position. It is usually

conducted by a member of HR or a manager. Starbucks obviously utilizes job

design and job analysis methods for positions from all levels because their

job descriptions at the career web-site are very well structured.



Starbucks HR uses both internal and external recruitment. In the case of

internal recruitment, there are a few ways to lead this process. Candidates

can be selected in the intranet on the website where only the staff and the

employees have access. Additionally candidates can be selected through

staff meetings or recommendations from other employees (usually the ones

in higher positions in the ladder). In the case of external recruitments,

Starbucks utilizes conventional recruitment methods and accepts only online

applications: To attract candidates Starbucks uses ads, word of mouth and

internet to reach out to people.

Even though Starbucks uses methods besides the internet to reach out to

potential candidates, they select candidates from the pool that receives

applications from the career web-site. First they eliminate the ones who do

not have the qualifications. After that they do phone interviews to select the

ones who are interested in the position. The ones who the pass phone

interviews undergo a face to faceinterviewwith district and regional

managers. (Starbucks Interview Questions, 2013) Their sources of

recruitment process provide all the aspects of traditional and non-traditional

methods described in the textbook (Gomez-Meija, 2012, p. 74). Starbucks

had some out of the box thinking and has incorporatedsocial mediavery

nicely into its recruiting and selection process. Positions and applications can

be reached out through the Twitter and LinkedIn. (Social Recruiting, 2010)

This way Starbucks increases the chances of interactive conversations and

encourages more potential candidates to apply for positions to increase the

size of the recruitment pool.



Employee Training Starbucks has a unique and successful approach to the training the company

offer to employees, new and tenured. The training regimen of a Starbucks

Employee consists of a multitude of strategies including but not limited to

Customer service training, Cross-functional training, team training, and On-

the-job training (OJT) (Reese, 1996). Training/lessons are creatively named

so as to keep with Corporate Cultures i. e. “Brewing the perfect cup”, “coffee

knowledge”. These different methods of training are systematically set in

place and usually take about 24 hours, of which the majority is to be

completed within the first two weeks of employment. Once an employee has

“cleared” all different levels of training, the employee should be well

rounded, educated, and skilled to service customers/clientele (Reese, 1996).

Tuition Reimbursement Starbucks offers tuition reimbursement based on the employees eligibility,

position, and length of continuous service from the beginning of each

calendar year. Taking into consideration that 85% of Starbucks “Partners”

haveeducationbeyond high school and the average age is approx. 26, the

benefit of tuition reimbursement is as lucrative as the wages themselves.

The idea of getting a degree and having your “employer” pay for it fits as a

strategic benefit/lure for the principle demographics of Starbucks employees.

(Life at Starbucks, 2006) The eligible expenses consist of tuition fees, books,

class requires supplies and required fees. Another eligibility criterion is that

the education the employee wishes to get must aid the employee in his/her

career path in Starbucks. Many degrees are supported in the program such

as Associate’s, Bachelor’s, Masters, Doctoral, and Certificate degrees.



Employees can apply through internet, fax or e-mail. There is also a limit to

this tuition reimbursement amount. In the Appendix, a tuition reimbursement

application sample form is attached.

Total Compensation Starbucks hires around 200 people per day and has one of the lowest

turnover rates in the industry. Starbucks aims to imbed its values in the

companyculture. Starbucks use these values to give employees a sense of

meaning to their work even if it is just pouring a cup of coffee. The firm belief

has been that if you take care of your employees, employees will take care

of customers and be engaged in their work. They offer a comprehensive

benefits package including healthcare coverage, stock options and

discounted stock purchase programs.

Their benefits package is branded “Your Special Blend” and is available to

employees in its full capacity after only ninety days of employment. To go a

step further, Starbucks implemented a plan called Partner Connection to help

the workforce withhealthand fitness and to link employees with shared

interests and hobbies. This program is funded by sales of logo merchandise

to partners. They also have a program called the CUP Fund that helps

employees with financial assistance during times of crisis or hardship and a

Total Pay package that offers discretionary bonuses.

Finally, Starbucks offers its employees a program called Mission Review

which allows the employees to communicate thoughts and feelings to

management and receive answers to their questions. The formal rewards are

certainly not very attractive. Most of the so-called partners are paid less than



what primary school private tutors get per hour. Starbucks is a challenge for

its employees, learning something new, and a good way of earning some

extramoney. The partners make work fun, and employees like to mess

around with coffee. One could say that informal rewards would play a larger

part than in these intrinsically driven motivations.

Employees are free to take any drink from Starbuck sand they do it very

openly. When a former employee turned up to visit everybody, they were

given a warm welcome, and not to mention helped to a free drink. It does

seem that working in Starbucks made the employees and former employees

feel good as they were able to drink free coffee which other consumers pay.

Starbucks, as a popular culture icon, also made it cool and hip to work in. A

certain amount of social status is conferred thus, and this is another hidden

reward. It makes sense why these people were so intensely motivated in

their work behavior.

A 20% discount would be available for any employee when he visits another

branch, even when he or she is off duty. All that the employee has to do is to

key in his or her Identification Card Number. The interesting thing is that this

attractive discount also applies if the employee orders on behalf of

accompanying friends. The privileges of working for Starbucks Coffee extend

beyond normal working times. Only the employees are able to understand

the benefits and such small benefits add up to actually becoming quite

substantial.



Union vs. Nonunion The employee-employer relationship is complicated at Starbucks. Starbucks

was unionized in the 80s and provided health-care even to the baristas

besides a share of the profit. In 1992 Starbucks became union-free with the

worker’s own will because The CEO Howard Schultz claimed that he really

cared about the workers, calling them "partners" and he would listen to their

problems. (Fellner, 2008, p. 144) There are contradictory comments about

the issue. Even though baristas still receive health benefits as much as

higher-level management employees, they are not happy about the payrolls.

For example, the baristas in New York City complain that the wage they get

is not enough to make a living. (Maher-Adamy, 2006)There have been

disputes between managers and baristas in public (International Labor,

2008). There are also neutral commentators who believe that the truth lies in

between as some think that Starbucks is treating their employees still better

than many other restaurants (Fellner, 2008, p. 70). Starbucks is already

unionized since 2006, founded by a previously fired employee, Daniel Gross

(Simon, 2008). Facts point out that Starbucks should stay unionized.

Even though when research indicates that Starbucks treats its employees

with more dignity than many other restaurants by calling them partners

(Fellner, 2008, p. 142), it does not necessarily prove that they are treating

their employees fairly. The management claims that they have been treating

the employees fairly and providing them with benefits, good wages, and

stock options but the company has been accused of union bashing and a

National Labor Relations Board Judge ruled that Starbucks violated federal

labor law by trying to stop union activities at four Manhattan locations in



New York. James, 2009). Wagner Act states that management should not

interfere with, restrain or coerce employees from exercising their their rights

to form unions. (Gomez-Meija, 2011, p. 506) The Taft-Hartley Act, and the

Landrum-Griffin Act were amended in order to balance the power distribution

but one can say that Starbucks unions are not overpowered at all.

Work Life The quality of work life for Starbucks employees actually is really good for

them. Starbucks has a great outlook on employee relationships, and they

offer such benefits that it does keep the employees happy. The benefits

offered help relieve normal every day stresses so you can focus more on

working at your best. Starbucks creates a happy environment with the help

of having happy employees. The Quality of work life is related to high job

satisfaction it is known to have less “absenteeism and turnover” (Gomez-

Mejia, 2012, p. 20). Employees feel satisfied in a job when a few different

needs are met. There is the environment in which they work the other

employees around them, and the benefits that come from the company that

all help employees to want to feel as they are a part of the company and are

appreciated.

Benefits Starbucks offers the usual benefits most company’s give out and then some.

They have competitive pay, Insurances for Medical, prescription drug, dental,

vision, life and disabilities. Starbucks also offers the employees Bonuses,

paid time off, and a retirement savings, which is very valuable because

everyone is worried about getting older and to have a retirement plan, helps

you look to the future with less worries. The list continues with equity in the



form of Starbucks stock and discounted stock purchase plan, and employees

like to be a part of the company they are working for especially if they do

feel happy with the company.

Another -not so much heard- benefit is the Adoption assistance which is an

amazing gift for the families who are helping the homeless children in the

world. Domestic partner benefits are also a large helper because then it

helps secure families more. Emergency financial aid can take astressoff your

back, and a referral and support resources for child and eldercare is another

help with the stress reliever. On top of all the benefits, you even get a free

pound of coffee each week (Huang, 2011). One method they use to have

productivity enhancing techniques is they offer "Perks for Partners". An

example is that while on work breaks any tea, or coffees are free of charge.

Being an employee and having free beverages on the break is a nice

incentive, and would help enhance productivity because happy employees

produce good work productivity (Starbucks. com, 2013).

Performance Appraisal Policies The performance management system at the Starbucks revolves

around each employee; it puts the individual as the focus where every

person who is in direct interaction with him will evaluate him. All his peers,

subordinates, supervisors and even externally interacting parties such as the

customers, and suppliers belong in this group of people.

This is related to the 360 degree concept where employees provide their

own evaluation along with their evaluation by those surrounding them. At

Starbucks each employee’s evaluation influences the employee’s future on



whether he should be rewarded, promoted or even fired. But at the same

time there is a controversy attached with the 360 degree evaluation system

as it has a great tendency to be biased towards an individual, the evaluation

can be easily manipulated with a simple understanding between the

employees.

But Starbucks believes in the goodness of the human beings it is believed

that the employees will be honest and evaluate themselves and others with

utmost integrity. The number of orders fulfilled by the employee in a given

amount of time, the number of orders that had errors and were given back,

employee’s behavior around customer and others, the feedback from

customers this management system is an all-round technique.

Personnel and Human Resource Policies Overall Starbucks human resources have focused on overall wanting to be

the most known brand there is in the coffee industry. They haveCultural

Diversityby respecting the surrounding local cultures, and they

utilizeglobalizationprinciples at the same time. Starbucks has expanded so

much since they first opened in 1971, in Seattle Washington’s Pike Place

Market. Choosing this location for their first store was a tiny piece of the

success, Pikes Place is already known to be famous because of Starbucks’

reputation. Starbucks used the help of another brand name to get their

name out there. Since Starbucks is expanding its growth at all times, it is

very important to keep in mind the diversity in order to globalize (Allison,

2012).



Starbucks would have no success in growing if they did not properly accept

the ways of local culture. Customers only keep coming back if you make

them feel comfortable and that needs considering and taking all cultures into

account at all times. Starbucks has a very important recruitment process

when hiring new candidates and this is one of the most effective policies that

the human resources put into action. The Development process helps them

hire good employees so it is very important probably the most important to

the company, and creates good customer service.

They have great targeted training, certification programs and performance

evaluations. The management team gets evaluated by the district managers

annually. The baristas have regular evaluations every 6 months after they

are hired and they have three outcomes to label these employees; needs

improvement, meets expectations, exceeds expectations (Huang, 2011. )

Customers First Motto is very important, this helps keep customerloyaltyand

keeps the door open for new customers from good word of mouth. This is

one of the most effective policies there is because with no customers there is

no growth, no revenue and could demolish the brand name.

Starbucks has a competitive advantage and offers the partners many things

to keep them enthusiastic towards the Starbucks Company. One of the least

effective policies would be the Starbucks rewards program for the

customers; where you can get a free coffee for your birthday (Huang, 2011).

Even though the benefits from these rewards are small and only exciting for

some customers, others just want to feel comfortable where they go or fast

pace with good customer service. Starbucks tries to position itself higher



than other companies with all the perks and benefits and how the whole

company is run.

Starbucks creates a good image of the company, and this image will only

help them grow and continue to be a great company in the industry.

HR Improvements If Starbucks could improve anywhere in their human resource policies, it

would have to be in the training area and the performance evaluations they

perform. These evaluations can help ensure the employees are staying

positive and being an a part of the company. Too many evaluations would be

a waste of money, but they should perform the Barista evaluations at every

3 months until an employee has been with them for one year.

This would help Starbucks make sure they hire the proper employees and

can weed through the ones who are not proper for the job. Also with

Starbucks becoming so worldwide and opening stores in places such as

United Kingdom and Russia they need to make sure people are properly

trained in the cultures around them as to where the Starbucks is located. All

the different states and countries Starbucks has offered special products to

please the surrounding customers in their own geographic areas. In United

Kingdom they added an extra shot of espresso to their 12 ounce drink

(Allison, 2012).

Human resource policies should be the same throughout the company no

matter what continent they are on but they do need to make sure proper

training happens in each culture so that the company can keep expanding.



Conclusion Starbucks overall has a great company that still to this day is growing and

will continue to grow worldwide. The company has their human resources

policies planned and organized in a very helpful and successful way.

Starbucks understands the important aspects that make a company whole,

and the needs of what to accomplish in order to have a growing successful

Company.

Starbucks strategy has proven year after year they are on the right track

that a company should be on to generate revenues and a pleasant

environment for the employees, employers and consumers. There are some

issues with the employees in terms of wages, benefits and unions and

Starbucks should keep the promises that has been given personally by the

CEO, because it has been observed many times that happier employees

means a better service and this results in happier customers.

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org/templates/transcript/transcript. php? storyId=134738487 Why are

starbucks workers joining a union? (n. d. ). Retrieved April 14 2013

from http://www. starbucksunion . org/about-starbucks-union/why-are-

starbucks-workers-joining-union

Appendix I Job Description of a barista Barista (US) Location: Boca Raton, FL (5250

Towne Center Circle) Location Details Starbucks 5250 Towne Center

Circle Boca Raton, FL 33486 P: 561-347-9710

See all jobs at this location Job Description As a Starbucks Barista, you will

create the Starbucks Experience for our customers by providing legendary

customer service with prompt service, quality beverages and products, and

maintaining a clean and comfortable store environment. You will be

responsible for modeling and acting in accordance with Starbucks guiding

principles and best of all, you’ll be part of a company that is consistently

rated as a great place to work and the people here love what they do.

Summary of Key Responsibilities Responsibilities and essential job functions include but are not limited to the

following:

Acts with integrity, honesty and knowledge that promote the culture,

values and mission of Starbucks.

Maintains a calm demeanor during periods of high volume or unusual

events to keep store operating to standard and to set a positive



example for the shift team. CombinedDocx.py config

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templates tmp UpdateTaxonomyCounts.sh Anticipates customer and

store needs by constantly evaluating environment and customers for

cues.

Communicates information to manager so that the team can respond

as necessary to create the Third Place environment during each shift.

Assists with new partner training by positively reinforcing successful

performance and giving respectful and encouraging coaching as

needed.

Contributes to positive team environment by recognizing alarms or

changes in partner morale and performance and communicating them

to the store manager.

Delivers legendary customer service to all customers by acting with a

customer comes first attitude and connecting with the customer.

Discovers and responds to customer needs.

Follows Starbucks operational policies and procedures, including those

for cash handling and safety and security, to ensure the safety of all

partners during each shift.

Maintains a clean and organized workspace so that partners can locate

resources and product as needed.

Maintains regular and consistent attendance and punctuality.



Provides quality beverages, whole bean, andfoodproducts consistently

for all customers by adhering to all recipe and presentation standards.

Follows health, safety and sanitation guidelines for all products.

Recognizes and reinforces individual and team accomplishments by

using existing organizational methods. Summary of Experience

No previous experience required

Required Knowledge, Skills & Abilities

Ability to learn quickly

Ability to understand and carry out oral and written instructions and

request clarification when needed

Strong interpersonal skills

Ability to work as part of a team

Ability to build relationships Physical Requirements

Constant standing/walking

Occasional stooping, kneeling or crawling

Occasional pushing, pulling, lifting or carrying up to 40 lbs

Occasional ascending or descending ladders, stairs, ramps

Constant computer/POS Register and bar equipment usage Frequent,

continual, intermittent flexing or rotation of the wrist(s) and spine

Constant reaching, turning, and performing precision work around bar

area

Constant receiving detailed information through oral communication

Constant talking, expressing or exchanging ideas by means of the

spoken word



Occasional Distinguishing, with a degree of accuracy, differences or

similarities in intensity or quality of flavors and/or odors

Job Description of a Product Manager Description JobSummary & Mission This job contributes to Starbucks success by supporting the transformation of

Starbucks food, a critical strategic initiative for our company and an area of

tremendous change and opportunity. Role is a unique combination of

category work + strategic support of high impact special projects.

Description: drives the successful rollout of our new La Boulange platform

across the United States by ensuring the engagement of store Partners.

Works with cross functional teams to create new engagement plans and

protocols, design special events and otherwise ensure the sustained success

of our food program within stores. Proactively identifies and resolves

potential challenges, facilitates cross-functional communication, and

manages the product performance against operating plans and budgets to

achieve Starbucks financial and business objectives. Models and acts in

accordance with Starbucks guiding principles.

Summary of Key Responsibilities

Responsibilities and essential job functions include but are not limited to the

following:

Business Management:

Manages the product line business against operating plans and

budgets. Tracks, analyzes and communicates product and program

performance vs. expectations. Provides meaningful insight and



recommends action plans to address variances in performance against

annual plan.

Manages cross functional team to deliver integrated launch programs

for products, including product direction, marketing plans and store

operations and supply chain requirements.

Communicates product direction to internal and external partners.

Develops and manages product line business plans. Creates and

presents the business case for new programs to support growth

strategies and profitability targets. Makes recommendations regarding

product objectives and strategy, positioning, pricing, packaging, and

product lifecycle. May provide information and direction for planning,

forecasting and managing inventories.

- Supports qualitative and quantitative research to develop key

findings and recommended actions (e. . develops proforma models and

runs sensitivities).

Merges trends and otherprimary and secondaryforms of research with

fact based business insights to arrive at sound strategic

recommendations. Uses data to tell a logical story.

Manages project teams and timelines to deliver products and

programs. May work with cross-functional partners to ensure the best

available costs, terms and quality.

Provides input into the strategic plan for product(s) they manage.

Marketing & Promotions:

Develops and manages multi-channel, integrated marketing plans for

promotions, brand initiatives, or product.



Creates and presents the business case for new programs to support

growth strategies and profitability targets.

Creates and/or provides input to recommendations regarding

marketing plan objectives, strategy, messaging, marketing mix, and

tactics.

Develops, manages, and tracks marketing budgets, timelines, and

processes from kickoff to execution.

Establishes and maintains processes to ensure effective and timely

development and execution of programs within defined.


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