Howard Schultz was actively exploring for new business prospects in the early 1980s.

In 1983, while
attending an international housewares show in Milan, Italy, Schultz came up with the most viable
solution. He visited a number of espresso bars during his time in the city. The fact that he was greeted
in these shops was what drew him in the most during his visit to the espresso bars.
Schultz was also influenced by the bar's ambiance and overall mood, which was calming, appealing,
and thrilling. During his visit, the idea that came to him was to create an atmosphere and a bond with
the customers.During his visit, the idea that came to him was to create an atmosphere and a bond with
the customers.Along with this, Schultz considered the speciality coffee industry, where his focus was
not solely on selling the product or brand through advertising and promotion, but rather on attracting
and retaining people through their personal experiences. At speciality stores, the taste of the coffee, the
environment, and the manner in which coffee was served were all noteworthy.

The larger coffee shops or enterprises were becoming stagnant in the late 1970s and early 1980s, and
revenues were decreasing significantly. Furthermore, according to research, the average American
consumes less than two cups of coffee every day.Smaller brands or independent speciality coffee shops
might still sell coffee at a reasonable price if they used high-quality Arabica beans in such a setting.
The main benefit of drinking this form of coffee was that it contained less caffeine, was more aromatic,
had less acidity, and was of higher quality than the standard coffee beans utilised by larger coffee
companies.

Many of the customers were familiar with the history of coffee, while others had never had an
espresso-based beverage or did not own a coffee grinder.I feel that the company's growth will be aided
by the addition of more Starbucks locations throughout the world. Employee training and consumer
satisfaction must both be maintained. Starbucks must provide a consistent product both domestically
and internationally. Allowing room for their product to have a flavour that specific cultures would love,
package sizes that would fit in their pantry, or equipment that would fit in their home.