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The Top Searched Coffee Drink by State

May 20, 2019 OnContact

Morning routines are unique to everyone, whether it involves the snooze button, an early morning workout, breakfast on the go, or taking the dog for a walk. However, there is a nearly universal constant associated with morning routines – the consumption of large amounts of caffeine.

This consumption can range from casually drinking it when you need a little help waking up to needing significant amounts of caffeine just to make it through the day without unfortunate side effects. Here at WorkWise, we all tend to have our routines when it comes to our morning coffee. Some of us drink it black, some prefer espresso-based drinks, and we even have a few tea drinkers among us. Our morning routines tend to be fairly regular – we choose the same drinks, from the same places, and tend to go at the same time. We’re loyal to our drinks and our local coffee joints.

This says a lot about us as customers. We mostly stick to our tried and true favorites because we trust them. Our customer loyalty to something as simple as our coffee orders is exactly what we help our clients try to create every day through our work. We got curious and decided to see what kind of coffee drinks and chains people have loyalty to throughout the United States.

We examined search volume for basic types of coffee drinks, as well as a few specialties from each menu. We also looked at search volume for the top ten coffee chains in the United States. You can see the results of our research below.

The results for the top-searched drink by state varied widely throughout the country. Only one state, Hawaii, had a tea-based drink as their most popular caffeinated beverage. It turns out that most people are turning to coffee for their caffeine according to search volume.

The trendy coffee drinks that are dominating Instagram are certainly evident in the most searched drinks throughout the US. Caramel macchiatos and flat whites tied for the most popular coffee drinks in the US and cappuccinos and cold brew coffee tied for second place. According to this study, people seem to prefer the basic drinks over fancier options. Starbucks’s cinnamon shortbread latte, cinnamon dolce latte, frappuccinos, and cordusio were far less common than your average latte, mocha, or regular coffee.

Of course, we couldn’t run a study on coffee preferences without looking into our favorite coffee chains! Most of us are Starbucks fans, but there are a couple of Dunkin and Caribou loyalists among us.

As you can see, Starbucks is the fan favorite with a whopping 40 states searching for Starbucks above any other coffee chain. The recently rebranded Dunkin won New England over, surprising absolutely no one who lives there. Meanwhile, Caribou Coffee came out on top in North Dakota and Minnesota.

Just to highlight how steadfast New England loyalty is, you can see the evidence here! Only in the Northeast region will you see Dunkin beat out Starbucks.

While it might seem that loyalty to coffee has little bearing on customer relationship management, a person who incorporates a specific product or company into their daily routine has exactly the type of relationship we aspire to create between all of our clients and their customers. If you’re working on finding the best way to foster devoted customer relationships, ask our experts here!

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WorkWise Software

Life cycle of coffee

January 2, 2019 Humor

Posted by Krisgo

Life cycle of coffee

via

About Krisgo

I’m a mom, that has worn many different hats in this life; from scout leader, camp craft teacher, parents group president, colorguard coach, member of the community band, stay-at-home-mom to full time worker, I’ve done it all– almost! I still love learning new things, especially creating and cooking. Most of all I love to laugh! Thanks for visiting – come back soon

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Deep Fried Bits

Alibaba and Starbucks aim to transform China’s coffee industry through deliveries and big data

August 2, 2018 Big Data

Chinese technology titan Alibaba has announced a deep partnership with Starbucks, which it says will “transform the coffee industry in China.” To do so, the duo will merge the online and offline worlds and leverage big data to hook consumers into the Starbucks and Alibaba ecosystems.

Alibaba has evolved far beyond its initial roots as an online marketplace that connects Chinese manufacturers and exporters with businesses around the world. It now operates across the online retail spectrum, with properties to rival Amazon’s stakes in ecommerce and cloud computing, and it is heavily invested in artificial intelligence, mobile payments, social networks, video-streaming, and more.

Put simply, Alibaba has its fingers in a lot of proverbial pies.

Deliveries

As we’ve seen with technology giants such as Amazon, Alibaba has been going all out to own the entire retail experience, bridging the divide between offline and online and controlling all the processes involved in a transaction, from purchase and payments through to logistics and delivery. And it’s this gargantuan technological infrastructure that will power its new partnership with Starbucks.

Kicking off this coming September, Starbucks will begin piloting a delivery service through Alibaba’s food delivery app, Ele.me, which Alibaba acquired for around $ 9.5 billion earlier this year. At first, the delivery service will be limited to 150 stores in Beijing and Shanghai, with plans to expand it to thousands of Starbucks stores around the country by the end of the year. But this partnership is more than simply adding Starbucks to Ele.me’s existing roster of food and drink outlets — Ele.me will have dedicated Starbucks drivers.

Alibaba and Starbucks aim to transform China’s coffee industry through deliveries and big data

Above: Starbucks and Alibaba’s Ele.me

Insights

Last year, Alibaba opened a bunch of new cashless Hema supermarkets, following an investment it made in Hema the previous year. These futuristic outlets allow customers to shop in-store or online and are powered by Alibaba’s technological infrastructure. Part of this setup involves mining big data — all purchases and payments are tracked digitally — to build up a profile of consumer preferences and make corresponding recommendations and offers. Moving forward, these stores will also now serve as home to “Starbucks delivery kitchens,” which will tap Hema’s fulfillment technology and open up deliveries beyond Starbucks’ stores. However, this is more than enabling Starbucks to broaden its potential delivery market — it will also leverage Hema’s “consumer insights” to “further penetrate and better serve” consumers.

Additionally, this could also help Starbucks determine where demand for its coffee is highest and inform future decisions about where to open new brick-and-mortar stores.

This all builds on an existing partnership between the two companies, which teamed up for an online store initiative back in 2015 and launched a physical high-tech store in Shanghai last year based around augmented reality. As a result of these latest integrations, however, Starbucks is poised to substantially boost its presence in China.

“Through our partnership with Alibaba, we are breaking the physical and virtual barriers between the home, office, in-store and digital space, making China the first Starbucks market to deliver a seamless Starbucks Experience across all facets of our customers’ lives and further reflecting the uniqueness and strategic importance of the market,” noted Starbucks China CEO Belinda Wong, in a statement.

Tying together these various offline and online strands is what the coffee giant refers to as a “virtual Starbucks store,” which will effectively be an online hub where consumers can access a “personalized Starbucks digital experience” that will include a loyalty program and a centralized platform where users can order coffee, buy merchandise, or gift a coffee to a friend.

Coffee gains

For Starbucks, partnering with a major technology company such as Alibaba is a no-brainer in terms of achieving greater scale across China. This is especially true as the coffee chain’s dominance in China has been under threat from rivals who have accused Starbucks of anti-competitive practices. For Alibaba, this move represents part of a broader push, which it calls “new retail,” to transform commerce across the country. This effort goes beyond launching its own futuristic offline-online stores or partnering with global conglomerates as Alibaba has also been teaming up with smaller “mom and pop” stores to get them online and hooked into the Alibaba ecosystem.

Nabbing Starbucks, however, will go some way toward helping Alibaba own retail in China.

“Starbucks is growing and innovating faster in China than anywhere else in the world,” added Starbucks CEO and president Kevin Johnson. “Our transformational partnership with Alibaba will reshape modern retail and represents a significant milestone in our efforts to exceed the expectations of Chinese consumers.”

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Big Data – VentureBeat

Digitalist Flash Briefing: Coffee Break Radio Express

May 13, 2018 SAP

For nerds, the weeks right before finals are a Cinderella moment. Suddenly they’re stars. Pocket protectors are fashionable; people find their jokes a whole lot funnier; Dungeons & Dragons sounds cool.

Many CIOs are enjoying this kind of moment now, as companies everywhere face the business equivalent of a final exam for a vital class they have managed to mostly avoid so far: digital transformation.

But as always, there is a limit to nerdy magic. No matter how helpful CIOs try to be, their classmates still won’t pass if they don’t learn the material. With IT increasingly central to every business—from the customer experience to the offering to the business model itself—we all need to start thinking like CIOs.

Pass the digital transformation exam, and you probably have a bright future ahead. A recent SAP-Oxford Economics study of 3,100 organizations in a variety of industries across 17 countries found that the companies that have taken the lead in digital transformation earn higher profits and revenues and have more competitive differentiation than their peers. They also expect 23% more revenue growth from their digital initiatives over the next two years—an estimate 2.5 to 4 times larger than the average company’s.

But the market is grading on a steep curve: this same SAP-Oxford study found that only 3% have completed some degree of digital transformation across their organization. Other surveys also suggest that most companies won’t be graduating anytime soon: in one recent survey of 450 heads of digital transformation for enterprises in the United States, United Kingdom, France, and Germany by technology company Couchbase, 90% agreed that most digital projects fail to meet expectations and deliver only incremental improvements. Worse: over half (54%) believe that organizations that don’t succeed with their transformation project will fail or be absorbed by a savvier competitor within four years.

Companies that are making the grade understand that unlike earlier technical advances, digital transformation doesn’t just support the business, it’s the future of the business. That’s why 60% of digital leading companies have entrusted the leadership of their transformation to their CIO, and that’s why experts say businesspeople must do more than have a vague understanding of the technology. They must also master a way of thinking and looking at business challenges that is unfamiliar to most people outside the IT department.

In other words, if you don’t think like a CIO yet, now is a very good time to learn.

However, given that you probably don’t have a spare 15 years to learn what your CIO knows, we asked the experts what makes CIO thinking distinctive. Here are the top eight mind hacks.

1. Think in Systems

Q118 Feature3 img1 Jump Digitalist Flash Briefing: Coffee Break Radio Express A lot of businesspeople are used to seeing their organization as a series of loosely joined silos. But in the world of digital business, everything is part of a larger system.

CIOs have known for a long time that smart processes win. Whether they were installing enterprise resource planning systems or working with the business to imagine the customer’s journey, they always had to think in holistic ways that crossed traditional departmental, functional, and operational boundaries.

Unlike other business leaders, CIOs spend their careers looking across systems. Why did our supply chain go down? How can we support this new business initiative beyond a single department or function? Now supported by end-to-end process methodologies such as design thinking, good CIOs have developed a way of looking at the company that can lead to radical simplifications that can reduce cost and improve performance at the same time.

They are also used to thinking beyond temporal boundaries. “This idea that the power of technology doubles every two years means that as you’re planning ahead you can’t think in terms of a linear process, you have to think in terms of huge jumps,” says Jay Ferro, CIO of TransPerfect, a New York–based global translation firm.

No wonder the SAP-Oxford transformation study found that one of the values transformational leaders shared was a tendency to look beyond silos and view the digital transformation as a company-wide initiative.

This will come in handy because in digital transformation, not only do business processes evolve but the company’s entire value proposition changes, says Jeanne Ross, principal research scientist at the Center for Information Systems Research at the Massachusetts Institute of Technology (MIT). “It either already has or it’s going to, because digital technologies make things possible that weren’t possible before,” she explains.

2. Work in Diverse Teams

When it comes to large projects, CIOs have always needed input from a diverse collection of businesspeople to be successful. The best have developed ways to convince and cajole reluctant participants to come to the table. They seek out technology enthusiasts in the business and those who are respected by their peers to help build passion and commitment among the halfhearted.

Digital transformation amps up the urgency for building diverse teams even further. “A small, focused group simply won’t have the same breadth of perspective as a team that includes a salesperson and a service person and a development person, as well as an IT person,” says Ross.

At Lenovo, the global technology giant, many of these cross-functional teams become so used to working together that it’s hard to tell where each member originally belonged: “You can’t tell who is business or IT; you can’t tell who is product, IT, or design,” says the company’s CIO, Arthur Hu.

One interesting corollary of this trend toward broader teamwork is that talent is a priority among digital leaders: they spend more on training their employees and partners than ordinary companies, as well as on hiring the people they need, according to the SAP-Oxford Economics survey. They’re also already being rewarded for their faith in their teams: 71% of leaders say that their successful digital transformation has made it easier for them to attract and retain talent, and 64% say that their employees are now more engaged than they were before the transformation.

3. Become a Consultant

Good CIOs have long needed to be internal consultants to the business. Ever since technology moved out of the glasshouse and onto employees’ desks, CIOs have not only needed a deep understanding of the goals of a given project but also to make sure that the project didn’t stray from those goals, even after the businesspeople who had ordered the project went back to their day jobs. “Businesspeople didn’t really need to get into the details of what IT was really doing,” recalls Ferro. “They just had a set of demands and said, ‘Hey, IT, go do that.’”

But that was then. Now software has become so integral to the business that nobody can afford to walk away. Businesspeople must join the ranks of the IT consultants. “If you’re building a house, you don’t just disappear for six months and come back and go, ‘Oh, it looks pretty good,’” says Ferro. “You’re on that work site constantly and all of a sudden you’re looking at something, going, ‘Well, that looked really good on the blueprint, not sure it makes sense in reality. Let’s move that over six feet.’ Or, ‘I don’t know if I like that anymore.’ It’s really not much different in application development or for IT or technical projects, where on paper it looked really good and three weeks in, in that second sprint, you’re going, ‘Oh, now that I look at it, that’s really stupid.’”

4. Learn Horizontal Leadership

CIOs have always needed the ability to educate and influence other leaders that they don’t directly control. For major IT projects to be successful, they need other leaders to contribute budget, time, and resources from multiple areas of the business.

It’s a kind of horizontal leadership that will become critical for businesspeople to acquire in digital transformation. “The leadership role becomes one much more of coaching others across the organization—encouraging people to be creative, making sure everybody knows how to use data well,” Ross says.

In this team-based environment, having all the answers becomes less important. “It used to be that the best business executives and leaders had the best answers. Today that is no longer the case,” observes Gary Cokins, a technology consultant who focuses on analytics-based performance management. “Increasingly, it’s the executives and leaders who ask the best questions. There is too much volatility and uncertainty for them to rely on their intuition or past experiences.”

Many experts expect this trend to continue as the confluence of automation and data keeps chipping away at the organizational pyramid. “Hierarchical, command-and-control leadership will become obsolete,” says Edward Hess, professor of business administration and Batten executive-in-residence at the Darden School of Business at the University of Virginia. “Flatter, distributive leadership via teams will become the dominant structure.”

5. Understand Process Design

When business processes were simpler, IT could analyze the process and improve it without input from the business. But today many processes are triggered on the fly by the customer, making a seamless customer experience more difficult to build without the benefit of a larger, multifunctional team. In a highly digitalized organization like Amazon, which releases thousands of new software programs each year, IT can no longer do it all.

While businesspeople aren’t expected to start coding, their involvement in process design is crucial. One of the techniques that many organizations have adopted to help IT and businesspeople visualize business processes together is design thinking (for more on design thinking techniques, see “A Cult of Creation“).

Customers aren’t the only ones who benefit from better processes. Among the 100 companies the SAP-Oxford Economics researchers have identified as digital leaders, two-thirds say that they are making their employees’ lives easier by eliminating process roadblocks that interfere with their ability to do their jobs. Ninety percent of leaders surveyed expect to see value from these projects in the next two years alone.

6. Learn to Keep Learning

The ability to learn and keep learning has been a part of IT from the start. Since the first mainframes in the 1950s, technologists have understood that they need to keep reinventing themselves and their skills to adapt to the changes around them.

Now that’s starting to become part of other job descriptions too. Many companies are investing in teaching their employees new digital skills. One South American auto products company, for example, has created a custom-education institute that trained 20,000 employees and partner-employees in 2016. In addition to training current staff, many leading digital companies are also hiring new employees and creating new roles, such as a chief robotics officer, to support their digital transformation efforts.

Nicolas van Zeebroeck, professor of information systems and digital business innovation at the Solvay Brussels School of Economics and Management at the Free University of Brussels, says that he expects the ability to learn quickly will remain crucial. “If I had to think of one critical skill,” he explains, “I would have to say it’s the ability to learn and keep learning—the ability to challenge the status quo and question what you take for granted.”

7. Fail Smarter

Traditionally, CIOs tended to be good at thinking through tests that would allow the company to experiment with new technology without risking the entire network.

This is another unfamiliar skill that smart managers are trying to pick up. “There’s a lot of trial and error in the best companies right now,” notes MIT’s Ross. But there’s a catch, she adds. “Most companies aren’t designed for trial and error—they’re trying to avoid an error,” she says.

Q118 Feature3 img4 fail Digitalist Flash Briefing: Coffee Break Radio Express To learn how to do it better, take your lead from IT, where many people have already learned to work in small, innovative teams that use agile development principles, advises Ross.

For example, business managers must learn how to think in terms of a minimum viable product: build a simple version of what you have in mind, test it, and if it works start building. “You don’t build the whole thing at once anymore.… It’s really important to build things incrementally,” Ross says.

Flexibility and the ability to capitalize on accidental discoveries during experimentation are more important than having a concrete project plan, says Ross. At Spotify, the music service, and CarMax, the used-car retailer, change is driven not from the center but from small teams that have developed something new. “The thing you have to get comfortable with is not having the formalized plan that we would have traditionally relied on, because as soon as you insist on that, you limit your ability to keep learning,” Ross warns.

8. Understand the True Cost—and Speed—of Data

Gut instincts have never had much to do with being a CIO; now they should have less to do with being an ordinary manager as well, as data becomes more important.

As part of that calculation, businesspeople must have the ability to analyze the value of the data that they seek. “You’ll need to apply a pinch of knowledge salt to your data,” advises Solvay’s van Zeebroeck. “What really matters is the ability not just to tap into data but to see what is behind the data. Is it a fair representation? Is it impartial?”

Increasingly, businesspeople will need to do their analysis in real time, just as CIOs have always had to manage live systems and processes. Moving toward real-time reports and away from paper-based decisions increases accuracy and effectiveness—and leaves less time for long meetings and PowerPoint presentations (let us all rejoice).

Not Every CIO Is Ready

Of course, not all CIOs are ready for these changes. Just as high school has a lot of false positives—genius nerds who turn out to be merely nearsighted—so there are many CIOs who aren’t good role models for transformation.

Success as a CIO these days requires more than delivering near-perfect uptime, says Lenovo’s Hu. You need to be able to understand the business as well. Some CIOs simply don’t have all the business skills that are needed to succeed in the transformation. Others lack the internal clout: a 2016 KPMG study found that only 34% of CIOs report directly to the CEO.

This lack of a strategic perspective is holding back digital transformation at many organizations. They approach digital transformation as a cool, one-off project: we’re going to put this new mobile app in place and we’re done. But that’s not a systematic approach; it’s an island of innovation that doesn’t join up with the other islands of innovation. In the longer term, this kind of development creates more problems than it fixes.

Such organizations are not building in the capacity for change; they’re trying to get away with just doing it once rather than thinking about how they’re going to use digitalization as a means to constantly experiment and become a better company over the long term.

Q118 Feature3 img6 CIOready Digitalist Flash Briefing: Coffee Break Radio Express As a result, in some companies, the most interesting tech developments are happening despite IT, not because of it. “There’s an alarming digital divide within many companies. Marketers are developing nimble software to give customers an engaging, personalized experience, while IT departments remain focused on the legacy infrastructure. The front and back ends aren’t working together, resulting in appealing web sites and apps that don’t quite deliver,” writes George Colony, founder, chairman, and CEO of Forrester Research, in the MIT Sloan Management Review.

Thanks to cloud computing and easier development tools, many departments are developing on their own, without IT’s support. These days, anybody with a credit card can do it.

Traditionally, IT departments looked askance at these kinds of do-it-yourself shadow IT programs, but that’s changing. Ferro, for one, says that it’s better to look at those teams not as rogue groups but as people who are trying to help. “It’s less about ‘Hey, something’s escaped,’ and more about ‘No, we just actually grew our capacity and grew our ability to innovate,’” he explains.

“I don’t like the term ‘shadow IT,’” agrees Lenovo’s Hu. “I think it’s an artifact of a very traditional CIO team. If you think of it as shadow IT, you’re out of step with reality,” he says.

The reality today is that a company needs both a strong IT department and strong digital capacities outside its IT department. If the relationship is good, the CIO and IT become valuable allies in helping businesspeople add digital capabilities without disrupting or duplicating existing IT infrastructure.

If a company already has strong digital capacities, it should be able to move forward quickly, according to Ross. But many companies are still playing catch-up and aren’t even ready to begin transforming, as the SAP-Oxford Economics survey shows.

For enterprises where business and IT are unable to get their collective act together, Ross predicts that the next few years will be rough. “I think these companies ought to panic,” she says. D!

About the Authors

Thomas Saueressig is Chief Information Officer at SAP.

Timo Elliott is an Innovation Evangelist at SAP.

Sam Yen is Chief Design Officer at SAP and Managing Director of SAP Labs.

Bennett Voyles is a Berlin-based business writer.

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Digitalist Magazine

Coffee Lives On After It Has Been Brewed

March 26, 2018 Humor

Great way of recycling those grounds back into the ecosystem.

You Will Never Throw Away Coffee Grounds After Watching This

[embedded content]

August 23, 2017

Except coffee Dynamics PDF-Docs does it all !

May 24, 2017 Microsoft Dynamics CRM

With Dynamics PDF-Docs CRM users can, in one click of a button or with workflow

PDF CRM Word Template
Attach the PDF document to the record Notes
Attach the PDF document to an Email
Preview the document
Save to SharePoint as Word or PDF format

Perform all above functions with Workflow, plus these extra features available with PDF-Docs Workflow:

When uploading the document to SharePoint (item 5 above), the Workflow updates the SharePoint List (columns) with fields from the CRM record, to facilitate search of documents or activate SharePoint Workflows, triggered by the data saved in SharePoint.
When sending the Word Template as PDF document attached to an Email, you can also add documents stored in SharePoint. Good example is a price quotation prepared as Word Template in CRM, attached to an Email together with documents saved in SharePoint regarding the products or services offered in the price quotation.

…. And the price ?

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That is not all. This price is one off payment with FREE life time upgrade and free Email support.

Click here to download trial version of Dynamics PDF Docs

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We are looking for Partners in non-English speaking countries. Contact us using this web form.

Nous recherchons des partenaires dans des pays qui ne parlent pas l’anglais. Contactez-nous en utilisant ce formulaire Web.

Wir suchen Partner in nicht-englischsprachigen Ländern. Kontaktieren Sie uns über dieses Webformular.

Estamos buscando socios en países que no hablan inglés. Contáctenos usando este formulario web.

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CRM Software Blog | Dynamics 365

Coffee Distributor Communicates with Customers Across Channels – 17 Amazing Customer Experiences With Dynamics CRM

September 13, 2016 Microsoft Dynamics CRM

Customers today expect to be able to communicate with vendors through multiple channels and on any device.

The challenge

A growing number of the hotels and specialty store customers of an upscale coffee processor and distributor were asking for easier ways to place orders than by phone.

The solution

To support multi-channel communications, the company is using Microsoft Dynamics CRM integrated with Microsoft Dynamics ERP. When customers contact them—through phone, email, online or chat—customer service reps can see all the details about the account including outstanding quotes and orders.

Responses are fast and accurate, building customer loyalty and a reputation for outstanding service.

How customers are amazed

Customers can send a text with a last minute addition to their order and get a response letting them know that the extra stock is on the way.

Download the full eBook www.crmsoftwareblog.com/amazing to find out 16 more amazing customer experiences businesses are delivering today with Microsoft Dynamics CRM Online.

by CRM Software Blog Editors, Find a Microsoft Dynamics CRM Partner by Industry/Location

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Philz Coffee Brewing Up Innovation One Cup at a Time

August 19, 2016 NetSuite

Posted by Barney Beal, Content Director

Editor’s Note: This is the first in a regular series profiling NetSuite customers who are changing their markets through innovation. For more interviews in the series, visit the Profiles in Innovation landing page.

Twelve years ago, a coffee enthusiast named Phil Jaber decided to launch his own café featuring blends of his own creation. Every cup was individually brewed and Phil himself provided the customer connection. Philz Coffee became a success and soon more locations opened in the Bay Area. The key component—a dedicated barista involved every step of the way—was replicated in each new café.

“We’re focused on great stores because that’s where the experience happens, so our vision is to have one store 1,000 times, which means to grow large, but to preserve the authenticity and the quality that we have today as we continue to grow.” Jacob Jaber
CEO of Philz Coffee

Phil’s son, Jacob Jaber, took over the operation in 2005, and is brewing up plans to expand the business nationwide. As the CEO of Philz Coffee, his approach to grow the family business comes down to building one great store, one thousand times.

How is Philz innovating in the coffee industry?

Our menu consists of secrets recipe blends created by Phil. He spent over 25 years experimenting Philz Coffee Brewing Up Innovation One Cup at a Time with different varietals and single-origin beans from around the world to create these unique blends. You have a wide array of them ranging from dark, medium, to light roast so there’s something for everyone and that’s the philosophy. It’s like the best cup of coffee in the world. The coffee that comes to your taste.

In addition to the blends, it’s also the concept, the way we brew it. Every cup is handcrafted one at a time. That means all the beans are ground freshly and the barista is an artist who’s handcrafting the cup for you and making it exactly how you want it. They hand the cup to you and ask you to take a sip to make sure it’s perfect before you leave. It’s truly a personal experience and in that sense we’re changing the way people drink coffee. We’re converting lots of latte and espresso drinkers.

We’re focused on great stores because that’s where the experience happens, so our vision is to have one store 1,000 times, which means to grow large, but to preserve the authenticity and the quality that we have today as we continue to grow. We have an online business that does well. We have a wholesale business, but our stores are our product.

What characteristics does a company culture need to be innovative?

I think challenging the status quo is important. I think there are multiple characteristics, but if I had to pick, it’s being open-minded and challenging the status quo. Being an original thinker, questioning why things are done the way they are, and having the grit and ambition, the determination to push forward on your ideas.

How do you stay innovative and flexible?

We ask for feedback all the time. We’re always trying to create a culture of feedback and openness and transparency, which really helps with the flow of ideas. A lot of the best ideas and the things that really matter most come from the store so just opening the channel up between the high-end decision makers in the store, but also just decentralizing certain decision making factors and keeping it at the store so we can be flexible and relevant. It’s not about being a retail dinosaur. It’s just about common sense; it’s not rocket science.

What do you do to stay in touch with changing customer needs and expectations?

Customer feedback a big one. There’s a lot of autonomy in terms of how we interact and engage with the customers. It’s not scripted so from a service standpoint, it’s all personal and situational. It’s authentic. From a product standpoint, I guess the feedback is going to help us but we don’t want to steer too far away from our focus.

Philz is expanding rapidly and has plans to go nationwide. What are the biggest challenges in that for you?

Finding the right people, making sure they’re getting the quality training (we have Philz University), and ensuring we have the right leadership in place to execute and give them a great experience.

Who do you admire for being disruptive and changing the game?

Ron Johnson who ran the Apple stores. He’s a mentor of mine and on our board, but he’s so creative. For all of his experience, he remains really open-minded. He’s just really smart, really passionate about the customers and the employees, and has a great mind that is different. He’s humble and I have a lot of respect for him and I look up to him a lot.

What’s next for Philz?

Bigger and better. Better means improved customer experience, improved culture, improved operations, improved quality of product, a continuous improvement. Bigger is that we’re in stores in the Bay Area and Los Angeles and we’re expanding to DC this year, which is really exciting. Hopefully we’ll have more stores after that.

We prioritize what’s important and we ask ourselves can we do better and if so, we work to do better. We have a team that’s literally just focused on that.

To learn more about innovation and the rapidly-changing landscape for business, download the white paper, The Physics of Business are Being Rewritten.

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The NetSuite Blog

Tag Archives: Coffee

The Top Searched Coffee Drink by State

Life cycle of coffee

About Krisgo

Alibaba and Starbucks aim to transform China’s coffee industry through deliveries and big data

Deliveries

Insights

Coffee gains

Digitalist Flash Briefing: Coffee Break Radio Express

1. Think in Systems

2. Work in Diverse Teams

3. Become a Consultant

4. Learn Horizontal Leadership

5. Understand Process Design

6. Learn to Keep Learning

7. Fail Smarter

8. Understand the True Cost—and Speed—of Data

Not Every CIO Is Ready

About the Authors

Coffee Lives On After It Has Been Brewed

You Will Never Throw Away Coffee Grounds After Watching This

Except coffee Dynamics PDF-Docs does it all !

Coffee Distributor Communicates with Customers Across Channels – 17 Amazing Customer Experiences With Dynamics CRM

Philz Coffee Brewing Up Innovation One Cup at a Time

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About Krisgo

Deliveries

Insights

Coffee gains

1. Think in Systems

2. Work in Diverse Teams

3. Become a Consultant

4. Learn Horizontal Leadership

5. Understand Process Design

6. Learn to Keep Learning

7. Fail Smarter

8. Understand the True Cost—and Speed—of Data

Not Every CIO Is Ready

About the Authors

You Will Never Throw Away Coffee Grounds After Watching This

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