Starbucks has a well-defined ‘Global Creative Processway’ to describe its design process. Presented as a subway map, this process defines all the steps a project must pass through from concept, through execution to eventual production
There are two basic routes through the Processway: the ‘Mainline’ for standard projects and the ‘Express’ for simpler projects with no new creative requirements such as reprints of existing material. You can see part of Starbucks' Global Creative Processway to the right, but to see the full picture you can download a PDF version (10MB).
The mainline process begins in ‘Concept Heights’ where concepts are developed, presented and approved. Agreed concepts continue to the ‘Downtown’ phase of the Processway, where detailed implementation of the design is carried out, final approvals are obtained and prepress work commences.
Express projects may enter the process here, or join it in the next phase: the ‘Production District.’ In this final phase the completed work is signed off by the project’s owners and liaison with printers, packaging makers or other production resources is managed.
Project lifecycles for Starbucks range from between just a few weeks to 72 weeks from concept to delivery, with much of this time taken up in the production phase. Starbucks makes combined use of offshore and onshore print and manufacturing suppliers and relatively long lead times are designed into the process to maximise the cost effectiveness of outsourcing in this way.
Design at Starbucks begins with a strategic planning process to select key concepts, themes and palettes for the coming year. Stores carry seasonal themes and the Global Creative team works with the store design team and other top-level stakeholders to decide on these themes, taking input from the trends group and customer insights.
Each theme requires a full suite of materials. Once the theme has been established, individual design projects follow the Global Creative Processway. Project managers work with the design customer to prepare a brief for the project and to agree budgets and schedules.
The design process itself begins with a ‘creative scrum,’ a meeting in which members of the Global Creative department brainstorm ideas and generate concept ideas.
After the initial concept meetings, a single designer, paired with a copywriter or other specialist, typically takes design projects forward. Together, they develop a concept for the project which is reviewed and approved internally – measured against the five word filter before being presented, reviewed and approved or rejected by the customer.
Once concept approval is underway, the designer works to generate a first draft of the project. This again is reviewed internally and for any potential legal, or customer sensitivity issues. The first layout is then delivered to the client for approval. Once approved, more costly aspects of the process – specific photo shoots, for example – are completed and the designers produce the final product for evaluation.
Today, final approval of Global Creative output is completed with a physical presentation and sign off process. Final designs are put on display in an approvals room in Starbucks Support Center, configured in exactly the same manner that they will be when deployed in stores. Project stakeholders then have a two day period in which to view the designs and either sign them off or request changes. The review team includes the internal design management, Starbucks’ legal team and, of course, the Starbucks client. Once all required stakeholders have approved the production-ready concept, it enters the manufacturing or print process.
This sign-off process, says Stanley Hainsworth, Vice President of Starbucks' Global Creative is one that will change dramatically with the introduction of the new online workflow management tool, since stakeholders will have the option of signing some designs off electronically.
The importance of internal communication and the acceptance of designs is acknowledged during the production phase too. Shop floor representatives are involved in final product reviews and part of the design process is the production of photographic instructions to help store management to install and arrange new items correctly once delivered. These directions are distributed in the form of a magazine - Siren’s Eye – which describes every element of each season’s offering, with full instructions on installation and display to ensure a consistent brand experience in every store world wide.
The process of installing promotional campaign materials in-store is conducted simultaneously worldwide, and involves the efforts of a dedicated distribution team.
Front line staff and customer feedback are central to the design evaluation process at Starbucks. During development the five-word filter drives go/no-go decisions on designs, but it is feedback from retail staff and customers that is used to assess the success of a project.
Starbucks has worked hard to develop effective mechanisms to link the development of the brand directly to the customer experience. One aspect of this approach is a concentration on internal communication with the thousands of individual baristas who are the brand’s direct connection to its customer base.
Customer feedback is provided directly through a consumer insights group that talks to customers and directs their feedback to the business. A sophisticated feedback mechanism from the stores also ensures that all customer feedback is collected and acted upon. Baristas feed customer comments back through their store management to Starbucks Support Center, where the appropriate department undertakes to respond to the customer within a certain time frame.
For Stanley Hainsworth, Vice President of Starbucks' Global Creative, this means that if a customer has concerns about elements of a particular poster, he must respond to them explaining the rationale and decide whether the comment warrants future redesign or alteration.
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