Enterprising Women of the Year - Vol. 4

From Editor’s Desk

Inthiseraofconstantcompetition,itdoesn’tmatterwhatthegenderisbuteveryoneisrunningintheracetobe successfulandprovethemselves.Thepluspointthateveryladyshouldbethankfulofisrighttoeducation. Calculationthegrowthinwomanempowermentiscommendableovertheperiodoftime.

Noweverywherewomenareonestepaheadandaredoingunstoppablegrowth.It’salwayssaidthathalfofthe developmentofanationisdependwomanliteracyrate.Tofightforself-esteemandself-respectisnotselfishnessbutis self-careorself-love,connectingtothisGreatAuthorMrs.SudhaMurthyoncequotesverywellonempoweringwomen generation“Awomenistoloveherself,beherselfandshineamongstthosewhoneverbelievedhershecould”.Let’sdeep diveinsuchastoryofaself-confidentladyofthisgenerationandknowherjourney

FeaturingforTheEnterpriseWorld’sthisissueoftheEnterprisingWomenoftheYearVol.4 arethestoriesofsuch successfulbusinesses,thathavemadeitthrougheveryoddstormandmadeittothetop.

FortheCoverStoryreadaboutJoanneMcEachen:TheLearnerFirstwasfoundedbyCEOJoanneMcEachen(Waitaha,NgātiMāmoe,andNgāiTahu)in 2012,withitsbaseofoperationsinSeattle,Washington.Theyareasuccessfulteamofdiverseinternationaleducation expertsthatbringdecadesofeducationalexperiencetochangethelivesofteachers,learners,andtheircommunitiesfor thebetter

WiththeeducationallandscapeintheUnitedStatesrapidlyevolvingfromtechnological,political,andsocietalchanges, teachersandadministratorsneedthepropertoolstomeettheincreasinglycomplexchallengeofeducatingstudents.

JanLee:DelawareHealthInformationNetworkwasfoundedin2007,butthevisionwasborninthelate1990s.Agroup oflegislators,hospitals,andthemedicalsocietyofDelawarewereindependentlyworkingonsolutionsthatwould aggregateHealthdataandmakeitmorereadilyavailabletoindividualswhoneeditforbothpolicypurposesandhealth caredeliverypurposes.

JanisleadingthecompanyaheadintothefuturewhilemakingsurethattheHealthCareindustryismovingalong.Her vision,goals,andcharismanotonlyemanateatrueentrepreneurbutalsoatrueleader.Sheismuchmorethanan entrepreneur,sheisaninspiration,achange,andawaveintoday’sHealthCareindustry.

HeatherRipley:IstartedRipleyPRin2013withoutanyclientsoroutsidebusinesscapital.Mybiggestassetsweremy desireandgrit,andastrongwilltoputinallthehoursnecessarytomakeithappen.Itwasalittlescary,atfirst,(andI workedalot!)butIwasconfidentIcoulddoit.Ipartneredwithmyfirstthreeclientswithin45days,and,after6months, Imovedintoanofficeandhiredmyfirstfull-timeemployee.(I’mproudtosaywestillworkwithtwooftheagency’sfirst threeclients!)

Now,RipleyPRisaglobalpublicrelationsagencyspecializinginB2Btech,franchising,manufacturing,andtheskilled trades.Weserveclientsfromaroundtheworld,fromAustraliatoIsraelandMontrealtoBrazil,andallovertheUnited States.

Leaders in Spotlight

FortheCoverStoryreadaboutJoanneMcEachen:TheLearnerFirstwasfoundedbyCEOJoanneMcEachen(Waitaha, NgātiMāmoe,andNgāiTahu)in2012,withitsbaseofoperationsinSeattle, Washington.Theyareasuccessfulteamofdiverseinternationaleducationexpertsthat bringdecadesofeducationalexperiencetochangethelivesofteachers,learners,and theircommunitiesforthebetter

WiththeeducationallandscapeintheUnitedStatesrapidlyevolvingfromtechnological, political,andsocietalchanges,teachersandadministratorsneedthepropertoolstomeet theincreasinglycomplexchallengeofeducatingstudents.

JanLee:DelawareHealthInformationNetworkwasfoundedin2007,butthevisionwas borninthelate1990s.Agroupoflegislators,hospitals,andthemedicalsocietyof DelawarewereindependentlyworkingonsolutionsthatwouldaggregateHealthdataand makeitmorereadilyavailabletoindividualswhoneeditforbothpolicypurposesand healthcaredeliverypurposes.

JanisleadingthecompanyaheadintothefuturewhilemakingsurethattheHealthCare industryismovingalong.Hervision,goals,andcharismanotonlyemanateatrue entrepreneurbutalsoatrueleader.Sheismuchmorethananentrepreneur,sheisan inspiration,achange,andawaveintoday’sHealthCareindustry.

HeatherRipley:IstartedRipleyPRin2013withoutanyclientsoroutsidebusiness capital.Mybiggestassetsweremydesireandgrit,andastrongwilltoputinallthe hoursnecessarytomakeithappen.Itwasalittlescary,atfirst,(andIworkedalot!)butI wasconfidentIcoulddoit.Ipartneredwithmyfirstthreeclientswithin45days,and, after6months,Imovedintoanofficeandhiredmyfirstfull-timeemployee.(I’mproud tosaywestillworkwithtwooftheagency’sfirstthreeclients!)

Healthcaredataisincreasingdayinanddayout.Installinga healthinformationmanagementsystemcanhelphealthcare professionalstomanagethedatabetterandkeepproper recordsofthepatients.Thesesystemscanalsobeleveraged toimprovepatientoutcomes,thepolicy-makinganddecisionmakingprocessesandalsoinformresearch.

FeaturedfortheCoverStoryofTheEnterpriseWorlds EnterprisingWomenoftheYearisDr.JanLee,anenthusiast andanentrepreneurwhohasdevelopedthenation'sfirstever state-wideclinicalhealthinformationexchange.

LeadingtheWay-

Dr.JanLeeisafamilypracticephysicianandhasworkedin clinicalpracticeforover20years.Shehasspent23yearson activedutyintheUnitedStatesAirForceandhasheldseveral positionsofincreasingresponsibility.Dr.Leerosethrough theranksintheAirForceandherfinalassignmentbeforeshe retiredfromtheservicewasastheChiefInformationOfficer oftheAirForceMedicalService.

“When I went into medical school, I certainly did not expect my career would take this direction.”

ButlifehadotherplansforDr.Lee.Throughmedicalschool, shehadhopedfornothingmorethantobeasuccessful practitionerofherskillsandabilities.Andherexceptional

H P E C I A L R O F I L E

workopeneddoorsforhershehad neverthoughtof,andthenthatisthe directionhercareertookshape.When sheretiredfromtheAirForce,there stillwasadoubtwhethertogobackin fulltimeclinicalpractice,orstayinthe technologysideofthings.

“And technology was the way to go!”

WhenDr.Leekick-startedhercareerin technology,heronlyaimwasto addressthemanythingsthatshehad foundfrustratingasapracticing physician.Andso,shemadethechoice todirecthercareeronanewpathafter

herserviceintheAirForce.Andthatis howshespentthenextfiveyears, workingfortheNextGenHealthcare,a leadingvendorofhealthinformation

Startingtechnologyoff

asaphysicianconsultant, andthenmovingforwardastheVice Presidentoftheirknowledgeand contentdevelopmentteam,Dr.Leegot theopportunitytoworkatajobshe currentlyholds.

Dr.LeebeenassociatedwithDelaware HealthInformationNetworkforabout 11yearsnow.

“It's been a wonderful job. I love what I'm doing. I think our work is important. It's impactful. It resonates with my personal value system and I couldn't be happier.”

ManagingtheHealthInformationMoreAboutDr.JanLeeChiefExecutiveOfficer

Dr.JanLeecurrentlyservesasthe ChiefExecutiveOfficerofthe DelawareHealthInformationNetwork (DHIN),thenation'sfirststate-wide clinicalhealthinformationexchange. Overseeingabudgetof$8.5M,she

workswithkeyleadersintheStateand thestate-widehealthcarecommunityto aggregateclinicaldatafromhospitals, laboratories,radiologycenters, ambulatorypractices,andhealthplans intoalongitudinalhealthrecord.

Dr.Leeisaboard-certifiedFamily PracticephysicianwithaMasterof MedicalManagementdegreeanda wealthofleadershipexperience. Prior tojoiningDHIN,shewasVice PresidentofKnowledgebaseand ContentforNextGenHealthcare,a leadingvendorofhealthinformation technologyproductsandservices,

whereshewasresponsibleforthe developmentofclinicalcontentin26 medicalspecialtyareasforthe NextGenelectronichealthrecord.

ShetransitionedtoNextGenfroma careerintheUnitedStatesAirForce, whereshehadworldwideassignments inclinicalsettingsfromoutpatient clinicstomedicalcenters,several academicappointments,andvaried leadershipandcommandassignments.

Sheservedinaseniorleadership capacityatHeadquarters,AirForceas theChiefInformationOfficeroftheAir ForceMedicalService. Shesteered

managementofa$3.2billionIT portfoliosupporting130,000 DepartmentofDefensehealthcare employeesand9.1million beneficiariesworldwide. Sheled implementationoftheDepartmentof Defenseelectronichealthrecord (EHR)throughouttheAirForceto75 facilitiesofallsizessupportingall medicalandsurgicalspecialtiesand Drsubspecialties..Leehasserved

onarangeof nationallevelcommitteesand workgroups,andisfrequentlysought asaspeakeronhealthandhealthIT

topics. Herspecificareasofinterest arehealthpolicyandtheuseofhealth ITtoimproveclinicalpracticeand populationhealth. Recentrecognition includesrecognitionby Health Data Management in2016andagainin 2018asoneof“TheMostPowerful WomeninHealthIT,recognitionby Becker's Hospital Review asoneof“70 WomentoWatchinHealthIT2020,” andrecognitionby Analytics Insight as oneof“TheMostPowerfulWomenin Technology2020.”

DelawareHealthInformation Network(DHIN)-EmpoweringData DrivenDecisions

ThevisionofDelawareHealth InformationNetworkwasborninthe late1990s,whenagroupoflegislators, hospitalsandthemedicalsocietyof

Delawarewereallindependentlyworking onsolutionsthatwouldaggregatehealth data,soastomakeitmorereadily availabletoforbothpolicypurposesand forhealthcaredeliverypurposes.

DelawareHealthInformationNetwork wasinitiallydevelopedasapublic instrumentalityofthestateofDelaware, whichisessentiallyaquasi-governmental entity,meaningthattheyarenotapartof astateagency,butperformessentialstate Thefunctions.organization

runsasanon-profit business.Thegovernorappointsthe BoardofDirectors.Therearefourstate agencieswhohaveapermanentseaton theBoardofDHIN.Eventhough,DHIN isnotastateagency,theyhaveveryclose tieswiththestategovernment.

DHINwasstartedwiththeintention thatthestatewouldhelpthemto capitalizeandgetthemstarted,with theexpectationthattheorganization wouldultimatelyhavetobeableto supporttheiroperationalcosts throughtheoperationalrevenue.

OverviewofDHIN'sProductsand Services-

Doindividualswanttheirhealthdata sharedwithallthepeopleassociated withtheircare?Anddothey affirmativelygiveconsenttoshare theirdata?

Tacklingthesequestions,ittook DHIN10yearsoftrustbuildingand acquiringatechnicalsolutionthat wouldgetthemstarted.

Intheyear2007,theorganizationwent livewithatechnologysolution.This solutionreceivedgreatparticipation fromthehospitalsineachofthe counties,aswellasLabCorp,amajor commerciallaboratory Theoriginal serviceofferedwasthatofelectronic resultsdelivery.Thiswasgroundbreaking,becausethiswaswaybefore mostpeoplehadanelectronicmedical

Whenrecord.DHIN

first“wentlive,”only1215%ofthepracticeswereusingan electroinighealthrecordtomaintain medicalrecords.Theideaofanonline “ClinicalInbox”throughwhich providerscouldgettheresultsoftests morequicklythantheusualtimetaken bythemailwasabigdraw Today,that ratioisexactlyopposite–onlyroughly 10%ofDelawarepracticesarestill usingpaper-basedrecordkeeping

Thiskick-startedDHIN'sfirstever serviceofelectronicresultsdelivery Twoyearslater,thiswasfollowedby puttingupanonlinesearchportalthat wouldallowtheauthorizeduserof DHIN'ssystemtoQuerythenetwork foradditionalinformationtheymay nothaveorderedforapatientthey werefollowing,ortoquicklyfindpast medicalresultsforpatientsnewtotheir practice. Thisportalwasthuscalled DHIN'sCommunityHealthRecord.

“Over the years we have grown to the point that every hospital in Delaware is contributing data in our repository. Not just that, even the hospitals in our neighbouring states are doing so.”

DHIN'ssystematicapproachto medicaldatahasgarneredthemfame inmanycountries,andthisputsthem onthereceiverendofdatafromwide geographicalrangecoveringfivestates andtheDistrictofColumbia.Their datapointscanbeattributedtosomeof themajorcommerciallaboratoriesthat

operateinDelaware,aswellasthe majorityofradiologygroups.They alsoreceivedatafromallDelaware hospitals,aswellasagrowingnumber ofambulatorypractices,skilled nursingfacilities,andanumberofstate

Owingagencies.to

thegreatsuccessoftheir flagshipservices,DHINhasdeveloped otherservicesaroundthedata.

“We aggregate health data, we curate it and match it, then wrap service around the data to make it useful in a range of settings and use cases”

Thisprocessofaggregationofdataand processingitfurtherhelpsthemto understandthesourceofthedataand giveaunifiedviewaboutan individual.Thisprocessthussaves timeinlookinguptheinformation aboutapersonandmakesurethatthe healthcareprovideristakingcareof Inthem.addition

toaggregatingthedata, DHINalsoprovidesotherservices

aroundthedata.Anexampleofthis wouldbeEventNotification.IfDHIN receivesinformationfromahospitalor emergencyroomaboutapatient's admissionordischarge,theDHIN systemnotifiesthepatient'sprimary careprovidersothatearlyfollow-up canbescheduled.

Thisprocesshasshowntohavebetter patientoutcomes.

WhattheFutureHolds?

“What does the market ask for?”

Furtheringtheirarsenalofservices, thiswillbethekeyquestionstatesDr. Lee.Itbecomeseasiertoputoutbetter serviceswhenyouhaveanideaof whatthecustomerswant.Whathas helpedtheteamofDHINin brainstormingfornewservicesisthe continuousinteractionwiththeir customers.Thishelpsthemkeepan eyeonthemarketandmodifytheir servicesaccordingly.

StarbucksCorporation,basedinSeattle,Washington,isanAmericanglobalcoffeehouseandroastery business.Asofearly2020,thefirmhasover30,000outletsin70countriesacrosstheworld.

ThisblogisacomprehensiveexaminationofStarbucks’marketingtechniques,includingtheirtargetmarket, socialmediastrategy,marketingmix,digitalmarketingpresence,campaigns,andmarketingactivitiesthroughout theongoingpandemic.

AboutStarbucks

Inthe1980s,all-outespressoofferingsintheUnitedStateswereonthedecline.Strengthespresso,ontheother hand,grewinpopularityandaccountedfor10%ofthemarketin1989,comparedtoonly3%in1983.By1986, thegrouphadsixlocationsinSeattleandhadonlyrecentlybegunsellingcoffee.By1989,Starbuckshad46 locationsacrosstheNorthwestandMidwest,andeachyearitbrewedmorethan2,000,000pounds(907,185kg)of coffee.Starbuckshad140locationswith$73.5millioninrevenueatthetimeofitsfirstpublicoffering(IPO)on thestockexchangeinJune1992,upfrom$1.3millionin1987.

Atthisstage,theorganization’sfairmarketvaluewasjudgedtobe$271million.Thesaleofa12%stakeinthe companyearnedroughly$25millionforthecompany,resultinginatwo-foldincreaseinthenumberofoutlets overthenexttwoyears.Starbucks’offercosthadrisenby70%tomorethandoubletimestheincomeper componentofthepreviousyearbySeptember1992.InJuly2013,over10%ofin-storepurchasesweremadevia theStarbucksapponcustomers’phones.

Starbucksisranked132ndontheFortune500listofthelargestcompaniesintheUnitedStatesbyrevenueasof 2018.StarbuckssaidinJuly2019thattheir“monetarysecond-quartertotalcompensationof$1.37billion,or $1.12pershare,upfrom$852.5million,or61centsforeachoffer,ayearearlier.”Inthemiddleof2019,the organization’sfairassessedworthof$110.2billionincreasedby41%.Inthethirdquarter,earningspersharewere 78pennies,significantlymorethantheforecasted72cents.

Ÿ

Ÿ

Full- products

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Andalso,someofferingsthatareseasonalorspecifictothe localityofthestore.

StarbucksinIndia

StarbuckswasinterestedinenteringtheIndianmarketin the2010s.Byfocusingonthespecificupper-class demographicinIndia,thefirmhopedtoprofitfromthe developmentofcoffeeculture.

StarbucksCorporationandTataCoffeeannouncedplansto launchStarbucksstoresinIndiainJanuary2011.Despitea phonystartin2007,StarbuckssaidinJanuary2012thatit willforma50:50jointventurewithTataGlobalBeverages namedTataStarbucksLtd.,whichwouldownandoperate shopslabelled“Starbucks,ATataAlliance”.In2007, StarbucksattemptedtoentertheIndianmarket.Itdidnot, however,offerarationaleforthecancellation.Starbucks launcheditsfirststoreinalongtimeonOctober19,2012,a 4,500-square-footlocationatHornimanCircle,Mumbai.In 2013,Starbuckslauncheditsfirstcookingandwrapping factoryinCoorg,Karnataka,inordertoservicethe company’scustomers.

Tatain2017-18,Starbucksadded25locations,andin201819,itplanstoopen30.FromJune2020,accordingtoCEO NavinGurnaney,TataStarbuckswillutilizesolely biodegradableandrecyclablewrappingmaterialsacrossits entireshopnetwork.OnAugust7,2019,Starbucks announceditsarrivalinGujarat.Thenextday,thegroup launchedfiveoutletsinSuratandAhmedabad.Thestate's largestStarbuckslocationisinPrahladNagar,Ahmedabad, anditprovidesmoreveganoptionsthanotherIndian locations.Inthe2019-20fiscalyear,Navinstatedthatthe companywillopenmorethan30outlets,11ofwhichhave been Followingopened.thesuccessfullaunchoftheirbrand,thenext criticalstageinguaranteeingtheirlong-termviabilitywas topinpointtheirtargetdemographic.

TheTargetMarketofStarbucks

Starbucksisahigh-endcoffeecompanywithaclientelethat ispredominantlyfromtheupper-middleandupperclasses. Thebrandisaimedatcustomerswhodesirearelaxing environmenttoconsumecoffeeandunwind.Theseare primarilyhigher-wageprofessionals,companyowners,or

otherhigh-endclientelebetweentheagesof22and50. Peoplewholivefast-pacedlivesdesiredeliciouscoffeeand aquietplacetounwindafteralongday.Starbucksprovides allofthesebenefitsinoneconvenientlocation.Starbucks’ targetdemographiccomprisesbothmaleandfemale consumers,withthemajorityofthesecustomersfalling withinthe25-45agebracket.Thosewhoaremostlyurban, health-conscious,andclass-consciousconsumers.

ThetargetaudiencethatStarbucksusuallylooksfor

Urban-ish,

Reaching

Flexible

TheMarketingStrategiesofStarbucks

Starbucks’firstmarketingstrategyinIndiawastosegregate customersegmentsbasedonsocioeconomicstatus. Workingprofessionalsandtheirdemandforarelaxing environmentarethefocusofthisproject.Starbucks additionallyseparatesitsmarketbasedongeographyand demographicsbyestablishinglocationsthatcatertothe aforementionedtargetclientele.Mostbusinessesstartoutin anewmarketbyfocusingonaparticularsectionandthen expandintoothercategoriesiftheysucceed.Starbucks followedsuit,expandingitsproductlineandsocialmedia marketingpresencetotargetteensandyoungadultsaswell.

ThismarketingmixhashelpedStarbuckstodevelopa uniquemarketpositionforitsproductswhichhasthereby differentiatedthebrand’soverallexperienceandhas positioneditselfasahighlyreputedbrand.Thismarketing mixstrategytotargetthemodernandtech-savvygeneration hasthushelpedinthegrowthoftheuseofdigital technologyaswellassocialmediaforpromotionsand customerengagement.

TheRapidDigitalExpansion

AmongsttheseveralkeyprioritiesofStarbucks,expanding thebrand’sdigitalreachtointeractwithitscustomersisof utmostimportance.Inordertokeepupwiththecustomers, itisimplementingnewwaystoattractdigitallyregistered customersbeyondStarbucks’rewardsprogram.For instance,thecoffeechainisofferingmobileorderservices andleveragingWi-Fisign-insatitsbrick-and-mortarstores.

StarbucksSocialMediaStrategy:Severalpeopleareaware andfamiliarwiththesocialmediapagesofStarbucks.The company’ssocialmediapagesstandoutamongsttherest becauseoftheirdistinctivebranding,interactiveposts,and visuallypleasingcontent.Italsohasadiverserangeof contentincludesrecipes,photography,articles,and features;however,thisstreamcanbebrokendownintoa sequenceofcampaignspitchedatcreatingabettersenseof brandawarenessandcommunity.

StarbucksProduct-basedMarketingCampaigns:Starbucks promotesone-of-a-kindandfan-favoritedrinks.Thebrand iswellawareofhowpopulartheirflagshipgoodsare,but moresignificantly,theyarealsoawarethattheirtarget audienceishungryforthistypeofmaterial.They'vealso builtsocialpagesfortheirmostpopulardrinks,like

PumpkinSpicedLatteandFrappuccino,wheretheyshare pertinentandrelatablememeswiththeirdevotedfans. User-generatedcontent(UGC)playsarolehereaswell.

ConsumerphotographsofmoreInstagrammableitems,like theUnicornFrappuccino,arefrequentlychosentoberesharedviaofficialchannelsandutilizedininfluencer

Starbucksmarketing.Corporate

SocialResponsibility-BasedCampaign

Starbuckspositionsitselfasopen-mindedandinclusiveby usingsocialchangeasamarketingstrategy.The #ExtraShotOfPridecampaign,whichpromotestheLGBT+ community,isone Community-Basedexample.Campaigns:Starbucks’digitalapproach alsoplacesapremiumonspotlightingindividualsand communities.Considerthe#RedCupArtcampaign,which notonlyboostsinteractionbutalsocreatesalibraryofuser generatedmaterial.Theylocalizetheinformationbyusing narrativetodemonstrateexamplesofbraveryandcharityin Americanneighborhoods.Starbucksmakesaconscious attempttohumanizethefirmbypublishingtalesontheir Instagramaccountthatemphasizetheemployeesthatplay animportantrole,particularlywhenitcomestocustomer service.Thissenseofbelongingalsomakesonlinecoffee contentsociable,justliketheydidwhentheyeffectively foundedcontemporarycoffeehouseculture.

FestiveMarketing:Starbuckshasalsolaunchedanew seasonalwhole-beancoffee,the#StarbucksDiwaliBlend, forcustomersintheUnitedStatesandcertaininternational markets.Hand-pickedandobtainedfromTataEstatesin KarnatakaandTamilNadu,thecurrentexquisitemixisa must-try.StarbucksDiwaliBlendpayshomagetothe region’srichcoffeelegacyandskill.Itcreatedthe #SketchTheBlendpromotion,inwhichconsumerscould win5freedrinksbysharingtheircreativityontheDiwali Blendcupandsleeve.

Let’sdivedeeperandanalyzetheiroveralldigitalpresence.

DigitalMarketingPresenceofStarbucks

Starbucksrecognizesthatitscustomersaredigitallysavvy, makingasoliddigitalmarketingplanessential.Starbucks clearlyfavorsmarketingonplatformsthatallowfortwowaycontactoverchannelsthatonlyallowforone-way communication,suchasprintandtelevision.

Instagram–248K+followers

Facebook–1.1M+likes

Twitter–161K+followers

Starbucksupdatesitssocialmediaaccountsonaregular basisandcreateschallengesandgamestoengagecustomers andgrowitsfanbase.

Thecontentandengagementareconsistentacrossall platforms,andthecompanybelievesinprovidingan experienceratherthanmerelyarouteformarketing.

TheMarketingStrategyDuringCovid-19

We’veallseenhowquicklytheCovid-19outbreakspread overtheworld.Overnight,everybusinessintheworldwas impacted.Andtheyhadtofigureouthowtostayafloatin theseunchartedwaters.Theepidemichadasignificant influenceontheIndianmarket,butStarbuckswas continuallyimprovingtolessentheeconomicimpact.These weretheactionsperformedbythecoffeebehemothduring theepidemic,demonstratingwhyitisthemostvaluable:

TheExpansionofStarbucks CEONavinGurnaneyindicatedthattheywillopendrivethrustoencouragepeopletointeractwiththem,aswellas homedeliveriestokeepintouchwithclientsduringthe epidemic.Thefirstdrive-thruwasatAmbalaChandigarh ExpresswayinZirakpur.Thecompanyhaslauncheditsapp aswell—StarbucksIndiaAppsothatcustomerscaneasily navigateandpurchasetheirofferings.

StarbucksSocialMediaCampaigns

#ReconnectWithStarbuckscampaign:

Starbucks’socialmediacampaignwaslaunchedintwo stages.Customerswereurgedtosubmittheirmeansof reconnectingdespitetheepidemicandtheirfavorite StarbucksmemoryontheirpersonalInstagramaccounts withthehashtag#ReconnectWithStarbucksinthefirst phase.Theyencouragedtheirconsumerstoremarkontheir favoritebeverageonthepostinthesecondphase,“Half CupFull.”Theythensenttheseconsumersaudiomemos withtheirfavoritebeverageandbaristasyellingtheirnames toremindthemofthefamedin-storeexperience.Thiswas anexcellentadvertisementsinceitnotonlyreminded consumersoftheirfondrecollectionsofStarbucks,butit alsomadethemfeelgoodaboutthemselves.

StrategicAlliancestoEnhancetheExperienceandReach

SignatureMerchandiseLaunchwithFlipkart:

Theepidemicchangedpeople’sshoppinghabitsand pushedthemtobuylocallyproducedgoodsratherthan importedorforeign-madegoods.Starbuckstookadvantage ofthistransitionbyteamingupwithFlipkarttosell StarbucksSignatureMerchandiseontheonline marketplace.Custommugs,tumblers,coldcups,andother itemswereavailable.Customerswillbeabletoorder coffee-makingequipmentfromtheconvenienceoftheir ownhomesinthenearfuture.Starbucksonlyhada presencein12cities;thus,thiswasacalculatedeffortto reachouttocustomersintheirhomesacrossIndiaduring theepidemic,takingadvantageofthecountry’sgrowing relianceonE-Commerce.

Stand-upComedyFestival:

Starbuckshaslaunchedthe#StarbucksComedyFestival, whichwillgiveselectfortunatecustomersafreeticketto thecomicfestival.Onthecustomer’sinvoice,thefortunate codeswouldbepresent.Customerswouldbeexcitedto shopmnowthattheyhaveaprominentline-upof presentersincludingSapanVerma,AzeemBanatwalla,and Rahul

InConclusionSubramanian.summary,Starbucks

isthemarketleaderbecauseofits dominantworldwidepresenceandleadership.Becauseof itsintimateambiance,invitingenvironment,andunrivaled service,acustomer'sexperienceataStarbucksstoreis undoubtedlyunlikeanyothercoffeeshop.Their welcoming“perfectcoffeeshopatmosphere”shouldbea long-termcompetitiveadvantage.Starbucks’retailoutlets andon-sitecollaborationshaveearnedhigherresponse rates,puttingtheminfrontofthepackinthemature business.Asaresultofitsall-encompassingmarketing approach,Starbucksenjoysastrongmarketposition.

#StarbucksAtHomeand#StarbucksDance: Starbuckshaslauncheda1literoffreshlybreweddrinks thatcanbeorderedthroughSwiggyandZomatofortakeout ordelivery.Sevenflavorswereintroduced,eachcosting Rs.550perbottle.Starbucksannouncedthe #StarbucksDancechallengetoadvertisethedrink,asking consumerstofilmadancevideowiththedrinkandpostit totheirpersonalaccounts.Theyguaranteedthewinnera yearoffreeStarbucks.

Heather

Entrepreneursarechangingthe world,bringingnew technologyandinnovationthe worldneeds.Aswegearuptowards thefuturealleyesaresetonthe emergingleadersandtheir revolutionarycompanies.Itisthese class-apartthinking,andout-of-theboxproductofferings,thatwillopen newdoorsofinnovationand possibilities.Takingustoafuture, whereeverythingisachievableand

Inpossible.oursearch

forenterprisingwomen leaders,wemetHeatherRipley, Founder&CEOofRipleyPR.Ripley PRisorientedtowardssecuringmedia andbrandawareness,especiallyforthe B2Bindustry.

Inaninsightfulconversationwith HeatherRipley,Founder&CEOof RipleyPR.Let'sgettoknowmore aboutthecompany,itsservices,and Heather'sprofessionaljourney.

Briefusaboutthecompany,what inspiredyoutostartthecompany?

Mycareerstartedinacompletely differentindustry.Iwasanassistant buyerforadepartmentstoreright afterschool,whereIlearnedthatI enjoyedcopywritingforourads.I wentontomanagemarketingfora coupleofdifferentcompanies,andin 2008,Istartedworkingforacompany calledClockworkHomeServices, managingmarketingandpublic relationsforthecompany'sthree franchisebrands:OneHourHeating &AirConditioning,Benjamin FranklinPlumbing,andMister Sparky.In2009,theCEOwantedto sellthecompanyandIwasableto secureaspotforourbrandsonthe televisionshowTheCelebrity Apprentice.Afewmonthsafterthe episodeaired,Clockwork'sCEOsold thebusinessformorethan$180 million.

AfterleavingClockwork,Iworkedin publicrelationsontheagencylevel forseveralyearsbeforemovingback tomyhometowninEastTennessee.It wasthenthatIdecidedtochasemy dreamoflaunchingaworld-class publicrelationsagency.

Servingtheskilledtradesis somethingI'mespeciallypassionate aboutbecausemyfatherisanauto mechanic.ThetimeIspentat ClockworkHomeServicesopened myeyestoanindustrythat understoodsalesandmarketingbut neededtounderstandthatpublic relationscanbeapowerfultoolfor growthwhenincorporatedintoawelldevelopedmarketingplan.

IstartedRipleyPRin2013without anyclientsoroutsidebusinesscapital. Mybiggestassetsweremydesireand grit,andastrongwilltoputinallthe hoursnecessarytomakeithappen.It wasalittlescary,atfirst,(andIworked alot!)butIwasconfidentIcoulddoit.

Ipartneredwithmyfirstthreeclients within45days,and,after6months,I movedintoanofficeandhiredmyfirst full-timeemployee.(I'mproudtosay westillworkwithtwooftheagency's firstthreeclients!)

Now,RipleyPRisaglobalpublic relationsagencyspecializinginB2B tech,franchising,manufacturing,and theskilledtrades.Weserveclients fromaroundtheworld,fromAustralia toIsraelandMontrealtoBrazil,andall

overtheUnitedStates.In2018,Ilaunched aseparateagencydivisioncalledOrange Orchard,whichfocusesonproviding publicrelationsforplant-basedproducts andanimalwelfareorganizations.Whether it'sourworkforRipleyclientsorOrange Orchardclients,wewanttobeaforceto dogoodintheworld.

Whataretheproductsorservicesthe companyfocuseson?Howareyour servicesdifferentfromthoseinthe market?

RipleyPRfocusesonsecuringearned mediaandbrandawarenessforourclients. WehelpourB2Bclientsbecomeindustry leaders,andwehelpourB2Cclients becomethelocalexpertsintheirmarkets.

Weuseaproprietaryblendofstrategic businessaccountingandcreative publicrelationsbranding.Wewantour clientstoknowwhatwe'redoingand whyandweprovidedetailedreports outliningthis.

BecauseRipleyPRprovidesservices tomanyindustriesseverelylackingin PRsupport,wehavedevelopedunique strategiesthathighlightfranchisesor homeservicebusinessownersand spotlighttheirexpertise.PRshouldbe includedineveryhomeservice company'smarketingplan,regardless ofitssize.

Pleasetellusaboutyourteam.

Myteamloveswhatwedo.Whenyou partnerwithRipleyPR,yougetateam ofspecialistsworkingforyouinstead ofjustoneperson.Wehaveexperts whovaluecontentcreation, professionalswhoknowtheright mediatocontactwhenpitchingstories andideas,anddedicatedmanagerswho pullitalltogether

Onewayweensureourclients'success isbyexceedingtheirexpectations.We takethisveryseriously.It'skindofour “thing.”Wevalueseeingwhatis workingandthenbuildingonthat success.

Pleasebriefusaboutyour professionalexperience.

Afterschool,Ispentabout10yearsin Germany,NewJersey,andFlorida.It wasthenIdecidedtoworkat ClockworkHomeServices,managing PRandmarketingforitsthree franchisebrands,OneHourHeating& AirConditioning,BenjaminFranklin Plumbing,andMisterSparky.While withClockworkIearnedthecompany top-tiermediaexposure,includingan appearanceonTheCelebrity Apprenticein2009,afterwhichthe

CEOwasabletosellthecompanyfor $183

Frommillion.there,Ihad

asuccessfulcareer managingPRfortwodifferent marketingagenciesbeforeopening RipleyPRin2013.

In2018,Iextendedourservices throughOrangeOrchardbecauseI wantedtousetheknowledgeand experiencewe'dgainedthroughRipley PRtohelpanimal-friendlybusinesses usepublicrelationstogrowtheir brands.

Whatarethekeyachievementsof yourbusinessjourney?

PositioningRipleyPRasaglobal publicrelationscompanyinjustafew shortyearsisoneofmykey achievements.Wearecurrentlythe second-largestpublicrelationsagency inthegreaterKnoxville,Tennessee market,andworkingtobecomethe

Ilargest.waspersonally

extremelyhonoredto benominatedasafinalistforthe2020 BlountCountyATHENAAwardsand PHCNews'Top10WomeninPHCP listfor2021.

In2021,Ipublishedabookthrough Forbes/AdvantageBooks,called NEXTLEVELNOW:PRSecretsto DriveExplosiveGrowthforyour HomeServiceBusiness.Thebookis availableonAmazon.

RipleyPRInc.hasalsobeen recognizedbyEntrepreneurMagazine asaTopFranchisePRAgencyforfour yearsinarow,washonoredbyForbes asoneofAmerica'sBestPRAgencies in2021,andhascementeditselfasthe numberonePRagencyinthenation forthehomeserviceindustryand skilledtrades.

Anyclientexperienceyouwouldlike tohighlight?

RipleyPRhelpedpropelServiceTitan's public-facingpersonathroughourlong relationshipwiththefounders.We werewiththemfromthefirstSeriesA pressrelease,throughtheirrecord growthandtheirongoingexpansion. Theyshowoursuccessinpromoting B2Btechcompaniesfromstart-upsto industrygiants.

Wearealsoproudofourrelationship withTintWorld®AutomotiveStyling Centers®.Throughoutourseven-year associationastheirpublicrelations agency,wehavehelpedpromotetheir growthasoneofthecountry'sfastestgrowingfranchises.Ripleyhasmade EntrepreneurMagazine'sTop10 FranchisePRAgenciesforfouryears inarow

Whatisyourfavoritequote?

“Toomanypeoplearethinkingof securityinsteadofopportunity.They seemtobemoreafraidoflifethan death.”—JamesF.Byrnes

Ithinkthatanxietyandfearoftenhold peoplebackinlifeandthisquote speakstomeabouttheimportanceof takingrisksandcreatingopportunities.

Ialsoenjoythebook,“FeeltheFear andDoItAnyway”bySusanJeffers. Thisbookwasgiventomebyan agencyownerIusedtoworkfor,andit inspiredmetograbmyfears,make “no-lose”decisionsandexpandmy comfortzone.