Key Takeaways SBUX is using test-and-scale pilots to roll out operational upgrades under its turnaround plan. A new algorithm helped SBUX cut wait times by 2 minutes and sped up 75% of peak-hour orders. Phased rollouts for rewards updates and product changes aim to reduce risk and boost unit economics.Starbucks Corporation (SBUX) is executing its turnaround strategy with a methodical “test-and-scale” approach, prioritizing disciplined experimentation over sweeping changes. Under the umbrella of its “Back ...

Matcha is the height of health. But a shortage has tea lovers stressed out and squabbling. https://t.co/jmdE0VEDqn ...

Core Insights - Oliveda International, Inc. is experiencing rapid growth in the waterless beauty sector, with Olive Tree People USA Inc. achieving sales of up to $4 million per day in 2024 and expanding its consultant base to over 60,000 within two years [1][3] - The company is set to expand globally with the establishment of subsidiaries in Canada and Europe, starting with Olive Tree People Canada Inc. in July 2025 and Olive Tree People Europe AG in October 2025 [2] - Waterless beauty is identified as the fastest-growing segment in the beauty industry, valued at over $22 billion, with Oliveda's sales reaching $105 million in its second year, growing 600% faster than competitors like Beautycounter [3][4] Company Strategy - The CEO, Thomas Lommel, emphasizes a direct-to-consumer sales model as the key to success, allowing for better education and engagement with customers through Waterless Glow workshops [4] - The company aims to educate consumers about the benefits of waterless beauty, contrasting it with conventional cosmetics, and offers a 365-day satisfaction guarantee to encourage trial and repeat purchases [4] - Oliveda's valuation has surpassed $1 billion, with a focus on conservation and sustainability, having saved over 31,000 ancient olive trees [4][5] Product and Market Position - Oliveda International, Inc. and its subsidiaries have over 20 years of experience in organic certification and the production of waterless beauty products derived from olive trees [5] - The brand's unique treatment concepts have been validated by conventional medicine and have garnered attention from major publications, positioning waterless beauty as "The Next Big Thing" [8] - The company is also involved in social responsibility initiatives, providing water to communities in Africa through its foundation [6]

China’s largest coffee chain is coming to the Big Apple — after trampling Starbucks in Asia.Luckin Coffee opened its first US locations Monday, including a storefront at 755 Broadway in Greenwich Village and another at 800 Sixth Ave. in NoMad, according to posts on its social media accounts.Luckin did not immediately respond to The Post’s request for comment.  4 Luckin Coffee opened its first US locations Monday, including two in New York City. REUTERSIt has been promoting the new storefronts with special ...

Core Viewpoint - Starbucks is undergoing a significant turnaround under CEO Brian Niccol's "Back to Starbucks" plan, aiming to regain customer loyalty and improve financial performance, although challenges remain ahead [1]. Financial Performance - For the second quarter of 2025, Starbucks reported revenue of $8.8 billion, a 2.3% increase year-over-year, but this figure fell short of Wall Street expectations [2]. - The company experienced a same-store sales decline of 1%, marking the fifth consecutive year-over-year drop, with a 4% decrease in U.S. transactions, while China saw a 4% increase in transactions but was offset by a 4% decline in average ticket size [3]. - Earnings per share fell by 50% in Q2, primarily due to increased labor costs, as the company focuses on investing in its workforce to enhance customer experience [4][5]. Strategic Initiatives - Starbucks is investing in its workforce, which is considered its most valuable asset, to improve customer experience, although there are concerns about the sustainability of higher labor costs and the potential impact on operating margins [5]. - The company is leveraging its strong brand presence and competitive advantage to navigate financial challenges, with a new marketing campaign in the U.S. showing positive consumer resonance [6][7]. - Positive operational trends include a new sequencing algorithm that allows 75% of orders to be served in under four minutes, and a 40% year-over-year sales increase for matcha beverages after customer feedback led to the removal of sugar from the powder [8]. Investor Sentiment - While management remains optimistic about Starbucks' future, it is advised that investors exercise patience and wait for tangible financial improvements, particularly in same-store sales and operating margins, before considering investment [9][10]. - The current price-to-earnings ratio stands at 25.8, which is viewed as a high valuation for a company undergoing a challenging turnaround [11].

Financial Data and Key Metrics Changes - Total company revenue for Q2 FY2025 was $8.8 billion, reflecting a 3% increase in constant currency compared to the prior year, despite a 1% decline in comparable store sales [37][30] - Earnings per share (EPS) was $0.41, down 38% from the prior year, primarily due to expense deleverage and increased store investments [45][30] - Global operating margin was 8.2%, contracting 450 basis points from the prior year, driven by labor investments to support the Back to Starbucks strategy [43][30] Business Line Data and Key Metrics Changes - North America experienced a 2% decline in comparable store sales, with transaction declines improving to negative 4% [38][30] - Canada reported positive comparable store sales and transaction growth, with food sales up 12.5% [40][30] - China's comparable store sales were flat, but positive transactions and expanding margins were noted [41][30] Market Data and Key Metrics Changes - Eight of the top ten international markets returned to flat or positive comparable sales growth [27][30] - The UK and Middle East reported positive transaction comps, while Japan achieved its sixteenth consecutive quarter of comp growth [28][30] - In the U.S., market share, brand sentiment, and customer contacts regarding wait times are improving [38][30] Company Strategy and Development Direction - The company is focused on the "Back to Starbucks" strategy, emphasizing customer experience and partner engagement [4][5] - Investments are being made across four pillars: partners, coffee houses, customer experience, and marketing/menu [7][8] - The company aims to improve store economics and reduce new store build costs while maintaining a strong customer experience [42][30] Management's Comments on Operating Environment and Future Outlook - Management expressed confidence in the turnaround strategy, noting early indicators of recovery in North America and positive signs in Canada [9][30] - The company is committed to building a resilient business that can succeed in various economic environments [6][30] - Management acknowledged that while current financial results are disappointing, significant progress is being made behind the scenes [31][30] Other Important Information - The company is re-evaluating its store portfolio and new store pipeline to ensure better unit economics [15][30] - A new Green Apron service model is being rolled out to enhance customer connection and improve service speed [18][30] - The company is exploring menu innovations and simplifications to drive customer engagement and sales [22][30] Q&A Session Summary Question: Follow-up on labor investment and CapEx - Management confirmed that the focus is on labor investment rather than equipment to improve customer experience and throughput [51][53] Question: Margin concerns and labor investments - Management acknowledged that labor investments have impacted margins but emphasized the importance of staffing for customer experience [57][59] Question: Portfolio evaluation and unit growth pace - Management indicated a potential slowdown in unit growth while evaluating the portfolio, aiming for better cost structures [64][66] Question: Menu simplification impact on transactions - Management noted that simplifying the menu has led to improved transaction comps across a larger percentage of stores [70][72] Question: Resilience in a challenging macro environment - Management highlighted the importance of creating a strong third place experience to maintain customer traffic during economic downturns [75][76] Question: Mobile order sequencing pilot results - Management reported positive results from the mobile order sequencing pilot, improving service times and partner efficiency [79][81] Question: Return on invested capital (ROIC) focus - Management emphasized the importance of durable growth and good returns on invested capital as key metrics for decision-making [85][87]