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22 ноября, 23:31

Bikini-Bearing Baristas Battle Bureaucrats Who Claim They're "Turning Men Into Harvey Weinsteins"

Welcome to 'Grab'n'Go' Bikini Hut - a coffee shop in Washington State that offers coffees, teas(e), and other hot liquids made by bikini-clad baristas. The city of Everett, about 30 miles north of Seattle, is home to numerous bikini barista espresso stands, where servers dressed in everything from tasteful two-piece swimsuits to pasties and G-strings serve up lattes and Americanos at a drive-thru window. But these successful entrepreneurs - having found an angle that differentiates them from your ubiquitous Starbucks numbness - face being shut down by local officials who are set to tighten the city’s regulations on what constitutes lewd behavior and push to institute a dress code that bans employees from wearing bikinis or showing too much bare skin. Jovanna Edge, who co-owns five “Hillbilly Hotties” stands, denies that any illegal activity is encouraged and balks at the city’s claim that the stands -- with prices comparable to Starbucks -- attract crime or demean women.   She added that without the bikinis, the baristas would not make as much money as they do.   “My business generates more money than a regular, non-bikini-barista, stand because my employees express themselves through their manner of dress,” Edge said.   “By wearing a bikini, my employees expose messages through tattoos and scars, and they are able to open conversations that attract customers willing to pay more at my business than other coffee stands.” As Fox News reports, the laws are just the final straw in a years-long battle against bikini baristas stands. “The Constitution doesn’t allow the government to regulate the content of speech because the government disagrees with it,” Derek Newman, an attorney representing one of the baristas, told the Seattle Times.   “If the First Amendment was so limited, NFL players kneeling during the national anthem to protest police brutality would not be protected expression because the president interprets this as anti-American sentiment.” Everett lawmakers have been steamed about the coffee stands for years – arguing everything from obscenity to mob ties – officials are taking a page out of the headlines and citing a new argument: The skin-flaunting coffee servers could turn men into the next Harvey Weinstein. “The male gaze on bikinied women is on the continuum of sexualization of women,” wrote Mary Anne Layden, the director of the Sexual Trauma and Psychopathology program at the University of Pennsylvania and an expert witness for the city of Everett.   “When you make the body a commodity, and sex a product which you sell, one outcome is sexual violence... If you can sell it, you can steal it.” By this logic - the question has to be asked of every 'accuser' that has come forward in recent weeks, calling out everyone from Kevin Spacey to John Conyers and Roy Moore, what were they wearing before they were abused? Can you imagine the leftist uproar? *  *  * The baristas also say that their rights are being impinged upon and instead of feeling degraded when wearing a bikini, they feel empowered. “This is about women’s rights,” coffee server Natalie Bjerk said, according to the Daily Star.   “The city council should not tell me what I can and cannot wear when I go to work; it’s a violation of my First Amendment rights.” One such barista from Ladybug Espresso strongly agrees: Welcome to the Land of The Free!!!

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22 ноября, 16:35

Лондонский вуайерист устанавливает скрытые камеры в туалетах кофеен

Полиция британской столицы ведет поиск маньяка, установившего скрытую камеру в туалете в одной из кофеен сети Starbucks. Предположительно камера находилась в потолке туалетной комнаты около месяца до того, как ее заметил один из посетителей.

22 ноября, 00:15

A Decade Later: What $1K Invested in These Stocks is Worth Today

What would happen if you had invested $1,000 in Apple, Starbucks, Walmart, Coca-Cola, or other household names right before the market crash? The post A Decade Later: What $1K Invested in These Stocks is Worth Today appeared first on Visual Capitalist.

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21 ноября, 13:26

Рождественские стаканчики Starbucks опять раскритиковали. В этот раз в них увидели ЛГБТ-пропаганду

Компания предложила покупателям самим решать, как трактовать изображение на стаканчиках

21 ноября, 06:30

Where Does It End?

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Authored by Jeff Thomas via InternationalMan.com, It’s nothing new. Whenever a major country is in decline and approaching collapse, a contingent arises that does everything it can to speed up the process toward collapse. This is always done in the same way: Vilify the established rulers as being the culprits for the nation’s woes. Establish simplistic arguments to support that view. (The arguments need not be entirely logical or supportable, but they must have emotional public appeal.) Create simplistic rhetoric that supports the destruction of the establishment and its icons. Make the arguments and rhetoric as ubiquitous as possible (particularly through the media). Then, like any recipe, turn up the heat and bake until done. Generally, the destruction of the first icon (most often a statue) requires some sort of explanation, regardless of how flimsy the argument may be. After that has succeeded, praise is to be showered on those who took part, egging them, and others, on to do more. As each new icon falls, less justification is necessary and, in the end, only blind anger is required to keep the destruction going. In the present era, we’re witnessing this age-old process taking place in quite a few countries, but notably in the US. But, why the US—the one country in the world that began as possibly the most advanced, freest nation the world had ever seen? How did this come to pass in “the land of the free”? Well, truth be told, no matter how inspired or sincere the founding fathers of any nation may be, those who would usurp them are always many in number and, in most cases, are prepared to do whatever it takes to slowly take power and return to tyrannical rule. As Thomas Jefferson said, Even under the best forms of Government, those entrusted with power have, in time, and by slow operations, perverted it into tyranny. And, even in George Washington’s Cabinet, the rot set in early, with Treasury Secretary Alexander Hamilton continually seeking to subvert the objectives of Secretary of State Jefferson. Therefore, the degradation in the US system began quite early. But why does it seem as though it’s speeding up dramatically now? Why is it suddenly pulling apart at the seams? Well, for that answer, we can once again rely on Mister Jefferson: Democracy is nothing more than mob rule, where 51% of the people may take away the rights of the other 49%. And the US has passed that significant tipping point. The majority now depend upon handouts from the government. Once that occurs, it becomes easy to sell them the idea that, since they’re “entitled” to the handouts, they have a perfect right to be outraged that they’re not receiving more. (Again, logic is not necessary; what’s required is an emotionally-charged sense of victimisation.) Historically, once a nation has reached this point, it never goes back. It’s ripe for a collectivist revolution. Ironically, in every collectivist revolution, the leaders have no intention of “freeing the people.” Their goal is to dominate them far more greatly than they presently had been. Essentially, what we’re observing in the US is a standard collectivist revolution, but in slo-mo. At the same time as relatively pampered Americans are purchasing the latest pricey smartphones and buying a Toasted Graham Latte at Starbucks for $5.25, the sense of victimisation is well under way and the destruction of icons has begun. The tearing-down of Confederate flags occurred. Statues of Robert E. Lee were destroyed and, recently, a plaque in a Virginia church honouring the seat where George Washington regularly sat has been under attack for removal. In each of the above cases, the arguments have been increasingly flimsy, but no matter. As stated above, the reasoning need not bear scrutiny. All that matters is that it has an emotional attraction. As the destruction continues, the emotion will morph from indignation to blind rage as necessary. And, as any revolutionary leader could attest, if he can succeed in inducing blind rage, no King, no Czar, no President can stand up to that rage for long. It’s important to note that, in every country where collectivist revolution has taken place, only a small minority of the population has been necessary to bring about the unseating of conventional leaders. In some cases, the leaders have been killed. In others, they’ve been forced to flee the country quickly. In still others, the leaders have agreed to step down in disgrace. What’s significant is not the manner in which the leaders were supplanted, but the direction that the country takes following the leaders’ downfall. In the US, this may be as mild a change as the resignation of the president, followed by the election of an avowed collectivist that will transform the country. It will matter little whether the new leader describes himself as a collectivist, socialist, democrat, or other term. The outcome will be the same. In the beginning, there will be euphoria on the part of the 51%, who will see themselves as the heroes of change. What they will be, in reality, will be the pawns of the new order. Recently, an American associate of mine sent me the link for the article describing the intended removal of the Washington plaque and asked, “Where does it end?” Well, unfortunately, it doesn’t “end.” It continues for decades. (Collectivism can sometimes be maintained for generations before it finally flames out, due to lack of productivity and the weight of a costly top-heavy government.) The folly is in hoping, as my colleague sometimes does, that the stampede toward collectivism will somehow magically screech to a halt and reverse its direction. The sad truth is that, historically, this has never happened. At best, we observe a revolution in slow motion, as is taking place in the US. The question for the individual who’s likely to be impacted by this is whether he should rely on “hope,” or whether he should recognize that hope is not a plan. Plans often prove to be challenging, costly, and difficult, but, for those who may soon be losing a large measure of their freedom, they are essential, if the outcome is to be a positive one. *  *  * Fortunately, you don’t have to draft your plan from scratch. We know practical steps you can take today to prepare for the fallout from America’s collectivist revolution. Get the details in our Guide to Surviving and Thriving During an Economic Collapse.

20 ноября, 20:08

15 of the Most Overpriced Foods on Restaurant Menus

Some restaurant menu items are a great deal for the restaurant -- but not so economical for you. Here are the biggest wastes of money on the menu.

20 ноября, 07:46

Как тратить меньше и меньше выбрасывать

Кто любит, когда дома бардак и грязь? Удовольствие на крайне редкого ценителя. Но если родную жилплощадь мы хоть время от времени приводим в порядок, то о планете как-то не задумываемся. Вот вы когда-нибудь пытались подсчитать, сколько мусора выкидываете за неделю? А ведь снизить количество бытовых отходов – это в ваших же интересах. Если не ради Земли, то ради собственного кошелька. И вот, как это сделать просто и без жертв. Прогнозы учёных далеки от радужных: если человечество продолжит «производить» отходы даже с теми же темпами, что и сейчас, скоро вся Земля превратится в одну большую свалку. С эпидемиями и всеми вытекающими последствиями. Но предотвратить печальный сценарий нам вполне по силам. Достаточно начать с малого: отказаться от вещей из этого списка. А приятный бонус заключается в том, что денег в конце месяца будет оставаться куда больше! 

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20 ноября, 02:38

Thanks A Latte: How To Fix A Customer Service Failure, Per Starbucks, Marriott And Me

Every company needs a customer service recovery framework for turning around upset customers. Learn Starbucks' LATTE system, Marriott's LEARN, Forbes Five-Star Broadmoor Hotel's HEART, and customer service consultant Micah Solomon's own proprietary AWARE approach to customer service recovery.

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19 ноября, 16:07

The GOP Tax Plan Could Mean a Tax Increase If You Work for 1 of These 10 Consumer-Facing Companies

Certain employees of Starbucks, Apple, Bank of America, and seven other brand-name companies could be in for a surprise.

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18 ноября, 19:33

A Close Look at Starbucks Corporation's Double-Digit Dividend Increase

Starbucks' 20% dividend increase and management's plan to return even more cash to shareholders shows why the coffee giant is such a solid dividend stock.

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18 ноября, 02:05

Make Sure to Never Order These Foods at a Fast Food Restaurant

Cheating on your diet is common, but please, don't cheat with these fast food options. Here are the six foods you need to avoid.

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17 ноября, 16:01

Marriage is about power, property and control – it’s time to rethink it | Arwa Mahdawi

It’s great that Australia voted yes for marriage equality, but a more heartening sign of progress would be an equal form of partnership for everyoneIt’s been a busy few weeks for ticking things off the Gay Agenda. First, Starbucks launched an ad campaign with lesbians in it and then, in almost as momentous news, Australia said yes to same-sex marriage. Almost 80% of Australians voted in the historic national postal survey, with 61.6% of people in favour of treating gay people like everyone else, and 38.4% against. Unlike a result of, say, 52% versus 48%, that’s a pretty unambiguous indicator of what Australia wants and what it values. As prime minister Malcolm Turnbull said, the country “voted yes for fairness, yes for commitment, yes for love”.Now, don’t get me wrong, I think it’s great that Australia voted for marriage equality. Being of a homosexual persuasion, I’m all for gay people having equal rights. They tend to come in very handy. And I’m certainly all for fairness, commitment and love. But I’m just not sure that marriage, as an institution, has anything to do with fairness, commitment or love. Quite the opposite, in fact; marriage has long been about power, property and control. It has traditionally been a way of commoditising women and regulating female sexuality and, in many ways, it still is. Continue reading...

17 ноября, 15:00

How to Excel at Both Strategy and Execution

Adam Pretty/Getty Images For decades, we’ve often thought of leadership profiles in unique buckets—two popular varieties were the “visionaries”, who embrace strategy and think about amazing things to do, and the “operators”, who get stuff done. We intuitively knew that there must be leaders that span these areas, but in fact, few do. According to a global survey of 700 executives across a variety of industries conducted by Strategy&, the strategy consulting division of PwC, only 8% of company leaders were said to excel at both strategy and execution. You may think that success can be achieved by excelling at either strategy or execution individually—that great visionaries can change how we see the world, or that amazing operators can wind up outperforming competitors. But our experience and research suggests that the days of keeping strategy and execution as separate topics are ending: We need leaders that can create big promises to customers, and help their organizations deliver on those promises. Take Starbucks: CEO Howard Schultz created a very ambitious aspiration for the company, far more than just being a seller of coffee. He wanted Starbucks to be a “third place” for conviviality beyond home and the workplace. Visit a Starbucks anywhere in the world, and you will find the same consistently comfortable and welcoming ambiance. But he didn’t get there simply by telling his staff to “be warm and friendly”. Starbucks has been able to deliver on its promise because that promise is tightly linked to the company’s distinctive capabilities. The feel of Starbucks stores isn’t created merely by the layout and the décor—it exists because the people behind the counter understand how their work fits into a common purpose, and recognize how to accomplish great things together without needing to follow a script. Insight center The Gap Between Strategy and Execution Sponsored by the Brightline Initiative Aligning the big picture with the day-to-day. Over many years, Starbucks has built a capability to foster a relationship-driven, “employees-first” approach. It was Schultz who famously said “You can walk into [any type of retail store] and you can feel whether the proprietor or the merchant or the person behind the counter has a good feeling about his product. If you walk into a department store today, you are probably talking to a guy who is untrained; he was selling vacuum cleaners yesterday, and now he is in the apparel section. It just does not work.” Schultz made sure that Starbucks would be different: Workers are called “partners” rather than employees, and even part-time staff (in the U.S.) receive stock options and health insurance. At the height of the global financial crisis, when other companies were cutting HR costs wherever they could, Starbucks invested in staff training, including coffee tastings and courses that ultimately qualified employees for credit at higher education institutions. Beyond employees, much of what you will see and experience at Starbucks has been well thought out to accomplish the company’s mission, from the music played to the furniture selected. Even the bathrooms are strategic at Starbucks, because they play a part in allowing customers to spend time in the “third place.” Leaders like Howard Schultz don’t just have both the visionary and operator skills—they deeply value the connection between the two skill sets. In fact, they see them as inextricably linked, since a bold vision needs to include both a very ambitious destination and a well-conceived path for execution that will get you there. This is ever more important today, where differentiating your company is so difficult. Differentiation increasingly requires more innovative thinking, and the use of very specific areas of expertise (like Apple’s winning design, a capability that wouldn’t have been prioritized in most technology companies before Jobs). Leaders who master both strategy and execution start by building a bold but executable strategy. Next, they ensure that the company is investing behind the change. And last, they make sure the entire organization is motivated to go the journey. Developing a bold but executable strategy starts with making sure leaders have addressed the questions of “What are we great at?” and “What are we able to achieve?” rather than coming up with lofty plans and asking functional and business-unit teams to do their best to execute. Indeed, they spell out the few differentiating capabilities that the company must excel at to realize the strategy. Ensuring that the company is investing behind the change means that leaders recognize that the budget process is one of the most important tools in closing the strategy-to-execution gap. Cost isn’t an exogenous variable to be managed—it is the investment in doing the most important things well. But rarely are budgets linked closely to the strategy. If your company is merely incrementalizing the budget up or down by a few percentage points, ask yourself whether the investments are really reflective of the most important tasks. Motivating individuals is a hugely underleveraged tool to close the gap between strategy and execution. Great leaders know that success stems from specific skills that come together in unique ways to do the challenging tasks in executing the strategy. But today most employees don’t even understand how they are connected to the strategy. In a recent (not-yet-published) survey of 540 executives, managers, and non-managers by Strategy&, only 28% of employees said that they feel fully connected to the purpose and identity of their organization. Articulating the strategy in human terms—what capabilities the company will need to build, and what skills are required to do so—not only helps the company focus on how to develop the right talent, but it allows individuals to understand how their role fits into the overall strategy, and allows them to see their work in a much more fundamentally connected way. How are you doing in combining strategy and execution? Below are some questions for you to think through that cover all three stages of the strategy-to-execution continuum. Getting these three areas right allows leaders to make a big step forward toward closing the gap between strategy and execution: Build the strategy. Are you very clear about how you add value to customers in a way that others don’t, and about the specific capabilities that enable you to excel at that value proposition? As strategies are being developed, are you using the classic approach of “build the strategy, then think about execution,” or are you asking yourself the question, “Do you have the capabilities needed—or can you build the capabilities needed—to execute the strategy?” As you’re dealing with disruption, are you shaping the world around you with your given strengths, or are you waiting for change to happen, and therefore playing by someone else’s rules? Translate the strategy into the everyday. Are you diligently following through on what you have decided? You need to be very clear about what the strategy is and what it takes to succeed—and to communicate it so that everyone in the organization understands what they should be doing. Are there visible programs (for example specific new technologies, new processes, or training programs) to build the key capabilities your organization needs to win with its strategy? Are you building specific connections between strategy and the budgeting process so you’re reallocating funds to where they matter most? And do you have mechanisms in place that translate the strategy into personal goals and rewards for managers and employees? Execute the strategy. Are you motivating employees every single day to understand how what they’re doing connects to the important strategic levers that you have focused on? Are you enabling employees to work together across organizational silos to tackle the cross-functional challenges that allow the company to win? Are you keeping track not just of your performance, but of how you’re building and scaling up those few key capabilities that enable you to create value for customers in ways that others cannot? Is your management team engaged in how you are executing the strategy—not just by measuring results, but by constantly challenging the organization and supporting it in improving its key capabilities? Are you setting your team’s sights high enough for what they need to accomplish, and by when? We believe there’s a tremendous upside for companies that can succeed at strategy through execution. The leaders who are able to be both visionaries and operators, and switch between these two mindsets, are the ones who can turn their organizations into super-competitors.

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15 ноября, 18:56

PaysafeVoice: The Lifecycle Of A Digital Payment

By 2015, Starbucks was processing 9 million mobile app payments each week, paving the way for a global e-commerce revolution.

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14 ноября, 10:00

Move over Starbucks: the indie coffee shops battling it out on the high street

It’s flat whites at dawn as entrepreneurs line up to cater to the nation’s growing passion for coffeeOverlooking the harbour in Margate, Carey Karlberg’s Scandi coffee shop, Mala Kaffe, holds prime position for both locals seeking a soul-stirring view with their morning latte and tourists craving a caffeine fix.Karlberg opened Mala Kaffe after moving to the town from London where she ran a popup coffee shop. “When I moved here I spent some time working out what the town needed,” she says over a flat white as we sit outside on an overcast day. Noting that the area lacked good independent coffee shops, she wanted to create a destination for serious coffee fans. Continue reading...

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13 ноября, 15:32

Tingyi Holding зафиксировала рост квартальной прибыли

Китайский производитель напитков и лапши быстрого приготовления Tingyi Holding, являющийся партнером Starbucks и PepsiCo, зафиксировал рост прибыли в минувшем квартале. Так, прибыль в третьем квартале возросла на 30% г/г и составила 1,24 млрд юаней ($186,6 млн) по сравнению с 952,6 млн юаней годом ранее и 266,7 млн юаней кварталом ранее. Выручка, тем временем, увеличилась на 8,5% г/г и составила 19,69 млрд юаней, тогда как маржа валовой прибыли снизилась до 32,50% ввиду увеличения материальных расходов.

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13 ноября, 15:28

Tingyi Holding зафиксировала рост квартальной прибыли

Китайский производитель напитков и лапши быстрого приготовления Tingyi Holding, являющийся партнером Starbucks и PepsiCo, зафиксировал рост прибыли в минувшем квартале. Так, прибыль в третьем квартале возросла на 30% г/г и составила 1,24 млрд юаней ($186,6 млн) по сравнению с 952,6 млн юаней годом ранее и 266,7 млн юаней кварталом ранее. Выручка, тем временем, увеличилась на 8,5% г/г и составила 19,69 млрд юаней, тогда как маржа валовой прибыли снизилась до 32,50% ввиду увеличения материальных расходов.

11 ноября, 15:55

Только настоящий кофеман сможет набрать 7/10 в этом тесте

Не можете ни дня прожить без чашечки кофе, каждую осень делаете домашний тыквенно-пряный латте, а Starbucks – ваше любимое место в городе? Тогда докажите, что вы истинный кофеман, пройдя этот тест на отлично!

07 февраля, 15:32

Рост Рунета в 2016 году — 0%. Как можно расти в e-commerce?

Основатель шопинг-мессенджера «Алоль» — о том, каковы новые реалии Рунета, что станет «гормоном роста» для e-commerce в ближайшие годы и как развиваться в новой реальности.