Annual Report on Form 10-K
Table of Contents

 

 

UNITED STATES SECURITIES AND EXCHANGE COMMISSION

Washington, DC 20549

Form 10-K

  þ ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

For the fiscal year ended October 3, 2010

or

  ¨ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

For the transition period from             to             .

Commission File Number: 0-20322

Starbucks Corporation

(Exact Name of Registrant as Specified in Its Charter)

 

Washington   91-1325671
(State of Incorporation)   (IRS Employer ID)

2401 Utah Avenue South

Seattle, Washington 98134

(206) 447-1575

(Address of principal executive offices, zip code, telephone number)

Securities Registered Pursuant to Section 12(b) of the Act:

 

Title of Each Class

 

Name of Each Exchange on Which Registered

Common Stock, $0.001 par value per share   Nasdaq Global Select Market

Securities Registered Pursuant to Section 12(g) of the Act:

None

Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act.    Yes  þ    No  ¨

Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act.    Yes  ¨    No  þ

Indicate by check mark whether the registrant: (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days.    Yes  þ    No  ¨

Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§ 232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files).    Yes  þ    No  ¨

Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation of S-K is not contained herein, and will not be contained, to the best of the registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K.    þ

Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting company. See the definitions of “large accelerated filer,” “accelerated filer” and “smaller reporting company” in Rule 12b-2 of the Exchange Act. (Check one):

Large accelerated filer  þ         Accelerated filer  ¨    Non-accelerated filer  ¨       Smaller reporting company  ¨
  (Do not check if a smaller reporting company)        

Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act).    Yes  ¨    No  þ

The aggregate market value of the voting stock held by non-affiliates of the registrant as of the last business day of the registrant’s most recently completed second fiscal quarter, based upon the closing sale price of the registrant’s common stock on March 26, 2010 as reported on the NASDAQ Global Select Market was $16 billion. As of November 12, 2010, there were 741.1 million shares of the registrant’s Common Stock outstanding.

DOCUMENTS INCORPORATED BY REFERENCE

Portions of the definitive Proxy Statement for the registrant’s Annual Meeting of Shareholders to be held on March 23, 2011 have been incorporated by reference into Part III of this Annual Report on Form 10-K.

 

 

 


Table of Contents

STARBUCKS CORPORATION

Form 10-K

For the Fiscal Year Ended October 3, 2010

TABLE OF CONTENTS

 

PART I   

Item 1

  Business      2   

Item 1A

  Risk Factors      10   

Item 1B

  Unresolved Staff Comments      17   

Item 2

  Properties      17   

Item 3

  Legal Proceedings      17   

Item 4

  (Removed and Reserved)      17   
PART II   

Item 5

  Market for the Registrant’s Common Equity, Related Shareholder Matters and Issuer Purchases of Equity Securities      18   

Item 6

  Selected Financial Data      20   

Item 7

  Management’s Discussion and Analysis of Financial Condition and Results of Operations      22   

Item 7A

  Quantitative and Qualitative Disclosures About Market Risk      38   

Item 8

  Financial Statements and Supplementary Data      39   
  Report of Independent Registered Public Accounting Firm      71   

Item 9

  Changes in and Disagreements with Accountants on Accounting and Financial Disclosure      72   

Item 9A

  Controls and Procedures      72   

Item 9B

  Other Information      74   
PART III   

Item 10

  Directors, Executive Officers and Corporate Governance      74   

Item 11

  Executive Compensation      74   

Item 12

  Security Ownership of Certain Beneficial Owners and Management and Related Shareholder Matters      74   

Item 13

  Certain Relationships and Related Transactions, and Director Independence      74   

Item 14

  Principal Accountant Fees and Services      74   
PART IV   

Item 15

  Exhibits and Financial Statement Schedules      75   
SIGNATURES      76   
INDEX TO EXHIBITS      78   


Table of Contents

CAUTIONARY NOTE REGARDING FORWARD-LOOKING STATEMENTS

This Annual Report on Form 10-K includes “forward-looking” statements within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking statements can be identified by the fact that they do not relate strictly to historical or current facts. They often include words such as “believes,” “expects,” “anticipates,” “estimates,” “intends,” “plans,” “seeks” or words of similar meaning, or future or conditional verbs, such as “will,” “should,” “could,” “may,” “aims,” “intends,” or “projects.” A forward-looking statement is neither a prediction nor a guarantee of future events or circumstances, and those future events or circumstances may not occur. You should not place undue reliance on forward-looking statements, which speak only as of the date of this Annual Report on Form 10-K. These forward-looking statements are all based on currently available operating, financial and competitive information and are subject to various risks and uncertainties. Our actual future results and trends may differ materially depending on a variety of factors, including, but not limited to, the risks and uncertainties discussed under “Risk Factors” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations”. Given these risks and uncertainties, you should not rely on forward-looking statements as a prediction of actual results. Any or all of the forward-looking statements contained in this Annual Report on Form 10-K and any other public statement made by us, including by our management, may turn out to be incorrect. We are including this cautionary note to make applicable and take advantage of the safe harbor provisions of the Private Securities Litigation Reform Act of 1995 for forward-looking statements. We expressly disclaim any obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise.

 

1


Table of Contents

PART I

 

Item 1. Business

General

Starbucks is the premier roaster and retailer of specialty coffee in the world, operating in more than 50 countries. Starbucks Corporation was formed in 1985 and its common stock trades on the NASDAQ Global Select Market (“NASDAQ”) under the symbol “SBUX.” Starbucks purchases and roasts high-quality whole bean coffees and sells them, along with handcrafted coffee and tea beverages and a variety of fresh food items, through company-operated retail stores. We also sell coffee and tea products and license our trademarks through other channels such as licensed retail stores and, through certain of our licensees and equity investees, we produce and sell a variety of ready-to-drink beverages. All channels outside the company-operated retail stores are collectively known as specialty operations. In addition to our flagship Starbucks brand, our portfolio includes brands such as Tazo® Tea, Seattle’s Best Coffee®, and Starbucks VIA® Ready Brew.

Our objective is to maintain Starbucks standing as one of the most recognized and respected brands in the world. To achieve this goal, we plan to continue disciplined expansion of our retail and licensed store base, primarily focused on growth in countries outside of the US. In addition, by leveraging the experience gained through our traditional store model, we are offering consumers new coffee products in multiple forms, across new categories, and through diverse channels. Starbucks Global Responsibility strategy and commitments related to coffee and the communities we do business in, as well as our focus on being an employer of choice, are also key complements to our business strategies.

In this Annual Report on Form 10-K (“10-K” or “Report”) for the fiscal year ended October 3, 2010 (“fiscal 2010”) Starbucks Corporation (together with its subsidiaries) is referred to as “Starbucks,” the “Company,” “we,” “us” or “our”.

Segment Financial Information

Starbucks has three reportable operating segments: United States (“US”), International, and Global Consumer Products Group (“CPG”). In the fourth fiscal quarter of 2010, we changed the composition of our reportable segments by creating a Seattle’s Best Coffee operating segment and reporting it with our unallocated corporate expenses and Digital Ventures in “Other”. Financial information for Seattle’s Best Coffee was previously reported within the US, International, and CPG segments. This change reflects the culmination of internal management and reporting realignments and the expected development of the Seattle’s Best Coffee business. Segment information for all prior periods presented has been revised to reflect this change. Each of the segments provided the following percentage of total net revenues for fiscal year fiscal 2010: US (71%), International (21%), CPG (7%) and Other (1%).

The US and International segments both include company-operated retail stores and certain components of specialty operations. Specialty operations within the US include licensed retail stores. International specialty operations include retail store licensing operations in nearly 40 countries and foodservice accounts primarily in Canada and the United Kingdom (“UK”). Our International segment’s largest markets, based on number of company-operated and licensed retail stores, are Canada, Japan and the UK. The CPG segment includes packaged coffee and tea, Starbucks VIA® Ready Brew and other branded products sold worldwide through channels such as grocery stores, warehouse clubs and convenience stores, and US foodservice accounts. CPG operates a significant portion of its business through licensing arrangements and a joint venture with a large consumer products business partner. This operating model leverages the business partners’ existing infrastructures and, as a result, our CPG segment reflects relatively lower revenues, a modest cost structure, and a resulting higher operating margin, compared to Starbucks US and International reporting segments, which consist primarily of retail stores.

Financial information about Starbucks segments is included in Note 19 to the consolidated financial statements included in Item 8 of this 10-K.

 

2


Table of Contents

Revenue Components

We generate our revenues through company-operated retail stores and our specialty operations. Specialty operations include retail stores licensed by local business partners, packaged coffee and tea sold through licensees in grocery and warehouse club stores, license arrangements with business partners to use our brands on various products, and arrangements with foodservice companies that service a variety of locations outside our retail store footprint.

Company-operated and Licensed Retail Store Summary as of October 3, 2010

 

     US      As a % of  Total
US Stores
    International      As a % of  Total
International
Stores
    Total      As a %  of
Total Stores
 

Company-operated stores

     6,707         60     2,126         37     8,833         52

Licensed stores

     4,424         40     3,601         63     8,025         48
                                                   

Total

     11,131         100     5,727         100     16,858         100
                                 

The mix of company-operated versus licensed stores in a given market will vary based on several factors, including the ability to access desirable local retail space, the complexity and expected ultimate size of the market for Starbucks, and the ability to leverage the support infrastructure in an existing geographic region.

Company-operated Retail Stores

Revenue from company-operated retail stores accounted for 84% of total net revenues during fiscal 2010. Our retail objective is to be the leading retailer and brand of coffee in each of our target markets by selling the finest quality coffee and related products, and by providing each customer a unique Starbucks Experience. The Starbucks Experience is built upon superior customer service as well as clean and well-maintained company-operated retail stores that reflect the personalities of the communities in which they operate, thereby building a high degree of customer loyalty.

Our strategy for expanding our global retail business is to increase our market share in a disciplined manner, by selectively opening additional stores in existing markets, opening stores in new markets, and increasing sales in existing stores, to support our long term strategic objectives. Store growth in specific existing markets will vary due to many factors, including the maturity of the market.

The following is a summary of total company-operated retail store data for the periods indicated:

 

     Net Stores Opened
(Closed) During the
Fiscal Year Ended(1)
    Stores Open as of  
     Oct 3, 2010     Sep 27, 2009     Oct 3, 2010      Sep 27, 2009  

US

     (57     (474     6,707         6,764   

International:

         

Canada

     24        44        799         775   

United Kingdom

     (65     2        601         666   

China

     29        13        220         191   

Germany

     (2     13        142         144   

Thailand

     2        4        133         131   

Other(2)

     (3     27        231         234   
                                 

Total International

     (15     103        2,126         2,141   
                                 

Total company-operated

     (72     (371     8,833         8,905   
                                 

 

 

(1)

Store openings are reported net of closures. In the US, 13 and 121 company-operated stores were opened during 2010 and 2009, respectively, and 70 and 595 stores were closed during 2010 and 2009, respectively.

 

3


Table of Contents
 

Internationally, 97 and 167 company-operated stores were opened during 2010 and 2009, respectively, and 112 and 64 stores were closed during 2010 and 2009, respectively. As described in more detail in Management’s Discussion and Analysis in this 10-K, we took a number of actions in fiscal 2008 and 2009 to rationalize the size of our global company-operated store portfolio. Nearly all of the stores related to these actions have been closed as of the end of fiscal 2010.

 

(2)

Store data has been adjusted for the fiscal 2010 acquisition of the France and Brazil operations by reclassifying historical information from licensed stores to company-operated stores.

Starbucks retail stores are typically located in high-traffic, high-visibility locations. Our ability to vary the size and format of our stores allows us to locate them in or near a variety of settings, including downtown and suburban retail centers, office buildings, university campuses, and in select rural and off-highway locations. To provide a greater degree of access and convenience for non-pedestrian customers, we continue to selectively expand development of drive-thru retail stores.

Starbucks stores offer a choice of regular and decaffeinated coffee beverages, a broad selection of Italian-style espresso beverages, cold blended beverages, iced shaken refreshment beverages, a selection of premium teas, distinctively packaged roasted whole bean coffees, and a variety of Starbucks VIA® Ready Brew soluble coffees. Starbucks stores also offer a variety of fresh food items, including selections focusing on high-quality ingredients, nutritional value and great flavor. Food items include pastries, prepared breakfast and lunch sandwiches, oatmeal and salads, as well as juices, sodas, and bottled water. We continue to expand the food warming program in the US and Canada, with close to 90 % of the stores in these markets providing warm food items as of the end of fiscal 2010. A focused selection of beverage-making equipment and accessories are also sold in the stores. Each Starbucks store varies its product mix depending upon the size of the store and its location. In company-operated Starbucks stores in the US, we provide customers free access to wireless internet.

Retail sales mix by product type for company-operated stores:

 

Fiscal Year Ended

   Oct 3, 2010     Sep 27, 2009     Sep 28, 2008  

Beverages

     75     76     76

Food

     19     18     17

Whole bean and soluble coffees

     4     3     3

Coffee-making equipment and other merchandise

     2     3     4
                        

Total

     100     100     100
                        

Starbucks Card

The Starbucks Card program is designed to increase customer loyalty and the frequency of store visits by cardholders. Since January 2010, Starbucks customers in the US have earned free beverages through the My Starbucks Rewards program. Gold Level members earn a free drink after fifteen purchases at participating Starbucks stores. Members also receive free select syrups, milk options and refills on tea or brewed coffee during a store visit. Starbucks Cards are accepted at all company-operated and most licensed stores in North America. The cards are also accepted at a number of international locations.

Specialty Operations

During fiscal 2010, specialty revenues accounted for 16% of total net revenues. Our specialty operations strive to develop Starbucks brands outside the company-operated retail store environment through a number of channels. Starbucks strategy to reach customers where they work, travel, shop and dine includes establishing and maintaining relationships with prominent third parties that share our values and commitment to quality. These relationships take various forms, including licensing arrangements, foodservice accounts and other initiatives related to our core businesses. In certain situations, Starbucks has an equity ownership interest in licensee operations.

 

4


Table of Contents

Licensing — Retail stores

Product sales to and royalty and license fee revenues from US and International licensed retail stores accounted for 50% of specialty revenues in fiscal 2010. In our licensed retail store operations, we leverage the expertise of our local partners and share our operating and store development experience. Licensee partners provide improved, and at times the only, access to desirable retail space. Most licensees are prominent retailers with in-depth market knowledge and access. As part of these arrangements, we receive royalties and license fees and sell coffee, tea and related products for resale in licensed locations. Employees working in licensed retail locations are required to follow our detailed store operating procedures and attend training classes similar to those given to employees in company-operated stores. For our Seattle’s Best Coffee brand, we use various forms of licensing, including traditional franchising.

Starbucks total licensed retail stores by region and country at fiscal year end 2010 are as follows:

 

Asia Pacific

    

Europe/Middle East/Africa

    

Americas

 

Japan

     892      

Turkey

     137      

US

     4,424   

Greater China

     525      

UK

     102      

Canada

     274   

South Korea

     315      

United Arab Emirates

     95      

Mexico

     283   

Philippines

     168      

Spain

     75      

Other

     63   

Malaysia

     117      

Saudi Arabia

     69         

Indonesia

     85      

Kuwait

     66         

New Zealand

     39      

Greece

     60         
     

Switzerland

     47         
     

Russia

     37         
     

Other

     152         
                                

Total

     2,141      

Total

     840      

Total

     5,044   
                                

In the US, 166 and 286 licensed stores were opened during 2010 and 2009, respectively, and 106 and 251 stores were closed during 2010 and 2009, respectively. Internationally, 335 and 375 licensed stores were opened during 2010 and 2009, respectively, and 100 and 84 stores were closed during 2010 and 2009, respectively.

Licensing — Packaged coffee and tea

Revenues from licensed sales of packaged coffee and tea comprised 23% of specialty revenues in fiscal 2010. For over ten years through licensing relationships with Kraft Foods Global, Inc., we have sold a selection of Starbucks and Seattle’s Best Coffee branded packaged coffees and Tazo® teas in grocery and warehouse club stores throughout the US and to grocery stores in Canada, the UK and other European countries. Kraft has managed the distribution, marketing, advertising and promotion of these products.

We also sell packaged coffee and tea internationally directly to warehouse club stores, such as Costco Wholesale Corporation.

In the first quarter of fiscal 2011, Starbucks notified Kraft that we are discontinuing our licensing relationships. We intend to work closely with Kraft to ensure an orderly transition.

Licensing — Branded products

The revenues from licensed branded products accounted for 4% of specialty revenues in fiscal 2010. We license the rights to produce and market Starbucks and Seattle’s Best Coffee branded products through several partnerships both domestically and internationally. Significant licensing agreements include:

 

   

The North American Coffee Partnership, a joint venture with the Pepsi-Cola Company in which Starbucks is a 50% equity investor, manufactures and markets ready-to-drink beverages, including bottled Frappuccino® beverages, Starbucks DoubleShot®, and Seattle’s Best Coffee® ready-to-drink espresso beverages in the US and Canada;

 

5


Table of Contents
   

licensing agreements for the manufacturing, marketing and distribution of Starbucks Discoveries®, a ready-to-drink chilled cup coffee beverage, in Japan and South Korea;

 

   

a licensing agreement with a partnership formed by Unilever and Pepsi-Cola Company for the manufacturing, marketing and distribution of Starbucks super-premium Tazo® Tea ready-to-drink beverages in the US; and

 

   

a licensing agreement with Unilever for the manufacturing, marketing and distribution of Starbucks® super-premium ice cream products in the US.

Foodservice

Revenues from foodservice accounts comprised 23% of total specialty revenues in fiscal 2010. We sell whole bean and ground coffees, including the Starbucks and Seattle’s Best Coffee brands, as well as a selection of premium Tazo® teas, Starbucks VIA® Ready Brew and other related products, to institutional foodservice companies that service business and industry, education, healthcare, office coffee distributors, hotels, restaurants, airlines and other retailers. We also sell our Seattle’s Best Coffee® through arrangements with national accounts. The majority of the sales in this channel come through national broadline distribution networks with SYSCO Corporation, US FoodserviceTM, and other distributors.

Product Supply

Starbucks is committed to selling only the finest whole bean coffees and coffee beverages. To ensure compliance with our rigorous coffee standards, we control coffee purchasing, roasting and packaging, and the global distribution of coffee used in our operations. We purchase green coffee beans from multiple coffee-producing regions around the world and custom roast them to our exacting standards, for our many blends and single origin coffees.

The price of coffee is subject to significant volatility. Although most coffee trades in the commodity market, high-altitude arabica coffee of the quality sought by Starbucks tends to trade on a negotiated basis at a substantial premium above commodity coffee prices. Both the premium and the “C” coffee commodity price depend upon the supply and demand at the time of purchase. Supply and price can be affected by multiple factors in the producing countries, including weather, political and economic conditions. Price is also impacted by trading activities in the arabica coffee futures market, including hedge funds and commodity index funds. In addition, green coffee prices have been affected in the past, and may be affected in the future, by the actions of certain organizations and associations that have historically attempted to influence prices of green coffee through agreements establishing export quotas or by restricting coffee supplies.

To help ensure sustainability and future supply of high-quality green coffees and to reinforce our leadership role in the coffee industry, Starbucks operates Farmer Support Centers in Costa Rica and Rwanda. The Farmer Support Centers are staffed with agronomists and sustainability experts who work with coffee farming communities to promote best practices in coffee production designed to improve both coffee quality and yields.

We buy coffee using fixed-price and price-to-be-fixed purchase commitments, depending on market conditions, to secure an adequate supply of quality green coffee. Price-to-be-fixed contracts are purchase commitments whereby the quality, quantity, delivery period, and other negotiated terms are agreed upon, but the date at which the base “C” coffee commodity price component will be fixed has not yet been established. For these types of contracts, either Starbucks or the seller has the option to select a date on which to “fix” the base “C” coffee commodity price prior to the delivery date. Until prices are fixed, we estimate the total cost of these purchase commitments. As of October 3, 2010, we had a total of $557 million in purchase commitments, of which $401 million represented the estimated cost of price-to-be-fixed contracts. All price-to-be-fixed contracts as of October 3, 2010 were at the Company’s option to fix the base “C” coffee commodity price component. Total purchase commitments, together with existing inventory, are expected to provide an adequate supply of green coffee through fiscal 2011.

We depend upon our relationships with coffee producers, outside trading companies and exporters for our supply of green coffee. We believe, based on relationships established with our suppliers, the risk of non-delivery on such purchase commitments is remote.

 

6


Table of Contents

In addition to coffee, we also purchase significant amounts of dairy products, particularly fluid milk, to support the needs of our company-operated retail stores. Starbucks highest volumes of dairy purchases are in the US, Canada and the UK. For these markets, we purchase substantially all of our fluid milk requirements from six dairy suppliers. We believe, based on relationships established with these suppliers, that the risk of non-delivery of sufficient fluid milk to support these retail businesses is remote.

Products other than whole bean coffees and coffee beverages sold in Starbucks retail stores are obtained through a number of different channels. Beverage ingredients other than coffee and milk, including leaf teas as well as our selection of ready-to-drink beverages, are purchased from several specialty suppliers, usually under long-term supply contracts. Food products, such as fresh pastries, breakfast sandwiches and lunch items, are purchased from national, regional and local sources. We also purchase a broad range of paper and plastic products, such as cups and cutlery, from several companies to support the needs of our retail stores as well as our manufacturing and distribution operations. We believe, based on relationships established with these suppliers and manufacturers, that the risk of non-delivery is remote.

Competition

Our primary competitors for coffee beverage sales are quick-service restaurants and specialty coffee shops. In almost all markets in which we do business, there are numerous competitors in the specialty coffee beverage business. We believe that our customers choose among specialty coffee retailers primarily on the basis of product quality, service and convenience, as well as price. We continue to experience direct competition from large competitors in the US quick-service restaurant sector and continue to face competition from well-established companies in many international markets and in the US ready-to-drink coffee beverage market.

Our whole bean coffees, ground packaged coffees, Tazo® teas, and Starbucks VIA® Ready Brew compete directly against specialty coffees and teas sold through supermarkets, club stores and specialty retailers. Our whole bean coffees, coffee beverages, and Starbucks VIA® Ready Brew compete indirectly against all other coffees on the market. Starbucks specialty operations face significant competition from established wholesale and mail order suppliers, some of whom have greater financial and marketing resources than we do.

Starbucks also faces competition from both restaurants and other specialty retailers for prime retail locations and qualified personnel to operate both new and existing stores.

Patents, Trademarks, Copyrights and Domain Names

Starbucks owns and has applied to register numerous trademarks and service marks in the US and in many additional countries throughout the world. Some of our trademarks, including Starbucks®, the Starbucks® logo, Seattle’s Best Coffee®, Frappuccino®, Starbucks VIA® Ready Brew and Tazo® are of material importance. The duration of trademark registrations varies from country to country. However, trademarks are generally valid and may be renewed indefinitely as long as they are in use and/or their registrations are properly maintained.

We own numerous copyrights for items such as product packaging, promotional materials, in-store graphics and training materials. We also hold patents on certain products, systems and designs. In addition, Starbucks has registered and maintains numerous Internet domain names, including “Starbucks.com”, “Starbucks.net”, and “Seattlesbest.com.”

Research and Development

Our research and development teams are responsible for the technical development of food and beverage products and new equipment. We spent approximately $9 million, $7 million and $7 million during fiscal 2010, 2009 and 2008, respectively, on technical research and development activities, in addition to customary product testing and product and process improvements in all areas of its business.

 

7


Table of Contents

Seasonality and Quarterly Results

Our business is subject to seasonal fluctuations, including fluctuations resulting from the holiday season. Cash flows from operations are considerably higher in the first fiscal quarter than the remainder of the year. This is largely driven by cash received as Starbucks Cards are purchased and loaded during the holiday season. Since revenues from the Starbucks Cards are recognized upon redemption and not when purchased, seasonal fluctuations on the consolidated statements of earnings are much less pronounced. Quarterly results can be affected by the timing of the opening of new stores and the closing of existing stores. For these reasons, results for any quarter are not necessarily indicative of the results that may be achieved for the full fiscal year.

Employees

Starbucks employed approximately 137,000 people worldwide as of October 3, 2010. In the US, Starbucks employed approximately 107,000 people, with 101,000 in company-operated retail stores and the remainder in administrative and regional offices, and store development, roasting and warehousing operations. Approximately 30,000 employees were employed outside of the US, with 29,000 in company-operated retail stores and the remainder in regional support facilities and roasting and warehousing operations. The number of Starbucks employees represented by unions is not significant. We believe our current relations with our employees are good.

Executive officers of the registrant

 

Name

   Age     

Position

Howard Schultz

     57       chairman, president and chief executive officer

Cliff Burrows

     51       president, Starbucks Coffee US

John Culver

     50       president, Starbucks Coffee International

Jeff Hansberry

     46       president, Global Consumer Products and Foodservice

Michelle Gass

     42       president, Seattle’s Best Coffee

Arthur Rubinfeld

     57       president, Global Development

Annie Young-Scrivner

     41       chief marketing officer

Troy Alstead

     47       chief financial officer and chief administrative officer

Paula E. Boggs

     51       executive vice president, general counsel and secretary

Peter D. Gibbons

     49       executive vice president, Global Supply Chain Operations

Kalen Holmes

     44       executive vice president, Partner Resources

Stephen Gillett

     34       executive vice president, chief information officer and GM Digital Ventures

Vivek Varma

     44       executive vice president, Public Affairs

Howard Schultz is the founder of Starbucks and serves as the chairman, president and chief executive officer. Mr. Schultz has served as chairman of the board since Starbucks inception in 1985 and he resumed his role as president and chief executive officer in January 2008. From June 2000 to February 2005, Mr. Schultz held the title of chief global strategist. From November 1985 to June 2000, he served as chief executive officer. From November 1985 to June 1994, Mr. Schultz also served as president.

Cliff Burrows joined Starbucks in April 2001 and has served as president, Starbucks Coffee US since March 2008. Mr. Burrows served as president, Europe, Middle East and Africa (EMEA) from April 2006 to March 2008. He served as vice president and managing director, UK prior to April 2006. Prior to joining Starbucks, Mr. Burrows served in various management positions with Habitat Designs Limited, a furniture and house wares retailer.

John Culver joined Starbucks in August 2002 and has served as president, Starbucks Coffee International since December 2009. Mr. Culver served as executive vice president; president, Global Consumer Products, Foodservice

 

8


Table of Contents

and Seattle’s Best Coffee from February 2009 to September 2009, and then as president, Global Consumer Products and Foodservice from October 2009 to November 2009. He previously served as senior vice president; president, Starbucks Coffee Asia Pacific from January 2007 to February 2009, and vice president; general manager, Foodservice from August 2002 to January 2007.

Jeff Hansberry joined Starbucks in June 2010 as president, Global Consumer Products and Foodservice. Prior to joining Starbucks, Mr. Hansberry served as vice president and general manager, Popular BU for E. & J. Gallo Winery, a family-owned winery, from November 2008 to May 2010. From September 2007 to November 2008, Mr. Hansberry served as vice president and general manager, Value BU, and from April 2005 to August 2007, he served as vice president and general manager Asia, for E. & J. Gallo Winery. Prior to E. & J. Gallo, Mr. Hansberry held various positions with Procter & Gamble.

Michelle Gass joined Starbucks in 1996 and has served as the president, Seattle’s Best Coffee since September 2009. Ms. Gass served as senior vice president, Marketing and Category from July 2008 to November 2008, and then as executive vice president, Marketing and Category from December 2008 to September 2009. Ms. Gass previously served as senior vice president, Global Strategy, Office of the ceo from January 2008 to July 2008, senior vice president, Global Product and Brand from August 2007 to January 2008, senior vice president, and U.S. Category Management from May 2004 to August 2007. Ms. Gass served in a number of other positions with Starbucks prior to 2004.

Arthur Rubinfeld rejoined Starbucks in February 2008 as president, Global Development. Mr. Rubinfeld also serves as president of AIRVISION LLC, an advisory firm specializing in brand positioning that he founded in June 2002. From March 2006 to February 2008, Mr. Rubinfeld served as executive vice president, Corporate Strategy and chief development officer at Potbelly Sandwich Works. Prior to 2002, Mr. Rubinfeld held several positions in Store Development at Starbucks.

Annie Young-Scrivner joined Starbucks in September 2009 as chief marketing officer. Prior to joining Starbucks, Ms. Young-Scrivner served as Chief Marketing Officer and Vice President of Sales for Quaker Foods and Snacks, a division of PepsiCo, Inc. From October 2006 to November 2008, she served as Region President of PepsiCo Foods for Greater China. From 2005 to 2006, Ms. Young-Scrivner served as Vice President of Sales for PepsiCo Beverages in Greater China. She also served in a number of other leadership roles at PepsiCo prior to 2005.

Troy Alstead joined Starbucks in 1992 and has served as chief financial officer and chief administrative officer since November 2008. Mr. Alstead previously served as chief operating officer, Starbucks Greater China from April 2008 to October 2008, senior vice president, Global Finance and Business Operations from August 2007 to April 2008, and senior vice president, Corporate Finance from September 2004 to August 2007. Mr. Alstead served in a number of other senior positions with Starbucks prior to 2004.

Paula E. Boggs joined Starbucks in September 2002 as executive vice president, general counsel and secretary. Prior to joining Starbucks, Ms. Boggs served as vice president, legal, for products, operations and information technology at Dell Computer Corporation from 1997 to 2002. From 1995 to 1997, Ms. Boggs was a partner with the law firm of Preston Gates & Ellis (now K&L Gates). Ms. Boggs served in several roles at the Pentagon, White House and US Department of Justice between 1984 and 1995.

Peter D. Gibbons joined Starbucks in February 2007 and has served as executive vice president, Global Supply Chain Operations since July 2008. From February 2007 to July 2008, Mr. Gibbons served as senior vice president, Global Manufacturing Operations. From March 1999 to February 2007, Mr. Gibbons was executive vice president, Supply Chain, of The Glidden Company, a subsidiary of ICI Americas, Inc.

Kalen Holmes joined Starbucks in November 2009 as executive vice president, Partner Resources. Prior to joining Starbucks, Ms. Holmes served as HR General Manager for the Entertainment and Devices division at Microsoft Corporation, a worldwide provider of software, services and solutions, from December 2007 to November 2009. From December 2005 to December 2007, Ms. Holmes was HR General Manager for Microsoft’s Server and Tools Division. From September 2003 to December 2005, she served as HR General Manager for Microsoft’s Corporate Staff business unit.

 

9


Table of Contents

Stephen Gillett joined Starbucks in May 2008 and has served as executive vice president, chief information officer and GM Digital Ventures since May 2010. From May 2008 to May 2010, Mr. Gillett served as senior vice president, chief information officer and general manager, Digital Ventures. Prior to joining Starbucks, Mr. Gillett was CIO and SVP, Engineering for Corbis, a digital media company, from May 2006 to May 2008. From December 2004 to May 2006, Mr. Gillett was Senior Director Engineering with Yahoo!, an internet destination and online media company.

Vivek Varma joined Starbucks in September of 2008, and has served as executive vice president, Public Affairs since May 2010. From September 2008 to May 2010, Mr. Varma served as senior vice president, Public Affairs. Prior to joining Starbucks, Mr. Varma was general manager of communications and public relations for the Platforms and Services Division of Microsoft Corporation, a worldwide provider of software, services and solutions, from April 2006 to September 2008. From January 2002 to April 2006, Mr. Varma served in a number of other positions with Microsoft, including as senior director of corporate communications and public relations in Microsoft’s Corporate Marketing Group.

There are no family relationships among any of our directors or executive officers.

Global Responsibility

We are committed to being a deeply responsible company in the communities where we do business around the world. Our focus is on ethically sourcing high-quality coffee, reducing our environmental impacts and contributing positively to communities. Starbucks Global Responsibility strategy and commitments are integral to our overall business strategy. As a result, we believe we deliver benefits to our stakeholders, including employees, business partners, customers, suppliers, shareholders, community members and others. For an overview of Starbucks Global Responsibility strategy and commitments, please visit www.starbucks.com.

Available Information

Starbucks 10-K reports, along with all other reports and amendments filed with or furnished to the Securities and Exchange Commission (“SEC”), are publicly available free of charge on the Investor Relations section of our website at http://investor.starbucks.com or at www.sec.gov as soon as reasonably practicable after these materials are filed with or furnished to the SEC. Our corporate governance policies, code of ethics and Board committee charters and policies are also posted on the Investor Relations section of Starbucks website at http://investor.starbucks.com. The information on our website is not part of this or any other report Starbucks files with, or furnishes to, the SEC.

 

Item 1A. Risk Factors

You should carefully consider the risks described below. If any of the risks and uncertainties described in the cautionary factors described below actually occurs, our business, financial condition and results of operations could be materially and adversely affected. The risks and factors listed below, however, are not exhaustive. Other sections of this 10-K include additional factors that could materially and adversely impact our business, financial condition and results of operations. Moreover, we operate in a very competitive and rapidly changing environment. New factors emerge from time to time and it is not possible to predict the impact of all these factors on our business, financial condition or results of operation.

 

 

Our financial condition and results of operations are sensitive to, and may be adversely affected by, a number of factors, many of which are largely outside our control.

Our operating results have been in the past and will continue to be subject to a number of factors, many of which are largely outside our control. Any one or more of the factors set forth below could adversely impact our business, financial condition and/or results of operations:

 

   

lower customer traffic or average value per transaction, which negatively impacts comparable store sales, net revenues, operating income, operating margins and earnings per share, due to:

 

   

the impact of initiatives by competitors and increased competition generally;

 

10


Table of Contents
   

customers trading down to lower priced products within Starbucks, and/or shifting to competitors with lower priced products;

 

   

lack of customer acceptance of new products or price increases necessary to cover costs of new products and/or higher input costs;

 

   

unfavorable general economic conditions in the markets in which we operate that adversely affect consumer spending;

 

   

declines in general consumer demand for specialty coffee products; or

 

   

adverse impacts resulting from negative publicity regarding our business practices or the health effects of consuming our products;

 

   

cost increases that are either wholly or partially beyond our control, such as:

 

   

commodity costs for commodities that can only be partially hedged, such as fluid milk, and high quality arabica coffee;

 

   

labor costs such as increased health care costs, general market wage levels and workers’ compensation insurance costs;

 

   

litigation, particularly class action litigation; or

 

   

construction costs associated with new store openings;

 

   

any material interruption in our supply chain beyond our control, such as material interruption of roasted coffee supply due to the casualty loss of any of our roasting plants or the failures of third-party suppliers, or interruptions in service by common carriers that ship goods within our distribution channels, or trade restrictions, such as increased tariffs or quotas, embargoes or customs restrictions;

 

   

delays in store openings for reasons beyond our control, or a lack of desirable real estate locations available for lease at reasonable rates, either of which could keep us from meeting annual store opening targets and, in turn, negatively impact net revenues, operating income and earnings per share;

 

   

the degree to which we enter into, maintain, develop, and are able to negotiate appropriate terms and conditions, and enforce, commercial and other agreements; and

 

   

the impact on our business due to labor discord, war, terrorism (including incidents targeting us), political instability and natural disasters.

 

 

Economic conditions in the US and certain International markets could adversely affect our business and financial results.

As a retailer that is dependent upon consumer discretionary spending, our results of operations are sensitive to changes in macro-economic conditions. Our customers may have less money for discretionary purchases as a result of job losses, foreclosures, bankruptcies, increased fuel and energy costs, higher interest rates, higher taxes, reduced access to credit and lower home prices. Any resulting decreases in customer traffic or average value per transaction will negatively impact our financial performance as reduced revenues result in sales de-leveraging which creates downward pressure on margins. There is also a risk that if negative economic conditions persist for a long period of time or worsen, consumers may make long-lasting changes to their discretionary purchasing behavior, including less frequent discretionary purchases on a more permanent basis.

 

11


Table of Contents

 

 

We may not be successful in implementing important strategic initiatives, which may have an adverse impact on our business and financial results.

There is no assurance that we will be able to implement important strategic initiatives in accordance with our expectations, which may result in an adverse impact on our business and financial results. These strategic initiatives are designed to improve our results of operations and drive long-term shareholder value, and include:

 

   

successfully leveraging Starbucks brand outside the company-operated store base, including an increased focus on international licensed stores, Starbucks VIA® Ready Brew, and the Seattle’s Best Coffee brand;

 

   

focusing on relevant product innovation and profitable new growth platforms;

 

   

accelerating the growth of our global consumer products business as we transition from our licensing relationships with Kraft Foods Global, Inc.;

 

   

balancing disciplined global store growth while meeting target store-level unit economics in a given market; and

 

   

executing a multi-channel advertising and marketing campaign to effectively communicate our message directly to Starbucks consumers and partners.

 

 

We face intense competition in each of our channels and markets, which could lead to reduced profitability.

The specialty coffee market is intensely competitive, including with respect to product quality, service, convenience, and price, and we face significant competition in each of our channels and markets. In the US, the ongoing focus by large competitors in the quick-service restaurant sector on selling high-quality specialty coffee beverages could adversely affect our sales and results of operations. Similarly, continued competition from well-established competitors in our international markets could hinder growth and adversely affect our sales and results of operations in those markets. Increased competition in the US packaged coffee and tea and ready-to-drink coffee beverage markets could adversely affect the profitability of the CPG segment. (See also the discussion under “Competition” in Item 1).

 

 

We are highly dependent on the financial performance of our US operating segment.

Our financial performance is highly dependent on our US operating segment, which comprised approximately three-quarters of consolidated total net revenues in fiscal 2010. Although the US segment’s operating results have improved significantly, primarily due to our restructuring efforts (substantially completed in 2009) and to improved revenue trends, if the operational improvements are not sustained going forward and/or the revenue trends slow or decline, our business and financial results could be adversely affected.

 

 

We are increasingly dependent on the success of our International operating segment in order to achieve our growth targets.

Our future growth increasingly depends on the growth and sustained profitability of the International operating segment. Some or all of our International market business units (“MBUs”), which we generally define by the countries or regions in which they operate, may not be successful in their operations or in achieving expected growth, which ultimately requires achieving consistent, stable net revenues and earnings. The performance of our International operating segment may be adversely affected by economic downturns in one or more of our large MBUs. In particular, our Canada, Japan and UK MBUs account for a significant portion of the net revenue and earnings of our International operating segment and a decline in the performance of any of these MBUs could have a material adverse impact on the results of operations of our International operating segment.

Additionally, some factors that will be critical to the success of International MBUs are different than those affecting our US stores and licensees. Tastes naturally vary by region, and consumers in new international markets into which we and our licensees expand may not embrace our products to the same extent as consumers in our existing markets. Occupancy costs and store operating expenses are also sometimes higher internationally than in the US due to higher rents for prime store locations or costs of compliance with country-specific regulatory requirements. Because many of our International operations are in an early phase of development, operating expenses as a percentage of related revenues are often higher compared to US operations.

 

12


Table of Contents

Our International operations are also subject to additional inherent risks of conducting business abroad, such as:

 

   

foreign currency exchange rate fluctuations;

 

   

changes or uncertainties in economic, legal, regulatory, social and political conditions in our markets;

 

   

interpretation and application of laws and regulations;

 

   

restrictive actions of foreign or US governmental authorities affecting trade and foreign investment, including protective measures such as export and customs duties and tariffs, government intervention favoring local competitors, and restrictions on the level of foreign ownership;

 

   

import or other business licensing requirements;

 

   

the enforceability of intellectual property and contract rights;

 

   

limitations on the repatriation of funds and foreign currency exchange restrictions;

 

   

in developing economies, the growth rate in the portion of the population achieving targeted levels of disposable income may not be as fast as we forecast;

 

   

difficulty in staffing, developing and managing foreign operations and supply chain logistics, including ensuring the consistency of product quality and service, due to distance, language and cultural differences;

 

   

local laws that make it more expensive and complex to negotiate with, retain or terminate employees; and

 

   

delays in store openings for reasons beyond our control, or a lack of desirable real estate locations available for lease at reasonable rates, either of which could keep us from meeting annual store opening targets and, in turn, negatively impact net revenues, operating income and earnings per share.

Moreover, many of the foregoing risks are particularly acute in developing countries, which are important to our long-term growth prospects.

 

 

Increases in the cost of high-quality arabica coffee beans or other commodities or decreases in the availability of high quality arabica coffee beans or other commodities could have an adverse impact on our business and financial results.

We purchase, roast, and sell high-quality whole bean arabica coffee beans and related coffee products. The price of coffee is subject to significant volatility and, in fiscal 2010, the base “C” coffee commodity price increased markedly. The high-quality arabica coffee of the quality we seek tends to trade on a negotiated basis at a substantial premium above the “C” price. This premium depends upon the supply and demand at the time of purchase and the amount of the premium can vary significantly. Increases in the “C” coffee commodity price do increase the price of high-quality arabica coffee and also impact our ability to enter into fixed-price purchase commitments. The supply and price of coffee we purchase can also be affected by multiple factors in the producing countries, including weather, political and economic conditions, as well as the actions of certain organizations and associations that have historically attempted to influence prices of green coffee through agreements establishing export quotas or by restricting coffee supplies. Speculative trading in coffee commodities can also influence coffee prices. Because of the significance of coffee beans to our operations, combined with our ability to only partially mitigate future price risk through purchasing practices (see discussion of “Product Supply” in Item 1 above) and hedging activities, increases in the cost of high-quality arabica coffee beans could have an adverse impact on our profitability. In addition, if we are not able to purchase sufficient quantities of green coffee due to any of the above factors or to a worldwide or regional shortage, we may not be able to fulfill the demand for our coffee, which could have an adverse impact on our profitability.

In addition to coffee, we also purchase significant amounts of dairy products, particularly fluid milk, to support the needs of our company-operated retail stores. Although less material to our operations than coffee or dairy, other commodities including but not limited to those related to food inputs and energy, are important to our operations. Increases in the cost of dairy products and other commodities could have an adverse impact on our profitability.

 

13


Table of Contents
 

Failure to meet market expectations for our financial performance will likely adversely affect the market price and volatility of our stock.

Failure to meet market expectations going forward, particularly with respect to operating margins, earnings per share, comparable store sales, and net revenues, will likely result in a decline and/or increased volatility in the market price of our stock. In addition, price and volume fluctuations in the stock market as a whole may affect the market price of our stock in ways that may be unrelated to our financial performance.

 

 

A regional or global health pandemic could severely affect our business.

A health pandemic is a disease outbreak that spreads rapidly and widely by infection and affects many individuals in an area or population at the same time. If a regional or global health pandemic were to occur, depending upon its duration and severity, our business could be severely affected. Customers might avoid public gathering places, such as our stores, in the event of a health pandemic, and governments might limit or ban public gatherings to halt or delay the spread of disease. A regional or global health pandemic might also adversely impact our business by disrupting or delaying production and delivery of materials and products in the supply chain and by causing staffing shortages in our stores. The impact of a health pandemic on us might be disproportionately greater than on other companies that depend less on the gathering of people together for the sale, use or license of their products and services.

 

 

Our success depends substantially on the value of our brands.

We believe we have built an excellent reputation globally for the quality of our products, for delivery of a consistently positive consumer experience and for our corporate social responsibility programs. The Starbucks brand has been highly rated in several global brand value studies. To be successful in the future, particularly outside of US, where the Starbucks brand and our other brands are less well-known, we believe we must preserve, grow and leverage the value of our brands across all sales channels. Brand value is based in part on consumer perceptions on a variety of subjective qualities. Even isolated business incidents that erode consumer trust, particularly if the incidents receive considerable publicity or result in litigation, can significantly reduce brand value. Consumer demand for our products and our brand equity could diminish significantly if we fail to preserve the quality of our products, are perceived to act in an unethical or socially irresponsible manner or fail to deliver a consistently positive consumer experience in each of our markets.

 

 

Our business depends in large part on the success of our business partners and suppliers, and our brand and reputation may be harmed by actions taken by third parties that are outside of our control.

Our business strategy, including our plans for new stores, foodservice, branded products and other initiatives, relies significantly on a variety of business partners, and licensee and partnership relationships, particularly in our International markets. Licensees are often authorized to use our logos and provide branded beverages, food and other products directly to customers. We provide training and support to, and monitor the operations of, these business partners, but the product quality and service they deliver may be diminished by any number of factors beyond our control, including financial pressures. We believe customers expect the same quality of products and service from our licensees as they do from us and we strive to ensure customers have the same experience whether they visit a company-operated or licensed store. Any shortcoming of a Starbucks business partner, particularly an issue affecting the quality of the service experience or the safety of beverages or food, may be attributed by customers to us, thus damaging our reputation and brand value and potentially affecting our results of operations.

Our products and, in particular, our coffee and tea products, are sourced from a wide variety of domestic and international business partners in our supply chain operations. We rely on these suppliers and vendors to provide high quality products and to comply with applicable laws. Our ability to find qualified suppliers and vendors who meet our standards and supply products in a timely and efficient manner is a significant challenge, especially with respect to goods sourced from outside the US. A vendor or supplier’s failure to meet our standards, provide products in a timely and efficient manner, and comply with applicable laws is beyond our control. These issues could negatively impact our business and profitability.

 

14


Table of Contents
 

The loss of key personnel or difficulties recruiting and retaining qualified personnel could adversely impact our business and financial results.

Much of our future success depends on the continued availability and service of senior management personnel. The loss of any of our executive officers or other key senior management personnel could harm our business. We must continue to recruit, retain and motivate management and other employees sufficient both to maintain our current business and to execute our strategic initiatives, some of which involve ongoing expansion in business channels outside of our traditional company-operated store model. Our success also depends substantially on the contributions and abilities of our retail store employees who we rely on to give customers a superior in-store experience. Accordingly, our performance depends on our ability to recruit and retain high quality employees to work in and manage our stores. If we are unable to recruit, retain and motivate employees sufficient to maintain our current business and support our projected growth, our business and financial performance may be adversely affected.

 

 

Adverse public or medical opinions about the health effects of consuming our products, as well as reports of incidents involving food-borne illnesses or food tampering, whether or not accurate, could harm our business.

Some of our products contain caffeine, dairy products, sugar and other active compounds, the health effects of which are the subject of public scrutiny, including the suggestion that excessive consumption of caffeine, dairy products, sugar and other active compounds can lead to a variety of adverse health effects. Particularly in the US, there is increasing consumer awareness of health risks, including obesity, due in part to increased publicity and attention from health organizations, as well as increased consumer litigation based on alleged adverse health impacts of consumption of various food products. While we have a variety of beverage and food items, including items that are low in caffeine and calories, an unfavorable report on the health effects of caffeine or other compounds present in our products, or negative publicity or litigation arising from certain health risks could significantly reduce the demand for our beverages and food products.

Similarly, instances or reports, whether true or not, of unclean water supply, food-borne illnesses and food tampering have in the past severely injured the reputations of companies in the food processing, grocery and quick-service restaurant sectors and could in the future affect us as well. Any report linking us to the use of unclean water, food-borne illnesses or food tampering could damage our brand value and severely hurt sales of our beverages and food products, and possibly lead to product liability claims. Clean water is critical to the preparation of specialty coffee beverages and our ability to ensure a clean water supply to our stores can be limited, particularly in some international locations. If customers become ill from food-borne illnesses, we could also be forced to temporarily close some stores. In addition, instances of food-borne illnesses or food tampering, even those occurring solely at the restaurants or stores of competitors, could, by resulting in negative publicity about the foodservice industry, adversely affect our sales on a regional or global basis. A decrease in customer traffic as a result of these health concerns or negative publicity, or as a result of a temporary closure of any of our stores, could materially harm our business and results of operations.

 

 

Effectively managing growth is challenging and places significant strain on our management and employees and our operational, financial, and other resources.

Effectively managing growth can be challenging, particularly as we continue to expand into new channels outside the retail store model, increase our focus on our global consumer products business, and expand into new markets internationally where we must balance the need for flexibility and a degree of autonomy for local management against the need for consistency with our goals, philosophy and standards. Growth can make it increasingly difficult to ensure a consistent supply of high quality raw materials, to locate and hire sufficient numbers of key employees to meet our financial targets, to maintain an effective system of internal controls for a globally dispersed enterprise and to train employees worldwide to deliver a consistently high quality product and customer experience.

 

15


Table of Contents
 

If we pursue strategic acquisitions, divestitures or joint ventures, we may not be able to successfully consummate favorable transactions or successfully integrate acquired businesses.

From time to time we may evaluate potential acquisitions, divestitures, or joint ventures with third parties. These transactions create risks such as:

 

   

disruption of our ongoing business, including loss of management focus on existing businesses;

 

   

problems retaining key personnel;

 

   

operating losses and expenses of the businesses we acquire or in which we invest;

 

   

the potential impairment of tangible assets, intangible assets and goodwill acquired in the acquisitions;

 

   

the difficulty of incorporating an acquired business into our business and unanticipated expenses related to such integration; and

 

   

potential unknown liabilities associated with a business we acquire or in which we invest

In the event of any future acquisitions, we might need to issue additional equity securities, spend our cash, incur debt, or take on contingent liabilities, any of which could reduce our profitability and harm our business.

 

 

We rely heavily on information technology in our operations, and any material failure, inadequacy, interruption or security failure of that technology could harm our ability to effectively operate our business.

We rely heavily on information technology systems across our operations, including for management of our supply chain, point-of-sale processing in our stores, Starbucks Cards, online business and various other processes and transactions. Our ability to effectively manage our business and coordinate the production, distribution and sale of our products depends significantly on the reliability and capacity of these systems. The failure of these systems to operate effectively, problems with transitioning to upgraded or replacement systems, or a breach in security of these systems could cause delays in product sales and reduced efficiency of our operations, and significant capital investments could be required to remediate the problem.

 

 

Failure to comply with applicable laws and regulations could harm our business and financial results.

Our policies and procedures are designed to comply with all applicable laws, accounting and reporting requirements, regulations and tax requirements, including those imposed by the SEC, NASDAQ, and foreign countries, as well as applicable labor laws. The complexity of the regulatory environment in which we operate and the related cost of compliance are both increasing due to additional legal and regulatory requirements, our ongoing expansion into new markets and new channels, together with the fact that foreign laws occasionally conflict with domestic laws. Failure to comply with the various laws and regulations as well as changes in laws and regulations or the manner in which they are interpreted or applied, may result in damage to our reputation, civil and criminal liability, fines and penalties, increased cost of regulatory compliance and restatements of our financial statements.

 

 

Deterioration in operating performance could lead to increased leverage, which may harm our financial condition and results of operations.

Any reduction in cash flow relative to the level of our financial obligations would result in an increase in leverage. Any increase in leverage could lead to deterioration in our credit ratings, which could limit the availability of additional financing and increase the cost of obtaining financing. In addition, an increase in leverage could raise the likelihood of a financial covenant breach which in turn could limit our access to existing funding under our credit facility.

Our ability to satisfy our operating lease obligations and make payments of principal and interest on our indebtedness depends on our future performance. Should we experience deterioration in operating performance, we will have less cash flow available to meet these obligations. In addition, if such deterioration were to lead to the

 

16


Table of Contents

closure of underperforming stores, we would need to fund the costs of terminating store leases. If we are unable to generate sufficient cash flow from operations in the future to satisfy these financial obligations, we may be required to, among other things:

 

   

seek additional financing in the debt or equity markets;

 

   

refinance or restructure all or a portion of our indebtedness;

 

   

sell selected assets;

 

   

discontinue our common stock dividend; or

 

   

reduce or delay planned capital or operating expenditures.

Such measures might not be sufficient to enable us to satisfy our financial obligations. In addition, any such financing, refinancing or sale of assets might not be available on economically favorable terms.

 

Item 1B. Unresolved Staff Comments

None.

 

Item 2. Properties

The significant properties used by Starbucks in connection with its roasting and distribution operations are as follows:

 

Location

   Approximate Size
in Square Feet
     Owned or
Leased
    

Purpose

Auburn, WA

     491,000         Leased       Warehouse and distribution

Kent, WA

     332,000         Owned       Roasting and distribution

Kent, WA

     215,000         Leased       Warehouse

Renton, WA

     125,000         Leased       Warehouse

York County, PA

     450,000         Owned       Roasting and distribution

York County, PA

     298,000         Owned       Warehouse

Carson Valley, NV

     360,000         Owned       Roasting and distribution

Sandy Run, SC

     117,000         Owned       Roasting and distribution

Portland, OR

     68,000         Leased       Warehouse

Atlanta, GA

     32,000         Leased       Warehouse and distribution

Basildon, United Kingdom

     142,000         Leased       Warehouse and distribution

Amsterdam, Netherlands

     97,000         Leased       Roasting and distribution

We lease approximately 1.0 million square feet of office space in Seattle, Washington for corporate administrative purposes. Also in Seattle, Washington, we own a 205,000 square foot office building (previously occupied by us, but now leased to other parties) and an adjacent 285,000 square foot office building, which is currently being marketed for lease.

As of October 3, 2010, Starbucks had more than 8,800 company-operated retail stores, almost all of which are leased. We also lease space in various locations for regional, district and other administrative offices, training facilities and storage.

 

Item 3. Legal Proceedings

See discussion of Legal Proceedings in Note 17 to the consolidated financial statements included in Item 8 of this Report.

 

Item 4. (Removed and Reserved)

 

17


Table of Contents

PART II

 

Item 5. Market for the Registrant’s Common Equity, Related Shareholder Matters and Issuer Purchases of Equity Securities

SHAREHOLDER INFORMATION

MARKET INFORMATION AND DIVIDEND POLICY

Starbucks common stock is traded on NASDAQ, under the symbol “SBUX.”

The following table shows the quarterly high and low closing sale prices per share of Starbucks common stock as reported by NASDAQ for each quarter during the last two fiscal years and the quarterly cash dividend declared per share of our common stock during the periods indicated:

 

     High      Low      Cash Dividends
Declared
 

2010:

        

Fourth Quarter

   $ 26.39       $ 22.82       $ 0.13   

Third Quarter

     28.09         24.24         0.13   

Second Quarter

     25.56         21.70         0.10   

First Quarter

     23.74         18.74         0.00   

2009:

        

Fourth Quarter

   $ 20.76       $ 12.97       $ 0.00   

Third Quarter

     15.30         11.11         0.00   

Second Quarter

     12.39         8.27         0.00   

First Quarter

     14.87         7.17         0.00   

As of November 12, 2010, we had approximately 21,700 shareholders of record. This does not include persons whose stock is in nominee or “street name” accounts through brokers.

Future decisions to pay cash dividends continue to be at the discretion of the Board of Directors and will be dependent on our operating performance, financial condition, capital expenditure requirements, and other such factors that the Board of Directors considers relevant.

ISSUER PURCHASES OF EQUITY SECURITIES

The following table provides information regarding repurchases of our common stock during the 14-week period ended October 3, 2010:

 

     Total
Number of
Shares
Purchased
     Average
Price
Paid per
Share
     Total Number
of Shares
Purchased as
Part of Publicly
Announced
Plans or
Programs
     Maximum
Number of
Shares that May
Yet Be
Purchased
Under the Plans
or Programs(2)
 

Period(1)

           

June 28, 2010 — July 25, 2010

     4,487,620       $ 24.97         4,487,620         10,095,392   

July 26, 2010 — August 22, 2010

     0         0         0         10,095,392   

August 23, 2010 — October 3, 2010

     0         0         0         10,095,392   
                             

Total

     4,487,620       $ 24.97         4,487,620      
                             

 

 

(1)

Monthly information is presented by reference to our fiscal months during the fourth quarter of fiscal 2010.

 

(2)

The share repurchase program is conducted under authorizations made from time to time by the Board of Directors. The Board of Directors initially authorized the repurchase of 25 million shares of common stock (publicly announced on May 3, 2007) and later authorized additional repurchases of up to 5 million additional shares (publicly announced on January 30, 2008) and 15 million shares (publicly announced March 24, 2010). These authorizations have no expiration date. Subsequent to year end, on November 15, 2010 we announced an additional share repurchase authorization made by the Board of Directors in the amount of up to 10 million shares in addition to the 10 million remaining under the previous programs.

 

18


Table of Contents

Performance Comparison Graph

The following graph depicts the total return to shareholders from October 2, 2005 through October 3, 2010, relative to the performance of the Standard & Poor’s 500 Index, the NASDAQ Composite Index, and the Standard & Poor’s 500 Consumer Discretionary Sector, a peer group that includes Starbucks. All indices shown in the graph have been reset to a base of 100 as of October 2, 2005, and assume an investment of $100 on that date and the reinvestment of dividends paid since that date. The stock price performance shown in the graph is not necessarily indicative of future price performance.

LOGO

 

     10/2/05     10/1/06     9/30/07     9/28/08     9/27/09     10/3/10  

Starbucks Corporation

    $100.00           $135.93           $104.59           $59.72           $79.16           $104.52      

S&P 500

    $100.00        $110.79        $129.01        $100.66        $93.70        $103.22   

NASDAQ Composite

    $100.00        $106.39        $127.37        $96.70        $100.00        $112.86   

S&P Consumer Discretionary

    $100.00        $108.85        $115.75        $89.81        $89.76        $110.97   

 

19


Table of Contents
Item 6. Selected Financial Data

In millions, except earnings per share and store information

The following selected financial data are derived from the consolidated financial statements. The data below should be read in conjunction with “Management’s Discussion and Analysis of Financial Condition and Results of Operations,” “Risk Factors,” and the consolidated financial statements and notes.

 

As of and for the Fiscal Year Ended(1)

   Oct 3,
2010
(53  Wks)
    Sep 27,
2009

(52 Wks)
    Sep 28,
2008
(52 Wks)
    Sep 30,
2007
(52 Wks)
    Oct 1,
2006
(52 Wks)
 

RESULTS OF OPERATIONS

          

Net revenues:

          

Company-operated retail

   $ 8,963.5      $ 8,180.1      $ 8,771.9      $ 7,998.3      $ 6,583.1   

Specialty:

          

Licensing

     1,340.9        1,222.3        1,171.6        1,026.3        860.6   

Foodservice and other

     403.0        372.2        439.5        386.9        343.2   
                                        

Total specialty

     1,743.9        1,594.5        1,611.1        1,413.2        1,203.8   
                                        

Total net revenues

   $ 10,707.4      $ 9,774.6      $ 10,383.0      $ 9,411.5      $ 7,786.9   
                                        

Operating income(2)

   $ 1,419.4      $ 562.0      $ 503.9      $ 1,053.9      $ 894.0   

Earnings before cumulative effect of change in accounting principle

     948.3        391.5        311.7        673.7        582.5   

Cumulative effect of accounting change for asset retirement obligations, net of taxes

     0.0        0.0        0.0        0.0        17.2   

Net earnings including noncontrolling interests

   $ 948.3      $ 391.5      $ 311.7      $ 673.7      $ 565.3   

Net earnings (loss) attributable to noncontrolling interests

     2.7        0.7        (3.8     1.1        1.0   

Net earnings attributable to Starbucks

   $ 945.6      $ 390.8      $ 315.5      $ 672.6      $ 564.3   

Earnings per common share before cumulative effect of change in accounting principle — diluted (“EPS”)

   $ 1.24      $ 0.52      $ 0.43      $ 0.87      $ 0.73   

Cumulative effect of accounting change for asset retirement obligations, net of taxes — per common share

     0.00        0.00        0.00        0.00        0.02   

EPS — diluted

   $ 1.24      $ 0.52      $ 0.43      $ 0.87      $ 0.71   

Cash dividends declared per share

   $ 0.36      $ 0.00      $ 0.00      $ 0.00      $ 0.00   

Net cash provided by operating activities

   $ 1,704.9      $ 1,389.0      $ 1,258.7      $ 1,331.2      $ 1,131.6   

Capital expenditures (additions to property, plant and equipment)

   $ 440.7      $ 445.6      $ 984.5      $ 1,080.3      $ 771.2   

BALANCE SHEET

          

Total assets

   $ 6,385.9      $ 5,576.8      $ 5,672.6      $ 5,343.9      $ 4,428.9   

Short-term borrowings

     0.0        0.0        713.0        710.3        700.0   

Long-term debt (including current portion)

     549.4        549.5        550.3        550.9        2.7   

Shareholders’ equity

   $ 3,674.7      $ 3,045.7      $ 2,490.9      $ 2,284.1      $ 2,228.5   

STORE INFORMATION

          

Percentage change in comparable store sales(3)

          

United States

     7     (6 )%      (5 )%      4     7

International

     6     (2 )%      2     7     8

Consolidated

     7     (6 )%      (3 )%      5     7

Net stores opened (closed) during the year:

          

United States

          

Company — operated stores

     (57     (474     445        1,065        810   

Licensed stores

     60        35        438        723        733   

International

          

Company — operated stores

     (15     103        253        302        250   

Licensed stores

     235        291        533        481        406   
                                        

Total

     223        (45     1,669        2,571        2,199   
                                        

 

20


Table of Contents

As of and for the Fiscal Year Ended(1)

   Oct 3,
2010
(53  Wks)
     Sep 27,
2009

(52  Wks)
     Sep 28,
2008
(52 Wks)
     Sep 30,
2007
(52 Wks)
     Oct 1,
2006
(52 Wks)
 

Stores open at year end:

              

United States

              

Company-operated stores

     6,707         6,764         7,238         6,793         5,728   

Licensed stores

     4,424         4,364         4,329         3,891         3,168   

International

              

Company-operated stores

     2,126         2,141         2,038         1,785         1,483   

Licensed stores

     3,601         3,366         3,075         2,542         2,061   
                                            

Total

     16,858         16,635         16,680         15,011         12,440   
                                            

 

 

(1)

Our fiscal year ends on the Sunday closest to September 30. The fiscal year ended on October 3, 2010, included 53 weeks, with the 53rd week falling in our fourth fiscal quarter.

 

(2)

Fiscal 2010, 2009, and 2008 results include pretax restructuring charges of $53.0 million, $332.4 million, and $266.9 million, respectively.

 

(3)

Includes only Starbucks company-operated retail stores open 13 months or longer. For fiscal year 2010, comparable store sales percentages were calculated excluding the 53rd week.

 

21


Table of Contents
Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations

General

Starbucks Corporation’s fiscal year ends on the Sunday closest to September 30. The fiscal year ended on October 3, 2010 included 53 weeks with the 53rd week falling in our fourth fiscal quarter. Fiscal years ended on September 27, 2009 and September 28, 2008 both included 52 weeks. Comparable store sales percentages below are calculated excluding the 53rd week. All references to store counts, including data for new store openings, are reported net of related store closures, unless otherwise noted.

Financial Highlights

 

   

Consolidated operating income was $1.4 billion for fiscal 2010 compared to $562 million in fiscal 2009, and the operating margin increased to 13.3% compared to 5.7% in fiscal 2009. The operating margin expansion was driven by increased sales leverage and the continued benefits from operational efficiencies. Comparable store sales growth at company-operated stores was 7% in fiscal 2010 compared to a decline of 6% in fiscal 2009. Lower restructuring charges in fiscal 2010 compared to the prior year also contributed approximately 290 basis points of the increase in operating margin.

 

   

EPS for fiscal 2010 was $1.24, compared to EPS of $0.52 reported in fiscal 2009, with the increase driven by the improved sales leverage and the continued benefits from operational efficiencies. Restructuring charges impacted EPS by approximately $0.04 per share in fiscal 2010 and approximately $0.28 in fiscal 2009.

 

   

Cash flow from operations was $1.7 billion in fiscal 2010 compared to $1.4 billion in fiscal 2009, and capital expenditures were approximately $440 million in both fiscal years. Available operating cash flow after capital expenditures during fiscal 2010 was directed at returning approximately $460 million of cash to our shareholders via share repurchases and dividends, and investing in short term investment grade securities.

Overview

Starbucks results for fiscal 2010 demonstrate the ongoing success of our efforts over the last two years to improve the health of our core business and to position the Company for sustained, profitable growth into the future. Strong comparable stores sales growth of 7% for the year (US 7% and International 6%), combined with a more efficient operating structure drove increased sales leverage and resulted in higher operating margins and net earnings. The operational improvements implemented throughout fiscal 2009 in our supply chain and company-operated stores have driven reduced product costs and store waste as well as in-store labor savings, concurrent with improved customer satisfaction scores. These improvements were partially offset by higher performance based compensation expenses in fiscal 2010 and by higher marketing expenses to support the launch of Starbucks VIA® Ready Brew in the grocery channel and the introduction of our new customizable Frappuccino® blended beverage. In our US business we will continue to refine our store efficiency efforts while pursuing a consistently high level of customer satisfaction.

While the reinvigorated US business has been the primary driver of Starbucks improved consolidated financial results, the profitability of our international business continues to improve, driven primarily by increased sales leverage and supply chain efficiencies. Our management continues to focus on our international business by leveraging the valuable lessons learned in the US. We intend to capitalize on the large expansion opportunities that exist outside the US, including continued growth and scale in our more mature existing markets, and emphasis on expansion in key emerging markets like China and Brazil.

Our global consumer products group (“CPG”) represents another important profitable growth opportunity for us as we accelerate both product innovation and distribution. We are aggressively pursuing the opportunities beyond our more traditional store experience to offer consumers new coffee products in multiple forms, across new categories, and through diverse channels, leveraging our strong brand and established retail store base. Examples include the ongoing expansion of our successful Starbucks VIA® Ready Brew product and the ongoing growth in points of distribution for Seattle’s Best Coffee.

Starbucks continues to generate strong operating cash flows, which provide us the financial flexibility to continue disciplined investment and spending in both our core business and new growth platforms, while also returning cash

 

22


Table of Contents

to shareholders. We generated $1.7 billion of operating cash flow in fiscal 2010 and finished the year with $1.4 billion in cash and short-term investments and no short-term debt. In fiscal 2010 we returned approximately $460 million of cash to our shareholders via share repurchases and dividends.

Fiscal 2011 — The View Ahead

 

   

For fiscal 2011, we expect revenues to grow in the mid-to-high single digits based on a 52-week comparable year, driven by low to mid single-digit comparable store sales growth. We plan to open approximately 500 net new stores globally in fiscal 2011; approximately 100 in the U.S. and approximately 400 internationally, the majority of which are expected to be licensed stores.

 

   

We expect modest improvement in our consolidated operating margin in fiscal 2011 compared to the prior year, given our current revenue expectations, our anticipation of no restructuring charges in fiscal 2011, along with ongoing marketing spend for Starbucks VIA® Ready Brew and higher coffee commodity costs.

 

   

We expect capital expenditures to be approximately $550 million to $600 million for the full year.

Operating Segment Overview

Starbucks has three reportable operating segments: US, International, and CPG. In the fourth fiscal quarter of 2010, we changed the composition of our reportable segments by creating a Seattle’s Best Coffee operating segment and reporting it with our unallocated corporate expenses and Digital Ventures in Other. Financial information for Seattle’s Best Coffee was previously reported within the US, International, and CPG segments.

The US and International segments both include company-operated retail stores and licensed retail stores. Licensed stores generally have a higher operating margin than company-operated stores. Under the licensed model, Starbucks receives a reduced share of the total store revenues, but this is more than offset by the reduction in its share of costs as these are primarily borne by the licensee. The International segment has a higher relative share of licensed stores versus company-operated compared to the US segment; however, the US segment has been operating significantly longer than the International segment and has developed deeper awareness of, and attachment to, the Starbucks brand and stores among its customer base. As a result, the more mature US segment has significantly more stores, and higher total revenues than the International segment. Average sales per store are also higher in the US due to various factors including length of time in market and local income levels. Further, certain market costs, particularly occupancy costs, are lower in the US segment compared to the average for the International segment, which comprises a more diverse group of operations. As a result of the relative strength of the brand in the US segment, the number of stores, the higher unit volumes, and the lower market costs, the US segment, despite its higher relative percentage of company-operated stores, has a higher operating margin, excluding restructuring costs, than the less-developed International segment.

Starbucks International store base continues to expand and as we continue to focus on achieving sustainable growth from established international markets while at the same time investing in emerging markets, such as China and Brazil. Newer international markets require a more extensive support organization, relative to the current levels of revenue and operating income.

The CPG segment includes packaged coffee and tea and other branded products operations worldwide, and the US foodservice business. For over ten years through licensing relationships with Kraft Foods Global, Inc., we have sold a selection of Starbucks and Seattle’s Best Coffee branded packaged coffees and Tazo® teas in grocery and warehouse club stores throughout the US, and to grocery stores in Canada, the UK and other European countries. Kraft has managed the distribution, marketing, advertising and promotion of these products. In the first quarter of fiscal 2011, Starbucks notified Kraft that we are discontinuing our licensing relationships. We intend to work closely with Kraft to ensure an orderly transition. We also sell packaged coffee and tea internationally directly to warehouse club stores, such as Costco Wholesale Corporation.

Our CPG segment also includes ready-to-drink beverages which are manufactured and distributed through The North American Coffee Partnership, a joint venture with the Pepsi-Cola Company. In the CPG segment, most of the customer revenues from the packaged coffee and ready-to-drink products are recognized as revenues by the licensed or joint venture business partner. Royalties and payments from our licensing agreements are recorded under licensing revenue, and the proportionate share of the results of the joint venture are included, on a net basis, in

 

23


Table of Contents

income from equity investees on the consolidated statements of earnings. The US foodservice business sells coffee and other related products to institutional foodservice companies with the majority of its sales through national broadline distribution networks. The CPG segment reflects relatively lower revenues, a modest cost structure, and a resulting higher operating margin, compared to the other two reporting segments, which consist primarily of retail stores.

Acquisitions

See Note 18 to the consolidated financial statements in this 10-K.

RESULTS OF OPERATIONS — FISCAL 2010 COMPARED TO FISCAL 2009

Consolidated results of operations (in millions):

 

Fiscal Year Ended

   Oct 3,
2010
     Sep 27,
2009
     %
Change
    Oct 3,
2010
    Sep 27,
2009
 
                         % of Total Net
Revenues
 

Net revenues:

            

Company-operated retail

   $ 8,963.5       $ 8,180.1         9.6     83.7     83.7

Specialty:

            

Licensing

     1,340.9         1,222.3         9.7     12.5     12.5

Foodservice and other

     403.0         372.2         8.3     3.8     3.8
                                    

Total specialty

     1,743.9         1,594.5         9.4     16.3     16.3
                                    

Total net revenues

   $ 10,707.4       $ 9,774.6         9.5     100.0     100.0

Consolidated net revenues were $10.7 billion for fiscal 2010, an increase of 9.5% over fiscal 2009. The increase was primarily due to an increase in company-operated retail revenues driven by a 7% increase in global comparable stores sales (contributing approximately $551 million). The increase in comparable store sales was due to a 4% increase in number of transactions (contributing approximately $298 million) and a 3% increase in average value per transaction (contributing approximately $253 million). Also contributing to the increase in revenues was the extra week in fiscal 2010 (approximately $207 million), foreign currency translation resulting from the weakening of the US dollar primarily in relation to the Canadian dollar (approximately $101 million), and the effect of consolidating our previous joint venture in France (approximately $87 million). This increase was partially offset by a net decrease of 72 company-operated stores from fiscal 2009 (approximately $119 million).

 

Fiscal Year Ended

   Oct 3,
2010
     Sep 27,
2009
     Oct 3,
2010
    Sep 27,
2009
 
                   % of Total Net
Revenues
 

Cost of sales including occupancy costs

   $ 4,458.6       $ 4,324.9         41.6     44.2

Store operating expenses

     3,551.4         3,425.1         33.2     35.0

Other operating expenses

     293.2         264.4         2.7     2.7

Depreciation and amortization expenses

     510.4         534.7         4.8     5.5

General and administrative expenses

     569.5         453.0         5.3     4.6

Restructuring charges

     53.0         332.4         0.5     3.4
                                  

Total operating expenses

     9,436.1         9,334.5         88.1     95.5

Income from equity investees

     148.1         121.9         1.4     1.2
                                  

Operating income

   $ 1,419.4       $ 562.0         13.3     5.7

Supplemental ratios as a % of related revenues:

          

Store operating expenses

           39.6     41.9

Other operating expenses

           16.8     16.6

 

24


Table of Contents

Cost of sales including occupancy costs as a percentage of total revenues decreased 260 basis points. The decrease was primarily driven by supply chain efficiencies which contributed to lower food costs (approximately 70 basis points) and lower beverage and paper packaging product costs (approximately 50 basis points). Also contributing to the decrease were lower occupancy costs as a percentage of total net revenues (approximately 80 basis points) primarily due to sales leverage.

Store operating expenses as a percentage of company-operated retail revenues decreased 230 basis points primarily due to increased sales leverage from increased revenues.

Restructuring charges include lease exit and related costs associated with the actions to rationalize our global store portfolio and reduce the global cost structure in fiscal 2009 and 2008. The restructuring charges incurred in fiscal 2010 reflect charges incurred on the previously announced store closures. With the previously-announced store closures essentially complete, we do not expect to report any further restructuring costs related to these activities.

Partially offsetting these favorable fluctuations were increased advertising costs included primarily in other operating expenses and higher performance based compensation expenses, which drove the 70 basis point increase in general and administrative expenses as a percentage of revenues.

 

Fiscal Year Ended

   Oct 3,
2010
     Sep 27,
2009
     Oct 3,
2010
    Sep 27,
2009
 
                   % of Total Net
Revenues
 

Operating income

   $ 1,419.4       $ 562.0         13.3     5.7

Interest income and other, net

     50.3         37.0         0.5     0.4

Interest expense

     (32.7      (39.1      (0.3 )%      (0.4 )% 
                                  

Earnings before income taxes

     1,437.0         559.9         13.4     5.7

Income taxes

     488.7         168.4         4.6     1.7
                                  

Net earnings including noncontrolling interests

     948.3         391.5         8.9     4.0

Net earnings (loss) attributable to noncontrolling interests

     2.7         0.7         0        0   
                                  

Net earnings attributable to Starbucks

   $ 945.6       $ 390.8         8.8     4.0
                                  

Effective tax rate including noncontrolling interests

           34.0     30.1

Net interest income and other increased $13 million over the prior period. The increase was driven by the impact of an accounting gain recorded in the first quarter of fiscal 2010 related to our acquisition of a controlling interest in our previous joint venture operations in France. In accordance with accounting principles generally accepted in the United States of America (“GAAP”), the carrying value of the previously held joint venture interest was adjusted to fair value upon the acquisition of the controlling interest. Also contributing to the increase were favorable fluctuations in unrealized holding gains on our trading securities portfolio of approximately $10 million. The trading securities approximate a portion of the Company’s liability under the Management Deferred Compensation Plan (“MDCP”). The MDCP liability also increases and decreases with changes in investment performance, with this offsetting impact recorded in general and administrative expenses on the consolidated statements of earnings. This favorability was partially offset by unfavorable foreign currency fluctuations (approximately $11 million), which relate primarily to the revaluation of certain trade payables and receivables.

Income taxes for the fiscal year ended 2010 resulted in an effective tax rate of 34.0% compared to 30.1% for fiscal 2009. The lower rate in fiscal 2009 was primarily due to the benefits recognized for retroactive tax credits and an audit settlement. The effective tax rate for fiscal 2011 is expected to be in the range of 34% to 35%.

 

25


Table of Contents

Operating Segments

The following tables summarize the Company’s results of operations by segment for fiscal 2010 and 2009 (in millions).

United States

 

Fiscal Year Ended

   Oct 3,
2010
     Sep 27,
2009
     Oct 3,
2010
    Sep 27,
2009
 
                   As a % of US Total
Net Revenues
 

Total net revenues

   $ 7,560.4       $ 7,061.7         100.0     100.0

Cost of sales including occupancy costs

   $ 2,906.1       $ 2,941.4         38.4     41.7

Store operating expenses

     2,831.9         2,815.1         37.5     39.9

Other operating expenses

     55.6         66.6         0.7     0.9

Depreciation and amortization expenses

     350.7         377.9         4.6     5.4

General and administrative expenses

     97.8         84.8         1.3     1.2

Restructuring charges

     27.2         246.3         0.4     3.5
                                  

Total operating expenses

     6,269.3         6,532.1         82.9     92.5

Income from equity investees

     0.0         0.5         0.0     0.0
                                  

Operating income

   $ 1,291.1       $ 530.1         17.1     7.5
                                  

Supplemental ratios as a % of related revenues:

          

Store operating expenses

           40.3     42.8

Other operating expenses

           10.5     13.6

US net revenues increased primarily due to an increase in company-operated retail revenues of 7%. This increase is primarily due to a 7% increase in comparable store sales (contributing approximately $452 million), comprised of a 3% increase in transactions (contributing approximately $222 million), and a 4% increase in average value per transaction (contributing approximately $230 million). Also contributing to the increase in total net revenues was the extra week in fiscal 2010 (approximately $143 million), partially offset by a net decrease of 57 company-operated stores from fiscal 2009 (approximately $125 million).

Cost of sales including occupancy costs as a percentage of total revenues decreased by 330 basis points over the prior year. The decrease was primarily driven by supply chain efficiencies which contributed to lower food costs (approximately 90 basis points) and lower beverage and paper packaging product costs (approximately 60 basis points). Also contributing to the decrease were lower occupancy costs as a percentage of total net revenues (approximately 100 basis points) primarily due to sales leverage.

Store operating expenses as a percent of related retail revenues decreased 250 basis points primarily due to increased sales leverage.

Restructuring charges include lease exit and related costs associated with the actions to rationalize our global store portfolio. Restructuring charges in fiscal 2010 decreased $219 million from 2009 due to the completion of our restructuring efforts in the US during the current year.

 

26


Table of Contents

International

 

Fiscal Year Ended

   Oct 3,
2010
     Sep 27,
2009
     Oct 3,
2010
    Sep 27,
2009
 
                   As a % of
International Total
Net Revenues
 

Total net revenues

   $ 2,288.8       $ 1,914.3         100.0     100.0

Cost of sales including occupancy costs

   $ 1,078.2       $ 961.3         47.1     50.2

Store operating expenses

     719.5         610.0         31.4     31.9

Other operating expenses

     85.7         71.2         3.7     3.7

Depreciation and amortization expenses

     108.6         102.2         4.7     5.3

General and administrative expenses

     126.6         105.0         5.5     5.5

Restructuring charges

     25.8         27.0         1.1     1.4
                                  

Total operating expenses

     2,144.4         1,876.7         93.7     98.0

Income from equity investees

     80.8         53.6         3.5     2.8
                                  

Operating income

   $ 225.2       $ 91.2         9.8     4.8
                                  

Supplemental ratios as a % of related revenues:

          

Store operating expenses

           37.2     37.9

Other operating expenses

           24.0     23.2

International net revenues increased due to foreign currency translation resulting from the weakening of the US dollar primarily in relation to the Canadian dollar (approximately $101 million), comparable store sales of 6% (contributing approximately $99 million), the effect of consolidating our previous joint venture in France (approximately $87 million), and the extra week in fiscal 2010 (approximately $45 million). The increase in comparable store sales was due to a 5% increase in transactions (contributing approximately $78 million), and a 1% increase in average value per transaction (contributing approximately $21 million).

Cost of sales including occupancy costs as a percentage of total revenues decreased by 310 basis points compared to the prior year. The decrease was primarily driven by lower costs for food and beverage components resulting from supply chain efficiencies (approximately 120 basis points). Also contributing to the decrease were lower occupancy costs as a percentage of total net revenues (approximately 120 basis points) primarily due to sales leverage.

Store operating expenses as a percent of related retail revenues decreased 70 basis points primarily due to reduced impairments in fiscal 2010 compared to fiscal 2009.

Restructuring charges include lease exit and related costs associated with the actions to rationalize our global store portfolio. Restructuring charges in fiscal 2010 decreased slightly from 2009 due to the completion of our restructuring efforts internationally by the end of the current year.

Global Consumer Products Group

 

Fiscal Year Ended

   Oct 3,
2010
     Sep 27,
2009
     Oct 3,
2010
    Sep 27,
2009
 
                   As a % of CPG
Total Net Revenues
 

Total specialty revenues

   $ 707.4       $ 674.4         100.0     100.0

Cost of sales

   $ 384.9       $ 350.5         54.4     52.0

Other operating expenses

     117.0         95.3         16.5     14.1

Depreciation and amortization expenses

     3.7         4.8         0.5     0.7

General and administrative expenses

     11.0         8.8         1.6     1.3

Restructuring charges

     0.0         1.0         0.0     0.1
                                  

Total operating expenses

     516.6         460.4         73.0     68.3

Income from equity investees

     70.6         67.8         10.0     10.1
                                  

Operating income

   $ 261.4       $ 281.8         37.0     41.8
                                  

 

27


Table of Contents

CPG net revenues increased primarily due to the launch of Starbucks VIA® Ready Brew (approximately $22 million) and the extra week in fiscal 2010 (approximately $16 million).

Operating margin decreased 480 basis points over the prior year due primarily to increased Starbucks VIA® Ready Brew launch expenses.

Other

 

Fiscal Year Ended

   Oct 3,
2010
     Sep 27,
2009
     %
Change
 

Total specialty revenues

   $ 150.8       $ 124.2         21.4

Cost of sales

   $ 89.4       $ 71.7         24.7

Other operating expenses

     34.9         31.3         11.5

Depreciation and amortization expenses

     47.4         49.8         (4.8 )% 

General and administrative expenses

     334.1         254.4         31.3

Restructuring charges

     0.0         58.1         (100.0 )% 
                    

Total operating expenses

     505.8         465.3         8.7

Loss from equity investee

     (3.3      0.0         nm   
                    

Operating loss

   $ (358.3    $ (341.1      5.0
                    

Substantially all of net revenues in Other are generated from the Seattle’s Best Coffee operating segment. The increase in revenues for Seattle’s Best Coffee was primarily due to sales to new national accounts (contributing approximately $13 million).

Operating expenses included in Other relate to Seattle’s Best Coffee and Digital Ventures as well as expenses pertaining to corporate administrative functions that support our operating segments but are not specifically attributable to or managed by any segment and are not included in the reported financial results of the operating segments. Total operating expenses increased $40.5 million primarily as a result of increased general and administrative expenses ($80 million) primarily due to higher performance-based compensation in 2010. This increase was partially offset by a decrease of $58 million in restructuring charges due to the completion of our restructuring activities within the non-store support organization.

RESULTS OF OPERATIONS — FISCAL 2009 COMPARED TO FISCAL 2008

Consolidated results of operations (in millions):

 

Fiscal Year Ended

   Sep 27,
2009
     Sep 28,
2008
     %
Change
    Sep 27,
2009
    Sep 28,
2008
 
                         % of Total Net
Revenues
 

Net revenues:

            

Company-operated retail

   $ 8,180.1       $ 8,771.9         (6.7 )%      83.7     84.5

Specialty:

            

Licensing

     1,222.3         1,171.6         4.3     12.5     11.3

Foodservice and other

     372.2         439.5         (15.3 )%      3.8     4.2
                                    

Total specialty

     1,594.5         1,611.1         (1.0 )%      16.3     15.5
                                    

Total net revenues

   $ 9,774.6       $ 10,383.0         (5.9 )%      100.0     100.0

Company-operated retail revenues decreased from fiscal 2008, primarily attributable to a 6% decline in comparable store sales, comprised of a 4% decline in transactions and a 2% decline in the average value per transaction. Foreign currency translation also contributed to the decline with the effects of a stronger US dollar relative to the British pound and Canadian dollar. The weakness in consolidated comparable store sales was driven by the US segment, with a comparable store sales decline of 6% for the year. The International segment experienced a 2% decline in comparable store sales.

 

28


Table of Contents

Fiscal Year Ended

   Sep 27,
2009
     Sep 28,
2008
     Sep 27,
2009
    Sep 28,
2008
 
                   % of Total Net
Revenues
 

Cost of sales including occupancy costs

   $ 4,324.9       $ 4,645.3         44.2     44.7

Store operating expenses

     3,425.1         3,745.1         35.0     36.1

Other operating expenses

     264.4         330.1         2.7     3.2

Depreciation and amortization expenses

     534.7         549.3         5.5     5.3

General and administrative expenses

     453.0         456.0         4.6     4.4

Restructuring charges

     332.4         266.9         3.4     2.6
                                  

Total operating expenses

     9,334.5         9,992.7         95.5     96.2

Income from equity investees

     121.9         113.6         1.2     1.1
                                  

Operating income

   $ 562.0       $ 503.9         5.7     4.9

Supplemental ratios as a % of related revenues:

          

Store operating expenses

           41.9     42.7

Other operating expenses

           16.6     20.5

Cost of sales including occupancy costs decreased as a percentage of revenues primarily due to the implementation of in-store operational efficiencies designed to reduce product waste, and due to lower dairy costs in the US, partially offset by higher coffee costs.

Store operating expenses as a percentage of company-operated retail revenues decreased primarily due to reduced headcount and spending in the regional support organization as a result of our restructuring efforts, and the effect of initiatives to improve store labor efficiencies.

Restructuring charges include lease exit and related costs associated with the actions to rationalize our global store portfolio and reduce the global cost structure.

Operating margin expansion was primarily due to the improved labor efficiency and reduced product waste in company-operated stores, partially offset by increased restructuring charges.

 

Fiscal Year Ended

   Sep 27,
2009
     Sep 28,
2008
     Sep 27,
2009
    Sep 28,
2008
 
                   % of Total Net
Revenues
 

Operating income

   $ 562.0       $ 503.9         5.7     4.9

Interest income and other, net

     37.0         5.2         0.4     0.1

Interest expense

     (39.1      (53.4      (0.4 )%      (0.5 )% 
                                  

Earnings before income taxes

     559.9         455.7         5.7     4.4

Income taxes

     168.4         144.0         1.7     1.4
                                  

Net earnings including noncontrolling interests

     391.5         311.7         4.0        3.0   

Net earnings (loss) attributable to noncontrolling interests

     0.7         (3.8      0        0   
                      

Net earnings attributable to Starbucks

   $ 390.8       $ 315.5         4.0     3.0
                                  

Effective tax rate including noncontrolling interests

           30.1     31.6

Net interest income and other increased due primarily to the impact of foreign currency fluctuations on certain balance sheet amounts. Also contributing to the increase were lower unrealized market value losses on our trading securities portfolio compared to fiscal 2008. Interest expense decreased due to a lower average balance of short term borrowings and lower average short term borrowing rates in fiscal 2009 compared to the prior year. At the end of fiscal 2009, we had no short term debt.

The relatively low 2009 effective tax rate was primarily due to a tax benefit recognized for retroactive tax credits and an income tax credit related to the settlement of an employment tax audit in fiscal 2009. As a result of the audit settlement, approximately $17 million of expense was recorded in store operating expenses, with an offsetting income tax credit and no impact to net earnings.

 

29


Table of Contents

United States

 

Fiscal Year Ended

   Sep 27,
2009
     Sep 28,
2008
     Sep 27,
2009
    Sep 28,
2008
 
                   As a % of US Total
Net Revenues
 

Total net revenues

   $ 7,061.7       $ 7,491.2         100.0     100.0

Cost of sales including occupancy costs

   $ 2,941.4       $ 3,184.1         41.7     42.5

Store operating expenses

     2,815.1         3,080.9         39.9     41.1

Other operating expenses

     66.6         95.6         0.9     1.3

Depreciation and amortization expenses

     377.9         395.1         5.4     5.3

General and administrative expenses

     84.8         69.3         1.2     0.9

Restructuring charges

     246.3         210.9         3.5     2.8
                                  

Total operating expenses

     6,532.1         7,035.9         92.5     93.9

Income from equity investees

     0.5         (1.3      0.0     0.0
                                  

Operating income

   $ 530.1       $ 454.0         7.5     6.1
                                  

Supplemental ratios as a % of related revenues:

          

Store operating expenses

           42.8     44.0

Other operating expenses

           13.6     19.4

Company-operated retail revenues decreased year over year primarily due to a 6% decrease in comparable store sales, comprised of a 4% decrease in transactions, and a 2% decrease in average value per transaction.

Operating margin expanded primarily due to lower store operating expenses, lower cost of sales including occupancy costs, and lower other operating expenses as a percentage of total revenues. This improvement was primarily due to operational changes designed to improve labor efficiency and reduce product waste in company-operated stores, and to lower non-store support costs. Partially offsetting the favorability were higher restructuring charges during the year. We incurred higher lease exit and related costs due to the higher number of actual store closures compared to the prior year period.

International

 

Fiscal Year Ended

   Sep 27,
2009
     Sep 28,
2008
     Sep 27,
2009
    Sep 28,
2008
 
                   As a % of
International Total
Net Revenues
 

Total net revenues

   $ 1,914.3       $ 2,099.6         100.0     100.0

Cost of sales including occupancy costs

   $ 961.3       $ 1,052.8         50.2     50.1

Store operating expenses

     610.0         664.2         31.9     31.6

Other operating expenses

     71.2         87.3         3.7     4.2

Depreciation and amortization expenses

     102.2         108.6         5.3     5.2

General and administrative expenses

     105.0         113.0         5.5     5.4

Restructuring charges

     27.0         19.3         1.4     0.9
                                  

Total operating expenses

     1,876.7         2,045.0         98.0     97.4

Income from equity investees

     53.6         54.2         2.8     2.6
                                  

Operating income

   $ 91.2       $ 108.8         4.8     5.2
                                  

Supplemental ratios as a % of related revenues:

          

Store operating expenses

           37.9     37.4

Other operating expenses

           23.2     26.8

 

30


Table of Contents

Company-operated retail revenues decreased primarily due to unfavorable foreign currency exchange rates, particularly for the British pound and Canadian dollar. Partially offsetting the decrease were the net new store openings during the fiscal year.

Specialty revenues decreased primarily due to continued softness in the hospitality industry and unfavorable foreign currency exchange rates.

Operating margin decreased primarily due to higher restructuring charges and higher store operating expenses as a percentage of total revenues. Restructuring charges of $27.0 million recognized during the year had a 50 basis point impact on operating margin compared to the prior year, due to the previously announced store closures. Higher store operating expenses as of percentage of company-operated retail revenues were driven by an increase in store impairment charges and a decline in sales leverage impacting salaries and benefits. Partially offsetting the decrease in operating margin were lower other operating expenses due to headcount reductions in the non-store support functions.

Global Consumer Products Group

 

Fiscal Year Ended

   Sep 27,
2009
     Sep 28,
2008
     Sep 27,
2009
    Sep 28,
2008
 
                   As a % of CPG
Total Net Revenues
 

Total specialty

   $ 674.4       $ 680.9         100.0     100.0

Cost of sales

   $ 350.5       $ 344.5         52.0     50.6

Other operating expenses

     95.3         113.8         14.1     16.7

Depreciation and amortization expenses

     4.8         5.4         0.7     0.8

General and administrative expenses

     8.8         7.9         1.3     1.2

Restructuring charges

     1.0         0.0         0.1     0.0
                                  

Total operating expenses

     460.4         471.7         68.3     69.3

Income from equity investees

     67.8         60.7         10.1     8.9
                                  

Operating income

   $ 281.8       $ 269.9         41.8     39.6
                                  

Total net revenues increased primarily due to higher revenues from packaged coffees, partially offset by lower foodservice revenues caused by continued softness in the hospitality industry.

Growth of operating margin was primarily due to lower other operating expenses in the foodservice business due to lower compensation costs and lower marketing expenses.

Other

 

Fiscal Year Ended

   Sep 27,
2009
     Sep 28,
2008
     %
Change
 

Total specialty revenues

   $ 124.2       $ 111.3         11.6

Cost of sales

   $ 71.7       $ 64.0         12.1

Other operating expenses

     31.3         33.4         (6.2 )% 

Depreciation and amortization expenses

     49.8         40.2         23.8

General and administrative expenses

     254.4         265.8         (4.3 )% 

Restructuring charges

     58.1         36.7         58.5
                    

Total operating expenses

     465.3         440.1         5.7
                    

Operating loss

   $ (341.1    $ (328.8      3.7
                    

Substantially all of net revenues in Other are generated from the Seattle’s Best Coffee operating segment. The increase in revenues for Seattle’s Best Coffee was primarily due to the increase in points of distribution for Seattle’s Best Coffee including sales to new national accounts. Total operating expenses increased $25.2 million primarily as a result of increased restructuring activities within the non-store support organization.

 

31


Table of Contents

SUMMARIZED QUARTERLY FINANCIAL INFORMATION (unaudited, in millions, except EPS)

 

     First      Second      Third      Fourth      Total  

2010:

              

Net revenues

   $ 2,722.7       $ 2,534.7       $ 2,612.0       $ 2,838.0       $ 10,707.4   

Operating income(1)

     352.6         339.8         327.7         399.3         1,419.4   

Net earnings attributable to Starbucks(1)

     241.5         217.3         207.9         278.9         945.6   

EPS — diluted

     0.32         0.28         0.27         0.37         1.24   

2009:

              

Net revenues

   $ 2,615.2       $ 2,333.3       $ 2,403.9       $ 2,422.2       $ 9,774.6   

Operating income(2)

     117.7         40.9         204.0         199.4         562.0   

Net earnings attributable to Starbucks(2)

     64.3         25.0         151.5         150.0         390.8   

EPS — diluted

     0.09         0.03         0.20         0.20         0.52   

 

 

(1)

Includes pretax restructuring charges of $18.3 million, $7.9 million, $20.4 million and $6.4 million for the first, second, third and fourth fiscal quarters respectively.

 

(2)

Includes pretax restructuring charges of $75.5 million, $152.1 million, $51.6 million and $53.2 million for the first, second, third and fourth fiscal quarters respectively.

FINANCIAL CONDITION, LIQUIDITY AND CAPITAL RESOURCES

Starbucks cash and short-term investments were $1.4 billion and $666 million as of October 3, 2010 and September 27, 2009, respectively. We actively manage our cash and short-term investments in order to internally fund operating needs, make scheduled interest and principal payments on our borrowings, and return cash to shareholders through common stock dividend payments and share repurchases. Our short-term investments consisted predominantly of US Treasury and US Agency securities.

Our portfolio of long-term available for sale securities consists predominantly of high investment-grade corporate bonds, diversified among industries and individual issuers. We also have investments in auction rate securities (“ARS”), nearly all of which are classified as long-term. ARS totaling $41 million and $56 million were outstanding as of October 3, 2010 and September 27, 2009, respectively. The reduction in ARS was due to $12 million in redemptions during the fiscal year with all redemptions done at par. While the ongoing auction failures will limit the liquidity of these ARS investments for some period of time, we do not believe the auction failures will materially impact our ability to fund our working capital needs, capital expenditures, shareholder dividends or other business requirements.

Starbucks $1 billion unsecured credit facility (the “2005 credit facility”) was available for working capital, capital expenditures, and other corporate purposes. In November of 2010, subsequent to the end of the 2010 fiscal year, we replaced the 2005 credit facility, which was scheduled to mature in August 2011. The new credit facility is described in more detail below. The 2005 credit facility was paired with a commercial paper program whereby we could issue unsecured commercial paper notes, up to a maximum amount outstanding at any time of $1 billion. The commercial paper program was secured by the credit facility, and the combined borrowing limit was $1 billion for the commercial paper program and the credit facility. During fiscal 2010 and 2009, there were no borrowings under the 2005 credit facility or commercial paper program. As of October 3, 2010, a total of $15 million in letters of credit were outstanding under our revolving credit facility.

The 2005 credit facility contained provisions requiring us to maintain compliance with certain covenants, including a minimum fixed charge coverage ratio. As of October 3, 2010 and September 27, 2009, we were in compliance with each of these covenants. The $550 million of 10-year 6.25% Senior Notes also require us to maintain compliance with certain covenants, including limits on future liens and sale and leaseback transactions on certain material properties. As of October 3, 2010 and September 27, 2009, we were in compliance with each of these covenants.

In November of 2010, subsequent to the end of the 2010 fiscal year, we replaced the 2005 credit facility with a $500 million unsecured credit facility (the “2010 credit facility”) with various banks, of which $100 million may be

 

32


Table of Contents

used for issuances of letters of credit. The 2010 credit facility is available for working capital, capital expenditures and other corporate purposes, including acquisitions and share repurchases. The new 2010 credit facility is currently set to mature in November 2014. The interest rate for any borrowings under the credit facility, based on Starbucks current ratings and fixed charge coverage ratio, is 1.50% over LIBOR. The specific spread over LIBOR will depend upon our long-term credit ratings assigned by Moody’s and Standard & Poor’s rating agencies and our fixed charge coverage ratio. The credit facility contains provisions requiring us to maintain compliance with certain covenants, including a minimum fixed charge coverage ratio which measures our ability to cover financing expenses. Starbucks has the option, subject to negotiation and agreement with the related banks, to increase the maximum commitment amount by an additional $500 million. Under Starbucks commercial paper program we may issue unsecured commercial paper notes, up to a maximum aggregate amount outstanding at any time of $500 million, with individual maturities that may vary, but not exceed 397 days from the date of issue. The program is backstopped by the 2010 credit facility, and the combined borrowing limit is $500 million for the commercial paper program and the credit facility. Starbucks may issue commercial paper from time to time, and the proceeds of the commercial paper financing will be used for working capital needs, capital expenditures and other corporate purposes, including acquisitions and share repurchases.

We expect to use our cash and short-term investments, including any potential future borrowings under the credit facility and commercial paper program, to invest in our core businesses, including new product innovations and related marketing support, as well as other new business opportunities related to our core businesses. We believe that cash flow generated from operations and existing cash and short-term investments should be sufficient to finance capital requirements for our core businesses as well as shareholder distributions for the foreseeable future. We may use our available cash resources to make proportionate capital contributions to our equity method and cost method investees. Any decisions to increase ownership interest in our equity method investees or licensed operations will be driven by valuation and fit with our ownership strategy. Significant new joint ventures, acquisitions and/or other new business opportunities may require additional outside funding.

Other than normal operating expenses, cash requirements for fiscal 2011 are expected to consist primarily of capital expenditures for remodeling and refurbishment of, and equipment upgrades for, existing company-operated retail stores; systems and technology investments in the stores and in the support infrastructure; and new company-operated retail stores. Total capital expenditures for fiscal 2011 are expected to range from $550 million to $600 million.

In March 2010, Starbucks declared its first ever cash dividend to shareholders at $0.10 per share. This quarterly dividend was paid on April 23, 2010. The third quarter dividend was raised to $0.13 per share and was paid on August 20, 2010, bringing the total cash dividend payout for fiscal 2010 to $171 million. On September 14, 2010, we declared a cash dividend of $0.13 per share to be paid on December 3, 2010 with an expected payout of $97 million. Starbucks repurchased 11 million shares of common stock ($286 million) during fiscal 2010 under share repurchase authorizations. The number of remaining shares authorized for repurchase at the end of the fiscal year totaled 10 million. Subsequent to year end, on November 15, 2010 we announced an additional share repurchase authorization made by the Board of Directors in the amount of up to 10 million shares in addition to the 10 million remaining under the previous authorization.

Cash provided by operating activities was $1.7 billion for fiscal 2010 as compared to $1.4 billion for fiscal 2009. The increase was primarily due to higher net earnings for the period.

Cash used by investing activities for fiscal 2010 totaled $790 million as compared to $421 million in fiscal 2009. The increase results primarily from the use of a portion of our available cash balances to purchase US Agency and investment grade bonds. Capital expenditures in fiscal 2010 totaled $441 million, primarily for remodeling and renovating existing company-operated retail stores, opening new retail stores, and investment in information technology systems.

Cash used by financing activities for fiscal 2010 totaled $346 million as compared to $642 million in fiscal 2009. The change primarily reflects net repayments of commercial paper and short-term borrowings under the credit facility totaling $713 million in fiscal 2009, offset by dividend payments of $171 million and common share repurchases of $286 million in fiscal 2010.

 

33


Table of Contents

The following table summarizes our contractual obligations and borrowings as of October 3, 2010, and the timing and effect that such commitments are expected to have on our liquidity and capital requirements in future periods (in millions):

 

     Payments Due by Period  

Contractual Obligations(1)

   Total      Less than
1 Year
     1 - 3
Years
     3 - 5
Years
     More than
5  Years
 

Operating lease obligations(2)

   $ 4,084.2       $ 718.4       $ 1,279.4       $ 1,006.6       $ 1,079.8   

Debt obligations(3)

     790.8         34.4         68.8         68.8         618.8   

Purchase obligations(4)

     613.2         556.7         52.3         4.2         0.0   

Other obligations(5)

     107.7         1.8         22.3         9.5         74.1   
                                            

Total

   $ 5,595.9       $ 1,311.3       $ 1,422.8       $ 1,089.1       $ 1,772.7   
                                            

 

 

(1)

Income tax liabilities for uncertain tax positions were excluded as we are not able to make a reasonably reliable estimate of the amount and period of related future payments. As of October 3, 2010, we had $68.4 million of gross unrecognized tax benefits for uncertain tax positions.

 

(2)

Amounts include the direct lease obligations, excluding any taxes, insurance and other related expenses.

 

(3)

Debt amounts include principal maturities and scheduled interest payments on our long-term debt.

 

(4)

Purchase obligations include agreements to purchase goods or services that are enforceable and legally binding on Starbucks and that specify all significant terms. Purchase obligations relate primarily to green coffee, with these amounts comprising approximately 90% of the total of this item.

 

(5)

Other obligations include other long-term liabilities primarily consisting of asset retirement obligations, capital lease obligations and hedging instruments.

Starbucks currently expects to fund these commitments with operating cash flows generated in the normal course of business.

Off-Balance Sheet Arrangement

Off-balance sheet arrangements relate to certain guarantees and are detailed in Note 17 to the consolidated financial statements in this 10-K.

COMMODITY PRICES, AVAILABILITY AND GENERAL RISK CONDITIONS

Commodity price risk represents Starbucks primary market risk, generated by our purchases of green coffee and dairy products, among other things. We purchase, roast and sell high-quality whole bean arabica coffee and related products and risk arises from the price volatility of green coffee. In addition to coffee, we also purchases significant amounts of dairy products to support the needs of our company-operated retail stores. The price and availability of these commodities directly impacts our results of operations and can be expected to impact our future results of operations. For additional details see Product Supply in Item 1, as well as Risk Factors in Item 1A of this 10-K.

FINANCIAL RISK MANAGEMENT

Market risk is defined as the risk of losses due to changes in commodity prices, foreign currency exchange rates, equity security prices, and interest rates. We manage our exposure to various market-based risks according to an umbrella risk management policy. Under this policy, market-based risks are quantified and evaluated for potential mitigation strategies, such as entering into hedging transactions. The umbrella risk management policy governs the hedging instruments the business may use and limits the risk to net earnings. We also monitor and limit the amount of associated counterparty credit risk. Additionally, this policy restricts, among other things, the amount of market-based risk we will tolerate before implementing approved hedging strategies and prohibits speculative trading activity. In general, hedging instruments do not have maturities in excess of five years.

 

34


Table of Contents

The sensitivity analyses disclosed below provide only a limited, point-in-time view of the market risk of the financial instruments discussed. The actual impact of the respective underlying rates and price changes on the financial instruments may differ significantly from those shown in the sensitivity analyses.

Commodity Price Risk

We purchase commodity inputs, including coffee, dairy products and diesel that are used in our operations and are subject to price fluctuations that impact our financial results. In addition to fixed-price and price-to-be-fixed contracts for coffee purchases, we have entered into commodity hedges to manage commodity price risk using financial derivative instruments. We performed a sensitivity analysis based on a 10% change in the underlying commodity prices of our commodity hedges, as of the end of fiscal 2010, and determined that such a change would not have a significant effect on the fair value of these instruments.

Foreign Currency Exchange Risk

The majority of our revenue, expense and capital purchasing activities are transacted in US dollars. However, because a portion of our operations consists of activities outside of the US, we have transactions in other currencies, primarily the Canadian dollar, British pound, euro, and Japanese yen. As a result, we may engage in transactions involving various derivative instruments to hedge revenues, inventory purchases, assets, and liabilities denominated in foreign currencies.

As of October 3, 2010, Starbucks had forward foreign exchange contracts that hedge portions of anticipated international revenue streams and inventory purchases. In addition, we had forward foreign exchange contracts that qualify as accounting hedges of our net investment in Starbucks Japan to minimize foreign currency exposure.

Starbucks also had forward foreign exchange contracts that are not designated as hedging instruments for accounting purposes (free standing derivatives), but which largely offset the financial impact of translating certain foreign currency denominated payables and receivables. Increases or decreases in the fair value of these hedges are generally offset by corresponding decreases or increases in the US dollar value of our foreign currency denominated payables and receivables (i.e. “hedged items”) that would occur within the hedging period.

The following table summarizes the potential impact to Starbucks future net earnings and other comprehensive income (“OCI”) from changes in the fair value of these derivative financial instruments due in turn to a change in the value of the US dollar as compared to the level of foreign exchange rates. The information provided below relates only to the hedging instruments and does not represent the corresponding changes in the underlying hedged items (in millions):

October 3, 2010

 

     Increase/(Decrease) to Net Earnings      Increase/(Decrease) to OCI  
     10% Increase in
Underlying Rate
     10% Decrease in
Underlying Rate
     10% Increase in
Underlying Rate
     10% Decrease in
Underlying Rate
 

Foreign currency hedges

   $ 46       $ (46    $ 13       $ (13
                                   

Equity Security Price Risk

We have minimal exposure to price fluctuations on equity mutual funds and equity exchange-traded funds within our trading portfolio. The trading securities approximate a portion of our liability under the MDCP. A corresponding liability is included in accrued compensation and related costs on the consolidated balance sheets. These investments are recorded at fair value with unrealized gains and losses recognized in net interest income and other in the consolidated statements of earnings. The offsetting changes in the MDCP liability are recorded in general and administrative expenses. We performed a sensitivity analysis based on a 10% change in the underlying equity prices of our investments as of the end of fiscal 2010 and determined that such a change would not have a significant effect on the fair value of these instruments.

 

35


Table of Contents

Interest Rate Risk

We utilize short-term and long-term financing and may use interest rate hedges to manage the effect of interest rate changes on our existing debt as well as the anticipated issuance of new debt. At the end of fiscal years 2010 and 2009, we did not have any interest rate hedge agreements outstanding.

The following table summarizes the impact of a change in interest rates on the fair value of Starbucks debt (in millions):

October 3, 2010

 

            Change in Fair Value  
     Fair Value      100 Basis Point Increase in
Underlying Rate
    100 Basis Point Decrease in
Underlying Rate
 

Debt

   $ 637       $ (36   $ 36   
                         

Our available-for-sale securities comprise a diversified portfolio consisting mainly of fixed income instruments. The primary objectives of these investments are to preserve capital and liquidity. As of October 3, 2010, our long-term available-for-sale securities included ARS. Please see Note 3 for further information. Available-for-sale securities are recorded on the consolidated balance sheets at fair value with unrealized gains and losses reported as a component of accumulated other comprehensive income. We do not hedge the interest rate exposure on our available-for-sale securities. We performed a sensitivity analysis based on a 100 basis point change in the underlying interest rate of our available-for-sale securities as of the end of fiscal 2010, and determined that such a change would not have a significant effect on the fair value of these instruments.

APPLICATION OF CRITICAL ACCOUNTING POLICIES

Critical accounting policies are those that management believes are both most important to the portrayal of our financial condition and results and require the most difficult, subjective or complex judgments, often as a result of the need to make estimates about the effect of matters that are inherently uncertain. Judgments and uncertainties affecting the application of those policies may result in materially different amounts being reported under different conditions or using different assumptions.

We consider our policies on asset impairment, goodwill, stock-based compensation, operating leases, self insurance reserves and income taxes to be the most critical in understanding the judgments that are involved in preparing our consolidated financial statements.

Asset Impairment

When facts and circumstances indicate that the carrying values of long-lived assets may not be recoverable, we evaluate long-lived assets for impairment. We first compare the carrying value of the asset to the asset’s estimated future cash flows (undiscounted). If the estimated future cash flows are less than the carrying value of the asset, we calculate an impairment loss based on the asset’s estimated fair value. For store assets, the fair value of the assets is estimated using a discounted cash flow model based on future store revenues and operating costs, using internal projections. For other assets, we use the valuation approach that is appropriate given the relevant facts and circumstances.

Our impairment loss calculations contain uncertainties because they require management to make assumptions and to apply judgment to estimate future cash flows and asset fair values, including forecasting asset useful lives. Further, our ability to realize undiscounted cash flows in excess of the carrying values of our assets is affected by factors such as the ongoing maintenance and improvement of the assets, changes in economic conditions, and changes in operating performance. As we periodically reassess estimated future cash flows and asset fair values, changes in our estimates and assumptions may cause us to realize material impairment charges in the future.

 

36


Table of Contents

Goodwill Impairment

We test goodwill for impairment on an annual basis, or more frequently if circumstances, such as material deterioration in performance or a significant number of store closures, indicate reporting unit carrying values may exceed their fair values. If the carrying amount of goodwill exceeds the implied estimated fair value, an impairment charge to current operations is recorded to reduce the carrying value to the implied estimated fair value. We conduct our annual goodwill impairment test for consolidated entities in our third fiscal quarter.

Our impairment loss calculations contain uncertainties because they require management to make assumptions and to apply judgment to estimate the fair value of our reporting units, including estimating future cash flows, and if necessary, the fair value of a reporting units’ assets and liabilities. Further, our ability to realize the future cash flows used in our fair value calculations is affected by factors such as changes in economic conditions, changes in our operating performance, and changes in our business strategies. As we periodically reassess our fair value calculations, including estimated future cash flows, changes in our estimates and assumptions may cause us to realize material impairment charges in the future.

As a part of Starbucks ongoing operations, we may close certain stores within a reporting unit containing goodwill due to underperformance of the store or inability to renew our lease, among other reasons. We abandon certain assets associated with a closed store including leasehold improvements and other non-transferrable assets. Under GAAP, when a portion of a reporting unit that constitutes a business is to be disposed of, goodwill associated with the business is included in the carrying amount of the business in determining any loss on disposal. Our evaluation of whether the portion of a reporting unit being disposed of constitutes a business occurs on the date of abandonment. Although an operating store meets the accounting definition of a business prior to abandonment, it does not constitute a business on the closure date because the remaining assets on that date do not constitute an integrated set of assets that are capable of being conducted and managed for the purpose of providing a return to investors. As a result, when closing individual stores, we do not include goodwill in the calculation of any loss on disposal of the related assets. As noted above, if store closures are indicative of potential impairment of goodwill at the reporting unit level, we perform an evaluation of our reporting unit goodwill when such closures occur.

Stock-based Compensation

We measure the fair value of stock awards at the grant date based on the fair value of the award and recognize the expense over the related service period. For stock option awards we use the Black-Scholes-Merton option pricing model which requires the input of subjective assumptions. These assumptions include estimating the length of time employees will retain their stock options before exercising them (“expected term”), the estimated volatility of our common stock price over the expected term and the expected dividend yield. In addition, we are required to estimate the expected forfeiture rate and only recognize expense for those stock awards expected to vest. We estimate the forfeiture rate based on historical experience. Changes in our assumptions could materially affect the estimate of fair value of stock-based compensation; however, a 10% change in our critical assumptions including volatility and expected term would not have a material impact for fiscal year 2010.

Operating Leases

We lease retail stores, roasting and distribution facilities and office space under operating leases. We provide for an estimate of asset retirement obligation (“ARO”) expense at the lease inception date for operating leases with requirements to remove leasehold improvements at the end of the lease term. Estimating AROs involves subjective assumptions regarding both the amount and timing of actual future retirement costs. Future actual costs could differ significantly from amounts initially estimated. In addition, the large number of operating leases and the significant number of international markets in which we have operating leases adds administrative complexity to the calculation of ARO expense, as well as to the other technical accounting requirements of operating leases such as contingent rent. Estimating the cost of certain lease exit costs involves subjective assumptions, including the time it would take to sublease the leased location and the related potential sublease income. The estimated accruals for these costs could be significantly affected if future experience differs from that used in the initial estimate.

 

37


Table of Contents

Self Insurance Reserves

We use a combination of insurance and self-insurance mechanisms, including a wholly owned captive insurance entity and participation in a reinsurance treaty, to provide for the potential liabilities for certain risks, including workers’ compensation, healthcare benefits, general liability, property insurance, and director and officers’ liability insurance. Liabilities associated with the risks that are retained by Starbucks are not discounted and are estimated, in part, by considering historical claims experience, demographic factors, severity factors and other actuarial assumptions. The estimated accruals for these liabilities could be significantly affected if future occurrences and claims differ from these assumptions and historical trends.

Income Taxes

We recognize deferred tax assets and liabilities based on the differences between the financial statement carrying amounts and the respective tax bases of our assets and liabilities. Deferred tax assets and liabilities are measured using current enacted tax rates expected to apply to taxable income in the years in which we expect the temporary differences to reverse. We routinely evaluate the likelihood of realizing the benefit of our deferred tax assets and may record a valuation allowance if, based on all available evidence, we determine that some portion of the tax benefit will not be realized.

In addition, our income tax returns are periodically audited by domestic and foreign tax authorities. These audits include questions regarding our tax filing positions, including the timing and amount of deductions taken and the allocation of income among various tax jurisdictions. We evaluate our exposures associated with our various tax filing positions and record a related liability. We adjust our liability for unrecognized tax benefits and income tax provision in the period in which an uncertain tax position is effectively settled, the statute of limitations expires for the relevant taxing authority to examine the tax position, or when more information becomes available.

Deferred tax asset valuation allowances and our liability for unrecognized tax benefits require significant management judgment regarding applicable statutes and their related interpretation, the status of various income tax audits, and our particular facts and circumstances. We believe that our estimates are reasonable; however, actual results could differ from these estimates.

RECENT ACCOUNTING PRONOUNCEMENTS

See Note 1 to the consolidated financial statements in this 10-K.

 

Item 7A. Quantitative and Qualitative Disclosures About Market Risk

The information required by this item is incorporated by reference to the section entitled “Management’s Discussion and Analysis of Financial Condition and Results of Operations — Commodity Prices, Availability and General Risk Conditions” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations — Financial Risk Management” in Item 7 of this Report.

 

38


Table of Contents
Item 8. Financial Statements and Supplementary Data

STARBUCKS CORPORATION

CONSOLIDATED STATEMENTS OF EARNINGS

(In millions, except per share data)

 

Fiscal Year Ended

   Oct 3,
2010
    Sep 27,
2009
    Sep 28,
2008
 

Net revenues:

      

Company-operated retail

   $ 8,963.5      $ 8,180.1      $ 8,771.9   

Specialty:

      

Licensing

     1,340.9        1,222.3        1,171.6   

Foodservice and other

     403.0        372.2        439.5   
                        

Total specialty

     1,743.9        1,594.5        1,611.1   
                        

Total net revenues

     10,707.4        9,774.6        10,383.0   

Cost of sales including occupancy costs

     4,458.6        4,324.9        4,645.3   

Store operating expenses

     3,551.4        3,425.1        3,745.1   

Other operating expenses

     293.2        264.4        330.1   

Depreciation and amortization expenses

     510.4        534.7        549.3   

General and administrative expenses

     569.5        453.0        456.0   

Restructuring charges

     53.0        332.4        266.9   
                        

Total operating expenses

     9,436.1        9,334.5        9,992.7   

Income from equity investees

     148.1        121.9        113.6   
                        

Operating income

     1,419.4        562.0        503.9   

Interest income and other, net

     50.3        37.0        5.2   

Interest expense

     (32.7     (39.1     (53.4
                        

Earnings before income taxes

     1,437.0        559.9        455.7   

Income taxes

     488.7        168.4        144.0   
                        

Net earnings including noncontrolling interests

     948.3        391.5        311.7   

Net earnings (loss) attributable to noncontrolling interests

     2.7        0.7        (3.8
                        

Net earnings attributable to Starbucks

   $ 945.6      $ 390.8      $ 315.5   
                        

Earnings per share — basic

   $ 1.27      $ 0.53      $ 0.43   

Earnings per share — diluted

   $ 1.24      $ 0.52      $ 0.43   

Weighted average shares outstanding:

      

Basic

     744.4        738.7        731.5   

Diluted

     764.2        745.9        741.7   

Cash dividends declared per share

   $ 0.36      $ 0.00      $ 0.00   

See Notes to Consolidated Financial Statements.

 

39


Table of Contents

STARBUCKS CORPORATION

CONSOLIDATED BALANCE SHEETS

(In millions, except per share data)

 

     Oct 3,
2010
     Sep 27,
2009
 
ASSETS   

Current assets:

     

Cash and cash equivalents

   $ 1,164.0       $ 599.8   

Short-term investments — available-for-sale securities

     236.5         21.5   

Short-term investments — trading securities

     49.2         44.8   

Accounts receivable, net

     302.7         271.0   

Inventories

     543.3         664.9   

Prepaid expenses and other current assets

     156.5         147.2   

Deferred income taxes, net

     304.2         286.6   
                 

Total current assets

     2,756.4         2,035.8   

Long-term investments — available-for-sale securities

     191.8         71.2   

Equity and cost investments

     341.5         352.3   

Property, plant and equipment, net

     2,416.5         2,536.4   

Other assets

     346.5         253.8   

Other intangible assets

     70.8         68.2   

Goodwill

     262.4         259.1   
                 

TOTAL ASSETS

   $ 6,385.9       $ 5,576.8   
                 
LIABILITIES AND EQUITY      

Current liabilities:

     

Accounts payable

     282.6         267.1   

Accrued compensation and related costs

     400.0         307.5   

Accrued occupancy costs

     173.2         188.1   

Accrued taxes

     100.2         127.8   

Insurance reserves

     146.2         154.3   

Other accrued liabilities

     262.8         147.5   

Deferred revenue

     414.1         388.7   
                 

Total current liabilities

     1,779.1         1,581.0   

Long-term debt

     549.4         549.3   

Other long-term liabilities

     375.1         389.6   
                 

Total liabilities

     2,703.6         2,519.9   

Shareholders’ equity:

     

Common stock ($0.001 par value) — authorized, 1,200.0 shares; issued and outstanding, 742.6 and 742.9 shares, respectively (includes 3.4 common stock units in both periods)

     0.7         0.7   

Additional paid-in capital

     106.2         147.0   

Other additional paid-in-capital

     39.4         39.4   

Retained earnings

     3,471.2         2,793.2   

Accumulated other comprehensive income

     57.2         65.4   
                 

Total shareholders’ equity

     3,674.7         3,045.7   

Noncontrolling interests

     7.6         11.2   
                 

Total equity

     3,682.3         3,056.9   
                 

TOTAL LIABILITIES AND EQUITY

   $ 6,385.9       $ 5,576.8   
                 

See Notes to Consolidated Financial Statements.

 

40


Table of Contents

STARBUCKS CORPORATION

CONSOLIDATED STATEMENTS OF CASH FLOWS

(In millions)

 

Fiscal Year Ended

   Oct 3,
2010
     Sep 27,
2009
     Sep 28,
2008
 

OPERATING ACTIVITIES:

        

Net earnings including noncontrolling interests

   $ 948.3       $ 391.5       $ 311.7   

Adjustments to reconcile net earnings to net cash provided by operating activities:

        

Depreciation and amortization

     540.8         563.3         604.5   

Provision for impairments and asset disposals

     67.7         224.4         325.0   

Deferred income taxes, net

     (42.0      (69.6      (117.1

Equity in income of investees

     (108.6      (78.4      (61.3

Distributions of income from equity investees

     91.4         53.0         52.6   

Stock-based compensation

     113.6         83.2         75.0   

Tax benefit from exercise of stock options

     13.5         2.0         3.8   

Excess tax benefit from exercise of stock options

     (36.9      (15.9      (14.7

Other

     (15.3      5.4         (0.1

Cash provided/(used) by changes in operating assets and liabilities:

        

Inventories

     123.2         28.5         (0.6

Accounts payable

     (3.6      (53.0      (63.9

Accrued taxes

     (12.9      57.2         7.3   

Deferred revenue

     24.2         16.3         72.4   

Other operating assets

     (16.1      120.5         (11.2

Other operating liabilities

     17.6         60.6         75.3   
                          

Net cash provided by operating activities

     1,704.9         1,389.0         1,258.7   

INVESTING ACTIVITIES:

        

Purchase of available-for-sale securities

     (549.0      (129.2      (71.8

Maturities and calls of available-for-sale securities

     209.9         111.0         20.0   

Sales of available-for-sale securities

     1.1         5.0         75.9   

Acquisitions, net of cash acquired

     (12.0      0.0         (74.2

Net purchases of equity, other investments and other assets

     1.2         (4.8      (52.0

Additions to property, plant and equipment

     (440.7      (445.6      (984.5

Proceeds from sale of property, plant and equipment

     0.0         42.5         0.0   
                          

Net cash used by investing activities

     (789.5      (421.1      (1,086.6

FINANCING ACTIVITIES:

        

Proceeds from issuance of commercial paper

     0.0         20,965.4         65,770.8   

Repayments of commercial paper

     0.0         (21,378.5      (66,068.0

Proceeds from short-term borrowings

     0.0         1,338.0         528.2   

Repayments of short-term borrowings

     0.0         (1,638.0      (228.8

Purchase of noncontrolling interest

     (45.8      0.0         0.0   

Proceeds from issuance of common stock

     127.9         57.3         112.3   

Excess tax benefit from exercise of stock options

     36.9         15.9         14.7   

Principal payments on long-term debt

     (6.6      (0.7      (0.6

Cash dividends paid

     (171.0      0.0         0.0   

Repurchase of common stock

     (285.6      0.0         (311.4

Other

     (1.8      (1.6      (1.7
                          

Net cash used by financing activities

     (346.0      (642.2      (184.5

Effect of exchange rate changes on cash and cash equivalents

     (5.2      4.3         0.9   
                          

Net increase/(decrease) in cash and cash equivalents

     564.2         330.0         (11.5

CASH AND CASH EQUIVALENTS:

        

Beginning of period

     599.8         269.8         281.3   
                          

End of period

   $ 1,164.0       $ 599.8       $ 269.8   
                          

SUPPLEMENTAL DISCLOSURE OF CASH FLOW INFORMATION:

        

Cash paid during the period for:

        

Interest, net of capitalized interest

   $ 32.0       $ 39.8       $ 52.7   

Income taxes

   $ 527.0       $ 162.0       $ 259.5   

See Notes to Consolidated Financial Statements.

 

41


Table of Contents

STARBUCKS CORPORATION

CONSOLIDATED STATEMENTS OF EQUITY

(In millions)

 

    Common Stock     Additional
Paid-in

Capital
    Other
Additional
Paid-in

Capital
    Retained
Earnings
    Accumulated
Other
Comprehensive

Income/(Loss)
    Shareholders’
Equity
    Noncontrolling
Interest
    Total  
    Shares     Amount                

Balance, September 30, 2007

    738.3      $ 0.7      $ 0.0      $ 39.4      $ 2,189.4      $ 54.6      $ 2,284.1      $ 17.3      $ 2,301.4   

Cumulative impact of adoption of accounting requirements for uncertain tax positions

    0.0        0.0        (1.6     0.0        (1.7     0.0        (3.3     0.0        (3.3

Net earnings

    0.0        0.0        0.0        0.0        315.5        0.0        315.5        (3.8     311.7   

Unrealized holding gain, net

    0.0        0.0        0.0        0.0        0.0        0.8        0.8        0.0        0.8   

Translation adjustment, net of tax

    0.0        0.0        0.0        0.0        0.0        (7.0     (7.0     0.0        (7.0
                                   

Comprehensive income

                309.3        (3.8     305.5   
                                   

Stock-based compensation expense

    0.0        0.0        76.8        0.0        0.0        0.0        76.8        0.0        76.8   

Exercise of stock options, including tax benefit of $8.4

    6.6        0.0        77.4        0.0        0.0        0.0        77.4        0.0        77.4   

Sale of common stock, including tax benefit of $0.1

    2.8        0.0        41.9        0.0        0.0        0.0        41.9        0.0        41.9   

Repurchase of common stock

    (12.2     0.0        (194.5     0.0        (100.8     0.0        (295.3     0.0        (295.3

Net contributions from noncontrolling interests

    0.0        0.0        0.0        0.0        0.0        0.0        0.0        4.8        4.8   
                                                                       

Balance, September 28, 2008

    735.5      $ 0.7      $ 0.0      $ 39.4      $ 2,402.4      $ 48.4      $ 2,490.9      $ 18.3      $ 2,509.2   

Net earnings

    0.0        0.0        0.0        0.0        390.8        0.0        390.8        0.7        391.5   

Unrealized holding gain, net

    0.0        0.0        0.0        0.0        0.0        1.8        1.8        0.0        1.8   

Translation adjustment, net of tax

    0.0        0.0        0.0        0.0        0.0        15.2        15.2        0.0        15.2   
                                   

Comprehensive income

                407.8        0.7        408.5   
                                   

Stock-based compensation expense

    0.0        0.0        84.3        0.0        0.0        0.0        84.3        0.0        84.3   

Exercise of stock options, including tax benefit of $5.3

    4.9        0.0        35.9        0.0        0.0        0.0        35.9        0.0        35.9   

Sale of common stock, including tax benefit of $0.1

    2.5        0.0        26.8        0.0        0.0        0.0        26.8        0.0        26.8   

Net distributions to noncontrolling interests

    0.0        0.0        0.0        0.0        0.0        0.0        0.0        (7.8     (7.8
                                                                       

Balance, September 27, 2009

    742.9      $ 0.7      $ 147.0      $ 39.4      $ 2,793.2      $ 65.4      $ 3,045.7      $ 11.2      $ 3,056.9   

Net earnings

    0.0        0.0        0.0        0.0        945.6        0.0        945.6        2.7        948.3   

Unrealized holding loss, net

    0.0        0.0        0.0        0.0        0.0        (17.0     (17.0     0.0        (17.0

Translation adjustment, net of tax

    0.0        0.0        0.0        0.0        0.0        8.8        8.8        0.0        8.8   
                                   

Comprehensive income

                937.4        2.7        940.1   
                                   

Stock-based compensation expense

    0.0        0.0        115.6        0.0        0.0        0.0        115.6        0.0        115.6   

Exercise of stock options, including tax benefit of $27.7

    10.1        0.0        137.5        0.0        0.0        0.0        137.5        0.0        137.5   

Sale of common stock, including tax benefit of $0.1

    0.8        0.0        18.5        0.0        0.0        0.0        18.5        0.0        18.5   

Repurchase of common stock

    (11.2     0.0        (285.6     0.0        0.0        0.0        (285.6     0.0        (285.6

Net distributions to noncontrolling interests

    0.0        0.0        0.0        0.0        0.0        0.0        0.0        (0.8     (0.8

Cash dividend

    0.0