Introduction Starbucks is a polarizing brand; consumers either embrace its ethos completely, or see it as a symbol of the worst excesses of American capitalism. Branding experts believe that it is this profile – combined with the company’s stateside origins-that places Starbucks in the firing line of the burgeoning anti-capitalist movement. The first Starbucks outlet outside the US opened in Tokyo in 1996. Since then, the company has launched in more than 40 other countries. Next month, Starbucks will celebrate 10 years of operations in the UK, where it has transformed coffee from breakfast staple to lifestyle accessory – a process supported by its much-publicized partnership with Apple, its Starbucks Entertainment division, and the Hear Music brand, through which the company markets books, music and film. While Starbucks has faced fierce criticism it will celebrate 10 years of operation in the UK next month and is suffering from slowing growth in the US, the global brand should not be written off prematurely. Starbucks has achieved remarkable success in Asia. However, the signs of strain in the US are undeniable, and analysts have voiced concerns that Starbucks has overstretched itself with its plans to reach 40,000 stores worldwide. In the three months to the end of September last year, the company’s US outlets posted a 1 % fall in transactions. One leading retail analyst draws parallels with McDonald’s. Starbucks is another brand setting its sights on the international market for growth because it is feeling the competitive pressure in its home market. Company Strategy Settlement and Development Strategy Settlement Starbuck’s strategy has been to establish itself as the finest provider of coffee in the world while maintaining an uncompromised principle of quality. These principles are vital for the maintenance of a great and proven work environment for staff member in every retail stores. The company aims to satisfy customers and give back to the community and environment (Holmes, 2007). It persists to be profitable by a strict, slow growth policy which dominates the market before setting its sights further abroad. This strategy has helped the company grow into the fastest growing companies in the world. Strategy Development Starbucks under the company’s owner, Schultz has practiced a policy of strict and slow growing. All the stores have been improved in order to grow the business. Starbucks aims to grow and expand in other areas of the United States as well as many countries. Future joint ventures will expand the products into grocery and convenience stores by bottled beverages and ice creams (Haoting, 2006). Starbucks also engages in social work like providing financial assistance to local community programs. The financial performance in recent years has been good with consistent earnings growth over this period. It has also managed to decrease long term debt over the period (Strehle, 2007). Starbucks and PEST Political Factors Since its arrival in the UK, there has been no let-up in Starbucks’ quest to dominate the high street. A seemingly relentless store-opening program continues apace with plans to open 100 outlets in London this year, and one every fortnight over the next decade a total of 750 by 2018. According to management consultants Allegra, the UK branded coffee chain market now has an estima