logo
Starbucks reports a slide in sales and traffic

Starbucks reports a slide in sales and traffic

Observer22-10-2024
In recent years, the arrival of fall has been a reason for many customers to scurry to their local Starbucks to get their pumpkin spice latte fix.
But not this year.
On Tuesday, after the market closed, the coffee giant reported preliminary quarterly earnings showing a steep decline in same-store sales. Starbucks said global same-store sales fell 7% for the fourth-quarter that ended in September, with a decline of 6% in North America and a 14% drop in China.
Overall, for the full fiscal year, the company reported 'a pronounced traffic decline.'
The dismal news came a week before the company's scheduled earnings announcement. Starbucks' stock was down more than 4% in aftermarket trading.
The results further reveal the challenges facing the company and its new leader, Brian Niccol, who was wooed away from Chipotle to become Starbucks' chair and CEO with a jaw-dropping compensation package that could top $100 million.
In a video message, Niccol, who officially took over in early September, said the results showed that it was 'clear we need to fundamentally change our strategy so we can get back to growth.'
Throughout the COVID-19 pandemic, Starbucks was a consistent big winner, expanding its loyalty programs and drive-through capabilities while Gen Zers ordered ever more complicated iced beverages.
But whether because of increased competition from other rapidly expanding coffee shops, consumers cutting back on nonessential spending or the various boycotts against the company, Starbucks is struggling.
Starbucks has been under pressure for awhile. Following two quarters of consecutive declines in sales and a stock price that dropped nearly 30% in six months, the board of directors decided this summer to abruptly replace its then-CEO, Laxman Narasimhan.
In the most recent quarter, Starbucks said its efforts in North America to entice consumers to visit and spend more through expanded product offerings and frequent promotions and marketing through its mobile app 'did not improve customer behaviors' and resulted in lower-than-expected performance.
In China, a market where Starbucks has a rapid expansion plan, same-store sales dropped steeply because of the competitive environment, the company said.
To fix Starbucks, Niccol said in a video the company needed to, among other things, 'address staffing in our stores, remove bottlenecks and simplify things for our baristas,' while improving the mobile system for ordering and paying so it did not overwhelm the cafes.
'We will simplify our overly complex menu, fix our pricing architecture and ensure that every customer feels Starbucks is worth it every single time they visit,' Niccol added.
Starbucks said it would provide more details on its turnaround plan during its earnings call Oct. 30.
This article originally appeared in
Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Charitable sector's role in Oman's development
Charitable sector's role in Oman's development

Observer

time3 days ago

  • Observer

Charitable sector's role in Oman's development

In Oman, the charitable sector—comprising voluntary teams, non-profit organisations, waqf-based entities, and government-linked foundations—plays a vital role in driving inclusive economic development. From direct poverty alleviation to support for entrepreneurship, social welfare, and empowerment, charitable organisations contribute significantly to national development strategies outlined in Oman Vision 2040 and national five-year plans. This article examines the regulatory and institutional landscape, key stakeholders and initiatives, economic development mechanisms, evidence of impact, prevailing challenges, alignment with Vision 2040, and potential future directions. REGULATORY AND INSTITUTIONAL FRAMEWORK Legal structure & oversight: In 2024, Oman's Ministry of Social Development (MoSD) introduced new regulations requiring charities to obtain licenses before soliciting public donations. Organisations must maintain transparent records and submit detailed reports within 15 working days after any fundraising campaign. Violations may lead to penalties, license suspension, or revocation. Government ministries and waqf oversight: The Ministry of Endowments and Religious Affairs (MARA) supervises Islamic charitable mechanisms such as zakat and waqf (endowments). It ensures endowment assets are protected and utilised to support sustainable charitable projects in health, education, and social welfare. Government-established foundations: MoSD's 2025 launch of the Bait Al Hassan Charitable Foundation reflects a shift toward more structured and strategic philanthropy. It supports education, youth empowerment, and regional development through partnerships with civil society and the private sector. KEY PLAYERS AND INSTITUTIONAL ACTORS National charities and volunteer teams: Well-known national NGOs like Dar Al-Atta'a, Al Rahma Association, and Oman Charitable Organisation have long operated across Oman. During the COVID-19 pandemic, they provided crucial support through food distribution, financial aid, and education assistance, often coordinated through volunteer teams. Corporate-led and CSR-centred funds: The Tawasul Charitable Organisation, founded in the Duqm Special Economic Zone, links CSR initiatives with community development. It funds training centres, vocational programmes, and SME support in underserved areas, bridging corporate capital with social needs. SME Support via Waqf-Backed Funds: The Ishraq Endowment Investment Fund, introduced in 2024, uses a sustainable waqf model to fund charitable services while investing in growth-oriented sectors. Initial capital of RO 10 million provides a base for Sharia-compliant returns that support educational, medical, and housing assistance. Dedicated SME development vehicles: Sharakah, established in 1998, blends charitable principles with economic objectives. It provides financing and mentorship to entrepreneurs, supporting job creation and private sector participation in line with national goals. MECHANISMS: HOW CHARITIES SUPPORT ECONOMIC DEVELOPMENT Direct poverty alleviation and social welfare: Charities provide essential support—cash transfers, food aid, utility bill payments, and emergency relief. In 2021, RO 3.5 million was mobilised to help families impacted by the pandemic, stabilising livelihoods and preventing deeper poverty. Financial inclusion and micro-credits: Microfinance initiatives like the Sanad Programme give job seekers and low-income families access to interest-free loans. This supports self-employment and income-generating activities, particularly for youth and women. Entrepreneurship and youth empowerment: Charities like Bait Al Hassan and Tawasul offer entrepreneurship workshops, business incubators, and mentorship schemes that enable youth and women to launch startups. These programmes also help diversify Oman's economy beyond oil. Capacity building and skills development: Many charities invest in human capital through vocational training, STEM education, and financial literacy. These initiatives directly align with Vision 2040's human development pillars, ensuring future workforce readiness. CSR channels and hybrid models: Corporate social responsibility efforts, especially those led by large infrastructure or tourism firms, support community-based initiatives such as artisan training, eco-tourism, and sustainable agriculture, adding an economic layer to charitable goals. ECONOMIC IMPACTS AND OUTCOMES Job creation and SME growth: Access to micro-credit, training, and advisory services leads to the launch of thousands of micro-enterprises and SMEs annually. These businesses generate employment, especially in rural and underserved regions. Poverty reduction and human capital improvement: Education sponsorships, health support, and food security initiatives break the cycle of poverty. By enabling access to essential services, charities help beneficiaries move toward long-term economic self-sufficiency. Social cohesion and national solidarity: Charities often serve diverse populations, fostering inclusion regardless of gender, age, or economic background. They help reintegrate vulnerable groups—such as the disabled, single mothers, or migrants—into the broader economy. Supporting economic diversification: Charitable and waqf-based funds channel investment into non-oil sectors like education, healthcare, and agriculture, aiding in the national shift toward a knowledge-based economy. CHALLENGES FACING THE CHARITABLE SECTOR The charitable sector is highly dependent on fluctuating donations: During downturns, such as the 2016 austerity phase, many organisations struggled to maintain services. Sector fragmentation and limited coordination: Oman hosts many small, independent NGOs and volunteer teams. Without coordinated platforms, overlapping efforts reduce efficiency and dilute potential impact. Capacity and governance deficits: Many organisations lack skilled staff and professional systems to monitor, evaluate, and report on programmes. This limits their ability to attract sustained donor support. Regulatory burden and compliance issues: While new legal frameworks increase transparency, they also add administrative complexity. Smaller organisations may lack the resources to comply, risking suspension or fines. Well-known national NGOs like Dar Al-Atta'a, Al Rahma Association, and Oman Charitable Organisation have long operated across Oman. ALIGNMENT WITH OMAN VISION 2040 & NATIONAL STRATEGIES Developing human capital: By funding schools, training teachers, and providing scholarships, the charitable sector enhances Oman's educational capacity—central to Vision 2040's goals. Promoting economic diversification: Waqf investment funds and social entrepreneurship hubs create new income streams outside oil, helping Oman transition toward a more resilient and diversified economy. Enhancing social protection and inclusion: Charities provide a vital safety net, ensuring that vulnerable populations are supported while being empowered to become active economic contributors. FUTURE DIRECTIONS AND RECOMMENDATIONS Scale through digital platforms: Digital tools like Tarabut Gateway and online donation systems should be expanded to unify charity efforts, centralise data, and track impact in real-time. Strengthen capacity and professionalism: Investing in leadership, training, and organisational systems is crucial. Government and donors should provide institutional support and technical training. Expand waqf and endowment-based financing: Waqf models offer sustainability and growth. More institutional waqf funds should be established to reduce dependence on annual donations. Deepen private sector integration: CSR strategies should be embedded in corporate policies, with clear impact metrics. Partnerships between firms and charities amplify social and economic returns. Focus on women, youth, and marginalised communities: Targeted programmes for women entrepreneurs, rural youth, and persons with disabilities can significantly enhance inclusiveness and innovation. Improve monitoring, evaluation, and research: Rigorous data collection and analysis are essential. Academic partnerships and government agencies should help develop national charity performance dashboards. CONCLUSION Oman's charitable sector is an indispensable pillar of its economic development strategy. Through job creation, SME development, education, and social support, charities make meaningful contributions to the country's Vision 2040. As regulatory frameworks strengthen and new waqf models emerge, the sector stands poised to deepen its impact—provided it addresses fragmentation, enhances professionalism, and continues aligning with national development priorities.

SafaQat secures investment to scale digital procurement
SafaQat secures investment to scale digital procurement

Observer

time23-07-2025

  • Observer

SafaQat secures investment to scale digital procurement

MUSCAT: The Omani digital procurement platform SafaQat — meaning 'Deals' — has successfully closed a funding round with Future Fund Oman and Idrak Group, signalling growing investor confidence in homegrown tech ventures that support the Sultanate of Oman's digital economy goals. Supervised by the Small and Medium Enterprises Development Authority (Riyada), SafaQat is a pioneering venture launched by four brothers — Majed, Sulaiman, Ibrahim and Al Moatasem al Saifi — from the Wilayat of Nizwa. The idea for the platform was born during the Covid-19 lockdowns, initially inspired by the simple act of exchanging quotations through messaging apps, which revealed market readiness for a streamlined digital solution. The brothers used their combined expertise, particularly in tendering, to develop a comprehensive and competitive digital platform. Each of them managed a core function based on their respective specialisations, contributing to the project's structured growth. According to co-founder Al Moatasem, SafaQat faced several early-stage hurdles, notably in building market trust and shifting user behaviour. However, the team tackled these through adaptive development, user feedback and by demonstrating the platform's flexibility and value to institutions. Al Moatasem described the investment from Future Fund Oman and Idrak Group as a strategic milestone, saying the support goes beyond financial backing. 'These partners believe in the vision of investing in Oman's future economy and in empowering Omani youth', he said. The new capital will be used to enhance SafaQat's technical infrastructure, improve the user experience, recruit local talent, expand services to the public sector and support regional and international expansion. To date, SafaQat has recorded 2,486 users, 1,260 tenders and procurement opportunities; and 2,784 registered suppliers and companies, reflecting its fast-growing presence in Oman's digital procurement landscape. The platform has earned multiple accolades, including second place in the Omani Startup Accelerator's live pitch, recognition as the Best Growing Company and top rankings among Omani e-commerce stores. It also won in the Jadarah 2024 initiative. SafaQat has represented Oman at major regional and global events such as Comex 2024, Biban 24 in Riyadh, the Web Summit in Doha; and LEAP 25 in Saudi Arabia, further reinforcing its position as a key national tech player. Built with smart tools such as real-time dashboards, bidding algorithms and automated alerts, the platform is currently working on AI-based bid analysis and price forecasting tools, aligning with Oman's digital transformation objectives. Beyond business, SafaQat has launched social initiatives to train jobseekers as sales representatives through online practical courses, helping create self-employment pathways. It also offers free registration, technical support and awareness programmes for small and medium enterprises (SMEs), contributing to a more inclusive digital economy. — ONA

For investors, UK is now ‘an attractive place to be'
For investors, UK is now ‘an attractive place to be'

Observer

time23-07-2025

  • Observer

For investors, UK is now ‘an attractive place to be'

The chief executive of James Henderson — a British-American global asset management group headquartered in London — Ali Dibadj, has said international investors are 'starting to take notice' of investment opportunities in the UK, adding to the growing chorus of senior finance executives who are bullish about British assets. The company offers a range of financial products to individuals, intermediary advisors and institutional investors globally, under the trade name Janus Henderson — the groups holding company. 'There is an enormous opportunity, not just for investors to invest in the UK, but to open up the UK to investors around the world'. Dibadj said. 'The UK has a stable political backdrop and has solid foundations for growth — a UK consumer that is in real wage growth and has built up savings since Covid, businesses that have been conservative in their borrowings and banks that have re-built their balance sheets since the global financial crisis'. Dibadj, who joined Janus Henderson in 2022 from Alliance Bernstein, added that a likely lower interest rate environment in the UK and a stock market that trades at a 'significant valuation discount' to those elsewhere in the world were among other reasons to be optimistic. 'A stable political backdrop and a modestly growing economy at a very reasonable valuation is a solid place to be', said the 50-year-old. 'International investors are starting to take notice and there has been an uptick in inflows to UK equities from overseas'. UK-focused funds have posted considerable outflows following Brexit and several bouts of political upheaval, but the pace of withdrawals has slowed in recent months. Data from Calastone showed net outflows of £449m from UK equity funds in May were down to half the monthly average for the past three years. However, equity funds have only recorded one month of positive flows in the past four years. New York-based Dibadj is the latest high-profile investment executive to single out potential investment opportunities in the UK. In May, BlackRock CEO Larry Fink said that the world's largest asset manager had been increasing investment in 'undervalued' UK assets. Fink said the $11.6m asset manager had added to its UK positions 'across the board' and claimed some of the negativity shown towards British companies 'was probably not warranted'. 'I have more confidence in the UK economy today than I did a year ago', Fink said. The 72-year-old pointed to the growth agenda fostered by the UK government. He highlighted in particular that the Competition and Markets Authority has sped up its decision-making. 'I don't know what's changed it but it's a good change', Fink said. JPMorgan chief Jamie Dimon also recently backed the government's approach. He told Financial Times in April that 'there's much to like' about Labour's pro-growth agenda. Other investment leaders are pointing to renewed interest in European assets amidst uncertainty following the introduction of trade tariffs by US president Donald Trump. Growth minded: Dibadj praised the UK government for 'real conviction' in pushing through market reforms that aim to spur growth and investment, such as the recent Mansion House Accord. This saw several of the UK's largest pension providers commit to allocating at least 10 per cent of their defined contribution assets to private markets by 2030. At least half of those asset will go to investments in the UK. 'There is a growth-minded government that has shown it will take action, a catalyst to kick start investment,' said Dibadj. 'That, combined with the opportunity that existing valuations present, are what makes the UK such an attractive proposition moving forward'.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store