Howard Schultz said himself in a memo to Starbucks’ top executives that the choices made in the past had diminished the “Starbucks experience” allowing it to become a mere commodity (Ferrell & Hartline, 2014, p. 528). The remedy for transforming a commodity to a uniquely differentiated product is doing what Howard Schultz did so successfully for Starbucks…take an item which is perceived as a commodity and differentiate, segment and innovate in order to make it incomparable to former substitutes (Schrage, 2007). Short-term strategy would include slowing down the expansion of stores. Being certain that the stores in existence were well-performing is imperative. All Starbucks should be consistently providing high-quality coffee and food