How Starbucks Reinvented Itself in 2014 with Six Bold Moves

In 2014, as digital ordering and experiential retail began reshaping the food and beverage industry, one of the world’s largest coffee chains wasn’t content to remain just a purveyor of affordable brewed coffee. Starbucks, facing evolving consumer habits and competition from both fast casual and specialty coffee scenes, set out to redefine not just how customers ordered coffee, but how they experienced it.

The global coffee giant made six major moves in 2014 alone—from launching mobile ordering to opening a groundbreaking roastery—that transformed its identity beyond the traditional coffeehouse. These strategic shifts helped solidify Starbucks as more than a chain, but as a cultural and technological hub for coffee lovers.

1. Mobile Order & Pay: The First Step Toward Frictionless Coffee

In November 2014, Starbucks unveiled a new mobile order and payment application in Portland, Oregon—the first step in a nationwide rollout planned for the following year. This app allowed loyal customers to place orders ahead of time and pay directly through their phones, with plans to integrate delivery services by 2015. The move aimed to reduce wait times and streamline the customer journey, especially during peak hours.

2. Uber Partnership: A Smart Terminal Synergy for Ride Integration

Also in September 2014, Starbucks teamed up with ride-hailing service Uber to offer in-app ride ordering. Customers could initiate a ride through the Starbucks app, which would seamlessly redirect them to the Uber app. While this required both apps to be installed, the partnership was a strategic move to enhance customer convenience and forge deeper ties between mobility and coffee consumption.

3. Alcohol After Dark: Transforming Cafés into Evening Social Hubs

In March 2014, Starbucks announced plans to introduce alcohol in select U.S. locations starting later that year. The “evening” or “nightclub” concept involved serving beer and wine from 4 p.m. onward, effectively turning some Starbucks outlets into hybrid café-bars. This initiative sought to extend the brand’s relevance into the evening social scene, capitalizing on the growing trend of third-place experiences beyond home and work.

4. Teavana Partnership with Oprah: A Tea Brand Boost

In March 2014, Starbucks collaborated with media mogul Oprah Winfrey to launch a signature Teavana tea blend: Teavana® Oprah Chai Tea. This followed Starbucks’ acquisition of Teavana in 2012 for $620 million and the opening of its first Teavana-branded tea bar in New York in October 2013. The partnership aimed to elevate the Teavana brand through Oprah’s influential platform and expand its reach among tea drinkers.

5. Full Ownership of Starbucks Japan: Accelerating Expansion in Asia

In September 2014, Starbucks moved to acquire the remaining 60.5% stake in Starbucks Japan it did not already own from Sazaby League for $913.5 million. This purchase gave Starbucks full control over its operations in Japan—the brand’s second-largest market—and signaled a commitment to accelerating growth in the region through streamlined decision-making and localized strategy.

6. The Reserve Roastery & Tasting Room: A New Flagship for Specialty Coffee

In December 2014, Starbucks opened its first “Reserve Roastery and Tasting Room” in Seattle—a 1394-square-meter space that combined a retail store, coffee roasting facility, and café-theatre experience. This flagship location introduced the “R” brand, a new line of premium small-batch coffees sold in packaging without the traditional Starbucks logo. The roastery also served as the blueprint for up to 100 similar locations worldwide, emphasizing craftsmanship, education, and immersive coffee experiences.

During the same month, at its biennial investor meeting, Starbucks revealed an ambitious five-year plan: doubling food sales in the U.S. to $4 billion, adding beer and wine options to 3,000 stores to boost another $1 billion in revenue, upgrading mobile ordering and payment systems, and expanding its footprint in China to 3,000 stores by 2019. With global annual revenue reaching $16 billion as of September 2014, Starbucks projected that figure would rise to $30 billion by 2019, supported by its 21,000 stores serving 700 million weekly customers.

Frequently Asked Questions

What was the most significant new initiative Starbucks launched in 2014?

The most significant initiative was the opening of the Reserve Roastery and Tasting Room in Seattle in December 2014. This 1394-square-meter space combined a roastery, retail store, and café-theatre, and introduced the premium “R” coffee line, marking Starbucks’ first major move into high-end specialty coffee retail.

When did Starbucks start offering mobile order and pay?

Starbucks launched its mobile order and pay application in Portland, Oregon, in November 2014, with plans to expand it nationwide in the following year and introduce delivery services by 2015.

What was the “nightclub” plan Starbucks announced in 2014?

In March 2014, Starbucks announced plans to serve alcohol, including beer and wine, in select U.S. stores starting later that year. The initiative, dubbed the “nightclub” or evening concept, aimed to turn some cafés into social hubs for evening drinks after 4 p.m.

How did Starbucks’ partnership with Uber work in 2014?

In September 2014, Starbucks integrated with Uber to allow customers to order rides through the Starbucks app, which redirected them to the Uber app. Both apps had to be installed, and the partnership aimed to improve customer convenience and mobility access.

What was the “R” brand introduced by Starbucks in 2014?

The “R” brand represented Starbucks’ new line of premium, small-batch coffees sold exclusively at the Reserve Roastery in Seattle. These products were packaged without the Starbucks logo, distinguishing them from the company’s mainstream offerings.

How much did Starbucks pay to fully acquire Starbucks Japan?

Starbucks paid $913.5 million in September 2014 to acquire the remaining 60.5% stake in Starbucks Japan from Sazaby League, gaining full ownership of its operations in the country.

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