You will read and discuss former English 102 student persuasive research essays for DF 7. The student essays you are reading had the same essay assignment you have: to write about a school, work or other local community issue that affects the writer directly.
All of these essays show different examples of strengths in writing this essay. Please use these as models for your own writing and feedback of the persuasive research essay. My hope is by reading the examples closely and discussing them, you are able to better write your own essay.
DISCUSSION FORUM 7 (DF 7) PROMPT:
Initial Response directions:
- Read *two* of the three student sample essays (near Discussion Forum 7 in Week 6’s Module).
- In two, separate carefully written PIE formatted paragraphs, analyze two different writing/research elements of the essays (one element per paragraph). So one element for one of the essays in one paragraph, the other (one needs to be Rogerian argument) for the other essay in one paragraph.
- Of these *one* of the elements must be Rogerian argument. The other can be anything that we’ve read or discussed about that is important for a good persuasive research essay that is responding to the persuasive research essay assignment for this class.
You can discuss overall organization (how well the writer stays focused on their thesis, audience awareness (is it clear who their audience is and are they crafting an argument for that audience specifically), thesis statements, transitions, credible sources, MLA formatting, etc. Just remember, one of your paragraphs must discuss how well the writer utilizes the Rogerian argument for their essay and why. In your analysis be sure to cite information from information in the modules and/or the textbook.
RogerianArgument
In addition to the reading in your textbook (pages 391-405), this page provides information about Rogerian Argument.
Rogerian Argument History: Rogerian argument evolved from techniques originally adapted by Carol Rogers. Rogers was well known for the empathetic listening techniques he used in psychological counseling. He later became interested in how these same techniques could be used to improve communication in other difficult, emotionally charged situations (like when an issue is being hotly debated). Richard Young, and his colleagues Alton Becker and Kenneth Pike, built on Roger’s ideas to formulate Rogerian argument, a method for helping people in difficult situations make connections, create common ground, and understand one another. The object was to avoid undue conflict or, even worse, a mutual standoff.
The most important features of Rogerian argument is listening
with empathy and without judgment
Rogers says that people usually listen judgmentally. They are eager to jump in, point out what is right or wrong, and make corrections or refutations without fully examining the other side of the argument.
To write Rogerian argument, proceed in the following 4 phases:
1. Introduce the issue and shows that the other side of the issue is understood.
2. Show in which context and under what conditions the other side may be
3. State your own position, including the context in which his/her position is valid.
4. State how the other side of the issue would benefit if it adopt the elements of the your position. An attempt is finally made to show that the two positions complement each other and that each supplies what the other lacks.
Traditional Argument
Rogerian Argument
Basic Strategy
Writer states the claim and gives reasons to
prove
it. Writer
refutes
by showing what is
wrong and invalid.
Writer states
the other side of the issue
to demonstrate understanding and shows how it is valid
Author credibility
Writer establishes his/her own character by demonstrating competence, fair-mindedness, and good-will.
Write builds his/her own character through empathy for the other side of the issue.
Reason/Logic
Writer appeals to reason to establish a claim and
refute
the opponent’s claims.
Writer proceeds in an
explanatory fashion to analyze
the conditions under which both his/her side and the other side of the issue are valid.
Emotional Appeal
Writer arouses emotions with evocative language to strengthen claim.
Writer uses descriptive, dispassionate language to cool emotions on both sides.
Goal
Writer seeks to change the mind of those who support the other side of the issue and thereby
win
the argument.
Writer is able to show that his/her side of the issue is worth considering. In short, the writer aims to be listened, which, in fact, is very persuasive.
Important! For your persuasive research essay, you are only required to come up with one full paragraph that looks at the other side of your position on your issue. You don’t have to use all the elements of Rogerian argument. Please note, though, that it is very useful for establishing and sustaining an excellent tone and for cleverly working in that paragraph or more about the “other side” of the issue. And, Rogerian Argument promotes critical thinking!
Rogerian Argument Example
The “Dear Mom” letter below shows many examples of Rogerian argument. Read through it and see if you can determine where Taryn is employing Rogerian argument and how her refutation includes a solution for everyone in her audience (which includes Taryn and her parents).
Dear Mom,
I wanted to write you a letter regarding the conversation that we had yesterday. You said that you wanted me to do one of three things: move home, transfer to a cheaper complex, or move into the dorms. I understand that you believe these options would allow me to work less and save more money in order to concentrate on my studies. You think that this would be financially simpler for you and for me and much less stressful for me.
I understand the logic behind your position in that the whole financial situation would be easier if I were living at home. First of all, we would not have as many expenses. Living at home would eliminate rent payments, cable bills, and electricity bills, but it would not eliminate phone bills, insurance bills, gas bills, or personal items. This would allow me to take some of the money that I am earning now and save it to give myself a strong financial foundation as I become more independent in the future. If I did not have a job and were under a lot of stress, I could see how it would make sense to move back home. If safety were not an issue, I could see how it would save me money to move to a cheaper apartment complex. Also, moving into a cheaper apartment complex could eliminate worries and the need for a roommate. For example, I have a roommate now, and I have to worry about whether or not she will pay her share of the bills on time or whether I will have to cover for her until she has the money. Now, if I were going away to school, I could see the advantages of living in the dorms. This would include not having to worry about the bills, meeting more people from school, and entering all of the social aspects of living on campus. It is also safer to live in a well-monitored environment. I see the ways your points are valid, so let us discuss those points and work together to find a good solution for both of us.
I believe that staying in school while working part-time in order to live in this complex is showing responsibility on my part. A big part of this for me is pride. I want to be able to prove to you and dad that I can do it on my own with as minimal help from you as possible. Not only is having this independence important to me, but it also helps me learn about life through experience. To me, independence is learning to handle being responsible for myself and my actions, in which I figure out how to decide what to do, when to do it, and when to buckle down. Taking things into my hands and making sure that everything that needs to get done gets done is a responsibility that I have learned how to prioritize. Now, in having this independence and showing my responsibility by keeping up with paying the bills on time (cable, phone, rent, and electricity) and getting my schoolwork for all of my four classes (Music Appreciation, Political Science, Psychology, and English), I am building up my credit and learning self-discipline. By self-discipline I mean teaching myself what is important to me and making sure I keep up with the work and reading in my classes. I pay $530 per month for rent in my apartment complex, and in comparison to some that are $495 per month all bills paid, I may not be in a cheap complex, but I am in a safe complex. When a young woman lives alone, safety is essential. It is a well-known fact that the cheaper the area of the apartment complex, the more prevalent the crime.
Since I am a full-time student and I get financial assistance from you and Dad, I can work apart-time and afford my apartment. If I were to move back home, I would not get the financial support from you and Dad. So, I would still have to work the same number of hours in order to have any money because the only thing that I would not have to worry about financially would be rent. Although this offers less financial stress for you, it increases personal and operational stress between us. So, if we can keep our minds open, we can see how our points complement each other.
Our points of view are similar because any way you go, I am saving the same amount of money. With your plan, I have less income with less bills and work part-time to get by. With my plan I work the same number of hours and I get financial help from you and Dad to help pay for the living expenses, but I have more expenses. So, you can see that either way I go to school, work, and save the same amount of money. Only if I stay in my apartment complex, I have all of the benefits, and I learn how to live independently. You also say you worry about my stress levels. It is true that living in an apartment is sometimes stressful. But it would be more stressful for both of us if I took the easy way and moved home. I could no longer be learning independence. To reassure you, I can call and visit more often, and I can report on the progress I am making in my classes. I think, however, that both of our needs will best be met if I stay in my apartment, learn to manage my time to keep up with school and work, learn to manage my money and pay the bills, and learn to live independently. Both of us share that final goal for me. So unless I prove myself to be irresponsible, please do not ask me to give up my independence and move home.
Love,
Taryn
Student Last Name 8
Student Name
Instructor Laura Kingston
English 102
June 10, 2010
Student Involvement
When I first became a Baking and Pastry Arts student at South Seattle Community College I believed having a pastry shop on campus would be quite beneficial to our education of the industry. Although Bernie’s Pastry Shop is almost on the other side of campus, I thought we would go down there frequently not just to deliver the pastries, but learn the ins and outs of running a shop. Now in my third quarter, I am beginning to realize that our only responsibility as students is to fill up the shop with product and nothing more. In the program we are also required to take courses on baking management; these too are skills that could be practiced by being more involved in the pastry shop. This is where I believe some improvements could be made. The pastry shop is staffed with people who have very little knowledge about the pastry products. This of course is not their fault, but without this knowledge it seems the products are not properly marketed and consequently not as successful. This success is very important because the money we make goes towards bettering our program. Therefore, to benefit the program financially and the students scholastically SSCC Baking and Pastry Arts students need to be more involved in Bernie’s Pastry Shop.
Wanting to be more involved and coincidently in need of employment, I began to work at Bernie’s Pastry Shop on campus. As an employee, I have frequently had problems with products that are not priced and as a student I have had equal problems obtaining the prices from either one of the chefs, as they are always busy. To determine the individual selling price of a product made from a standardized recipe the standard portion cost has to be found. This is simply done by finding the cost of each ingredient as it was purchased; dividing that cost by how much of each product is used in the standardized recipe, adding together each products recipe cost, and then divide this dollar amount by how many portions the recipe yields. Once you know the portion cost the last step is to multiply that number by the standard food cost percentage, leaving you with the individual selling price. Quite often a recipe cost card is a tool used to calculate the standard portion cost and then kept on hand, so the food cost is available whenever it is needed to determine selling price (Controlling Foodservice Cost 33-35, 44). The way the pastry program is currently set up, the prices have been determined in the past and the chefs hold on to them, or if the product is newer the cost is just estimated. It seems that it would be beneficial to provide students with recipe cost cards that give the necessary information to calculate the cost of each portion and then multiply it by a predetermined food cost percentage. Whether or not every student participated as directed, they would be at least given the opportunity to learn pricing techniques. Another more simple approach would be to place one binder housing this information at each station. As groups move to new stations the binder would stay, yet still be updated by the new group as necessary. Either way this would hopefully also serve as a reminder to price items before they are sent down to the pastry shop.
One of the most common reasons a price is left off a product is because the label was forgotten as well and that is where the price is written. As it stands now there are only two pastry students working down at the shop, including myself, out of 15 other employees. This leaves about an 87% chance that a curious customer and a non-pastry student employee won’t know what the potentially delicious unidentified pastry in front of them contains. According to a bakery management article by Eddie Tobey, proper signage is important because it’s a way for the customers to become more comfortable in the shop (n. pag.). It would then stand to reason that no signs or lack of descriptive labels would make customers uncomfortable and less willing to return. Although the reasoning for this may be different for each customer, I personally find myself more comfortable when signs are present because I don’t have to point and ask “What’s that?” constantly. Instead, the name can describe the item for you, or at least give you an idea of a more specified question to ask. As the current practice stands, once the finishing touches are put on a product it is placed on a “gold tray” (hopefully with a descriptive label), then put on a cart that goes down to the shop at a specific time of day. The student that takes down the cart’s only job is to hand over the pastries to the employees. If a simple rule was instated, requiring the products on the cart to be checked for labels before being sent down, it would be nearly impossible for the 87% chance that the customer and the employee won’t know what an unlabeled product is to occur. Even more near impossible if the cases holding the pastries were checked throughout the day.
Another problem that the students could address at the shop, that some employees may not understand, is the holding time on products. Something that South Seattle offers in both the pastries and the culinary food is all products are trans fat free. Writer for USA Today, Nanci Hellmich, wrote in an article about trans fats, “
The
artery-clogging
fat
is formed during a manufacturing process called hydrogenation, which converts liquid oil to a solid
fat
. Partially hydrogenated oils are useful because they extend products’ shelf life” (n. pag.). As our products do not use any of these hydrogenated oils, the shelf life is reduced. The fact that South Seattle Community College is a trans fat free school is advertised, but not widely. It is advertised so narrowly in fact that even some of the employees do not even know. This leaves them without the knowledge that the shelf life of our products has been reduced. Whether it is due to the reduction of shelf life or not, many products get left in the case way past their prime. On multiple occasions I’ve had customers ask me what was fresh, and not necessarily because they were craving something fresh out of the oven. They ask because in past visits they have received stale pastries, cookies, or some other product. It is one thing if a customer was accidently sold a semi-stale Pain au Chocolat or Apple Danish once in two or three quarters, but for this to happen on a regular occasion could chase off many potential customers. This perhaps could be something that gets added to the labels, an estimated holding time and date sent to the shop. Then, either the employees or the student that brings down the cart with the new product could check the old items to see if they are still fresh.
Another problem I find with the marketing is the presentation of the products. When talking to my friend Andrea she said, “The first thing I do when I walk into a pastry shop is look at the presentation of the product; it says a lot to me.” We then agreed that the presentation at Bernie’s is not all that it could be. When we send down our products, everyone places their different pastries on trays in a neat and appealing format. To get these products down to the shop efficiently we place all of them on the same cart. Then, at a certain time during the day the cart is wheeled down to the shop by just two people and at the end of the extremely bumpy journey on a not so stable cart, the sometimes very delicate products get rattled around. Although the students that bring down the cart try to make sure everything looks as it did before (replacing fallen garnishes and what not) this is not always accomplished because of time constraints (i.e. they have a cake in the oven) or they simply didn’t know how it looked before. It is then left to the employees of the shop to place the product in the display case and make sure it looks presentable. This usually does not happen though because they have no idea how it is supposed to look, nor do they care sometimes when customers are waiting. If the pastry students had more involvement, it could be part of our job to make sure the pastries are presentable not only in the kitchen, but all the way to the case in the shop.
In my mind the best way to solve these problems thoroughly is to add one more station that focuses specifically on the pastry shop. Although I’d like to believe this is just a quick fix, I understand it is not. The baking and pastry certificate already has a set curriculum and to add another station or requirement to it could really set things off balance. I say off balance because to receive an Associates of Applied Science- Transfer Degree in Pastry and Baking Arts you would need to complete a total of one hundred and forty eight credits where as completing an Associates of Science- Transfer Degree only requires a total of ninety credits. (“AA and AS Transfer…” n. pag.), (“South Seattle C…” n. pag.) The way the program is currently set up the quarter is split up into multiple two week stations and each station usually has two to three students at a time. By adding another station, the others may have to decrease in size causing an overload of work. Also, it would cause the whole program to be two weeks longer, unless it was to replace another station. Therefore, maybe instead of throwing in one whole new two week station and trying to make a huge change, we could start off with just one simple task. For example, we could improve our labeling techniques. After a period of time, if we see improvement in sales and/or customer comments we could then decide if it would be beneficial to add some more student involvement.
Although I do believe the improvements that need to be made at Bernie’s should be accomplished mainly by the pastry students, the employees at the shop would need to play an important part in these improvements. An article was written comparing high and low performing companies and their ideals on customer service. It simply started out by stating, “High-performing companies outshine low-performing ones in their focus on the customer” (Nancherla 24). Even though this information was not obtained by surveying small operations like Bernie’s, there’s no doubt that something like customer service has strong correlations no matter what business type it’s referencing. As I mentioned earlier nearly all the employees of Bernie’s are students at SSCC, but very few are pastry students. As nonemployees something that pastry students cannot manage is customer service. It is therefore left up to them to provide arguably one of the most important aspects of a business, customer service. This is something that could easily be obtained with proper training of employees.
Upon being hired at the shop this last February, I think it is fair to say that I was not trained. On my first day I was given a quick tour of different things behind the counter, hot dogs over there, nacho cheese here, coffee and cups in this area, and teas are at that end. Although it was nice to know where things were I had no idea what the serving protocol was for anything. Then, just as soon as I finished my tour I was released to the customers. Coffees were easy enough, as I must admit I have a small addition to Starbucks, so luckily I was familiar with the different espresso drinks, cup sizes, and coffee lingo. I believe it was when I reached the third or fourth customer that I came upon a nacho order. Although it sounded easy enough I quickly realized I had no idea where the proper nacho containers were. I then proceeded to ask a fellow employee, who surprisingly enough was only willing to disclose the information of what container to use and the rest was left to me to figure out. Nearly the whole first month continued the same way, learning mostly from watching and guessing. As I learned during this process, good customer service is a hard thing to achieve when you’re not only new, but also trying to train yourself. After working in the shop for nearly five months now I must say it’s not a hard craft to master, but some insightful training in the beginning would have made my start much smoother. This truly is a small problem that would only involve a quick fix. As a new employee is hired an on the job training day would be planned, where the new employee would simply shadow a current employee. Although this step does not involve the pastry students directly, properly trained staff would financially benefit the shop a great deal.
Although the solutions mentioned early involving pastry students getting behind the counter to maintain the product sound reasonable as a student, I find that as an employee others working at the Bernie’s might find transitioning into this new process difficult. As I mentioned earlier the shop is already lacking in employee training making it hectic behind the counter at times. Also, unlike other bakeries where the food is made ahead of time and production is slowed or stopped during the selling time, our program has its peak production happening as customers are streaming through. Therefore, instead of organizing and placing products in a specific order in the cases, things just go where they fit. To the employees trying to serve customers, pastry students wondering around behind the counter moving things around might seem like more of a hassle then it’s worth. I don’t think that is the case though. As an employee myself I find it hard to make time between customers to organize the shelves. To have someone do this for me would be a great help, even if they are just a bit in the way. Also, the improvements being made by the students would clearly work towards the goal of better marketing in the shop and of course teaching the students more about this marketing.
The unique thing about South Seattle Community College’s Pastry and Specialty Baking program is that we are a self-sufficient. This means that we are not funded by the government like other school programs. The money we use to buy the ingredients and equipment needed to produce the products we make is earned by selling those products at places like Bernie’s Pastry Shop. While talking to my chef instructors at school, he informed me that North Seattle Community College also used to have a self-sufficient culinary arts program, but after too much loss on the books, the program was shut down around 2005 (Harris n. pag.). Therefore, it is imperative that we use the best methods possible to make the most money possible. If this is not achieved and we can no longer support ourselves, the program could get cut and South Seattle would no longer have a pastry shop on campus. For this reason the pastry students must become more involved with the marketing and pastry inventory process at Bernie’s Pastry Shop.Works Cited
“AA and AS Transfer Degree Requirements.” South Seattle Community College. N.p., 2009. Web. 10 June 2010.
Drysdale, John A. Controlling Foodservice Costs. Upper Saddle River: Pearson
Prentice Hall, 2007. Print.
Harris, Christopher. Personal interview. 20 May 2010.
Nancherla, Aparna. “Superior Customer Service Boosts Market Performance.” T+D 64.6 (2010): 24. Academic Search Complete. EBSCO. Web. 10 June 2010.
Nanci, Hellmich. “The scoop on trans fat: What it is, why it’s ..” USA Today n.d.: Academic Search Complete. EBSCO. Web. 6 May 2010.
“South Seattle Community College Catalog.” Seattle Colleges. N.p., Summer 2010. Web. 10 June 2010.
Tobey, Eddie “Bakery Management.” Bakery Management. 16 Feb. 2006 EzineArticles.com. 3 May. 2010
Student’s Last Name 1
Student Name
Professor Laura Kingston
ENG102
March 8, 2011
Cost and Calories: Two Birds with One Stone
There have been a lot of changes at Starbucks since I began working for them as a barista at a location in Burien, Washington in November of 2006. Recipes have been altered, ingredients modified, even the logo has undergone a makeover. Several notable changes, especially between 2007 and 2008, focused on offering more healthy options to customers. Alongside these revisions, many new products were introduced in order to meet the growing demand of an increasingly health conscious customer base. Similarly, as the economy was crumbling, Starbucks began taking steps to reduce costs. This included cutting back on staff and labor hours, and instituting stricter policies regarding employment eligibility. Throughout all of these changes, there was always one thing that Starbucks seemed to ignore that I felt could be done to cut costs while at the same time promote healthier products: change their policy on whipped cream. This topping comes standard on many of the drinks Starbucks offers. An average dollop of whipped cream adds between 70-110 calories to any given beverage, and the costs associated with it are rather high. By making whipped cream optional rather than standard on so many of its drinks, Starbucks can promote healthier beverages while at the same time cutting expenses.
Approximately 30% of the beverages on the Starbucks base menu come standard with whipped cream unless otherwise specified. Among these are some of the company’s biggest sellers, like mochas and Frappuccinos (Helliker). Likewise, several promotional and seasonal beverages, such as the Cinnamon Dolce latte and the Caramel Brule’ latte, also come standard with the topping. The addition of whipped cream to a grande’ mocha adds seventy calories, 110 calories if it is iced (“Nutrition by the Cup”). In fact, the nutritional label on the Lucerne heavy cream used in Starbucks’ whipped cream states that there are forty-five calories in one serving, which is only one tablespoon. To put that into perspective, the typical serving size of most liquids is one cup, or eight ounces; a single cup of heavy cream would contain 720 calories, 640 of those from fat. In addition to heavy cream, Starbucks adds approximately three ounces of their vanilla syrup to sixteen ounces of heavy cream to make one whipped cream unit, which ultimately adds even more sugar and calories.
Starbucks may not be the first company one thinks of when considering healthy alternatives, but it has, in fact, made several attempts in recent years to improve the healthiness of its products and give customers more options. In January of 2007, the company stopped using milk from cows treated with the growth hormone, rBGH (Harris). A few months later, in May, they changed their default standard from whole milk to reduced fat 2% milk. This slightly reduced the amount of fat and calories in any beverage containing milk (Borrman). That same month, Starbucks also announced the removal of artificial trans fats from all of its products in the North American region (Harris). September of that year saw the promotion of healthy breakfast options including the introduction of their Perfect Oatmeal (Passé). More recently, in May of 2010, the recipes for the Frappuccino line of blended beverages were changed to allow for more customization. The new, more flexible recipes created the possibility of Frappuccinos with 25% less calories in some instances (Helliker).
Another product born from the demand for healthier options was the Vivanno smoothie. When this product was introduced in July of 2008, it was advertised for its health benefits and nutritional content. The beverage contained one entire banana, sixteen grams of protein, five grams of fiber, and only around 270 calories (“Starbucks Launches Vivanno…”). Unlike other beverages at Starbucks, the Vivanno was only offered in one size, the sixteen ounce grande’, in order to uphold the nutritional consistency that was advertised. Internally, partners at Starbucks received Vivanno specific training prior to the launch, where the nutritional contents were greatly emphasized. (As a side note, employees at Starbucks are officially referred to as partners by the company.) The partners were told to strictly adhere to the official recipe which typically yielded around four ounces of leftovers. This waste was also specifically addressed in the training as acceptable in order to maintain the consistency of the product (Cronk).
Quality and consistency were a major focal point on all products around this time. Howard Schultz had returned to the company as CEO and had instituted a company-wide shift back to basics. As part of this push, all partners were required to attend Espresso Excellence training (Schultz). The intent of this training was to increase customer satisfaction by focusing greatly on the quality and consistency of Starbucks’ products through a reiteration of basic fundamentals. This included methods of brewing (or pulling) espresso shots, and proper milk steaming techniques, among other things. Many stores at the time (mine included) were using espresso machines that could pull single as well as double shots of espresso. As part of Espresso Excellence, it was mandated that all of these machines would be reprogrammed so that they could only pull double shots as these were considered to be more consistent in quality and taste. This of course, would yield an extra shot of espresso any time a drink was made requiring only one shot. As with the Vivanno, this waste was deemed acceptable.
The effects of the crumbling US economy hadn’t failed to impact Starbucks, however, and the company was forced to begin tightening its belt. Some of the measures taken to cut costs included the typical cutting of jobs and labor hours. In mid 2008, the company announced that it would close around 600 stores in the United States (Linn). As things became bleaker, more and more expenses were being scrutinized and reconsidered and, understandably, waste quickly became an area of concern. Just like that, about six months after its launch, the recipes for the Vivanno smoothies were changed to yield virtually no leftovers, and the espresso machines were again reprogrammed to allow for the pulling of single shots of espresso (Cronk). It was evident that profitability had been reprioritized above quality and consistency in an attempt to survive the economic collapse.
It was during this time that it occurred to me that making whipped cream optional could have the potential to both cut expenses and promote healthier choices, thus killing two birds with one delectably creamy stone. Aside from the obvious health benefits of removing whipped cream from a beverage, there is a massive amount of money to be saved by reducing the quantity of whipped cream the company goes through. During an interview with Corinne Cronk, general manager at the Starbucks café where I work, I collected several bits of information regarding the costs associated with whipped cream. Our particular store goes through an average of about 21.5 gallons of heavy cream in one week at a cost of $6.09 per gallon; equaling an annual cost of approximately $6813.09. One gallon of heavy cream yields around eight units of whipped cream, revealing that, on average, my store goes through approximately 8944 units of whipped cream in one year. Additionally, the extra cost of the vanilla syrup that is included works out to a cost of $1341.60 per year, while the CO2 cartridges used to charge each whipped cream unit add another $1788.80. As for the labor costs involved in making whipped cream, I timed myself over the course of three shifts during which I made a number of whipped cream units, averaging about thirty uninterrupted seconds per unit. Using the average earned wage at my store, I equated that it costs approximately $861.61 in labor per year to make whipped creams. In total, the annual expenses incurred just at my store for whipped cream equal to about $10,805.10. When multiplied by the approximately 11,131 stores in the United States (Form 10-K), and taking into account that my store does about twice as much business as the average Starbucks café (Cronk), the cost of whipped cream, just in the American market, could be somewhere close to 60.1 million dollars annually.
Obviously this serves as an immense cost cutting potential for Starbucks, especially when one considers that the cost of whipped cream is already worked into the price of the drink (Cronk). A customer opting to have their beverage made without whipped cream still pays the same price for their drink regardless. By changing the current policy of whipped cream to one of optional or upon request, Starbucks would be increasing the number of customers choosing to forgo whipped cream on their drink while at the same time reducing the amount of whipped cream used overall. While lengthier studies would yield more concrete numbers, it could be asserted that just a 20% reduction in the use of whipped cream could equate to a savings of over twelve million dollars per year for the company in the United States alone.
Savings are not the only benefit to this scenario. This new policy would also be in keeping with the trend towards healthier products the company has shown, most notably between 2007 and 2008. Reducing the amount of beverages sold with whipped cream as a topping would similarly cut the number of calories by up to 110 for those beverages. If a person consumes one grande’ Caramel Frappuccino just once a week, removing the whipped cream would result in an annual reduction of 5720 calories. When viewed on a grander scale, this could equate to a substantial reduction in the consumption of fat-riddled calories by Starbucks’ customers. The health angle of making whipped cream optional could even be used as a way to deflect any backlash the company may receive by changing its policy on the topping.
Starbucks is certainly not the only option when it comes to coffee shops, especially in the city of Seattle. Around town there are several smaller, local chains of coffee shops that compete with the coffee giant. On one very caffeinated day, I visited Café Ladro in the downtown area, Café Vita in Lower Queen Anne, Voxx in Eastlake, and Uptown Espresso in Belltown. At each location I engaged the person making my drink, asking them what their policy was regarding whipped cream. In all four instances I was told that whipped cream was added upon request only. Surely this is due to the high cost of heavy cream, especially to smaller businesses that don’t enjoy the benefits of buying it for $6 a gallon. Gallon jugs of heavy cream are manufactured by Lucerne Foods, Inc. specifically for Starbucks Corporation (Lucerne…), a benefit not known to many smaller businesses, to be sure. In fact, you can’t even buy heavy cream by the gallon at your local grocery store, and the equivalent would cost closer to $20. Obviously, the cost of heavy cream, and therefore whipped cream, is a motivation for smaller coffee shops to limit how much they go through.
Given the tough economic times the country has faced in recent years, why hasn’t Starbucks implemented a similar policy? It is a question that I have asked myself repeatedly over the last year or so. Robert Speights, a co-worker of mine at Starbucks, said it best when he said, “Sugar and fat taste good!” Surely, this is a true statement for a lot of people. After all, a hot chocolate is tasty, but a hot chocolate with whipped cream tastes even better! On the Starbucks website there is a forum where customers can make suggestions and requests (My Starbucks Idea). I performed a search on this forum using the words “whipped cream”. The vast majority of the results were posts requesting fat-free whipped cream, soy whipped cream, sugar-free whipped cream, or other flavors of whipped cream, such as dark chocolate. Additionally, my own experience serving customers at Starbucks has only proven to confirm people’s love of the fluffy, yet hardly light topping. It is not uncommon to hear a customer ask for extra whipped cream on their beverage. In some cases customers will ask for a larger cup just to accommodate even more whipped cream, and I’ve even had customers request a cup filled with nothing but whipped cream (all at no extra cost, I might add). Clearly, the demand is there, and it would not be in the interest of good business to simply cut people off from such a beloved topping.
An abrupt halting of whipped cream as a standard topping is not necessarily what I’m suggesting, however. Seven words are all that would be required to immediately reduce the amount of whipped cream used by the company: Would you like
whipped cream
on that? Compared against the current policy where whipped cream is added unless otherwise specified by the customer, asking this question would automatically increase the number of times a customer opted to have the whipped cream omitted from their beverage, thereby reducing the amount used by the company. In this scenario, those people who do want the topping would still get it, thus avoiding negative customer experiences. This policy might also help to create awareness in those customers who never really gave the subject much thought, reminding them of a quick and easy way to make their beverage a little healthier. Furthermore, such a policy would require very little in the way of implementation aside from informing the partners that they must now ask the customer if they would like whipped cream or not, and there would be a minimal impact overall to the interaction between customer and partner.
There would be some incurred costs by instituting such a policy that, in all fairness, must be acknowledged. When a hot beverage is topped with whipped cream, the cup must be filled to a slightly lower level to allow for the lid to fit over the cup without making a mess. Therefore, any hot drink not topped with whipped cream would require slightly more milk in the cup to make up for the extra space; about a half of an ounce. Additionally, there would be an increase in the use of flat lids for iced beverages. This would be negated, however, by a decreased consumption of the dome lids used to accommodate the whipped cream on iced beverages. Also, since whipped cream is an official part of the recipe for certain beverages, the new policy would require revisions to any recipes that call for whipped cream as a standard topping. Because of this, any printed recipes would have to be re-printed to reflect the revisions. There would also be the slight cost of printing the new policy for display at individual store locations, as well as revisions to future training courses for new hires (Cronk). All of these things being considered, I believe that the net savings coupled with the health benefit more than outweigh these costs.
Ultimately, Starbucks is a business out to meet the demands of the people it serves, and a few million dollars in savings might not be worth the possibility of upsetting its customers by changing this policy. In that regard, the motives behind their current policy of whipped cream as a standard topping are completely understandable. However, being that Starbucks is a company that seems to pride itself on corporate responsibility as well as success, there’s no reason that changing this policy couldn’t serve both of these interests with little to no negative impact. Time and time again, the company has proven that it understands its own responsibility to the expectations of its shareholders and the health and happiness of its customers, and such understanding has surely contributed to its success over the years. Now, Starbucks has yet another opportunity to meet the needs of both groups by simply asking “Would you like whipped cream on that?”
Works Cited
Borrman, Brandon. “Starbucks Newsroom: Starbucks Moves to Reduced Fat Milk.”
Starbucks.com. Starbuck’s Corporation, 31 May 2007. Web. 03 Feb. 2011.
Cronk, Corinne. Personal interview. (01 March 2011).
Form 10-K: Starbucks 2010 Annual Report. US Securities and Exchange Commission. 3 October 2010. Web.
Harris, Craig. “Starbucks Switches to Milk without Growth Hormones.” Seattlepi.com. Seattle Post Intelligencer, 17 Jan. 2007. Web. 1 Mar. 2011.
Harris, Craig. “STARBUCKS BANISHES ARTIFICIAL TRANS FATS ; EXPANSION OF POLICY WILL COVER MORE THAN 10,000 STORES :[FINAL Edition]. ” Seattle
Post – Intelligencer, 8 May 2007, Washington State Newsstand, ProQuest. Web. 23 Jan. 2011.
Helliker, Kevin. “Starbucks Plans a Customized Frappuccino ” WSJ.com. The Wall Street
Journal. 17 Mar. 2010. Web. 09 Feb. 2011.
“Lucerne Heavy Cream Nutritional Information”. Lucerne Foods, Inc. 2011.
My Starbucks Idea. Starbucks Corporation. Web. 03 March 2011. http://mystarbucksidea.force.com/ideaList?ext=0&lsi=0&category=Food
“Nutrition by the Cup”. Starbucks Corporation. 2010.
O’Neil, Valerie. “Starbucks Newsroom: Starbucks Announces Strategic Initiatives to Increase Shareholder Value; Chairman Howard Schultz Returns as CEO.” Starbucks.com. Starbucks Corporation, 07 Jan. 2008. Web. 03 Mar. 2011.
Passé, Lisa, and Arora, Aarti. “Starbucks Newsroom: Starbucks Further Extends Health & Wellness Offerings with Five New Healthy Breakfast Options.” Starbucks.com. Starbucks Corporation. 3 Sept. 2008. Web. 06 Feb. 2011.
Passé, Lisa, and Ramirez, Michael. “Starbucks Newsroom: Starbucks Launches However-You Want-It Frappuccino® Blended Beverage.” Starbucks.com. Starbucks Corporation, 4 May 2010. Web. 10 Feb. 2011.
Schultz, Howard. “Starbucks Newsroom: Howard Schultz Transformation Agenda Communication #6.” Starbucks.com. Starbucks Corporation, 11 Feb. 2008. Web. 03 Mar. 2011.
“Starbucks Launches Vivanno(TM) Nourishing Blends. ” Business Wire 14 July 2008 ProQuest Newsstand, ProQuest. Web. 6 Feb. 2011.
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Student Name
Research Essay
ENGL&102
3rd Avenue and Pine
Each morning I begin my trip to work from Renton to Downtown Seattle by taking the
Tukwila International Boulevard Light Rail to Westlake Station. I get to enjoy the morning
darkness as I stroll the quiet 6th Avenue streets, watching businesses flick their lights on to soon
bring in the customers. My morning is typical and unexciting, unless I forget my breakfast. In
that case, I’ll make my way to 3rd Avenue and Pine. Here, a popular McDonald’s sits. I don’t
particularly enjoy the food, but it’s open at six in the morning and on the way to work.
Interestingly, there seems to be a dramatic shift in mood once I’ve grabbed my breakfast and
begin to walk the streets of 3rd Avenue. Policemen are often parked and waiting, some people
are curled up in alcoves trying to sleep on the cold pavement, others are seen injecting
themselves with needles, and it’s not uncommon that I’m asked for spare change. While we’ve
all seen these things before throughout Downtown Seattle, what about the surrounding blocks
make this area such a hot spot? The atmosphere is similar on the weekends, as I frequently make
my way from Westlake Station to Pike Place Market to view the shops with my girlfriend. At
times, we’ll opt to take a detour as it’s sometimes easier to avoid the loud yells of a wobbling
homeless person high on a powerfully addictive drug. I truly don’t mean any disrespect to those
stuck in an awful situation, but we need to make the blocks of 3rd Avenue feel safer for everyone
in Seattle.
The effects of crime on 3rd Avenue aren’t specific to those who must walk through the
area, it has an effect on local businesses too. Bartell Drugs, a well-known pharmacy chain to
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many in Washington will be closing one of its locations’ doors before the end of their lease
because of the high cost of crime. KOMO News’ Tammy Mutasa reports “Police have stepped
up patrols in the downtown core in recent months to address crime, but Bartell Drugs decided not
to stick it out” (Par. 2). The article describes the crime as “senseless” as a video of security
camera footage shows a man destroying the store shelves and throwing items for seemingly no
reason at all. If a chain of stores, while not the largest at sixty-four total locations, can’t survive
the crime, what’s the likelihood that a small local business that many people desire will come up
in its place? Losing a business at that location destroys jobs, creates less taxes paid by those that
may have never shopped at all without the presence of Bartell Drugs, and makes it harder for the
owner of the building to pay their property taxes with no tenant. Dereck Rich, interviewed in
Mutasa’s article comments, “I’m like a decent sized guy and even I feel worried sometimes”
(Par. 6).
Further, some of my co-workers, particularly those that get off late at night, prefer to take
alternate transit to avoid the area. 3rd Avenue, being a couple blocks away from the company I
work for, is often the topic of workplace chatter as most of us get the opportunity to pass by on
our commute. It’s not uncommon that we’re in awe of having just missed some sort of deadly
altercation we may have accidentally become involved in. Just months ago, Asia Fields at The
Seattle Times reported, “A 31-year-old man was taken to Harborview Medical Center after being
stabbed in downtown Seattle on Tuesday afternoon, according to the Seattle Fire Department”
(Par. 1). This incident took place at the McDonald’s I frequent just half an hour after I typically
leave work.
Not only do the locals and local businesses have opinions on 3rd Avenue, but the crime
may have an impact on tourism as well. Graham Johnson of KIRO 7 writes of a tourist that had
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attempted to visit the Space Needle, only to be attacked by a homeless person that had come
from tent on 3rd Avenue. The thought of spending your time and money to visit a city you’ve
long since admired all to be struck in the head by someone you’ve never met sounds terrifying.
It’s awful that an individual would have to waste their valuable time dealing with having to file a
police report during their vacation. One can only hope that these events don’t cause tourism to
drop and cause any potential budget cuts for the city. Graham writes of the officer involved, “In
the police report for the tourist assault, an officer wrote that the area around the encampment on
Third Avenue has high drug use and criminal activity” (Par. 16).
Various articles, locals, and personal experience can certainly create some validity when
forming the opinion that Third Avenue, or even Seattle as a whole, is slowly crumbling. KOMO
News returns to that idea after having produced their hour-long TV special “Seattle Is Dying.”
The issue is in the name. The special dives into homelessness, crime, and drug use, but not
everyone agrees that the city is an as bad of shape as KOMO News makes it out to be. Gene
Balk, a Seattle Times columnist, asks, “Is Seattle a city in its final throes of life?” (Par. 1). Balk
speaks with Former Seattle Police Chief John Diaz as well as provides actual data to back up his
argument. The article provides reported crimes per 100,000 residents for violent and property
crime, with violent crime dropping from a peak of nearly 1,500 in the nineties to 633 in 2017.
Property crime, on the other hand, also saw a dramatic drop from around 12,000 in the nineties to
5,259 in 2017. Balk comments, “I can’t help but wonder if folks are romanticizing Seattle’s past
a bit” (Par. 5), and it’s difficult to argue with his data. I believe it’s important to take into account
Balk’s findings and not necessarily form such a strong opinion over 3rd Avenue or Seattle as a
whole until fully understanding the situation, but let that not blind you from the problems that
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exist in front of you today. We can always strive to have more of an impact to those in need. Let
us ask the question, what is it about 3rd Avenue that makes it such a hot spot?
First, let’s look at what about the corner of 3rd Avenue and Pine that may be attracting
individuals in unfortunate circumstances. Perhaps the high tourist traffic is beneficial to
potentially receiving some desperately needed money? The Visit Seattle website states Seattle
had 40 million tourists visit in 2018. That’s a lot of potential people walking from Westlake to
Pike Place Market. The cheap food at McDonald’s may have a small role to play in the
contribution of nearby homeless. A few dollars can go a long way for a hot meal. Additionally,
the tobacco store across the street could potentially play a role as the Centers for Disease Control
and Prevention government website explains smoking remains high among the lower educated,
those below the poverty level, and the uninsured. These are all struggling groups that may
include the homeless. Another business that may have an effect could be the MoneyTree just a
few hundred feet nearby. Pew Charitable Trusts, self-described as evidence-based and
nonpartisan, reports that their research shows 72 percent of payday loan borrowers have a
household income of less than $40,000. While it would be unrealistic to ask all of these
businesses to spread out to lessen the likelihood that a local or tourist be frightened, or in the
unlikely event be harmed, having a better understanding of the possible contributions to
homelessness and crime in the area may better help to solve the issue. The issue of not only the
safety of tourists and locals, but the safety of the individuals that personally deal with having to
be homeless.
The Seattle government website provides information regarding what is causing the
homelessness crisis with their article titled, “The Roots of the Crisis.” At the top of the list, the
article cites mental health and addiction as the leading cause of death for the homeless.
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Fortunately, there appears to be some awareness regarding why this problem exists as a portion
of the paragraph reads, “…our region’s lack of treatment capacity leaves more than 150 people
on a waitlist each day” (Par. 2). Other causes include poverty, unaffordable housing, racial
disparities, and the lack of services for youth. The Seattle government being aware of situations
that create homelessness is an incredible first step in not only improving the blocks along 3rd
Avenue but improving Seattle as a whole.
While being aware of a problem’s existence is crucial to solving that problem, it’s clear
just knowing isn’t enough here. Why, if Seattle sees and understands the issue, isn’t it solved?
Marc Stiles and Coral Garnick of Puget Sound Business Journal dive into the issue with an
extensive journal written on how the Seattle area spends one billion dollars a year on
homelessness. The piece begins with an incredibly heartbreaking reason an interviewee is
homeless, “This is the third time Elliot Godwin has been homeless. Each time it has been for the
same reason: The rent went up and his paycheck did not” (Par. 1). Stiles and Garnick continue to
interview people that are homeless throughout the journal while breaking down where each
dollar is spent on homelessness, and interestingly find, according to Plymouth Housing Group,
“It would cost $192 million per year to house and care for all the people experiencing
homelessness in King County…” (Par. 14). Well then where is the rest going? Throughout the
journal, it’s mentioned multiple times that the resources aren’t the issue, it’s the communication.
The coordination between groups and the government is one of the largest issues. Seattle’s “The
Roots of the Crisis” cites the same issue, “The lack of coordination among governments and
other stakeholders has limited the effectiveness of those investments” (Par. 7). So, how can we,
as individuals, make a dent into solving the homeless problem if the cause feels so out of our
control?
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As a member of the Seattle community, it’s easier than one may think to express concern
over 3rd Avenue. Making it known that this specific area poses a safety risk to both locals and
tourists as well as those suffering in the streets is the first step in solving this major community
issue. Countless articles already present that fact but talking about it one thing – taking action is
another. The Seattle government website makes it easy to identify the elected officials that pride
themselves in caring for the people of Seattle. Our mayor, councilmembers, attorney, and judges
are listed along with their goals and accomplishments. Most importantly, each person has easily
accessible phone numbers, email, and mailing addresses making it easy to give your opinion on
the urgency that is 3rd Avenue and Pine and the proceeding blocks. Sally Bagshaw for example,
our District 7 representative, lives downtown and is more than likely familiar with the area. Her
firsthand knowledge as well as a push from the community to help the area may have the
significant impact we need. In fact, on December 5th, a meeting will be held to select a
committee for homelessness and housing affordability. With this fresh in our councilmember’s
minds, there is no better time than now to reach out to them.
If one wishes to have a more direct impact, one where you can see and feel the changes
you’re making, United Way of King County (UWKC) provides extensive opportunities to those
interested. UWKC is one of many volunteer organizations in Seattle, but their website provides
an easy to use search tool that allows you to narrow down the topic and area you’d like to help. In
this case, homelessness in downtown Seattle. Once you’ve located an opportunity that may
interest you, the UWKC website even provides a map showing the location of the effort. Then,
one can focus their energy on improving areas in need such as 3rd Avenue and Pine. The
individuals there suffering from homelessness, mental illness, or addiction may now receive the
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assistance they needed to get through another night in the cold or, even, finally attain the housing
they so desperately need.
Admittedly, it’s difficult for us as individuals to make a significant difference, but the
more eyes and ears there are on an issue the better. With more of us writing about, speaking
about, and directly helping the issue on 3rd Avenue, there may be a greater likelihood that our
representatives see the efforts that we’ve put in and take a higher level of action such as
providing additional treatment facilities, more affordable housing, and create better coordination
between governments.
Together, we can successfully change 3rd Avenue for the better. No longer will tourists
fear our beautiful streets as they and their children walk to their destination. No more will you,
your friends, and coworkers be wary as you wait for transit. New and old businesses won’t have
to reconsider their location because of potential theft and property damage. And most
importantly, the individuals sleeping in the streets may finally get the help they need. This isn’t a
case of ridding the streets of thugs and crime, this is about safety for all and rehabilitation for
those in need.
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Works Cited
Balk, Gene. “Is Seattle ‘dying’? Crime Rates Tell a Different Story.” The Seattle Times, 4 Apr.
2019, www.seattletimes.com/seattle-news/data/is-seattle-dying-not-if-you-look-crime-
rates-from-the-80s-and-90s/.
Beckett, Katherine, et al. “Drug Use, Drug Possession Arrests, and the Question of Race:
Lessons from Seattle.” Society for the Study of Social Problems, 2005,
pdfs.semanticscholar.org/1d00/d44fe118d2727ce127acd966d2e321293770 .
Bourke, Nick, et al. The Pew Charitable Trusts | The Pew Charitable Trusts, 2012,
www.pewtrusts.org/~/media/legacy/uploadedfiles/pcs_assets/2012/pewpaydaylendingre
portpdf .
“Current Cigarette Smoking Among Adults in the United States.” Centers for Disease Control
and Prevention, 17 May 2019,
www.cdc.gov/tobacco/data_statistics/fact_sheets/adult_data/cig_smoking/index.htm.
Fields, Asia. “Man Stabbed in Downtown Seattle Taken to Harborview.” The Seattle Times, 15
Oct. 2019, www.seattletimes.com/seattle-news/crime/man-stabbed-in-downtown-seattle-
in-serious-condition/.
Government, Seattle. “The Roots of the Crisis – Homelessness | Seattle.gov.” Seattle.gov,
www.seattle.gov/homelessness/the-roots-of-the-crisis.
Horcher, Gary. “KIRO 7 Investigation: Pike-Pine Downtown Corridor a ‘magnet’ for Career
Criminals.” KIRO, 5 July 2018, www.kiro7.com/news/local/kiro-7-investigation-pike-
pine-downtown-corridor-a-magnet-for-career-criminals/783884267.
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Johnson, Graham. “Downtown Seattle Tourist Says He Was Attacked by Homeless Man.”
KIRO, 19 June 2018, www.kiro7.com/news/local/downtown-seattle-tourist-says-he-was-
attacked-by-homeless-man/770381032.
Johnsons, Eric. “KOMO News Special: Seattle is Dying.” KOMO, 14 Mar. 2019,
komonews.com/news/local/komo-news-special-seattle-is-dying.
Mutasa, Tammy. “Bartell Drugs Closing in Downtown Seattle over Crime Concerns.” KOMO
News, 21 Sept. 2019, komonews.com/news/local/bartell-drugs-closing-in-downtown-
seattle-over-crime-concerns.
Robinson, Kauilani, and Chantelle Lusebrink. “Seattle Celebrates Record-Breaking Tourism
Season with More Than 40 Million Visitors in 2018.” Visit Seattle, 4 Mar. 2019,
visitseattle.org/press/press-releases/seattle-celebrates-record-breaking-tourism-season-
with-more-than-40-million-visitors-in-2018/.
Styles, Marc, and Coral Garnick. “The Price of Homelessness: The Seattle Area Spends More
Than $1 Billion a Year on This Humanitarian Crisis (Video).” Puget Sound Business
Journal, 16 Nov. 2017, www.bizjournals.com/seattle/news/2017/11/16/price-of-
homelessness-seattle-king-county-costs.html.