MotoGear in Mexico

In term two of my study in the Master of International Management program at Portland State University, I took a course in marketing for global enterprises from Brian K. McCarthy, who introduced me to Gustavo Buhacoff, an alumnus of the MIM program, and founder of the internet start-up MotoGear.  MotoGear is an Internet-based venture that sells motorcycle safety gear, including helmets, boots, gloves, wheels, etc.  When describing his motivation behind the company, Gustavo said:

"On my (fairly extensive) trips to Mexico I noted that the average Mexican motorcyclists have very limited access to good, reliable riding gear.  Most shops, even in the larger cities, have little or no supply on hand and prices for special orders are high.  The idea behind MotoGear is to offer a reliable source for quality riding gear at a competitive price.  To allow riders from all over the country the same access to quality gear, it was designed as primarily an e-commerce store, with potential for a small local shop considered for those who live near our offices/warehouse in the future."

But, the general Mexican public is aware of potential fines for neglecting to use a helmet, but proper safety gear is not seen as a necessity.  Thus, Gustavo faces this the following dilemma: how to market a product that people do not necessarily think they even need.  What would you do?  Where would you begin?

Starbucks Closed

I could not wait until March to post my thoughts on some timely discoveries.  I am a current Master of International Management student at Portland State University, and a former Spanish, Japanese and English teacher, as well as a former barista.  My most recent observations involve both past and present experience with my former employer: arguably the world's largest, most favored and yet scrutinized, and self-proclaimed "premier purveyor of the finest coffee."   You got it, that's Starbucks.

This evening, many of my friends, classmates and acquaintances are attending a training session.  I was enjoying chatting with my friends in the lobby of the Pioneer Courthouse Square location, when one of my former supervisors informed me that the store would be closing for a three hour training session.  When I left the building, I was surprised to note that there were two separate news channel crews stationed outside.  I was approached by one of the news reporters and asked a few questions.  I was certainly caught off guard, and have since had time, however brief, to reflect on the situation.

I am curious about today's nation-wide closure, and have a few thoughts I would like to share on this issue.  First, I would like to state that I think this training session is the most Starbucks-like, company-wide action I have observed in a while.  By Starbucks-like, I mean that this action is directly supported by the Starbucks' Mission Statement. Additionally, I think that it is an indication that the company recognizes that by moving their focus from the people to the product, employees and customers alike have lost out on both accounts.  I see this training as an effort to move the focus back to the people who make the "Starbucks Experience" possible: both the customer and the barista.  I believe this closure is a brilliant way to facilitate re-centering for employees, by allowing the people who do the work to regroup, communicate, and rejuvenate enthusiasm for customer service and the personal connection; the qualities that make Starbucks stores the social gathering place that they are.

Click here to read the Seattle Times' article, describing the closure.