Starbucks Corporation
10-K on 11/12/2020   Download
SEC Document
SEC Filing
falseTRUE2020FY000082922409/270.0010.0012,400.02,400.01,173.31,184.61,173.31,184.6157.8Americas and International operations sell coffee and other beverages, complementary food, packaged coffees, single-serve coffee products and a focused selection of merchandise through company-operated stores and licensed stores.No customer accounts for 10% or more of our revenues00008292242019-09-302020-09-27iso4217:USD00008292242020-03-29xbrli:shares00008292242020-11-06xbrli:pure0000829224us-gaap:EntityOperatedUnitsMember2019-09-302020-09-270000829224us-gaap:EntityOperatedUnitsMember2018-10-012019-09-290000829224us-gaap:EntityOperatedUnitsMember2017-10-022018-09-300000829224us-gaap:FranchisedUnitsMember2019-09-302020-09-270000829224us-gaap:FranchisedUnitsMember2018-10-012019-09-290000829224us-gaap:FranchisedUnitsMember2017-10-022018-09-300000829224us-gaap:ProductAndServiceOtherMember2019-09-302020-09-270000829224us-gaap:ProductAndServiceOtherMember2018-10-012019-09-290000829224us-gaap:ProductAndServiceOtherMember2017-10-022018-09-3000008292242018-10-012019-09-2900008292242017-10-022018-09-30iso4217:USDxbrli:shares0000829224us-gaap:AvailableforsaleSecuritiesMember2019-09-302020-09-270000829224us-gaap:AvailableforsaleSecuritiesMember2018-10-012019-09-290000829224us-gaap:AvailableforsaleSecuritiesMember2017-10-022018-09-300000829224us-gaap:CashFlowHedgingMember2019-09-302020-09-270000829224us-gaap:CashFlowHedgingMember2018-10-012019-09-290000829224us-gaap:CashFlowHedgingMember2017-10-022018-09-300000829224us-gaap:NetInvestmentHedgingMember2019-09-302020-09-270000829224us-gaap:NetInvestmentHedgingMember2018-10-012019-09-290000829224us-gaap:NetInvestmentHedgingMember2017-10-022018-09-300000829224us-gaap:AccumulatedTranslationAdjustmentMember2019-09-302020-09-270000829224us-gaap:AccumulatedTranslationAdjustmentMember2018-10-012019-09-290000829224us-gaap:AccumulatedTranslationAdjustmentMember2017-10-022018-09-300000829224us-gaap:ReclassificationOutOfAccumulatedOtherComprehensiveIncomeMember2019-09-302020-09-270000829224us-gaap:ReclassificationOutOfAccumulatedOtherComprehensiveIncomeMember2018-10-012019-09-290000829224us-gaap:ReclassificationOutOfAccumulatedOtherComprehensiveIncomeMember2017-10-022018-09-300000829224us-gaap:NoncontrollingInterestMember2018-10-012019-09-290000829224us-gaap:NoncontrollingInterestMember2017-10-022018-09-3000008292242020-09-2700008292242019-09-2900008292242018-09-3000008292242017-10-010000829224us-gaap:CommonStockMember2017-10-010000829224us-gaap:AdditionalPaidInCapitalMember2017-10-010000829224us-gaap:RetainedEarningsMember2017-10-010000829224us-gaap:AccumulatedOtherComprehensiveIncomeMember2017-10-010000829224us-gaap:ParentMember2017-10-010000829224us-gaap:NoncontrollingInterestMember2017-10-010000829224us-gaap:CommonStockMember2017-10-022018-09-300000829224us-gaap:AdditionalPaidInCapitalMember2017-10-022018-09-300000829224us-gaap:RetainedEarningsMember2017-10-022018-09-300000829224us-gaap:AccumulatedOtherComprehensiveIncomeMember2017-10-022018-09-300000829224us-gaap:ParentMember2017-10-022018-09-300000829224us-gaap:CommonStockMember2018-09-300000829224us-gaap:AdditionalPaidInCapitalMember2018-09-300000829224us-gaap:RetainedEarningsMember2018-09-300000829224us-gaap:AccumulatedOtherComprehensiveIncomeMember2018-09-300000829224us-gaap:ParentMember2018-09-300000829224us-gaap:NoncontrollingInterestMember2018-09-300000829224us-gaap:CommonStockMember2019-09-290000829224us-gaap:AdditionalPaidInCapitalMember2019-09-290000829224us-gaap:RetainedEarningsMember2019-09-290000829224us-gaap:AccumulatedOtherComprehensiveIncomeMember2019-09-290000829224us-gaap:ParentMember2019-09-290000829224us-gaap:NoncontrollingInterestMember2019-09-290000829224us-gaap:CommonStockMember2018-10-012019-09-290000829224us-gaap:AdditionalPaidInCapitalMember2018-10-012019-09-290000829224us-gaap:RetainedEarningsMember2018-10-012019-09-290000829224us-gaap:AccumulatedOtherComprehensiveIncomeMember2018-10-012019-09-290000829224us-gaap:ParentMember2018-10-012019-09-290000829224us-gaap:CommonStockMember2020-09-270000829224us-gaap:AdditionalPaidInCapitalMember2020-09-270000829224us-gaap:RetainedEarningsMember2020-09-270000829224us-gaap:AccumulatedOtherComprehensiveIncomeMember2020-09-270000829224us-gaap:ParentMember2020-09-270000829224us-gaap:NoncontrollingInterestMember2020-09-270000829224us-gaap:CommonStockMember2019-09-302020-09-270000829224us-gaap:AdditionalPaidInCapitalMember2019-09-302020-09-270000829224us-gaap:RetainedEarningsMember2019-09-302020-09-270000829224us-gaap:AccumulatedOtherComprehensiveIncomeMember2019-09-302020-09-270000829224us-gaap:ParentMember2019-09-302020-09-270000829224us-gaap:NoncontrollingInterestMember2019-09-302020-09-27sbux:store0000829224sbux:USAndCanadaMember2020-09-270000829224sbux:USAndCanadaMember2020-06-280000829224us-gaap:FacilityClosingMember2020-09-270000829224sbux:LeaseTerminationMember2020-09-270000829224srt:MinimumMember2019-09-302020-09-270000829224srt:MaximumMember2019-09-302020-09-270000829224us-gaap:EmployeeSeveranceMember2020-09-270000829224srt:MinimumMember2020-09-270000829224srt:MaximumMember2020-09-270000829224us-gaap:FacilityClosingMembersrt:MinimumMember2020-09-270000829224us-gaap:FacilityClosingMembersrt:MaximumMember2020-09-270000829224sbux:LeaseTerminationMembersrt:MinimumMember2020-09-270000829224srt:MaximumMembersbux:LeaseTerminationMember2020-09-270000829224us-gaap:EquipmentMembersrt:MinimumMember2019-09-302020-09-270000829224srt:MaximumMemberus-gaap:EquipmentMember2019-09-302020-09-270000829224us-gaap:BuildingMembersrt:MinimumMember2019-09-302020-09-270000829224srt:MaximumMemberus-gaap:BuildingMember2019-09-302020-09-270000829224us-gaap:LeaseholdImprovementsMember2019-09-302020-09-270000829224us-gaap:RestructuringChargesMember2019-09-302020-09-270000829224us-gaap:RestructuringChargesMember2018-10-012019-09-290000829224us-gaap:RestructuringChargesMember2017-10-022018-09-300000829224sbux:StoreOperatingExpenseDomain2019-09-302020-09-270000829224sbux:InternationalSegmentMember2019-09-302020-09-270000829224us-gaap:ContractTerminationMemberus-gaap:RestructuringChargesMember2020-09-270000829224sbux:TradeNamesTrademarksandPatentsMember2019-09-302020-09-270000829224us-gaap:EntityOperatedUnitsMembersbux:StoredValueCardsAndLoyaltyProgramBreakageInPriorYearDomain2019-09-302020-09-270000829224us-gaap:EntityOperatedUnitsMembersbux:StoredValueCardsAndLoyaltyProgramBreakageInPriorYearDomain2018-10-012019-09-290000829224us-gaap:FranchisedUnitsMembersbux:StoredValueCardsAndLoyaltyProgramBreakageInPriorYearDomain2019-09-302020-09-270000829224us-gaap:FranchisedUnitsMembersbux:StoredValueCardsAndLoyaltyProgramBreakageInPriorYearDomain2018-10-012019-09-290000829224us-gaap:AccountingStandardsUpdate201602Member2019-09-300000829224sbux:StarbucksCoffeeThailandMember2019-04-012019-06-300000829224sbux:NestleGlobalCoffeeAllianceMember2018-08-260000829224sbux:EastChinaJVMember2017-12-310000829224sbux:EastChinaJVMember2018-01-012018-04-010000829224sbux:TaiwanJVMember2018-04-010000829224sbux:PresidentStarbucksCoffeeTaiwanLtdMember2018-01-012018-04-010000829224sbux:EastChinaJVMember2018-10-012019-09-290000829224sbux:EastChinaJVMember2017-12-312017-12-3100008292242017-12-312017-12-310000829224sbux:EastChinaJVMember2017-10-022018-09-300000829224sbux:EastChinaJVMemberus-gaap:ContractBasedIntangibleAssetsMember2017-12-312017-12-310000829224sbux:EastChinaJVMember2019-09-302020-09-270000829224sbux:EastChinaJVMember2020-09-270000829224sbux:TazobusinessMember2018-01-012018-04-010000829224us-gaap:CashFlowHedgingMembersbux:CoffeeContractsMember2020-09-270000829224us-gaap:CashFlowHedgingMembersbux:CoffeeContractsMember2019-09-290000829224us-gaap:CashFlowHedgingMembersbux:CoffeeContractsMember2018-09-300000829224us-gaap:CashFlowHedgingMembersbux:CoffeeContractsMember2019-09-302020-09-270000829224us-gaap:CrossCurrencyInterestRateContractMemberus-gaap:CashFlowHedgingMember2020-09-270000829224us-gaap:CrossCurrencyInterestRateContractMemberus-gaap:CashFlowHedgingMember2019-09-290000829224us-gaap:CrossCurrencyInterestRateContractMemberus-gaap:CashFlowHedgingMember2018-09-300000829224us-gaap:CrossCurrencyInterestRateContractMemberus-gaap:CashFlowHedgingMember2019-09-302020-09-270000829224sbux:DairyContractsMemberus-gaap:CashFlowHedgingMember2020-09-270000829224sbux:DairyContractsMemberus-gaap:CashFlowHedgingMember2019-09-290000829224sbux:DairyContractsMemberus-gaap:CashFlowHedgingMember2018-09-300000829224sbux:DairyContractsMemberus-gaap:CashFlowHedgingMember2019-09-302020-09-270000829224us-gaap:CashFlowHedgingMemberus-gaap:ForeignExchangeContractMember2020-09-270000829224us-gaap:CashFlowHedgingMemberus-gaap:ForeignExchangeContractMember2019-09-290000829224us-gaap:CashFlowHedgingMemberus-gaap:ForeignExchangeContractMember2018-09-300000829224us-gaap:CashFlowHedgingMemberus-gaap:ForeignExchangeContractMember2019-09-302020-09-270000829224us-gaap:CashFlowHedgingMemberus-gaap:InterestRateContractMember2020-09-270000829224us-gaap:CashFlowHedgingMemberus-gaap:InterestRateContractMember2019-09-290000829224us-gaap:CashFlowHedgingMemberus-gaap:InterestRateContractMember2018-09-300000829224us-gaap:CashFlowHedgingMemberus-gaap:InterestRateContractMember2019-09-302020-09-270000829224us-gaap:CrossCurrencyInterestRateContractMemberus-gaap:NetInvestmentHedgingMember2020-09-270000829224us-gaap:CrossCurrencyInterestRateContractMemberus-gaap:NetInvestmentHedgingMember2019-09-290000829224us-gaap:CrossCurrencyInterestRateContractMemberus-gaap:NetInvestmentHedgingMember2018-09-300000829224us-gaap:CrossCurrencyInterestRateContractMemberus-gaap:NetInvestmentHedgingMember2019-09-302020-09-270000829224us-gaap:ForeignExchangeContractMemberus-gaap:NetInvestmentHedgingMember2020-09-270000829224us-gaap:ForeignExchangeContractMemberus-gaap:NetInvestmentHedgingMember2019-09-290000829224us-gaap:ForeignExchangeContractMemberus-gaap:NetInvestmentHedgingMember2018-09-300000829224us-gaap:ForeignExchangeContractMemberus-gaap:NetInvestmentHedgingMember2019-09-302020-09-270000829224us-gaap:NetInvestmentHedgingMembersbux:ForeignExchangeYenDebtMember2020-09-270000829224us-gaap:NetInvestmentHedgingMembersbux:ForeignExchangeYenDebtMember2019-09-290000829224us-gaap:NetInvestmentHedgingMembersbux:ForeignExchangeYenDebtMember2018-09-300000829224us-gaap:NetInvestmentHedgingMembersbux:ForeignExchangeYenDebtMember2019-09-302020-09-270000829224us-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMembersbux:CoffeeContractsMember2019-09-302020-09-270000829224us-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMembersbux:CoffeeContractsMember2018-10-012019-09-290000829224us-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMembersbux:CoffeeContractsMember2017-10-022018-09-300000829224us-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMembersbux:ProductAndDistributionCostsMembersbux:CoffeeContractsMember2019-09-302020-09-270000829224us-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMembersbux:ProductAndDistributionCostsMembersbux:CoffeeContractsMember2018-10-012019-09-290000829224us-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMembersbux:ProductAndDistributionCostsMembersbux:CoffeeContractsMember2017-10-022018-09-300000829224us-gaap:CrossCurrencyInterestRateContractMemberus-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMember2019-09-302020-09-270000829224us-gaap:CrossCurrencyInterestRateContractMemberus-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMember2018-10-012019-09-290000829224us-gaap:CrossCurrencyInterestRateContractMemberus-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMember2017-10-022018-09-300000829224us-gaap:CrossCurrencyInterestRateContractMemberus-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:InterestExpenseMember2019-09-302020-09-270000829224us-gaap:CrossCurrencyInterestRateContractMemberus-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:InterestExpenseMember2018-10-012019-09-290000829224us-gaap:CrossCurrencyInterestRateContractMemberus-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:InterestExpenseMember2017-10-022018-09-300000829224us-gaap:CrossCurrencyInterestRateContractMemberus-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMembersbux:InterestandOtherIncomeMember2019-09-302020-09-270000829224us-gaap:CrossCurrencyInterestRateContractMemberus-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMembersbux:InterestandOtherIncomeMember2018-10-012019-09-290000829224us-gaap:CrossCurrencyInterestRateContractMemberus-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMembersbux:InterestandOtherIncomeMember2017-10-022018-09-300000829224sbux:DairyContractsMemberus-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMember2019-09-302020-09-270000829224sbux:DairyContractsMemberus-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMember2018-10-012019-09-290000829224sbux:DairyContractsMemberus-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMember2017-10-022018-09-300000829224sbux:DairyContractsMemberus-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMembersbux:ProductAndDistributionCostsMember2019-09-302020-09-270000829224sbux:DairyContractsMemberus-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMembersbux:ProductAndDistributionCostsMember2018-10-012019-09-290000829224sbux:DairyContractsMemberus-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMembersbux:ProductAndDistributionCostsMember2017-10-022018-09-300000829224sbux:DairyContractsMemberus-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMembersbux:InterestandOtherIncomeMember2019-09-302020-09-270000829224sbux:DairyContractsMemberus-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMembersbux:InterestandOtherIncomeMember2018-10-012019-09-290000829224sbux:DairyContractsMemberus-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMembersbux:InterestandOtherIncomeMember2017-10-022018-09-300000829224us-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:ForeignExchangeContractMember2019-09-302020-09-270000829224us-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:ForeignExchangeContractMember2018-10-012019-09-290000829224us-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:ForeignExchangeContractMember2017-10-022018-09-300000829224us-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMembersbux:FranchisedUnitsRevenueMemberus-gaap:ForeignExchangeContractMember2019-09-302020-09-270000829224us-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMembersbux:FranchisedUnitsRevenueMemberus-gaap:ForeignExchangeContractMember2018-10-012019-09-290000829224us-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMembersbux:FranchisedUnitsRevenueMemberus-gaap:ForeignExchangeContractMember2017-10-022018-09-300000829224us-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMembersbux:ProductAndDistributionCostsMemberus-gaap:ForeignExchangeContractMember2019-09-302020-09-270000829224us-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMembersbux:ProductAndDistributionCostsMemberus-gaap:ForeignExchangeContractMember2018-10-012019-09-290000829224us-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMembersbux:ProductAndDistributionCostsMemberus-gaap:ForeignExchangeContractMember2017-10-022018-09-300000829224us-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:ForeignExchangeContractMembersbux:InterestandOtherIncomeMember2019-09-302020-09-270000829224us-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:ForeignExchangeContractMembersbux:InterestandOtherIncomeMember2018-10-012019-09-290000829224us-gaap:CashFlowHedgingMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:ForeignExchangeContractMembersbux:InterestandOtherIncomeMember2017-10-022018-09-300000829224us-gaap:CashFlowHedgingMemberus-gaap:InterestRateContractMemberus-gaap:DesignatedAsHedgingInstrumentMember2019-09-302020-09-270000829224us-gaap:CashFlowHedgingMemberus-gaap:InterestRateContractMemberus-gaap:DesignatedAsHedgingInstrumentMember2018-10-012019-09-290000829224us-gaap:CashFlowHedgingMemberus-gaap:InterestRateContractMemberus-gaap:DesignatedAsHedgingInstrumentMember2017-10-022018-09-300000829224us-gaap:CashFlowHedgingMemberus-gaap:InterestRateContractMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:InterestExpenseMember2019-09-302020-09-270000829224us-gaap:CashFlowHedgingMemberus-gaap:InterestRateContractMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:InterestExpenseMember2018-10-012019-09-290000829224us-gaap:CashFlowHedgingMemberus-gaap:InterestRateContractMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:InterestExpenseMember2017-10-022018-09-300000829224us-gaap:CrossCurrencyInterestRateContractMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:NetInvestmentHedgingMember2019-09-302020-09-270000829224us-gaap:CrossCurrencyInterestRateContractMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:NetInvestmentHedgingMember2018-10-012019-09-290000829224us-gaap:CrossCurrencyInterestRateContractMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:NetInvestmentHedgingMember2017-10-022018-09-300000829224us-gaap:CrossCurrencyInterestRateContractMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:InterestExpenseMemberus-gaap:NetInvestmentHedgingMember2019-09-302020-09-270000829224us-gaap:CrossCurrencyInterestRateContractMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:InterestExpenseMemberus-gaap:NetInvestmentHedgingMember2018-10-012019-09-290000829224us-gaap:CrossCurrencyInterestRateContractMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:InterestExpenseMemberus-gaap:NetInvestmentHedgingMember2017-10-022018-09-300000829224us-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:ForeignExchangeContractMemberus-gaap:NetInvestmentHedgingMember2019-09-302020-09-270000829224us-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:ForeignExchangeContractMemberus-gaap:NetInvestmentHedgingMember2018-10-012019-09-290000829224us-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:ForeignExchangeContractMemberus-gaap:NetInvestmentHedgingMember2017-10-022018-09-300000829224us-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:NetInvestmentHedgingMembersbux:ForeignExchangeYenDebtMember2019-09-302020-09-270000829224us-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:NetInvestmentHedgingMembersbux:ForeignExchangeYenDebtMember2018-10-012019-09-290000829224us-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:NetInvestmentHedgingMembersbux:ForeignExchangeYenDebtMember2017-10-022018-09-300000829224sbux:DairyContractsMembersbux:InterestandOtherIncomeMember2019-09-302020-09-270000829224sbux:DairyContractsMembersbux:InterestandOtherIncomeMember2018-10-012019-09-290000829224sbux:DairyContractsMembersbux:InterestandOtherIncomeMember2017-10-022018-09-300000829224sbux:DieselandOtherContractsMembersbux:InterestandOtherIncomeMember2019-09-302020-09-270000829224sbux:DieselandOtherContractsMembersbux:InterestandOtherIncomeMember2018-10-012019-09-290000829224sbux:DieselandOtherContractsMembersbux:InterestandOtherIncomeMember2017-10-022018-09-300000829224us-gaap:ForeignExchangeContractMembersbux:InterestandOtherIncomeMember2019-09-302020-09-270000829224us-gaap:ForeignExchangeContractMembersbux:InterestandOtherIncomeMember2018-10-012019-09-290000829224us-gaap:ForeignExchangeContractMembersbux:InterestandOtherIncomeMember2017-10-022018-09-300000829224us-gaap:InterestExpenseMemberus-gaap:InterestRateSwapMember2019-09-302020-09-270000829224us-gaap:InterestExpenseMemberus-gaap:InterestRateSwapMember2018-10-012019-09-290000829224us-gaap:InterestExpenseMemberus-gaap:InterestRateSwapMember2017-10-022018-09-300000829224us-gaap:LongTermDebtMemberus-gaap:InterestExpenseMember2019-09-302020-09-270000829224us-gaap:LongTermDebtMemberus-gaap:InterestExpenseMember2018-10-012019-09-290000829224us-gaap:LongTermDebtMemberus-gaap:InterestExpenseMember2017-10-022018-09-300000829224sbux:CoffeeContractsMember2020-09-270000829224sbux:CoffeeContractsMember2019-09-290000829224us-gaap:CrossCurrencyInterestRateContractMember2020-09-270000829224us-gaap:CrossCurrencyInterestRateContractMember2019-09-290000829224sbux:DairyContractsMember2020-09-270000829224sbux:DairyContractsMember2019-09-290000829224sbux:DieselandOtherContractsMember2020-09-270000829224sbux:DieselandOtherContractsMember2019-09-290000829224us-gaap:ForeignExchangeContractMember2020-09-270000829224us-gaap:ForeignExchangeContractMember2019-09-290000829224us-gaap:InterestRateContractMember2020-09-270000829224us-gaap:InterestRateContractMember2019-09-290000829224us-gaap:PrepaidExpensesAndOtherCurrentAssetsMemberus-gaap:DesignatedAsHedgingInstrumentMembersbux:CoffeeContractsMember2020-09-270000829224us-gaap:PrepaidExpensesAndOtherCurrentAssetsMemberus-gaap:DesignatedAsHedgingInstrumentMembersbux:CoffeeContractsMember2019-09-290000829224us-gaap:CrossCurrencyInterestRateContractMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:OtherNoncurrentAssetsMember2020-09-270000829224us-gaap:CrossCurrencyInterestRateContractMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:OtherNoncurrentAssetsMember2019-09-290000829224sbux:DairyContractsMemberus-gaap:PrepaidExpensesAndOtherCurrentAssetsMemberus-gaap:DesignatedAsHedgingInstrumentMember2020-09-270000829224sbux:DairyContractsMemberus-gaap:PrepaidExpensesAndOtherCurrentAssetsMemberus-gaap:DesignatedAsHedgingInstrumentMember2019-09-290000829224us-gaap:PrepaidExpensesAndOtherCurrentAssetsMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:ForeignExchangeContractMember2020-09-270000829224us-gaap:PrepaidExpensesAndOtherCurrentAssetsMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:ForeignExchangeContractMember2019-09-290000829224us-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:ForeignExchangeContractMemberus-gaap:OtherNoncurrentAssetsMember2020-09-270000829224us-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:ForeignExchangeContractMemberus-gaap:OtherNoncurrentAssetsMember2019-09-290000829224us-gaap:InterestRateContractMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:OtherNoncurrentAssetsMember2020-09-270000829224us-gaap:InterestRateContractMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:OtherNoncurrentAssetsMember2019-09-290000829224us-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:InterestRateSwapMemberus-gaap:OtherNoncurrentAssetsMember2020-09-270000829224us-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:InterestRateSwapMemberus-gaap:OtherNoncurrentAssetsMember2019-09-290000829224us-gaap:PrepaidExpensesAndOtherCurrentAssetsMembersbux:DieselandOtherContractsMemberus-gaap:NondesignatedMember2020-09-270000829224us-gaap:PrepaidExpensesAndOtherCurrentAssetsMembersbux:DieselandOtherContractsMemberus-gaap:NondesignatedMember2019-09-290000829224us-gaap:PrepaidExpensesAndOtherCurrentAssetsMemberus-gaap:NondesignatedMemberus-gaap:ForeignExchangeContractMember2020-09-270000829224us-gaap:PrepaidExpensesAndOtherCurrentAssetsMemberus-gaap:NondesignatedMemberus-gaap:ForeignExchangeContractMember2019-09-290000829224us-gaap:OtherCurrentLiabilitiesMemberus-gaap:DesignatedAsHedgingInstrumentMembersbux:CoffeeContractsMember2020-09-270000829224us-gaap:OtherCurrentLiabilitiesMemberus-gaap:DesignatedAsHedgingInstrumentMembersbux:CoffeeContractsMember2019-09-290000829224us-gaap:DesignatedAsHedgingInstrumentMembersbux:CoffeeContractsMemberus-gaap:OtherNoncurrentLiabilitiesMember2020-09-270000829224us-gaap:DesignatedAsHedgingInstrumentMembersbux:CoffeeContractsMemberus-gaap:OtherNoncurrentLiabilitiesMember2019-09-290000829224us-gaap:CrossCurrencyInterestRateContractMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:OtherNoncurrentLiabilitiesMember2020-09-270000829224us-gaap:CrossCurrencyInterestRateContractMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:OtherNoncurrentLiabilitiesMember2019-09-290000829224sbux:DairyContractsMemberus-gaap:OtherCurrentLiabilitiesMemberus-gaap:DesignatedAsHedgingInstrumentMember2020-09-270000829224sbux:DairyContractsMemberus-gaap:OtherCurrentLiabilitiesMemberus-gaap:DesignatedAsHedgingInstrumentMember2019-09-290000829224us-gaap:OtherCurrentLiabilitiesMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:ForeignExchangeContractMember2020-09-270000829224us-gaap:OtherCurrentLiabilitiesMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:ForeignExchangeContractMember2019-09-290000829224us-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:ForeignExchangeContractMemberus-gaap:OtherNoncurrentLiabilitiesMember2020-09-270000829224us-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:ForeignExchangeContractMemberus-gaap:OtherNoncurrentLiabilitiesMember2019-09-290000829224us-gaap:InterestRateContractMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:OtherNoncurrentLiabilitiesMember2020-09-270000829224us-gaap:InterestRateContractMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:OtherNoncurrentLiabilitiesMember2019-09-290000829224sbux:DieselandOtherContractsMemberus-gaap:NondesignatedMemberus-gaap:OtherCurrentLiabilitiesMember2020-09-270000829224sbux:DieselandOtherContractsMemberus-gaap:NondesignatedMemberus-gaap:OtherCurrentLiabilitiesMember2019-09-290000829224us-gaap:NondesignatedMemberus-gaap:OtherCurrentLiabilitiesMemberus-gaap:ForeignExchangeContractMember2020-09-270000829224us-gaap:NondesignatedMemberus-gaap:OtherCurrentLiabilitiesMemberus-gaap:ForeignExchangeContractMember2019-09-290000829224us-gaap:LongTermDebtMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:InterestRateSwapMember2020-09-270000829224us-gaap:LongTermDebtMemberus-gaap:DesignatedAsHedgingInstrumentMemberus-gaap:InterestRateSwapMember2019-09-290000829224us-gaap:CashAndCashEquivalentsMember2020-09-270000829224us-gaap:CashAndCashEquivalentsMemberus-gaap:FairValueInputsLevel1Member2020-09-270000829224us-gaap:FairValueInputsLevel2Memberus-gaap:CashAndCashEquivalentsMember2020-09-270000829224us-gaap:CashAndCashEquivalentsMemberus-gaap:FairValueInputsLevel3Member2020-09-270000829224us-gaap:ShortTermInvestmentsMemberus-gaap:CertificatesOfDepositMember2020-09-270000829224us-gaap:ShortTermInvestmentsMemberus-gaap:CertificatesOfDepositMemberus-gaap:FairValueInputsLevel1Member2020-09-270000829224us-gaap:FairValueInputsLevel2Memberus-gaap:ShortTermInvestmentsMemberus-gaap:CertificatesOfDepositMember2020-09-270000829224us-gaap:ShortTermInvestmentsMemberus-gaap:CertificatesOfDepositMemberus-gaap:FairValueInputsLevel3Member2020-09-270000829224us-gaap:CommercialPaperMemberus-gaap:ShortTermInvestmentsMember2020-09-270000829224us-gaap:CommercialPaperMemberus-gaap:ShortTermInvestmentsMemberus-gaap:FairValueInputsLevel1Member2020-09-270000829224us-gaap:FairValueInputsLevel2Memberus-gaap:CommercialPaperMemberus-gaap:ShortTermInvestmentsMember2020-09-270000829224us-gaap:CommercialPaperMemberus-gaap:ShortTermInvestmentsMemberus-gaap:FairValueInputsLevel3Member2020-09-270000829224us-gaap:ShortTermInvestmentsMemberus-gaap:CorporateDebtSecuritiesMember2020-09-270000829224us-gaap:ShortTermInvestmentsMemberus-gaap:CorporateDebtSecuritiesMemberus-gaap:FairValueInputsLevel1Member2020-09-270000829224us-gaap:FairValueInputsLevel2Memberus-gaap:ShortTermInvestmentsMemberus-gaap:CorporateDebtSecuritiesMember2020-09-270000829224us-gaap:ShortTermInvestmentsMemberus-gaap:CorporateDebtSecuritiesMemberus-gaap:FairValueInputsLevel3Member2020-09-270000829224us-gaap:ShortTermInvestmentsMemberus-gaap:ForeignGovernmentDebtSecuritiesMember2020-09-270000829224us-gaap:ShortTermInvestmentsMemberus-gaap:FairValueInputsLevel1Memberus-gaap:ForeignGovernmentDebtSecuritiesMember2020-09-270000829224us-gaap:FairValueInputsLevel2Memberus-gaap:ShortTermInvestmentsMemberus-gaap:ForeignGovernmentDebtSecuritiesMember2020-09-270000829224us-gaap:ShortTermInvestmentsMemberus-gaap:FairValueInputsLevel3Memberus-gaap:ForeignGovernmentDebtSecuritiesMember2020-09-270000829224us-gaap:ShortTermInvestmentsMemberus-gaap:AssetBackedSecuritiesMember2020-09-270000829224us-gaap:ShortTermInvestmentsMemberus-gaap:AssetBackedSecuritiesMemberus-gaap:FairValueInputsLevel1Member2020-09-270000829224us-gaap:FairValueInputsLevel2Memberus-gaap:ShortTermInvestmentsMemberus-gaap:AssetBackedSecuritiesMember2020-09-270000829224us-gaap:ShortTermInvestmentsMemberus-gaap:AssetBackedSecuritiesMemberus-gaap:FairValueInputsLevel3Member2020-09-270000829224us-gaap:ShortTermInvestmentsMember2020-09-270000829224us-gaap:ShortTermInvestmentsMemberus-gaap:FairValueInputsLevel1Member2020-09-270000829224us-gaap:FairValueInputsLevel2Memberus-gaap:ShortTermInvestmentsMember2020-09-270000829224us-gaap:ShortTermInvestmentsMemberus-gaap:FairValueInputsLevel3Member2020-09-270000829224us-gaap:PrepaidExpensesAndOtherCurrentAssetsMember2020-09-270000829224us-gaap:PrepaidExpensesAndOtherCurrentAssetsMemberus-gaap:FairValueInputsLevel1Member2020-09-270000829224us-gaap:PrepaidExpensesAndOtherCurrentAssetsMemberus-gaap:FairValueInputsLevel2Member2020-09-270000829224us-gaap:PrepaidExpensesAndOtherCurrentAssetsMemberus-gaap:FairValueInputsLevel3Member2020-09-270000829224us-gaap:AuctionRateSecuritiesMemberus-gaap:OtherLongTermInvestmentsMember2020-09-270000829224us-gaap:AuctionRateSecuritiesMemberus-gaap:OtherLongTermInvestmentsMemberus-gaap:FairValueInputsLevel1Member2020-09-270000829224us-gaap:FairValueInputsLevel2Memberus-gaap:AuctionRateSecuritiesMemberus-gaap:OtherLongTermInvestmentsMember2020-09-270000829224us-gaap:AuctionRateSecuritiesMemberus-gaap:OtherLongTermInvestmentsMemberus-gaap:FairValueInputsLevel3Member2020-09-270000829224us-gaap:OtherLongTermInvestmentsMemberus-gaap:CorporateDebtSecuritiesMember2020-09-270000829224us-gaap:OtherLongTermInvestmentsMemberus-gaap:CorporateDebtSecuritiesMemberus-gaap:FairValueInputsLevel1Member2020-09-270000829224us-gaap:FairValueInputsLevel2Memberus-gaap:OtherLongTermInvestmentsMemberus-gaap:CorporateDebtSecuritiesMember2020-09-270000829224us-gaap:OtherLongTermInvestmentsMemberus-gaap:CorporateDebtSecuritiesMemberus-gaap:FairValueInputsLevel3Member2020-09-270000829224us-gaap:OtherLongTermInvestmentsMemberus-gaap:AssetBackedSecuritiesMember2020-09-270000829224us-gaap:OtherLongTermInvestmentsMemberus-gaap:AssetBackedSecuritiesMemberus-gaap:FairValueInputsLevel1Member2020-09-270000829224us-gaap:FairValueInputsLevel2Memberus-gaap:OtherLongTermInvestmentsMemberus-gaap:AssetBackedSecuritiesMember2020-09-270000829224us-gaap:OtherLongTermInvestmentsMemberus-gaap:AssetBackedSecuritiesMemberus-gaap:FairValueInputsLevel3Member2020-09-270000829224us-gaap:USStatesAndPoliticalSubdivisionsMemberus-gaap:OtherLongTermInvestmentsMember2020-09-270000829224us-gaap:USStatesAndPoliticalSubdivisionsMemberus-gaap:OtherLongTermInvestmentsMemberus-gaap:FairValueInputsLevel1Member2020-09-270000829224us-gaap:FairValueInputsLevel2Memberus-gaap:USStatesAndPoliticalSubdivisionsMemberus-gaap:OtherLongTermInvestmentsMember2020-09-270000829224us-gaap:USStatesAndPoliticalSubdivisionsMemberus-gaap:OtherLongTermInvestmentsMemberus-gaap:FairValueInputsLevel3Member2020-09-270000829224us-gaap:OtherLongTermInvestmentsMemberus-gaap:USTreasuryAndGovernmentMember2020-09-270000829224us-gaap:OtherLongTermInvestmentsMemberus-gaap:USTreasuryAndGovernmentMemberus-gaap:FairValueInputsLevel1Member2020-09-270000829224us-gaap:FairValueInputsLevel2Memberus-gaap:OtherLongTermInvestmentsMemberus-gaap:USTreasuryAndGovernmentMember2020-09-270000829224us-gaap:OtherLongTermInvestmentsMemberus-gaap:USTreasuryAndGovernmentMemberus-gaap:FairValueInputsLevel3Member2020-09-270000829224us-gaap:OtherLongTermInvestmentsMember2020-09-270000829224us-gaap:OtherLongTermInvestmentsMemberus-gaap:FairValueInputsLevel1Member2020-09-270000829224us-gaap:FairValueInputsLevel2Memberus-gaap:OtherLongTermInvestmentsMember2020-09-270000829224us-gaap:OtherLongTermInvestmentsMemberus-gaap:FairValueInputsLevel3Member2020-09-270000829224us-gaap:OtherNoncurrentAssetsMember2020-09-270000829224us-gaap:FairValueInputsLevel1Memberus-gaap:OtherNoncurrentAssetsMember2020-09-270000829224us-gaap:FairValueInputsLevel2Memberus-gaap:OtherNoncurrentAssetsMember2020-09-270000829224us-gaap:FairValueInputsLevel3Memberus-gaap:OtherNoncurrentAssetsMember2020-09-270000829224us-gaap:FairValueInputsLevel1Member2020-09-270000829224us-gaap:FairValueInputsLevel2Member2020-09-270000829224us-gaap:FairValueInputsLevel3Member2020-09-270000829224us-gaap:AccruedLiabilitiesMember2020-09-270000829224us-gaap:AccruedLiabilitiesMemberus-gaap:FairValueInputsLevel1Member2020-09-270000829224us-gaap:FairValueInputsLevel2Memberus-gaap:AccruedLiabilitiesMember2020-09-270000829224us-gaap:AccruedLiabilitiesMemberus-gaap:FairValueInputsLevel3Member2020-09-270000829224us-gaap:OtherNoncurrentLiabilitiesMember2020-09-270000829224us-gaap:FairValueInputsLevel1Memberus-gaap:OtherNoncurrentLiabilitiesMember2020-09-270000829224us-gaap:FairValueInputsLevel2Memberus-gaap:OtherNoncurrentLiabilitiesMember2020-09-270000829224us-gaap:FairValueInputsLevel3Memberus-gaap:OtherNoncurrentLiabilitiesMember2020-09-270000829224us-gaap:CashAndCashEquivalentsMember2019-09-290000829224us-gaap:CashAndCashEquivalentsMemberus-gaap:FairValueInputsLevel1Member2019-09-290000829224us-gaap:FairValueInputsLevel2Memberus-gaap:CashAndCashEquivalentsMember2019-09-290000829224us-gaap:CashAndCashEquivalentsMemberus-gaap:FairValueInputsLevel3Member2019-09-290000829224us-gaap:CommercialPaperMemberus-gaap:ShortTermInvestmentsMember2019-09-290000829224us-gaap:CommercialPaperMemberus-gaap:ShortTermInvestmentsMemberus-gaap:FairValueInputsLevel1Member2019-09-290000829224us-gaap:FairValueInputsLevel2Memberus-gaap:CommercialPaperMemberus-gaap:ShortTermInvestmentsMember2019-09-290000829224us-gaap:CommercialPaperMemberus-gaap:ShortTermInvestmentsMemberus-gaap:FairValueInputsLevel3Member2019-09-290000829224us-gaap:ShortTermInvestmentsMemberus-gaap:CorporateDebtSecuritiesMember2019-09-290000829224us-gaap:ShortTermInvestmentsMemberus-gaap:CorporateDebtSecuritiesMemberus-gaap:FairValueInputsLevel1Member2019-09-290000829224us-gaap:FairValueInputsLevel2Memberus-gaap:ShortTermInvestmentsMemberus-gaap:CorporateDebtSecuritiesMember2019-09-290000829224us-gaap:ShortTermInvestmentsMemberus-gaap:CorporateDebtSecuritiesMemberus-gaap:FairValueInputsLevel3Member2019-09-290000829224us-gaap:ShortTermInvestmentsMember2019-09-290000829224us-gaap:ShortTermInvestmentsMemberus-gaap:FairValueInputsLevel1Member2019-09-290000829224us-gaap:FairValueInputsLevel2Memberus-gaap:ShortTermInvestmentsMember2019-09-290000829224us-gaap:ShortTermInvestmentsMemberus-gaap:FairValueInputsLevel3Member2019-09-290000829224us-gaap:PrepaidExpensesAndOtherCurrentAssetsMember2019-09-290000829224us-gaap:PrepaidExpensesAndOtherCurrentAssetsMemberus-gaap:FairValueInputsLevel1Member2019-09-290000829224us-gaap:PrepaidExpensesAndOtherCurrentAssetsMemberus-gaap:FairValueInputsLevel2Member2019-09-290000829224us-gaap:PrepaidExpensesAndOtherCurrentAssetsMemberus-gaap:FairValueInputsLevel3Member2019-09-290000829224us-gaap:AuctionRateSecuritiesMemberus-gaap:OtherLongTermInvestmentsMember2019-09-290000829224us-gaap:AuctionRateSecuritiesMemberus-gaap:OtherLongTermInvestmentsMemberus-gaap:FairValueInputsLevel1Member2019-09-290000829224us-gaap:FairValueInputsLevel2Memberus-gaap:AuctionRateSecuritiesMemberus-gaap:OtherLongTermInvestmentsMember2019-09-290000829224us-gaap:AuctionRateSecuritiesMemberus-gaap:OtherLongTermInvestmentsMemberus-gaap:FairValueInputsLevel3Member2019-09-290000829224us-gaap:OtherLongTermInvestmentsMemberus-gaap:CorporateDebtSecuritiesMember2019-09-290000829224us-gaap:OtherLongTermInvestmentsMemberus-gaap:CorporateDebtSecuritiesMemberus-gaap:FairValueInputsLevel1Member2019-09-290000829224us-gaap:FairValueInputsLevel2Memberus-gaap:OtherLongTermInvestmentsMemberus-gaap:CorporateDebtSecuritiesMember2019-09-290000829224us-gaap:OtherLongTermInvestmentsMemberus-gaap:CorporateDebtSecuritiesMemberus-gaap:FairValueInputsLevel3Member2019-09-290000829224us-gaap:OtherLongTermInvestmentsMemberus-gaap:AssetBackedSecuritiesMember2019-09-290000829224us-gaap:OtherLongTermInvestmentsMemberus-gaap:AssetBackedSecuritiesMemberus-gaap:FairValueInputsLevel1Member2019-09-290000829224us-gaap:FairValueInputsLevel2Memberus-gaap:OtherLongTermInvestmentsMemberus-gaap:AssetBackedSecuritiesMember2019-09-290000829224us-gaap:OtherLongTermInvestmentsMemberus-gaap:AssetBackedSecuritiesMemberus-gaap:FairValueInputsLevel3Member2019-09-290000829224us-gaap:USStatesAndPoliticalSubdivisionsMemberus-gaap:OtherLongTermInvestmentsMember2019-09-290000829224us-gaap:USStatesAndPoliticalSubdivisionsMemberus-gaap:OtherLongTermInvestmentsMemberus-gaap:FairValueInputsLevel1Member2019-09-290000829224us-gaap:FairValueInputsLevel2Memberus-gaap:USStatesAndPoliticalSubdivisionsMemberus-gaap:OtherLongTermInvestmentsMember2019-09-290000829224us-gaap:USStatesAndPoliticalSubdivisionsMemberus-gaap:OtherLongTermInvestmentsMemberus-gaap:FairValueInputsLevel3Member2019-09-290000829224us-gaap:OtherLongTermInvestmentsMemberus-gaap:USTreasuryAndGovernmentMember2019-09-290000829224us-gaap:OtherLongTermInvestmentsMemberus-gaap:USTreasuryAndGovernmentMemberus-gaap:FairValueInputsLevel1Member2019-09-290000829224us-gaap:FairValueInputsLevel2Memberus-gaap:OtherLongTermInvestmentsMemberus-gaap:USTreasuryAndGovernmentMember2019-09-290000829224us-gaap:OtherLongTermInvestmentsMemberus-gaap:USTreasuryAndGovernmentMemberus-gaap:FairValueInputsLevel3Member2019-09-290000829224us-gaap:OtherLongTermInvestmentsMember2019-09-290000829224us-gaap:OtherLongTermInvestmentsMemberus-gaap:FairValueInputsLevel1Member2019-09-290000829224us-gaap:FairValueInputsLevel2Memberus-gaap:OtherLongTermInvestmentsMember2019-09-290000829224us-gaap:OtherLongTermInvestmentsMemberus-gaap:FairValueInputsLevel3Member2019-09-290000829224us-gaap:OtherNoncurrentAssetsMember2019-09-290000829224us-gaap:FairValueInputsLevel1Memberus-gaap:OtherNoncurrentAssetsMember2019-09-290000829224us-gaap:FairValueInputsLevel2Memberus-gaap:OtherNoncurrentAssetsMember2019-09-290000829224us-gaap:FairValueInputsLevel3Memberus-gaap:OtherNoncurrentAssetsMember2019-09-290000829224us-gaap:FairValueInputsLevel1Member2019-09-290000829224us-gaap:FairValueInputsLevel2Member2019-09-290000829224us-gaap:FairValueInputsLevel3Member2019-09-290000829224us-gaap:AccruedLiabilitiesMember2019-09-290000829224us-gaap:AccruedLiabilitiesMemberus-gaap:FairValueInputsLevel1Member2019-09-290000829224us-gaap:FairValueInputsLevel2Memberus-gaap:AccruedLiabilitiesMember2019-09-290000829224us-gaap:AccruedLiabilitiesMemberus-gaap:FairValueInputsLevel3Member2019-09-290000829224us-gaap:OtherNoncurrentLiabilitiesMember2019-09-290000829224us-gaap:FairValueInputsLevel1Memberus-gaap:OtherNoncurrentLiabilitiesMember2019-09-290000829224us-gaap:FairValueInputsLevel2Memberus-gaap:OtherNoncurrentLiabilitiesMember2019-09-290000829224us-gaap:FairValueInputsLevel3Memberus-gaap:OtherNoncurrentLiabilitiesMember2019-09-290000829224us-gaap:FixedPriceContractMember2019-09-302020-09-270000829224sbux:PriceToBeFixedContractMember2019-09-302020-09-2700008292242019-12-302020-03-290000829224sbux:TataStarbucksLimitedIndiaMember2020-09-270000829224sbux:StarbucksCoffeeKoreaCoLtdMember2020-09-270000829224sbux:NorthAmericaCoffeePartnershipMember2020-09-270000829224us-gaap:LandMember2020-09-270000829224us-gaap:LandMember2019-09-290000829224us-gaap:BuildingMember2020-09-270000829224us-gaap:BuildingMember2019-09-290000829224us-gaap:LeaseholdImprovementsMember2020-09-270000829224us-gaap:LeaseholdImprovementsMember2019-09-290000829224sbux:StoreEquipmentMember2020-09-270000829224sbux:StoreEquipmentMember2019-09-290000829224sbux:RoastingEquipmentMember2020-09-270000829224sbux:RoastingEquipmentMember2019-09-290000829224us-gaap:FurnitureAndFixturesMember2020-09-270000829224us-gaap:FurnitureAndFixturesMember2019-09-290000829224us-gaap:ConstructionInProgressMember2020-09-270000829224us-gaap:ConstructionInProgressMember2019-09-290000829224sbux:TradeNamesTrademarksandPatentsMember2020-06-280000829224sbux:TradeNamesTrademarksandPatentsMember2020-03-302020-06-280000829224sbux:TradeNamesTrademarksandPatentsMember2020-09-270000829224sbux:TradeNamesTrademarksandPatentsMember2019-09-290000829224us-gaap:ContractBasedIntangibleAssetsMember2020-09-270000829224us-gaap:ContractBasedIntangibleAssetsMember2019-09-290000829224us-gaap:TradeSecretsMember2020-09-270000829224us-gaap:TradeSecretsMember2019-09-290000829224sbux:TradeNamesTrademarksandPatentsMember2020-09-270000829224sbux:TradeNamesTrademarksandPatentsMember2019-09-290000829224us-gaap:LicensingAgreementsMember2020-09-270000829224us-gaap:LicensingAgreementsMember2019-09-290000829224us-gaap:OtherIntangibleAssetsMember2020-09-270000829224us-gaap:OtherIntangibleAssetsMember2019-09-290000829224sbux:AmericasSegmentMember2018-09-300000829224sbux:InternationalSegmentMember2018-09-300000829224sbux:ChannelDevelopmentMember2018-09-300000829224us-gaap:CorporateAndOtherMember2018-09-300000829224sbux:AmericasSegmentMember2018-10-012019-09-290000829224sbux:InternationalSegmentMember2018-10-012019-09-290000829224sbux:ChannelDevelopmentMember2018-10-012019-09-290000829224us-gaap:CorporateAndOtherMember2018-10-012019-09-290000829224sbux:AmericasSegmentMember2019-09-290000829224sbux:InternationalSegmentMember2019-09-290000829224sbux:ChannelDevelopmentMember2019-09-290000829224us-gaap:CorporateAndOtherMember2019-09-290000829224sbux:AmericasSegmentMember2019-09-302020-09-270000829224sbux:InternationalSegmentMember2019-09-302020-09-270000829224sbux:ChannelDevelopmentMember2019-09-302020-09-270000829224us-gaap:CorporateAndOtherMember2019-09-302020-09-270000829224sbux:AmericasSegmentMember2020-09-270000829224sbux:InternationalSegmentMember2020-09-270000829224sbux:ChannelDevelopmentMember2020-09-270000829224us-gaap:CorporateAndOtherMember2020-09-270000829224us-gaap:LineOfCreditMembersbux:TwothousandeighteencreditfacilityMember2020-09-270000829224us-gaap:LineOfCreditMembersbux:ThreehundredsixtyfourdaycreditfacilityMember2020-09-270000829224us-gaap:LineOfCreditMembersbux:TwothousandeighteencreditfacilityMember2019-09-302020-09-270000829224us-gaap:LineOfCreditMemberus-gaap:EurodollarMembersbux:TwothousandeighteencreditfacilityMember2019-09-302020-09-270000829224us-gaap:LineOfCreditMemberus-gaap:BaseRateMembersbux:TwothousandeighteencreditfacilityMember2019-09-302020-09-270000829224us-gaap:LineOfCreditMembersbux:ThreehundredsixtyfourdaycreditfacilityMember2019-09-302020-09-270000829224us-gaap:LineOfCreditMemberus-gaap:EurodollarMembersbux:ThreehundredsixtyfourdaycreditfacilityMember2019-09-302020-09-270000829224us-gaap:LineOfCreditMembersbux:ThreehundredsixtyfourdaycreditfacilityMemberus-gaap:BaseRateMember2019-09-302020-09-270000829224us-gaap:LineOfCreditMember2019-09-302020-09-270000829224us-gaap:LineOfCreditMember2020-09-270000829224us-gaap:CommercialPaperMember2020-09-270000829224srt:MaximumMemberus-gaap:CommercialPaperMember2019-09-302020-09-27iso4217:JPY0000829224sbux:A1BillionYenCreditFacilityMemberus-gaap:LineOfCreditMembercurrency:JPY2020-09-270000829224us-gaap:LineOfCreditMembersbux:A5BillionYenCreditFacilityMembercurrency:JPY2020-09-270000829224us-gaap:LineOfCreditMembersbux:A5BillionYenCreditFacilityMember2020-09-270000829224us-gaap:LineOfCreditMembersbux:A5BillionYenCreditFacilityMember2020-12-312020-12-310000829224sbux:TokyoInterbankOfferedRateTIBORMemberus-gaap:LineOfCreditMembersrt:MaximumMembersbux:A5BillionYenCreditFacilityMember2019-09-302020-09-270000829224sbux:A2BillionYenCreditFacilityMemberus-gaap:LineOfCreditMembercurrency:JPY2020-09-270000829224us-gaap:LineOfCreditMembersbux:A10BillionYenCreditFacilityMembercurrency:JPY2020-09-270000829224us-gaap:LineOfCreditMembersbux:A10BillionYenCreditFacilityMember2020-09-270000829224us-gaap:LineOfCreditMembersbux:A10BillionYenCreditFacilityMember2021-03-262021-03-260000829224sbux:TokyoInterbankOfferedRateTIBORMemberus-gaap:LineOfCreditMembersbux:A10BillionYenCreditFacilityMember2019-09-302020-09-270000829224us-gaap:LineOfCreditMembersbux:A5BillionAnd10BillionYenCreditFacilityMembercurrency:JPY2020-09-270000829224us-gaap:LineOfCreditMembersbux:A5BillionAnd10BillionYenCreditFacilityMember2020-09-270000829224sbux:TwoPointTwoPercentageSeniorNotesMember2020-09-270000829224us-gaap:FairValueInputsLevel2Membersbux:TwoPointTwoPercentageSeniorNotesMember2020-09-270000829224sbux:TwoPointTwoPercentageSeniorNotesMember2019-09-290000829224us-gaap:FairValueInputsLevel2Membersbux:TwoPointTwoPercentageSeniorNotesMember2019-09-290000829224sbux:TwoPointOnePercentageSeniorNotesMember2020-09-270000829224us-gaap:FairValueInputsLevel2Membersbux:TwoPointOnePercentageSeniorNotesMember2020-09-270000829224sbux:TwoPointOnePercentageSeniorNotesMember2019-09-290000829224us-gaap:FairValueInputsLevel2Membersbux:TwoPointOnePercentageSeniorNotesMember2019-09-290000829224sbux:OnePointThreePercentageSeniorNotesMember2020-09-270000829224sbux:OnePointThreePercentageSeniorNotesMemberus-gaap:FairValueInputsLevel2Member2020-09-270000829224sbux:OnePointThreePercentageSeniorNotesMember2019-09-290000829224sbux:OnePointThreePercentageSeniorNotesMemberus-gaap:FairValueInputsLevel2Member2019-09-290000829224sbux:TwoPointSevenPercentageSeniorNotesMember2020-09-270000829224us-gaap:FairValueInputsLevel2Membersbux:TwoPointSevenPercentageSeniorNotesMember2020-09-270000829224sbux:TwoPointSevenPercentageSeniorNotesMember2019-09-290000829224us-gaap:FairValueInputsLevel2Membersbux:TwoPointSevenPercentageSeniorNotesMember2019-09-290000829224sbux:ThreePointOnePercentageSeniorNotesMember2020-09-270000829224us-gaap:FairValueInputsLevel2Membersbux:ThreePointOnePercentageSeniorNotesMember2020-09-270000829224sbux:ThreePointOnePercentageSeniorNotesMember2019-09-290000829224us-gaap:FairValueInputsLevel2Membersbux:ThreePointOnePercentageSeniorNotesMember2019-09-290000829224sbux:ThreePointEightFivePercentageSeniorNotesMember2020-09-270000829224us-gaap:FairValueInputsLevel2Membersbux:ThreePointEightFivePercentageSeniorNotesMember2020-09-270000829224sbux:ThreePointEightFivePercentageSeniorNotesMember2019-09-290000829224us-gaap:FairValueInputsLevel2Membersbux:ThreePointEightFivePercentageSeniorNotesMember2019-09-290000829224sbux:PointThreeSevenTwoPercentageYenDenominatedSeniorNotesMember2020-09-270000829224us-gaap:FairValueInputsLevel2Membersbux:PointThreeSevenTwoPercentageYenDenominatedSeniorNotesMember2020-09-270000829224sbux:PointThreeSevenTwoPercentageYenDenominatedSeniorNotesMember2019-09-290000829224us-gaap:FairValueInputsLevel2Membersbux:PointThreeSevenTwoPercentageYenDenominatedSeniorNotesMember2019-09-290000829224sbux:ThreePointEightPercentageSeniorNotesMember2020-09-270000829224us-gaap:FairValueInputsLevel2Membersbux:ThreePointEightPercentageSeniorNotesMember2020-09-270000829224sbux:ThreePointEightPercentageSeniorNotesMember2019-09-290000829224us-gaap:FairValueInputsLevel2Membersbux:ThreePointEightPercentageSeniorNotesMember2019-09-290000829224sbux:TwoPointFourFivePercentageSeniorNotesMember2020-09-270000829224sbux:TwoPointFourFivePercentageSeniorNotesMemberus-gaap:FairValueInputsLevel2Member2020-09-270000829224sbux:TwoPointFourFivePercentageSeniorNotesMember2019-09-290000829224sbux:TwoPointFourFivePercentageSeniorNotesMemberus-gaap:FairValueInputsLevel2Member2019-09-290000829224sbux:TwoPointZeroPercentageSeniorNotesMember2020-09-270000829224us-gaap:FairValueInputsLevel2Membersbux:TwoPointZeroPercentageSeniorNotesMember2020-09-270000829224sbux:TwoPointZeroPercentageSeniorNotesMember2019-09-290000829224us-gaap:FairValueInputsLevel2Membersbux:TwoPointZeroPercentageSeniorNotesMember2019-09-290000829224sbux:ThreePointFivePercentageSeniorNotesMember2020-09-270000829224us-gaap:FairValueInputsLevel2Membersbux:ThreePointFivePercentageSeniorNotesMember2020-09-270000829224sbux:ThreePointFivePercentageSeniorNotesMember2019-09-290000829224us-gaap:FairValueInputsLevel2Membersbux:ThreePointFivePercentageSeniorNotesMember2019-09-290000829224sbux:FourPointZeroPercentageSeniorNotesMember2020-09-270000829224us-gaap:FairValueInputsLevel2Membersbux:FourPointZeroPercentageSeniorNotesMember2020-09-270000829224sbux:FourPointZeroPercentageSeniorNotesMember2019-09-290000829224us-gaap:FairValueInputsLevel2Membersbux:FourPointZeroPercentageSeniorNotesMember2019-09-290000829224sbux:ThreePointFiveFivePercentageSeniorNotesMemberMember2020-09-270000829224sbux:ThreePointFiveFivePercentageSeniorNotesMemberMemberus-gaap:FairValueInputsLevel2Member2020-09-270000829224sbux:ThreePointFiveFivePercentageSeniorNotesMemberMember2019-09-290000829224sbux:ThreePointFiveFivePercentageSeniorNotesMemberMemberus-gaap:FairValueInputsLevel2Member2019-09-290000829224sbux:TwoPointTwoFivePercentageSeniorNotesMember2020-09-270000829224us-gaap:FairValueInputsLevel2Membersbux:TwoPointTwoFivePercentageSeniorNotesMember2020-09-270000829224sbux:TwoPointTwoFivePercentageSeniorNotesMember2019-09-290000829224us-gaap:FairValueInputsLevel2Membersbux:TwoPointTwoFivePercentageSeniorNotesMember2019-09-290000829224sbux:TwoPointFiveFiveSeniorNotesMember2020-09-270000829224us-gaap:FairValueInputsLevel2Membersbux:TwoPointFiveFiveSeniorNotesMember2020-09-270000829224sbux:TwoPointFiveFiveSeniorNotesMember2019-09-290000829224us-gaap:FairValueInputsLevel2Membersbux:TwoPointFiveFiveSeniorNotesMember2019-09-290000829224sbux:FourPointThreePercentageSeniorNotesMember2020-09-270000829224sbux:FourPointThreePercentageSeniorNotesMemberus-gaap:FairValueInputsLevel2Member2020-09-270000829224sbux:FourPointThreePercentageSeniorNotesMember2019-09-290000829224sbux:FourPointThreePercentageSeniorNotesMemberus-gaap:FairValueInputsLevel2Member2019-09-290000829224sbux:ThreePointSevenFivePercentageSeniorNotesMember2020-09-270000829224us-gaap:FairValueInputsLevel2Membersbux:ThreePointSevenFivePercentageSeniorNotesMember2020-09-270000829224sbux:ThreePointSevenFivePercentageSeniorNotesMember2019-09-290000829224us-gaap:FairValueInputsLevel2Membersbux:ThreePointSevenFivePercentageSeniorNotesMember2019-09-290000829224sbux:FourPointFivePercentageSeniorNotesMember2020-09-270000829224sbux:FourPointFivePercentageSeniorNotesMemberus-gaap:FairValueInputsLevel2Member2020-09-270000829224sbux:FourPointFivePercentageSeniorNotesMember2019-09-290000829224sbux:FourPointFivePercentageSeniorNotesMemberus-gaap:FairValueInputsLevel2Member2019-09-290000829224sbux:FourPointFourFivePercentageSeniorNotesMemberMember2020-09-270000829224sbux:FourPointFourFivePercentageSeniorNotesMemberMemberus-gaap:FairValueInputsLevel2Member2020-09-270000829224sbux:FourPointFourFivePercentageSeniorNotesMemberMember2019-09-290000829224sbux:FourPointFourFivePercentageSeniorNotesMemberMemberus-gaap:FairValueInputsLevel2Member2019-09-290000829224sbux:ThreePointThreeFivePercentageSeniorNotesMember2020-09-270000829224us-gaap:FairValueInputsLevel2Membersbux:ThreePointThreeFivePercentageSeniorNotesMember2020-09-270000829224sbux:ThreePointThreeFivePercentageSeniorNotesMember2019-09-290000829224us-gaap:FairValueInputsLevel2Membersbux:ThreePointThreeFivePercentageSeniorNotesMember2019-09-290000829224sbux:ThreePointFivePercentageSeniorNotesDueNov2050Member2020-09-270000829224us-gaap:FairValueInputsLevel2Membersbux:ThreePointFivePercentageSeniorNotesDueNov2050Member2020-09-270000829224sbux:ThreePointFivePercentageSeniorNotesDueNov2050Member2019-09-290000829224us-gaap:FairValueInputsLevel2Membersbux:ThreePointFivePercentageSeniorNotesDueNov2050Member2019-09-290000829224srt:MinimumMember2020-09-270000829224srt:MaximumMember2020-09-270000829224sbux:AssetsHeldunderFinancingLeasesMember2019-09-290000829224sbux:AssetsHeldunderFinancingLeasesMember2018-09-300000829224us-gaap:ContractTerminationMemberus-gaap:RestructuringChargesMember2018-10-012019-09-290000829224us-gaap:ContractTerminationMemberus-gaap:RestructuringChargesMember2017-10-022018-09-3000008292242018-08-2600008292242018-08-262018-08-260000829224sbux:NestleGlobalCoffeeAllianceMember2020-09-270000829224sbux:NestleGlobalCoffeeAllianceMember2019-09-290000829224sbux:StoredValueCardsAndLoyaltyProgramBreakageInPriorYearDomain2019-09-290000829224sbux:StoredValueCardsAndLoyaltyProgramBreakageInPriorYearDomain2019-09-302020-09-270000829224sbux:StoredValueCardsAndLoyaltyProgramBreakageInPriorYearDomain2020-09-270000829224sbux:StoredValueCardsAndLoyaltyProgramBreakageInPriorYearDomain2018-09-300000829224sbux:StoredValueCardbreakagerevenueDomainsbux:StoredValueCardsAndLoyaltyProgramBreakageInPriorYearDomain2018-09-300000829224sbux:StoredValueCardsAndLoyaltyProgramBreakageInPriorYearDomain2018-10-010000829224sbux:StoredValueCardsAndLoyaltyProgramBreakageInPriorYearDomain2018-10-012019-09-290000829224sbux:SeptemberASRMember2018-09-300000829224sbux:SeptemberASRMember2018-10-020000829224sbux:SeptemberASRMember2019-03-012019-03-310000829224sbux:SeptemberASRMember2019-03-200000829224sbux:SeptemberASRMember2018-10-012019-03-310000829224sbux:MarchASRMember2019-03-310000829224sbux:MarchASRMember2019-03-230000829224sbux:MarchASRMember2019-06-012019-06-300000829224sbux:MarchASRMember2019-06-180000829224sbux:MarchASRMember2018-10-012019-06-300000829224sbux:OpenMarketMember2018-10-012019-09-290000829224sbux:OpenMarketMember2018-11-010000829224sbux:OpenMarketMember2020-03-180000829224sbux:OpenMarketMember2019-09-302020-09-270000829224us-gaap:AccumulatedNetUnrealizedInvestmentGainLossMember2019-09-290000829224us-gaap:AccumulatedNetGainLossFromDesignatedOrQualifyingCashFlowHedgesMember2019-09-290000829224sbux:AccumulatedNetInvestmentHedgeGainLossAttributabletoParentMember2019-09-290000829224us-gaap:AccumulatedTranslationAdjustmentMember2019-09-290000829224us-gaap:AccumulatedNetUnrealizedInvestmentGainLossMember2019-09-302020-09-270000829224us-gaap:AccumulatedNetGainLossFromDesignatedOrQualifyingCashFlowHedgesMember2019-09-302020-09-270000829224sbux:AccumulatedNetInvestmentHedgeGainLossAttributabletoParentMember2019-09-302020-09-270000829224us-gaap:AccumulatedNetUnrealizedInvestmentGainLossMember2020-09-270000829224us-gaap:AccumulatedNetGainLossFromDesignatedOrQualifyingCashFlowHedgesMember2020-09-270000829224sbux:AccumulatedNetInvestmentHedgeGainLossAttributabletoParentMember2020-09-270000829224us-gaap:AccumulatedTranslationAdjustmentMember2020-09-270000829224us-gaap:AccumulatedNetUnrealizedInvestmentGainLossMember2018-09-300000829224us-gaap:AccumulatedNetGainLossFromDesignatedOrQualifyingCashFlowHedgesMember2018-09-300000829224sbux:AccumulatedNetInvestmentHedgeGainLossAttributabletoParentMember2018-09-300000829224us-gaap:AccumulatedTranslationAdjustmentMember2018-09-300000829224us-gaap:AccumulatedNetUnrealizedInvestmentGainLossMember2018-10-012019-09-290000829224us-gaap:AccumulatedNetGainLossFromDesignatedOrQualifyingCashFlowHedgesMember2018-10-012019-09-290000829224sbux:AccumulatedNetInvestmentHedgeGainLossAttributabletoParentMember2018-10-012019-09-290000829224us-gaap:AccumulatedNetUnrealizedInvestmentGainLossMember2017-10-010000829224us-gaap:AccumulatedNetGainLossFromDesignatedOrQualifyingCashFlowHedgesMember2017-10-010000829224sbux:AccumulatedNetInvestmentHedgeGainLossAttributabletoParentMember2017-10-010000829224us-gaap:AccumulatedTranslationAdjustmentMember2017-10-010000829224us-gaap:AccumulatedNetUnrealizedInvestmentGainLossMember2017-10-022018-09-300000829224us-gaap:AccumulatedNetGainLossFromDesignatedOrQualifyingCashFlowHedgesMember2017-10-022018-09-300000829224sbux:AccumulatedNetInvestmentHedgeGainLossAttributabletoParentMember2017-10-022018-09-300000829224us-gaap:AccumulatedNetUnrealizedInvestmentGainLossMemberus-gaap:ReclassificationOutOfAccumulatedOtherComprehensiveIncomeMember2019-09-302020-09-270000829224us-gaap:AccumulatedNetUnrealizedInvestmentGainLossMemberus-gaap:ReclassificationOutOfAccumulatedOtherComprehensiveIncomeMember2018-10-012019-09-290000829224us-gaap:AccumulatedNetUnrealizedInvestmentGainLossMemberus-gaap:ReclassificationOutOfAccumulatedOtherComprehensiveIncomeMember2017-10-022018-09-300000829224us-gaap:AccumulatedNetGainLossFromDesignatedOrQualifyingCashFlowHedgesMemberus-gaap:ReclassificationOutOfAccumulatedOtherComprehensiveIncomeMember2019-09-302020-09-270000829224us-gaap:AccumulatedNetGainLossFromDesignatedOrQualifyingCashFlowHedgesMemberus-gaap:ReclassificationOutOfAccumulatedOtherComprehensiveIncomeMember2018-10-012019-09-290000829224us-gaap:AccumulatedNetGainLossFromDesignatedOrQualifyingCashFlowHedgesMemberus-gaap:ReclassificationOutOfAccumulatedOtherComprehensiveIncomeMember2017-10-022018-09-300000829224sbux:AccumulatedNetInvestmentHedgeGainLossAttributabletoParentMemberus-gaap:ReclassificationOutOfAccumulatedOtherComprehensiveIncomeMember2019-09-302020-09-270000829224sbux:AccumulatedNetInvestmentHedgeGainLossAttributabletoParentMemberus-gaap:ReclassificationOutOfAccumulatedOtherComprehensiveIncomeMember2018-10-012019-09-290000829224sbux:AccumulatedNetInvestmentHedgeGainLossAttributabletoParentMemberus-gaap:ReclassificationOutOfAccumulatedOtherComprehensiveIncomeMember2017-10-022018-09-300000829224sbux:BrazilRetailOperationsMemberus-gaap:AccumulatedTranslationAdjustmentMemberus-gaap:ReclassificationOutOfAccumulatedOtherComprehensiveIncomeMember2019-09-302020-09-270000829224sbux:BrazilRetailOperationsMemberus-gaap:AccumulatedTranslationAdjustmentMemberus-gaap:ReclassificationOutOfAccumulatedOtherComprehensiveIncomeMember2018-10-012019-09-290000829224sbux:BrazilRetailOperationsMemberus-gaap:AccumulatedTranslationAdjustmentMemberus-gaap:ReclassificationOutOfAccumulatedOtherComprehensiveIncomeMember2017-10-022018-09-300000829224sbux:EastChinaJVMemberus-gaap:AccumulatedTranslationAdjustmentMemberus-gaap:ReclassificationOutOfAccumulatedOtherComprehensiveIncomeMember2019-09-302020-09-270000829224sbux:EastChinaJVMemberus-gaap:AccumulatedTranslationAdjustmentMemberus-gaap:ReclassificationOutOfAccumulatedOtherComprehensiveIncomeMember2018-10-012019-09-290000829224sbux:EastChinaJVMemberus-gaap:AccumulatedTranslationAdjustmentMemberus-gaap:ReclassificationOutOfAccumulatedOtherComprehensiveIncomeMember2017-10-022018-09-300000829224sbux:TaiwanJVMemberus-gaap:AccumulatedTranslationAdjustmentMemberus-gaap:ReclassificationOutOfAccumulatedOtherComprehensiveIncomeMember2019-09-302020-09-270000829224sbux:TaiwanJVMemberus-gaap:AccumulatedTranslationAdjustmentMemberus-gaap:ReclassificationOutOfAccumulatedOtherComprehensiveIncomeMember2018-10-012019-09-290000829224sbux:TaiwanJVMemberus-gaap:AccumulatedTranslationAdjustmentMemberus-gaap:ReclassificationOutOfAccumulatedOtherComprehensiveIncomeMember2017-10-022018-09-300000829224sbux:ThailandRetailOperationsMemberus-gaap:AccumulatedTranslationAdjustmentMemberus-gaap:ReclassificationOutOfAccumulatedOtherComprehensiveIncomeMember2019-09-302020-09-270000829224sbux:ThailandRetailOperationsMemberus-gaap:AccumulatedTranslationAdjustmentMemberus-gaap:ReclassificationOutOfAccumulatedOtherComprehensiveIncomeMember2018-10-012019-09-290000829224sbux:ThailandRetailOperationsMemberus-gaap:AccumulatedTranslationAdjustmentMemberus-gaap:ReclassificationOutOfAccumulatedOtherComprehensiveIncomeMember2017-10-022018-09-300000829224us-gaap:AccumulatedTranslationAdjustmentMemberus-gaap:ReclassificationOutOfAccumulatedOtherComprehensiveIncomeMember2019-09-302020-09-270000829224us-gaap:AccumulatedTranslationAdjustmentMemberus-gaap:ReclassificationOutOfAccumulatedOtherComprehensiveIncomeMember2018-10-012019-09-290000829224us-gaap:AccumulatedTranslationAdjustmentMemberus-gaap:ReclassificationOutOfAccumulatedOtherComprehensiveIncomeMember2017-10-022018-09-300000829224sbux:StockOptionsAndRestrictedStockUnitsMember2020-09-270000829224us-gaap:EmployeeStockMember2020-09-270000829224us-gaap:EmployeeStockOptionMember2019-09-302020-09-270000829224us-gaap:EmployeeStockOptionMember2018-10-012019-09-290000829224us-gaap:EmployeeStockOptionMember2017-10-022018-09-300000829224us-gaap:RestrictedStockUnitsRSUMember2019-09-302020-09-270000829224us-gaap:RestrictedStockUnitsRSUMember2018-10-012019-09-290000829224us-gaap:RestrictedStockUnitsRSUMember2017-10-022018-09-300000829224srt:DirectorMembersrt:MaximumMemberus-gaap:EmployeeStockOptionMember2019-09-302020-09-270000829224us-gaap:EmployeeStockOptionMember2020-09-270000829224us-gaap:RestrictedStockUnitsRSUMember2019-09-290000829224us-gaap:RestrictedStockUnitsRSUMember2020-09-270000829224srt:SubsidiariesMember2020-09-270000829224sbux:ExpirationindefiniteMember2020-09-270000829224sbux:Expirationbeginningfiscal2024Member2020-09-270000829224sbux:ExpirationBeginningFiscal2029Member2020-09-270000829224sbux:Expirationbeginningfiscal2021Domain2020-09-270000829224us-gaap:EmployeeStockOptionMember2019-09-302020-09-270000829224us-gaap:EmployeeStockOptionMember2018-10-012019-09-290000829224us-gaap:EmployeeStockOptionMember2017-10-022018-09-300000829224us-gaap:OperatingSegmentsMembersbux:AmericasandInternationalSegmentMemberDomain2019-09-302020-09-270000829224us-gaap:OperatingSegmentsMembersbux:ChannelDevelopmentMember2019-09-302020-09-270000829224sbux:BeverageMember2019-09-302020-09-270000829224sbux:BeverageMemberus-gaap:SalesRevenueNetMember2019-09-302020-09-270000829224sbux:BeverageMember2018-10-012019-09-290000829224sbux:BeverageMemberus-gaap:SalesRevenueNetMember2018-10-012019-09-290000829224sbux:BeverageMember2017-10-022018-09-300000829224sbux:BeverageMemberus-gaap:SalesRevenueNetMember2017-10-022018-09-300000829224sbux:FoodMember2019-09-302020-09-270000829224sbux:FoodMemberus-gaap:SalesRevenueNetMember2019-09-302020-09-270000829224sbux:FoodMember2018-10-012019-09-290000829224sbux:FoodMemberus-gaap:SalesRevenueNetMember2018-10-012019-09-290000829224sbux:FoodMember2017-10-022018-09-300000829224sbux:FoodMemberus-gaap:SalesRevenueNetMember2017-10-022018-09-300000829224sbux:OtherProductsMember2019-09-302020-09-270000829224sbux:OtherProductsMemberus-gaap:SalesRevenueNetMember2019-09-302020-09-270000829224sbux:OtherProductsMember2018-10-012019-09-290000829224sbux:OtherProductsMemberus-gaap:SalesRevenueNetMember2018-10-012019-09-290000829224sbux:OtherProductsMember2017-10-022018-09-300000829224sbux:OtherProductsMemberus-gaap:SalesRevenueNetMember2017-10-022018-09-300000829224us-gaap:SalesRevenueNetMember2019-09-302020-09-270000829224us-gaap:SalesRevenueNetMember2018-10-012019-09-290000829224us-gaap:SalesRevenueNetMember2017-10-022018-09-300000829224country:US2019-09-302020-09-270000829224country:US2018-10-012019-09-290000829224country:US2017-10-022018-09-300000829224country:CN2019-09-302020-09-270000829224country:CN2018-10-012019-09-290000829224country:CN2017-10-022018-09-300000829224us-gaap:NonUsMember2019-09-302020-09-270000829224us-gaap:NonUsMember2018-10-012019-09-290000829224us-gaap:NonUsMember2017-10-022018-09-300000829224country:US2020-09-270000829224country:US2019-09-290000829224country:US2018-09-300000829224country:CN2020-09-270000829224country:CN2019-09-290000829224country:CN2018-09-300000829224us-gaap:NonUsMember2020-09-270000829224us-gaap:NonUsMember2019-09-290000829224us-gaap:NonUsMember2018-09-300000829224us-gaap:SalesRevenueNetMembersbux:JapanCanadaAndTheUKMemberDomain2019-09-302020-09-270000829224sbux:AmericasSegmentMemberus-gaap:OperatingSegmentsMember2019-09-302020-09-270000829224sbux:InternationalSegmentMemberus-gaap:OperatingSegmentsMember2019-09-302020-09-270000829224us-gaap:OperatingSegmentsMemberus-gaap:CorporateAndOtherMember2019-09-302020-09-270000829224sbux:AmericasSegmentMemberus-gaap:OperatingSegmentsMember2020-09-270000829224sbux:InternationalSegmentMemberus-gaap:OperatingSegmentsMember2020-09-270000829224us-gaap:OperatingSegmentsMembersbux:ChannelDevelopmentMember2020-09-270000829224us-gaap:OperatingSegmentsMemberus-gaap:CorporateAndOtherMember2020-09-270000829224sbux:AmericasSegmentMemberus-gaap:OperatingSegmentsMember2018-10-012019-09-290000829224sbux:InternationalSegmentMemberus-gaap:OperatingSegmentsMember2018-10-012019-09-290000829224us-gaap:OperatingSegmentsMembersbux:ChannelDevelopmentMember2018-10-012019-09-290000829224us-gaap:OperatingSegmentsMemberus-gaap:CorporateAndOtherMember2018-10-012019-09-290000829224sbux:AmericasSegmentMemberus-gaap:OperatingSegmentsMember2019-09-290000829224sbux:InternationalSegmentMemberus-gaap:OperatingSegmentsMember2019-09-290000829224us-gaap:OperatingSegmentsMembersbux:ChannelDevelopmentMember2019-09-290000829224us-gaap:OperatingSegmentsMemberus-gaap:CorporateAndOtherMember2019-09-290000829224sbux:AmericasSegmentMemberus-gaap:OperatingSegmentsMember2017-10-022018-09-300000829224sbux:InternationalSegmentMemberus-gaap:OperatingSegmentsMember2017-10-022018-09-300000829224us-gaap:OperatingSegmentsMembersbux:ChannelDevelopmentMember2017-10-022018-09-300000829224us-gaap:OperatingSegmentsMemberus-gaap:CorporateAndOtherMember2017-10-022018-09-300000829224sbux:AmericasSegmentMemberus-gaap:OperatingSegmentsMember2018-09-300000829224sbux:InternationalSegmentMemberus-gaap:OperatingSegmentsMember2018-09-300000829224us-gaap:OperatingSegmentsMembersbux:ChannelDevelopmentMember2018-09-300000829224us-gaap:OperatingSegmentsMemberus-gaap:CorporateAndOtherMember2018-09-3000008292242019-09-302019-12-2900008292242020-03-302020-06-2800008292242020-06-292020-09-2700008292242018-10-012018-12-3000008292242018-12-312019-03-3100008292242019-04-012019-06-3000008292242019-07-012019-09-29
Table of Contents
UNITED STATES SECURITIES AND EXCHANGE COMMISSION
Washington, DC 20549
Form 10-K
ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
For the Fiscal Year Ended September 27, 2020
or
TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
For the transition period from            to            .
Commission File Number: 0-20322
Starbucks Corporation
(Exact Name of Registrant as Specified in its Charter)
sbux-20200927_g1.jpg
Washington91-1325671
(State of Incorporation)(IRS Employer ID)
2401 Utah Avenue South, Seattle, Washington 98134
(206) 447-1575
(Address of principal executive office, zip code, telephone number)
Securities Registered Pursuant to Section 12(b) of the Act:
Title of Each ClassTrading SymbolName of Each Exchange on Which Registered
Common Stock, $0.001 par value per shareSBUXNasdaq Global Select Market
Securities Registered Pursuant to Section 12(g) of the Act: None
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act.       Yes  x    No  ¨
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act.     Yes  ¨ No  x
Indicate by check mark whether the registrant: (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days.    Yes  x    No  ¨
Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of Regulation S-T (§ 232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit such files).    Yes  x    No  ¨
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, a smaller reporting company, or an emerging growth company. See the definitions of “large accelerated filer,” “accelerated filer,” “smaller reporting company” and “emerging growth company” in Rule 12b-2 of the Exchange Act.
Large accelerated filerxAccelerated filer
¨

Non-accelerated filer
¨

Smaller reporting company
Emerging growth company

If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. ¨
Indicate by check mark whether the registrant has filed a report on and attestation to its management's assessment of the effectiveness of its internal control over financial reporting under Section 404(b) of the Sarbanes-Oxley Act (15 U.S.C. 7262(b)) by the registered public accounting firm that prepared or issued its audit report.  x
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Act).    Yes       No  x

The aggregate market value of the voting stock held by non-affiliates of the registrant as of the last business day of the registrant’s most recently completed second fiscal quarter, based upon the closing sale price of the registrant’s common stock on March 29, 2020 as reported on the NASDAQ Global Select Market was $77.4 billion. As of November 6, 2020, there were 1,173.7 million shares of the registrant’s Common Stock outstanding.


Table of Contents

DOCUMENTS INCORPORATED BY REFERENCE
Portions of the definitive Proxy Statement for the registrant’s Annual Meeting of Shareholders to be held on March 17, 2021 have been incorporated by reference into Part III of this Annual Report on Form 10-K.


Table of Contents
STARBUCKS CORPORATION
Form 10-K
For the Fiscal Year Ended September 27, 2020
TABLE OF CONTENTS
PART I
Item 1
Item 1A
Item 1B
Item 2
Item 3
Item 4
PART II
Item 5
Item 6
Item 7
Item 7A
Item 8
Item 9
Item 9A
Item 9B
PART III
Item 10
Item 11
Item 12
Item 13
Item 14
PART IV
Item 15
 


Table of Contents
CAUTIONARY NOTE REGARDING FORWARD-LOOKING STATEMENTS
This Annual Report on Form 10-K includes “forward-looking” statements within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking statements can be identified by the fact that they do not relate strictly to historical or current facts. They often include words such as “believes,” “expects,” “anticipates,” “estimates,” “intends,” “plans,” “seeks” or words of similar meaning, or future or conditional verbs, such as “will,” “should,” “could,” “may,” “aims,” “intends,” or “projects.” A forward-looking statement is neither a prediction nor a guarantee of future events or circumstances, and those future events or circumstances may not occur. You should not place undue reliance on forward-looking statements, which speak only as of the date of this Annual Report on Form 10-K. These forward-looking statements are all based on currently available operating, financial and competitive information and are subject to various risks and uncertainties. Our actual future results and trends may differ materially depending on a variety of factors, including, but not limited to, the risks and uncertainties discussed under “Risk Factors” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations.” Given these risks and uncertainties, you should not rely on forward-looking statements as a prediction of actual results. Any or all of the forward-looking statements contained in this Annual Report on Form 10-K and any other public statement made by us, including by our management, may turn out to be incorrect. We are including this cautionary note to make applicable and take advantage of the safe harbor provisions of the Private Securities Litigation Reform Act of 1995 for forward-looking statements. We expressly disclaim any obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise.
1

Table of Contents
PART I
Item 1. Business
General
Starbucks is the premier roaster, marketer and retailer of specialty coffee in the world, operating in 83 markets. Formed in 1985, Starbucks Corporation’s common stock trades on the NASDAQ Global Select Market (“NASDAQ”) under the symbol “SBUX.” We purchase and roast high-quality coffees that we sell, along with handcrafted coffee, tea and other beverages and a variety of high-quality food items through company-operated stores. We also sell a variety of coffee and tea products and license our trademarks through other channels such as licensed stores, as well as grocery and foodservice through our Global Coffee Alliance with Nestlé S. A. (“Nestlé”). In addition to our flagship Starbucks Coffee brand, we sell goods and services under the following brands: Teavana, Seattle’s Best Coffee, Evolution Fresh, Ethos, Starbucks Reserve and Princi.
Our objective is to maintain Starbucks standing as one of the most recognized and respected brands in the world. To achieve this, we are continuing the disciplined expansion of our global store base, adding stores in both existing, developed markets such as the U.S. and in newer, higher growth markets such as China, as well as optimizing the mix of company-operated and licensed stores around the world. In addition, by leveraging the experience gained through our traditional store model, we continue to offer consumers new coffee and other products in a variety of forms, across new categories, diverse channels and alternative store formats. We also believe our Starbucks Global Social Impact strategy, commitments related to ethically sourcing high-quality coffee, contributing positively to the communities we do business in and being an employer of choice are contributors to our objective.
In this Annual Report on Form 10-K (“10-K” or “Report”) for the fiscal year ended September 27, 2020 (“fiscal 2020”), Starbucks Corporation (together with its subsidiaries) is referred to as “Starbucks,” the “Company,” “we,” “us” or “our.”
Segment Financial Information
We have three reportable operating segments: 1) Americas, which is inclusive of the U.S., Canada and Latin America; 2) International, which is inclusive of China, Japan, Asia Pacific, Europe, Middle East and Africa; and 3) Channel Development. Non-reportable operating segments such as Evolution Fresh and unallocated corporate expenses are reported within Corporate and Other. Revenues from our reportable operating segments as a percentage of total net revenues for fiscal 2020 were as follows: Americas (70%), International (22%) and Channel Development (8%).
Our Americas and International segments include both company-operated and licensed stores. Our Americas segment is our most mature business and has achieved significant scale. Certain markets within our International operations are in various stages of development and may require more extensive support, relative to their current levels of revenue and operating income, than our Americas operations.
Our Channel Development segment includes roasted whole bean and ground coffees, Seattle's Best Coffee®, Starbucks- and Teavana-branded single-serve products, a variety of ready-to-drink beverages, such as Frappuccino®, Starbucks Doubleshot®, Starbucks Refreshers® beverages and TeavanaTM/MC iced tea, and other branded products sold worldwide outside of our company-operated and licensed stores. A large portion of our Channel Development business operates under a licensed model of the Global Coffee Alliance with Nestlé, while our global ready-to-drink businesses operate under collaborative relationships with PepsiCo, Inc., Anheuser-Busch Companies, LLC, Tingyi-Ashi Beverages Holding Co., Ltd., Arla Foods amba and others.
Revenue Components
We generate the majority of our revenues through company-operated stores and licensed stores.
Company-operated and Licensed Store Summary as of September 27, 2020
Americas
As a% of 
Total
Americas Stores
InternationalAs a% of 
Total
International Stores
Total
As a% of
Total 
Stores
Company-operated stores10,109 55 %6,528 46 %16,637 51 %
Licensed stores8,245 45 %7,778 54 %16,023 49 %
Total18,354 100 %14,306 100 %32,660 100 %
The mix of company-operated versus licensed stores in a given market will vary based on several factors, including our ability to access desirable local retail space, the complexity, profitability and expected ultimate size of the market for Starbucks and our ability to leverage the support infrastructure within a geographic region.
2

Table of Contents
Company-operated Stores
Revenue from company-operated stores accounted for 81% of total net revenues during fiscal 2020. Our retail objective is to be the leading retailer and brand of coffee and tea in each of our target markets by selling the finest quality coffee, tea and related products, as well as complementary food offerings, and by providing each customer with a unique Starbucks Experience. The Starbucks Experience is built upon superior customer service, convenience and a seamless digital experience as well as safe, clean and well-maintained stores that reflect the personalities of the communities in which they operate, thereby building a high degree of customer loyalty.
Our strategy for expanding our global retail business is to increase our category share in a disciplined manner, by selectively opening additional stores in new and existing markets, as well as increasing sales in existing stores, to support our long-term strategic objective to maintain Starbucks standing as one of the most recognized and respected brands in the world. Store growth in specific existing markets will vary due to many factors, including expected financial returns, the maturity of the market, economic conditions, consumer behavior and local business practices.
Company-operated store data for the year-ended September 27, 2020:
 
Stores Open
as of
Stores Open
as of
 Sep 29, 2019OpenedClosedTransfersNetSep 27, 2020
Americas:
U.S.8,791 332 (182)— 150 8,941 
Canada1,175 58 (74)— (16)1,159 
Siren Retail(1)— 
Total Americas9,974 392 (257)— 135 10,109 
International:
China4,123 613 (32)— 581 4,704 
Japan1,379 104 (19)— 85 1,464 
U.K.288 (2)(4)— 288 
All Other65 — — 67 
Siren Retail— — — — 
Total International5,860 725 (53)(4)668 6,528 
Total company-operated15,834 1,117 (310)(4)803 16,637 
Starbucks® company-operated stores are typically located in high-traffic, high-visibility locations. Our ability to vary the size and format of our stores allows us to locate them in or near a variety of settings, including downtown and suburban retail centers, office buildings, university campuses and rural and off-highway locations. We are continuing the expansion of our stores, particularly drive-thru formats that provide a higher degree of access and convenience, and alternative store formats, which are designed to provide a more streamlined customer experience in dense metropolitan areas.
Prior to the novel coronavirus outbreak, known as the global pandemic COVID-19, approximately 80% of Starbucks transactions in U.S. company-operated stores were “on-the-go” occasions. This has prompted us to reexamine our U.S. store footprint and evolve our retail presence over time through targeted store renovations, relocations and new stores. We have since introduced a new store format, Starbucks® Pickup, to enhance the “on-the-go” customer experience and improve operating efficiency across Starbucks® stores in certain major metropolitan areas in the Americas. New store formats, such as Starbucks Pickup, are suitable for customers who prefer to order ahead and pay through the Starbucks® Mobile App for pick-up. In our major international markets, we continue to invest in technology and establish partnerships with third parties with relevant expertise to increase digital adoption to provide convenience and elevate the customer experience. In China, the introduction of Starbucks NowTM stores enables a seamless integration of physical and digital customer touchpoints. Orders may be placed in advance through the Starbucks Mobile App or Starbucks DeliversTM and can be conveniently picked up by customers and delivery riders in these express retail format locations. These strategies align closely with rapidly evolving customer preferences, including higher levels of mobile ordering, more contactless pick-up experiences and reduced in-store congestion, all of which naturally allow for greater physical distancing. We believe our continued efforts to transform our store portfolio and elevate technology will enhance the customer experience and position Starbucks for long-term growth.
3

Table of Contents
Retail sales mix by product type for company-operated stores:
Fiscal Year EndedSep 27,
2020
Sep 29,
2019
Sep 30,
2018
Beverages75 %74 %74 %
Food20 %20 %20 %
Packaged and single-serve coffees and teas%%%
Other(1)
%%%
Total100 %100 %100 %
(1)“Other” primarily consists of sales of serveware and ready-to-drink beverages, among other items.
Stored Value Cards and Loyalty Program
The Starbucks Card, our branded stored value card program, is designed to provide customers with a convenient payment method, support gifting and increase the frequency of store visits by cardholders, in part through the related Starbucks® Rewards loyalty program where available, as discussed below. Stored value cards are issued to customers when they initially load them with an account balance. They can be obtained in our company-operated and most licensed stores in North America, China, Japan and many of our markets in our International segment. Stored value cards can also be obtained online, via the Starbucks® Mobile App and through other U.S. and international retailers. Customers may access their card balances by utilizing their stored value card or the Starbucks® Mobile App in participating stores. Using the Mobile Order and Pay functionality of the Starbucks® Mobile App, customers can also place orders in advance for pick-up at certain participating locations in several markets. In nearly all markets, including the U.S. and Canada, customers who register their Starbucks Cards are automatically enrolled in the Starbucks Rewards program. Registered members can receive various benefits depending on factors such as the number of reward points (“Stars”) earned. Beginning in the fourth quarter of fiscal 2020, in addition to using their Starbucks Cards, Starbucks® Rewards members can earn Stars by paying with cash, credit or debit cards, or selected mobile wallets at company-operated stores in the U.S. and Canada. Refer to Note 1, Summary of Significant Accounting Policies, included in Item 8 of Part II of this 10-K, for further discussion of our stored value cards and loyalty program.
Licensed Stores
Revenues from our licensed stores accounted for 10% of total net revenues in fiscal 2020. Licensed stores generally have a lower gross margin and a higher operating margin than company-operated stores. Under the licensed model, Starbucks receives a margin on branded products and supplies sold to the licensed store operator along with a royalty on retail sales. Licensees are responsible for operating costs and capital investments which more than offset the lower revenues we receive under the licensed store model.
In our licensed store operations, we leverage the expertise of our local partners and share our operating and store development experience. Licensees provide improved, and at times the only, access to desirable retail space. Most licensees are prominent retailers with in-depth market knowledge and access. As part of these arrangements, we sell coffee, tea, food and related products to licensees for resale to customers and receive royalties and license fees from the licensees. We also sell certain equipment, such as coffee brewers and espresso machines, to our licensees for use in their operations. Employees working in licensed retail locations are required to follow our detailed store operating procedures and attend training classes similar to those given to employees in company-operated stores. In a limited number of international markets, we also use traditional franchising and include these stores in the results of operations from our other licensed stores.
4

Table of Contents
Licensed store data for the year-ended September 27, 2020:
 
Stores Open
as of
Stores Open
as of
 Sep 29, 2019OpenedClosedTransfersNetSep 27, 2020
Americas:
U.S.6,250 210 (73)— 137 6,387 
Mexico748 15 (11)— 752 
Latin America663 32 (33)— (1)662 
Canada432 24 (12)12 444 
Total Americas8,093 281 (129)— 152 8,245 
International:
Korea1,334 159 (25)— 134 1,468 
U.K.707 55 (29)30 737 
Turkey494 42 (6)— 36 530 
Taiwan480 32 (11)— 21 501 
Indonesia421 37 — — 37 458 
Philippines397 10 (11)— (1)396 
Thailand392 20 (7)— 13 405 
All Other3,104 265 (86)— 179 3,283 
Total International7,329 620 (175)449 7,778 
Total licensed15,422 901 (304)4 601 16,023 
Other Revenues
Other revenues primarily are recorded in our Channel Development segment and include sales of packaged coffee, tea and ready-to-drink beverages to customers outside of our company-operated and licensed stores, as well as royalties received from Nestlé under the Global Coffee Alliance and other collaborative partnerships.
Product Supply
Starbucks is committed to selling the finest whole bean coffees and coffee beverages. To ensure compliance with our rigorous coffee standards, we control substantially all coffee purchasing, roasting and packaging and the global distribution of coffee used in our operations. We purchase green coffee beans from multiple coffee-producing regions around the world and custom roast them to our exacting standards for our many blends and single origin coffees.
The price of coffee is subject to significant volatility. Although most coffee trades in the commodity market, high-altitude arabica coffee of the quality sought by Starbucks tends to trade on a negotiated basis at a premium above the “C” coffee commodity price. Both the premium and the commodity price depend upon the supply and demand at the time of purchase. Supply and price can be affected by multiple factors in the producing countries, including weather, natural disasters, crop disease, general increase in farm inputs and costs of production, inventory levels and political and economic conditions. Price is also impacted by trading activities in the arabica coffee futures market, including hedge funds and commodity index funds. In addition, green coffee prices have been affected in the past, and may be affected in the future, by the actions of certain organizations and associations that have historically attempted to influence prices of green coffee through agreements establishing export quotas or by restricting coffee supplies.
We buy coffee using fixed-price and price-to-be-fixed purchase commitments, depending on market conditions, to secure an adequate supply of quality green coffee. We also utilize forward contracts, futures contracts and collars to hedge "C" price exposure under our price-to-be-fixed green coffee contracts and our long-term forecasted coffee demand where underlying fixed price and price-to-be-fixed contracts are not yet available. Total purchase commitments, together with existing inventory, are expected to provide an adequate supply of green coffee through fiscal 2022.
We depend upon our relationships with coffee producers, outside trading companies and exporters for our supply of green coffee. We believe, based on relationships established with our suppliers, the risk of non-delivery on such purchase commitments is remote.
To help ensure the future supply of high-quality green coffee and to reinforce our leadership role in the coffee industry, Starbucks operates nine farmer support centers, including our China Farmer Support Center located in the Yunnan Province of
5

Table of Contents
this high-growth market. All farmer support centers are staffed with agronomists and sustainability experts who work with coffee farming communities to promote best practices in coffee production designed to improve both coffee quality and yields and agronomy support to address climate and other impacts.
In addition to coffee, we also purchase significant amounts of dairy products, particularly fluid milk, to support the needs of our company-operated stores. We believe, based on relationships established with our dairy suppliers, that the risk of non-delivery of sufficient fluid milk to support our stores is remote.
Products other than whole bean coffees and coffee beverages sold in Starbucks® stores include tea and a number of ready-to-drink beverages that are purchased from several specialty suppliers, usually under long-term supply contracts. Food products, such as pastries, breakfast sandwiches and lunch items, are purchased from national, regional and local sources. We also purchase a broad range of paper and plastic products, such as cups and cutlery, from several companies to support the needs of our retail stores as well as our manufacturing and distribution operations. We believe, based on relationships established with these suppliers and manufacturers, that the risk of non-delivery of sufficient amounts of these items is remote.
Competition
Our primary competitors for coffee beverage sales are specialty coffee shops. We believe that our customers choose among specialty coffee retailers primarily on the basis of product quality, service and convenience, as well as price. We continue to experience direct competition from large competitors in the quick-service restaurant sector and the ready-to-drink coffee beverage market, in addition to both well-established and start-up companies in many international markets. We also compete with restaurants and other specialty retailers for prime retail locations and qualified personnel to operate both new and existing stores.
Our coffee and tea products sold through our Channel Development segment compete directly against specialty coffees and teas sold through grocery stores, warehouse clubs, specialty retailers, convenience stores and foodservice accounts and compete indirectly against all other coffees and teas on the market.
Trademarks, Copyrights, Patents and Domain Names
Starbucks owns and has applied to register numerous trademarks and service marks in the U.S. and in other countries throughout the world. Some of our trademarks, including Starbucks, the Starbucks logo, Starbucks Reserve, Seattle’s Best Coffee, Teavana and Frappuccino are of material importance. The duration of trademark registrations varies from country to country. However, trademarks are generally valid and may be renewed indefinitely as long as they are in use and/or their registrations are properly maintained.
We own numerous copyrights for items such as product packaging, promotional materials, in-store graphics and training materials. We also hold patents on certain products, systems and designs. In addition, Starbucks has registered and maintains numerous Internet domain names, including “Starbucks.com,” “Starbucks.net,” “Starbucksreserve.com,” “Seattlesbest.com” and “Teavana.com.”
Seasonality and Quarterly Results
Our business is subject to moderate seasonal fluctuations, of which our fiscal second quarter typically experiences lower revenues and operating income. However, the COVID-19 outbreak may have an impact on consumer behaviors and customer traffic that may result in temporary changes in the seasonal fluctuations of our business. Additionally, as Starbucks Cards are issued to and loaded by customers during the holiday season, we tend to have higher cash flows from operations during the first quarter of the fiscal year. However, since revenues from Starbucks Cards are recognized upon redemption and not when cash is loaded onto the Card, the impact of seasonal fluctuations on the consolidated statements of earnings is much less pronounced. As a result of moderate seasonal fluctuations, results for any quarter are not necessarily indicative of the results that may be achieved for the full fiscal year.
Government Regulation
As a company with global operations, we are subject to the laws of the United States and multiple foreign jurisdictions in which we operate and the rules and regulations of various governing bodies, which may differ among jurisdictions. Compliance with these laws, rules and regulation has not had, and is not expected to have, a material effect on our capital expenditures, results of operations and competitive position as compared to prior periods.
6

Table of Contents
Human Capital Management
As a company, Starbucks mission is not only to deliver outstanding financial results by offering exceptional and unique products and services, but to also create a strong connection with the communities where we operate. We believe the strength of our workforce is one of the significant contributors to our success as a global brand that leads with purpose. This is largely attributed to our partners (employees) who strive every day to create a welcoming and inclusive environment for our customers. Therefore, one of our core strategies is to invest in and support our partners to differentiate our brand, products and services in the competitive specialty coffee market, including the following areas of focus:
Oversight and Management
We recognize the diversity of customers, partners and communities, and believe in creating an inclusive and equitable environment that represents a broad spectrum of backgrounds and cultures. Working under these principles, our Partner Resources Organization is tasked with managing employment-related matters, including recruiting and hiring, onboarding and training, compensation planning, performance management and professional development. Our Board of Directors and Board committees provide oversight on certain human capital matters, including our Inclusion and Diversity programs and initiatives. As noted in its charter, our Compensation and Management Development Committee is responsible for periodically reviewing Starbucks partner resource programs and initiatives, including healthcare and other benefits, as well as our management development and succession planning practices and strategies. Our Audit and Compliance Committee works closely with the Risk Management Committee, led by Starbucks cfo and general counsel, to monitor current and emerging labor and human capital management risks and to mitigate exposure to those risks. Furthermore, our Nominating and Corporate Governance Committee annually evaluates the effectiveness of our social responsibility policies, goals and programs, which also include partner-related issues. These reports and recommendations to the Board and its committees are part of the broader framework that guides how Starbucks should attract, retain and develop a workforce that aligns with our values and strategies.
We regularly conduct anonymous surveys to seek feedback from our retail and non-retail partners on a variety of topics, including but not limited to, confidence in company leadership, competitiveness of our compensation and benefits package, career growth opportunities and improvements on how we could make our company an employer of choice. The results are shared with our partners and reviewed by senior leadership, who analyze areas of progress or deterioration and prioritize actions and activities in response to this feedback to drive meaningful improvements in partner engagement. Our management and cross-functional teams also work closely to evaluate human capital management issues such as partner retention, workplace safety, harassment and bullying, as well as to implement measures to mitigate these risks.
Total Rewards
We have demonstrated a history of investing in our workforce by offering competitive salaries and wages. To foster a stronger sense of ownership and align the interests of partners with shareholders, restricted stock units are provided to eligible non-executive partners under our broad-based stock incentive programs. Furthermore, we offer comprehensive, locally relevant and innovative benefits to all eligible partners. In the U.S, our largest and most mature market, these include, among other benefits:
Comprehensive health insurance coverage is offered to partners working an average of 20 hours or more each week.
100% tuition coverage is provided to partners who earn a bachelor's degree online at Arizona State University through the Starbucks College Achievement Program.
Parental leaves are provided to all new parents for birth, adoption or foster placement.
A Partner and Family Sick Time program is provided and allows partners to accrue paid sick time based on hours worked and use that time for themselves or family members in need of care.
Care@Work benefit provides partners with subsidized child, adult or senior care planning services. This benefit includes up to 20 days of subsidized backup care services through the end of fiscal 2021, in light of the COVID-19 pandemic.
We view mental health as a fundamental part of our humanity and implemented a comprehensive suite of related programs and benefits in fiscal 2020. These include Headspace, an online application that enables guided mediation, Lyra, which provides mental health coaching, and Starbucks Mental Health Fundamental Training, created in partnership with National Council for Behavioral Health, which offers ongoing training to help partners recognize and respond to signs of mental health and substance use issues.
Outside of the U.S., we have provided other innovative benefits to help address market-specific needs, such as providing interest-free loans to our U.K. partners to help cover rental deposits, mental health services in Canada, and in China, a monthly housing subsidy for full-time Starbucks baristas and shift supervisors, as well as comprehensive health insurance coverage for parents of partners.
7

Table of Contents
Role-based Support
To help our partners succeed in their roles, we emphasize continuous training and development opportunities. These include, but are not limited to, safety and security protocols, updates on new products and service offerings and deployment of technologies. Training provided through our Pour Over sessions include a wide variety of topics such as achievable goal setting, giving and receiving constructive feedback and effective engagement with customers and communities. To help further promote an inclusive culture and to better serve our customers, we encourage U.S.-based partners to enroll in the To Be Welcoming courses we created in partnership with Arizona State University to address different forms of bias and discrimination.
Pay Equity
To be an employer of choice and maintain the strength of our workforce, we consistently assess the current business environment and labor market to refine our compensation and benefits programs and other resources available to our partners.
We previously achieved and currently maintain 100 percent pay equity in the U.S. for women and men and people of all races for partners performing similar work. We have also achieved gender pay equity in China and Canada, two of our largest markets outside of the U.S., and we made a commitment to achieve gender pay equity in all company-operated markets.
As of September 27, 2020, Starbucks employed approximately 349,000 people worldwide. In the U.S., Starbucks employed approximately 228,000 people, with approximately 220,000 in company-operated stores and the remainder in corporate support, store development, roasting, manufacturing, warehousing and distribution operations. Approximately 121,000 employees were employed outside of the U.S., with approximately 118,000 in company-operated stores and the remainder in regional support operations. The number of Starbucks partners represented by unions is not significant. We believe our efforts in managing our workforce have been effective, evidenced by a strong Starbucks culture and a good relationship between the company and our partners.
Information about our Executive Officers
NameAgePosition
Kevin R. Johnson60president and chief executive officer
Rosalind G. Brewer58group president, Americas and chief operating officer
John Culver60group president, International, Channel Development and Global Coffee & Tea
Rachel A. Gonzalez51executive vice president, general counsel and secretary
Patrick J. Grismer58executive vice president, chief financial officer
Angela Lis53executive vice president, chief partner officer
Kevin R. Johnson has served as president and chief executive officer since April 2017, and has been a Starbucks director since March 2009. Mr. Johnson served as president and chief operating officer from March 2015 to April 2017. Mr. Johnson served as Chief Executive Officer of Juniper Networks, Inc., a leading provider of high-performance networking products and services, from September 2008 to December 2013. He also served on the Board of Directors of Juniper Networks from September 2008 through February 2014. Prior to joining Juniper Networks, Mr. Johnson served as President, Platforms and Services Division for Microsoft Corporation, a worldwide provider of software, services and solutions. Mr. Johnson was a member of Microsoft’s Senior Leadership Team and held several senior executive positions over the course of his 16 years at Microsoft. Prior to joining Microsoft in 1992, Mr. Johnson worked in International Business Machine Corp.’s systems integration and consulting business.
Rosalind G. Brewer has served as group president, Americas and chief operating officer since October 2017, and has been a director of Starbucks since March 2017. Ms. Brewer served as President and Chief Executive Officer of Sam's Club, a membership-only retail warehouse club and a division of Walmart Inc., a multinational retail corporation, from February 2012 to February 2017. Previously, Ms. Brewer was Executive Vice President and President of Walmart's East Business Unit from February 2011 to January 2012; Executive Vice President and President of Walmart South from February 2010 to February 2011; Senior Vice President and Division President of the Southeast Operating Division from March 2007 to January 2010; and Regional General Manager, Georgia Operations, from 2006 to February 2007. Prior to joining Walmart, Ms. Brewer was President of Global Nonwovens Division for Kimberly-Clark Corporation, a global health and hygiene products company, from 2004 to 2006 and held various management positions at Kimberly-Clark Corporation from 1984 to 2006. She currently serves as the Chair of the Board of Trustees for Spelman College and as a director on the Board of Directors of Amazon.com, Inc. She formerly served on the Board of Directors for Lockheed Martin Corporation and Molson Coors Brewing Company.
John Culver joined Starbucks in August 2002 and has served as group president, International, Channel Development and Global Coffee & Tea, since July 2018. From October 2017 to July 2018, Mr. Culver served as group president, International and Channels. From September 2016 to October 2017, he served as group president, Starbucks Global Retail. From May 2013
8

Table of Contents
to September 2016, he served as group president, China, Asia Pacific, Channel Development and Emerging Brands. Mr. Culver served as president, Starbucks Coffee China and Asia Pacific from October 2011 to May 2013. From December 2009 to October 2011, he served as president, Starbucks Coffee International. Mr. Culver served as executive vice president; president, Global Consumer Products, Foodservice and Seattle’s Best Coffee from February 2009 to September 2009, and then as president, Global Consumer Products and Foodservice from October 2009 to November 2009. He previously served as senior vice president; president, Starbucks Coffee Asia Pacific from January 2007 to February 2009, and vice president; general manager, Foodservice from August 2002 to January 2007. Mr. Culver serves on the Board of Directors of Kimberly-Clark Corporation.
Rachel A. Gonzalez joined Starbucks and has served as executive vice president, general counsel and secretary since joining Starbucks in April 2018. Prior to joining Starbucks, Ms. Gonzalez served as executive vice president and chief administrative officer of Sabre Corporation, a technology provider to the travel industry, from May 2017 to April 2018 and as Sabre’s executive vice president and general counsel from September 2014 to May 2017. From March 2013 to September 2014, Ms. Gonzalez served as executive vice president, general counsel and corporate secretary of Dean Foods Company, a food and beverage company, and as its executive vice president, general counsel designate from November 2012 to March 2013. She served as chief counsel, corporate and securities of Dean Foods from 2008 to November 2012. From 2006 to 2008, Ms. Gonzalez served as senior vice president and group counsel for Affiliated Computer Services, Inc., an information technology service provider. Prior to that, Ms. Gonzalez was a partner with the law firm of Morgan, Lewis & Bockius LLP, where she focused on corporate finance, mergers and acquisitions, SEC compliance and corporate governance. Ms. Gonzalez serves on the Board of Directors of Dana Incorporated.
Patrick J. Grismer joined Starbucks in November 2018 as executive vice president, chief financial officer. From March 2016 to November 2018, Mr. Grismer served as Executive Vice President, Chief Financial Officer of Hyatt Hotels Corporation, a global hospitality company. From May 2012 to February 2016, Mr. Grismer served as Chief Financial Officer at Yum! Brands, Inc., a global restaurant company. He previously held a number of roles at Yum!, including Chief Planning and Control Officer and Chief Financial Officer for Yum! Restaurants International. Prior to that, Mr. Grismer served in various roles at The Walt Disney Company including Vice President, Business Planning and Development for The Disneyland Resort and Chief Financial Officer for the Disney Vacation Club. Mr. Grismer began his career with Price Waterhouse.
Angela Lis joined Starbucks in 1992 as a part-time barista and has served as executive vice president, chief partner officer since November 2, 2020. From September 2016 to October 2020, Ms. Lis served as senior vice president, global business partners. In this role she was responsible for talent and partner strategies that drive our global retail operations business. Prior to this role, she served as a vice president of partner resources for corporate business functions and global supply chain. During her tenure at Starbucks, Ms. Lis has led partner resources business partners across the globe. She has supported both retail and all non-retail business units and was instrumental in the startup of our Channel Development business.
Global Social Impact
We are committed to being a deeply responsible company in the communities where we do business. Our focus is on ethically sourcing high-quality coffee and tea, reducing our environmental impacts and contributing positively to communities around the world. Starbucks Global Social Impact strategy and commitments are integral to our overall business strategy. As a result, we believe we deliver benefits to our stakeholders, including employees, business partners, customers, suppliers, shareholders, community members and others. For an overview of Starbucks Global Social Impact strategy and commitments, please visit www.starbucks.com/responsibility.
Available Information
Starbucks 10-K reports, along with all other reports and amendments filed with or furnished to the Securities and Exchange Commission (“SEC”), are publicly available free of charge on the Investor Relations section of our website at investor.starbucks.com or at www.sec.gov as soon as reasonably practicable after these materials are filed with or furnished to the SEC. Our corporate governance policies, code of ethics and Board committee charters and policies are also posted on the Investor Relations section of Starbucks website. The information on our website is not part of this or any other report Starbucks files with, or furnishes to, the SEC.
Item 1A. Risk Factors
You should carefully consider the risks described below in addition to the other information set forth in this Annual Report on Form 10-K, including the Management’s Discussion and Analysis of Financial Conditions and Results of Operations section and the consolidated financial statements and related notes. If any of the risks and uncertainties described in the cautionary factors described below actually occur or continue to occur, our business, financial condition and results of operations and the trading price of our common stock could be materially and adversely affected. Moreover, the risks below are not the only risks we face and additional risks not currently known to us or that we presently deem immaterial may emerge or become material at
9

Table of Contents
any time and may negatively impact our business, reputation, financial condition, results of operations or the trading price of our common stock.
Risks Related to Macroeconomic Conditions
Our financial condition and results of operations have been and are expected to continue to be adversely affected by the COVID-19 pandemic.
In December 2019, a novel strain of coronavirus, known as COVID-19, was first reported and was subsequently declared a pandemic by the World Health Organization in March 2020. To date, this outbreak has surfaced in nearly all regions around the world, and as the pandemic continues to spread, particularly in the United States, businesses as well as federal, state and local governments have implemented significant actions to attempt to mitigate this public health crisis. Our operations have been and will continue to be disrupted to varying degrees in many markets (from limited operations including only drive-thru and delivery to full store closures in some markets). While we cannot predict the duration or scope of the COVID-19 pandemic, it has negatively impacted our business and such impact has been and is expected to continue to be material to our financial results, condition and outlook.
The further spread of COVID-19, and the requirements to take action to mitigate the spread of the pandemic, will impact our ability to carry out our business as usual and may materially adversely impact our business, results of operations, cash flows and financial condition. Even in regions where we have reopened stores, our stores may be subject to modified hours and operations and/or reduced customer traffic. Moreover, certain of those regions, including parts of China and the United States, have suffered a COVID-19 relapse after reopening. If those regions fail to fully contain COVID-19, or if additional regions suffer multiple COVID-19 relapses, any of those markets may not recover quickly or at all, which could have a material adverse effect on our business and results of operations. As a result, we may incur additional impairment charges to our inventory, store and corporate assets— and our ability to realize the benefits from deferred tax assets may become limited— any of which may have a significant or material impact on our financial results. On March 27, 2020, the U.S. government enacted the Coronavirus Aid, Relief and Economic Security Act (“CARES Act”), which among other things, provides employer payroll tax credits for wages paid to employees who are unable to work during the COVID-19 outbreak and options to defer payroll tax payments for a limited period. Based on our evaluation of the CARES Act, we qualify for certain employer payroll tax credits as well as the deferral of payroll tax payments in the future. Additionally, the Canadian government enacted the Canada Emergency Wage Subsidy (“CEWS”) to help employers offset a portion of their employee wages for a limited period. We elected to treat qualified government subsidies from the U.S., Canada and other governments as offsets to the related operating expenses. There is no guarantee that we will continue to meet the eligibility requirements to participate in any current or future government relief programs or that the benefits will meaningfully offset the lost revenues and incremental costs incurred. Increased volatility or significant disruption of global financial markets due in part to the COVID-19 pandemic could have a negative impact on our ability to access capital markets and other funding sources, on acceptable terms or at all and impede our ability to comply with debt covenants.
The extent to which COVID-19 impacts our business, results of operations, cash flows and financial condition will depend on future developments, which are highly uncertain and cannot be predicted, including new information which may emerge concerning the severity of COVID-19 and the efficacy, scope and duration of actions to limit the spread of COVID-19 or treat its impact, among others. While such actions have been relaxed or rolled back in certain markets, the actions have been reinstated in certain regions that have suffered relapse, and may be reinstated in additional regions as the pandemic continues to evolve. The scope and timing of any such reinstatements are difficult to predict and may materially affect our future operations.
Our financial condition and results of operations are subject to, and may be adversely affected by, a number of other factors, many of which are also largely outside our control.
In addition to the COVID-19 pandemic, our operating results have been in the past and will continue to be subject to a number of other factors, many of which are largely outside our control. Any one or more of the factors listed below or described elsewhere in this risk factors section could have a material adverse impact our business, financial condition and/or results of operations:
increases in real estate costs in certain domestic and international markets;
adverse outcomes of litigation;
severe weather or other natural or man-made disasters affecting a large market or several closely located markets that may temporarily but significantly affect our retail business in such markets; and
especially in our large markets, labor discord or disruption, geopolitical events (including escalating U.S.-China tensions), war, terrorism (including incidents targeting us), political instability, acts of public violence, boycotts, increasing anti-American sentiment in certain markets, hostilities and social unrest and other health pandemics that lead to avoidance of public places or restrictions on public gatherings such as in our stores.
10

Table of Contents
Economic conditions in the U.S. and international markets could adversely affect our business and financial results.
As a retailer that is dependent upon consumer discretionary spending, our results of operations are sensitive to changes in or uncertainty about macro-economic conditions. Our customers may have or in the future have less money for discretionary purchases and may stop or reduce their purchases of our products or switch to Starbucks or competitors' lower-priced products as a result of various factors, including job losses, inflation, higher taxes, reduced access to credit, changes in federal economic policy and recent international trade disputes. Due to the COVID-19 pandemic, we may experience a reduction and/or increased volatility in demand for our products, which may be caused by, among other things: store closures or modified operating hours and business model, reduced customer traffic due to illness, quarantine or government or self-imposed restrictions placed on our stores' operations and changes in consumer spending behaviors (e.g. continued practice of social distancing, decrease in consumer confidence in general macroeconomic conditions and a decrease in consumer discretionary spending). Decreases in customer traffic and/or average value per transaction without a corresponding decrease in costs would put downward pressure on margins and would negatively impact our financial results. There is also a risk that if negative economic conditions or uncertainty, as a result of the COVID-19 pandemic or otherwise, persist for a long period of time or worsen, consumers may make long-lasting changes to their discretionary purchasing behavior, including less frequent discretionary purchases on a more permanent basis or there may be a general downturn in the restaurant industry.
Failure to meet market expectations for our financial performance and fluctuations in the stock market as a whole will likely adversely affect the market price and volatility of our stock.
Failure to meet market expectations going forward, particularly with respect to net revenues, operating margins, earnings per share, comparable store sales growth, operating cash flows and shareholder returns, will likely result in a decline and/or increased volatility in the market price of our stock. In addition, price and volume fluctuations in the stock market as a whole may affect the market price of our stock in ways that may be unrelated to our financial performance.
Risks Related to Brand Relevance and Brand Execution
Our success depends substantially on the value of our brands and failure to preserve their value could have a negative impact on our financial results.
We believe we have built an excellent reputation globally for the quality of our products, for delivery of a consistently positive consumer experience and for our global social impact programs. The Starbucks brand is recognized throughout the world, and we have received high ratings in global brand value studies. To be successful in the future, particularly outside of the U.S. where the Starbucks brand and our other brands are less well-known, we believe we must preserve, grow and leverage the value of our brands across all sales channels. Brand value is based in part on consumer perceptions on a variety of subjective qualities.
Business incidents, whether isolated or recurring and whether originating from us or our business partners, that erode consumer trust can significantly reduce brand value, potentially trigger boycotts of our stores or result in civil or criminal liability and can have a negative impact on our financial results. Such incidents include actual or perceived breaches of privacy or violations of domestic or international privacy laws, contaminated food, product recalls, store employees or other food handlers infected with communicable diseases, such as COVID-19, or other potential incidents discussed in this risk factors section. The impact of such incidents may be exacerbated if they receive considerable publicity, including rapidly through social or digital media (including for malicious reasons) or result in litigation. Consumer demand for our products and our brand equity could diminish significantly if we, our employees, licensees or other business partners fail to preserve the quality of our products, act or are perceived to act in an unethical, illegal, racially-biased, unequal or socially irresponsible manner, including with respect to the sourcing, content or sale of our products, service and treatment of customers at Starbucks stores, or the use of customer data for general or direct marketing or other purposes. Additionally, if we fail to comply with laws and regulations, publicly take controversial positions or actions or fail to deliver a consistently positive consumer experience in each of our markets, including by failing to invest in the right balance of wages and benefits to attract and retain employees that represent the brand well or foster an inclusive and diverse environment, our brand value may be diminished.
11

Table of Contents
If our business partners and third-party providers do not satisfactorily fulfill their responsibilities and commitments, it could damage our brand and our financial results could suffer.
Our global business strategy, including our plans for new stores, branded products and other initiatives, relies significantly on a variety of business partners, including licensee and joint venture relationships, third-party manufacturers, distributors and retailers, particularly for our entire global Channel Development business. Licensees, retailers and foodservice operators are often authorized to use our logos and provide branded food, beverage and other products directly to customers. We believe our customers expect the same quality of service regardless of whether they visit a licensed or company-operated store, so we provide training and support to, and monitor the operations of, certain of these licensees and other business partners. However, the product quality and service they deliver may still be diminished by any number of factors beyond our control. We do not have direct control over our business partners, including in their adherence to additional sanitation protocols and guidelines as a result of the COVID-19 pandemic, and may not have visibility into their practices.
We also source our food, beverage and other products from a wide variety of domestic and international business partners and in certain cases such products are produced or sourced by our licensees directly. And although foodservice operators are authorized to use our logos and provide branded products as part of their foodservice business, we do not monitor the quality of non-Starbucks products served in those locations. Additionally, inconsistent uses of our brand and other of our intellectual property assets, as well as failure to protect our intellectual property, can erode consumer trust and our brand value and have a material negative impact on our financial results.
Incidents involving food or beverage-borne illnesses, tampering, adulteration, contamination or mislabeling, whether or not accurate, as well as adverse public or medical opinions about the health effects of consuming our products, could harm our business.
Instances or reports, whether true or not, of unclean water supply or food-safety issues, such as food or beverage-borne illnesses, tampering, adulteration, contamination or mislabeling, either during growing, manufacturing, packaging, storing or preparation, have in the past severely injured the reputations of companies in the food and beverage processing, grocery and quick-service restaurant sectors. Any report linking us to such instances could severely hurt our sales and could possibly lead to product liability claims, litigation (including class actions) and/or temporary store closures. Clean water is critical to the preparation of coffee, tea and other beverages, as well as ice for our cold beverages, and our ability to ensure a clean water and ice supply to our stores can be limited, particularly in some international locations. We are also continuing to incorporate more products in our food and beverage lineup that require freezing or refrigeration, which increases the risk of food safety related incidents if correct temperatures are not maintained due to mechanical malfunction or human error.
We also face risk by relying on third-party food suppliers to provide and transport ingredients and finished products to our stores. We monitor the operations of certain of these business partners, but the product quality and service they deliver may be diminished by any number of factors beyond our control and it may be difficult to detect contamination or other defect in these products. Furthermore, due to the COVID-19 pandemic, there are stricter health regulations and guidelines and increased public concern over food safety standards and controls. Potential food safety incidents, whether at our stores or involving our business partners, could lead to wide public exposure, which could materially harm our business.
Additionally, we are evolving our product lineup to include more local or smaller suppliers for some of our products who may not have as rigorous quality and safety systems and protocols as larger or more national suppliers, especially in light of the heightened safety protocols as a result of the COVID-19 pandemic. In addition, instances of food or beverage-safety issues, even those involving solely the restaurants or stores of competitors or of suppliers or distributors (regardless of whether we use or have used those suppliers or distributors), could, by resulting in negative publicity about us or the foodservice industry in general, adversely affect our sales on a regional or global basis. A decrease in customer traffic as a result of food-safety concerns or negative publicity, or as a result of a temporary closure of any of our stores, product recalls, viral-contaminated food or beverage claims or other food or beverage-safety claims or litigation, could materially harm our business and results of operations.
We may not be successful in implementing important strategic initiatives or effectively managing growth, which may have an adverse impact on our business and financial results.
There is no assurance that we will be able to implement important strategic initiatives in accordance with our expectations or that they will generate expected returns, which may result in an adverse impact on our business and financial results. These strategic initiatives are designed to create growth, improve our results of operations and drive long-term shareholder value, and include:
being an employer of choice and investing in employees to deliver a superior customer experience;
building our leadership position around coffee;
12

Table of Contents
driving convenience, brand engagement and digital relationships through our mobile, loyalty, delivery and digital capabilities both domestically and internationally;
simplifying store administrative tasks to allow store partners to better engage with customers;
increasing the scale of the Starbucks store footprint with disciplined global expansion and introducing flexible and unique store formats, including the accelerated development of alternative store formats (such as Starbucks® Pickup stores, Starbucks Now stores and curbside pickup) in light of the COVID-19 pandemic;
adjusting rapidly to changing customer preferences and behaviors in light of the COVID-19 pandemic; 
moving to a more licensed store model in some markets and a more company-owned model in other markets;
creating new occasions in stores across all dayparts with new product offerings, including our growing lunch food and beverage product lineup;
continuing the global growth of our Channel Development business through our supply, distribution and licensing agreements with Nestlé and other Channel Development business partners;
delivering continued growth in our cold beverage business, including our tea business through the Teavana brand in our Starbucks® retail stores and other channels and internationally; and
reducing our operating costs, particularly general and administrative expenses.
In addition to other factors listed in this risk factors section, factors that may adversely affect the successful implementation of these initiatives, which could have a material adverse impact on our business and financial results, include the following:
imposition of additional taxes by jurisdictions, such as on certain types of beverages or based on number of employees;
construction cost increases associated with new store openings and remodeling of existing stores; delays in store openings for reasons beyond our control or a lack of desirable real estate locations available for lease at reasonable rates, either of which could keep us from meeting annual store opening targets in the U.S. and internationally;
governmental regulations or other health guidelines concerning operations of stores due to the COVID-19 pandemic;
not successfully scaling our supply chain infrastructure as our product offerings increase and as we continue to expand, including our emphasis on a broad range of high-quality food offerings; and
the deterioration in our credit ratings, which could limit the availability of additional financing and increase the cost of obtaining financing to fund our initiatives.
Effectively managing growth can be challenging, particularly as we expand into new markets internationally where we must balance the need for flexibility and a degree of autonomy for local management against the need for consistency with our goals, philosophy and standards. If we are not successful in implementing our strategic initiatives, such as large acquisitions and integrations, we may be required to evaluate whether certain assets, including goodwill and other intangibles, have become impaired. In the event we record an impairment charge, it could have a material impact on our financial results.
Evolving consumer preferences and tastes may adversely affect our business.
Our continued success depends on our ability to retain and convert customers. Our financial results could be adversely affected by a shift in consumer spending away from outside-the-home food and beverages (such as the disruption caused by online commerce that results in reduced foot traffic to “brick & mortar” retail stores); lack of customer acceptance of new products (including due to price increases necessary to cover the costs of new products or higher input costs), brands (such as the global expansion of the Starbucks brand) and platforms (such as features of our mobile technology, changes in our loyalty rewards programs and our delivery services initiatives); or customers reducing their demand for our current offerings as new products are introduced. In addition, some of our products contain caffeine, dairy products, sugar and other compounds and allergens, the health effects of which are the subject of public and regulatory scrutiny, including the suggestion of linkages to a variety of adverse health effects. Particularly in the U.S., there is increasing consumer awareness of health risks, including obesity, as well as increased consumer litigation based on alleged adverse health impacts of consumption of various food and beverage products. While we have a variety of beverage and food items, including items that are coffee-free and have reduced calories, an unfavorable report on the health effects of caffeine or other compounds present in our products, whether accurate or not, imposition of additional taxes on certain types of food and beverage components, or negative publicity or litigation arising from certain health risks could significantly reduce the demand for our beverages and food products and could materially harm our business and results of operations. Furthermore, our financial results have been and could continue to be adversely affected by the impact of the COVID-19 pandemic, which has resulted in a disruption of customer routines, changes to employer “work-
13

Table of Contents
from-home” policies, reduced business and recreational travel and changes in consumer behavior and the ability or willingness to spend discretionary income on our products.
Risks Related to Cybersecurity and Data Privacy
The unauthorized access, use, theft or destruction of customer or employee personal, financial or other data or of Starbucks proprietary or confidential information that is stored in our information systems or by third parties on our behalf could impact our reputation and brand and expose us to potential liability and loss of revenues.
Many of our information technology systems (and those of our licensees and other third-party business partners, whether cloud-based or hosted in proprietary servers), including those used for our point-of-sale, web and mobile platforms, online and mobile payment systems, delivery services and rewards programs and administrative functions, contain personal, financial or other information that is entrusted to us by our customers and employees. Many of our information technology systems also contain Starbucks proprietary and other confidential information related to our business, such as business plans, product development initiatives and designs. Similar to many other retail companies and because of the prominence of our brand, we are consistently subject to attempts to compromise our information technology systems. Similar to other companies, the number and frequency of these attempts varies from year to year but could be exacerbated to some extent by an increase in our digital operations in our efforts to comply with state and local mandates in response to COVID-19. To the extent we or a third party were to experience a material breach of our or such third parties' information technology systems that result in the unauthorized access, theft, use, destruction or other compromises of customers' or employees' data or confidential information of the Company stored in such systems, including through cyber-attacks or other external or internal methods, it could result in a material loss of revenues from the potential adverse impact to our reputation and brand, our ability to retain or attract new customers and the potential disruption to our business and plans. Such security breaches also could result in a violation of applicable U.S. and international privacy and other laws, and subject us to private consumer, business partner, or securities litigation and governmental investigations and proceedings, any of which could result in our exposure to material civil or criminal liability. For example, the European Union adopted a new regulation that became effective in May 2018, called the General Data Protection Regulation (“GDPR”), which requires companies to meet new requirements regarding the handling of personal data, including its use, protection and transfer and the ability of persons whose data is stored to correct or delete such data about themselves. Failure to meet the GDPR requirements could result in penalties of up to 4% of annual worldwide revenue. The GDPR also confers a private right of action on certain individuals and associations. Additionally, the California Privacy Act of 2018 (“CCPA”), which was enacted in June 2018 and came into effect on January 1, 2020, provides a new private right of action for data breaches and requires companies that process information on California residents to make new disclosures to consumers about their data collection, use and sharing practices and allow consumers to opt out of certain data sharing with third parties. Our reputation and brand and our ability to attract new customers could also be adversely impacted if we fail, or are perceived to have failed, to properly respond to security breaches of our or third party’s information technology systems. Such failure to properly respond could also result in similar exposure to liability.
Compliance with the GDPR, the CCPA and other current and future applicable international and U.S. privacy, cybersecurity and related laws can be costly and time-consuming. Significant capital investments and other expenditures could also be required to remedy cybersecurity problems and prevent future breaches, including costs associated with additional security technologies, personnel, experts and credit monitoring services for those whose data has been breached. These costs, which could be material, could adversely impact our results of operations in the period in which they are incurred and may not meaningfully limit the success of future attempts to breach our information technology systems.
Media or other reports of existing or perceived security vulnerabilities in our systems or those of our third-party business partners or service providers can also adversely impact our brand and reputation and materially impact our business. Additionally, the techniques and sophistication used to conduct cyber-attacks and breach information technology systems, as well as the sources and targets of these attacks, change frequently and are often not recognized until such attacks are launched or have been in place for a period of time. We continue to make significant investments in technology, third-party services and personnel to develop and implement systems and processes that are designed to anticipate cyber-attacks and to prevent or minimize breaches of our information technology systems or data loss, but these security measures cannot provide assurance that we will be successful in preventing such breaches or data loss.
We rely heavily on information technology in our operations and growth initiatives, and any material failure, inadequacy, interruption or security failure of that technology could harm our ability to effectively operate and grow our business and could adversely affect our financial results.
We rely heavily on information technology systems across our operations for numerous purposes including for administrative functions, point-of-sale processing and payment in our stores and online, management of our supply chain, Starbucks Cards, online business, delivery services, mobile technology, including mobile payments and ordering apps, reloads and loyalty functionality and various other processes and transactions, and many of these systems are interdependent on one another for their functionality. Additionally, the success of several of our initiatives to drive growth, including our ability to increase digital
14

Table of Contents
relationships with our customers to drive incremental traffic and spend, is highly dependent on our technology systems. Furthermore, due to social distancing measures put in place as a result of the COVID-19 pandemic, we have accelerated the transformation of our store portfolio by expanding convenience-led formats, which depend heavily on our mobile ordering capabilities. We also rely on third-party providers and platforms for some of these information technology systems and support. Additionally, our systems hardware, software and services provided by third-party service providers are not fully redundant within a market or across our markets. Although we have operational safeguards in place, they may not be effective in preventing the failure of these systems or platforms to operate effectively and be available. Such failures may be caused by various factors, including power outages, catastrophic events, physical theft, computer and network failures, inadequate or ineffective redundancy, problems with transitioning to upgraded or replacement systems or platforms, flaws in third-party software or services, errors or improper use by our employees or third party service providers, or a breach in the security of these systems or platforms, including through cyber-attacks such as those that result in the blockage of our or our third-party business partners’ or service providers’ systems and platforms and those discussed in more detail in this risk factors section. If our incident response, disaster recovery and business continuity plans do not resolve these issues in an effective manner they could result in an interruption in our operations and could cause material negative impacts to our product availability and sales, the efficiency of our operations and our financial results. In addition, remediation of any problems with our systems could result in significant, unplanned expenses.
Risks Related to Labor and Supply Chain
Our reliance on key business partners may adversely affect our business and operations.
The growth of our business relies on the ability of our licensee partners to implement our growth platforms and product innovations as well as on the degree to which we are able to enter into, maintain, develop and negotiate appropriate terms and conditions of, and enforce, commercial and other agreements and the performance of our business partners under such agreements. Our international joint venture partners or licensees may face capital constraints or other factors that may limit the speed at which they are able to expand and develop in a certain market. Our Channel Development business is heavily reliant on Nestlé, which acquired the right to sell and distribute our packaged goods and foodservice products to retailers and operators, with few exceptions. If Nestlé fails to perform its distribution and marketing commitments under our agreements and/or fails to support, protect and grow our brand in Channel Development, our Channel Development business could be adversely impacted for a period of time, present long-term challenges to our brand, limit our ability to grow our Channel Development business and have a material adverse impact on our business and financial results. Additionally, the growth of our Channel Development business is in part dependent on the level of discretionary support provided by our retail and licensed store businesses.
There are generally a relatively small number of licensee partners operating in specific markets. If they are not able to access sufficient funds or financing, or are otherwise unable or unwilling to successfully operate and grow their businesses it could have a material adverse effect on our results in the markets. Our business partners may be materially adversely impacted by the COVID-19 pandemic and may not have sufficient financial support and capital to remain financially solvent and may not have the ability to meet their development goals and targets.
Due to the COVID-19 pandemic, our financial results have been and could continue to be adversely affected by the disruption to the operations of our business partners, including licensee and joint venture relationships, third-party manufacturers, distributors and retailers, through the effects of business and facilities closures, reductions in operating hours, social, economic, political or labor instability in affected areas, transportation delays, travel restrictions and changes in operating procedures, including for additional cleaning and safety protocols.
Increases in the cost of high-quality arabica coffee beans or other commodities or decreases in the availability of high-quality arabica coffee beans or other commodities could have an adverse impact on our business and financial results.
The availability and prices of coffee beans and other commodities are subject to significant volatility. We purchase, roast and sell high-quality whole bean arabica coffee beans and related coffee products. The high-quality arabica coffee of the quality we seek tends to trade on a negotiated basis at a premium above the “C” price. This premium depends upon the supply and demand at the time of purchase and the amount of the premium can vary significantly. Increases in the “C” coffee commodity price increase the price of high-quality arabica coffee and also impact our ability to enter into fixed-price purchase commitments. We frequently enter into supply contracts whereby the quality, quantity, delivery period and other negotiated terms are agreed upon, but the date, and therefore price, at which the base “C” coffee commodity price component will be fixed has not yet been established.
The supply and price of coffee we purchase can also be affected by multiple factors in the producing countries, such as weather (including the potential effects of climate change), natural disasters, crop disease, general increase in farm inputs and costs of production, inventory levels, political and economic conditions and the actions of certain organizations and associations that have historically attempted to influence prices of green coffee through agreements establishing export quotas or by restricting coffee supplies. Speculative trading in coffee commodities can also influence coffee prices. Because of the significance of
15

Table of Contents
coffee beans to our operations, combined with our ability to only partially mitigate future price risk through purchasing practices and hedging activities, increases in the cost of high-quality arabica coffee beans could have a material adverse impact on our profitability. In addition, if we are not able to purchase sufficient quantities of green coffee due to any of the above factors or to a worldwide or regional shortage, we may not be able to fulfill the demand for our coffee, which could have a material adverse impact on our profitability.
We also purchase significant amounts of dairy products, particularly fluid milk, to support the needs of our company-operated retail stores. Additionally, and although less significant to our operations than coffee or dairy, other commodities, including but not limited to tea and those related to food and beverage inputs, such as cocoa, produce, baking ingredients, meats, eggs and energy, as well as the processing of these inputs, are important to our operations. Increases in the cost of dairy products and other commodities, or lack of availability, whether due to supply shortages, delays or interruptions in processing, or otherwise, especially in international markets, could have a material adverse impact on our profitability.
Interruption of our supply chain could affect our ability to produce or deliver our products and could negatively impact our business and profitability.
Any material interruption in our supply chain, such as material interruption of roasted coffee supply due to the casualty loss of any of our roasting plants, interruptions in service by our third-party logistic service providers or common carriers that ship goods within our distribution channels, trade restrictions, such as increased tariffs or quotas, embargoes or customs restrictions, pandemics, social or labor unrest, natural disasters or political disputes and military conflicts that cause a material disruption in our supply chain could have a negative material impact on our business and our profitability. Additionally, our food, beverage and other products are sourced from a wide variety of domestic and international business partners in our supply chain operations, and in certain cases are produced or sourced by our licensees directly. We rely on these suppliers to provide high quality products and to comply with applicable laws. Our ability to find qualified suppliers who meet our standards and supply products in a timely and efficient manner is a significant challenge as we increase our fresh and prepared food offerings, especially with respect to goods sourced from outside the U.S. and from countries or regions with diminished infrastructure, developing or failing economies or which are experiencing political instability or social unrest. For certain products, we may rely on one or very few suppliers. A supplier's failure to meet our standards, provide products in a timely and efficient manner, or comply with applicable laws is beyond our control. These issues could have a material negative impact on our business and profitability.
Changes in the availability of and the cost of labor could adversely affect our business.
Our business could be adversely impacted by increases in labor costs, including wages and benefits, which, in a retail business such as ours, are two of our most significant costs, both domestically and internationally, including those increases triggered by regulatory actions regarding wages, scheduling and benefits; increased health care and workers’ compensation insurance costs; increased wages and costs of other benefits necessary to attract and retain high quality employees with the right skill sets and increased wages, benefits and costs related to the COVID-19 pandemic. The growth of our business can make it increasingly difficult to locate and hire sufficient numbers of key employees, to maintain an effective system of internal controls for a globally dispersed enterprise and to train employees worldwide to deliver a consistently high-quality product and customer experience, which could materially harm our business and results of operations. Furthermore, due to the COVID-19 pandemic, we could experience a shortage of labor for store positions as concern over exposure to COVID-19 and other factors could decrease the pool of available qualified talent for key functions. In addition, our wages and benefits programs, combined with the challenging conditions due to the COVID-19 pandemic, may be insufficient to attract and retain the best talent.
The loss of key personnel or difficulties recruiting and retaining qualified personnel could adversely impact our business and financial results.
Much of our future success depends on the continued availability and service of senior management personnel. The loss of any of our executive officers or other key senior management personnel could harm our business. Our success also depends substantially on the contributions and abilities of our retail store employees on whom we rely to give customers a superior in-store experience and elevate our brand. Accordingly, our performance depends on our ability to recruit and retain high quality management personnel and other employees to work in and manage our stores, both domestically and internationally. Our ability to attract and retain both corporate and retail personnel is also acutely impacted in certain international and domestic markets where the competition for a relatively small number of qualified employees is intense or in markets where large high-tech companies are able to offer more competitive salaries and benefits. Additionally, there is intense competition for qualified technology systems developers necessary to develop and implement new technologies for our growth initiatives, including increasing our digital relationships with customers. If we are unable to recruit, retain and motivate employees sufficiently to maintain our current business and support our projected growth, our business and financial performance may be adversely affected.
16

Table of Contents
Risks Related to Competition
We face intense competition in each of our channels and markets, which could lead to reduced profitability.
The specialty coffee market is intensely competitive, including with respect to product quality, innovation, service, convenience, such as delivery service and mobile ordering, and price, and we face significant and increasing competition in all these areas in each of our channels and markets. Accordingly, we do not have leadership positions in all channels and markets. In the U.S., the ongoing focus by large competitors in the quick-service restaurant sector on selling high-quality specialty coffee beverages could lead to decreases in customer traffic to Starbucks® stores and/or average value per transaction adversely affecting our sales and results of operations. Similarly, continued competition from well-established competitors, or competition from large new entrants or well-funded smaller companies in our domestic and international markets could hinder growth and adversely affect our sales and results of operations in those markets. Many small competitors also continue to open coffee specialty stores in many of our markets across the world, which in the aggregate may also lead to significant decreases of customer traffic to our stores in those markets. Increased competition globally in packaged coffee and tea and single-serve and ready-to-drink coffee beverage markets, including from new and large entrants to this market, could adversely affect the profitability of the Channel Development segment. Furthermore, declines in general consumer demand for specialty coffee products for any reason, including due to consumer preference for other products, flattening demand for our products, changed customer daily routines or traffic to stores as a result of the COVID-19 pandemic, or changed customer spending behaviors due to challenging economic conditions, could have a negative effect on our business.
Risks Related to Operating a Global Business
We are highly dependent on the financial performance of our Americas operating segment.
Our financial performance is highly dependent on our Americas operating segment, as it comprised approximately 70% of consolidated total net revenues in fiscal 2020. If the Americas operating segment revenue trends slow or decline, or does not successfully recover in the post COVID-19 environment, especially in our U.S. market, our other segments may be unable to make up any significant shortfall and our business and financial results could be adversely affected. And because the Americas segment is relatively mature and produces the large majority of our operating cash flows, such a slowdown or decline could result in reduced cash flows for funding the expansion of our international businesses and other initiatives and for returning cash to shareholders.
We are increasingly dependent on the success of certain international markets in order to achieve our growth targets.
Our future growth increasingly depends on the growth and sustained profitability of certain international markets. Some or all of our international market business units (“MBUs”), which we generally define by the countries in which they operate, may not be successful in their operations or in achieving expected growth, which ultimately requires achieving consistent, stable net revenues and earnings. The performance of these international operations may be adversely affected by economic downturns in one or more of the countries in which our large MBUs operate. A decline in performance of one or more of our significant international MBUs could have a material adverse impact on our consolidated results.
The International segment is a significant profit center driving our global returns, along with our Americas segment. In particular, our China MBU contributes meaningfully to both consolidated and International net revenues and operating income. China is currently our fastest growing market, our second largest market overall and 100% company-owned. Due to the significance of our China market for our profit and growth, we are exposed to risks in China, including the risks mentioned elsewhere and the following:
the effects of current U.S.-China relations, including rounds of tariff increases and retaliations and increasing restrictive regulations, potential boycotts and increasing anti-Americanism;
escalating U.S.-China tension and increasing political sensitivities in China;
the effects of the COVID-19 pandemic and related governmental regulations and restrictions on our operations in China;
entry of new competitors to the specialty coffee market in China;
changes in economic conditions in China and potential negative effects to the growth of its middle class, wages, labor, inflation discretionary spending and real estate and supply chain costs;
ongoing government regulatory reform, including relating to public health, food safety, tariffs and tax, sustainability, bringing uncertainty and inconsistent interpretations, which may be contrary to ours, as well as potential significant increases in compliance costs; and
food-safety related matters, including compliance with food-safety regulations and ability to ensure product quality and safety.
17

Table of Contents
Additionally, some factors that will be critical to the success of our international operations overall are different than those affecting our U.S. stores and licensees. Tastes naturally vary by region, and consumers in some MBUs may not embrace our products to the same extent as consumers in the U.S. or other international markets. Occupancy costs and store operating expenses can be higher internationally than in the U.S. due to higher rents for prime store locations or costs of compliance with country-specific regulatory requirements. Because many of our international operations are in an early phase of development, operating expenses as a percentage of related revenues are often higher compared to more developed operations.
We face risks as a global business that could adversely affect our financial performance.
We operate in over 80 markets globally. Our international operations are also subject to additional inherent risks of conducting business abroad, such as:
foreign currency exchange rate fluctuations, or requirements to transact in specific currencies;
changes or uncertainties in economic, legal, regulatory, social and political conditions in our markets, as well as negative effects on U.S. businesses due to increasing anti-American sentiment in certain markets;
interpretation and application of laws and regulations, including tax, tariffs, labor, merchandise, anti-bribery and privacy laws and regulations;
uncertainties and effects of the implementation of the United Kingdom's referendum to withdraw membership from the European Union (referred to as “Brexit”), including financial, legal, tax and trade implications;
restrictive actions of foreign or U.S. governmental authorities affecting trade and foreign investment, especially during periods of heightened tension between the U.S. and such foreign governmental authorities, including protective measures such as export and customs duties and tariffs, government intervention favoring local competitors and restrictions on the level of foreign ownership;
import or other business licensing requirements;
the enforceability of intellectual property and contract rights;
limitations on the repatriation of funds and foreign currency exchange restrictions due to current or new U.S. and international regulations;
in developing economies, the growth rate in the portion of the population achieving sufficient levels of disposable income may not be as fast as we forecast;
difficulty in staffing, developing and managing foreign operations and supply chain logistics, including ensuring the consistency of product quality and service, due to governmental actions affecting supply chain logistics, distance, language and cultural differences, as well as challenges in recruiting and retaining high quality employees in local markets;
local laws that make it more expensive and complex to negotiate with, retain or terminate employees;
local regulations, health guidelines and safety protocols related to the COVID-19 pandemic affecting our store operations; and
delays in store openings for reasons beyond our control, competition with locally relevant competitors or a lack of desirable real estate locations available for lease at reasonable rates, any of which could keep us from meeting annual store opening targets and, in turn, negatively impact net revenues, operating income and earnings per share.
Moreover, many of the foregoing risks are particularly acute in developing countries, which are important to our long-term growth prospects.
Risks Related to Governmental and Regulatory Changes
Failure to comply with applicable laws and changing legal and regulatory requirements could harm our business and financial results.
Our policies and procedures are designed to comply with all applicable laws, accounting and reporting requirements, tax rules and other regulations and requirements, including those imposed by the SEC, Nasdaq and foreign countries, as well as applicable trade, labor, healthcare, food and beverage, sanitation, safety, environmental, labeling, anti-bribery and corruption and merchandise laws. Changes in applicable environmental regulations, including increased or additional regulations to limit carbon dioxide and other greenhouse gas emissions, to discourage the use of plastic or to limit or impose additional costs on commercial water use, may result in increased compliance costs, capital expenditures, incremental investments and other financial obligations for us and our business partners, which could affect our profitability. Furthermore, due to the COVID-19
18

Table of Contents
pandemic, we are subject to additional domestic and foreign governmental regulations and health guidelines, as well as any other voluntary safety protocols.
In addition, our business is subject to complex and rapidly evolving U.S. and international laws and regulations regarding data privacy and data protection, and companies are under increased regulatory scrutiny relating to these matters. The Federal Trade Commission and many state attorneys general are also interpreting federal and state consumer protection laws to impose standards for the online collection, use, dissemination and security of data. The interpretation and application of existing laws and regulations regarding data privacy and data protection are in flux and authorities around the world are considering a number of additional legislative and regulatory proposals in this area. Current and future data privacy and data protection laws and regulations (including the GDPR and the CCPA, discussed in more detail in this risk factors section, and other applicable international and U.S. privacy laws), or new interpretations of existing laws and regulations, may limit our ability to collect and use data, require us to otherwise modify our data processing practices and policies or result in the possibility of fines, litigation or orders, which may have an adverse effect on our business and results of operations. The burdens imposed by these and other laws and regulations that may be enacted, or new interpretations of existing and future laws and regulations, may also require us to incur substantial costs in reaching compliance in a manner adverse to our business.
In addition, the European Commission in July 2016 and the Swiss Government in January 2017 approved the EU-U.S. and the Swiss-U.S. Privacy Shield frameworks, respectively, which are designed to allow U.S. companies that self-certify to the U.S. Department of Commerce and publicly commit to comply with the Privacy Shield requirements to freely import personal data from the EU and Switzerland. However, these frameworks face a number of legal challenges and their validity remains subject to legal, regulatory and political developments in both Europe and the U.S. The EU-U.S. Privacy Shield framework approved by the European Commission, which is relied upon for transfers of personal data outside the European Economic Area could be invalidated by the Court of Justice of the European Union. The potential invalidation of this mechanism could have a significant adverse impact on our ability to process and transfer personal data outside of the European Economic Area.
The complexity of the regulatory environment in which we operate and the related cost of compliance are both increasing due to additional or changing legal and regulatory requirements, our ongoing expansion into new markets and new channels and the fact that foreign laws occasionally conflict with domestic laws. In addition to potential damage to our reputation and brand, failure by us or our business partners to comply with the various applicable laws and regulations, as well as changes in laws and regulations or the manner in which they are interpreted or applied, may result in litigation, civil and criminal liability, damages, fines and penalties, increased cost of regulatory compliance and restatements of our financial statements and have an adverse impact on our business and financial results.
Item 1B. Unresolved Staff Comments
None.
Item 2.Properties
The material properties used by Starbucks in connection with its roasting, manufacturing, warehousing, distribution and corporate administrative operations, serving all segments, are as follows:
LocationApproximate Size in Square FeetPurpose
York, PA1,957,000 Roasting, warehousing and distribution
Seattle, WA1,288,000 Corporate administrative
Minden, NV (Carson Valley)1,080,000 Roasting, warehousing and distribution
Lebanon, TN680,000 Warehousing and distribution
Kent, WA510,000 Roasting and distribution
Auburn, WA491,000 Warehousing and distribution
Shanghai, China169,000 Corporate administrative
We own most of our roasting facilities and lease the majority of our warehousing and distribution locations. As of September 27, 2020, Starbucks had 16,637 company-operated stores, almost all of which are leased. We also lease space in various locations worldwide for regional, district and other administrative offices, training facilities and storage. In addition to the locations listed above, we hold inventory at various locations managed by third-party warehouses.
Item 3.Legal Proceedings
See Note 16, Commitments and Contingencies, to the consolidated financial statements included in Item 8 of Part II of this 10-K for information regarding certain legal proceedings in which we are involved.
Item 4.Mine Safety Disclosures
Not applicable.
19

Table of Contents
PART II
Item 5. Market for the Registrant’s Common Equity, Related Shareholder Matters and Issuer Purchases of Equity Securities
SHAREHOLDER INFORMATION
MARKET INFORMATION AND DIVIDEND POLICY
Starbucks common stock is traded on NASDAQ, under the symbol “SBUX.”
As of November 6, 2020, we had approximately 18,000 shareholders of record. This does not include persons whose stock is in nominee or “street name” accounts through brokers.
Future decisions to pay cash dividends continue to be at the discretion of the Board of Directors and will be dependent on our operating performance, financial condition, capital expenditure requirements and other factors that the Board of Directors considers relevant.
ISSUER PURCHASES OF EQUITY SECURITIES
Shares under our ongoing share repurchase program may be repurchased in open market transactions, including pursuant to a trading plan adopted in accordance with Rule 10b5-1 of the Securities Exchange Act of 1934, or through privately negotiated transactions. The timing, manner, price and amount of repurchases will be determined at our discretion, and the share repurchase program may be suspended, terminated or modified at any time for any reason. On April 8, 2020, we announced a temporary suspension of our share repurchase program. Repurchases pursuant to this program were last made in March 2020. During the fourth fiscal quarter ended September 27, 2020, there was no share repurchase activity.
20

Table of Contents
Performance Comparison Graph
The following graph depicts the total return to shareholders from September 27, 2015 through September 27, 2020, relative to the performance of the Standard & Poor’s 500 Index, the NASDAQ Composite Index and the Standard & Poor’s 500 Consumer Discretionary Sector, a peer group that includes Starbucks. All indices shown in the graph have been reset to a base of 100 as of September 27, 2015, and assume an investment of $100 on that date and the reinvestment of dividends paid since that date. The stock price performance shown in the graph is not necessarily indicative of future price performance.
sbux-20200927_g2.jpg
 Sep 27, 2015Oct 2, 2016Oct 1, 2017Sep 30, 2018Sep 29, 2019Sep 27, 2020
Starbucks Corporation$100.00 $94.64 $95.57 $103.49 $163.98 $159.64 
S&P 500100.00 115.43 136.91 161.43 168.30 193.80 
NASDAQ Composite100.00 116.42 144.00 180.24 181.19 255.40 
S&P Consumer Discretionary100.00 109.64 125.56 166.41 170.33 219.55 

21

Table of Contents
Item 6. Selected Financial Data
The following selected financial data is derived from the consolidated financial statements. The data below should be read in conjunction with “Management’s Discussion and Analysis of Financial Condition and Results of Operations,” “Risk Factors,” and the consolidated financial statements and notes.
Financial Information (in millions, except per share data):
As of and for the Fiscal Year Ended(1)
Sept 27,
2020
(52 Wks)
Sept 29,
2019
(52 Wks)
Sept 30,
2018
(52 Wks)
Oct 1,
2017
(52 Wks)
Oct 2,
2016
(53 Wks)
Results of Operations
Net revenues:
 Company-operated stores$19,164.6 $21,544.4 $19,690.3 $17,650.7 $16,844.1 
Licensed stores
2,327.1 2,875.0 2,652.2 2,355.0 2,154.2 
Other
2,026.3 2,089.2 2,377.0 2,381.1 2,317.6 
Total net revenues$23,518.0 $26,508.6 $24,719.5 $22,386.8 $21,315.9 
Operating income$1,561.7 $4,077.9 $3,883.3 $4,134.7 $4,171.9 
Net earnings including noncontrolling interests(2)
924.7 3,594.6 4,518.0 2,884.9 2,818.9 
Net earnings/(loss) attributable to noncontrolling interests(3.6)(4.6)(0.3)0.2 1.2 
Net earnings attributable to Starbucks(2)
928.3 3,599.2 4,518.3 2,884.7 2,817.7 
EPS — diluted(2)
0.79 2.92 3.24 1.97 1.90 
Cash dividends declared per share(3)
1.23 1.49 1.32 1.05 0.85 
Net cash provided by operating activities(4)
1,597.8 5,047.0 11,937.8 4,251.8 4,697.9 
Capital expenditures (additions to property, plant and equipment)1,483.6 1,806.6 1,976.4 1,519.4 1,440.3 
Balance Sheet
Total assets$29,374.5 $19,219.6 $24,156.4 $14,365.6 $14,312.5 
Long-term debt (including current portion)15,909.5 11,167.0 9,440.1 3,932.6 3,585.2 
Shareholders’ equity/(deficit)(7,805.1)(6,232.2)1,169.5 5,450.1 5,884.0 
(1)Our fiscal year ends on the Sunday closest to September 30. The fiscal year ending on October 2, 2016 included 53 weeks, with the 53rd week falling in our fourth fiscal quarter.
(2)Fiscal 2018 results include a gain not subject to income tax of $1.4 billion resulting from the acquisition of our East China joint venture. The impact of the gain to our diluted EPS was $0.99.
(3)Subsequent to our year-end, on September 30, 2020, we declared a cash dividend of $0.45 per share payable on November 27, 2020 to shareholders of record on November 12, 2020.
(4)Net cash provided by operating activities for fiscal 2016 and fiscal 2017 has been adjusted for the adoption of new accounting guidance related to excess tax benefits as discussed in Note 1, Summary of Significant Accounting Policies.

22

Table of Contents
Comparable Store Sales:
Fiscal Year EndedSep 27,
2020
Sep 29,
2019
Sep 30,
2018
Oct 1,
2017
Oct 2,
2016
Percentage change in comparable store sales(1)
Americas
Sales growth(12)%%%%%
Change in transactions(21)%%(1)%— %%
Change in ticket11 %%%%%
International(2)
Sales growth(19)%%%%%
Change in transactions(23)%%(1)%%%
Change in ticket%%%%%
Consolidated
Sales growth(14)%%%%%
Change in transactions(22)%%(1)%— %%
Change in ticket10 %%%%%
(1)Includes only Starbucks® company-operated stores open 13 months or longer. Comparable store sales exclude the effect of fluctuations in foreign currency exchange rates and the results of our global Siren Retail operations. For fiscal year 2016, comparable store sales percentages were calculated excluding the 53rd week. For fiscal year 2020, stores that were temporarily closed or operating at reduced hours due to the COVID-19 outbreak remained in comparable store sales while stores identified for permanent closure were removed.
(2)Beginning in February of fiscal 2019, comparable store sales include the results of the transfer of 1,477 licensed stores in East China to company-operated retail stores as a result of the purchase of our East China joint venture in the first quarter of fiscal 2018. Beginning in December of fiscal 2016, comparable store sales include the results of the 1,009 company-operated stores acquired as part of the acquisition of Starbucks Japan in the first quarter of fiscal 2015.

23

Table of Contents
Store Count Data:
As of and for the Fiscal Year EndedSept 27,
2020
(52 Wks)
Sept 29,
2019
(52 Wks)
Sept 30,
2018
(52 Wks)
Oct 1,
2017
(52 Wks)
Oct 2,
2016
(53 Wks)
Net stores opened/(closed) and transferred during the year:
Americas(1)
Company-operated stores135 284 275 395 348 
Licensed stores152 323 624 558 456 
International(2)
Company-operated stores668 209 2,079 238 145 
Licensed stores449 1,128 (680)1,130 1,116 
Corporate and Other(3)
Company-operated stores— — (288)(69)(17)
Licensed stores— (12)(25)(6)
Total1,404 1,932 1,985 2,254 2,042 
Stores open at year end:
Americas(1)
Company-operated stores10,109 9,974 9,690 9,415 9,020 
Licensed stores8,245 8,093 7,770 7,146 6,588 
International(2)
Company-operated stores6,528 5,860 5,651 3,572 3,334 
Licensed stores7,778 7,329 6,201 6,881 5,751 
Corporate and Other (3)
Company-operated stores— — — 288 357 
Licensed stores— — 12 37 35 
Total32,660 31,256 29,324 27,339 25,085 
(1)Americas store data includes the transfer of 112 company-operated retail stores in Brazil to licensed stores as a result of the sale of our Brazil retail operations in the second quarter of fiscal 2018.
(2)International store data includes in fiscal 2019 the transfer of 82 company-operated stores in France and the Netherlands to licensed stores as a result of the sales of operations in the second quarter and the transfer of 377 company-operated stores in Thailand to licensed stores as a result of the sale of operations late in the third quarter. Additionally, store data includes the transfer of 1,477 licensed stores in East China to company-operated retail stores as a result of the purchase of our East China joint venture in the first quarter of fiscal 2018, the transfer of 133 Singapore stores from company-operated stores to licensed stores in fiscal 2017 and the transfer of 144 Germany company-operated stores to licensed stores in fiscal 2016.
(3)Corporate and Other store data includes the closure of 313 Teavana retail stores in fiscal 2018 and 12 Teavana retail stores in the first quarter of fiscal 2019.
24

Table of Contents
Item 7.Management’s Discussion and Analysis of Financial Condition and Results of Operations
General
Our fiscal year ends on the Sunday closest to September 30. All references to store counts, including data for new store openings, are reported net of related store closures, unless otherwise noted.
Overview
Starbucks results for fiscal 2020 reflect the challenges our business faced with the COVID-19 pandemic, which severely impacted our results, particularly during the second and third fiscal quarters. Consolidated revenues declined 11% to $23.5 billion in fiscal 2020 compared to $26.5 billion in fiscal 2019 driven by temporary closures of a significant number of our company-operated and licensed stores, as well as modified business operations and reduced customer traffic. We gradually reopened our stores and, since then, have seen sequential improvements in comparable store sales in both our Americas and International segments as transaction volumes continue to climb, reflecting the resilience of our business model and the strength of our brand.
Comparable store sales for the Americas segment declined by 12% for fiscal 2020, primarily due to the temporary store closures, reduced customer traffic and shortened store hours. The most negative impacts occurred during the third quarter of fiscal 2020. Most company-operated and licensed stores were re-opened as of early May, and over 60% of company-operated stores in the U.S. provided limited seating by the end of the fiscal year. To help protect the health and welfare of our partners, we incurred incremental labor costs, including paying the wages and benefits to partners who were either unable or uncomfortable working from mid-March through May, a temporary wage increase for partners who continued working during this period and additional benefits to furloughed or separated partners resulting from reduced store hours. The incremental wages incurred were partially offset by qualified tax credits provided by the Coronavirus Aid, Relief and Economic Security Act (“CARES Act”) and the Canada Emergency Wage Subsidy (“CEWS”). In June 2020, we announced a plan to optimize our North America store portfolio, primarily in dense, metropolitan markets, by blending store formats to better cater to changing customer tastes and preferences. During the fourth quarter of fiscal 2020, we closed approximately 100 stores in the U.S. and Canada, and we expect to close an additional 700 stores in those markets over the next 18 months. This reflects an additional 200 store closures than the initial announcement estimate of 600 stores. Costs incurred related to the restructuring efforts are recorded as restructuring and impairments on our consolidated statement of earnings and will continue to be recorded in accordance with the anticipated timeline of store closures.
For the International segment, comparable store sales declined by 19% for fiscal 2020, mostly due to the 31% and 37% reduction in comparable store sales during the second and third fiscal quarters of 2020, respectively. Company-operated stores in the China market began re-opening in the fiscal second quarter, and nearly all company-operated stores were open by the end of the fiscal third quarter. To support our international licensees in their recovery efforts, we extended more flexible development and financial terms, including waiving royalty payments during the fiscal third quarter.
Revenue for our Channel Development segment declined $68 million, or 3%, when compared with fiscal 2019. This is largely due to the lapping of Global Coffee Alliance transition-related activities, including higher inventory sales in the prior year as Nestlé prepared to fulfill customer orders. These are partially offset by the continued growth of the Global Coffee Alliance during fiscal 2020.
Throughout the second half of fiscal 2020, we experienced initial business recovery as our stores gradually reopened under modified operations to meet public health guidelines and evolving customer behaviors and expectations. As of September 27, 2020, nearly all of our company-operated and licensed stores were re-opened. Those that have remained closed are located in travel or transportation hubs as well as central business districts. Our global business is recovering steadily, with China approaching comparable store sales recovery and the U.S. demonstrating continued upward momentum in sales and profitability. Our Channel Development segment continues to grow category share as customers adjust to their at-home routines. In fiscal 2021, we expect lower revenues for the segment as we transitioned our single-serve coffee business to a more royalty-based model. We do not expect the change to have a material impact on our earnings. However, the change is anticipated to have an accretive impact on operating margin for the segment.
We continue to invest in technologies and innovations to elevate the customer and partner experience and to drive long-term growth. By reimagining our store formats, we are moving swiftly to adapt to new customer behaviors. Absent significant COVID-19 relapses or global economic disruptions, and based on the current trend of our retail business recovery and our focused efforts to expand contactless customer experiences, digital capabilities and beverage innovation, we believe we are well positioned to regain the positive business momentum we had demonstrated prior to the pandemic.
Financial Highlights
Total net revenues decreased 11% to $23.5 billion in fiscal 2020 compared to $26.5 billion in fiscal 2019.
25

Table of Contents
Consolidated operating income decreased to $1.6 billion in fiscal 2020 compared to operating income of $4.1 billion in fiscal 2019. Fiscal 2020 operating margin was 6.6% compared to 15.4% in fiscal 2019. Operating margin contraction was primarily driven by sales deleverage and additional costs incurred attributable to COVID-19, including catastrophe pay and enhanced pay programs for retail store partners, net of benefits provided by government subsidies. Higher restructuring activities related to our Americas store portfolio optimization and investments to support key business partners also contributed. These decreases were partially offset by sales leverage realized in the first quarter of fiscal 2020 prior to the onset of COVID-19 impacts and supply chain efficiencies.
Earnings per share (“EPS”) for fiscal 2020 decreased to $0.79, compared to EPS of $2.92 in fiscal 2019. The decrease was primarily driven by the adverse impacts of COVID-19, including lower revenues due to temporary store closures, reduced customer traffic and modified operations, as well as incremental labor expenses and restructuring costs.
Capital expenditures were $1.5 billion in fiscal 2020 compared to $1.8 billion in fiscal 2019 primarily due to a pause in new store openings due to COVID-19.
We returned $3.6 billion to our shareholders in fiscal 2020 through share repurchases and dividends compared to $12.0 billion in fiscal 2019. We temporarily suspended our share repurchase program in March 2020.
Acquisitions and Divestitures
See Note 2, Acquisitions, Divestitures and Strategic Alliance, to the consolidated financial statements included in Item 8 of Part II of this 10-K for information regarding acquisitions and divestitures.
RESULTS OF OPERATIONS — FISCAL 2020 COMPARED TO FISCAL 2019
Consolidated results of operations (in millions):
Revenues
Fiscal Year EndedSep 27,
2020
Sep 29,
2019
%
Change
Net revenues:
Company-operated stores$19,164.6 $21,544.4 (11.0)%
Licensed stores2,327.1 2,875.0 (19.1)
Other 2,026.3 2,089.2 (3.0)
Total net revenues$23,518.0 $26,508.6 (11.3)%
Total net revenues decreased $3.0 billion, or 11%, over fiscal 2019, primarily due to lower revenues from company-operated stores ($2.4 billion). The decline in company-operated store revenue was due to a 14% decrease in comparable store sales ($2.9 billion), attributable to a 22% decrease in comparable transactions, partially offset by a 10% increase in average ticket. Also contributing to the decrease were the conversions of our retail businesses in Thailand, France and the Netherlands to fully licensed markets during fiscal 2019 ($204 million). Partially offsetting these decreases were the incremental revenues from 806 net new Starbucks® company-operated store openings, or a 5% increase, over the past 12 months ($718 million).
Licensed stores revenue declined by $548 million, driven by lower product and equipment sales to and royalty revenues from our licensees.
Other revenues decreased $63 million, primarily due to the lapping of a higher volume of transition activities related to the Global Coffee Alliance and the Tazo brand sale, partially offset by higher sales from the growth of the Global Coffee Alliance.
26

Table of Contents
Operating Expenses
Fiscal Year EndedSep 27,
2020
Sep 29,
2019
Sep 27,
2020
Sep 29,
2019
As a % of Total
Net Revenues
Product and distribution costs$7,694.9 $8,526.9 32.7 %32.2 %
Store operating expenses 10,764.0 10,493.6 45.8 39.6 
Other operating expenses430.3 371.0 1.8 1.4 
Depreciation and amortization expenses1,431.3 1,377.3 6.1 5.2 
General and administrative expenses1,679.6 1,824.1 7.1 6.9 
Restructuring and impairments278.7 135.8 1.2 0.5 
Total operating expenses22,278.8 22,728.7 94.7 85.7 
Income from equity investees322.5 298.0 1.4 1.1 
Operating income$1,561.7 $4,077.9 6.6 %15.4 %
Store operating expenses as a % of related revenues56.2 %48.7 %
Product and distribution costs as a percentage of total net revenues increased 50 basis points, primarily due to sales deleverage attributable to COVID-19 impacts, which included inventory write-offs and product waste (approximately 10 basis points), partially offset by supply chain efficiencies (approximately 60 basis points).
Store operating expenses as a percentage of total net revenues increased 620 basis points. Store operating expenses as a percentage of company-operated store revenues increased 750 basis points, primarily due to sales deleverage attributable to COVID-19 impacts, which included catastrophe pay and enhanced pay programs for retail partners, net of benefits provided by temporary subsidies from the U.S. and certain foreign governments (approximately 150 basis points).
Other operating expenses increased $59 million, primarily due to incremental costs to develop and grow the Global Coffee Alliance.
Depreciation and amortization expenses as a percentage of total net revenues increased 90 basis points, primarily due to sales deleverage.
General and administrative expenses decreased $145 million, primarily driven by lower performance-based compensation ($63 million), lapping of the 2018 U.S stock award granted in fiscal 2018, which was funded by savings from the Tax Cuts and Jobs Act enacted in December 2017 (“Tax Act”) and vested in fiscal 2019 ($61 million), and lapping of the 2019 Starbucks Leadership Experience in Chicago ($52 million), partially offset by incremental strategic investments in technology.
Restructuring and impairment expenses increased $143 million, primarily due to higher asset impairment related to our North America store portfolio optimization ($136 million), higher lease-related costs associated with the closure of certain company-operated stores ($28 million) and intangible asset impairment related to changes in our branding and marketing strategies ($22 million). Partially offsetting theses increases were lower severance costs ($38 million) and lapping the impairment related to our Switzerland retail market ($10 million).
Income from equity investees increased $25 million, primarily due to higher income from our North American Coffee Partnership joint venture and growth in our South Korea joint venture.
The combination of these changes resulted in an overall decrease in operating margin of 880 basis points in fiscal 2020 when compared to fiscal 2019.
27

Table of Contents
Other Income and Expenses
Fiscal Year EndedSep 27,
2020
Sep 29,
2019
Sep 27,
2020
Sep 29,
2019
  
As a % of Total
Net Revenues
Operating income$1,561.7 $4,077.9 6.6 %15.4 %
Net gain resulting from divestiture of certain operations — 622.8 — 2.3 
Interest income and other, net39.7 96.5 0.2 0.4 
Interest expense(437.0)(331.0)(1.9)(1.2)
Earnings before income taxes1,164.4 4,466.2 5.0 16.8 
Income tax expense239.7 871.6 1.0 3.3 
Net earnings including noncontrolling interests924.7 3,594.6 3.9 13.6 
Net loss attributable to noncontrolling interests(3.6)(4.6)— — 
Net earnings attributable to Starbucks$928.3 $3,599.2 3.9 %13.6 %
Effective tax rate including noncontrolling interests20.6 %19.5 %
Net gain resulting from divestiture of certain operations decreased $623 million due to lapping the sale of retail operations in Thailand, France and the Netherlands in fiscal 2019.
Interest income and other, net decreased $57 million, primarily due to lower interest rates and lapping the gain on the sale of a non-operating asset.
Interest expense increased $106 million primarily due to additional interest incurred on long-term debt issued in March 2020 and May 2020.
The effective tax rate for fiscal 2020 was 20.6% compared to 19.5% for fiscal 2019. The increase was primarily due to the valuation allowances recorded against deferred tax assets of certain international jurisdictions (approximately 980 basis points). This unfavorable impact was partially offset by lower pre-tax earnings including the foreign rate differential on our jurisdictional mix of earnings (approximately 340 basis points), stock-based compensation excess tax benefits in relation to pre-tax earnings (approximately 250 basis points), remeasurement of deferred tax assets due to enacted corporate rate change (approximately 220 basis points) and the impact of changes in indefinite reinvestment assertions for certain foreign subsidiaries in the first quarter of fiscal 2019 (approximately 170 basis points). See Note 14, Income Taxes, for further discussion.
28

Table of Contents
Segment Information
Results of operations by segment (in millions):
Americas
Fiscal Year EndedSep 27,
2020
Sep 29,
2019
Sep 27,
2020
Sep 29,
2019
As a % of Americas
Total Net Revenues
Net revenues:
Company-operated stores$14,778.8 $16,288.2 90.2 %89.2 %
Licensed stores1,592.9 1,958.0 9.7 10.7 
Other 7.5 12.8 — 0.1 
Total net revenues16,379.2 18,259.0 100.0 100.0 
Product and distribution costs4,611.5 5,174.7 28.2 28.3 
Store operating expenses8,488.0 8,064.8 51.8 44.2 
Other operating expenses166.8 159.8 1.0 0.9 
Depreciation and amortization expenses762.0 696.1 4.7 3.8 
General and administrative expenses268.0 323.9 1.6 1.8 
Restructuring and impairments257.6 56.9 1.6 0.3 
Total operating expenses14,553.9 14,476.2 88.9 79.3 
Operating income$1,825.3 $3,782.8 11.1 %20.7 %
Revenues
Americas total net revenues for fiscal 2020 decreased $1.9 billion, or 10%, primarily due to a 12% decrease in comparable store sales ($1.9 billion) driven by a 21% decrease in transactions, partially offset by an 11% increase in average ticket. Also contributing were lower product and equipment sales to and royalty revenues from our licensees ($354 million). These decreases were partially offset by 134 net new Starbucks® company-operated stores, or a 1% increase, over the past 12 months ($436 million).
Operating Margin
Americas operating income for fiscal 2020 decreased 52% to $1.8 billion, compared to $3.8 billion in fiscal 2019. Operating margin decreased 960 basis points to 11.1%, primarily due to sales deleverage attributed to reduced labor productivity and additional costs incurred as a result of COVID-19, mainly catastrophe pay and enhanced pay programs for retail store partners incurred primarily during the fiscal third quarter, net of benefits provided by the CARES Act and CEWS (approximately 180 basis points). Higher restructuring expenses relating to our North America portfolio optimization (approximate