On November 13, 2012, Can Ikinci, the CEO of Starbucks Turkey, looked at the latest financial report from the parent Starbucks Corporation. Howard Schulz, the company’s CEO, had come back from semi-retirement to take back the leadership role of the company after it saw same store sales decline in 2006 and 2007. Notwithstanding Schulz’s efforts at revitalizing the company, the report that Ikinci was reading indicated that Starbucks Corporation was not yet out of the woods. As he read the report, Ikinci thought about how the competitive landscape had changed significantly in Turkey since Starbucks’ entry in 2003. A number of foreign players had entered the market in addition to local players. Ikinci’s plans for the Turkey market called for a significant expansion from the company’s current count of over 80 stores. He wondered if he should temper his plans for expansion in light of the travails of the parent company. In spite of Starbucks Turkey’s success since the opening of the first store in Turkey five years ago, the direction of future growth still remained uncertain. Would rapid expansion strain the unique quality of their offering, as most would argue was the major cause of the downturn in profits in the U. S. business, or will they need to explore other paths for growth? The expansion strategy would not only have to deliver superior results but also protect the integrity of the brand for the long-term to ensure consumer loyalty