Purpose

This study aims to illustrate how firms engage in rhetorical history, i.e. “the process by which managers skillfully impose meaning on a firm’s past as a persuasive and agentic process” (Suddaby et al., 2010). The case study shows that the connection of past events to specific and schematic narratives allows external events to be appropriated and used by Starbucks as assets to achieve its organizational goals (e.g. legitimacy).

Design/methodology/approach

The study is based on a close reading and coding of 1,852 “stories” (2,470 pages) published by Starbucks between 2003 and 2020.

Findings

The authors first show that Starbucks’ language relies heavily on terms referring to temporality. The authors then highlight the organization’s efforts to assert its history, to emphasize its heritage and to inscribe itself in local and national histories. With this case study, the authors contribute to the ongoing debate on history as an organizational resource. The study shows how brands that are not necessarily “historical” can mobilize rhetorical history in their strategic marketing.

Research limitations/implications

This case study illustrates four heritage implementation strategies: narrating, visualizing, performing and embodying. Further research could contribute to the discussion of rhetorical history production practices, in particular how heritage elements are validated, articulated, related and adopted by organizations (Burghausen and Balmer, 2014).

Originality/value

The research shows that the main mechanism for constituting social memory assets does not lie in the accumulation of narratives, but in the coupling of narratives at different levels, and in the inclusion of several stakeholders within the narratives. The research also highlights that the affirmation of the historicity of the firm is a prerequisite for the constitution of social memory assets. The research shows that there are a wide variety of ways to convey historical narratives, in particular the essential role leadership plays in the rhetorical process of historicization. The research also shows that the issues of identity and legitimacy are more closely linked than previous research has suggested. In a way, rhetorical history serves strategic management as much as marketing. The porosity between the different audiences allows for a strong alignment between stakeholders, thus consolidating a competitive advantage that lies at the heart of Starbucks’ success, and which notably contributes to reinforcing its core value proposition (i.e. access to a “welcoming, safe and inclusive” third place) and its relational business model. Finally, the case shows that the mobilization of social memory assets does not necessarily lead to the use of nostalgic associations. In this case, for Starbucks, it is not a matter of cultivating memories of the “good old days” but of drawing inspiration from the past, of maintaining traditions to remain culturally relevant and of relying on these assets to project itself into the future.

中文翻译：

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修辞史与战略营销：以星巴克为例

目的

本研究旨在说明公司如何参与修辞历史，即“管理者巧妙地将意义赋予公司过去作为具有说服力和代理性的过程”（Suddaby等人，2010 年）。案例研究表明，将过去的事件与具体的示意性叙述联系起来，使得星巴克可以挪用和使用外部事件作为资产来实现其组织目标（例如合法性）。

设计/方法/方法

该研究基于对星巴克在 2003 年至 2020 年间发布的 1,852 个“故事”（2,470 页）的仔细阅读和编码。

发现

作者首先表明，星巴克的语言严重依赖于指代时间性的术语。然后，作者强调了该组织为维护其历史、强调其遗产并将自己铭刻在地方和国家历史中的努力。通过这个案例研究，作者为关于历史作为一种组织资源的持续辩论做出了贡献。该研究表明，不一定是“历史”的品牌如何在其战略营销中调动修辞历史。

研究限制/影响

本案例研究说明了四种遗产实施策略：叙述、可视化、表演和体现。进一步的研究可能有助于讨论修辞历史生产实践，特别是遗产元素如何被组织验证、表达、关联和采用（Burghausen 和 Balmer，2014 年）。

原创性/价值

研究表明，构成社会记忆资产的主要机制不在于叙事的积累，而在于不同层次的叙事耦合，以及在叙事中包含若干利益相关者。该研究还强调，对公司历史性的肯定是社会记忆资产构成的先决条件。研究表明，传达历史叙事的方式多种多样，特别是领导力在历史化的修辞过程中发挥的重要作用。研究还表明，身份和合法性问题比以前的研究表明的联系更紧密。在某种程度上，修辞史为战略管理服务于营销。不同受众之间的空隙允许利益相关者之间的紧密结合，从而巩固作为星巴克成功核心的竞争优势，并且显着有助于加强其核心价值主张（即获得“欢迎、安全和包容”第三名）及其关系型商业模式。最后，该案例表明，社会记忆资产的动员并不一定会导致怀旧联想的使用。在这种情况下，对于星巴克来说，这不是培养对“美好时光”的记忆，而是从过去汲取灵感，保持传统以保持文化相关性，并依靠这些资产将自己投射到未来。从而巩固了作为星巴克成功核心的竞争优势，这显着有助于加强其核心价值主张（即获得“欢迎、安全和包容”的第三场所）及其相关业务模式。最后，该案例表明，社会记忆资产的动员并不一定会导致怀旧联想的使用。在这种情况下，对于星巴克来说，这不是培养对“美好时光”的记忆，而是从过去汲取灵感，保持传统以保持文化相关性，并依靠这些资产将自己投射到未来。从而巩固了作为星巴克成功核心的竞争优势，这显着有助于加强其核心价值主张（即获得“欢迎、安全和包容”的第三场所）及其相关业务模式。最后，该案例表明，社会记忆资产的动员并不一定会导致怀旧联想的使用。在这种情况下，对于星巴克来说，这不是培养对“美好时光”的记忆，而是从过去汲取灵感，保持传统以保持文化相关性，并依靠这些资产将自己投射到未来。该案例表明，社会记忆资产的动员并不一定会导致怀旧联想的使用。在这种情况下，对于星巴克来说，这不是培养对“美好时光”的记忆，而是从过去汲取灵感，保持传统以保持文化相关性，并依靠这些资产将自己投射到未来。该案例表明，社会记忆资产的动员并不一定会导致怀旧联想的使用。在这种情况下，对于星巴克来说，这不是培养对“美好时光”的记忆，而是从过去汲取灵感，保持传统以保持文化相关性，并依靠这些资产将自己投射到未来。