Latte me to rest! Coffee-lover who died after battle with cancer is buried in Costa-themed coffin... with her order written on the side

Karen Lloyd, 51, died of cancer following a brave 8-month battle

Friends chose the unusual design to celebrate her love of the chain

Costa spokesman: 'Our thoughts are with the family at this difficult time'

By JAMES WHITE and DAVID WILKES

PUBLISHED: 11:12 GMT, 17 February 2014 | UPDATED: 01:29 GMT, 18 February 2014

In life, Karen Lloyd enjoyed a coffee while shopping with friends. In fact, she liked it so much she was nicknamed ‘Costa Karen’.

So after the fun-loving mother of two died from cancer at 51, her family thought it only fitting that her funeral should feature a shot of something frothy too.

They commissioned a coffin in her favourite coffee shop Costa’s burgundy colour with the chain’s logo on the side.

The words ‘one shot, extra hot skinny latte’ – her drink of choice – were also written on one end of the wooden coffin.

Her husband Alan, 45, said yesterday: ‘The funeral was a celebration of her life and it’s good to do it on a humorous side.

‘When we asked the funeral directors for a Costa-themed coffin, they said, “We’ve never done one of those before”.

'But they managed to do one for us.’

It was made by Oxford firm Colourful Coffins and there were 450 mourners at the funeral in Swindon on Friday.

Mrs Lloyd was diagnosed with breast cancer in June and died on February 4, leaving behind her husband and sons Harry, 19, and Eddie, 15.

The coffin was carried into the church to the sound of 'More than a Woman' and, following the service, carried out to 'Viva Las Vegas'.

Lynzi Barrett, a close friend of Karen, said: 'She wanted a coffin with a difference and Alan, her husband, wondered what could be done regarding Costa.

'I telephoned Mark Hillier of Hillier Funeral Service and within an hour he called me back to say we could have it. It brought a smile to our faces at a time of sorrow. 

'Both the funeral and wake were based around her love of Costa coffee, shopping and sleeping. 

'We had pictures of her everywhere as she lit up every room she entered. 

'She was the most positive, kind person I have ever met, who loved her boys and most definitely made an impact on everyone she ever met.'

Karen, who worked for a blinds and shutters company before her illness, had her funeral at Christ Church in Old Town, Swindon, Wiltshire, last week. 

She was diagnosed with breast cancer last June following a mammogram. She didn't have a lump - instead she had an enlarged breast.

Despite her illness, she dedicated time to charity work, raising more than £2,000 for the Breast Cancer Unit at the Great Western Hospital.

Through the months of chemotherapy and invasive treatment, Karen kept a brave face and rarely allowed herself to shed any tears.

But tragically, the cancer spread to her spinal fluid and brain and, in December, she was given the devastating news the condition was terminal. 

Karen passed away at Prospect Hospice on February 4, leaving behind her two sons Harry, 19, and Eddie, 15, and husband Alan. 

Reverend Captain Clive Deverell paid tribute to the fun-loving mum during Friday's service. 

He said: 'She loved being with her friends and families and she had great friends. 

'She was a loving mum to her two sons Harry and Eddie. And of course there was Costa, shopping, Costa, shopping and I forgot to say, Costa and shopping.

'She really liked getting herself ready and was always immaculate. If they were going to go on holiday and wanted to arrive on time, Alan's trick was to set all the clocks in the house one hour early.

'Her humour and her fortitude were impressive. She is making the baristas in heaven's lives rather difficult with her one-shot extra hot skinny lattes.'

More than 450 people went to her funeral, with 300 attending the wake.

Lynzi added: 'It looked more like a wedding than a wake, she would have loved it.'

Karen Lloyd's husband said today her friends nicknamed her 'Costa Karen' - but he called her 'Costa Lot'.

Alan, who works on offshore wind farms, was 80 miles off the coast of Germany when found out that his wife of 20 years was seriously ill.

He said: 'She was first class, so friendly and happy, I couldn't have asked for a better wife. 

'She was nicknamed Costa Karen, although I called her Costa Lot. It's a very sad loss, we were married for 20 years. I am going to miss her like anything.

'The funeral was a celebration of her life and it is good to do it on a humourous side. 

'When we asked the funeral directors for a Costa Coffee-themed coffin, they said "you what? We've never done one of those before". But they managed to do one for us. 

'We went to Las Vegas for her 50th birthday and on one of the days we hired cars and went to the Grand Canyon. 

'She said it was one of the best days of her life and we said we would go back again one day. That's why she went out to Viva Las Vegas.'

A Costa spokesman said: 'Our thoughts are of course with the family at this difficult time. 

'Clearly she enjoyed her Costa coffee and her family felt it was an appropriate addition to their farewell to her.'

Read more: http://www.dailymail.co.uk/news/article-2561169/Making-mocha-ry-tradition-Coffee-lover-buried-Costa-themed-coffin.html#ixzz2yCB7L0H3
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转：一杯一念一世界

蓝屹

2012年，太平洋咖啡在中国内地开疆拓土，以超常规的发展速度迅速打开了局面，这凝聚着全体同仁的智慧和辛劳，也展示了我们的决心和实力。就当前中国咖啡市场整体的竞争格局和发展空间看，大家还是处于一个跑马圈地的时代。作为进入中国内地市场时间不长的太平洋咖啡，我们当前的任务是学习、追赶同行，以期共同将市场做大，服务更多的消费者。

作为20年前创建于香港的咖啡连锁品牌，太平洋咖啡进入内地之后，除了收获，也有一些不适应。首先是品牌定位与中国内地咖啡消费者的匹配性不够，其次是忙于开店而对后台能力建设的投入不够。

2013年，我们必须在反思的基础上着力解决品牌定位的适应性和差异性问题，品牌定位的适应性指我们的定位必须匹配中国内地咖啡消费者的消费需求，而差异性体现在我们与竞争对手区隔出来的独特品牌形象。

基于我们的发展历史和在香港市场的成功经验，太平洋咖啡将自己定位于一家“中西方文化融合、充满书卷气的咖啡连锁品牌”。为能充分显示品牌定位，太平洋咖啡品牌由此5个核心要素构成：一是中西方文化融合的场景，二是充满书卷气的氛围，三是与顾客温馨的互动，四是对咖啡品质的追求，五是与环境及社区的和谐相处。

这其中，第三、四、五点是基本要求，顾客是我们生意的核心，如何以我们真诚、细致的服务赢得顾客，使他们将太平洋咖啡当作自己的世界并享受其中，是我们这盘生意能否发展和持续的关键。对咖啡品质的追求是我们的强项，我们需要持续发扬光大，以展示太平洋咖啡专家的形象。这三点基本要求，必须保持在一个相当的水准，不能比竞争对手差，要做到极致，做到决绝。

中西方文化交融的场景和充满书卷气的氛围，是太平洋咖啡独特的气质。由此在市场上，人们就不会混淆你的面孔，模糊你的容颜。为了营造这样一个中西方文化融合的场景，我们在门店设计上融入了许多中国元素，与西式咖啡器具相得益彰。我们推出了“国酒咖啡”和“四大名派”，将中西方的元素混搭调和在产品中，这些大胆的尝试都是为了向顾客展示我们的不同。书卷气的提法源于我们的“每日金句”（Thought for the day），荒岛图书馆也是一个有益的尝试。我们希望太平洋咖啡有一些书房的感觉，人们在这里可以静思，可以感悟，可以指点江山、激扬文字。因为这种书卷气的氛围，我们的顾客闻书香而来，在咖啡香和书香的熏陶下，获得心灵的抚慰。

除了明确的品牌定位，我们也要着力解决如何推动未来发展的后台能力建设问题，包括人才培养、流程标准、食品拓展及供应链效率等等。2013年，我们会主动放慢脚步，认真总结经验，从失误中学习，在反思中学习。

2013年，太平洋咖啡的组织发生了重要的变化，总部要从香港迁往内地，这种组织调整正是为了适应和推动中国内地战略的实现。我们要完成组织重塑，形成组织能力，推动战略实现。香港是我们出发的地方，也是我们的根据地，要守住市场地位，守住利润，守住鲜明的商务定位，不断创新，将生意做到极致。

在零售业务方面，我们要通过旧店优化和开出有品质的新店双轮驱动，以最精确的品牌定位来展店，缩短显示盈亏平衡的时间。

企业咖啡服务有广阔的市场，我们优于Starbucks和Costa率先在市场上推出胶囊咖啡机，要将先发优势变成真正的市场优势、盈利优势。特许经营在内地也要加快进度，与直营店相互补充，扩大品牌的影响力。

咖啡连锁生意是强调情感投入的行业，一线员工非常重要。与顾客面对面，我们员工的精神状态、服务意识、一言一行都对顾客有最直接的影响。在太平洋咖啡，我们提倡“家文化”，关爱我们的员工，把员工当作自己的家人，也相信每一位员工能将这种关爱转化为卓越服务，去赢得顾客的忠诚。用心研磨的一杯，积极向上的一念，和谐温馨的世界，都在每一位员工的微笑和手中展现。

摘自：http://www.crcmagazine.com/2013/201309/13.htm

With Stunning New Stores, Starbucks Has a New Design Strategy: Act Local

• BY LIZ STINSON
• 01.08.14
• 6:30 AM

Last November, Starbucks opened a new store, just like they’d already done more than 1,700 times in 2013. Like the Starbucks you pass on your way to work, this new coffee shop has everything you need for your caffeine consumption ritual: a coffee bar, cozy lounge and enough coffee choices to make you wired for days on end.

Only there’s a minor difference: This new Starbucks is on a moving train.

The coffee behemoth partnered up with Swiss train company SBB to convert a double-decker train car into a store that people could visit during their workday commute. Logistically speaking, it’s a smart move; instead of making busy customers come to them, they figured, why not just go to the customers? “It’s all about us meeting our customers where they are in their day,” says Bill Sleeth, Starbuck’s vice president of design for the Americas.

You could read the sentiment as just another one of the company’s plays for worldwide caffeine domination, but the intense customization of stores is actually an ongoing effort to make the Starbucks brand a little less brand-y. “What you don’t want is a customer walking into a store in downtown Seattle, walking into a store in the suburbs of Seattle and then going into a store in San Jose, and seeing the same store,” Sleeth explains. So how do you make the world’s largest coffee house feel like a neighborhood haunt? The answer: good design.

There was a time when Starbucks really was the coffee shop next door, but that was a long time ago. The company opened its first shop in Seattle in spring of 1971 and stayed relatively small (under 100 stores) for the next 20 years. Of course, since then Starbucks has boomed to be the largest chain of coffee shops in the world. Today, there are more than 18,000 shops worldwide.

But let’s go back in time a bit. In the mid 2000s, the chain was doing great, opening a store a day, branching into new territories like Asia and South America. The design team had opening new shops down to a science—or at least a kit of parts that made it easy to launch a cafe with as little risk and time as possible. Come 2007, the economy went south, and so did some of Starbuck’s business. In 2008, the company closed around 600 shops, prompting a change in senior leadership, and ultimately a change in design thinking.

The company polled customers to find out what they thought of their not-so-little local coffee shop. It turned out that for a lot of people Starbucks was becoming synonymous with fast food. “The customers were saying, ‘Everywhere I go, there you are,’ and not in a good way,” Sleeth says. “We were pretty ubiquitous.” Ubiquity isn’t a bad thing; it meant people wanted what they were selling.

But what’s good for the bottom line (mass production makes things cheaper) isn’t necessarily good for the brand. Starbucks execs wanted to transition from the singular brand they’d been working to establish worldwide, to focusing on more locally relevant design for each store. “There are lot of reasons people come to us; we know people come to us because of consistency quality, speed,” says Sleeth. “But we need to do something that felt authentic.” But how?

To Design Local, You Have to Be Local

They began by getting people out of Seattle. In 2008, nearly all of the company’s designers were stationed at the company’s headquarters in the Pacific Northwest. This meant someone who was designing a new store for a neighborhood in Houston or Chicago or New York had maybe never even been to the city they were creating a store for.

“We couldn’t design locally relevant stores, stores that would resonate with our customers from Seattle,” Sleeth explains. So they began relocating their design team, pushing them out from the headquarters into the actual communities where they would be designing stores. Today, Starbucks’ more than 200 designers are working out of 18 design studios around the world, with 14 of them stationed in the Americas.

As the designers became more familiar with their surroundings, they began to incorporate the communities’ stories into the designs. There are thoughtful touches like furniture made from reclaimed basketball court wood at the Barclay’s Center in Brooklyn. And a brass-instrument chandelier hanging from the ceiling in the new Canal Street location in New Orleans. But even more interesting than that was the cultural observations the designers were able to make.

With more people on the ground, they began noticing things that might make a difference in not just the aesthetics, but how a particular customer might want to experience the shop. In metropolitan U.S. cities, for example, people tend to come in pairs or alone. They’ll saddle up to a long community table next to a stranger without giving it a second thought. In more urban settings, people will just sit right next to each other, alone but collectively together,” he explains.

While in places like China or Mexico City, the Starbucks experience is much more group-oriented. “People are in bigger groups, so you have think differently about the seating there.” he says. “They won’t crowd together in a banquet like they would in New York City.” This drove the designers to place more individual stools in the shops, so people could drag them around, creating impromptu group seating areas. The design in the Kerry Center location in Beijing, feels like a lounge, with a “coffee workshop” on the second level meant to teach a predominantly tea-focused culture about coffee.

Design Is a Business

Creating hyper-localized design for every shop Starbucks builds is impossible. After all, Starbucks is a business, and businesses need to make money. “We know we can’t just go in and overspend,” Sleeth says. “We can’t turn every store into a flagship.” He says that Starbucks balances their design spend on the level of projected income a store is going to earn. So a shop that’s slated to be a big earner, like the one in New Orleans, will get more personalized touches than, say, a shop in York, Nebraska.

That’s not to say the designers don’t take care with every store they open. Sleeth and his team have been working to revamp the company’s standard kit—the parts that show up in most every Starbucks store on the planet. You’re always going to see the “school house” chair, a sturdy wooden seat with an upright back. You’ll see warm-colored ottomans, wooden tables and banquets. “We want it to feel custom, but we need to be able to scale it,” he says. “Because we do a lot of projects in a year.”

Much of the mass customization comes in the form of colors and materials. For example, in Miami and Los Angeles, the design team is more likely to use a lighter palette of colors to reflect the abundance of sunlight. Southern cities need furniture that is cool to sit on, and beachy locations need durable furniture to account for the sand that gets tracked in. “We were looking at how the floor had worn over 10 years because people were walking in with sand on their feet,” Sleeth says about a store in Miami.

Still, Starbucks is actively working to test and roll out more its concept stores, with its main focus right now on the pre-fab drive-thru stores made from shipping containers. The concept, originally executed in Washington and inspired by the shipping containers Starbucks employees saw out their windows, uses pre-fabricated materials that can be delivered on a truck, lowered into place.

So far they’ve built 11 of these modular stores around the country, which may not sound like much in the grand Starbucks scheme. But in a few years, drive-thru stores will account for around 60 percent of shops Starbucks plans to build, a good chunk of which will use this same pre-fabricated method. “The push for innovation and design is just starting,” Sleeth says. “This is the tip of the iceberg.”

Resource:http://www.wired.com/design/2014/01/starbucks-big-plan-to-be-your-cozy-neighborhood-coffee-shop/#slideid-386901