Starbucks Corp (SBUX) operating KPIs
Close on Oct 30, 2026Market cap $118.18BP/E 59.6Yield 2.36%
KPIs
Operating metrics that drive Starbucks's business · fiscal year ends September 30 (Sunday closest)
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Starbucks's fiscal year ends September 30 (Sunday closest) — Q3 FY26 = Apr–Jun 2026.
| Add to chart | Metric | Q3 FY26 2026-06-30 | Q2 FY26 2026-03-31 | Q1 FY26 2025-12-31 | Q4 FY25 2025-09-30 | Q3 FY25 2025-06-30 | Q2 FY25 2025-03-31 | Q1 FY25 2024-12-31 | Q4 FY24 2024-09-30 | Q3 FY24 2024-06-30 | Q2 FY24 2024-03-31 | Q1 FY24 2023-12-31 | Q4 FY23 2023-09-30 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Global Comparable Store Sales Growth(%)2 | 7.9% | 6.2% | 4.0% | 1.0% | -2.0% | -1.0% | -4.0% | -7.0% | -3.0% | -4.0% | 5.0% | 8.0% | |
Global Comparable Transactions (Traffic) Growth(%) | 4.2% | 3.8% | 3.0% | 1.0% | -2.0% | -2.0% | -6.0% | -8.0% | -5.0% | -6.0% | 3.0% | 3.0% | |
Global Comparable Average Ticket Growth(%) | 3.5% | 2.3% | 1.0% | 1.0% | 1.0% | 3.0% | 2.0% | 2.0% | 2.0% | 2.0% | 4.0% | ||
North America Comparable Store Sales Growth(%)3 | 8.1% | 7.1% | 4.0% | 0.0% | -2.0% | -1.0% | -4.0% | -6.0% | -2.0% | -3.0% | 5.0% | 8.0% | |
North America Comparable Transactions (Traffic) Growth(%) | 4.5% | 4.4% | 3.0% | -1.0% | -3.0% | -4.0% | -8.0% | -10.0% | -6.0% | -7.0% | 1.0% | 2.0% | |
North America Comparable Average Ticket Growth(%) | 3.5% | 2.6% | 1.0% | 1.0% | 1.0% | 3.0% | 4.0% | 4.0% | 3.0% | 4.0% | 4.0% | 6.0% | |
U.S. Comparable Store Sales Growth(%)2 | 7.9% | 7.1% | 4.0% | 0.0% | -2.0% | -2.0% | -4.0% | -6.0% | -2.0% | -3.0% | 5.0% | 8.0% | |
U.S. Comparable Transactions (Traffic) Growth(%) | 4.2% | 4.3% | 3.0% | -1.0% | -4.0% | -4.0% | -8.0% | -10.0% | -6.0% | -7.0% | 1.0% | 2.0% | |
U.S. Comparable Average Ticket Growth(%) | 3.6% | 2.7% | 1.0% | 1.0% | 2.0% | 3.0% | 4.0% | 4.0% | 4.0% | 4.0% | 4.0% | 6.0% | |
International Comparable Store Sales Growth(%)3 | 5.7% | 2.6% | 5.0% | 3.0% | 0.0% | 2.0% | -4.0% | -9.0% | -7.0% | -6.0% | 7.0% | 5.0% | |
International Comparable Transactions (Traffic) Growth(%) | 2.6% | 2.1% | 3.0% | 6.0% | 1.0% | 3.0% | -2.0% | -4.0% | -3.0% | -3.0% | 11.0% | 6.0% | |
International Comparable Average Ticket Growth(%) | 3.1% | 0.5% | 2.0% | -3.0% | -1.0% | -1.0% | -2.0% | -5.0% | -4.0% | -3.0% | -3.0% | -1.0% | |
China Comparable Store Sales Growth (Company-Operated, pre-Boyu JV through Q2 FY26)(%)2 | 0.5% | 7.0% | 2.0% | 2.0% | 0.0% | -6.0% | -14.0% | -14.0% | -11.0% | 10.0% | 5.0% | ||
China Comparable Transactions (Traffic) Growth (pre-Boyu JV through Q2 FY26)(%) | 2.1% | 5.0% | 9.0% | 6.0% | 4.0% | -2.0% | -6.0% | -7.0% | -4.0% | 21.0% | 8.0% | ||
China Comparable Average Ticket Growth (pre-Boyu JV through Q2 FY26)(%) | -1.6% | 2.0% | -7.0% | -4.0% | -4.0% | -4.0% | -8.0% | -7.0% | -8.0% | -9.0% | -3.0% | ||
Global Total Stores (Company-Operated + Licensed)1 | 41,304 | 41,129 | 41,118 | 40,990 | 41,097 | 40,789 | 40,576 | 40,199 | 39,477 | 38,951 | 38,587 | 38,038 | |
Global Net New Stores Added in Period | 175 | 11 | 128 | -107 | 308 | 213 | 377 | 722 | 526 | 364 | 549 | 816 | |
North America Total Stores4 | 18,371 | 18,385 | 18,360 | 18,311 | 18,734 | 18,627 | 18,537 | 18,424 | 18,198 | 18,065 | 17,931 | 17,810 | |
North America Company-Operated Stores1 | 11,149 | 11,122 | 11,078 | 11,018 | 11,453 | 11,331 | 11,242 | 11,161 | 10,940 | 10,827 | 10,715 | 10,628 | |
North America Company-Operated Net New Stores | 27 | 44 | 60 | -435 | 122 | 89 | 81 | 221 | 113 | 112 | 87 | 176 | |
North America Licensed Stores1 | 7,222 | 7,263 | 7,282 | 7,293 | 7,281 | 7,296 | 7,295 | 7,263 | 7,258 | 7,238 | 7,216 | 7,182 | |
North America Licensed Net New Stores | -41 | -19 | -11 | 12 | -15 | 1 | 32 | 5 | 20 | 22 | 34 | 42 | |
U.S. Total Stores (Company-Operated + Licensed, Supplemental Quarterly Series) | 16,933 | 16,944 | 16,911 | 16,864 | 17,230 | 17,122 | 17,049 | 16,941 | 16,730 | 16,600 | 16,466 | 16,352 | |
North America Total Net New Stores Added in Period | -14 | 25 | 49 | -423 | 107 | 90 | 113 | 226 | 133 | 134 | 121 | 218 | |
International Total Stores4 | 22,933 | 22,744 | 22,758 | 22,679 | 22,363 | 22,162 | 22,039 | 21,775 | 21,279 | 20,886 | 20,656 | 20,228 | |
International Company-Operated Stores1 | 2,464 | 10,435 | 10,445 | 10,496 | 10,277 | 10,174 | 10,083 | 9,857 | 9,526 | 9,282 | 9,150 | 8,964 | |
International Company-Operated Net New Stores | -7,971 | -10 | -51 | 219 | 103 | 91 | 226 | 331 | 244 | 132 | 186 | 384 | |
International Licensed Stores1 | 20,469 | 12,309 | 12,313 | 12,183 | 12,086 | 11,988 | 11,956 | 11,918 | 11,753 | 11,604 | 11,506 | 11,264 | |
International Licensed Net New Stores | 8,160 | -4 | 130 | 97 | 98 | 32 | 38 | 165 | 149 | 98 | 242 | 214 | |
China Total Company-Operated Stores (Supplemental Quarterly Series, pre-Boyu JV) | 7,991 | 8,011 | 8,011 | 7,828 | 7,758 | 7,685 | 7,596 | 7,306 | 7,093 | 6,975 | 6,806 | ||
International Total Net New Stores Added in Period | 189 | -14 | 79 | 316 | 201 | 123 | 264 | 496 | 393 | 230 | 428 | 598 | |
U.S. Starbucks Rewards 90-Day Active Members(M)4 | 35.8 | 35.6 | 35.5 | 34.2 | 33.9 | 34.2 | 34.6 | 33.8 | 33.8 | 32.8 | 34.3 | 32.6 | |
U.S. Starbucks Rewards Member Spend (% of U.S. Company-Operated Store Tender)(%) | 59.0% | 59.0% | 58.0% | 58.0% | 58.0% | 59.0% | 60.0% | 60.0% | 60.0% | 60.0% | 59.0% | 57.0% | |
U.S. Mobile Order Transactions (% of U.S. Company-Operated Store Transactions)(%) | 33.0% | 33.0% | 32.0% | 31.0% | 31.0% | 31.0% | 31.0% | 31.0% | 31.0% | 31.0% | 31.0% | 29.0% | |
U.S. Starbucks Card Transactions (% of U.S. Company-Operated Store Transactions)(%) | 42.0% | 45.0% | 42.0% | 42.0% | 43.0% | 46.0% | 43.0% | 43.0% | 45.0% | 47.0% | 45.0% | 43.0% | |
U.S. Total Dollars Loaded on Starbucks Cards($M) | 3,115 | 2,787 | 3,558 | 2,801 | 2,963 | 2,629 | 3,523 | 2,789 | 2,973 | 2,649 | 3,595 | 2,826 | |
China Starbucks Rewards 90-Day Active Members (historical narrative series)(M) | 23.5 | 22 | 21 | ||||||||||
Stored Value Card Liability & Unredeemed Loyalty Stars (Ending Balance)($M)2 | 1,744 | 1,754 | 2,073 | 1,752 | 1,844 | 1,853 | 2,213 | 1,719 | 1,774 | 1,819 | 2,170 | 1,568 | |
Stored Value Cards Loaded & Loyalty Stars Deferred During Period (Gross Inflows)($M) | 3,672 | 3,577 | 4,355 | 3,571 | 3,764 | 3,497 | 4,414 | 3,830 | 3,833 | 3,457 | 4,687 | 3,641 | |
Stored Value Card Redemptions & Breakage Recognized as Revenue (Gross Outflows)($M) | 3,679 | 3,901 | 3,824 | 3,656 | 3,788 | 3,863 | 3,893 | 3,904 | 3,870 | 3,792 | 4,098 | 3,698 | |
Consolidated Company-Operated Store Revenue($M)2 | 7,506 | 7,816 | 8,188 | 7,862 | 7,813 | 7,285 | 7,785 | 7,442 | 7,516 | 7,053 | 7,755 | 7,680 | |
North America Company-Operated Store Revenue($M) | 6,755 | 6,285 | 6,636 | 6,278 | 6,286 | 5,862 | 6,368 | 6,018 | 6,135 | 5,725 | 6,381 | 6,212 | |
International Company-Operated Store Revenue($M) | 751 | 1,532 | 1,553 | 1,584 | 1,527 | 1,423 | 1,417 | 1,424 | 1,381 | 1,328 | 1,374 | 1,468 | |
Consolidated Licensed Store Revenue (Royalties, Product Sales & License Fees)($M)2 | 1,201 | 1,088 | 1,130 | 1,093 | 1,106 | 1,016 | 1,136 | 1,130 | 1,129 | 1,055 | 1,192 | 1,188 | |
North America Licensed Store Revenue($M) | 639 | 608 | 643 | 622 | 641 | 610 | 703 | 673 | 681 | 655 | 738 | 686 | |
International Licensed Store Revenue($M) | 561 | 480 | 487 | 471 | 465 | 406 | 433 | 456 | 448 | 400 | 454 | 502 | |
Consolidated Other Revenue (CPG, Foodservice, Ready-to-Drink & Nestlé Alliance)($M)2 | 616 | 627 | 597 | 614 | 538 | 461 | 477 | 502 | 469 | 456 | 478 | 506 | |
Channel Development Revenue($M) | 588 | 568 | 523 | 543 | 484 | 409 | 436 | 465 | 438 | 418 | 448 | 486 | |
Corporate and Other Revenue (incl. Siren Retail / Reserve prior to realignment)($M) | 17.1 | 18.8 | 47 | 54 | 34.5 | 12.8 | 18.3 | 23.5 | 16.8 | 7.50 | 10.3 | 7.60 | |
U.S. Supplemental Market Revenue (Form 8-K Supplemental Table)($M)1 | 6,889 | 6,436 | 6,796 | 6,429 | 6,454 | 6,049 | 6,605 | 6,245 | 6,367 | 5,956 | 6,643 | 6,425 | |
China Supplemental Market Revenue (Form 8-K Supplemental Table, pre-Boyu JV through Q2 FY26)($M) | 800 | 823 | 832 | 790 | 740 | 744 | 784 | 734 | 706 | 735 | 841 | ||
Beverage Revenue (Consolidated Disaggregation)($M)1 | 5,444 | 5,659 | 5,944 | 5,816 | 5,752 | 5,294 | 5,678 | 5,500 | 5,528 | 5,161 | 5,696 | 5,696 | |
Beverage Share of Consolidated Total Net Revenues(%) | 58.0% | 59.0% | 60.0% | 61.0% | 60.0% | 60.0% | 61.0% | 60.0% | 60.0% | ||||
Food Revenue (Consolidated Disaggregation)($M)1 | 1,863 | 1,831 | 1,881 | 1,780 | 1,788 | 1,692 | 1,790 | 1,665 | 1,745 | 1,583 | 1,757 | 1,724 | |
Food Share of Consolidated Total Net Revenues(%) | 20.0% | 19.0% | 19.0% | 19.0% | 19.0% | 19.0% | 19.0% | 18.0% | 19.0% | ||||
Other Revenue — Packaged Coffee, Single-Serve, Royalties & Serveware (Disaggregation)($M)1 | 2,015 | 2,042 | 2,090 | 1,973 | 1,917 | 1,776 | 1,929 | 1,910 | 1,841 | 1,819 | 1,972 | 1,954 | |
Other Share of Consolidated Total Net Revenues(%) | 22.0% | 22.0% | 21.0% | 20.0% | 21.0% | 21.0% | 20.0% | 22.0% | 21.0% | ||||
Consolidated Store Operating Expenses (% of Company-Operated Store Revenue)(%)2 | 55.9% | 56.4% | 55.6% | 55.1% | 55.6% | 57.3% | 54.0% | 52.2% | 50.9% | 52.8% | 49.7% | 48.5% | |
North America Store Operating Expenses (% of NA Company-Operated Store Revenue)(%) | 56.1% | 58.7% | 57.0% | 56.2% | 56.5% | 58.5% | 54.3% | 52.4% | 51.0% | 53.1% | 49.3% | 48.1% | |
International Store Operating Expenses (% of Intl Company-Operated Store Revenue)(%) | 54.3% | 46.8% | 49.4% | 50.8% | 51.9% | 52.3% | 52.5% | 51.3% | 50.5% | 51.7% | 51.2% | 50.1% | |
Consolidated Store Operating Expenses($M)5 | 4,197 | 4,409 | 4,552 | 4,335 | 4,345 | 4,176 | 4,203 | 3,882 | 3,829 | 3,724 | 3,852 | 3,721 | |
Store Operating Expenses — Partner Wages and Benefits($M) | 2,458 | 2,645 | 2,659 | 2,590 | 2,478 | 2,406 | 2,389 | 2,264 | 2,216 | 2,139 | 2,209 | 2,158 | |
Store Operating Expenses — Store Occupancy Costs (Rent, Common Area & Depreciation)($M) | 720 | 768 | 805 | 881 | 829 | 807 | 802 | 799 | 764 | 741 | 746 | 769 | |
Store Operating Expenses — Other Store Operating Expenses($M) | 1,020 | 995 | 1,089 | 865 | 1,039 | 963 | 1,012 | 818 | 849 | 843 | 897 | 795 | |
North America Store Operating Expenses($M) | 3,789 | 3,692 | 3,785 | 3,531 | 3,552 | 3,432 | 3,458 | 3,151 | 3,131 | 3,037 | 3,148 | 2,986 | |
International Store Operating Expenses($M) | 408 | 717 | 767 | 804 | 792 | 744 | 745 | 731 | 698 | 687 | 704 | 735 | |
Consolidated Product and Distribution Costs (Cost of Sales, Coffee, Dairy, Packaging & Freight)($M)4 | 2,829 | 3,209 | 3,274 | 3,071 | 2,956 | 2,738 | 2,894 | 2,810 | 2,741 | 2,649 | 2,981 | 2,933 | |
North America Product and Distribution Costs($M) | 1,972 | 2,069 | 2,136 | 1,944 | 1,910 | 1,807 | 1,968 | 1,855 | 1,832 | 1,768 | 2,024 | 1,906 | |
International Product and Distribution Costs($M) | 513 | 750 | 748 | 741 | 702 | 660 | 647 | 652 | 637 | 620 | 667 | 705 | |
Channel Development Product and Distribution Costs($M) | 321 | 371 | 353 | 344 | 307 | 258 | 260 | 286 | 258 | 253 | 279 | 317 | |
Corporate and Other Product and Distribution Costs($M) | 22.4 | 19.5 | 37.4 | 41.7 | 37.4 | 13 | 19.4 | 18.1 | 14.2 | 8.60 | 11.2 | 5.40 | |
Consolidated Other Operating Expenses (Licensed Store & CPG Support Costs)($M)4 | 132 | 131 | 131 | 142 | 152 | 139 | 153 | 139 | 144 | 133 | 150 | 145 | |
North America Other Operating Expenses($M) | 56.5 | 56 | 59.8 | 65 | 69.7 | 68.6 | 78.4 | 67 | 69.5 | 67.1 | 77.4 | 67.1 | |
International Other Operating Expenses($M) | 57.8 | 55.6 | 56.8 | 60.2 | 66.2 | 55.1 | 60.7 | 56.3 | 58.8 | 50 | 60.1 | 64 | |
Channel Development Other Operating Expenses($M) | 16 | 17.7 | 13.8 | 16.6 | 15.1 | 15 | 13.4 | 15.3 | 15.2 | 15.2 | 12.8 | 14 | |
Corporate and Other Operating Expenses($M) | 1.60 | 1.20 | 0.80 | 0.60 | 0 | 0.10 | 0.40 | 0.50 | 0.10 | 0.10 | |||
Total Lease Costs (Operating + Variable + Short-Term Lease Cost)($M)6 | 785 | 727 | 810 | 1,062 | 783 | 761 | 758 | 764 | 717 | 703 | 697 | 717 | |
Operating Lease Cost (Minimum Base Rent)($M) | 509 | 407 | 492 | 707 | 473 | 458 | 459 | 451 | 431 | 424 | 417 | 413 | |
Variable Lease Cost (Percentage Rent & Escalations)($M) | 271 | 315 | 313 | 350 | 305 | 298 | 293 | 308 | 279 | 272 | 272 | 297 | |
Short-Term Lease Cost($M) | 4.70 | 4.60 | 4.80 | 4.90 | 5.30 | 5.30 | 5.50 | 5.70 | 6.20 | 7.20 | 7.70 | 7.10 | |
Leases Entered Into But Not Yet Commenced (Future Undiscounted Store Lease Commitments)($M) | 583 | 678 | 639 | 824 | |||||||||
Weighted-Average Remaining Operating Lease Term (years)(×) | 8.50 | 8.60 | 8.70 | 8.60 | 8.60 | 8.60 | 8.60 | 8.60 | 8.60 | 8.60 | 8.60 | 8.50 | |
Weighted-Average Operating Lease Discount Rate (%)(%) | 3.9% | 3.8% | 3.8% | 3.7% | 3.6% | 3.6% | 3.5% | 3.4% | 3.3% | 3.2% | 3.1% | 3.1% | |
Nestlé Global Coffee Alliance — Long-Term Deferred Revenue Liability (Upfront Prepaid Royalty)($M)2 | 5,500 | 5,600 | 5,600 | 5,600 | 5,700 | 5,700 | 5,800 | 5,800 | 5,900 | 5,900 | 6,000 | 6,000 | |
Nestlé Global Coffee Alliance — Current Portion of Deferred Revenue Liability($M) | 177 | 177 | 177 | 177 | 177 | 177 | 177 | 177 | 177 | 177 | 177 | 177 | |
Nestlé Global Coffee Alliance — Upfront Prepaid Royalty Recognized in Revenue($M) | 44.1 | 44.1 | 44.1 | 44.1 | 44.1 | 44.1 | 44.1 | 44.1 | 44.1 | ||||
Total Inventories($M)4 | 2,209 | 2,158 | 2,114 | 2,186 | 2,259 | 2,047 | 1,732 | 1,777 | 1,855 | 1,744 | 1,646 | 1,806 | |
Inventories — Unroasted Green Coffee($M) | 954 | 993 | 991 | 911 | 1,064 | 950 | 748 | 665 | 747 | 695 | 633 | 748 | |
Inventories — Roasted Coffee($M) | 351 | 426 | 351 | 342 | 305 | 274 | 226 | 252 | 248 | 258 | 251 | 280 | |
Inventories — Other Merchandise Held for Sale($M) | 351 | 307 | 335 | 400 | 344 | 322 | 338 | 385 | 352 | 313 | 362 | 365 | |
Inventories — Packaging and Other Supplies($M) | 553 | 433 | 438 | 533 | 547 | 501 | 419 | 476 | 508 | 478 | 401 | 414 | |
Green Coffee Purchase Commitments — Fixed-Price Contracts($M)1 | 383 | 467 | 382 | 129 | 250 | 213 | 311 | 180 | 169 | 399 | 396 | 412 | |
Green Coffee Purchase Commitments — Price-to-Be-Fixed Contracts (Estimated at Futures Price)($M) | 440 | 497 | 879 | 1,100 | 626 | 951 | 845 | 929 | 863 | 856 | 844 | 577 | |
Property, Plant and Equipment, Gross($M)10 | 17,649 | 17,573 | 17,580 | 19,843 | 20,320 | 19,872 | 19,452 | 19,441 | 18,481 | 18,053 | 17,693 | 17,310 | |
Gross PP&E — Leasehold Improvements($M) | 10,421 | 10,380 | 10,399 | 11,762 | 11,981 | 11,681 | 11,467 | 11,454 | 10,827 | 10,533 | 10,322 | 10,134 | |
Gross PP&E — Store Equipment($M) | 3,436 | 3,427 | 3,411 | 3,964 | 4,026 | 3,911 | 3,817 | 3,804 | 3,567 | 3,468 | 3,433 | 3,333 | |
Gross PP&E — Roasting, Manufacturing & Packaging Equipment($M) | 971 | 971 | 971 | 982 | 938 | 870 | 862 | 866 | 868 | 880 | 887 | 859 | |
Gross PP&E — Furniture, Fixtures and Other($M) | 731 | 739 | 737 | 894 | 888 | 766 | 748 | 776 | 1,744 | 1,741 | 1,717 | 1,665 | |
Gross PP&E — Buildings($M) | 667 | 666 | 670 | 674 | 680 | 673 | 668 | 685 | 668 | 672 | 678 | 667 | |
Gross PP&E — Work in Progress (Stores & Roasting Under Construction)($M) | 326 | 309 | 309 | 334 | 601 | 793 | 756 | 751 | 763 | 714 | 610 | 608 | |
Gross PP&E — Capitalized Software (separately broken out from FY2023)($M) | 1,039 | 1,026 | 1,028 | 1,178 | 1,150 | 1,123 | 1,076 | 1,050 | |||||
Gross PP&E — Land($M) | 59.6 | 54.9 | 55 | 54.9 | 56.9 | 56.9 | 56.8 | 56.9 | 46.1 | 46.1 | 46.1 | 46.1 | |
Less: Accumulated Depreciation (shown as negative)($M) | -10,657 | -10,384 | -10,181 | -11,349 | -11,426 | -11,052 | -10,769 | -10,776 | -10,401 | -10,236 | -10,082 | -9,923 | |
Property, Plant and Equipment, Net($M) | 6,992 | 7,189 | 7,400 | 8,494 | 8,894 | 8,820 | 8,684 | 8,666 | 8,080 | 7,817 | 7,612 | 7,387 | |
Total Accrued Liabilities($M)5 | 2,689 | 2,168 | 2,334 | 2,360 | 2,246 | 2,037 | 2,212 | 2,195 | 2,082 | 2,016 | 2,327 | 2,145 | |
Accrued Capital and Operating Expenditures($M) | 773 | 760 | 862 | 897 | 805 | 674 | 751 | 843 | 781 | 744 | 746 | 772 | |
Accrued Dividends Payable($M) | 707 | 706 | 706 | 705 | 693 | 693 | 693 | 691 | 646 | 646 | 645 | 651 | |
Accrued Income and Other Taxes($M) | 418 | 70.3 | 128 | 150 | 170 | 131 | 232 | 124 | 138 | 103 | 375 | 189 | |
Accrued Occupancy Costs($M) | 72.2 | 58.2 | 59.6 | 89.5 | 80.5 | 81.7 | 77.5 | 81.7 | 77.1 | 78 | 84.7 | 86.7 | |
Accrued Self-Insurance Reserves (Workers' Comp, Healthcare & General Liability)($M) | 455 | 357 | 336 | 282 | 280 | 267 | 268 | 244 | 243 | 252 | 251 | 234 | |
Total Net Revenues (GAAP, financial database)($M)8 | 9,323 | 9,532 | 9,915 | 9,569 | 9,456 | 8,762 | 9,398 | 9,074 | 9,114 | 8,563 | 9,425 | 9,374 | |
Operating Income (GAAP)($M) | 980 | 828 | 891 | 278 | 936 | 601 | 1,122 | 1,307 | 1,518 | 1,099 | 1,485 | 1,706 | |
Operating Margin (GAAP, %)(%) | 10.5% | 8.7% | 9.0% | 2.9% | 9.9% | 6.9% | 11.9% | 14.4% | 16.7% | 12.8% | 15.8% | 18.2% | |
Non-GAAP Operating Income($M) | 1,345 | 892 | 999 | 896 | 956 | 717 | 1,122 | 1,307 | 1,518 | 1,099 | 1,485 | 1,706 | |
Non-GAAP Operating Margin (%)(%) | 14.4% | 9.4% | 10.1% | 9.4% | 10.1% | 8.2% | 11.9% | 14.4% | 16.7% | 12.8% | 15.8% | 18.2% | |
Net Earnings Attributable to Starbucks (GAAP)($M) | 1,045 | 511 | 293 | 133 | 558 | 384 | 781 | 909 | 1,055 | 772 | 1,024 | 1,219 | |
Non-GAAP Diluted Earnings Per Share ($)($) | 0.85 | 0.50 | 0.56 | 0.52 | 0.50 | 0.41 | 0.69 | 0.80 | 0.93 | 0.68 | 0.90 | 1.06 | |
Effective Tax Rate (GAAP, %)(%) | 26.4% | 29.8% | 61.7% | 18.8% | 31.8% | 23.5% | 23.6% | 23.8% | 24.8% | 22.2% | 25.7% | 23.5% | |
Non-GAAP Effective Tax Rate (%)(%) | 21.8% | 27.1% | 26.8% | 31.4% | 23.7% | 23.6% | |||||||
North America Segment — Total Net Revenues($M)3 | 7,395 | 6,894 | 7,281 | 6,901 | 6,927 | 6,473 | 7,072 | 6,692 | 6,817 | 6,380 | 7,121 | 6,900 | |
North America Segment — Operating Income($M) | 1,009 | 680 | 867 | 308 | 919 | 748 | 1,181 | 1,254 | 1,433 | 1,148 | 1,521 | 1,601 | |
North America Segment — Operating Margin (%)(%) | 13.6% | 9.9% | 11.9% | 4.5% | 13.3% | 11.6% | 16.7% | 18.7% | 21.0% | 18.0% | 21.4% | 23.2% | |
North America Segment — Depreciation and Amortization($M) | 298 | 300 | 299 | 305 | 304 | 299 | 289 | 278 | 267 | 257 | 250 | 237 | |
International Segment — Total Net Revenues($M)4 | 1,323 | 2,051 | 2,065 | 2,071 | 2,011 | 1,867 | 1,871 | 1,893 | 1,842 | 1,757 | 1,846 | 1,980 | |
International Segment — Operating Income($M) | 253 | 399 | 283 | 223 | 273 | 217 | 237 | 283 | 288 | 234 | 242 | 301 | |
International Segment — Operating Margin (%)(%) | 19.1% | 19.4% | 13.7% | 10.8% | 13.6% | 11.6% | 12.7% | 14.9% | 15.6% | 13.3% | 13.1% | 15.2% | |
International Segment — Depreciation and Amortization($M) | 33.1 | 32.6 | 70.1 | 94.4 | 91.4 | 89 | 89.1 | 87.3 | 82.7 | 84.3 | 84.1 | 84.3 | |
International Segment — Income from Equity Investees($M) | 22.8 | -0.10 | -0.40 | 0.30 | -1.30 | -0.20 | -0.40 | 0.70 | 2.50 | 0.20 | 0.20 | 0.70 | |
Channel Development Segment — Total Net Revenues($M)3 | 588 | 568 | 523 | 543 | 484 | 409 | 436 | 465 | 438 | 418 | 448 | 486 | |
Channel Development Segment — Operating Income($M) | 306 | 230 | 216 | 265 | 218 | 194 | 208 | 265 | 235 | 216 | 210 | 271 | |
Channel Development Segment — Operating Margin (%)(%) | 52.1% | 40.5% | 41.3% | 48.9% | 45.1% | 47.3% | 47.7% | 56.9% | 53.7% | 51.7% | 46.8% | 55.8% | |
Channel Development Segment — Income from Equity Investees (North American Coffee Partnership)($M) | 55.8 | 50.9 | 61 | 84.9 | 58.4 | 59.3 | 46.9 | 103 | 71.4 | 67.8 | 55.7 | 119 | |
Geographic Net Revenues — United States($M)6 | 7,382 | 6,930 | 7,244 | 6,880 | 6,860 | 6,404 | 6,981 | ||||||
Geographic Net Revenues — China (GAAP Consolidated)($M) | 68.7 | 809 | 836 | 845 | 807 | 752 | 757 | ||||||
Geographic Net Revenues — Other Countries($M) | 1,873 | 1,792 | 1,835 | 1,845 | 1,789 | 1,606 | 1,660 | ||||||
Geographic Long-Lived Assets — United States($M) | 15,348 | 15,646 | 15,748 | 15,953 | 15,878 | 14,011 | |||||||
Geographic Long-Lived Assets — China($M) | 173 | 171 | 174 | 4,277 | 4,514 | 4,245 | |||||||
Geographic Long-Lived Assets — Other Countries($M) | 5,240 | 4,182 | 4,284 | 4,408 | 4,099 | 3,886 | |||||||
Geographic Long-Lived Assets — Consolidated Total($M) | 20,761 | 19,998 | 20,206 | 24,637 | 24,492 | 22,142 | |||||||
Net Cash Provided by Operating Activities($M)3 | 1,642 | 365 | 1,598 | 1,382 | 1,002 | 292 | 2,072 | 1,536 | 1,670 | 506 | 2,384 | 1,945 | |
Additions to Property, Plant and Equipment (Capital Expenditures)($M) | 291 | 273 | 324 | 456 | 567 | 589 | 693 | 798 | 724 | 659 | 596 | 700 | |
Cash Dividends Paid($M) | 707 | 706 | 705 | 693 | 693 | 693 | 692 | 646 | 646 | 645 | 648 | 607 | |
Repurchase of Common Stock (Cash Flow Statement, through FY2024)($M) | -0 | -0 | -0 | -0 | -0 | -0 | -0 | 1,267 | 285 | ||||
Cash and Cash Equivalents($M)5 | 3,450 | 1,532 | 3,413 | 3,220 | 4,173 | 2,671 | 3,671 | 3,286 | 3,179 | 2,764 | 3,000 | 3,552 | |
Short-Term Investments($M) | 161 | 168 | 185 | 247 | 333 | 340 | 286 | 257 | 212 | 363 | 383 | 402 | |
Accounts Receivable, Net($M) | 1,304 | 1,289 | 1,219 | 1,278 | 1,243 | 1,155 | 1,242 | 1,214 | 1,146 | 1,110 | 1,165 | 1,184 | |
Goodwill($M) | 1,239 | 1,295 | 1,311 | 3,369 | 3,385 | 3,325 | 3,288 | 3,316 | 3,184 | 3,229 | 3,303 | 3,218 | |
Total Assets($M) | 28,295 | 30,558 | 32,228 | 32,020 | 33,649 | 31,633 | 31,893 | 31,339 | 30,112 | 29,363 | 29,180 | 29,446 | |
Long-Term Debt($M) | 11,780 | 13,084 | 14,581 | 14,576 | 14,571 | 13,324 | 14,312 | 14,320 | 15,551 | 15,548 | 13,565 | 13,548 | |
15 metrics have no data in the last 12 quarters — .
Italic numbers are calculated by StockData from reported figures (hover for the formula). Numbers with a dotted underline are read from the text of earnings releases and presentations; hover to see the exact sentence. Tick a row to add it to the chart above (up to 8 lines).
Methodology and excluded metrics
- Starbucks Corporation's latest reported financial quarter is Q3 FY26 (ended June 28, 2026; Form 10-Q filed July 29, 2026), and its latest completed fiscal year is FY2025 (ended September 28, 2025; Form 10-K filed November 14, 2025). External monthly restaurant and commodity series (U.S. Census, BLS, IMF via FRED) extend through September 2026 (3 months ahead of Q3 FY26).
- Core operational KPIs — Comparable Store Sales, Comparable Transactions (Traffic), and Average Ticket growth (%) across Global, North America, U.S., International, and China; Store Portfolio and Net Additions by ownership model (Company-Operated vs Licensed) and across 13 major countries; and the Starbucks Rewards, Stored Value Card & Mobile Order dashboard — come from Form 8-K Item 2.02 earnings releases (Q1 FY18 – Q3 FY26), Form 10-Q, and Form 10-K.
- On April 2, 2026 (start of Q3 FY26), Starbucks completed its strategic joint venture with Boyu Capital for China retail operations, retaining a 40% equity method stake ($1,636.9M carrying value), receiving $2,022.2M net cash proceeds, and converting all 7,991 China company-operated stores into licensed stores. Consequently, China company-operated comparable store sales and supplemental China store count end at Q2 FY26 after 34 consecutive quarters.
- All values are as published by Starbucks or official regulatory/statistical agencies; no ratios, sums, or estimates are computed. The only arithmetic is splitting cumulative figures into standalone quarters: Q4 = full year (10-K) − nine months (10-Q) for product revenue disaggregation, store operating expense components, stored value card rollforward flows, lease costs, and geographic revenues, plus quarterly cash flow = YTD − prior YTD in the database context group (shown in italics with the formula).
- Starbucks omits parent-only Schedule I financial statements under US GAAP Item 15(a)(2) ('All financial statement schedules have been omitted because they are not applicable or are not required'). Instead, directly published audited statutory accounts from UK Companies House for Starbucks Coffee Company (UK) Limited (02959325) and Starbucks EMEA Limited (09084257) are included for FY2018–FY2025.
Not shown because recent periods are missing (26)
- Global Store Portfolio, Ownership Model Split & Country Footprint › International Total Stores › International Company-Operated Stores › Other International Markets (Company-Operated) — Company-Operated Stores › Other International Markets (Company-Operated) — Company-Operated Gross Store Closures
- Global Store Portfolio, Ownership Model Split & Country Footprint › International Total Stores › International Licensed Stores › Turkey — Licensed Stores › Turkey — Licensed Gross Store Closures
- Global Store Portfolio, Ownership Model Split & Country Footprint › U.S. Company-Operated Stores with Union Representation (%)
- Global Store Portfolio, Ownership Model Split & Country Footprint › U.K. 23.5 Degrees Topco Limited Acquisition — Stores Converted to Company-Operated
- Global Store Portfolio, Ownership Model Split & Country Footprint › Back to Starbucks Plan — Global Store Closures under Restructuring
- Subsidiaries, International Licensing & Strategic Alliances (UK, EMEA & Nestlé) › Starbucks UK Subsidiary (02959325) — Total UK Stores at Year-End › Starbucks UK — New Company-Operated Stores Opened
- Subsidiaries, International Licensing & Strategic Alliances (UK, EMEA & Nestlé) › Starbucks UK Subsidiary (02959325) — Total UK Stores at Year-End › Starbucks UK — Company-Operated Stores Closed
- Subsidiaries, International Licensing & Strategic Alliances (UK, EMEA & Nestlé) › Starbucks EMEA Limited (09084257) — Total EMEA Stores across Region at Year-End › Starbucks EMEA Limited — Gross Store Closures in EMEA
- Subsidiaries, International Licensing & Strategic Alliances (UK, EMEA & Nestlé) › Boyu Capital China JV — China Stores Converted to Licensed Model (Q3 FY26)
- Subsidiaries, International Licensing & Strategic Alliances (UK, EMEA & Nestlé) › Boyu Capital China JV — Total Enterprise Value of Divested China Operations ($M)
- Subsidiaries, International Licensing & Strategic Alliances (UK, EMEA & Nestlé) › Boyu Capital China JV — Boyu Capital Ownership Stake (%)
- Subsidiaries, International Licensing & Strategic Alliances (UK, EMEA & Nestlé) › Boyu Capital China JV — Starbucks Retained Ownership Stake (%)
- Subsidiaries, International Licensing & Strategic Alliances (UK, EMEA & Nestlé) › Boyu Capital China JV — Net Cash Proceeds Received by Starbucks ($M)
- Subsidiaries, International Licensing & Strategic Alliances (UK, EMEA & Nestlé) › Boyu Capital China JV — Fair Value / Carrying Value of Retained 40% Equity Method Investment ($M)
- Subsidiaries, International Licensing & Strategic Alliances (UK, EMEA & Nestlé) › Boyu Capital China JV — Carrying Value of Derecognized China Net Assets ($M)
- Subsidiaries, International Licensing & Strategic Alliances (UK, EMEA & Nestlé) › Boyu Capital China JV — Pre-Tax Gain on Divestiture of China Retail Operations ($M)
- Subsidiaries, International Licensing & Strategic Alliances (UK, EMEA & Nestlé) › Boyu Capital China JV — Post-Closing Product Sales & Royalty Revenue from China JV (Q3 FY26, $M)
- Subsidiaries, International Licensing & Strategic Alliances (UK, EMEA & Nestlé) › Boyu Capital China JV — Post-Closing Product & Distribution Costs to China JV (Q3 FY26, $M)
- Subsidiaries, International Licensing & Strategic Alliances (UK, EMEA & Nestlé) › Boyu Capital China JV — Accounts Receivable Due from China JV at Period-End ($M)
- Human Capital (Partner Headcount), CEO Pay Ratio & Monthly Share Repurchases › Monthly Share Repurchases — Shares Repurchased › Monthly Share Repurchases — Average Price Paid per Share ($)
- Human Capital (Partner Headcount), CEO Pay Ratio & Monthly Share Repurchases › Back to Starbucks Plan — Non-Retail Support Partner Roles Eliminated
- Financial, Segment, Geographic & Non-GAAP Context (Database & Releases) › FY2026 Guidance — Non-GAAP Diluted EPS (Low, $)
- Financial, Segment, Geographic & Non-GAAP Context (Database & Releases) › FY2026 Guidance — Non-GAAP Diluted EPS (High, $)
- Financial, Segment, Geographic & Non-GAAP Context (Database & Releases) › FY2026 Guidance — Revised Global Net New Stores (Form 8-K Sep 24, 2026)
- Financial, Segment, Geographic & Non-GAAP Context (Database & Releases) › FY2026 Guidance — Additional North America Store Closures (Form 8-K Sep 24, 2026)
- Financial, Segment, Geographic & Non-GAAP Context (Database & Releases) › Back to Starbucks Plan — Restructuring & Impairment Charges ($M)
Data updated 2026-10-25.
Every KPI on its own page
Full history, chart, sources and a citation for each metric
Comparable Store Sales, Traffic (Transactions) & Ticket Growth (Core KPIs)
Global Store Portfolio, Ownership Model Split & Country Footprint
Starbucks Rewards, Stored Value Card & Mobile Order Ecosystem
Revenue by Store Ownership Model, Market & Product Category
- Consolidated Company-Operated Store Revenue ($M)39 periods
- Consolidated Licensed Store Revenue (Royalties, Product Sales & License Fees) ($M)39 periods
- Consolidated Other Revenue (CPG, Foodservice, Ready-to-Drink & Nestlé Alliance) ($M)39 periods
- U.S. Supplemental Market Revenue (Form 8-K Supplemental Table) ($M)39 periods
- Beverage Revenue (Consolidated Disaggregation) ($M)35 periods
- Food Revenue (Consolidated Disaggregation) ($M)35 periods
- Other Revenue — Packaged Coffee, Single-Serve, Royalties & Serveware (Disaggregation) ($M)35 periods
Store-Level Unit Economics, Cost Disaggregation & Lease Pipeline
- Consolidated Store Operating Expenses (% of Company-Operated Store Revenue) (%)39 periods
- Consolidated Store Operating Expenses ($M)39 periods
- Consolidated Product and Distribution Costs (Cost of Sales, Coffee, Dairy, Packaging & Freight) ($M)39 periods
- Consolidated Other Operating Expenses (Licensed Store & CPG Support Costs) ($M)39 periods
- Total Lease Costs (Operating + Variable + Short-Term Lease Cost) ($M)29 periods
Subsidiaries, International Licensing & Strategic Alliances (UK, EMEA & Nestlé)
- Starbucks UK Subsidiary (02959325) — Total UK Stores at Year-End8 periods
- Starbucks UK Subsidiary (02959325) — Statutory Turnover (£ thousands)8 periods
- Starbucks UK Subsidiary (02959325) — Average Monthly UK Employees8 periods
- Starbucks UK Subsidiary (02959325) — Total Fixed Assets (£ thousands)6 periods
- Starbucks EMEA Limited (09084257) — Total EMEA Stores across Region at Year-End6 periods
- Starbucks EMEA Limited (09084257) — Statutory Turnover ($ thousands)8 periods
- Starbucks EMEA Limited (09084257) — Average Monthly Employees8 periods
- Nestlé Global Coffee Alliance — Long-Term Deferred Revenue Liability (Upfront Prepaid Royalty) ($M)24 periods
Coffee Supply Chain, Purchase Commitments, PP&E, Roasting Facilities & Form SD
- Total Inventories ($M)35 periods
- Green Coffee Purchase Commitments — Fixed-Price Contracts ($M)35 periods
- Total Material Cash Requirements (Contractual Obligations, 10-K Item 7) ($M)8 periods
- Property, Plant and Equipment, Gross ($M)35 periods
- Total Accrued Liabilities ($M)35 periods
- Roasting & Distribution Facility — York, Pennsylvania (sq. ft.)6 periods
- Form SD Supply Chain Audit — Identified 3TG In-Scope Suppliers9 periods
Human Capital (Partner Headcount), CEO Pay Ratio & Monthly Share Repurchases
External Monthly Industry & Commodity Benchmarks (Census, BLS & IMF via FRED)
- U.S. Advance Retail Sales — Food Services and Drinking Places (RSFSDP, $M, SA) ($M)108 periods
- U.S. CPI — Food Away from Home (CUSR0000SEFV, 1982–84=100, SA) (×)107 periods
- U.S. All Employees — Food Services and Drinking Places (CES7072200001, thousands, SA)108 periods
- Global Price of Coffee — Other Mild Arabica (IMF PCOFFOTMUSDM, U.S. cents/lb)108 periods
Financial, Segment, Geographic & Non-GAAP Context (Database & Releases)
- Total Net Revenues (GAAP, financial database) ($M)71 periods
- North America Segment — Total Net Revenues ($M)39 periods
- International Segment — Total Net Revenues ($M)32 periods
- Channel Development Segment — Total Net Revenues ($M)60 periods
- Geographic Net Revenues — United States ($M)14 periods
- Net Cash Provided by Operating Activities ($M)70 periods
- Cash and Cash Equivalents ($M)74 periods