Whether or not Starbucks should invest $40 million into labor in their stores has a more complicated answer than a simple yes or no. Starbucks needs to examine how much they are willing to spend to reach their goal of customer intimacy. As stated in the case study, the biggest decision Howard Schultz and Orin Smith have to make is how much they want to impact their bottom line. Going the whole way with the labor is very risky. I would recommend another option. This option would propose implementing more labor, but testing out the effects in certain urban stores worldwide. If the increased labor has the desired affect, then Starbucks can slowly add the extra labor to every store. However, if the cost is the exceeding the profit, then it would easier to cut back.