Across a calendar year, the costs to run a Starbucks coffee shop are spread unevenly. Dollars spent from April through June compared to July through September will demonstrate an imbalance that is startling. Even allowing for high summer rates and high air-conditioning use, it's as if the totals are for two different buildings, not two business quarters for the same business.
When billing is done it sorts out that 60% of the money spent didn't pay for 60% of the energy that Starbucks used. 60% bought only 33 1/3%. 60% bought only 33 1/3%! Stated another way: well over half of a year's operations budget goes to only one-third of a year. Talk about out of whack. Don't you want to send them a text?
Starbucks, we have a problem.
Calendar model. The model has nothing to do with Miss December wearing a Santa hat; it is a method that reduces and shifts consumption. It is a way to a new configuration. One that avoids a danger zone of dynamic pricing, set by utility companies. This model borrows from the playbooks of the power-generation sector and the environmental design field. There is a counterbalancing of sources to get a result that is, well, better.
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