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California, in a sense, is almost Starbucks' largest country, with almost 3,000 stores.

Howard Schultz

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Howard Schultz
Age: 71
Born: 1953
Born: July 19
Businessman
Businessperson
Entrepreneur
Financier
Writer
Brooklyn
New York
Howard D. Schultz
Country
Largest
Stores
California
Almost
Sense

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Our history is based on extending the brand to categories within the guardrails of Starbucks.
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My parents really wanted me to get out of New York, be exposed to other people, other ways of life.
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Success is something that has to be earned every day.
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We think of Starbucks not as a coffee company but a media company.
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We have a big opportunity in China. We think the number of stores here can rival the number in North America.
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Managing a business, small or large, today requires an extremely disciplined, thoughtful approach with regard to the pressure that people are under.
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To be an enduring, great company, you have to build a mechanism for preventing or solving problems that will long outlast any one individual leader.
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With a population of more than 600 million people, an emerging middle class that is driving strong consumption, and a robust and resilient economy, Southeast Asia presents a compelling growth opportunity for Starbucks.
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I think the currency of leadership is transparency. You've got to be truthful. I don't think you should be vulnerable every day, but there are moments where you've got to share your soul and conscience with people and show them who you are, and not be afraid of it.
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My biggest concern is that America is drifting towards mediocrity and that people don't recognize - and by people I'm meaning Washington - don't recognize the sense of urgency and the fact that I don't think this is a crisis anymore. I think it's an emergency.
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Customers have different need states and life experiences.
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At Starbucks 0 as in any business, in any life - there are so many hectic moments during the day when we are simply trying to do the job, trying to put out the fires, trying to solve any number of small problems, that we often lose sight of what it is we're really here to do.
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I grew up in a working class family where there was no health insurance. I saw first hand the fracturing of the American dream and the bitterness that comes when there is no hope and a lot of despair. So I wanted to build the company, in a sense, that my father never got a chance to work for.
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In the 1960s, if you introduced a new product to America, 90% of the people who viewed it for the first time believed in the corporate promise. Then 40 years later if you performed the same exercise, less than 10% of the public believed it was true. The fracturing of trust is based on the fact that the consumer has been let down.
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We have no patent on anything we do and anything we do can be copied by anyone else. But you can't copy the heart and the soul and the conscience of the company.
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Early on I realized that I had to hire people smarter and more qualified than I was in a number of different fields, and I had to let go of a lot of decision-making. I can't tell you how hard that is. But if you've imprinted your values on the people around you, you can dare to trust them to make the right moves.
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In many places where coffee is grown, deforestation is a major issue. With Starbucks' position in the marketplace and the respect and relationships we have, we can - and have, in some cases - been able to educate and influence people.
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Sometimes the difference between winning and losing is will. The will to make it happen.
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Sometimes you have to create the thing you want to be part of.
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