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Europe has always represented a major strategic opportunity to achieve our goal of creating and building an enduring global brand.

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
Always
Endure
Major
Enduring
Europe
Represented
Creating
Strategic
Building
Brand
Achieve
Brands
Goal
Global
Opportunity
Majors

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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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While we are a coffee company at heart, Starbucks provides much more than the best cup of coffee—we offer a community gathering place where people come together to connect and discover new things.
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While their service is ending, our responsibility is just beginning!
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I was taken by the power that savoring a simple cup of coffee can have to connect people and create community.
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Our history is based on extending the brand to categories within the guardrails of Starbucks.
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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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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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If Vancouver did not succeed as Starbucks from '87 on, our entire international business, which is now thousands of stores and a significant amount of growth and profit, may not have existed.
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We woke up one day, and all the sudden Starbucks was in the middle of this political crossfire between the people who want to bring a gun into Starbucks and the people who want to prevent it. It is a very difficult, fragile situation.
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When companies fail, or fail to grow, it's almost always because they don't invest in the people, the systems, and the processes they need.
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It's ironic that retailers and restaurants live or die on customer service, yet their employees have some of the lowest pay and worst benefits of any industry. That's one reason so many retail experiences are mediocre for the public.
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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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Hiring people is an art, not a science, and resumes can't tell you whether someone will fit into a company's culture.
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Starbucks has stores in America in many, many communities that are governed by many, many different municipalities. Starbucks cannot dictate to a municipality in Cincinnati or Kansas City or Sacramento how or why or when there should be a recycling program.
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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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We need to put ourselves in the shoes of our customers. That is my new battle cry. Live and breathe Starbucks the way our customers do.
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I believe life is a series of near misses. A lot of what we ascribe to luck is not luck at all. It's seizing the day and accepting responsibility for your future. It's seeing what other people don't see And pursuing that vision.
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There's an energy and excitement when you're building a company. You have so much tail wind. You're planting new seeds. But it's also scary, because there's no safety net.
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Overnight the digital age had changed the course of history for our company. Everything that we thought was in our control no longer was. But within a year we had invested in social media and digital experts. Now Starbucks is the number one brand on Facebook.
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Work should be personal. For all of us. Not just for the artist and entrepreneur. Work should have meaning for the accountant, the construction worker, the technologist, the manager and the clerk.
Howard Schultz