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Managing and navigating through a financial crisis is no fun at all.

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
Navigating
Managing
Financial
Crisis
Fun

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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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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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Success is empty if you arrive at the finish line alone.
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The issue of managing through a crisis is you have to be decisive even if you don't have perfect information.
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The entrepreneurial opportunity in America is alive and well.
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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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Everyone must have a shot at the American Dream.
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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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People want to be part of something larger than themselves. They want to be part of something they're really proud of, that they'll fight for, sacrifice for, that they trust.
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Customers have different need states and life experiences.
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The leaders in Washington have got to come together in a bipartisan way and do the right thing for the people who are being left behind. We cannot have an America that is only based on the wealthy.
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Sometimes the difference between winning and losing is will. The will to make it happen.
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When we began Starbucks, what I wanted to try to do was to create a set of values, guiding principles, and culture.
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I think growth covers up mistakes.
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A great business has to have a conscience. You have to know who you are and who you are not.
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Whatever you do, don't play it safe. Don't do things the way they've always been done. Don't try to fit the system. If you do what's expected of you, you'll never accomplish more than others expect.
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You must find something that you deeply love and are passionate about and are willing to sacrifice a lot to achieve.
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I think we are living in a time where the consumer has lots of choices, whether it's coffee, newspapers or whatever it is. And there is parity in the market place and as a result of that the consumer is beginning to make decisions, not just on what things cost and the convenience of it.
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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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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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