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Our history is based on extending the brand to categories within the guardrails of Starbucks.

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
Brand
Brands
Based
Within
History
Extending
Categories

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California, in a sense, is almost Starbucks' largest country, with almost 3,000 stores.
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Victory is much more meaningful when it comes not just from one person, but from the joint achievements of many.
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Everyone must have a shot at the American Dream.
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Sometimes you have to create the thing you want to be part of.
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Success is best when its shared
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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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I think growth covers up mistakes.
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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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I could've just walked away but I never could have forgiven myself to allow Starbucks to drift into mediocrity or not be relevant. I just couldn't be a bystander.
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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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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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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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In the 1960s, if you were a blue collar worker or uneducated, and you had an injury on the job, the company basically dismissed you.
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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.
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Sometimes the difference between winning and losing is will. The will to make it happen.
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The lifeblood of job creation in America is small business, but they can't get access to credit.
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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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Business leaders cannot be bystanders.
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The entrepreneurial opportunity in America is alive and well.
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