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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
Categories
Brand
Brands
Based
Within
History
Extending

More quotes by Howard Schultz

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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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The challenge of the retail business is the human condition.
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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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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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What I would say to young entrepreneurs is there's so many moments in your life where you have these dreams, and people are trying to protect you, and they say, perhaps, friends, family, parents sometimes, they don't agree with it, they think, 'This is just too high of a hurdle.' And I don't agree with that.
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Social and digital media is a bullet train, and that bullet train is not coming home.
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Even though people are under economic pressure, they still want to support those brands with values that are compatible with their own.
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You cant build any kind of organization if youre not going to surround yourself with people who have experience and skill base beyond your own.
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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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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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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 never took classic business classes in college, so I don't have the background that any of the people running large companies have.
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On balance, I am a supporter of the minimum wage going up. We've got to be very careful what we wish for because some employers - and there could be a lot of them - will be scared away from hiring new people or creating incremental hours for part-time people as a result of that wage going up.
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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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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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My parents really wanted me to get out of New York, be exposed to other people, other ways of life.
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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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A great business has to have a conscience. You have to know who you are and who you are not.
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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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To stay vigorous, a company needs to provide a stimulating and challenging environment for all these types: the dreamer, the entrepreneur, the professional manager, and the leader. If it doesn't, it risks becoming yet another mediocre corporation.
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