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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.

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
Trying
Guiding
Began
Principles
Create
Values
Culture
Wanted

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I think what we're lacking in society, not only in the U.S. but also around the world, is to find heroes once again and to celebrate these kind of people.
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If you want to achieve widespread impact and lasting value, be bold.
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In life, you can blame a lot of people and you can wallow in self-pity or you can pick yourself up and say listen, I have to be responsible for myself.
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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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Business leaders cannot be bystanders.
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Believe in your dreams and dream big. And then after youve done that, dream bigger.
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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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Customers have different need states and life experiences.
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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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But when you really believe-in yourself, in your dream-you just have to do everything you possibly can to take control and make your vision a reality. No great achievement happens by luck.
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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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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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Starbucks is rekindling America's love affair with coffee, bringing romance and fresh flavor back to the brew.
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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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People in Washington need to put their feet in the shoes of working Americans.
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Managing and navigating through a financial crisis is no fun at all.
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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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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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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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