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Cutting prices or putting things on sale is not sustainable business strategy. The other side of it is that you can't cut enough costs to save your way to prosperity.

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
Way
Putting
Things
Save
Cost
Sale
Cutting
Sustainable
Side
Prices
Sides
Costs
Business
Prosperity
Enough
Strategy

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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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Everyone starts strong. Success comes to those with unwavering commitment to be at the end.
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In the 1960s, if you introduced a new product to America, 90% of the people who viewed it for the first time believed in the corporate promise. Then 40 years later if you performed the same exercise, less than 10% of the public believed it was true. The fracturing of trust is based on the fact that the consumer has been let down.
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We are not in the coffee business serving people, we are in the people business serving coffee.
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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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Americans reading the paper, listening to the news every single day, and all you hear is things are getting worse and worse. And that has a psychological effect on consumer confidence. That's what consumer confidence is.
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Success is empty if you arrive at the finish line alone.
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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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I honestly never dreamed at the time that I would one day own the Starbucks and or be in a position where we would have more than 10,000 stores around the world. It has just been an incredible journey for all of us.
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We think of Starbucks not as a coffee company but a media company.
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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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Believe in your dreams and dream big. And then after youve done that, dream bigger.
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I think Starbucks created a platform and, ultimately, a runway for many other companies to emulate. I suspect if we had not achieved what we have, there would have been many regional brands that would have succeeded. But I'm not sure there would have been a national brand of the scope of Starbucks.
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Who wants a dream that's near-fetched?
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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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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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If you look at coffee, tea, food and juice, we think there are inherent opportunities. If you look at health bars or grab-and-go products that are in our stores, we think we can significantly enhance them and make them more widely available.
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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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Don't buy preground coffee.
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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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