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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.

Howard Schultz

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Howard Schultz
Age: 71
Born: 1953
Born: July 19
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Brooklyn
New York
Howard D. Schultz
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More quotes by Howard Schultz

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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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Victory is much more meaningful when it comes not just from one person, but from the joint achievements of many.
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Most business people today are not going to invest in the uncertainty that exists in America.
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My biggest concern is that America is drifting towards mediocrity and that people don't recognize - and by people I'm meaning Washington - don't recognize the sense of urgency and the fact that I don't think this is a crisis anymore. I think it's an emergency.
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Social and digital media is a bullet train, and that bullet train is not coming home.
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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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The entrepreneurial opportunity in America is alive and well.
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In many places where coffee is grown, deforestation is a major issue. With Starbucks' position in the marketplace and the respect and relationships we have, we can - and have, in some cases - been able to educate and influence people.
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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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We can't wait for Washington. Business leaders are going to have to galvanize their own constituencies and do everything they can to demonstrate confidence in the economy, and I think that can be contagious.
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We have no patent on anything we do and anything we do can be copied by anyone else. But you can't copy the heart and the soul and the conscience of the company.
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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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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 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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I think growth covers up mistakes.
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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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Starbucks has stores in America in many, many communities that are governed by many, many different municipalities. Starbucks cannot dictate to a municipality in Cincinnati or Kansas City or Sacramento how or why or when there should be a recycling program.
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If you want to achieve widespread impact and lasting value, be bold.
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Success is empty if you arrive at the finish line alone.
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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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