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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.
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
Even
Managing
Decisive
Issue
Crisis
Information
Issues
Perfect
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We think of Starbucks not as a coffee company but a media company.
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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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Customers have different need states and life experiences.
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Managing and navigating through a financial crisis is no fun at all.
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The challenge of the retail business is the human condition.
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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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Who wants a dream that's near-fetched?
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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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Sometimes the difference between winning and losing is will. The will to make it happen.
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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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One of the fundamental aspects of leadership, I realized more and more, is the ability to instill confidence in others when you yourself are feeling insecure
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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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Often, organizations need bold, grand gestures to galvanize people towards a new mission or refocus their attention.
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Effective leaders share two intertwined attributes: an unbridled level of confidence about where their organizations are headed, and the ability to bring people along.
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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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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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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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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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Our history is based on extending the brand to categories within the guardrails of Starbucks.
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Risk more than others think safe.
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