Starbucks Ceo Quotes

Whenever I see someone carrying a cup of coffee from a Starbucks competitor, whether it’s an independent coffee shop or a fast-food chain, I take their decision not to come to Starbucks personally. I wonder what I, as Starbucks’ chairman and ceo, might have done to keep them away and what I might do to encourage them to come back or to try us for the first time.

Protect and preserve your core customers," he [Jim Sinegal, cofounder and CEO of Costco] told our marketing team when I invited him to speak to us. "The cost of losing your core customers and trying to get them back during a down economy will be much greater than the cost of investing in them and trying to keep them.

Hardy reinforces his narrative with stories of heroes who didn’t have the right education, the right connections, and who could have been counted out early as not having the DNA for success: “Richard Branson has dyslexia and had poor academic performance as a student. Steve Jobs was born to two college students who didn’t want to raise him and gave him up for adoption. Mark Cuban was born to an automobile upholsterer. He started as a bartender, then got a job in software sales from which he was fired.”8 The list goes on. Hardy reminds his readers that “Suze Orman’s dad was a chicken farmer. Retired General Colin Powell was a solid C student. Howard Schultz, the CEO of Starbucks, was born in a housing authority in the Bronx … Barbara Corcoran started as a waitress and admits to being fired from more jobs than most people hold in a lifetime. Pete Cashmore, the CEO of Mashable, was sickly as a child and finished high school two years late due to medical complications. He never went to college.” What do each of these inspiring leaders and storytellers have in common? They rewrote their own internal narratives and found great success. “The biographies of all heroes contain common elements. Becoming one is the most important,”9 writes Chris Matthews in Jack Kennedy, Elusive Hero. Matthews reminds his readers that young John F. Kennedy was a sickly child and bedridden for much of his youth. And what did he do while setting school records for being in the infirmary? He read voraciously. He read the stories of heroes in the pages of books by Sir Walter Scott and the tales of King Arthur. He read, and dreamed of playing the hero in the story of his life. When the time came to take the stage, Jack was ready.

Howard Schultz, CEO of Starbucks, believed the most powerful brands are built from the heart.

Ask Customers for suggestions on how best to serve them: Let me get Marc Benioff, the CEO of Salesforce to weigh in on it. ‘In 2008, Howard Schultz returned to Starbucks as CEO, after being out of that role for eight years. The company had lost touch with consumers, and Schultz was determined to fix that. The first thing he did was create an app that asked customers how they thought the coffeehouses could be improved. The company consolidated the top ten responses and put them to a consumer vote. Then it implemented the top five fixes. The process engaged customers in the turnaround and helped restore revenue growth.’13

The first, indirect method of breaking the ice is to ask people for objective information or a subjective opinion. These can be very legitimate and important questions that would necessitate speaking to a stranger. It doesn’t necessarily matter that the person you are asking knows the answer; it’s just a way to begin a dialogue. For that matter, it doesn’t even matter that you don’t know the answer. Excuse me, do you know what time the speeches begin? Do you know where the closest Starbucks is? What did you think of the CEO’s speech? Do you like the food here? The first two examples are inquiring about objective information, while the latter two are asking for a subjective opinion. The second, indirect method of breaking the ice is to comment on something in the environment, context, or specific situation. It can be as simple as an observation. Imagine you are thinking out loud and prompting people to answer. Did you see that piece of art on the wall? What a crazy concept. The lighting in here is beautiful. I think it’s worth more than my house. This is an amazing DJ. All the rock ballads of the ’80s. Notice how these are all statements and not direct questions. You are inviting someone to comment on your statement instead of asking them to engage. If they don’t choose to engage, no harm no foul. You are not putting any pressure on them to respond, and you don’t necessarily need to expect an answer. The third and final indirect method of breaking the ice is to comment on a commonality you both share. For instance, why are you both at your friend Jack’s apartment? What business brings you both to this networking conference in Tallahassee? What stroke of misfortune brought you to the DMV this morning? So who do you know here? So how do you know Jack? Has Jack told you about the time he went skiing with his dog? The idea with these commonalities is that they are instant topics of conversation because there will be a clear answer behind them.

Recently, Howard Schultz, former CEO of Starbucks, came out against the term “billionaire,” instead preferring to be called “a person of means,” as though he’s now ashamed of what he’s built.

Starbucks Venture Scape Summary Starbucks had been driving rapid expansion globally but in the process the company had lost some of its magic with customers. In an eighteen-month period, ceo Howard Schultz and his leadership team undertook a venture to reframe the company’s mission, shift employee mind-sets, and reinvigorate the customer experience to bring Starbucks back to its roots.

great institution and are helping to maintain it to share our prosperity.” On January 5, 2012, 98 years later, embittered individuals who identified with the Occupy Wall Street movement were in the 111th day of a protest that began in Zuccotti Park in New York City’s Wall Street financial district. These protestors were expressing what they perceived as economic unfairness and inequality resulting from corporate greed. The group’s mantra, “We are the 99 percent,” reflected cynicism and distrust for business, financial, and governmental systems that they viewed as sacrificing the interest of the country’s 99 percent in favor of the wealthiest 1 percent. Where had we come in a century? Dov Seidman, founder, chairman, and CEO of LRN, a company that helps businesses develop and maintain effective corporate governance, suggests, “This crisis of trust in our basic institutions is so troubling precisely because the lack of trust is in so many cases well deserved. Broken promises, obfuscation, spin, concealment, all have created a suspicion—often unfortunately true—