Starbucks Cup Quotes

At Starbucks I like ordering a “Tall venti in a grande cup.” That’s basically me asking for a small large in a medium cup.


Starbucks says they are going to start putting religious quotes on cups. The very first one will say, "Jesus! This cup is expensive!

The whole purpose of places like Starbucks is for people with no decision-making ability whatsoever to make six decisions just to buy one cup of coffee. Short, tall, light, dark, caf, decaf, low-fat, non-fat, etc. So people who don't know what the hell they're doing or who on earth they are can, for only $2.95, get not just a cup of coffee but an absolutely defining sense of self: Tall. Decaf. Cappuccino." - Joe Fox

Mass advertising can help build brands, but authenticity is what makes them last. If people believe they share values with a company, they will stay loyal to the brand.

In this ever-changing society, the most powerful and enduring brands are built from the heart. They are real and sustainable. Their foundations are stronger because they are built with the strength of the human spirit, not an ad campaign. The companies that are lasting are those that are authentic.

Authentic brands don't emerge from marketing cubicles or advertising agencies. They emanate from everything the company does...

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

If you examine a butterfly according to the laws of aerodynamics, it shouldn't be able to fly. But the butterfly doesn't know that, so it flies

People want guidance, not rhetoric. They need to know what the plan of action is, and how it will be implemented. They want to be given responsibility to help solve the problem and authority to act on it.

Remember: You'll be left with an empty feeling if you hit the finish line alone. When you run a race as a team, though, you'll discover that much of the reward comes from hitting the tape together. You want to be surrounded not just by cheering onlookers but by a crowd of winners, celebrating as one.

To stay vigorous, a company needs to provide a stimulating and challenging environment for all these types: the dreamer, the entrepreneur, the professional manager, and the leader. If it doesn't, it risks becoming yet another mediocre corporation.

Whatever you can do, or dream you can, . . . begin it. Boldness has genius, power and magic in it. —GOETHE

For more than three decades, coffee has captured my imagination because it is a beverage about individuals as well as community. A Rwandan farmer. Eighty roast masters at six Starbucks plants on two continents. Thousands of baristas in 54 countries. Like a symphony, coffee's power rests in the hands of a few individuals who orchestrate its appeal. So much can go wrong during the journey from soil to cup that when everything goes right, it is nothing short of brilliant! After all, coffee doesn't lie. It can't. Every sip is proof of the artistry -- technical as well as human -- that went into its creation.

There's a metaphor Vincent Eades likes to use: "If you examine a butterfly according to the laws of aerodynamics, it shouldn't be able to fly. But the butterfly doesn't know that, so it flies.

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.

Early on I realized that I had to hire people smarter and ore 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.

Every step of the way, I made it a point to underpromise and overdeliver. In the long run, that's the only way to ensure security in any job.

When you’re in a hole, quit digging!

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.

When you do drugs, you count like a chemist: The numbers are wild, the formulas are easy. Then, when you try to get clean, you start to count like a pharmacist: How many hours between doses? How much or how little do you need to maintain? Then, when you finally give it up completely, you count like Noah in his dinky, seafaring ark full of pairs of every animal in God's creation: You count days. You wait for the rain to stop, for the sky to clear, for life to ever seem normal again. And then eventually it does. Then you start to count how many cups of black coffee you need just to get through every day, how many cigarettes you smoke. You know the address of every Starbucks in a mile radius, which is easy because there so many, and you know the names of every restaurant where they allow you to smoke, which is easy because they are so few.

All great companies have passed through bad years that forced soul-searching and rethinking of priorities. How we deal with them will be the litmus test.

Be bold, but be fair. Don't give in. If others around you have integrity, too, you can prevail

After we go through the Starbucks drive-thru and spend approximately two hundred dollars on four cups of coffee, we head to the studio.

I hated that the Metro was carpeted, and that it was so far underground—you felt like a mole by the time you got down the escalator—and I hated that you had to swipe your card to get in and out of the station. I hated that you couldn’t eat or drink on the train, and I especially hated that everyone obeyed the rule, like they were afraid they’d be arrested for sipping a cup of Starbucks on their morning commute.

And with the right mentor, don't be afraid to expose your vulnerabilities. Admit you don't know what you don't know. When you acknowledge your weaknesses and ask for advice, you'll be surprised how much others will help.

Why are we inspired by another person's courage? Maybe because it gives us the sweet and genuine surprise of discovering some trace, at least, of the same courage in ourselves.

At Starbucks 0 as in any business, in any life - there are so many hectic moments during the day when we are simply trying to do the job, trying to put out the fires, trying to solve any number of small problems, that we often lose sight of what it is we're really here to do.

Terrell stopped at Starbucks for a cup of coffee to go. As he was walking back to his car, he received a text message from his partner, Beth. Beth: Anything going on? Terrell: Getting coffee at Starbucks Beth: What’s the coffee of the day? Terrell: Caffè virgin Beth: Awkward Terrell: Damn autocorrect. I meant caffè vagina.

Many of the members' young staffers were worse. Arrogant Ivy League twentysomethings berated me for forcing them to submit to the most basic security protocols. It was as if running a metal detector over the Starbucks cup they carried might curdle the soy milk in their grande vanilla latte, or delay them from A VERY IMPORTANT meeting.

Hiring people is an art, not a science, and resumes can't tell you whether someone will fit into a company's culture.

One cup contains Starbucks coffee, and one holds diarrhea. But which is which? Drink it, and the one that doesn’t make you vomit is the diarrhea.

All that is gone. Nowadays we have nothing but meaningless names. Look at Starbucks and their cup sizes—Venti, Trenta, and Wanko Grande or whatever.

Look at Starbucks and their cup sizes—Venti, Trenta, and Wanko Grande or

Bir şirketin, çalışanlarıyla arasında kurduğu güven ilişkisinden daha değerli bir şey yoktur. İnsanlar yönetimin kazancı adilce paylaştırmadığına inanırsa şirketten soğurlar. Yönetime güvenmemeye başladıklarında ise şirketin geleceği tartışmalı hale gelir.

they worship a deity made in their own image: white, American, Republican, male—and perpetually terrified of Muslims, immigrants, science, gay children, special counsel reports, mandalas, Harry Potter, Starbucks holiday cups, yoga, wind turbines—everything.

Let’s think about the fake sense of urgency that pervades the left-liberal humanitarian discourse on violence: in it, abstraction and graphic (pseudo)concreteness coexist in the staging of the scene of violence-against women, blacks, the homeless, gays . . . “A woman is rpaed every six seconds in this country” and “In the time it takes you to read this paragraph, ten children will die of hunger” are just two examples. Underlying all this is a hypocritical sentiment of moral outrage. Just this kind of pseudo-urgency was exploited by Starbucks a couple of years ago when, at store entrances, posters greeting costumers pointed out that a portion of the chain’s profits went into health-care for the children of Guatemala, the source of their coffee, the inference being that with every cup you drink, you save a child’s life. There is a fundamental anti-theoretical edge to these urgent injunctions. There is no time to reflect: we have to act now. Through this fake sense of urgency, the post-industrial rich, living in their secluded virtual world, not only do not deny or ignore the harsh reality outside the area-they actively refer to it all the time. As Bill Gates recently put it: “What do the computers matter when millions are still unnecessarily dying of dysentery?” Against this fake urgency, we might want to place Marx’s wonderful letter to Engels of 1870, when, for a brief moment, it seemed that a European revolution was again at the gates. Marx’s letter conveys his sheer panic: can’t the revolution wait for a couple of years? He hasn’t yet finished his ‘Capital’.

Pernah ngga sih kamu ngerasa seperti penipu. Pandai memberi saran kepada yang lain soal menjadi bahagia, tapi sebenernya kamu sendiri jauh dari bahagia.. Seperti barista starbucks yang nulis “Be Happy & Be Grateful" di cup plastik kopi orderan kamu, padahal saat itu dia sebenernya sedang muak sama hidupnya sendiri.

Her tecrübe sizi bir sonrakine hazırlar. Bir sonrakinin ne olacağını hiç bilemezsiniz.

In the course of the year I spent trying to raise money, I spoke to 242 people, and 217 of them said “no.

One of the terrible tragedies, for me, was the fact that my father passed away before he could witness what I achieved.

The point of a coffee store was not just to teach customers about fine coffee but to show them how to enjoy it.

In advertising, if you could get clients to laugh, they usually bought your ideas

Living in the same city as Microsoft, I’m only too aware that, even in low-technology businesses like coffee, the Next Big Thing could knock the dominant player into second place tomorrow. I keep pushing to make sure that Starbucks thinks of the Next Big Thing before it has even crossed anybody else’s mind. In fact, Don Valencia is working on it even as I’m writing this book.

Whatever you do, don’t play it safe. Don’t do things the way they’ve always been done. Don’t try to fit the system. If you do what’s expected of you, you will never accomplish more than others expect

The best ideas are those that create a new mind-set or sense a need before others do, and it takes an astute investor to recognize an idea that not only is ahead of its time but also has long-term prospects.

Edith sips her wine casually. “Since now. You’re a good teacher and five bucks is nothing. I spend that much on a damn cup of coffee down at Starbusk.” “You mean Starbucks,” I correct. “’S what I said, Starbusk.

Her name was Rebecca. Or at least that’s what her nametag said. She was making my coffee at Starbucks as I admired how her green Starbucks apron matched her bright green eyes. She had hair the color of coffee with a hint of cream in it. I was trying to act casual and not make it seem like I came in here only to see her. The truth is, I hate coffee. That’s not entirely true. I do like a hint of coffee in my cup of sugar.

But my story is as much one of perseverance and drive as it is of talent and luck. I willed it to happen. I took my life in my hands, learned from anyone I could, grabbed what opportunity I could, and molded my success step by step. Fear of failure drove me at first, but as I tackled each challenge, my anxiety was replaced by a growing sense of optimism. Once you overcome seemingly insurmountable obstacles, other hurdles become less daunting.

A hundred times every day I remind myself that my inner and outer life depend on the labors of other men, living and dead, and that I must exert myself in order to give in the same measure as I have received. —ALBERT EINSTEIN

We’ve started asking partners to use their intellect and creativity, rather than telling them ‘take the coffee out of the box, put the cup here, follow this rule,’ ” said Kris Engskov, a vice president at Starbucks. “People want to be in control of their lives.” Turnover has gone down. Customer satisfaction is up.

What distinguishes the talented person who makes it from the person who has even more talent but doesn’t get ahead? Look at the aspiring actors waiting tables in New York, as an example: Many of them are probably no less gifted than stars like Robert DeNiro and Susan Sarandon. Part of what constitutes success is timing and chance. But most of us have to create our own opportunities and be prepared to jump when we see a big one others can’t see. It’s one thing to dream, but when the moment is right, you’ve got to be willing to leave what’s familiar and go out to find your own sound. That’s what I did in 1985. If I hadn’t, Starbucks wouldn’t be what it is today.

Just as I was about to reach the junction where I cross to catch the bus, I stopped dead, my eye drawn to a sly movement, a measured dash of brownish red. I breathed in, the morning air cold in my lungs. Under the orange glow of a streetlight, a fox was drinking a cup of coffee. He wasn’t holding it in his paws—as has been clearly established, I’m not insane—but, rather, had dipped his head to the ground and was lapping from a Starbucks cup. The fox sensed me watching, looked up and stared assertively into my eyes. “What of it?” he seemed to be saying. “A morning cup of coffee, big deal!” He went back to his beverage. Perhaps he’d had a particularly late night out by the bins, was finding it hard to get going on this cold, dark morning. I laughed out loud and walked on.

Günlük hayatta, kolay yolu seçmenizi isteyen dostlarınızdan, ailenizden ve iş arkadaşlarınızdan, mevcut yöntemleri tatbik etmeniz yönünde öyle çok baskı görürsünüz ki sadece statükoyu kabul etmemeniz değil sizden bekleneni yapmanız da zorlaşabilir. Ama kendinize, hayalinize gerçekten inandığınızda, kontrolü elinize almak ve vizyonunuzu gerçeğe dönüştürmek için elinizden gelebilecek her şeyi yapmanız gerekir.

Starbucks’s truly beautiful idea was the simple realization that Americans wanted to spend more money for a cup of coffee, that they’d feel much better about themselves if they spent five dollars for a cup of joe rather than buy that cheap drip stuff that shows such as Friends suggested only fat white trash in housecoats (or people who actually worked for a living) drank anymore—in their trailer parks or meth labs or wherever such people huddled for comfort.

People disappear every day. The man standing in line at Starbucks, buying his last cup of coffee before he gets in his car and drives into a new life, leaving behind family who will always wonder what happened. Or the woman sitting in the lat row of a Greyhound bus, staring out the window as the wind blows strands of hair across her face, wiping away a history to heavy to carry. You might be shoulder to shoulder with someone living their last moments as themselves and never know it.

Çoğumuz, hayallerimizin suya düşecek gibi olduğu önemli anlarla karşı karşıya kalırız. Bu tür olaylara karşı hazırlıklı değilsinizdir ama nasıl tepki vereceğiniz önemlidir. Önemli olan sahip olduğunuz değerleri unutmamanızdır. Cesur ama dürüst olun. Teslim olmayın. Çevrenizdeki diğer insanlar da dürüstse başarırsınız. Beklenmedik toplar kafanıza çarptığında savunmasız kalabilirsiniz. İşte böyle durumlarda bir fırsatı kaçırabilirsiniz. Böyle anlar, aynı zamanda gücünüzün test edildiği zamanlardır.

Oh, all ye sweet powers of air, now hug me close! Let not Starbuck die, if die he must, in a woman's fainting fit. Up helm, I say ye fools. Is this the end of all my bursting prayers? all my life-long fidelities? Oh, Ahab, Ahab, lo, thy work. Steady! helmsman, steady. Nay, nay! Up helm again! He turns to meet us! Oh, his unappeasable brow drives on towards one, whose duty tells him he cannot depart. My God, stand by me now! - Stand not by me, but stand under me, whoever you are that will now help Stubb; for Stubb, too, sticks here. I grin at thee, thou grinning whale! Who ever helped Stubb, or kept Stubb awake, but Stubb's own unwinking eye? And now poor Stubb goes to bed upon a mattrass that is all too soft; would it were stuffed with brushwood! I grin at thee, thou grinning whale! Look ye, sun, moon, and stars! I call ye assassins of as good a fellow as ever spouted up his ghost. For all that, I would yet ring glasses with ye, would ye but hand the cup! Oh, oh! oh, oh! thou grinning whale, but there'll be plenty of gulping soon! Why fly ye not, O Ahab! For me, off shoes and jacket to it; let Stubb die in his drawers! A most mouldy and over salted death, though;—cherries! cherries! cherries! Oh, Flask, for one red cherry ere we die! - Cherries? I only wish that we were where they grow. Oh, Stubb, I hope my poor mother's drawn my part-pay ere this; if not, few coppers will now come to her, for the voyage is up.

Today Ramon defended the garbage bin by Plumpy’s back door, and I defended a shiny silver Mercedes because, according to Ramon, it represented the privileged white aristocracy of America trying to keep the Latino man down. “Our duel,” Ramon said, spinning his broom like a bo staff, “will represent the struggle our nation’s currently engaged in.” “Please, we both know you’re just going for home team advantage.” “You wound me, Sam. I can’t help it if your crackerlike oppression gives me the better playing field.” He did a quick hamstring stretch. “Suck it up.” “Fine,” I said, “then I get the handicap.” “Sam, you’re Texas. Texas always gets the handicap.” “I’m Team Texas again?” He grinned, rolled his shoulders, and wiggled his arms, loosening them. I gave up and nodded at the Mercedes. It looked old and expensive, especially in our parking lot. “Shiny.” Ramon snorted. “Classic. Check out the gullwing doors.” “Fine. Classic Shiny.” Ramon tossed an empty Plumpy’s cup into the Dumpster. “Sometimes, Sammy, I question your manhood.” “A car is to get you from place to place. That’s it.” Ramon shook his head at my ignorance. “Whatever. Just try not to dent the car, Team Mexico.” “It’s Team South America,” he said. “You do know that Mexico is in North America, right?” “Yeah, but I have the whole continent behind me.” He held up his fist dramatically. “They support their cousin to the north.” I laughed and he dropped his hand back down. “And it’s that guy’s own fault for parking in our lot so he could sneak over to Eddie Bauer or Starbucks or whatever.

But come on—tell me the proposal story, anyway.” She raised an eyebrow. “Really?” “Really. Just keep in mind that I’m a guy, which means I’m genetically predisposed to think that whatever mushy romantic tale you’re about to tell me is highly cheesy.” Rylann laughed. “I’ll keep it simple, then.” She rested her drink on the table. “Well, you already heard how Kyle picked me up at the courthouse after my trial. He said he wanted to surprise me with a vacation because I’d been working so hard, but that we needed to drive to Champaign first to meet with his former mentor, the head of the U of I Department of Computer Sciences, to discuss some project Kyle was working on for a client.” She held up a sparkly hand, nearly blinding Cade and probably half of the other Starbucks patrons. “In hindsight, yes, that sounds a little fishy, but what do I know about all this network security stuff? He had his laptop out, there was some talk about malicious payloads and Trojan horse attacks—it all sounded legitimate enough at the time.” “Remind me, while I’m acting U.S. attorney, not to assign you to any cybercrime cases.” “Anyhow. . . we get to Champaign, which as it so happens, is where Kyle and I first met ten years ago. And the limo turns onto the street where I used to live while in law school, and Kyle asks the driver to pull over because he wants to see the place for old time’s sake. So we get out of the limo, and he’s making this big speech about the night we met and how he walked me home on the very sidewalk we were standing on—I’ll fast-forward here in light of your aversion to the mushy stuff—and I’m laughing to myself because, well, we’re standing on the wrong side of the street. So naturally, I point that out, and he tells me that nope, I’m wrong, because he remembers everything about that night, so to prove my point I walk across the street to show him and”—she paused here— “and I see a jewelry box, sitting on the sidewalk, in the exact spot where we had our first kiss. Then I turn around and see Kyle down on one knee.” She waved her hand, her eyes a little misty. “So there you go. The whole mushy, cheesy tale. Gag away.” Cade picked up his coffee cup and took a sip. “That was actually pretty smooth.” Rylann grinned. “I know. Former cyber-menace to society or not, that man is a keeper

You've had hot coffee before, and in the hands of a skilled maker, coffee can be amazing. But the fact is that coffee is one of the hardest things to get right in the world. Even with great beans and a great roast and great equipment, a little too much heat, the wrong grind, or letting things go on too long will produce a cup of bitterness. Coffee's full of different acids, and depending on the grind, temperature, roast, and method, you can "overextract" the acids from the beans, or overheat them and oxidize them, producing that awful taste you get at donut shops and Starbucks. But there is Another Way. If you make coffee in cold water, you only extract the sweetest acids, the highly volatile flavors that hint at chocolate and caramel, the ones that boil away or turn to sourness under imperfect circumstances. Brewing coffee in cold water sounds weird, but in fact, it's just about the easiest way to make a cup (or a jar) of coffee. Just grind coffee -- keep it coarse, with grains about the size of sea salt -- and combine it with twice as much water in an airtight jar. Give it a hard shake and stick it somewhere cool overnight (I used a cooler bag loaded with ice from ice camp and wrapped the whole thing in bubble wrap for insulation). In the morning, strain it through a colander and a paper coffee filter. What you've got now is coffee concentrate, which you can dilute with cold water to taste -- I go about half and half. If you're feeling fancy, serve it over ice.

What breaks in me? Some sinew cracks! 'tis whole again; oars! oars! Burst in upon him! I grow blind; hands! stretch out before me that I may yet grope my way. Is't night? Oars, oars! Slope downwards to thy depths, O sea, that ere it be for ever too late, Ahab may slide this last, last time upon his mark; I see: the ship! the ship! Dash on, my men! - Oh, all ye sweet powers of air, now hug me close! Let not Starbuck die, if die he must, in a woman's fainting fit. Up helm, I say ye fools. Is this the end of all my bursting prayers? all my lifelong fidelities? Oh, Ahab, Ahab, lo, thy work. Steady! helmsman, steady. Nay, nay! Up helm again! He turns to meet us! Oh, his unappeasable brow drives on towards one, whose duty tells him he cannot depart. My God, stand by me now! - Stand not by me, but stand under me, whoever you are that will now help Stubb; for Stubb, too, sticks here. I grin at thee, thou grinning whale! Who ever helped Stubb, or kept Stubb awake, but Stubb's own unwinking eye? And now poor Stubb goes to bed upon a mattrass that is all too soft; would it were stuffed with brushwood! I grin at thee, thou grinning whale! Look ye, sun, moon, and stars! I call ye assassins of as good a fellow as ever spouted up his ghost. For all that, I would yet ring glasses with ye, would ye but hand the cup! Oh, oh! oh, oh! thou grinning whale, but there'll be plenty of gulping soon! Why fly ye not, O Ahab! For me, off shoes and jacket to it; let Stubb die in his drawers! A most mouldy and over salted death, though; cherries! cherries! cherries! Oh, Flask, for one red cherry ere we die! - Cherries? I only wish that we were where they grow. Oh, Stubb, I hope my poor mother's drawn my part-pay ere this; if not, few coppers will now come to her, for the voyage is up.

Four girls about Mira's age were standing out on the deck on the upper level of the ferry. They were wearing hoodies, sweatpants and jeans. One of the girls was staring at the screen on her phone. She was talking. He called, but then said he wasn't going to come out or whatever. They sipped out of Starbucks cups and bottles of water. The wind was in their hair and the sun was in their eyes. Because they were alive I wished they were dead.

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.

Starbucks has odd drink sizes. I say man’s hands were meant to be cupped, so pour the hot coffee right in. But obviously I’ll need help pouring and stirring in cream and sugar, as my hands will be full.


I actually think a lot of the future is in small data. Or what my friends at Bitsight call “Grande Data”, as in the Starbucks cup sizes—it’s neither Tall (short) nor Venti (large); it’s Grande (medium).

If you examine a butterfly according to the laws of aerodynamics, it shouldn’t be able to fly. But the butterfly doesn’t know that, so it flies.

Pixar started as a company that sold a special computer for doing digital animation; it took a while till they got into the moviemaking business. Similarly, Starbucks originally sold only coffee beans and coffee equipment; they hadn't planned to sell coffee by the cup.

My coffee was wedged in the cup holder in the center console. Sometimes I wondered what would happen to modern American life between dawn and 10 a.m. if Starbucks vanished. Talk about road rage.

Skepticism has come to be synonymous with sophistication, and glibness is mistaken for intelligence.

I got Jackie into the suite without any outbursts of Kantian Dialectic, and as we settled into our chairs on the balcony and waited for mojitos, Kathy knocked on the door, bustling past me with a haughty glare when I let her in, and heading straight out to Jackie, her hands full of papers and her eternal phone and Starbucks cup.

Forty-two minutes later, keys worked the lock, the door swung open, and Lucas Worley came halfway through the door before seeing me. He was carrying a newspaper and a Starbucks cup. He looked surprised, but he hadn’t yet seen the dope on the table. “What the fuck is this? Who are you?” “Come inside and close the door, Luke. Can I call you Luke? Or is it Lucas? Lucas seems pretentious.” He was a little bit taller than he had looked in the car. His eyes were bright and sharp, and he spoke quickly. You could tell he was used to talking. You could tell he was used to saying bright things and having them appreciated, and you could tell that he thought he was brighter than he really was. Probably where the smugness came from. He said, “Maybe I’m confused. Isn’t this my house? Isn’t that my sofa? The only thing that doesn’t seem to belong here is you.” Showing attitude.

His latest job [My Dad] had been as a truck driver, picking up and delivering diapers. For months, he had complained bitterly about the odor and the mess, saying it was the worst job in the world. But now that he had lost it, he seemed to want it back.

Years later, that image of my father -slumped on the family couch, his leg in a cast, unable to work or earn money, and ground down by the world- is still burned into my mind. Looking back now, I have a lot of respect for my dad. He never finished high school, but he was an honest man who worked hard.

you don't want to throw away your Starbucks cup, refills are only 50 cents.

Steam [10w] Steam rises from patrons' cups at Starbucks; London's Industrial Revolution.

In understanding how their customers wanted to feel, Starbucks took a product that Americans were used to paying fifty cents for (or drinking for almost free at home or at work) and were able to charge three or four dollars per cup. Starbucks customers are willing to pay more for their coffee because they sense greater value with each cup.

Keeping her mind off the basement as well, she wondered exactly when coffee had gone walkabout in France. When she’d first been here, drinking coffee hadn’t been a pedestrian activity. One either sat to do it, in cafés or restaurants, or stood, at bars or on railway platforms, and drank from sturdy vessels, china or glass, themselves made in France. Had Starbucks brought the takeaway cup? she wondered. She doubted it. They hadn’t really had the time. More likely McDonald’s.

Everything that makes a cup of Starbucks coffee worth five dollars is somehow tied to the creativity and beliefs of the Starbucks organization.

Nothing can stay the same forever, in business or in life, and counting on the status quo can only lead to grief.

When you’re surrounded by people who share a passionate commitment around a common purpose, anything is possible.

Behind every cup of Starbucks is the world's highest-quality, ethically sourced coffee beans; baristas with health-care coverage and stock in the company; farmers who are treated fairly and humanely; a mission to treat all people with respect and dignity; and passionate coffee experts whose knowledge about coffee cannot be matched by any other coffee company.

People around the world drink more coffee than any other drink besides water: four hundred billion cups a year.

Harmon wasn’t a polished Ivy Leaguer like Cahill. He was tall, built like a brick shithouse, and he didn’t attend fancy parties. He usually drank alone in the decrepit back-alley bars of some of the worst hellholes in the world. He was a rough man with few attachments and only one purpose. When someone somewhere pushed the panic button, Harmon was what showed up. He had decided to meet the asset in Hong Kong. It made more sense than Shanghai and was much safer than Beijing, especially for a white guy. Harmon had chosen the coffee shop. A Starbucks knockoff. It was busy, with the right mix of Chinese and Anglos. People chatted on cell phones and pecked away at keyboards. They had buds in their ears and listened to music or watched videos on their devices. Whatever happened to a cup of coffee and a newspaper? Hell, he thought, whatever happened to newspapers?

It’s one thing to dream, but when the moment is right, you’ve got to be willing to leave what’s familiar and go out to find your own sound

Nobody ever accomplished anything by believing the naysayers.

But there’s also another kind of herding, one that we call self-herding. This happens when we believe something is good (or bad) on the basis of our own previous behavior. Essentially, once we become the first person in line at the restaurant, we begin to line up behind ourself in subsequent experiences. Does that make sense? Let me explain. Recall your first introduction to Starbucks, perhaps several years ago. (I assume that nearly everyone has had this experience, since Starbucks sits on every corner in America.) You are sleepy and in desperate need of a liquid energy boost as you embark on an errand one afternoon. You glance through the windows at Starbucks and walk in. The prices of the coffee are a shock—you’ve been blissfully drinking the brew at Dunkin’ Donuts for years. But since you have walked in and are now curious about what coffee at this price might taste like, you surprise yourself: you buy a small coffee, enjoy its taste and its effect on you, and walk out. The following week you walk by Starbucks again. Should you go in? The ideal decision-making process should take into account the quality of the coffee (Starbucks versus Dunkin’ Donuts); the prices at the two places; and, of course, the cost (or value) of walking a few more blocks to get to Dunkin’ Donuts. This is a complex computation—so instead, you resort to the simple approach: “I went to Starbucks before, and I enjoyed myself and the coffee, so this must be a good decision for me.” So you walk in and get another small cup of coffee.

BUT THE STORY doesn’t end there. Now that you have gotten used to paying more for coffee, and have bumped yourself up onto a new curve of consumption, other changes also become simpler. Perhaps you will now move up from the small cup for $2.20 to the medium size for $3.50 or to the Venti for $4.15. Even though you don’t know how you got into this price bracket in the first place, moving to a larger coffee at a relatively greater price seems pretty logical. So is a lateral move to other offerings at Starbucks: Caffè Americano, Caffè Misto, Macchiato, and Frappuccino, for instance. If you stopped to think about this, it would not be clear whether you should be spending all this money on coffee at Starbucks instead of getting cheaper coffee at Dunkin’ Donuts or even free coffee at the office. But you don’t think about these trade-offs anymore. You’ve already made this decision many times in the past, so you now assume that this is the way you want to spend your money. You’ve herded yourself—lining up behind your initial experience at Starbucks—and now you’re part of the crowd.

There were guys in this world who were actual dukes? How bizarre was that? I wondered if they introduced themselves that way. Did they have the barista at Starbucks write it on their cups?

To begin with, you’ll need an idea that you want to pursue. The best ideas are those that resolve somebody’s pain, some customer problem you’ve identified for which your solution might work. Alternatively, some good ideas take something in customers’ lives that’s pretty boring and come up with something so superior that it provides what we call customer delight. A fancy latte at the Starbucks on the corner, compared with a 1950s-style cup o’ Joe, is an example. Next, consider the analogs to your idea, successful predecessor companies that are worth mimicking in some way. There are many analogs out there, portions of which can be borrowed or adapted to help you understand the economics and various other facets of your proposed business and its business model.

Если мы поприветствуем посетителей, обменяемся несколькими словами помимо заказа напитка, а затем приготовим его в точности так, как нравится клиенту, они захотят вернуться к нам снова. В Америке очень много посредственных розничных компаний. Будь то химчистка, супермаркет или банк, общение урезается до номера кредитки или личного идентификационного кода. Вы — одна из тысяч транзакций в очереди клиентов, предшествующих вам и идущих следом. Но когда вы сталкиваетесь с опытом более высокого уровня, когда к вам относятся доброжелательно, когда кто-то прилагает усилия, чтобы вы почувствовали себя кем-то особенным, когда вас приветствуют улыбкой и считают умным, это не скоро забывается.

Я рано понял, что должен брать на работу людей более умных и квалифицированных, чем я сам, в целом ряде областей, и отдать в их руки известную часть полномочий. Это так трудно, что не выразить словами. Но если вы уже внушили свои принципы окружающим, смело доверьтесь им, они примут правильное решение.

Я старался сделать Starbucks такой компанией, в которой желал бы работать своему отцу. Не имея даже аттестата средней школы, он наверняка никогда не смог бы стать директором. Но если бы он получил работу в одной из наших кофеен или на обжарочном заводе, он не ушел бы оттуда в отчаянии из-за того, что его не ценили. Он получал бы хорошие медицинские пособия, владел бы фондовыми опционами и работал бы в атмосфере, где на его жалобы и предложения реагировали  бы своевременно и относились бы к ним с уважением.

Основатели Starbucks поняли основополагающую истину торговли: чтобы что-то значить для покупателей, нужно сделать ставку на ум и искушенность и научить тех, кто жаждет знаний.

Я настолько тесно ассоциировал себя со Starbucks, что любой ее недостаток воспринимал как свой собственный. Поэтому я работал с сотрудниками над совершенствованием навыков дружелюбного обслуживания покупателей и разрабатывал пособия, предназначенные помочь нашим клиентам узнать побольше о кофе.

Нет ничего более ценного, чем доверие и уверенность в отношениях со служащими. Если люди считают, что руководство поступает несправедливо, они отчуждаются. А как только они перестают доверять руководству, на кону — будущее компании.

Во многих компаниях страстными проповедниками рискованных, смелых идей становятся менеджеры среднего звена и даже служащие низшего уровня. Важно, чтобы менеджеры прислушивались к этим идеям, испытывали их и применяли на практике, даже если руководство настроено скептически.

Труднее всего было поддерживать высокий моральный дух. Нельзя идти к предполагаемому инвестору и не выказывать в полной мере всю страсть и энтузиазм по поводу предлагаемой идеи. Нельзя показывать, что вы угнетены, когда встречаетесь с владельцем недвижимости, чтобы договориться об аренде. Но если на этой неделе у вас уже состоялось три или четыре бесплодные встречи, как подстегнуть себя? Приходится быть хамелеоном. Вот вы выступаете перед кем-то. Вы подавлены, но просто обязаны говорить так же уверенно, как будто это ваша первая встреча.

Лучшие идеи — те, что создают новый образ мышления или потребность.

Если вы предлагаете покупателям то, к чему они не привыкли, нечто настолько лучшее, что потребуется время, чтобы привить к нему вкус, — можно вызвать у них ощущение открытия, восхищения и преданности, которое привяжет их. На это может уйти больше времени, но если ваш товар превосходен, лучше приучить покупателей любить его, чем приспосабливаться к пристрастиям массового рынка.

Even when life seems perfect, you have to take risks and jump to the next level, or you’ll start spiraling downhill into complacency without even realizing it.