Starbucks Positive Quotes

Enjoy the music in your earbuds in your own head. Dancing and singing because you enjoy the tune so much you can't contain yourself doesn't amuse others in Starbucks.

It is hard," I admitted, my eyes still closed. "But graduating from high school continues to be considered one of life's important achievements. I mean, I've heard that without a high school diploma, one doesn't have a hope of acquiring one of those high-powered service positions at Starbucks that I know I'll be angling for upon graduation.

at Dunkin’ Donuts, how did we move our anchor to Starbucks? This is where it gets really interesting. When Howard Shultz created Starbucks, he was as intuitive a businessman as Salvador Assael. He worked diligently to separate Starbucks from other coffee shops, not through price but through ambience. Accordingly, he designed Starbucks from the very beginning to feel like a continental coffeehouse. The early shops were fragrant with the smell of roasted beans (and better-quality roasted beans than those at Dunkin’ Donuts). They sold fancy French coffee presses. The showcases presented alluring snacks—almond croissants, biscotti, raspberry custard pastries, and others. Whereas Dunkin’ Donuts had small, medium, and large coffees, Starbucks offered Short, Tall, Grande, and Venti, as well as drinks with high-pedigree names like Caffè Americano, Caffè Misto, Macchiato, and Frappuccino. Starbucks did everything in its power, in other words, to make the experience feel different—so different that we would not use the prices at Dunkin’ Donuts as an anchor, but instead would be open to the new anchor that Starbucks was preparing for us. And that, to a great extent, is how Starbucks succeeded. GEORGE, DRAZEN, AND I were so excited with the experiments on coherent arbitrariness that we decided to push the idea one step farther. This time, we had a different twist to explore. Do you remember the famous episode in The Adventures of Tom Sawyer, the one in which Tom turned the whitewashing of Aunt Polly’s fence into an exercise in manipulating his friends? As I’m sure you recall, Tom applied the paint with gusto, pretending to enjoy the job. “Do you call this work?” Tom told his friends. “Does a boy get a chance to whitewash a fence every day?” Armed with this new “information,” his friends discovered the joys of whitewashing a fence. Before long, Tom’s friends were not only paying him for the privilege, but deriving real pleasure from the task—a win-win outcome if there ever was one. From our perspective, Tom transformed a negative experience to a positive one—he transformed a situation in which compensation was required to one in which people (Tom’s friends) would pay to get in on the fun. Could we do the same? We

Consumerism, the new black. I want my burger my way. Shaken not stirred. Sauce on the side and rare but not rare rare. Venti, two-pump, sugar-free vanilla, non-fat, two Splenda, extra-hot, extra-whip, extra-mocha Mocha and can you put the Splenda in before you pour the milk? (See, this is where it gets positively delicious!) Under the auspices of that wonderful word Consumerism, not only is this not seen as overly demanding, it’s positively encouraged by everyone.

Consumers want the predictable and consistent, with an occasional positive twist or added value thrown in. Psychologists who study happiness (the correct psychological/research term is subjective well-being) often talk about the importance of predictability for safety and security (the caramelized popcorn, if you will), mixed with small increments of variety to offset boredom (the prize). Unfortunately, many companies focus too much on the basic ingredients and not enough on adding that extra something that differentiates them from their competition and builds brand loyalty. Starbucks leaders, however, have made a firm commitment to creating an experience of Surprise and Delight in many areas of their business. Starbucks management seeks ways to implement subjective well-being for customers and staff—which, in turn, has a profound effect on loyalty, community, and profit.

Cadet One stepped gingerly off the silvery boarding plank slanting down out of the saucer. “Good morning Cadet”, said an invisible voice from the ceiling.  “This is your Basic Proficiency Evaluation in survival on a hostile planet.  The particular hostile planet we have simulated today is Earth, third planet of the Sol system.  Please do not be alarmed or upset, this is only a test and may be repeated later in your training.  We would like you to proceed one hundred metres north of your current position and locate a place called Starbucks.  Once there, you are to sit down, use the Earth money in your pocket to acquire a thing called a ‘Grande Latte’, and await retrieval by your instructors.

If you think a competitor sucks, say so. When you do that, you’ll find that others who agree with you will rally to your side. Being the anti-______ is a great way to differentiate yourself and attract followers. For example, Dunkin’ Donuts positioned itself as the anti-Starbucks. Its ads once mocked Starbucks for using “Fritalian” terms instead of small, medium, and large. Another Dunkin’ campaign was centered on a taste test in which it beat Starbucks. There was even a site called DunkinBeatStarbucks.com where visitors could send e-cards with statements like “Friends don’t let friends drink Starbucks.

This can’t be a regular thing because you don’t fuck employees.” I nodded, firm on that. Or… firmish, considering the position we were currently in. But he hadn’t technically started work for 7th yet, so… Lucas gave a small shrug. “Tuesday is two days away, Hayden. Maybe I’ll get a nice barista job at the new Starbucks across town instead.” I couldn’t fight my grin. “And waste all your god-given talent for a fraction of the pay? Wash your mouth out, Lucas.

Because not everyone can take charge of his or her destiny, those who do rise to positions of authority have a responsibility to those whose daily work keeps the enterprise running, not only to steer the correct course but to make sure no one is left behind.

When I was a child, I just assumed that in order for a sailboat to go, say, east, the wind had to be blowing from the west to the east. I was amazed to learn that, no matter which way the wind blew, a sailboat could always get to where it wanted to go—if it had a skilled sailor at the helm. To me, the five forces are kind of like the wind, the direction that competition within an industry is moving. Strategy is about positioning the firm relative to the prevailing winds in a way to make sure that the firm gets to where it wants to go, no matter what direction the wind is blowing.” {...]. “In fact,” added Gordon, “some of the most successful firms in the world are successful precisely because they have figured how to use very unfavorable industry winds—high rivalry, high threat of entry, and so forth—to their advantage. Look at Walmart, Southwest Airlines, Nucor Steel, Toyota, Starbucks. These firms have played in some pretty unattractive industries—at least according to a five forces analysis—and still they have been successful.

When I was a child, I just assumed that in order for a sailboat to go, say, east, the wind had to be blowing from the west to the east. I was amazed to learn that, no matter which way the wind blew, a sailboat could always get to where it wanted to go—if it had a skilled sailor at the helm. To me, the five forces are kind of like the wind, the direction that competition within an industry is moving. Strategy is about positioning the firm relative to the prevailing winds in a way to make sure that the firm gets to where it wants to go, no matter what direction the wind is blowing.” [...]. “In fact,” added Gordon, “some of the most successful firms in the world are successful precisely because they have figured how to use very unfavorable industry winds—high rivalry, high threat of entry, and so forth—to their advantage. Look at Walmart, Southwest Airlines, Nucor Steel, Toyota, Starbucks. These firms have played in some pretty unattractive industries—at least according to a five forces analysis—and still they have been successful.

As Starbuck discovers, simply being a good guy with a positive worldview is not enough to stop a force of nature like Ahab, who feeds on the fears and hatreds in us all.

Ishmael’s transformation echoes what was happening to the northern portion of the United States when Melville was working on Moby-Dick. During the fall of 1850 and the winter of 1851, Boston became the epicenter of outrage over the Fugitive Slave Law, and Melville’s father-in-law, Judge Lemuel Shaw, was the reluctant focal point. Although Shaw hated slavery, he also loved his country and its laws, which it was his duty to uphold. So it was Shaw who ordered that a slave who’d made his way to Boston be turned over to his Southern captors. Riots and general bedlam erupted, with Shaw being hanged in effigy after the decision. New England gentlemen who had once viewed the South from the safety of their own mastheads had finally been drawn into slavery’s pernicious vortex. What to do? Nothing, of course. As Starbuck discovers, simply being a good guy with a positive worldview is not enough to stop a force of nature like Ahab, who feeds on the fears and hatreds in us all. “My soul is more than matched,” Starbuck laments, “she’s overmanned; and by a madman!” Just like Starbuck, America’s leaders in the 1850s looked at one another with vacant, deer-in-the-headlights stares as the United States, a great and noble country crippled by a lie, slowly but inevitably sailed toward its cataclysmic encounter with the source of its discontents.