American - Businessman | July 19, 1953 -
If you look at coffee, tea, food and juice, we think there are inherent opportunities. If you look at health bars or grab-and-go products that are in our stores, we think we can significantly enhance them and make them more widely available.
Howard Schultz
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Beverages have to be created. And they're created by looking at what trend is in, say, the fashion industry - what color's hot right now.
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People ask me what's the most important function when you're starting an organization or setting up the kind of culture and values that are going to endure. The discipline I believe so strongly in is H.R., and its the last discipline that gets funded.
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Even though people are under economic pressure, they still want to support those brands with values that are compatible with their own.
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My mother taught me something at a young age - she said 'you are the company you keep'. To define yourself by some label or some level of resources - that's pretty shallow.
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It's different when you're trying to turn something around, especially something that you built, at a time when so many constituents - the media, Wall Street, competitors, ex-employees - are all saying that Starbucks's best days are behind it, and that Schultz is never going to be able to bring it back.
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Cutting prices or putting things on sale is not sustainable business strategy.
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I was taken by the power that savoring a simple cup of coffee can have to connect people and create community.
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The response to the Starbucks brand has been phenomenal in our international markets.
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We need to reinvent food at Starbucks. Less could be more.
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We woke up one day, and all the sudden Starbucks was in the middle of this political crossfire between the people who want to bring a gun into Starbucks and the people who want to prevent it. It is a very difficult, fragile situation.
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I despise research. I think it's a crutch.
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