When I returned as CEO in 2008, Starbucks had forgotten that meaningful innovations balance an organization's heritage with modern-day relevance and market differentiation, so we had to reorient. In one brainstorming session, we visited and observed great retailers, then asked… — Howard Schultz Copy Share Image
For Starbucks, there will be no shortage of the highest-quality arabica beans. I suspect that for some others there could potentially be a problem,… — Howard Schultz Copy Share Image
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… — Howard Schultz Copy Share Image
The success of the Starbucks has been based on this balance between profitability and a social conscience. Everywhere we're doing business, were trying to… — Howard Schultz Copy Share Image
Companies should not have a singular view of profitability. There needs to be a balance between commerce and social responsibility... The companies that are… — Howard Schultz Copy Share Image
While their service is ending, our responsibility is just beginning! — Howard Schultz Copy Share Image
“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… — Howard Schultz Copy Share Image
We have a big opportunity in China. We think the number of stores here can rival the number in North America. — Howard Schultz Copy Share Image
Starbucks is not an advertiser; people think we are a great marketing company, but in fact we spend very little money on marketing and… — Howard Schultz Copy Share Image
We woke up one day, and all the sudden Starbucks was in the middle of this political crossfire between the people who want to… — Howard Schultz Copy Share Image
I'm in a different position than most CEO's. I'm a founder. I'm not a hired CEO. Now, I can be fired by the board,… — Howard Schultz Copy Share Image
