Howard Schultz
Howard Schultz
Howard D. Schultzis an American businessman. He is best known as the chairman and CEO of Starbucks and a former owner of the Seattle SuperSonics. He was a member of the Board of Directors at Square, Inc. In 1998, Schultz co-founded Maveron, an investment group, with Dan Levitan. In 2012, Forbes magazine ranked Schultz as the 354th richest person in the United States, with a net worth of $1.5 billion...
NationalityAmerican
ProfessionEntrepreneur
Date of Birth19 July 1953
CityBrooklyn, NY
CountryUnited States of America
Success is best when its shared
More than anything else, technology will pave the way for innovative change at Starbucks. The bulk of Starbucks' innovation over the next several years will be technology-focused.
You must find something that you deeply love and are passionate about and are willing to sacrifice a lot to achieve,
Passionate conviction ... sparks romances, wins battles, and drives people to pursue dreams others wouldn't dare. Belief in ourselves and in what is right catapults us over hurdles, and our lives unfold.
Starbucks is rekindling America's love affair with coffee, bringing romance and fresh flavor back to the brew.
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.
While we are a coffee company at heart, Starbucks provides much more than the best cup of coffee—we offer a community gathering place where people come together to connect and discover new things.
On balance, I am a supporter of the minimum wage going up. We've got to be very careful what we wish for because some employers - and there could be a lot of them - will be scared away from hiring new people or creating incremental hours for part-time people as a result of that wage going up.
Every step of the way, I made a point to underpromise and overdeliver. In the long run, that's the only way to ensure security in any job.
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.
If Vancouver did not succeed as Starbucks from '87 on, our entire international business, which is now thousands of stores and a significant amount of growth and profit, may not have existed.
In many places where coffee is grown, deforestation is a major issue. With Starbucks' position in the marketplace and the respect and relationships we have, we can - and have, in some cases - been able to educate and influence people.
In the 1960s, if you introduced a new product to America, 90% of the people who viewed it for the first time believed in the corporate promise. Then 40 years later if you performed the same exercise, less than 10% of the public believed it was true. The fracturing of trust is based on the fact that the consumer has been let down.
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.