A great business has to have a conscience. You have to know who you are and who you are not.
HOWARD SCHULTZVictory is much more meaningful when it comes not just from one person, but from the joint achievements of many.
More Howard Schultz Quotes
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Authentic brands don’t emerge from marketing cubicles or advertising agencies. They emanate from everything the company does.
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We are not in the coffee business serving people, we are in the people business serving coffee.
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If you want to achieve widespread impact and lasting value, be bold.
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You must find something that you deeply love and are passionate about and are willing to sacrifice a lot to achieve.
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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 manage the business through the lens of humanity.
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Work should be personal. For all of us. Not just for the artist and entrepreneur. Work should have meaning for the accountant, the construction worker, the technologist, the manager and the clerk.
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We want passion for our business.. workers who can interpret and execute our mission, who want to build a career, not just take a temporary job.
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Grow with discipline. Balance intuition with rigor. Innovate around the core. Don’t embrace the status quo.
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Risk more than others think safe.
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Cutting prices or putting things on sale is not sustainable business strategy. The other side of it is that you can’t cut enough costs to save your way to prosperity.
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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.
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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.
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My passion. My commitment. This is the most important thing in my life other than my family.
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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.
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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.
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