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Onward

Schultz formed a strategic hypothesis—the Italian espresso experience could be re-created in America and the public would embrace it.

Richard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters

This memo was sent in February 2007 by Howard Schultz. In the memo, he shares his feelings about the challenges of going from 1k to 13k stores and the changes and sacrifices that had to be made in order to accomplish the growth.

Sriram Krishnan • Howard Schultz on Strategy

Starbucks (with Howard Schultz)

open.spotify.com

Mass advertising can help build brands, but authenticity is what makes them last. If people believe they share values with a company, they will stay loyal to the brand.

Howard Schultz • Pour Your Heart Into It: How Starbucks Built a Company One Cup at a Time

Becoming Trader Joe: How I Did Business My Way and Still Beat the Big Guys

Patty Civalleri

amazon.com

Cover of Becoming Trader Joe: How I Did Business My Way and Still Beat the Big Guys

For us, that means doing our best to treat everyone with respect and dignity, from coffee farmers and baristas to customers and neighbors. I understand that striving to achieve profitability without sacrificing humanity sounds lofty. But I have always refused to abandon that purpose—even when Starbucks and I lost our way.

Howard Schultz • Onward

“To inspire and nurture the human spirit – one person one cup and one neighborhood at a time.” Schultz vowed to “transform the Starbucks experience” with main goals that included improving the current state of the US business, reigniting the brand’s emotional attachment with customers, and planning for the future while expanding its presence around