A Quote by Howard Schultz

I am concerned about any attrition in customer traffic at Starbucks, but I don't want to use the economy, commodity prices or consumer confidence as an excuse. We must maintain a value proposition to our customers as well as differentiate the Starbucks Experience. That is the key.
I am concerned about any attrition in customer traffic at Starbucks, but I don't want to use the economy, commodity prices or consumer confidence as an excuse.
A group of protesters who are very unhappy at the rapid expansion of Starbucks have been repeatedly smashing the windows of a Starbucks store in Maine. Customers say it's been really inconvenient because, several times now, they've had to use the Starbucks across the street.
I've seen the end of the universe, and it happens to be in the United States and, oddly enough, it's in Houston, Texas. I know - I was shocked, too. Imagine my surprise when I left a comedy club one day and walked to the end of the block, and there on one corner was a Starbucks, and across the street from that Starbucks, in the exact same building as that Starbucks, there was - a Starbucks. I looked back and forth, thinking the sun was playing tricks with my eyes. That there was a Starbucks across from a Starbucks - and that, my friends, is the end of the universe.
My favorite Starbucks is nice - Omaha Starbucks stores tend to be friendlier than big-city ones, and the baristas are especially lovely at mine - but it's still a Starbucks.
Starbucks was founded around the experience and the environment of their stores. Starbucks was about a space with comfortable chairs, lots of power outlets, tables and desks at which we could work and the option to spend as much time in their stores as we wanted without any pressure to buy. The coffee was incidental.
Starbucks is committed to evolving and enhancing our customer experience with innovative and wholesome food offerings.
The Starbucks customer and the Teavana customer are two very different customers, two different need states that are highly complimentary.
I applied for a job at Starbucks. One of the questions was, 'Why do you want to work at Starbucks?' Uh, because my life is in shambles.
I don't know about you, but in my neighborhood, they just opened a Starbucks... IN A STARBUCKS!!!
We need to put ourselves in the shoes of our customers. That is my new battle cry. Live and breathe Starbucks the way our customers do.
The Value Proposition Canvas functions like a plug-in to the Business Model Canvas and zooms into the value proposition and customer segment to describe the interactions between customers and product more explicitly and in more detail.
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.
We've gone from a world in which Starbucks set a cutting-edge standard for mass-market design to a world in which Starbucks establishes the bare minimum. If your establishment can't come up with an original look, customers expect at least some sleek wood fixtures, nicely upholstered chairs, and faux-Murano glass pendant lights.
The outside-in discipline requires that you have an explicit customer-based reason for everything you do in the marketplace. Managers need to create what I call "customer pictures," verbal descriptions of customers that highlight the key customer characteristics and make those customers come alive. Although managers never know as much about customers as they want and need to know, the outside-in discipline requires that they construct customer pictures anyway, basing the pictures on whatever hard data they have plus hypotheses and intuition.
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 ourselves, 'If Starbucks did not exist, what type of coffee experience would we create?
There is also a concern that there is a lack of demand of oil. And so when commodity prices fall, it's good if you happen to be a consumer, but it's sometimes seen as symptom of a weakening economy.
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