Starbucks is in every state. Whether people like the company or not, we are an undeniable presence in communities, on the ground across America. I always tried to spend as much time as I could on that ground and in our stores, talking to partners and customers — and listening more than I spoke. Among the things I’ve learned is that the cliché is true: most people do share the same desires — to be valued, to be understood, to be loved, to have a chance to go after our dreams, however humble or audacious those dreams may be. Beyond that, I’ve come to believe that the majority of people have potential that is easy to overlook, but that when tapped is boundless. Most people I have met in America want to be in control of their own fate. They just need a chance.

Starbucks’ founders understood a fundamental truth about selling: To mean something to customers, you should assume intelligence and sophistication and inform those who are eager to learn. If you do, what may seem to be a niche market could very well appeal to far more people than you imagine.

Starbucks’s truly beautiful idea was the simple realization that Americans wanted to spend more money for a cup of coffee, that they’d feel much better about themselves if they spent five dollars for a cup of joe rather than buy that cheap drip stuff that shows such as Friends suggested only fat white trash in housecoats (or people who actually worked for a living) drank anymore — in their trailer parks or meth labs or wherever such people huddled for comfort.

At Starbucks 0 as in any business, in any life - there are so many hectic moments during the day when we are simply trying to do the job, trying to put out the fires, trying to solve any number of small problems, that we often lose sight of what it is we're really here to do.

When I thought about our thicket of challenges both known and unknown, the word that came to mind was familiar and apt: “Onward.” More than just a rallying cry or an attitude, “onward” seemed to connote the dual nature of how Starbucks had to do battle and do business in these increasingly complex, uncertain times.
“Onward” implied optimism with eyes wide open, a never-ending journey that honored the past while reinventing the future.
“Onward” meant fighting with not just heart and hope, but also intelligence and operational rigor, constantly striving to balance benevolence with accountability.
“Onward” was about forging ahead with steadfast belief in ourselves while putting customers’ needs first and respecting the power of competition.
Yes, everyone at Starbucks could indulge his or her passion — be it for coffee, the environment, marketing, or design — but only if we did not lose sight of the need for profits.
“Onward” was about getting dirty but coming out clean; balancing our responsibility to shareholders with social conscience; juggling research and finances with instinct and humanity.
And “onward” described the fragile act of balancing by which Starbucks would survive our crucible and thrive beyond it. With heads held high but feet firmly planted in reality. This was how we would win.
I knew this to be true.

Основатели Starbucks поняли основополагающую истину торговли: чтобы что-то значить для покупателей, нужно сделать ставку на ум и искушенность и научить тех, кто жаждет знаний.

It was during this time that Starbucks began to better understand its customers, and what they wanted was convenience in all its forms. They didn't want to wait in line for their lattes, but they also did not want to walk a few more blocks or drive an extra mile to get it. Our way to reduce wait times was to open more stores, so we grew aggressively in urban markets, too. It was not easy and required hard work, but our growth felt manageable in large part because we had developed easily adaptable store designs. We also had adept real estate experts who took time to find just the right store locations, as well as skilled regional, district, and store managers who oversaw quality.

So when some refer to Starbucks' coffee as an affordable luxury, I think to myself, Maybe so. But more accurate, I like to think, is that the starbucks experience - personal connection- is an affordable necessity. We are all hungry for community.

Whenever I see someone carrying a cup of coffee from a Starbucks competitor, whether it’s an independent coffee shop or a fast-food chain, I take their decision not to come to Starbucks personally. I wonder what I, as Starbucks’ chairman and ceo, might have done to keep them away and what I might do to encourage them to come back or to try us for the first time.

For more than three decades, coffee has captured my imagination because it is a beverage about individuals as well as community. A Rwandan farmer. Eighty roast masters at six Starbucks plants on two continents. Thousands of baristas in 54 countries. Like a symphony, coffee's power rests in the hands of a few individuals who orchestrate its appeal. So much can go wrong during the journey from soil to cup that when everything goes right, it is nothing short of brilliant! After all, coffee doesn't lie. It can't. Every sip is proof of the artistry — technical as well as human — that went into its creation.

Next, the memo summarized seven priorities: be recognized as the undisputed coffee authority; engage and inspire our partners with better training and new benefits; reignite customers’ emotional attachment to our brand; expand our stores around the world, but try to make each one feel like the heart of the local neighborhood; be a leader in ethical sourcing and environmental impact efforts; create new, relevant products to help grow revenue; operate a more efficient and profitable business model.

Оглядываясь назад, я понял, что мы сделали брэнд модным таким способом, о каком не писал ни один учебник в бизнес–школах.
Мы создали брэнд Starbucks прежде всего с помощью своих людей, а не покупателей — подход прямо противоположный тому, что используют компании, производящие крекеры и овсяные хлопья. Поскольку мы были уверены, что лучший способ оправдать и превзойти ожидания потребителей — нанимать и обучать лучших людей, мы вкладывали в сотрудников, рьяно относившихся к хорошему кофе. Страсть и преданность сделали наших партнеров лучшими посланниками нашего кофе и нашего брэнда. Их знания и усердие завоевывали покупателей и заставляли их возвращаться к нам.

Companies with a strong sense of WHY are able to inspire their employees.

Often, the best companies are ones where the product is an extension of the founder’s personality, which shouldn’t be a big surprise, since everyone is passionate about themselves.