The Secret to Building a Company People Remember – Howard Schultz

in August of 87 we had 11 stores and a

in August of 87 we had 11 stores and a hundred employees in a dream to create a

hundred employees in a dream to create a

hundred employees in a dream to create a national retail company around the

national retail company around the

national retail company around the coffee experience good coffee in America

coffee experience good coffee in America

coffee experience good coffee in America but there was another dream I had and

but there was another dream I had and

but there was another dream I had and that was to build a different type of

that was to build a different type of

that was to build a different type of company a company that potentially could

company a company that potentially could

company a company that potentially could achieve the delicate balance between

achieve the delicate balance between

achieve the delicate balance between profitability and the fiscal

profitability and the fiscal

profitability and the fiscal responsibility of building shareholder

responsibility of building shareholder

responsibility of building shareholder value but the balance of also having a

value but the balance of also having a

value but the balance of also having a heart benevolence and integrating a

heart benevolence and integrating a

heart benevolence and integrating a social conscience in everything the

social conscience in everything the

social conscience in everything the company would do and hopefully one day

company would do and hopefully one day

company would do and hopefully one day remember this was 87 the company would

remember this was 87 the company would

remember this was 87 the company would be known as much for its values its

be known as much for its values its

be known as much for its values its culture its guiding principles as it

culture its guiding principles as it

culture its guiding principles as it would the quality of its coffee fast

would the quality of its coffee fast

would the quality of its coffee fast forward from 87 to 89 and 80 and 1990

forward from 87 to 89 and 80 and 1990

forward from 87 to 89 and 80 and 1990 the company was beginning to get some

the company was beginning to get some

the company was beginning to get some traction we had about 50 stores we still

traction we had about 50 stores we still

traction we had about 50 stores we still were not making money and I think we all

were not making money and I think we all

were not making money and I think we all realize at the time that we were not in

realize at the time that we were not in

realize at the time that we were not in the coffee business serving people but

the coffee business serving people but

the coffee business serving people but we were in the people business serving

we were in the people business serving

we were in the people business serving coffee that if we wanted to exceed the

coffee that if we wanted to exceed the

coffee that if we wanted to exceed the expectations of the customer we had to

expectations of the customer we had to

expectations of the customer we had to first exceed the expectations of our

first exceed the expectations of our

first exceed the expectations of our people we made a very important

people we made a very important

people we made a very important strategic decision early on that

strategic decision early on that

strategic decision early on that franchising could not maintain the

franchising could not maintain the

franchising could not maintain the culture and value to the company that

culture and value to the company that

culture and value to the company that all it would be would be an access to

all it would be would be an access to

all it would be would be an access to cheap capital and so we continued on

cheap capital and so we continued on

cheap capital and so we continued on track of opening and building a company

track of opening and building a company

track of opening and building a company own system