Onward How Starbucks Fought For Its Life without Losing Its Soul eBook Howard Schultz
Download As PDF : Onward How Starbucks Fought For Its Life without Losing Its Soul eBook Howard Schultz 
In 2008, Howard Schultz, the president and chairman of Starbucks, made the unprecedented decision to return as the CEO eight years after he stepped down from daily oversight of the company and became chairman. Concerned that Starbucks had lost its way, Schultz was determined to help it return to its core values and restore not only its financial health, but also its soul. In Onward, he shares the remarkable story of his return and the company's ongoing transformation under his leadership, revealing how, during one of the most tumultuous economic times in history, Starbucks again achieved profitability and sustainability without sacrificing humanity.
Offering readers a snapshot of a moment in history that left no company unscathed, the book zooms in to show, in riveting detail, how one company struggled and recreated itself in the midst of it all. The fastpaced narrative is driven by day-to-day tension as conflicts arise and lets readers into Schultz's psyche as he comes to terms with his limitations and evolving leadership style. Onward is a compelling, candid narrative documenting the maturing of a brand as well as a businessman.
Onward represents Schultz's central leadership philosophy It's not just about winning, but the right way to win. Ultimately, he gives readers what he strives to deliver every day—a sense of hope that, no matter how tough times get, the future can be just as or more successful than the past, whatever one defines success to be.
Onward How Starbucks Fought For Its Life without Losing Its Soul eBook Howard Schultz
It was eight years after the founder of Starbucks Howard Schultz had resigned from the position of CEO when the company that he had sown the wind was at stake amid the catalytic financial crisis in 2008. The perilous state of Starbucks called for its creator’s return to take the helm of a distressed ship on the verge of sinking into the abyss of obscurity with all its hopeful expectations, respectful achievements, not to speak of all of its shipmates from the management down to the store employees. Shultz could not let all of it happen. He accepted the calling in the capacity of CEO to save the ship and continued sailing onwards, which forms the basis of this book.What might be considered as an autobiography of a business tycoon at first blush of the title of the book will lead the reader to an interesting peek-a-boo of a successful enterprise that is armed to the teeth with its unique philosophy of practicality and idealism rooted in operational rigor and accountability striving for a healthy balance of profit and social conscience to provide customers with prime quality coffee proprietary to the brand. Schultz’s ambition to perfect the art of making fine espresso as the company's distinguishing attitudinal value attitudinal value of coffee-making from the competitors is akin to that of craftsmanship of a seasoned artisan of a medieval guild. For example, in the afternoon of one Tuesday in February 2008, Schultz closed all of the US stores to improve the making of espresso because pouring espresso was something of an art, and therefore required a barista to attend to the quality of the beverage even though it meant the huge loss of profits for closing the stores just for one day. To Schultz, taking the ordinary to elevate it to an art also relates to a business principle of putting the sincerest endeavors to the foundation and innovation of the company; it is a right way to win as he believes, “Coffee can’t lie,” which is also reminiscent of what Theodore Roosevelt commented on his favorite coffee as being “good to the last drop.”
In addition, Schultz offers many more interesting tidbits of the company without disclosing its trade secrets in an informative way: That Starbucks is company-owned and not franchised is something new to learn. Unlike William Rosenberg, the founder of Dunkin’ Donuts, who was a fervent believer of a franchise, Schultz adamantly opposes the idea of franchising Starbucks because ceding ownership of stores to individuals will most likely to mar the enterprising spirit of the company and loosen the cohesiveness of esprit de corps, let alone the principles of providing a customer with the best quality beverage in a social yet personal environment between one’s house and job. Besides, the company’s provision of full health care benefits to all employees, ranging from the corporate heads to part-time attendants in stores points to the veracity of Shultz’s fostering of social conscience in the course of making profits, withal.
Onward is a testament to the steadfast adherence to cardinal principles of playing a good clean competition in a business world without becoming a tainted soul. That is, achieving success in promoting its profit growth and idealism is all over the shouting of the winning of the entrepreneur gambit. It might make the reader wonder if Schultz has heard the adage of Ralph Waldo Emerson during his lecture to the audience in the height of the Lyceum Movement: “Knowledge, plus moral character, promotes business success.” All in all, Schultz’s touchy-feely narrative surprisingly devoid of self-aggrandizement or ostentatious display of his lifetime achievement, relates a tale of a man whose ambitious but admirable philosophy of entrepreneurship rigorously kept against the insurmountable odds with the heart of a man responsible for his legion of employees and their families appertains to the reader in one way or another. Upon reading the book, the reader will feel a bit privy to his/her regular Starbucks on a next visit in a nice sort of way.
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Onward How Starbucks Fought For Its Life without Losing Its Soul eBook Howard Schultz Reviews
My mini-synopsis It spoke about the time when Howard Schultz took back over as ceo (Starbucks refuses to use capital letters to denote C-suite). It was the first time in its history that Starbucks was struggling in many of its key performance indicators. It chronicled the many decisions the company had to make to survive the financial recession of 2008 and ultimately, how they returned as the largest (and my person favorite) coffee company in the world by reinvesting in what originally made it so great.
What I learned The most interesting take away in the book was how many great decisions were made throughout the first year he returned but didn’t immediately show any lift for the company due to the recession. When they announced their loyalty program, which is probably one of the most successful of any company in the world, the stock price still dropped! Sometimes, the right decisions take time to work. Additionally, time after time, they proved that investing in the community and the causes that they believed in were just as valuable as any investment in equipment or product. Being socially conscious is great marketing and gives “Partners” (employees) passion for the brand.
Onward How Starbucks Fought for Its Life without Losing Its SoulAn easy to read book that details how Howard came back to Starbucks and reclaimed its legacy. I am fascinated by some of the thought processes that go into how Starbucks 'should' work when at optimal function.
For example, NOT blaming employees who do not have the tools or training to function at their highest potential. Hard work in a circle is not going to help the customers have a better experience, but when you have high turnover rates and an untrained retail staff, it is precisely what happens. Instead of blaming the employees, Howard's solution is to provide them with the training and tools needed to make them better at their jobs.
The idea of being a responsible corporate entity and ensuring that the public is aware of it not only so that the company gets credit for its good deeds, but to raise interest in those good deeds.
In many ways, Howard reminds me of Jiro from the movie, Jiro Dreams of Sushi. You can tell that Howard has a passion for his company and coffee and it is ways of preparing it and how best to do that.
Onward is a fascinating look at one company and how it suffered from rapid growth that took it out of its intended purpose back to that goal.
It was eight years after the founder of Starbucks Howard Schultz had resigned from the position of CEO when the company that he had sown the wind was at stake amid the catalytic financial crisis in 2008. The perilous state of Starbucks called for its creator’s return to take the helm of a distressed ship on the verge of sinking into the abyss of obscurity with all its hopeful expectations, respectful achievements, not to speak of all of its shipmates from the management down to the store employees. Shultz could not let all of it happen. He accepted the calling in the capacity of CEO to save the ship and continued sailing onwards, which forms the basis of this book.
What might be considered as an autobiography of a business tycoon at first blush of the title of the book will lead the reader to an interesting peek-a-boo of a successful enterprise that is armed to the teeth with its unique philosophy of practicality and idealism rooted in operational rigor and accountability striving for a healthy balance of profit and social conscience to provide customers with prime quality coffee proprietary to the brand. Schultz’s ambition to perfect the art of making fine espresso as the company's distinguishing attitudinal value attitudinal value of coffee-making from the competitors is akin to that of craftsmanship of a seasoned artisan of a medieval guild. For example, in the afternoon of one Tuesday in February 2008, Schultz closed all of the US stores to improve the making of espresso because pouring espresso was something of an art, and therefore required a barista to attend to the quality of the beverage even though it meant the huge loss of profits for closing the stores just for one day. To Schultz, taking the ordinary to elevate it to an art also relates to a business principle of putting the sincerest endeavors to the foundation and innovation of the company; it is a right way to win as he believes, “Coffee can’t lie,” which is also reminiscent of what Theodore Roosevelt commented on his favorite coffee as being “good to the last drop.”
In addition, Schultz offers many more interesting tidbits of the company without disclosing its trade secrets in an informative way That Starbucks is company-owned and not franchised is something new to learn. Unlike William Rosenberg, the founder of Dunkin’ Donuts, who was a fervent believer of a franchise, Schultz adamantly opposes the idea of franchising Starbucks because ceding ownership of stores to individuals will most likely to mar the enterprising spirit of the company and loosen the cohesiveness of esprit de corps, let alone the principles of providing a customer with the best quality beverage in a social yet personal environment between one’s house and job. Besides, the company’s provision of full health care benefits to all employees, ranging from the corporate heads to part-time attendants in stores points to the veracity of Shultz’s fostering of social conscience in the course of making profits, withal.
Onward is a testament to the steadfast adherence to cardinal principles of playing a good clean competition in a business world without becoming a tainted soul. That is, achieving success in promoting its profit growth and idealism is all over the shouting of the winning of the entrepreneur gambit. It might make the reader wonder if Schultz has heard the adage of Ralph Waldo Emerson during his lecture to the audience in the height of the Lyceum Movement “Knowledge, plus moral character, promotes business success.” All in all, Schultz’s touchy-feely narrative surprisingly devoid of self-aggrandizement or ostentatious display of his lifetime achievement, relates a tale of a man whose ambitious but admirable philosophy of entrepreneurship rigorously kept against the insurmountable odds with the heart of a man responsible for his legion of employees and their families appertains to the reader in one way or another. Upon reading the book, the reader will feel a bit privy to his/her regular Starbucks on a next visit in a nice sort of way.
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