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Onward: How Starbucks Fought for Its Life without Losing Its Soul

Product ID : 2361465


Galleon Product ID 2361465
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About Onward: How Starbucks Fought For Its Life Without

Product Description In this #1 New York Times bestseller, the CEO of Starbucks recounts the story and leadership lessons behind the global coffee company's comeback and continued success.In 2008, Howard Schultz decided to return as the CEO of Starbucks to help restore its financial health and bring the company back to its core values. In Onward, he shares this remarkable story, revealing how, during one of the most tumultuous economic periods in American history, Starbucks again achieved profitability and sustainability without sacrificing humanity. Offering you a snapshot of the recession that left no company unscathed, the book shows in riveting detail how one company struggled and recreated itself in the midst of it all. In addition, you’ll get an inside look into Schultz's central leadership philosophy: It's not about winning, it’s about the right way to win. Onward is a compelling, candid narrative documenting the maturing of a brand as well as a businessman. Ultimately, Schultz gives you a sense of hope that, no matter how tough times get, the future can be more successful than the past. Review “Personal, suspenseful, and surprisingly open . . . [Schultz’s] sequel to the founding of Starbucks is grittier, more gripping, and dramatic, and his voice is winning and authentic. this is a must-read for anyone interested in leadership, management, or the quest to connect a brand with the consumer.” —Publishers Weekly, starred review“Through the lens of his personal leadership journey, with all of its dizzying ups and agonizing downs, Howard Schultz has written, with aching honesty and passion, the single most important book on leadership and change for our time and for every generation of leaders.” —Warren Bennis, Distinguished Professor of Business, University of Southern California, and author of Still Surprised: A Memoir of a Life in Leadership About the Author Howard Schultz is the chairman, president, and CEO of Starbucks and the author of the New York Times bestseller Pour Your Heart Into It. Joanne Gordon is a former Forbes writer and contributing editor who has spent more than a decade profiling companies and business leaders for numerous publications and five previous books. Excerpt. © Reprinted by permission. All rights reserved. Part 1: LoveChapter 1A Beverage of TruthOne Tuesday afternoon in February 2008, Starbucks closed all of its US stores.A note posted on 7,100 locked doors explained the reason:"We're taking time to perfect our espresso.Great espresso requires practice.That's why we're dedicating ourselves to honing our craft."Only weeks earlier, I'd sat in my Seattle office holding back-to-back meetings about how to quickly fix myriad problems that were beginning to surface inside the company. One team had to figure out how we could, in short order, retrain 135,000 baristas to pour the perfect shot of espresso.Pouring espresso is an art, one that requires the barista to care about the quality of the beverage. If the barista only goes through the motions, if he or she does not care and produces an inferior espresso that is too weak or too bitter, then Starbucks has lost the essence of what we set out to do 40 years ago: inspire the human spirit. I realize this is a lofty mission for a cup of coffee, but this is what merchants do. We take the ordinary--a shoe, a knife--and give it new life, believing that what we create has the potential to touch others' lives because it touched ours.Starbucks has always been about so much more than coffee. But without great coffee, we have no reason to exist."We looked at all the options," the team seated around me said. "The only way to retrain everyone by March is to close our stores, all at once."I sat back in my chair. It would be a powerful statement, but no retailer had ever done such a thing. "That's a big idea," I replied, considering the risks. Starbucks would lose several million dollars in sales and labor costs. That would be unavoi