Quote of the Day
Karma is experience, and experience creates memory, and memory creates imagination and desire, and desire creates karma again. If I buy a cup of coffee, that's karma. I now have that memory that might give me the potential desire for having cappuccino, and I walk into Starbucks, and there's karma all over again.
Starbucks represents something beyond a cup of coffee.
Starbucks is not an advertiser; people think we are a great marketing company, but in fact we spend very little money on marketing and more money on training our people than advertising.
Starbucks has a role and a meaningful relationship with people that is not only about the coffee.
When it comes to Starbucks, I take every threat very personally.
Starbucks says they are going to start putting religious quotes on cups. The very first one will say, 'Jesus! This cup is expensive!'
The response to the Starbucks brand has been phenomenal in our international markets.
We need to reinvent food at Starbucks. Less could be more.
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 has changed the rules of engagement for the music industry.
We sell tea in Starbucks, but I think the experience is very different. I think coffee is something that is quick - it's transactional. I think tea is more Zen-like. It requires a different environment.
Starbucks is in my blood. It is such a part of me that letting it unravel simply was not an option.
I'm so spoiled - I must have a Starbucks vanilla latte every day.
You know, even working actors can end up having a lot of spare time. And you can either go sit at the Starbucks and wait for your agent to call you, or you can go learn how to build a Shaker blanket chest with hand-cut dovetails.
Starbucks is committed to evolving and enhancing our customer experience with innovative and wholesome food offerings.
I see a cute guy in Starbucks and I'm like... 'Oh, okay,' and I walk out. But who knows? Maybe I will ask somebody on a date soon!
In my ideal world there would be 99% unemployment for actors, and I would be the 1% that's employed. I hear about somebody getting a job at Starbucks and I get jealous.
On the broad spectrum of solitude, I lean toward the extreme end: I work alone, as well as live alone, so I can pass an entire day without uttering so much as a hello to another human being. Sometimes a day's conversation consists of only five words, uttered at the local Starbucks: 'Large coffee with milk, please.'
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.
Certainly the caffeine in coffee, whether it's Starbucks or generic coffee, is somewhat of a stimulant. But if you drink it in moderation, which I think four or five cups a day is, you're fine.
When we began Starbucks, what I wanted to try to do was to create a set of values, guiding principles, and culture.
Starbucks is the last public space with chairs. It's a shower for homeless people. And it's a place you can write all day. The baristas don't glare at you. They don't even look at you.
I've always thought legal addictions are a great way to create a business. Starbucks is a wonderful example.
My son is trying to be a sports writer, and my daughter is a college student. She wants to be a comedy writer, and she's at film school. I discouraged both of them early on from getting involved in Starbucks. I didn't think it would be fair; plus, they didn't have any interest anyway.
People have come to me over the years and said to me: 'I admire the culture of Starbucks. Can you come give a speech and help us turn our culture around?' I wish it were that easy. Turning a culture around is very difficult to do because it's based on a series of many, many decisions, and the organization is framed by those decisions.
A. P. J. Abdul Kalam
Martin Luther King, Jr.
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