Leading the Starbucks Way: 5 Principles for Connecting with Your Customers, Your Products and Your People
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Lead Your Business the Starbucks Way
Foreword by Herve Humler, President and COO, The Ritz-Carlton Hotel Company, L.L.C.
One of the best-recognized and admired brands in the world, Starbucks singlehandedly transformed the ordinary delivery of coffee into a cultural phenomenon--a result of the company’s exemplary leadership practices.
Joseph Michelli, author of the Wall Street Journal, USA Today, and BusinessWeek bestseller The Starbucks Experience, explains that the international success of Starbucks begins with a promise: To inspire and nurture the human spirit--one person, one cup, and one neighborhood at a time. Michelli offers a perspective on the leadership principles that drove the iconic coffee company’s resurgence from serious setbacks during the economic downturn--one of the few true turnaround stories of this time. And the company continues to grow dramatically, entering new markets and channels with fresh products and technologies.
In Leading the Starbucks Way, Michelli establishes five actionable principles that fuel long-term global sustainability at Starbucks and that can be used in any company, in any industry:
- Savor and Elevate
- Love to Be Loved
- Reach for Common Ground
- Mobilize the Connection
- Cherish and Challenge Your Legacy
Leading the Starbucks Way is a penetrating look at the inner workings of one of today’s most successful brands. The company gave Michelli one-on-one access to a variety of employees (called partners) to write this book--from baristas to senior leaders, including Howard Schultz, chairman, president, and chief executive officer.
In short, success is all about loving your product, loving your customers, and loving your employees. Sincerely. Without fail. Even in the face of business challenges.
Praise for Leading the Starbucks Way
“Michelli shows us how a small Seattle-based chain of coffee shops became one of the most beloved brands on the planet. So grab a cup of coffee, put your feet up, and read this book!”
Ken Blanchard, coauthor of The One Minute Manager® and Leading at a Higher Level
“Culture is everything! This fast-moving, fascinating book gives you countless practical ideas you can use immediately to create a company climate of inspiration and loyalty.”
Brian Tracy, author of Full Engagement
“Michelli identifies the principles by which Howard Schultz and his team passionately perform in a culture that loves, respects, and rewards suppliers, employees, customers, shareholders, and the community.”
Robert Spector, author of The Nordstrom Way
“Leading the Starbucks Way provides the key success factors of a lifestyle brand that is globally scaled, locally relevant, and powered by the passion of the Starbucks culture.”
John Timmerman, PhD, Senior Strategist of Customer Experience and Innovation, Gallup
"Organizational consultant Michelli serves up a new helping of the recipe for business success he offered in The Starbucks Experience."
Speicher, Stephen Gillett, Tam Marpoe, Thom Breslin, Thomas Mayer, Tina Olsson Schulz, Tom Barr, Troy Alstead, Valerie O’Neil, Virgil Jones, Vivek Varma, and Wang Bin Wolf. Index Please note that index links point to page beginnings from the print edition. Locations are approximate in e-readers, and you may need to page down one or more times after clicking a link to get to the indexed material. Access Alliance Network, 95, 97 Adaptability, 43, 255 Allen, Fred, 85 Allison, Melissa, 225
Seattle-based Starbucks hopes that with Tazo it can attract new customers.” Effectively, Starbucks built Tazo from an $8.1 million purchase price in 1999 into a brand with more than $1.4 billion in sales, and recently positioned a retail concept to further grow the brand in a Tazo tea store setting. The first Tazo store opened in Seattle in November 2012 and provides a retail experience where customers can purchase more than 80 varieties of loose-leaf teas or enjoy a freshly brewed cup of
apologizing that the drink did not meet their expectations and offering to remake the beverage; for others, it may involve those components and also offering a service recovery tool like a beverage coupon. From the initial barista training through ongoing career development, the leadership’s message to Starbucks partners is clear: assess the customer’s need, own responsibility, avoid the “blame game,” make it right with urgency, and loop back with the customer to ensure that your resolution left
[that] kind of courage.” If you had to reduce the Starbucks model of innovation down to a sentence it would simply be the following: Mix curiosity, courage, and discipline in a tireless pursuit of the ever-changing needs of your people, your customers, and the profitability of your business. Sounds like a solid formula for any leader who wants to “honor the past but not be trapped in it.” Complacency and inertia are challenges to innovation for successful brands. A great deal of long-term
its suppliers’ behaviors are suspect occurred when workplace safety allegations were made concerning a supplier’s U.S.-based manufacturing plant. According to Kelly Goodejohn, director, Ethical Sourcing, “In that case, we sent a message to plant management saying, ‘Over the short term, we’re going to stop doing business with you, but we want to understand what’s happening in your facility and then want to talk about capacity building and remediation.’” After Starbucks notified the manufacturer,