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class=\"has-text-align-center has-medium-font-size\">\u5982\u9700\u52a0\u5165<a href=\"http:\/\/www.cxounion.cn\">CXO UNION\uff08CXO\u8054\u76df\uff09<\/a>\u9ad8\u7ba1\u793e\u7fa4\uff0c\u8bf7\u8054\u7cfb\u793e\u7fa4\u5c0f\u4f19\u4f34\u54e6~<\/p>\n\n\n\n<figure class=\"wp-block-image aligncenter size-large\"><img decoding=\"async\" src=\"http:\/\/cxounion.cn\/wp-content\/uploads\/2023\/04\/cxo\u7ed3\u5c3e\u4e8c\u7ef4\u7801.png\" alt=\"\"\/><\/figure>\n\n\n\n<h2 class=\"wp-block-heading has-medium-font-size\">\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n<p>On September 7, 1982, Howard Schultz (founder and chairman of the Board of Starbucks) started work at the first Starbucks store, Pike Place Market.<\/p>\n\n\n\n<p>In 1987, his company I1 Giornale Cafe merged with Starbucks to form Starbucks Coffee Company, and the Starbucks coffee empire was quietly born.<\/p>\n\n\n\n<p>After a decade of glory, Starbucks&#8217; fortunes began to decline in 2007, just as the global economy, consumer behavior and communications ushered in by the digital revolution were testing its resilience.<\/p>\n\n\n\n<p>Howard Schultz returned as CEO in 2008, and two years later in September, Starbucks had the most profitable quarter in its history.<\/p>\n\n\n\n<p>Under Howard Schultz, Starbucks has regained the balance between creativity and discipline, entrepreneurship and precise processes, discipline and innovation that its corporate culture espoused.<\/p>\n\n\n\n<p>This proves once again that what entrepreneurs do in times of crisis is not only to change the internal culture of the enterprise, but also to provide the new thinking of the enterprise that wants to change and go for a longer distance &#8212; the enterprise, the employees and the customers connect with each other&#8217;s emotional belt for mutual benefit and symbiosis.<\/p>\n\n\n\n<p>&#8220;This is a special day for me,&#8221; I said to an audience of baristas and store managers in a small restaurant. &#8220;To be exact, 28 years ago today, September 7, 1982, I started working at the first Starbucks, yours, right here at Pike Place Market.&#8221;<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">I reached into my pocket and pulled out a key. &#8220;I&#8217;ve been keeping the key to the front door.&#8221;<\/h3>\n\n\n\n<p>Who would have thought the CEO of Starbucks would carry around a key to the store, but I think of it as a keychain, and every time I look at it, I&#8217;m reminded of my responsibility to honor those who came before me by advancing the company&#8217;s heritage.<\/p>\n\n\n\n<p>The Pike Place Market location has remained exactly the same since the inception of Starbucks in 1971, including, of course, its original logo.<\/p>\n\n\n\n<p>Just a few weeks ago, the store&#8217;s manager, Chad Moore, sent me an email asking me to help motivate his team to break their eight-week sales streak.<\/p>\n\n\n\n<p>I was so moved that I invited the whole team to dinner. Over dinner, baristas and regional managers at several other locations asked to be transferred to Pike Place Market.<\/p>\n\n\n\n<p>It&#8217;s a warm Seattle night, and in our exclusive restaurant, 27 people are having a drink.<\/p>\n\n\n\n<p>During the dinner, I went to each table to greet all my companions. They ranged in age from 28 to 40, and they all had a great time chatting. Suddenly, out of nowhere, a voice asked me to tell a little bit of my story. Looking back, my face lit up with a smile.<\/p>\n\n\n\n<h3 class=\"wp-block-heading has-medium-font-size\">Everything starts with meeting and wanting to share<\/h3>\n\n\n\n<p>Howard Schultz grew up in public housing in Brooklyn, New York, and worked his way through college before moving to Seattle, Washington, with his wife, Sherry.<\/p>\n\n\n\n<p>Howard Schultz was in charge of sales for a small coffee company called Starbucks in Seattle when a business trip to Italy sparked his true passion.<\/p>\n\n\n\n<p>He wandered among the small espresso bars dotted in Milan and Verona, marveling at the connection that coffee can make to people, and he was now determined to bring world-class coffee and espresso bar romance to America.<\/p>\n\n\n\n<p>Because he believed it could enrich people&#8217;s lives, but because many people didn&#8217;t believe his vision, he left Starbucks and opened his own cafe, I1 Giornale.<\/p>\n\n\n\n<p>In 1987, with the backing of several investors, Howard Schultz merged the I1 Giornale Cafe and Starbucks, still known as the Starbucks Coffee Company.<\/p>\n\n\n\n<p>&#8220;By the end of the same year, we had 11 stores, 100 partners and a dream to create a national brand.&#8221;<\/p>\n\n\n\n<p>In the fall of 2010, Starbucks&#8217; financial performance was at its highest level in nearly 40 years, &#8220;despite predictions from critics that the good times would not last.&#8221;<\/p>\n\n\n\n<p>But Starbucks&#8217; business has never been stronger, and its profits have continued to grow, not only because of the innovation it continues to build around the world, but also because of the deep relationship it has built with its customers, by constantly introducing new products and expanding the range of Starbucks products.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">As a business leader, Howard Schultz&#8217;s goals were never limited to winning or making money<\/h3>\n\n\n\n<p>As a business leader, Howard Schultz&#8217;s goals were never limited to winning or making money. He was more interested in building great and lasting empires, which meant balancing profits with a social conscience.<\/p>\n\n\n\n<p>&#8220;No business can satisfy the needs of its shareholders before it benefits the people involved in all parts of its business chain,&#8221; says Howard Schultz, which means doing your best to respect everyone, from farmers to baristas, customers to peers.<\/p>\n\n\n\n<p>&#8220;I know it sounds presumptuous to chase profit without violating human morality, but I&#8217;m still reluctant to give up. Even when Starbucks was confused with me, I didn&#8217;t want to give up on that principle.&#8221;<\/p>\n\n\n\n<p>Starbucks was the first company in the United States to offer full health insurance and stock options to temporary workers, so it has long been considered one of the best places to work.<br>Defuse the crisis<\/p>\n\n\n\n<p>Howard Schultz stepped down as CEO in 2000 to become chairman and stepped back from day-to-day operations to focus on its global strategic expansion strategy.<\/p>\n\n\n\n<p>But in the pursuit of growth, Starbucks&#8217; core executives neglected to run the company and paid less attention to its core values. By 2007, Starbucks was in decline.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Resolution by resolution<\/h4>\n\n\n\n<p>Resolution by resolution, store by store, customer by customer, the foundation on which Starbucks had always been built was crumbling. What&#8217;s more, as the world goes through unprecedented changes, Starbucks&#8217; internal problems are increasingly influenced by external circumstances.<\/p>\n\n\n\n<p>Most obviously, the economy is hurtling toward a massive financial crisis that is destroying trillions of dollars in personal wealth, further fueling credit fears, fueling a housing bust, causing high unemployment, and ultimately plunging the world into a global recession.<\/p>\n\n\n\n<p>At the same time, the behavior of consumers has changed dramatically. Instead of caring about the price of goods, consumers have become more concerned about the environment and health, and about the ethics of producers. Consumers are forcing companies that do business with them to raise their standards, including Starbucks.<\/p>\n\n\n\n<p>Then there is the digital revolution, which has upended the way information is delivered. Online media and social networking have flourished, including the rise of blogs. For the most part, the world seems to be watching Starbucks&#8217; every move.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">there was the onslaught of competitors from the same industry<\/h4>\n\n\n\n<p>Finally, there was the onslaught of competitors from the same industry, from multinationals to individual coffee shops, who were quick to grab the market. Who were relentless in their criticism of Starbucks, and who were unapologetic.<\/p>\n\n\n\n<p>All of this was to beat Howard Schultz. Who saw Starbucks as part of his life and returned as chief executive in January 2008 to save the company.<br>New blueprint for growth<\/p>\n\n\n\n<p>In September 2010, Starbucks had its most profitable financial quarter in history.<\/p>\n\n\n\n<p>Howard Schultz is proud of his company partners, but he never enjoys the festivities. Instead, he pauses to step back from his daily business and reflect on the lessons learned and what they mean for the future.<\/p>\n\n\n\n<p>He learned that growth is not a strategy, but a tactic. The path of the past was a desperate pursuit of growth that lost its way. &#8220;We&#8217;re not going to grow the company the way we did.&#8221;<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">In short, Starbucks today aims to be a different kind of company.<\/h3>\n\n\n\n<p>For more than 20 years, Howard Schultz has believed that every company must push to renew and reinvent itself, constantly challenging the status quo. For Starbucks, doing so means thinking bigger and going where it has never gone before.<\/p>\n\n\n\n<p>How to combine Starbucks&#8217; consumer products business with its retail stores, powerful customer communication tools and resources. Need to consider: global retail network, stores selling products and building emotional bonds with customers.<\/p>\n\n\n\n<p>Starbucks does all three. And it even has two big advantages to offer customers new consumer goods and ways to consume them in stores and other distribution channels, such as grocery stores. <\/p>\n\n\n\n<h3 class=\"wp-block-heading\">These two advantages are:<\/h3>\n\n\n\n<p>First, the customer relationships and emotional bonds created by our thousands of store partners;<\/p>\n\n\n\n<p>Second, through digital platforms and loyalty programs to deepen the relationship with customers.<\/p>\n\n\n\n<p>It was this strategic vision that led and opened the next chapter for Starbucks. Starbucks won&#8217;t be able to move on without first successfully making changes that solidified its store business and brand in the U.S., which is the foundation for continued survival and growth.<br>Bring about change<\/p>\n\n\n\n<p>Just as no single product, person, or innovation is going to determine the future of Starbucks, no single thing is going to change the company and make it grow like never before.<\/p>\n\n\n\n<p>Since Howard Schultz returned as CEO. Many lasting innovations have taken root, blossomed, and each has helped Starbucks achieve the goals of the change agenda it set out to achieve in early 2008.<\/p>\n\n\n\n<p>Howard Schultz revisits the progress Starbucks has made along the way with its new initiatives. Only by doing so, he believed, would he be able to take a holistic view of the company&#8217;s operations and demonstrate that the plans he had developed and executed were not only transforming the company, but also strengthening Starbucks to pursue the sustainable, profitable growth it envisioned.<\/p>\n\n\n\n<p>Reliving these innovations is also a great way to praise the hard work and diverse talents of our Starbucks partners. Without them, Starbucks wouldn&#8217;t be where it is today.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">People are always the most important asset and competitive advantage<\/h3>\n\n\n\n<p>Yes, in today&#8217;s ever-changing and complex world, it is possible to succeed, fail, succeed again, recover lost dreams, dream bigger, and succeed.<\/p>\n\n\n\n<p>At Starbucks, the most important thing is our guiding principles and the culture that underpins them.<\/p>\n\n\n\n<p>Starbucks has regained the balance between creativity and discipline, entrepreneurship and precise processes, discipline and innovation that its corporate culture advocates.<\/p>\n\n\n\n<p>But perhaps most important of all is our renewed confidence that we can hold true to our values in the face of hardship.<\/p>\n\n\n\n<p>Only by holding fast to these values can we make steady progress through the turbulent journey. 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