It Is Superficial To Start A Business For Money.
Starbucks is not a perfect company. It is making mistakes every day.
Our business model is no better than others, but it is different.
From the first day of the establishment of our company, our business model is to achieve a balance between making money and social responsibility, not only to make money but also to give back to society.
The growth and success of Starbucks is not to say how good our coffee is, but because people are full of confidence in such a consumer brand.
Driven by dreams
I was born in Broolyn, New York, and I was born in the "public housing". My father's salary is not high.
A lot of things that are very common to others have never been done before.
When I was 7 years old, something happened that finally changed my outlook on the world. My understanding of others, the whole world and the sense of responsibility changed completely.
One day, after school, I went into the little room. My father was lying on the sofa and covered with a blanket.
He was a truck driver. He had no education, and life was not easy; he was not respected in his life and work because he had no culture.
On this day, he fell and broke his hip.
In that era, the United States had no medical insurance and no industrial injury compensation, and its career ended.
At that moment, I saw the true meaning of the so-called "American Dream".
I once encountered enormous challenges in financing.
From 1984 to 1985, we plan to finance the concept of a coffee shop.
Unlike traditional coffee shops, Starbucks develops faster than they do, and we have to give every employee health care and care.
Many people do not believe that it took me more than a year to reach 3 million 800 thousand dollars.
At that time, my wife was pregnant with my first child, and my job was to raise funds for Starbucks without wages.
Her father pulled me to go for a walk with him.
We sat down, and he said, "Howard, I know you have a dream, but if you don't have a job, you have to have a real job."
What I still want to tell you is that sometimes there is only a very subtle gap between winning and losing. It may be just a step away. This step is passion, commitment, and sometimes it takes a little bit of luck.
Many people told me to do something else, do something safe and do something safe.
I say to you, do not let anyone, including your parents, your friends, or your colleagues, say that your dreams can't be realized, and don't be influenced by what they say.
It's hard to find money at the beginning of my business, but I keep repeating my dreams every day.
If you dream every day, your dream will become bigger and bigger.
Human factors
Today, when you build a company, you have the responsibility to make everyone you touch, establish a sense of trust, and do things with a sense of morality.
If you can't exceed your customers' expectations, you will not be able to build a good company.
However, in order to achieve or even exceed their expectations, you must first exceed employee expectations -- no matter how small the company is.
I do not recommend shortcuts. The most important thing is to attract people who share the same values.
In Starbucks, I recruit people, do not care how high their IQ is, I am more concerned about the other two qualities, I call it CQ and EQ.
CQ is curiosity. I want people to have a curiosity about the world. I hope they can explore what will happen in the future, hope they are dissatisfied with the status quo, constantly innovate and improve themselves.
EQ is eq.
In this complicated world, you need to have some eq.
Of course, if the three have both, that is Kobe Bryant, but after all, such a person is a minority.
Another question is, if you recruit people, what should we do next?
In my opinion, although the achievement of a company needs different departments, functions and so on, but the most important department -- the most neglected part of the company is the human resources department.
If you want to build a great company, you can't do without a great person; if there is no good environment, they can't work together.
We have created branches in 51 countries.
All employees are our most important assets. The experience of different countries in cultural integration is of great importance to us.
Moreover, no matter which country we are, we are all people-oriented, and are committed to serving local people and providing them with coffee.
We have just talked about the problem of financing, not only in China, but also in the United States.
The most important point is that we stick to integrity and get the trust of consumers and customers.
We see that the financial crisis originating in the United States has not ceased until now, and the US economy is still in a state of depression.
Moreover, the business model we are using now is no longer traditional. We must constantly adjust ourselves to changing circumstances and change ourselves.
I think the most important point is innovation and entrepreneurship, and we must be bold in breaking through the rules and regulations, and be brave enough to break through the traditional principles and rules, and the entrepreneurs with innovative spirit are more likely to succeed.
Brands do not depend on advertisements.
When Starbucks was preparing to open its fourth branches, I joined the company and served as director of marketing.
Less than a year later, I was sent to Italy for a local coffee trade exhibition.
When I came to Milan and walked into those cafes, I must say that I was overthrown by the atmosphere and mellow smell.
I suddenly realized that Starbucks had nothing.
From 1971 to 1982, Starbucks had never sold a cup of coffee, and we sold home coffee beans in two places.
I hurried back to Seattle, and the ideas in Milan and the mind made me excite.
At first, the founders of Starbucks did not agree to enter the business field.
For two and a half years, I kept trying to convince them that they finally agreed to set up my first Starbucks coffee shop.
Today, we have opened hundreds of chain stores in China. I think one day, China's Starbucks will reach several thousand.
However, we need to point out that despite our success in so many parts of the world, success is not granted anywhere, especially in China.
We must win the respect of Chinese customers, respect and perceive the way of life of Chinese people.
If you take Starbucks as a business case, you will find that our business model is completely different from the general consumer brands.
Specifically, most of the consumer brands that emerged in the past 10 to 20 years are built on traditional marketing and advertising methods, while Starbucks does not advertise.
Many people think that we are a company that builds up brand by a large number of marketing. In fact, our investment in marketing is very small.
Sue.
Starbucks has built up its initial capital shortage.
We have no choice but to find another way.
But I want to emphasize that we rely on customer experience to build Starbucks brand. Looking back on Starbucks's history, we build brand by the exquisite experience in the shop.
Starbucks's slogan is: first, exceed the expectations of employees, in order to exceed customer expectations.
This means that we must respect employees.
Everyone wants to become a part of their greatness, and finally, they have to pay for it.
I don't think the price of Starbucks coffee is very high. The high-end products should have a high price. This "high-end" is reflected in what we can bring to our customers.
The price of coffee beans we buy is much higher than that of other coffee shops.
In addition, with the experience of coffee tasting in Starbucks, people will feel value for money.
Superficial goals
It is a shallow goal to start a business for money. These entrepreneurs often fail to succeed.
The greatest success of an entrepreneur is to enable people to share his ideas and values.
Over the past 5 years, I have been to Rwanda, where there has been a genocide, but with the leadership of the president, it has finally passed this difficulty.
Starbucks has opened second offices to support farmers in Rwanda, so that farmers can get sustainable development and earn more money in the future.
We were sitting on a government helicopter and going to a coffee plantation.
Before we land, we may see 5000 people waiting to meet us from the window.
When I got off the plane, I was overwhelmed with great enthusiasm.
I told the government officials if I could be alone with the farmers for 5 to 10 minutes.
I want them to tell me in their own words what life is like in Rwanda and what I can do to help them.
To my surprise, a peasant woman stood up and said, "can you help me buy a cow?"
She said she needed fresh milk to feed her children.
Starbucks has more than 17000 coffee shops in 51 countries, with sales of over $10 billion, and this lady only needs a cow.
So when I heard the woman in Rwanda say that she wanted a cow, we were no spectators. It was a responsibility for us to stay in it.
I believe that if a company wants to achieve truly sustainable development, it must find a balance between the pursuit of interests and social responsibility.
I actively encourage employees to make them realize that Starbucks's success is not earned but earned.
Only by thinking of customers as always, can we keep the lead.
But we need to maintain a balance: the rapid change of the world brings more choices to customers. Therefore, it is important not only to keep pace with the times, but also to maintain and strengthen our core business so as not to be distracted by other things.
Fortunately, it is easy to see that most of the things we do are consistent with our original dreams.
Our initial business model is to balance profits and social responsibilities, establish trust between employees and customers, and create a leisure environment outside the home and office.
On the basis of maintaining our traditions, I think the challenge ahead is to maintain close ties with employees and customers.
When we formulated our business plan, we never thought that we would have 17000 chain stores today.
You know, when I first started raising money for Starbucks, I planned to open 100 chain stores.
But financing is very difficult, even the cost of reprinting plans can not afford, I can only change the chain store to 75.
We pay great attention to the quality of products and provide elegant environment for customers. Now, we will not, in the future, reduce the requirements of the shop environment for expansion.
It is a long battle and challenge to maintain close ties with employees and customers while developing enterprises.
With the development and progress of the company, we can not break the tradition.
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