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In 2008, Howard Schultz, the president and chairman of Starbucks, made the unprecedented decision to return as the CEO eight years after he stepped down from daily oversight of the company and became chairman. Concerned that Starbucks had lost its way, Schultz was determined to help it return to its core values and restore not only its financial health, but also its soul. In Onward, he shares the remarkable story of his return and the company's ongoing transformation under his leadership, revealing how, during one of the most tumultuous economic times in history, Starbucks again achieved profitability and sustainability without sacrificing humanity. Offering readers a snaps*** of a moment in history that left no company unscathed, the book zooms in to show, in riveting detail, how one company struggled and recreated itself in the midst of it all. The fast paced narrative is driven by day-to-day tension as conflicts arise and lets readers into Schultz's psyche as he comes to terms with his limitati*** and evolving leadership style. Onward is a compelling, candid narrative documenting the maturing of a brand as well as a businessman. Onward represents Schultz's central leadership philosophy: It's not just about winning, but the right way to win. Ultimately, he gives readers what he strives to deliver every day- a sense of hope that, no matter how tough times get, the future can be just as or more successful than the past, whatever one defines success to be.' "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. This book is not just recommended reading, it's required." Warren Bennis, Distinguished Professor of Business, University of Southern California, and author of the recently published Still Surprised: A Memoir of a Life in Leadership "[This] sequel to the founding of Starbucks is grittier, more gripping, and dramatic, and [Schultz's] 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 c***umer." Publishers Weekly

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成为商人的核心是拥有通过情感的联系讲述故事的渴望。

当有些人将星巴克的咖啡称为＂可以承受的奢侈品＂时，我对自己说，也许可以这么说。但确切地讲，我更愿意这样想，＂在星巴克的体验＂是人际交往中＂可以负担得起的必需品＂。

在本书的结尾，我想重温这些目标，并回顾一下一路以来我们在这些新的计划举措上取得的进展。我相信，只有这样做，才能全面看待公司运营，证明我们所制订、执行的计划不仅实现了公司的变革，同时帮助我们增强了实力，去追求我们构想的可持续的获利性增长。

【成为咖啡界无可争议的领袖】

从第一天起，我就知道如果我们不能在我们的核心业务上表现突出，我们就不可能变革公司。所以，我们的目标由最初的卓越浓缩咖啡培训，逐渐发展为研发创新产品，从而提高我们现煮咖啡和意式浓缩咖啡的质量以及工作效率。今天，我们的顾客告诉我们，我们的现煮咖啡和以意式浓缩咖啡为基础制成的咖啡饮品更好喝，味道也更加一致了，明显比两年前的味道要好。星巴克的咖啡权威，体现在我们提供的每一杯咖啡中。

◆派克市场烘焙咖啡

自2008年4月星巴克推出了这款代表性的、也易于被消费者接受的综合咖啡以来，我们已经销售了10亿杯派克市场烘焙咖啡。今天，这款突破性的咖啡成为了我们最畅销的全豆咖啡之一。我们也不再向我们的门店运送任何提前研磨好的咖啡豆，相反，我们只是在制作一壶咖啡前现场研磨咖啡豆，包括普通和低因咖啡因的咖啡豆。这意味着我们的咖啡更新鲜，而且让我高兴的是，现磨咖啡的浓郁香气再次整天弥漫在我们的门店中。

◆玛斯特里纳咖啡机

在美国，我们近70%的门店都配备了这种咖啡机，也正在向世界各地的其他门店推广。有了它，我们的咖啡师可以更好地控制浓缩咖啡的制作、烹煮牛奶，而且，他们能够通过眼神、交谈更充分地与在吧台另一边等候饮料的顾客互动。

◆三叶草咖啡机

这种卓越的小型咖啡机产于西雅图的巴拉德地区。它所制作的咖啡是美国和加拿大一些城市中100多家门店里五大最畅销的饮料之一。三叶草咖啡机正在逐步推广到更多地方，使顾客有机会感受传统综合咖啡和充满异国情调的星巴克珍品咖啡(Starbucks Reserve)的微妙风味。

【吸引并激励我们的...

我们为平庸的一双鞋、一把刀、一杯咖啡注入新活力，坚信我们所创造的东西有装点他人生活的潜力，因为，是它先点亮了我们的人生。

The merchant's success depends on his or her ability to tell a story.

I do not want Starbucks to be defined solely by its thousands of stores or milli*** of customers. More than our scale, the brand can and should be defined by the quality of its coffee as well as its values. Community. Connection. Respect. Dignity. Humor. Humanity. Accountability.

书籍介绍

In 2008, Howard Schultz, the president and chairman of Starbucks, made the unprecedented decision to return as the CEO eight years after he stepped down from daily oversight of the company and became chairman. Concerned that Starbucks had lost its way, Schultz was determined to help it return to its core values and restore not only its financial health, but also its soul. In Onward, he shares the remarkable story of his return and the company's ongoing transformation under his leadership, revealing how, during one of the most tumultuous economic times in history, Starbucks again achieved profitability and sustainability without sacrificing humanity. Offering readers a snaps*** of a moment in history that left no company unscathed, the book zooms in to show, in riveting detail, how one company struggled and recreated itself in the midst of it all. The fast paced narrative is driven by day-to-day tension as conflicts arise and lets readers into Schultz's psyche as he comes to terms with his limitati*** and evolving leadership style. Onward is a compelling, candid narrative documenting the maturing of a brand as well as a businessman. Onward represents Schultz's central leadership philosophy: It's not just about winning, but the right way to win. Ultimately, he gives readers what he strives to deliver every day- a sense of hope that, no matter how tough times get, the future can be just as or more successful than the past, whatever one defines success to be.' "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. This book is not just recommended reading, it's required." Warren Bennis, Distinguished Professor of Business, University of Southern California, and author of the recently published Still Surprised: A Memoir of a Life in Leadership "[This] sequel to the founding of Starbucks is grittier, more gripping, and dramatic, and [Schultz's] 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 c***umer." Publishers Weekly