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The president of Starbucks wants to turn Chinese blood into brown.

Published: 2026-03-29 Author: World Gafei

Last Updated: 2026/03/29, When Howard Schultz (Howard Schultz), chairman, president and CEO of Starbucks, appeared, he routinely drew cheers and whistles from 1200 employees at the scene. Among the 300000 Starbucks employees around the world, he is an idol, not only because of his business miracles, but also because he adheres to the concept of sharing and respect within the company.

When Howard Schultz (Howard Schultz), chairman, president and CEO of Starbucks, appeared, he routinely drew cheers and whistles from 1200 employees at the scene. Among the 300000 Starbucks employees around the world, he is an idol, not only because of his business miracles, but also because he insists on promoting the concept of "sharing" and "respect" within the company. he has always been called a "partner" to his employees.

This year, Howard went to China for the second time to have face-to-face exchanges with his "partners and family members." this time he was greeted by 1200 "partners" and their families in Guangzhou. The fast-expanding company now has 1200 stores and nearly 20,000 "partners" in China, compared with just 450 three years ago. China will become Starbucks' second-largest market after the United States by the end of this year. Starbucks is currently launching a "partner go home" program in China-"partners" who want to take care of their families more closely are beginning to have the opportunity to serve as managers of new stores in the nearest city. This humane program is organically integrated with Starbucks' expansion in China's second-and third-tier cities.

Howard Schultz, 61, still has a tall figure and deep eyes, and most of his life is still dominated by work: getting up at 04:30 every morning to make himself a cup of French coffee. Read three newspapers at the same time you eat breakfast. Then start taking the family's three dogs for a walk before going to exercise. After making a cup of coffee for my wife at 06:30, I went to work. For more than 20 years, he has insisted on visiting 25 stores a week and participating in some strategic meetings of the company every day, including special store design, marketing strategy, etc. Recently, he revealed that he often participates in meetings on e-commerce and digital marketing. "I think luckily I don't need to sleep too much, so I have a lot of time to use," he joked. "

Inside Starbucks, there is a story describing Howard's work frenzy: the first thing he did when he returned as CEO in 2008 was to invite his "buddies" to email him directly and received about 5000 emails in the first month, all of which he tried to respond to.

Although they have grown from a slum teenager to the king of the coffee empire that now controls more than 20,000 coffee shops around the world, Howard and his wife still teach their children that wealth or career success does not mean privilege, but responsibility; personal self-esteem depends on hard work, and the respect of others comes from sharing and helping others. In his philosophy, Starbucks never existed to make money. Since its inception, he has been trying to make Starbucks a unique company: here, the most important asset is the "partner", followed by the customer, and finally the shareholder. "partner" is the soul and core of Starbucks experience culture.

Over the past few years, the global economy has experienced a severe recession or crisis, but Starbucks' performance has bucked the trend and has been rising since 2010. In the first quarter of 2014, Starbucks' net profit rose 9% year-on-year, while same-store sales rose 6%, making it a growing company for several consecutive quarters. Howard believes that this is the best period since Starbucks was founded more than 40 years ago, and it still has more opportunities and room for development in the future, but he hopes to boost its performance by stimulating and nurturing the humanistic spirit of Starbucks. At any time, the indicator he is most concerned about is whether Starbucks experience culture is good enough, not profit or scale.

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