Cutting prices or putting things on sale is not sustainable business strategy. The other side of it is that you can't cut enough costs to save your way to prosperity.
Interpretation
Sustainable business practices cannot rely solely on price cuts or sales. True prosperity comes from better overall strategies, not just cost-cutting.
In this quote, Howard Schultz emphasizes that relying on pricing strategies such as cutting prices or offering discounts is not a viable long-term strategy for a successful business. Instead, businesses must focus on innovative practices and value creation, as merely reducing prices can erode profit margins without addressing fundamental operational efficiencies and customer satisfaction. The idea is that true prosperity is achieved through thoughtful investment in quality, service, and customer experience rather than through temporary financial maneuvering.
In practice
In a business seminar discussing effective strategies for growth.
The rules of engagement around building a brand have changed significantly over the past 10 to 15 years. Where companies at one time could spread their message through traditional marketing, consumers now seek an enduring emotional connection with the companies they patronize. The foundation of that connection is the most important characteristic of building a world-class brand: trust. Trust with your people and trust with your customers.
The future of America is not an entitlement. We have been given a treasure chest of gifts and opportunities, but some people are being left behind, and success is not sustainable unless it is shared.
Starbucks is not an advertiser; people think we are a great marketing company, but in fact we spend very little money on marketing and more money on training our people than advertising.
While their service is ending, our responsibility is just beginning!
In life, you can blame a lot of people and you can wallow in self-pity or you can pick yourself up and say listen, I have to be responsible for myself.
When I first discovered in the early 1980s the Italian espresso bars in my trip to Italy, the vision was to re-create that for America - a third place that had not existed before. Starbucks re-created that in America in our own image; a place to go other than home or work. We also created an industry that did not exist: specialty coffee.
In a commodity business, it's very hard to be smarter than your dumbest competitor.
You know, if you make a customer unhappy they won't tell five friends, they'll tell 5,000 friends. So, we are at a point now where we have all of the things we need to build an important and lasting company, and if we don't, it will be shame on us.
Customer service shouldn't just be A department, it should be the entire company.
Eventually, all companies are replaced.
There is no value with just one restaurant or with one person. The brand has to be bigger than the person.
We used to think that everything started in the lab. Now we realize that everything spins off the consumer.
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