John Simmons

The retail technique known as “clustering” – opening up several shops of the same brand in close proximity – meant that Starbucks appeared to saturate certain areas with its presence

For Starbucks, the equivalent of Nike’s “Authentic athletic performance” became “Rewarding everyday moments

As Scott Bedbury put it: “Consciously or not, we seek experiences that make us think, that make us feel, that help us grow, and that enrich our lives in some way.”

1. Start with your own people: they are the real link to consumers. Exceed the expectations of your people and you will automatically exceed those of your customers.
2. Have strong values that you stick to and know yourself by. Then take decisions according to these values.
3. Ensure there is no gap between your brand values and your actions. Change your actions to fit your values, not the other way round.
4. Keep things fresh by reinventing, but never tamper with the core of what you do.
5. Reach out to communities, making emotional connections between the people who work for you and the places where they work.
6. Remember that every detail matters

Deciding on a name is, of course, crucial for any brand. Names send signals of intent, personality, identity. We all know from our own experience how names shape our sense of self.

This freed him to think of everything else, to think of the brand, because he now believed that the brand was in everything and everything was in the brand.

You know a brand has really arrived when it sneaks into everyday consciousness like that.

Starbucks is a phenomenon. A very successful and surprising one. Perhaps that is why it arouses antagonism and envy among many people, while inspiring affection and loyalty among many more.

On 26th February 2008 Howard Schultz closed every Starbucks in the USA. It was a dramatic and unprecedented move by the once and present chief of Starbucks. Schultz had built the company, turned it into one of the world’s best-known brands, run it for many years, moved away from day-to-day running of the business as chairman, then became so concerned that he felt compelled to return as CEO in January 2008.
He came back because he believed that Starbucks had ‘lost its soul

After the New Orleans devastation, Starbucks partners voluntarily contributed their own efforts to help get the city back on its feet again.