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Pour Your Heart Into It: How Starbucks Built a Company One Cup at a Time Paperback – January 6, 1999


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Pour Your Heart Into It: How Starbucks Built a Company One Cup at a Time + Onward: How Starbucks Fought for Its Life without Losing Its Soul + Delivering Happiness: A Path to Profits, Passion, and Purpose
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Product Details

  • Paperback: 368 pages
  • Publisher: Hyperion (January 6, 1999)
  • Language: English
  • ISBN-10: 0786883561
  • ISBN-13: 978-0786883561
  • Product Dimensions: 6.1 x 1 x 9.4 inches
  • Shipping Weight: 1 pounds (View shipping rates and policies)
  • Average Customer Review: 4.4 out of 5 stars  See all reviews (245 customer reviews)
  • Amazon Best Sellers Rank: #15,657 in Books (See Top 100 in Books)

Editorial Reviews

Amazon.com Review

Since 1987, Starbucks's star has been on the rise, growing from 11 Seattle, WA-based stores to more than 1,000 worldwide. Its goals grew, too, from the more modest, albeit fundamental one of offering high-quality coffee beans roasted to perfection to, more recently, opening a new store somewhere every day. An exemplary success story, Starbucks is identified with innovative marketing strategies, employee-ownership programs, and a product that's become a subculture.

Whether you're an entrepreneur, a manager, a marketer, or a curious Starbucks loyalist, Pour Your Heart into It will let you in on the revolutionary Starbucks venture. CEO Howard Schultz recounts the company's rise in 24 chapters, each of which illustrates such core values as "Winning at the expense of employees is not victory at all." --This text refers to an out of print or unavailable edition of this title.

From Library Journal

Schultz, chairman and CEO of Starbucks, and writer-researcher Yang trace the growth and development of Starbucks from a single store in Seattle, which in 1973 sold only dark-roasted coffee beans, to the international business it has become today. Schultz does not conceal his passion for good coffee or for his company. His initial goals were to introduce Americans to really fine coffee, provide people with a "third place" to gather, and treat his employees with dignity. The extent to which he succeeded and the obstacles encountered along the way are the subjects he tackles here. This is not, in the strictest sense, a how-to book despite its considerable detail but more a motivational title. Recommended for large public libraries.?Joseph C. Toschik, Half Moon Bay P.L., Cal.
Copyright 1997 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.

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Customer Reviews

After reading this book, you will never look at Starbucks the same way.
Megan R
Howard Schultz shared his story of how Starbucks started from small roots and became today's successful business.
Ho Siu Hung
I would work for him tomorrow, if it really still is the way it's portrayed here.
Michael Erisman

Most Helpful Customer Reviews

94 of 96 people found the following review helpful By Michael Erisman on April 10, 2004
Format: Paperback
This is one of the best business biographies I have ever read. It is truly inspiring. One simple, and telling, output from reading this book on a plane was that as soon as we landed I headed to the local airport Starbucks for a latte. I rarely even drink coffee! So powerful are the imagery and the passion for coffee in his story that you can almost smell the roasted dark beans, feel them running through your fingers, hear the sounds of the espresso machine and taste the coffee itself!
Why is this imagery so important? Because behind the corporate image of a relentless pac-man like machine churning out new locations at a rate slightly above the national birth rate it seems, is a simple vision of passion for coffee combined with Italian neighborhoods and a warm and friendly place where the worlds best coffee and social friendship intermix. That is what Starbucks was all about.
The book itself is a remarkable insight into this journey. It was even more special for me, as I grew up with Starbucks - literally. When Howard talks about the vision he had to treat even his part time employees with full benefits and ownership in the company through stock, I know it was more than just a nice sounding corporate manta, it really worked. Friends I went to high school with in Bellevue in the mid to late 1980's worked at the first stores, and raved about this little coffee company and couldn't imagine working anywhere else. So, from firsthand experience I can tell you that what he says about the passion and vision coming to life in Seattle is all true
While company history is quite interesting, and the book itself just hums and glides without ever getting mundane, the real gems are in the emotional reality Howard displays.
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43 of 50 people found the following review helpful By JITENDRA MUCHHAL on January 17, 2000
Format: Hardcover Verified Purchase
Starbucks- the very name conjures up images of a brand not of coffee, but of passion , love, sincerity and superb customer service; that the coffee too is great (though expensive)is an added plus.. But here is a brand in the most common of products and having arrived to the top of the minds in less than a decade- how did it all happen? Pour Your Heart Into It is a fascinating saga of the Starbucks journey, written by the man -Howard Shultz- who made it happen! This is one of the best business biographies I have ever read for its storytelling of a person"s passion to his idea and then betting his life and much much more onto it.. While going through the book, I came across some very inspiring and meaningful quotes, either mentioned in the beginning of the chapter or as part of the narrative, here are some of them which have stayed with me even today months after I finished reading the book Highly recommended book for anybody who wants to live- and maybe die- by his or her BIG IDEA! Amazes me how in prime Mid Town Manhattan ;how a mere coffee store can have probably 8 shops in a 6 blocks radius - around 42nd and Madison but Starbucks is not coffee any more; I do not say now" Lets have coffee", we just say"Lets have a Starbucks"!
POUR YOUR HEART HEART INTO IT:
1. A HUNDRED TIMES EVERY DAY I REMIND MYSELF THAT MY INNER AND OUTER LIVES DEPENDED ON LABORS OF OTHER MEN,LIVING OR DEAD AND THAT I MUST EXERT MYSELF IN ORDER TO GIVE IN THE SAME MEASURE THAT I RECIEVED.....
2.IF IT CAPTURES YOUR IMAGINATION..IT WILL PROBABLY CAPTIVATE OTHERS TOO.
3.SOME MEN SEE THINGS AS THEY ARE AND SAY..WHY. I DREAM THINGS THAT NEVER WERE AND ASK..WHY NOT!
4.IF YOU SAY NEVER HAD A CHANCE,,PERHAPS YOU NEVER TOOK A CHANCE.
5.
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79 of 97 people found the following review helpful By A Customer on March 23, 1998
Format: Hardcover
When you are at the top, like Howard Schultz, it is easy to think that everything is peachy-keen. Just surround yourself with shrewd businesspeople who tell you what you want to hear.
Most of the writing starts off inspiring, but goes too far (or too long) and ends up being redundant or saccharine...usually both. I felt like he was trying to sell me something over and over!
So, here's the truth: I WORK FOR STARBUCKS. I have seen how middle managers (Operations Managers, District Managers, and Store Managers) are capricious and fickle--creating work environments that become so demanding and unreasonable that employees and managers quit..with tears in their eyes.
Yes, the employees and most store managers believe Howard's candor and vision of a great workplace with respect and dignity for everyone (read the Mission Statement)--but his middle managers are ruthless, profit-focused slavedrivers.
Hardly any retail employees ("partners"? in WHAT?!?!) stay with this company long enough to actually reap the benefits of Beanstock (5 years). The psychological warfare become more acute the longer one stays.
There are a few lines in Howard's book that really struck a cord; he laments over long-standing employees who "just don't have the skills to stay" on/be promoted with this fast-growing company. Perhaps he should look hard at his middle managers' reign of terror, usually coming down hardest on those store managers and employees who dare to ask the hard questions, and who have been with the company for over two years. It appears that the idea is closer to "hire 'em young and idealistic, then burn 'em out" than "be successful because of your people, not at their expense".
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