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In this #1 New York Times bestseller, the CEO of Starbucks recounts the story and leadership
lessons behind the global coffee company's comeback
In 2008, Howard Schultz decided to return as the CEO of Starbucks to help restore its financial health and bring the company back to its core values. In Onward, he shares this remarkable story, revealing how, during one of the most tumultuous economic periods in American history, Starbucks again achieved profitability and sustainability without sacrificing humanity.
- Sales Rank: #12632 in Books
- Published on: 2012-03-27
- Released on: 2012-03-27
- Original language: English
- Number of items: 1
- Dimensions: 8.37" h x .89" w x 5.60" l, .98 pounds
- Binding: Paperback
- 384 pages
Features
Amazon.com Review
Amazon Best Books of the Month, April 2011: Onward is not a puff piece. In just under 400 brisk pages, Starbucks CEO Howard Schultz details the multitude of factors--the recession, new consumer behavior, overexpansion--that led to the company's downturn during 2007-2008. Obviously, Schultz was successful, and his book has plenty of valuable lessons about management and leadership--standard features for most business books. But the most interesting thing about Onward is Schultz's honesty about the whole process, from his determination to make difficult personnel changes to his admission that he considers it a personal failure when he sees someone with a competitor's cup of coffee. Schultz even makes the chapters about his agonies over the company's breakfast sandwiches a fascinating study in the minute decisions that go into running a multibillion-dollar company. Conflicts, raw emotions, high stakes: Onward is a business book that goes beyond feel-good maxims and actually has a story to tell. --Darryl Campbell
From Publishers Weekly
Starred Review. In 2000, Starbuck's founder and CEO Schultz (Pour Your Heart into It) stepped down from daily oversight of the company and assumed the role of chairman. Eight years later, in the midst of the recession and a period of decline unprecedented in the company's recent history, Schultz-feeling that the soul of his brand was at risk-returned to the CEO post. In this personal, suspenseful, and surprisingly open account, Schultz traces his own journey to help Starbucks reclaim its original customer-centric values and mission while aggressively innovating and embracing the changing landscape of technology. From the famous leaked memo that exposed his criticisms of Starbucks to new product strategies and rollouts, Schultz bares all about the painful yet often exhilarating steps he had to take to turn the company around. Peppered with stories from his childhood in tough Canarsie, N.Y., neighborhoods, his sequel to the founding of Starbucks is grittier, more gripping, and dramatic, and his 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 consumer. (Mar.)
(c) Copyright PWxyz, LLC. All rights reserved.
From Booklist
Schultz is the founder and CEO of Starbucks, a company that began as a small Seattle distributor of coffee beans and ground coffee that he transformed into what it is today, inspired by the espresso shops he visited in Italy. Schultz described the founding of Starbucks in his first book, Pour Your Heart into It (1997). Written with Joanne Gordon, a former Forbes writer and contributing editor, this account is a spotlight on the period of 2007�08, when the company lost some of its vision due to overexpansion and the pressure to maintain unabated growth. Seeing that Starbucks was becoming a victim of its own success, Schultz returned to the CEO position after eight years away from overseeing daily operations of the company. He details the struggle to maintain the identity of Starbucks while attempting to branch out into areas such as music sales and hot food, facing competition and the oversaturation that caused the company the painful closing of about 600 stores in 2008. This is one of those turnaround stories that illustrates that a company can overcome its growth pains by returning to its core principles. --David Siegfried
Most helpful customer reviews
2 of 2 people found the following review helpful.
Starting a business is tough, but keeping it going is even tougher
By Tom Sales
I read this book specifically to better understand a CEO's perspective in starting a company and then coming back to save it. Howard Schultz's very personalized account demonstrates the commitment needed to keep a vision and mission statement going as later leaders start to vary from the initial vision and as the economy inevitably affects the business. Schultz casts some blame on leaders who succeeded him, but most of Starbucks' issues seemed to be caused by the recession more so than internal decisions. If one recalls how many personal finance experts were recommending to skip the $4 latte as a way of saving money, this loss of business they suffered through 2008-9 shouldn't have been too much of a surprise.
With that said, the book was still interesting in seeing the difficulty of micro-focusing on each individual customer experience while simultaneously macro-focusing on growth. There are definitely advantages to being on every street corner, but the more spread out the company becomes the harder it is to make that experience unique but consistent for those who want the same product and experience in any location, fast but leisurely for those who aren't in a hurry, and successful for the company that can't help but focus on growth when opening multiple stores every day. Schultz effectively describes all the variables he considered through this time period to "thread the needle" to get the best of this small and big focus.
While it's hard to recognize that the successful companies we depend upon are typically short-lived, this book does a good job of showing why. A founder's focus and commitment to the original vision for a company is difficult to pass on to successors who have to be equally if not more committed to pushing it forward and adapting to changing customer tastes and competitive threats. As Schultz points out here, his successors couldn't accomplish that even though they were good people. Like Michael Dell of Dell Computer, Schultz cared and resolved to come back and make the necessary adjustments to carry Starbucks through. The average CEO probably wouldn't do that. And--as other reviewers have observed--what will happen the next time Schultz retires. It's why so many businesses don't last over extended periods and inevitably submit to competitors who come up with better ideas.
Even several years after it was published, this book is a good read to understand these long-term challenges that all businesses face. Today--as Sears, J.C. Penney and (gasp) even Walmart--seem destined to fail, "Onward" helps to explain why killer business models must be constantly tweaked or else they will eventually stagger and then fail.
1 of 1 people found the following review helpful.
I wanted to like this book couldn't. It's a self-absorbed resume of persuasion.
By E
Have you ever purchased a book and once you started reading it wondered?:
1. Is it ever going to get better?
2. I can't wait until I complete this book because I just want it to be over.
3. Maybe I'll just cut my losses and put the book on the book shelf to collect dust.
Well, that's how I felt...
I love Starbucks. I spend a lot of money at Starbucks...I'm a gold card member...if there were a platinum or titanium level, I'd probably be there too.
But in this book, Howard Schultz is pretty darn good at tooting his own horn. Over and over and over and over again. Over again, over again. Redundant yet? This book is similarly redundant with constant praises of himself and his company.
It reads like a few-hundred page resume, trying to seamlessly convince the audience why he is a great CEO, motivator, outside-the-box thinker. It provides antidotes, paragraphs from e-mails and justifications for his reasons of why he wrote what he wrote or said what he said at conferences, letters to partners or to his investors. Not much interesting substance.
The word "I" is in the book way too much. It's narcissistic, providing little insight to the inner workings of Starbucks. He gives a few, brief synopsis for certain things, but not too much in depth or anything of interest.
It's like he wrote a cover letter like a prospective employee would write to convince a future employer of why he is or Starbucks is the best candidate.
0 of 0 people found the following review helpful.
One Cup At A Time
By richard e whitelock
You are moving along at warp speed, everything seems to be going well. Profits are at an all time high, stores are being opened at record pace, you have a culture of dedicated corporate and local store employess, and suddenly the sky is falling. The original ceo comes out of retirement and what drastic and often unheard of steps does he take to right the ship?
I think the CEO Schultz to be one of the smartest entrepreneurs I have ever had the pleasure of reading and researching. Having taught Retail Management at the College level for over 15 years, I have enjoyed reading and presenting the works of many startup managements. Bernie and Arthur from Home Depot were the last men I studied in detail. (Read their book Built From Scratch) You can buy a used hardback from Amazon for one penny and gain knowledge that is invaluable.)
In all business you can hire specialist and experts to manage the business. But to determine its core values and access and make sure the business maintains the selected course, that requires a man of Schultz's character ,intelligence and ability and willingness to stay the course. And few possess his ability. When he wrote that " a merchant's success depends on his or her's ability to tell a story," quote me anyone else in the industry who has penned that same statement.
"What people hear or smell or see, or do when they enter a space guides their feelings, enticing them to celebrate coffee." Starbucks was trying to be all things to all people". They had lost their way. They had put their core values aside, Their stores were lost in the wilderness. Their path to ultimate destruction was paved with very good intentions.
As Moses did many eons ago, Schultz had to take up his staff and lead the employees back to the promised land. They had climbed the mountain and along the way they dropped the tablets and simply kept on going. They were slowly entering the retail fire that would consume the business and ultimately the organization. Schultz recognized the problem almost immediately and in a very short period of time, other managers finally came forward and confessed they were aware of the difference as well. And then he took action by regaining his position CEO and not only righted the ship but set it back on its proper course.
I don't think there has ever been another manager who initially set the course of a business as a startup maximized his vision, left the reins to others, and then came back and saved the bacon for everyone. Mr. Schultz you are one sharp cookie. You get it and you are willing to act. To the victor goes the spoils and as I wrote at the beginning of this book, in my opinion you are the BEST.
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