
When Starbucks faced collapse, Howard Schultz returned as CEO to save the company without sacrificing its soul. His radical decision to maintain healthcare for part-time workers during financial crisis created a "reservoir of trust" that transformed corporate responsibility standards worldwide.
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In February 2007, Howard Schultz sat alone at his kitchen table penning what would become an infamous memo. Despite Starbucks' explosive growth to over 13,000 stores across 39 countries, something essential had vanished. The company that transformed American coffee culture was losing its soul. Automatic espresso machines had replaced barista craftsmanship. The signature aroma of coffee had disappeared as beans were pre-ground and sealed in flavor-locked packaging. Cookie-cutter store designs had erased the warm neighborhood feel of original locations. When this confidential memo leaked online, it confirmed what customers already suspected-Starbucks had sacrificed quality for expansion. By December 2007, the stock had plummeted 42%, with customer traffic dropping 3%. For Schultz, who had stepped away from daily operations in 2000, the situation was untenable. In January 2008, he made the difficult decision to return as CEO, facing a monumental challenge: restore Starbucks' coffee authority, reignite emotional connections with customers, transform the business model-all while navigating the worst economic crisis since the Great Depression.
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Cree par des anciens de Columbia University a San Francisco
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Cree par des anciens de Columbia University a San Francisco

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