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Speaker 1: This is Alec Baldwin and you're listening to Here's the thing,

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Speaker 1: My chance to talk with artists, policymakers and performers, to

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Speaker 1: hear their stories. What inspires their creations, what decisions change

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Speaker 1: their careers, what relationships influenced their work? How did you

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Speaker 1: take your coffee this morning? And where did you take

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Speaker 1: it from? If you're like tens of millions of your neighbors,

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Speaker 1: you visited a Starbucks in the last week. The thirty

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Speaker 1: year old coffee chain has become every bit as much

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Speaker 1: an American icon as McDonald's and every bit as ubiquitous.

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Speaker 1: Howard Schultz is the company's long time CEO, Operating out

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Speaker 1: of the company's Seattle headquarters. He's overseen a worldwide expansion.

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Speaker 1: In the process, he's become one of the most successful

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Speaker 1: business men in the world. But before he became a

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Speaker 1: coffee magnate, Howard Schultz was a Brooklyn boy who was

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Speaker 1: anything but no money. My dad was had a series

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Speaker 1: of just awful blue collar jobs and uh, no money.

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Speaker 1: I have so how many siblings, brother and sister, younger,

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Speaker 1: but it's very tough. So what do you do? Where'd

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Speaker 1: you go? I went to school in Northern Michigan and Marquette,

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Speaker 1: Michigan you probably have never heard of. That was in

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Speaker 1: the Upper Peninsula, Michigan. And one day to play football.

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Speaker 1: I had a problem, and that I was. I thought

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Speaker 1: I was really good until I got to Michigan and

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Speaker 1: I had a guy in front of me who turned

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Speaker 1: out to be Steve Mariucci. Great guy, and he was

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Speaker 1: a great college player. And I was not good enough

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Speaker 1: to to make a long story shure, so I didn't.

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Speaker 1: I did not play football. I got hurt when I

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Speaker 1: was eight, team broke my jaw had a concussion, and uh,

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Speaker 1: but I stayed and finished school there. When I finished school,

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Speaker 1: I went to work for xerox Um in Manhattan, came

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Speaker 1: back to New York, moved back into my parents house

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Speaker 1: and apartment in Brooklyn, took the subway. My job at

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Speaker 1: zero was to make fifty cold calls a day. I

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Speaker 1: did that for three years. Uh. I loathed it, but

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Speaker 1: it was great training and you knew you had to

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Speaker 1: do it. I knew I had to do that, and

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Speaker 1: I you know, I was making I was making a

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Speaker 1: thousand dollars a month, and I gave half it to

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Speaker 1: my mom. Living at home, I had one suit, two shirts.

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Speaker 1: It was, but I was you know, I was twenty

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Speaker 1: two years old. I didn't know any better, and I

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Speaker 1: was happy. I mean suit and two shirts? How many

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Speaker 1: suits and shirts do you have? Now? I'm just kidding,

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Speaker 1: never mind, don't answer them. Now when you you gave

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Speaker 1: half the money to your mom and you were living,

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Speaker 1: they were in Brooklyn still, then you're taking the train

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Speaker 1: to work every day. And then what changed? I knew

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Speaker 1: I had to get out. I just I had this

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Speaker 1: entrepreneurial dream and vision for myself. I remember telling my

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Speaker 1: mom I was leaving zero. She started crying, and I

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Speaker 1: was very fortunate. I got a job with a Swedish

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Speaker 1: company that was opening up a US division as the

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Speaker 1: general manager and kind of sold myself, yawn, my capability

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Speaker 1: and worked for them for a few years. And that

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Speaker 1: was the beginning of kind of realizing the potential capability

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Speaker 1: I had to to to do something on my own.

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Speaker 1: And that company you went to was where based in

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Speaker 1: Sweden with the New York office, And what did they do?

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Speaker 1: They sold very high end house wars and one of

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Speaker 1: the products was a non electric coffee maker, which is

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Speaker 1: a drip coffee was not electric. It was just it

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Speaker 1: was a poor over hot water. And they sold a

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Speaker 1: product to a small company in Seattle, Washington that had

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Speaker 1: three stores, and that company was Starbucks, and the only

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Speaker 1: roasted beans didn't surf coffee. You've done your homework. And

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Speaker 1: I went out to Seattle on a day where it

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Speaker 1: was majestic. It was like it was like Wizard of

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Speaker 1: Odds type sunny, the snowcapped mountains, fresh air. I was

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Speaker 1: dating my girlfriend who's now my wife, and I called

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Speaker 1: her and said, this is where we have to live.

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Speaker 1: And I spent the next year and a half trying

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Speaker 1: to convince the founder of Starbucks, who had three stores,

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Speaker 1: to hire me, and he ultimately did. We moved out

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Speaker 1: to Seattle in September of eighty two. We had three

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Speaker 1: stores that year. Uh. He sent you want this whole story? Uh?

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Speaker 1: They sent me to Italy. I went to Milan for

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Speaker 1: the first time to a trade show, and as you know,

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Speaker 1: in Milan, in Italy, there's coffee bars everywhere. And as

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Speaker 1: I was walking the streets in Milan, I kept bumping

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Speaker 1: into another coffee bar, kept going in, and I could

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Speaker 1: see the sense of community and a sense of place,

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Speaker 1: and that the beverage was so romantic and brought people together.

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Speaker 1: And I raced back from Italy and sat down with

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Speaker 1: the founder of the company and said, I just think

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Speaker 1: we're in the wrong part of the business. We should

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Speaker 1: we should integrate the business into the beverage, and they

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Speaker 1: didn't want to do it. Long story shortness, I left Starbucks.

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Speaker 1: I opened my own Italian coffee bar with no money

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Speaker 1: in Seattle. Three too in Seattle, one in Vancouver, BC.

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Speaker 1: Then Starbucks Coffee Company acquired another company in California called

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Speaker 1: Pete's Coffee, and Pets and Starbucks came together, and a

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Speaker 1: year later Starbus got into financial trouble. The founder of

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Speaker 1: star Wars came to me when they had six stores

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Speaker 1: and said, I'm going to keep Pets and sell Starbucks.

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Speaker 1: But I had no money. Uh to where you get

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Speaker 1: the money to Starbucks. I knocked on everyone's door I knew,

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Speaker 1: and finally I raised. I bought Starbucks in August of

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Speaker 1: eighty seven for three point eight million dollars, and all

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Speaker 1: three point eight million was money that was not mine.

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Speaker 1: I had to raise it and um. At the end

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Speaker 1: of eighty seven, we had eleven stores, a hundred employees,

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Speaker 1: losing money. And then I had to raise money to

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Speaker 1: try and build a national company. And I had this

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Speaker 1: crazy idea and the idea he was in the back

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Speaker 1: of my mind. I kept dreaming about what I needed

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Speaker 1: to do for my dad. And my dad died in

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Speaker 1: seven and I wanted to try and build the kind

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Speaker 1: of company he never got a chance to work for.

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Speaker 1: So the entire business model was trying to balance profit

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Speaker 1: with conscience, benevolence, and social impact. So the first thing

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Speaker 1: I did was, Uh, everyone in Starbucks was gonna be

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Speaker 1: an owner. So I gave ownership to every employee in

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Speaker 1: eighties seven, which I've done since then. And I gave

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Speaker 1: comprehensive health insurance, first company in America to provide confidence

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Speaker 1: and health way before the Affordable Care for every single

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Speaker 1: person that works for you. Yes, yeah, what does that

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Speaker 1: cost you a year? Uh? Before the Affordable Care Act?

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Speaker 1: It costs three hundred million a year, more than the

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Speaker 1: cost of coffee beans for Starbucks. People thought it was crazy,

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Speaker 1: and I was trying to raise money at the same time.

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Speaker 1: I had all these ideas and people said, wait, you

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Speaker 1: want to get yeah, and I said no. I said,

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Speaker 1: I'm going to prove to you that we will have

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Speaker 1: lower attrition, higher performance, and our customers will know what

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Speaker 1: we're doing for our people and it will resonate with

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Speaker 1: the brand. And this is gonna be our marketing strategy.

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Speaker 1: Do you continue to do that now? You still do that? Now?

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Speaker 1: Not only do we do that now? But as an example,

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Speaker 1: this year along with first company in America to give

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Speaker 1: free college tuition to every employee, what does that call?

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Speaker 1: Can't keep? Yeah, it's a lot, it's a lot. But

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Speaker 1: all these things ladder up to balancing the company's mission,

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Speaker 1: our core purpose and reason for being. We're not in

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Speaker 1: business just to make money. We have to make money.

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Speaker 1: We have to build your over value. And we've done

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Speaker 1: extremely well. I mean, the market capital of Starbucks is

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Speaker 1: is quite large. How many countries to two thousand stores? Now,

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Speaker 1: what's an example of a place? I mean you when

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Speaker 1: you when you leave, uh, you have the two in

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Speaker 1: Seattle and the one in Vancouver. Those are Starbucks. Those

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Speaker 1: came coffee bars, correct, those three? When you get beyond

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Speaker 1: When you get beyond Seattle in that area, where do

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Speaker 1: you go next? Where's the next place you where's the

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Speaker 1: next beach out that you break into? Well, the last

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Speaker 1: few years, I think the most successful place. We've been

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Speaker 1: in China, but we've been there a long time. In

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Speaker 1: the US, where did you go first? Well, where do

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Speaker 1: we go from? Well, we went from Seattle to Portland's Chicago.

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Speaker 1: We struggled in Chicago. It was just took a long

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Speaker 1: time for Chicago people to understand what we're trying to do,

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Speaker 1: and a lot of people lost faith in what we're

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Speaker 1: trying to do. But finally it hit. I went to

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Speaker 1: l A l A was a huge success overnight, and

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Speaker 1: then we came to New York and uh, my mother

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Speaker 1: came to that opening on eight seventh and Broadway. When

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Speaker 1: you look at what Starbucks is now, did you have

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Speaker 1: a dream that was going to be people having a

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Speaker 1: coconut Martian backflip, frappuccino, every possible iteration. I'm told there's

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Speaker 1: eighty five thousand gyrations to customization and Starbucks. I never

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Speaker 1: imagined that customers would start telling people exactly what they wanted.

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Speaker 1: But I think one of the drivers of our success

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Speaker 1: has been our ability to customize what you want when

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Speaker 1: you want it. But no, I know, I mean our

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Speaker 1: original business plan when I was raising the original money

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Speaker 1: was a hundred stores and I was having a terrible time,

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Speaker 1: and I didn't have enough money to reprint the business plan,

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Speaker 1: so I crossed out a hundred and wrote seventy five.

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Speaker 1: I mean that's how tight things were. UM, But no,

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Speaker 1: I never imagined we would have this kind of impact

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Speaker 1: or to grow the company this large. What's something that

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Speaker 1: you want to do that you're not sure you can do.

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Speaker 1: What's something you'd like Starbucks to today? What's what's the

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Speaker 1: thing you've dreamed about for a while that you'd like

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Speaker 1: to do that you're not quite sure you can do

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Speaker 1: it well? In Seattle a year and a half ago,

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Speaker 1: um I had this ten year idea to build the

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Speaker 1: Willy Wonka of coffee, so an attritional traditional Starbucks stores

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Speaker 1: less than two thousand feet, and we started to design

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Speaker 1: and building almost a twenty thousand square foot Disney like

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Speaker 1: experience in Seattle and people and it's a great expense,

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Speaker 1: I mean, very very expend big bet where we're roasting

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Speaker 1: in the store, we're doing all kinds of things. But

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Speaker 1: it's more than a store. And people thought this is

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Speaker 1: the beginning of the end. This guy has lost it.

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Speaker 1: That store has turned out to be a mecca for

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Speaker 1: tourists and everyone who comes close to the city of Seattle.

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Speaker 1: We're now under construction New York on the corner of

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Speaker 1: ninth and fifteen for the same operation. Well, that one

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Speaker 1: will be square feet two levels, next to the Chelsea

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Speaker 1: Market and across from Google. And we're under construction in

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Speaker 1: Shanghai with one that will even be bigger. Uh. I

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Speaker 1: don't know if these things will have the same level

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Speaker 1: of impact. I believe it will um but we have

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Speaker 1: to keep reinventing and keep dreaming, and and you can't

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Speaker 1: embrace the status quo of running a business today. It's

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Speaker 1: just too hard and there's too many challenges. What's a

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Speaker 1: country that you were going to go to? I remember

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Speaker 1: I was with my friend in nineteen in the early nineties,

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Speaker 1: and I went to Paris to visit him, and we

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Speaker 1: spent many days together. We went to a restaurant and

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Speaker 1: I ordered something and asked for some simple modification on

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Speaker 1: the food of the menu, and the men literally mean

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Speaker 1: like like a like a Saturday Night Live sketch. The

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Speaker 1: man said, we are not Eddie McDonald's now, sir, I

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Speaker 1: mean just barked at me. Two snapped at me, and

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Speaker 1: I thought, what's the foreign country that gave you the

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Speaker 1: most grief in terms of the ethic of Starbucks and

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Speaker 1: where they're at about coffee. We are open in Paris

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Speaker 1: and friends have done fairly well there, but we have

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Speaker 1: never entered Italy as a result of the respect that

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Speaker 1: I've had for the heritage of coffee. However, we are

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Speaker 1: going Italy for the first time at the end of

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Speaker 1: calendar seventeen. You are where in Milan at a location

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Speaker 1: that is just gonna stunned people. So we'll see that's

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Speaker 1: I mean, this will be the big You're not building

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Speaker 1: the big twenty thousands. We have a Hershey Chocolate factory

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Speaker 1: of coffee over there. Are you something close? Okay? All right,

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Speaker 1: well you're gonna go. You're gonna get their attention. You're

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Speaker 1: gonna get their attention. But respectfully, were you prepared for

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Speaker 1: how much people have made coffee in general a part

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Speaker 1: of their lives. Because when I was a kid, people

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Speaker 1: had a cup of coffee. I mean my mother had

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Speaker 1: Chase and Sandborn, you know all the names from that.

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Speaker 1: You know Martinson's, Um, you'd go Horn and Herbert's. Uh,

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Speaker 1: these places like the Automatic like in New York, mean,

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Speaker 1: people had a cup of coffee. Some people drank coffee.

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Speaker 1: People who drank a lot of coffee were viewed as

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Speaker 1: kind of pushing the envelope, you know what I mean.

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Speaker 1: And now it seems like people have told themselves they

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Speaker 1: can't drink enough coffee. I mean, they don't feel that

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Speaker 1: there's any harmful effects. Do you guys study that? Do

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Speaker 1: you have any eye toward Not that I'm bequeating you

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Speaker 1: with the tobacco industry, but two things. One, I think

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Speaker 1: the success that we have enjoyed and the way in

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Speaker 1: which people have embraced coffee as a beverage and indulgent

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Speaker 1: beverage and a ritual in the morning. So much of

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Speaker 1: all of that is linked to Starbucks becoming this third

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Speaker 1: place between home and work and the sense of community

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Speaker 1: where the rise of technology has created such secular behavior

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Speaker 1: and people are longing for human connection even if they're

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Speaker 1: in there alone. And so the Starbucks. Really, when you

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Speaker 1: said alcohol, what triggered in me is we replace the

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Speaker 1: pub in a way because uh, that that's not where

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Speaker 1: people want to go. Uh. But we have studied a

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Speaker 1: lot of the issues of caffeine and the the interesting

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Speaker 1: thing is the most medical journals, in most recently the

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Speaker 1: New England Journal Medicine coffee is quite healthy and medicinal

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Speaker 1: specially doing pretty good. I'll tell you, uh, but I

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Speaker 1: don't drink any caffeine after four PM. I just have enough.

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Speaker 1: But I drink about four or five cups a day.

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Speaker 1: How do you like your coffee? This is the question

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Speaker 1: every he wants to know. Espresso marciato in the morning,

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Speaker 1: first thing. Then I have a French press of age Sumatra.

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Speaker 1: That's what I drink throughout the day, Age Sumatra. Ye,

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Speaker 1: he's black black. What about you? I drink um in

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Speaker 1: the summertime. When I go to Starbucks, I like Starbucks

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Speaker 1: espresso or I like their cold brew. In the summertime,

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Speaker 1: I take the cobraw. What's good? Because I do want

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Speaker 1: someone to ring my bell if I drink that coffee

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Speaker 1: and I don't feel that special feeling like someone kicks

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Speaker 1: me right in the seat of the pants and I'm ready.

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Speaker 1: We used to joke, I mean, this is gonna sound

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Speaker 1: like a really vulgar analogy, but we used to have

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Speaker 1: a drink we call the Nazi, And we called it

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Speaker 1: a Nazi because it came into your bedroom and pulled

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Speaker 1: you out of bed in the early more and the

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Speaker 1: more early morning hours, threw you against the walls, slapped

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Speaker 1: you across the phase five times to wake you up.

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Speaker 1: It was four shots of espresso over ice. That's asome

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Speaker 1: soy milk. That's always started my day for years, you know.

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Speaker 1: I mean. The other thing is like I always remember

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Speaker 1: when they when they had the book Fatal Vision, the

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Speaker 1: Jeffrey McDonald murder case, and I was going to play

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Speaker 1: him in a movie. And in the book they say

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Speaker 1: that part of his defense would he suffered from caffeine psychosis.

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Speaker 1: He said McDonald said he drank too much coffee and

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Speaker 1: then made him go off the deep end. And I thought, well,

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Speaker 1: I got com But you have the Sumatran black. You

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Speaker 1: have an age coffee? Ever have you tasted? No? Are

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Speaker 1: you a black coffee guy? Sometimes I'd like espresso. I'm

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Speaker 1: gonna send you something that you'll find extraordinary. Now, Um,

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Speaker 1: so you stayed out of Italy. Where has it been

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Speaker 1: a big success overseas? Where have they just taken to it? Well,

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Speaker 1: we talked about China. We have twenty five hundred stores

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Speaker 1: in a hundred cities in China. The wonderful thing story

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Speaker 1: about China is the person who runs China is a

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Speaker 1: woman who's very strong. We have a completely Chinese team

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Speaker 1: who was based in Shanghai, who has managed and built

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Speaker 1: that company, supported by a lot of sources from Seattle

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Speaker 1: in Hong Kong. We're in a lot of countries, but

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Speaker 1: we own most of the China business are so um.

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Speaker 1: One thing that people don't understand is we don't franchise

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Speaker 1: our stores. You own them. We own all of them, yes,

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Speaker 1: every single one of them, every single one except for

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Speaker 1: stores that are either in airports or in other stories.

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Speaker 1: But this goes back to the culture of the company.

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Speaker 1: So much of what we've succeeded in is based on

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Speaker 1: the values and culture of the company. And I never

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Speaker 1: believed we could do that in a franchise system where

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Speaker 1: the people weren't working for the company. So we have

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Speaker 1: three thirty thousand employees who work for Starbucks. I want

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Speaker 1: you to know that when my wife and I are

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Speaker 1: driving too Long Island, we stop at the Starbucks on

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Speaker 1: Mannorable Road and next at seventy there by the bank.

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Speaker 1: Next to the bank, My wife and I go there

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Speaker 1: all the time we are And I'm telling you, I

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Speaker 1: hope I'm allowing me to tell you your business, but

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Speaker 1: send those ladies a bouquet of flowers from you. That

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Speaker 1: is the greatest Starbucks. And glad to hear that. Those ladies,

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Speaker 1: they got to rows of people. It's like the Alamo

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Speaker 1: people coming there wanting their coffee. Then they want to

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Speaker 1: jump in that car. They want to get going through

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Speaker 1: the traffic. So they just need the coffee just to

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Speaker 1: make the rest of the last leg of the trip.

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Speaker 1: And they got one more hour to go to get

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Speaker 1: to the get to the East End. And those ladies

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Speaker 1: are all the sweetest people and the loveliest people in

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Speaker 1: my wifeend. We go on the way out and on

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Speaker 1: the way that game, we always stopped there and get something.

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Speaker 1: And I'm glad to hear that. I will do something

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Speaker 1: for those people. Thank you. They're fantastic. Now, when you

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Speaker 1: don't own the store, does it go just as well?

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Speaker 1: Les It should be agnostic. It should, yeah, things, it

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Speaker 1: should be the same. The airports are a little tough

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Speaker 1: because so many people online and people in a rush.

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Speaker 1: You know, sometimes we customers aren't patient. Yeah, what's a

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Speaker 1: company that you see? Because I'm sure that especially when

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Speaker 1: this thing just takes off and becomes this legendary iconic thing,

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Speaker 1: what's a what's a company you see that you admire

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Speaker 1: in the even a competitor for the But but another

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Speaker 1: food service company or someth you look at and go, man,

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Speaker 1: I really I love what those people live. I think

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Speaker 1: what Danny Meyer has done in New York is quite something. Uh.

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Speaker 1: And I think what he's trying to do with shake

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Speaker 1: Shack is interesting. Uh. Not. A lot of food companies

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Speaker 1: have scaled very well. Yes, it's it's it tends. Ubiquities

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Speaker 1: is a is a challenge and it's hard to get

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Speaker 1: big and stay small. So on the food side, um, it's.

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Speaker 1: My mind immediately goes to other consumer brands like Nike,

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Speaker 1: like Apple, like Disney. Not a lot of food and

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Speaker 1: national food brands. But some of those food companies are

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Speaker 1: serving your coffee corrective deals with them. Yeah, we have

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Speaker 1: a we have a real significant partnership with Disney. In fact,

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Speaker 1: we just opened a phenomenal store at the entrance of

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Speaker 1: Shanghai Disney with Bob Iger and I did that together.

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Speaker 1: What about food companies? Were no fast food companies? You

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Speaker 1: don't have any deals to serve a Starbucks coffee? Uh No,

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Speaker 1: we don't really. We have a lot of high end

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Speaker 1: restaurants to serve our coffee. But no, I'll never forget.

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Speaker 1: There was a guy who had a little place in

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Speaker 1: Los Angeles. This guy Dick, his last name will come

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Speaker 1: to me for a moment. I knew him for years

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Speaker 1: and he owned a place called the Coffee Roaster and

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Speaker 1: you go in there, and he told me an interesting

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Speaker 1: story where he was selling beans. And he goes one

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Speaker 1: day and he goes to a restaurant that he knows

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Speaker 1: who is serving his coffee, and he says to them, um,

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Speaker 1: could I have a cup of coffee? And they bring

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Speaker 1: him the coffee that says his beans, and it was terrible.

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Speaker 1: It was fancy because they've been sitting in the burner

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Speaker 1: for too long. And he said, that's when I got

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Speaker 1: out of that business because they did not couldn't control

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Speaker 1: the qualtepec that. Oh god, but I just thought of

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Speaker 1: a food company. I do respect which is in and out?

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Speaker 1: Why uh it maintained the quality? Those bathrooms are really

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Speaker 1: clean and maintain a quality. Take care of the people.

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Speaker 1: I'm sure you don't in and out. Now your wife

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Speaker 1: has been with you on a person not your wife

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Speaker 1: is with you the whole ride. What is your wife

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Speaker 1: think about question of my wife. Okay, I have a

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Speaker 1: great story for you. Okay, okay. So you remember I'm

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Speaker 1: raising money for Starbucks in the early days, Sherry. My

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Speaker 1: wife is pregnant with our first child in I'm working

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Speaker 1: at Starbucks. We we have we we have ill journalie.

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Speaker 1: I don't have Starbucks yet. I have no salary, and

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Speaker 1: we're not making any money. She's eight months pregnant, she's

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Speaker 1: still working. We're in a rental house in Seattle. Her

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Speaker 1: parents from Lime, Ohio come out to see us. I

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Speaker 1: love her parents, good people. And her father says, uh,

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Speaker 1: let's let's take a walk. So I had a sense

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Speaker 1: that this is this is not gonna be uh uh,

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Speaker 1: not gonna be good. And we sit down and he said,

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Speaker 1: I I respect everything you've tried to do over the

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Speaker 1: last year, but let's look at the facts. My daughter's

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Speaker 1: eight months pregnant, she's working, she has a salary, you

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Speaker 1: have a hobby, no income, and she's gonna give birth

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Speaker 1: in a month. It's time to get a job. And

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Speaker 1: I just started to cry, embarrassed, humiliated. Uh And part

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Speaker 1: of me knew what he was saying was right, but

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Speaker 1: I couldn't give it up. So that night I didn't

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Speaker 1: say anything until that night when we were alone. I said,

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Speaker 1: I had a interesting talk with your father, and Sherry said,

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Speaker 1: there's there's no way we're giving us up. And if

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Speaker 1: that moment, if she would have said it's time, we

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Speaker 1: wouldn't be here coming up. Howard Schultz explains why Starbucks

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Speaker 1: almost disappeared in two thousand seven explore of the Here's

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Speaker 1: the Thing Archives. Lorne Michaels runs his own kind of empire,

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Speaker 1: and it's all on television for me, commercial television and

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Speaker 1: those boundaries. I like it. I like that you can't

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Speaker 1: use a certain language. I like that you have to

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Speaker 1: be bright enough to figure out how to get your

403
00:22:01,280 --> 00:22:06,040
Speaker 1: ideas across in that amount of time, with intelligence being

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00:22:06,160 --> 00:22:09,840
Speaker 1: the thing that you're you hope is showing. Take a

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Speaker 1: listen at Here's the Thing dot org. This is Alec

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Speaker 1: Baldwin and you're listening to Here's the Thing. Howard Schultz

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Speaker 1: runs the world's largest retail coffee company, with more than

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Speaker 1: twenty five thousand outlets across the globe. That's a lot

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Speaker 1: of business to keep track of, but Schultz says he's

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Speaker 1: able to fit more into his day than most people.

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Speaker 1: For some reason, I don't sleep. You never required a

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Speaker 1: lot of sleep, So why do you think that's because

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Speaker 1: of caffeine. No, no, it's not caffeine. I've never inquired

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Speaker 1: a lot of sleep. So I'm up at four am

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Speaker 1: and you've got to sleep with time the pen. But

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Speaker 1: I'm up. I'm just not. I got a bed of ten,

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Speaker 1: but I'm up. I just don't. I don't see you sip.

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Speaker 1: So for you, a good night is five hours. Yeah,

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Speaker 1: that's that's that's that's gold. Yeah, that's gold. Yeah. Um,

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Speaker 1: And you don't need a lot of I've been cycling

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Speaker 1: for the last ten years. That's the only thing I've

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Speaker 1: been able to do because I've had a couple of

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Speaker 1: of fusion surgeries neck and back. I did they help you?

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00:23:19,440 --> 00:23:21,879
Speaker 1: The surgeries have not helped me. You know what was

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00:23:21,920 --> 00:23:23,960
Speaker 1: wrong with your back? What were the songs all related

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Speaker 1: to that problem I have? When I was eighteen and

427
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Speaker 1: had the jaw problem? How did that happen? Playing football?

428
00:23:28,160 --> 00:23:30,040
Speaker 1: Somebody drilled you in the face without their helmet. I

429
00:23:30,080 --> 00:23:33,760
Speaker 1: have a blindside sack in which it was a face plant.

430
00:23:34,359 --> 00:23:36,800
Speaker 1: Oh my god, it wasn't easy. You know. I'm a

431
00:23:36,840 --> 00:23:41,520
Speaker 1: Jewish kid from Brooklyn, So pain uh, total hypochondriac. Anything,

432
00:23:41,520 --> 00:23:43,560
Speaker 1: I got a call, I feel like I'm getting anumonia.

433
00:23:43,600 --> 00:23:45,240
Speaker 1: You know you can relate to that game. Yeah, if

434
00:23:45,600 --> 00:23:47,840
Speaker 1: I if I, if I get a little headache and

435
00:23:48,000 --> 00:23:49,760
Speaker 1: I think I'm a gersh. When I got a brain tumor,

436
00:23:49,880 --> 00:23:53,240
Speaker 1: I've gone for a brain scan. I got Now you

437
00:23:53,400 --> 00:23:57,520
Speaker 1: stay when the company is headquartered in Seattle, Yes, and

438
00:23:57,560 --> 00:24:00,800
Speaker 1: you lived there. Yes, you have other homes, but you

439
00:24:00,840 --> 00:24:03,520
Speaker 1: live in Seattle. Is important for you to stay in Seattle.

440
00:24:03,920 --> 00:24:06,040
Speaker 1: We love Seattle. Our kids were born there, but both

441
00:24:06,040 --> 00:24:09,679
Speaker 1: our kids live in New York ironically, so we're here

442
00:24:09,680 --> 00:24:12,800
Speaker 1: a lot um. But Seattle is a great place and

443
00:24:13,160 --> 00:24:15,680
Speaker 1: that's where home is. But when I when I when

444
00:24:15,680 --> 00:24:18,560
Speaker 1: I fly into New York, I can already feel the

445
00:24:18,640 --> 00:24:23,080
Speaker 1: sense of pride and belonging. So I'm very much home here.

446
00:24:23,320 --> 00:24:27,840
Speaker 1: The the Starbucks just expanded and he's tamping a couple

447
00:24:27,840 --> 00:24:29,760
Speaker 1: of months ago in the winter, right before this this

448
00:24:29,920 --> 00:24:33,040
Speaker 1: past summer, and they are just I mean, I can't

449
00:24:33,040 --> 00:24:35,080
Speaker 1: even imagine how much what the grossers are there. Just

450
00:24:35,119 --> 00:24:38,680
Speaker 1: it's just constant, constant, and you check and see how

451
00:24:38,840 --> 00:24:42,919
Speaker 1: stores are performing. Because what's described for us the evaluative

452
00:24:42,960 --> 00:24:45,119
Speaker 1: process in which you decide we're going to close that store.

453
00:24:45,760 --> 00:24:48,879
Speaker 1: We don't close many stores. But so at five am

454
00:24:49,000 --> 00:24:53,840
Speaker 1: every morning of my life for the last hundred years,

455
00:24:54,720 --> 00:24:58,439
Speaker 1: we get a report on the data of every single

456
00:24:58,520 --> 00:25:03,760
Speaker 1: store in the world, basically, and we see what stores

457
00:25:03,800 --> 00:25:07,439
Speaker 1: are doing versus last week, versus last year, versus budget.

458
00:25:07,480 --> 00:25:09,919
Speaker 1: And you don't have the time to go stores. No,

459
00:25:10,040 --> 00:25:11,480
Speaker 1: But I've been doing this a long time, so I

460
00:25:11,480 --> 00:25:15,720
Speaker 1: can like you're reading a script, right, So when you

461
00:25:16,359 --> 00:25:20,240
Speaker 1: see is it specific to areas? When the ones don't work?

462
00:25:20,280 --> 00:25:23,800
Speaker 1: Why don't they work? Uh, we probably made a mistake

463
00:25:23,840 --> 00:25:26,360
Speaker 1: with the location, which we've done from time to time,

464
00:25:26,400 --> 00:25:30,440
Speaker 1: but not many times. We have a real science about demography.

465
00:25:31,440 --> 00:25:33,679
Speaker 1: We know where to go, what's the area of the

466
00:25:33,760 --> 00:25:36,520
Speaker 1: United States or what's even one store? What's the place

467
00:25:36,520 --> 00:25:41,280
Speaker 1: that just blows your mind? What's what's the all time Champa?

468
00:25:41,400 --> 00:25:46,800
Speaker 1: A couple of them of Starbucks store, Uh, phenomenal store

469
00:25:46,840 --> 00:25:50,080
Speaker 1: in Chicago and Oaken Rush you know that, you know,

470
00:25:50,640 --> 00:25:54,320
Speaker 1: you know Chicago. Um, most of our stores in Manhattan.

471
00:25:54,359 --> 00:25:55,960
Speaker 1: I do pretty well. The store and asked her places

472
00:25:56,040 --> 00:25:59,000
Speaker 1: like a high volumet store to store and so on

473
00:25:59,080 --> 00:26:01,480
Speaker 1: the corner of Cross be in in Broadway and you

474
00:26:01,480 --> 00:26:06,640
Speaker 1: know that store. Um, I've recently heard Donald Trump say

475
00:26:06,680 --> 00:26:09,160
Speaker 1: that the store in Trump Tower is the busiest store

476
00:26:09,160 --> 00:26:11,560
Speaker 1: in the world. I can promise you that is not

477
00:26:11,840 --> 00:26:15,200
Speaker 1: the case. Now, Um, did you ever look at this

478
00:26:15,840 --> 00:26:18,520
Speaker 1: and you think that your four bad moves away from

479
00:26:18,560 --> 00:26:20,760
Speaker 1: the whole thing going away? Have you ever seen a

480
00:26:20,760 --> 00:26:22,560
Speaker 1: company that really really, all of a sudden they just

481
00:26:22,600 --> 00:26:26,280
Speaker 1: went poof? They were gone? Well, we we almost lost

482
00:26:26,320 --> 00:26:34,200
Speaker 1: the company in oh seven. Uh, Eubrius and success drove

483
00:26:34,320 --> 00:26:38,480
Speaker 1: a series of undisciplined mistakes. Now, I wasn't at I

484
00:26:38,520 --> 00:26:40,919
Speaker 1: wasn't I left the CEO job during that period, but

485
00:26:40,960 --> 00:26:45,840
Speaker 1: I was still. Um. I was bored at the time.

486
00:26:45,960 --> 00:26:47,800
Speaker 1: I just felt like I had done so many different things,

487
00:26:47,800 --> 00:26:50,840
Speaker 1: and I did a couple of things that I wanted

488
00:26:50,880 --> 00:26:53,320
Speaker 1: to do that I should not have done. Once I left.

489
00:26:53,720 --> 00:26:56,240
Speaker 1: What you do? I bought a basketball team, which one

490
00:26:56,600 --> 00:27:00,000
Speaker 1: Seattle Superstonics. You bought the Seattle Supertonics, which you shouldn't

491
00:27:00,000 --> 00:27:02,600
Speaker 1: have done. No, I should have done it. It just

492
00:27:02,680 --> 00:27:06,159
Speaker 1: was culturally not for me. But I wanted on the Yankees.

493
00:27:06,200 --> 00:27:07,679
Speaker 1: But that wasn't gonna happen to you a Yankee fan.

494
00:27:08,560 --> 00:27:10,640
Speaker 1: I'm more of a Yankee fan, I mean the Mets.

495
00:27:10,680 --> 00:27:12,240
Speaker 1: It is hard to root for the Mets. I mean

496
00:27:12,240 --> 00:27:14,000
Speaker 1: we grew the harder to root for the Jets. I

497
00:27:14,040 --> 00:27:16,160
Speaker 1: grew up with a Giant fan. I'm a Giant fan

498
00:27:16,240 --> 00:27:18,960
Speaker 1: now and I respect the Mets. The Jets, I mean,

499
00:27:19,000 --> 00:27:21,359
Speaker 1: they just never failed to bring it right. The Jets

500
00:27:21,520 --> 00:27:23,760
Speaker 1: organizationally have time. You never think they don't want to

501
00:27:23,760 --> 00:27:25,840
Speaker 1: spend the money. But how long did you own the

502
00:27:25,880 --> 00:27:29,000
Speaker 1: sh I'm totally ignorant about this, how perspects for five

503
00:27:29,119 --> 00:27:33,640
Speaker 1: years and um, and when it didn't turn out well

504
00:27:33,680 --> 00:27:38,800
Speaker 1: and it didn't end well, um, I convinced myself that

505
00:27:39,000 --> 00:27:45,560
Speaker 1: I could apply my talents and my insight and vision

506
00:27:46,280 --> 00:27:50,199
Speaker 1: onto a professional basketball team and change the culture. And

507
00:27:50,280 --> 00:27:52,280
Speaker 1: I was not able to do it. And you wanted

508
00:27:52,280 --> 00:27:55,159
Speaker 1: to change it from what to what. I wanted to

509
00:27:55,200 --> 00:27:57,720
Speaker 1: create an environment in which people played for each other.

510
00:27:59,800 --> 00:28:03,320
Speaker 1: And I think I was very naive. They don't I

511
00:28:03,320 --> 00:28:06,399
Speaker 1: think this. I think the the Golden State Warriors have

512
00:28:06,480 --> 00:28:09,199
Speaker 1: proven that they do. I think the San Antonio Spurs do.

513
00:28:10,240 --> 00:28:12,719
Speaker 1: It looks like Belichick in New England Patriots do. It's

514
00:28:12,760 --> 00:28:15,680
Speaker 1: the top down thing. Yeah, I think. I'm very good

515
00:28:15,720 --> 00:28:19,400
Speaker 1: friends with Tony the russa baseball manager who had such

516
00:28:19,400 --> 00:28:21,720
Speaker 1: great success in St. Louis, and I think he taught that.

517
00:28:22,160 --> 00:28:25,440
Speaker 1: But as an owner on as an outsider, I don't

518
00:28:25,440 --> 00:28:27,760
Speaker 1: think I was able to build a kind of trust

519
00:28:27,760 --> 00:28:31,960
Speaker 1: and confidence that could imprint that. I think if you

520
00:28:32,040 --> 00:28:34,840
Speaker 1: started from scratch, I could do it. By the time

521
00:28:34,880 --> 00:28:36,600
Speaker 1: that you did it, did someone whisper to you don't

522
00:28:36,640 --> 00:28:39,120
Speaker 1: do this? We warned my wife, She told you don't

523
00:28:39,160 --> 00:28:40,800
Speaker 1: do it. Why why did she feel she hated it

524
00:28:40,800 --> 00:28:46,800
Speaker 1: from the beginning? Just the nature of sports writers, um

525
00:28:46,960 --> 00:28:51,600
Speaker 1: sports fans, the the immediate need to win, and and

526
00:28:51,640 --> 00:28:54,560
Speaker 1: how difficult it is in a small market to do that.

527
00:28:54,880 --> 00:29:00,600
Speaker 1: When you stepped away as CEO, how long did that last? Uh?

528
00:29:00,720 --> 00:29:04,320
Speaker 1: Four or five years? During came back to I never

529
00:29:04,400 --> 00:29:06,440
Speaker 1: planned to come back, but I had to come back

530
00:29:07,560 --> 00:29:10,520
Speaker 1: as for love and responsibility, trying to save the company.

531
00:29:10,520 --> 00:29:12,160
Speaker 1: We were almost we almost lost it. And how did

532
00:29:12,200 --> 00:29:15,640
Speaker 1: that happen? Describe how you would lose the company? Well,

533
00:29:15,680 --> 00:29:18,240
Speaker 1: we lost about thirty billion dollars in market cap in

534
00:29:18,280 --> 00:29:24,720
Speaker 1: about a year. The reason was bad locations, uh, measuring

535
00:29:24,720 --> 00:29:27,440
Speaker 1: and rewarding the wrong things and fracturing the culture of

536
00:29:27,440 --> 00:29:29,200
Speaker 1: the company. You see. I mean, I don't know anything

537
00:29:29,200 --> 00:29:31,800
Speaker 1: about business, but you would see in New York, for example,

538
00:29:31,840 --> 00:29:34,120
Speaker 1: that CVS and Dwayne Read open stores across the street

539
00:29:34,120 --> 00:29:36,360
Speaker 1: from each other, like within a block. They have one

540
00:29:36,400 --> 00:29:38,400
Speaker 1: on every block in a battle to put each other

541
00:29:38,400 --> 00:29:41,680
Speaker 1: out of business and undercut their prices. And there was

542
00:29:41,680 --> 00:29:43,000
Speaker 1: a time on the Upper West Side there seemed like

543
00:29:43,000 --> 00:29:45,240
Speaker 1: there was a Starbucks on every block. Too many problems,

544
00:29:45,240 --> 00:29:47,200
Speaker 1: too many They just seem that way with thought of

545
00:29:47,240 --> 00:29:49,080
Speaker 1: this must be a move for them to just kill

546
00:29:49,120 --> 00:29:52,000
Speaker 1: all the competition. But if you break business down, it's

547
00:29:52,040 --> 00:29:55,800
Speaker 1: pretty simple. It really is. You have to have a

548
00:29:55,840 --> 00:29:59,320
Speaker 1: really a vision and a real core purpose and reason

549
00:29:59,400 --> 00:30:02,120
Speaker 1: for being. You have to recognize its success is best

550
00:30:02,160 --> 00:30:04,400
Speaker 1: when it's shared, and you've got to create a culture

551
00:30:04,440 --> 00:30:06,520
Speaker 1: in a set of values where people feel like they're

552
00:30:06,520 --> 00:30:09,160
Speaker 1: part of something larger than themselves. You treat people with

553
00:30:09,200 --> 00:30:11,800
Speaker 1: great respect. You exceed the expectations of your people so

554
00:30:11,840 --> 00:30:14,400
Speaker 1: they can exceed the expectations of the customer. That's it.

555
00:30:14,560 --> 00:30:16,160
Speaker 1: Who was whose idea was it for you to come

556
00:30:16,200 --> 00:30:20,760
Speaker 1: back mine? You can do? I knew it, and they

557
00:30:20,800 --> 00:30:24,920
Speaker 1: welcomed you. Please. The media and the Wall Street analysts

558
00:30:24,920 --> 00:30:30,840
Speaker 1: wrote seething stories said how could you possibly bring him back?

559
00:30:30,920 --> 00:30:33,360
Speaker 1: He was the problem from the beginning. I have all

560
00:30:33,400 --> 00:30:36,320
Speaker 1: those headlines. I put him in a drawing the It

561
00:30:36,440 --> 00:30:39,920
Speaker 1: was brutal, and even some people in the company said, no,

562
00:30:40,040 --> 00:30:42,160
Speaker 1: not not him. And then there was some people on

563
00:30:42,160 --> 00:30:44,640
Speaker 1: the board who thought, we need a professional manager, we

564
00:30:44,640 --> 00:30:47,920
Speaker 1: need a real professional and U with the task in

565
00:30:47,960 --> 00:30:50,560
Speaker 1: the beginning closing love of stores. We closed a thousand

566
00:30:50,600 --> 00:30:53,200
Speaker 1: stores within six months of me returning all that had

567
00:30:53,240 --> 00:30:56,400
Speaker 1: opened in less than a year. That's how bad just

568
00:30:56,480 --> 00:30:59,719
Speaker 1: makes fires. Yeah, we just and I had to make

569
00:30:59,720 --> 00:31:03,120
Speaker 1: some very tough decisions. But here we are. Man, when

570
00:31:03,200 --> 00:31:05,400
Speaker 1: what period of time does the thirty billion dollar loss

571
00:31:05,400 --> 00:31:07,800
Speaker 1: of market cap that reverses itself over? What period of

572
00:31:07,800 --> 00:31:09,480
Speaker 1: time you're there for? How long when you come back?

573
00:31:09,600 --> 00:31:12,120
Speaker 1: If I came back in January eight, so I've been

574
00:31:12,160 --> 00:31:16,360
Speaker 1: back eight years almost nine, I guess we lost that

575
00:31:16,440 --> 00:31:19,280
Speaker 1: market cap from O seven to oh nine. Eight O

576
00:31:19,440 --> 00:31:22,120
Speaker 1: nine came back and started coming back in in two

577
00:31:22,120 --> 00:31:26,600
Speaker 1: thousand eleven, and then today, um, as good as it's

578
00:31:26,640 --> 00:31:30,440
Speaker 1: ever been. But success at this level is very fragile,

579
00:31:31,120 --> 00:31:32,840
Speaker 1: and I worry all the time. Well, I mean, I

580
00:31:32,840 --> 00:31:35,520
Speaker 1: remember when I was a kid, you would see chains

581
00:31:35,560 --> 00:31:38,720
Speaker 1: of food companies that are gone. You know, they might

582
00:31:38,720 --> 00:31:41,280
Speaker 1: not have been big monoliths like like a McDonald, but

583
00:31:41,320 --> 00:31:44,479
Speaker 1: there was heart Ease, and there was Wetson's, and there

584
00:31:44,520 --> 00:31:48,800
Speaker 1: was other companies and they're there's gone. Remember the Walkman BlackBerry?

585
00:31:48,880 --> 00:31:50,440
Speaker 1: Do you have a fear of that all the time?

586
00:31:50,560 --> 00:31:53,320
Speaker 1: You do? And that's why I think we're you know,

587
00:31:53,360 --> 00:31:54,920
Speaker 1: part of the reason why I think we're successful was

588
00:31:55,160 --> 00:31:58,560
Speaker 1: Andy Grove, who was the head of Intel. Intel once said,

589
00:31:58,840 --> 00:32:01,680
Speaker 1: only the paranoids of what's what's something that you want

590
00:32:01,680 --> 00:32:03,400
Speaker 1: to do that you're not sure you can do. What's

591
00:32:03,400 --> 00:32:06,520
Speaker 1: something you'd like Starbucks to today? Right, What's what's the

592
00:32:06,560 --> 00:32:08,160
Speaker 1: thing you've dreamed about for a while that you'd like

593
00:32:08,240 --> 00:32:09,960
Speaker 1: to do that you're not quite sure you can do it.

594
00:32:10,440 --> 00:32:13,680
Speaker 1: But traditional Starbucks stores less than two thousand feet and

595
00:32:13,720 --> 00:32:17,920
Speaker 1: we started designing and building almost a twenty thousand square

596
00:32:17,960 --> 00:32:22,960
Speaker 1: foot Disney like experience in Seattle and people and it's

597
00:32:23,240 --> 00:32:26,840
Speaker 1: a great expense, I mean, very very expend big bet

598
00:32:27,360 --> 00:32:29,520
Speaker 1: where we're roasting in the store, we're doing all kinds

599
00:32:29,520 --> 00:32:32,000
Speaker 1: of things. But it's more than a store. And people

600
00:32:32,040 --> 00:32:34,200
Speaker 1: thought this is the beginning of the end. This guy

601
00:32:34,240 --> 00:32:37,400
Speaker 1: has lost it. That store has turned out to be

602
00:32:38,320 --> 00:32:42,240
Speaker 1: a mecca for tourists and everyone who comes close to

603
00:32:42,280 --> 00:32:45,320
Speaker 1: the city of Seattle. We're now under construction New York

604
00:32:45,760 --> 00:32:49,520
Speaker 1: on the corner of ninth and fifteen for the same operation. Well,

605
00:32:49,520 --> 00:32:53,000
Speaker 1: that one will be square feet two levels, next to

606
00:32:53,040 --> 00:32:56,000
Speaker 1: the Chelsea Market and across from Google. And we're under

607
00:32:56,040 --> 00:32:59,960
Speaker 1: construction in Shanghai with one that will even be bigger. Uh.

608
00:33:00,280 --> 00:33:02,080
Speaker 1: I don't know if these things will have the same

609
00:33:02,160 --> 00:33:05,520
Speaker 1: level of impact. I believe it will um but we

610
00:33:05,560 --> 00:33:08,120
Speaker 1: have to keep reinventing and keep dreaming. Well, I want

611
00:33:08,120 --> 00:33:10,240
Speaker 1: to just I want to do what I can because

612
00:33:10,280 --> 00:33:13,400
Speaker 1: I'm a Starbucks fan, to make my contribution to ensure

613
00:33:13,480 --> 00:33:15,080
Speaker 1: the success of Starbucks. And as I said to you

614
00:33:15,120 --> 00:33:17,320
Speaker 1: before off Mike when we were outside, you gotta bring

615
00:33:17,320 --> 00:33:20,680
Speaker 1: back prison Cake. When I was in New Orleans, it

616
00:33:20,800 --> 00:33:23,440
Speaker 1: was you gotta find that this one cake. We called

617
00:33:23,440 --> 00:33:25,920
Speaker 1: it prison cake because it was kind of an oatmeal loaf.

618
00:33:25,960 --> 00:33:28,640
Speaker 1: It had no glaze on it, no drizzle on it

619
00:33:28,640 --> 00:33:31,200
Speaker 1: was very low sugar. You didn't feel guilty in my

620
00:33:31,280 --> 00:33:34,440
Speaker 1: pre diabetic nightmare, I wanted my coffee and I wanted

621
00:33:34,480 --> 00:33:37,760
Speaker 1: my prison cake. And then and then we've got I'm

622
00:33:37,880 --> 00:33:40,120
Speaker 1: asking you, that's why we brought you here, like we're

623
00:33:40,160 --> 00:33:42,240
Speaker 1: gonna find you. Guys had prison cake. It was like

624
00:33:42,280 --> 00:33:45,320
Speaker 1: an oatmeal loaf and it's gone or oat loaf for

625
00:33:45,440 --> 00:33:47,400
Speaker 1: something and it was gone. And I thought, how could

626
00:33:47,440 --> 00:33:51,800
Speaker 1: you do that to me? I can't eat stuff. Okay,

627
00:33:51,840 --> 00:33:53,720
Speaker 1: that's a long time ago out a long time ago.

628
00:33:53,920 --> 00:33:56,600
Speaker 1: But you were there. This is on your watch, Howard Schultz,

629
00:33:56,840 --> 00:34:00,240
Speaker 1: you killed prison Cake. I expect you brought your team,

630
00:34:00,280 --> 00:34:01,880
Speaker 1: your cracked team with you here. I hope they're on

631
00:34:01,920 --> 00:34:08,720
Speaker 1: the prison cake hunt as searching as we find or

632
00:34:08,760 --> 00:34:12,319
Speaker 1: maybe not. I never heard back from Starbucks about the

633
00:34:12,360 --> 00:34:15,839
Speaker 1: origin of prison Cake that said they have been busy

634
00:34:15,960 --> 00:34:19,480
Speaker 1: with the launch of their new video and podcast series

635
00:34:19,760 --> 00:34:23,600
Speaker 1: called Upstanders. What basically we've done is we went out

636
00:34:24,200 --> 00:34:27,400
Speaker 1: and we found these people, and we created podcasts like

637
00:34:27,440 --> 00:34:31,960
Speaker 1: we're doing here. We created word essays on each one

638
00:34:32,000 --> 00:34:35,759
Speaker 1: of them, five minute video stories that are now embedded

639
00:34:35,800 --> 00:34:39,480
Speaker 1: in Starbucks mobile app. And basically we're doing everything we

640
00:34:39,520 --> 00:34:42,600
Speaker 1: can to shine a light on the fact that citizens

641
00:34:42,640 --> 00:34:45,680
Speaker 1: across the country are really the real story. Over the

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Speaker 1: last few years, I've been super critical of the fracturing

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Speaker 1: of leadership and the lack of um responsibility by elected

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Speaker 1: officials in Washington. How dysfunctional and polarized it's been. But

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Speaker 1: having said that, every day people wake up all over

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Speaker 1: America and every city doing great things. And I want

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Speaker 1: to tell those stories. And I'm gonna use Starbucks and

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Speaker 1: our scale and our platform to share the upstandards. And

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Speaker 1: that's what we're doing. We've got a great response, how

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Speaker 1: great the people in this country really are? Yes, have

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Speaker 1: you ever thought of running? I have thought about that,

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Speaker 1: but not not now. Not now. It means maybe so

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Speaker 1: all the time. Maybe maybe that'd be a great idea.

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Speaker 1: Howard Schultz, CEO of Starbucks. You can view and listen

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Speaker 1: to the Upstanders series on the Starbucks mobile app. This

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Speaker 1: is Alec Baldwin and you were listening to Here's the

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Speaker 1: thing