Starbucks the Brand

Oct 16, 2026

Uploaded by Mia

Starbucks the Brand is a brand-focused interview featuring Katie Couric and Starbucks CEO Howard Schultz discussing community, growth strategy, and moments of corporate regret. Schultz describes building a “third place” between home and work, then addresses later challenges tied to pricing and the recession. The conversation shifts to renewed attention on coffee quality, led by Andrew Linnemann, with tasting and brewing details. Schultz also explains brand strategy beyond coffee while staying rooted in the core experience.

LanguageEnglish

CategoryLifestyle

FormatTXT

Pages1

Reading Time2 min

AccessFree to download

Background Discussions

Third place and human connection

Growth vs. quality

Recession and apologies

Coffee quality and the new brewing focus

Brand identity and adjacent products

Starbucks the Brand [Background Discussions] KATIE COURIC: Here we are, Howard Schultz. When you look around this place, what do you see? HOWARD SCHULTZ: I see a deep sense of community. We intended from day one, to really, kind of build a third place between home and work. Really, I think, at a time in America where people are hungry for human connection, we're providing that. KATIE COURIC: Wow, that's a tall order for a coffee shop unless you're Howard Schultz, the CEO of Starbucks. HOWARD SCHULTZ: If we can bring you the world's best, healthy energy bar, and you know it's from Starbucks, that's accedo to the brand. KATIE COURIC: He's a born salesman. A cheerleader on caffeine. HOWARD SCHULTZ: My promise for you is I will never ask anything of you that I am not asking of myself. Happy anniversary, Starbucks! [Crowd Cheers] KATIE COURIC: Happy 40th anniversary, to be exact. Here, there, and everywhere. [Text on screen showing locations of Starbucks coffee shops: Los Angeles, Fukuoka, Japan, Mexico, Karakow Poland, Germany, and more] HOWARD SCHULTZ: We were never perfect. KATIE COURIC: So, what's up with the apologies? HOWARD SCHULTZ: We made mistakes. And we will make more mistakes. KATIE COURIC: Here's what's up. After leading Starbucks through grande sized growth in the 80s and 90s, Schultz stepped down as CEO in 2000 to focus on global expansion. HOWARD SCHULTZ: People around the world, they want the authentic Starbucks experience. Growth became a strategy as opposed to an outcome. KATIE COURIC: So, it was all about growth. HOWARD SCHULTZ: It was. KATIE COURIC: Not about quality. HOWARD SCHULTZ: It wasn't about quality. And more importantly, it wasn't about the customer or the partner. KATIE COURIC: Partner, by the way, is Starbucks speak for employee. It all came crashing down, starting in 2007. Starbucks' pricey frappuccinos and lattes didn't mix well with the failing economy. Do you think that the company and you had a tin ear about what people were experiencing during the height of the recession? HOWARD SCHULTZ: No. KATIE COURIC: You know, that maybe they couldn't spend 5 bucks on their coffee every day? HOWARD SCHULTZ: Katie, it's not 5 bucks. It's not 5 bucks. Let's get that right. It's $1.50. KATIE COURIC: But no, for these fancy coffee drinks that people are addicted to, it's a lot more than $1.50, Howard. HOWARD SCHULTZ: Okay, okay. I did not. We did not have a tin ear. Remember-- KATIE COURIC: A little bit? HOWARD SCHULTZ: The entire country, every company was going through a financial crisis. Starbucks was not alone. Primarily, we wanted to remove all of the physical barriers between us and our customers so that there was direct sight line. They could see everything. KATIE COURIC: Schultz says there's a renewed focus now on the product that puts Starbucks on the map: coffee, which puts the pressure on Andrew Linnemann, the Director of Coffee Quality. ANDREW LINNEMANN: I can't imagine a day without coffee. I can't imagine. KATIE COURIC: Every day in the tasting room at the Seattle headquarters, Linnemann and his team slurp. [Slurps] And I'm sorry to say, spit their way through dozens of cups. Taste-testing batches from around the world. WOMAN 1: Decent acid, good medium body. KATIE COURIC: To them, it's a bit like fine wine. ANDREW LINNEMANN: It's challenging because it's already a very intense flavor profile. There's a lot going on. And it's really hard to differentiate between coffees. KATIE COURIC: These days, Howard Schultz and Starbucks are, again, pushing ahead, full steam. What is this? HOWARD SCHULTZ: We discovered a piece of equipment that literally makes the best cup of brewed coffee you can find. KATIE COURIC: Schultz is back in salesman mode. Showing off a new brewing system that he claims makes the ultimate cup of coffee. Now, how much would this cup of joe cost me, Howard? HOWARD SCHU

FAQs

What does Howard Schultz say Starbucks aimed to create from the beginning?

He says Starbucks intended to build a “third place” between home and work, providing human connection for people who want it.

Why does the conversation mention problems starting in 2007?

Katie Couric links the situation to Starbucks’ pricey drinks not matching a failing economy during the recession.

How does Starbucks describe its renewed focus on product quality?

The discussion highlights coffee quality, with Andrew Linnemann leading daily tasting and an emphasis on improving the brewed cup using new equipment.

Oct 16, 2026

Uploaded by Mia