Notes on "Injecting Heart"

1975 after graduating from college, like many people, I don't know what to do next. I'm not going back to new york, so I'll stay in Michigan and work in a nearby skating rink. I have no tutor, no role model, and no special teacher to guide me. So I can only spend time thinking for myself, but I have never been inspired.

I learned much more about work and business there (Xerox Training School) than I did in college. They trained me in sales and marketing, presentation and performance skills, so that I could go to work with fairly healthy self-esteem. Xerox is a reputable company, and it always wins a lot of respect when introducing my company to others.

Making sales calls is a good training for doing business. It taught me the ability to improvise. This job still attracts me and keeps me humorous and adventurous. I strive to compete, compete, and strive to be the best and most eye-catching person, and become the leader in the sales team. I want to win.

I want to do something more challenging.

I am a salesman myself, so I know how to promote the business of my sales team. I quickly put our products into high-end retail stores and set up sales counters.

I feel like I'm always thinking about something, trying to take my destiny into my own hands. This may be one of my weaknesses: always thinking about what to do next. Enough is enough. So, I found Starbucks, and I finally understood what a job is to capture your heart and imagination.

Grasping what you imagine can also fascinate others.

This is my holy land, and I have arrived.

They started Starbucks for only one reason: they like coffee and tea, and they want the best coffee in Seattle.

But the founders of Starbucks have not studied the market trend, and their hearts are full of yearning for high-quality coffee-their own yearning.

First of all, each company must represent something. Starbucks represents not only high-quality coffee, but also the deep processing method of baking to black that the founders are intoxicated with. This makes the product unique and genuine. Secondly, you can't just provide what customers want. If you can give them something unfamiliar and beyond their taste, you can bring them new-found excitement, integrate them with you and cultivate their loyalty.

The founder of Starbucks understands the basic principle of sales: to make customers interested in something, we must give it knowledge and experience and let those who want to know know. If you do this, you will form a market that seems to be in short supply and its popularity is beyond your imagination.

I believe in fate.

I have noticed that romantic and farsighted people have one characteristic: they try to create a better world completely different from monotonous daily life. This is also the purpose of Starbucks. We hope to create an oasis in our story, a place next door to you, where you can take a nap, listen to jazz, drink coffee, think about the universe or individuals, and even fantasize.

The more people who lack motivation in the initial stage, the more likely they are to create a world that others think is impossible with their own imagination.

Making sales calls is a good training for doing business. It has taught me the ability to improvise.

I want to win.

I feel like I'm always thinking about something. I want to control my own destiny. This may be one of my weaknesses: I always think about what my next step is. Enough is enough.

In this way, it was not until I discovered Starbucks that I finally understood what a job could capture your heart and imagination.

I remind myself hundreds of times every day that my internal and external life depends on the labor of others, whether dead or alive, I will make every effort to make myself worthy of my income. -Albert Einstein

We are all inheritors of the great tradition.

If you say you never had a chance, it may be that you never seized it.

I think this is a turning point in my life. There must be such a turning point. I must join Starbucks.

Most people turn around and leave when they are rejected by a job. . . I've been told over and over again that it's impossible, but I'll try my best to fight for it, argue and finally turn the situation around. Life is often made up of a series of mistakes. We attribute it to luck. In fact, what you have to do is to seize the present and take responsibility for your future. You have to have some spirit, dare to face what others can't see and pursue what others can't catch-no matter who says it, you must stick to your own path.

When you are really sure-in your heart, in your dream-and you feel sure, you must do something to make your point come true.

There are many moments in life when you feel like you're going to be cut in half.

Its coffee is undoubtedly the best, but its service sometimes seems a bit arrogant. This attitude is really the pride and superiority of Starbucks Coffee. I have noticed that first-time customers sometimes feel neglected and lost. So, together with you, I have established a good relationship with customers and done a lot of work in terms of skills and material conditions, so that customers can better understand the knowledge about coffee.

The so-called viewpoint is what people have never seen.

In the eyes of Americans, the man standing behind the counter is just a worker with no skills, but in Italy, he can make a perfect cup of coffee and he is regarded as an artist. The Italian coffee master is a respectable person in the eyes of his neighbors. I think this is a powerful attraction. It's a bond that connects people who like coffee. . . The first thing we should do is to uncover the mystery and romance of the coffee bar. Italians know that interpersonal relationships can be linked through coffee, which is an aspect of social life.

We just regard coffee as a product and sell bags of coffee beans to customers like a grocery store for their family consumption. We are still far from the spirit and soul of coffee-and the real coffee spirit has existed for centuries.

I felt the indescribable romantic feelings and the call of the community plot. Italians turn drinking coffee into an aria, which is correct. Starbucks also played in the same hall, but our performance lacked the string part.

Nothing is more valuable than the trust and confidence among company employees. Once people feel that the management reward mechanism is unfair, they will feel alienated. Once they don't trust the management, the future of the company will be in jeopardy.

Starting a business in debt is not the best way. In my opinion, the best way for a business operator to maintain control is to please the major shareholder with his or her business performance, even if his or her own shares are less than 50%. This is much more beneficial than the risk of heavy debt, which limits the possibility of future development and innovation.

Good or bad luck may be one of the elements of success, but most of us must create our own opportunities and prepare to take off when others are not looking.

My self-confidence is so strong that I just enjoy people's low opinion of me because I am sure I can win it for them.

Only those who dare to take the road that few people take, start new businesses, invent new products, establish lasting enterprises, and inspire people around them to give full play to their talents can step on the commanding heights of success.

"I see that most successful people have incredible motivation and they will spend a lot of energy to struggle. In this world, generally speaking, few people are willing to fight like this. "

I never believe that my plan won't work, never. I firmly believe that the essence of espresso in Italy-the style of group gathering, strong artistic sense and the factors that connect with customers' daily life-is the key to let the American people enjoy coffee better.

We can't block the supply of high-quality coffee in the world, we can't hold the patent of redrying, and we can't separate latte from American popular vocabulary. I told them that our idea of "everyday" cafes was to reinvent a commodity. We will let coffee, an ancient and common thing, melt into new romantic feelings and strengthen interpersonal relationships; We should rediscover the fascinating characteristics and mysterious atmosphere of coffee for centuries; We want to attract customers with the atmosphere and style of the cafe and its knowledge.

As far as I know, Nike is a company comparable to ours. In the past, sports shoes were just a pure commodity-cheap, common and practical, but generally speaking, they could not be rated. Nike's strategic policy is to design world-class running shoes first, and then create the best display of sports life, a kind of fun and free will by your side. They spread this sportsmanship everywhere, arousing countless people who don't exercise much to wear Nike shoes. Back in the 1970s, a pair of good sports shoes generally cost $20. Who would have thought that people nowadays would pay 140 dollars for a pair of basketball shoes?

The best ideas are those that create a new state of mind or grasp people's needs before others realize it, which can make savvy investors realize that this idea is not only advanced, but also promising.

It is very difficult, if not impossible, to completely change the corporate culture. If you run a business in the wrong way for five years, it is impossible to suddenly replace it with a different value. By then, the water will already be in the well, so you can only drink it. No matter what your upbringing, values and guiding principles are, you must inculcate these principles in the early stage and let them guide every decision, every job and every goal you set. Whether you are the president of the company or a junior employee, the most important thing in your daily work is to communicate your values with others, especially the new employees. No matter the size of the enterprise, it is very important to lay a correct tone in the initial stage of the enterprise for its long-term success.

If you are setting up an organization, you will soon realize that you can't go it alone. If you can find completely trustworthy companions-they have different abilities, but share the same values as you, and multiple forces are combined into one, you can build a much stronger company.

We still believe that the key to success is the people we hire. Dave trained them to use the coffee machine, and I taught them sales and management skills. More importantly, we instill in them the desire to realize great dreams. Combining these factors, we can achieve great things.

Many of us have encountered such a critical moment in our lives-your dream is about to be dashed. You may not expect this to happen at all, but how you deal with it is very important. It is important to remember your own values: face it bravely, but also have a fair heart and don't give in. If people around you have the same sense of honesty, you will win.

I don't rely on my own shares to grasp the direction of the company, but on my inner values and my commitment to constantly create profits for our shareholders. Every step I take, I try to do more with less commitment. In the long run, this is the only way to ensure the smooth progress of any work.

1. Words from the heart

Put yourself in their shoes.

3. Share a great dream with them

If you want to build a great enterprise, you must have the courage to dream great dreams. If you only dream small dreams, you won't achieve great success.

Our competitive strategy is to win customers with the best coffee, the best service and the most cordial atmosphere.

I found that the effect of word-of-mouth is really better than the influence of advertising.

As time goes by, we realize that our coffee shop has a deeper romantic feeling and gives people an attractive atmosphere like coffee:

Taste romance.

Affordable luxury consumption.

An oasis.

Social interaction is leisurely.

If employees are regarded as their family members, they will be loyal to the company and give their all. Put yourself in the employee's shoes and the employee will think of you. . . If we can reduce the turnover of personnel, we can save the cost of training and recruitment. . . Better benefits attract good employees and make them stay longer.

If you treat employees as detachable parts of a car, they will treat you the same way. But they are not parts, each of them is an independent individual, who needs both self-worth affirmation and money to support his family.

Their enthusiasm and contribution are our first competitive advantage. Without this, we will all fail. (sense of belonging, trust and loyalty)

The following six principles will help us judge the correctness of the company's decision:

Provide a perfect working environment and create a working atmosphere of mutual respect and trust;

Adhering to diversified management is an important principle of enterprise management in China;

Purchasing, roasting and providing the freshest coffee with the highest standards;

Always meet customer needs with high enthusiasm;

Actively contribute to the community and the environment;

Realize that profit is the foundation of our future success.

In order to turn losses into profits, we must do the following three things: first, we must set up a management team to meet the needs of enterprise expansion in advance; The second is to establish a set of world-class baking equipment; Third, our computer information system must be enough to support the development needs of thousands of stores.

By hiring key position managers and putting in equipment in advance (in fact, it will be used soon), we have laid a solid foundation for the development of enterprises in the United States. The cost is high, but if we don't do this, we will never be able to accelerate development year after year without being out of breath.

If a company starts to decline, or stops developing, it is almost always because they no longer invest in the needed manpower or operating facilities.

The most obvious initial effect of a large amount of investment is not only the potential annual loss, but also the shrinkage of shareholders' shares.

Business is like life. When you know what you are trying to do, you will know what you are looking for.

Once you have figured out what to do, you should find someone with experience. Find a talented supervisor whose experience and major can guide you. They know where to find mineral deposits. If they have bold methods and actions in their own work and prove to be successful, they can also help you do the same thing. If they share your values and passions, and if they give you generous advice, they can help you through a difficult journey and celebrate your and your own victory.

They won't come to you, you might as well try to find them. With a truly wise person, don't be afraid to expose your vulnerability and admit your ignorance. When you frankly admit your weaknesses and ask for advice, you will understand how much help others can give you.

We must make it clear that our customers' requirements are all right, and it is our duty to give them a variety of choices.

People rarely have the motivation to innovate themselves when they are successful. (But the world is always changing)

At Starbucks, we have been aiming at such a goal for many years-to build a healthy enterprise.

Every enterprise has its own memory. . .

All great brands have their distinctive features and unforgettable qualities. Their products will make people look or feel better, and they have strong and smooth sales channels.

We are creating new things. We expand the market and redefine it. We won't poach hardcore customers from coffee companies such as Fuji, Macmillan or Hills Brothers. We do not pursue the maximization of the market. Our idea is to educate people how to enjoy coffee romantically. The idea we recommend to them is that good coffee, like good wine, needs to be brewed bit by bit. Just as people talk about which specific region of France produces which quality wine, we ask baristas to explain the different flavors of coffee and the differences between coffee beans produced in Kenya, Costa Rica and Sulawesi with profound knowledge.

To compete with the big brands in the coffee industry, Starbucks' advantage lies in its own personnel. Supermarket sales are not expressed in words and have no personality, because there is no interactive interpersonal communication. But in Starbucks, you will meet people who are quite familiar with coffee and enjoy all kinds of coffee.

Customers come to us for three reasons: coffee, people and feeling.

Many service industries in America are too mediocre. Whether in dry cleaners, supermarkets or banks, customers belong to a number, a credit card or a number. You are just one of many customers-someone in front and someone behind.

However, if you walk into a truly high-level service place, you will be actively received. People there will try their best to make you feel unique. Smiling at people, the service provided to you must be meticulous and unique.

Hire high-quality partners and deeply influence them with our passion for coffee.

"Everything is important."

It's not enough just to open a shop there. Don't think that customers will naturally flock to us. We must build momentum in advance and set off a whirlwind in the upcoming city.

Before we set up a series of local stores, we always choose a flagship store address, which must be located in the bustling area of the city and take advantage of its location to act with great fanfare.

At the same time, our creative department designs patterns according to the personality of each city. . . We print these pictures on big coffee cups and T-shirts, as well as reception invitations sent to partners and customers.

We should integrate Starbucks into the local community atmosphere. When entering every new market, we should at least jointly plan a community activity with local charities to create momentum for opening.

A few weeks after a new store opens, there is usually a reward mechanism for repeat customers.

We also provide internal publications printed and distributed by the company to introduce all kinds of information to customers and arouse their interest in coffee knowledge.

Scott believes that Starbucks should be a company that people "know": the name should appear in the latest jokes, in the latest music, related to current news figures, and even keep pace with political, literary, sports and cultural trends.

Vincent especially likes to quote such a metaphor: "if you study a butterfly according to aerodynamics and try to make it fly, it can't fly." It is precisely because butterflies don't understand this truth that they fly. " The same is true of Starbucks. What we do is what we think we can't do.

Our goal is that no matter where people shop, travel, entertain and work, they can drink Starbucks coffee.

For an enterprise that relies on brand to survive, it is very important to defend and enhance the brand, but we can't be afraid to explore new fields because of this goal. When unexpected problems occur, serious feedback from customers may threaten your carefully created image. Don't give up easily until you try your best to solve the difficulty.

No matter what you do, you can't always be calm. Don't do things the same way. Don't make the business model stiff. If you stand still, you will never surpass others.

Once there is any problem, we should not only solve it, but also generate innovative power and elegant creativity in the process of solving the problem.

As a leader, the most basic principle is that when you are not very confident, you must instill confidence in others.

This is a case of professional division of labor in large enterprises. Everyone only pays attention to the immediate local interests, so that no one pays attention to what impact this will have on the overall situation.

A good supervisor should have a bigger picture in his mind when everyone is only staring at the details. Management should urge the heads of departments to consult with each other and evaluate the situation in a broader context. A decision to reduce costs or improve efficiency will have a value-added effect only if it is placed in the overall framework of the long-term goal of the enterprise.

As early as the early 1980s, I had a clear understanding of the future of Starbucks, especially today. I know what I want, what information our store wants to convey, how to develop and how to get along with our partners and customers.