Howard Schultz

Like if word got out to Wall Street that you- Yeah, well, social media didn't exist at that time, but I just laid it out. What if that store was the difference between the food on your table and its success? And then I had this economic formula of how many customers it would take per store to turn comps around. And the number was low. It's like less than 10 per day or 11 per day.

Like if word got out to Wall Street that you- Yeah, well, social media didn't exist at that time, but I just laid it out. What if that store was the difference between the food on your table and its success? And then I had this economic formula of how many customers it would take per store to turn comps around. And the number was low. It's like less than 10 per day or 11 per day.

And so I said, let's just talk about New Orleans. You know how many new incremental customers it'll take in your store? And it was manageable and tangible.

And so I said, let's just talk about New Orleans. You know how many new incremental customers it'll take in your store? And it was manageable and tangible.

Anyway. Right, because you could actually imagine, okay, if 10 more people walk in the door today and I delight them in a particular way that brings them back tomorrow, like we're turning this thing around or we're turning this one store around. And if everybody does that.

Anyway. Right, because you could actually imagine, okay, if 10 more people walk in the door today and I delight them in a particular way that brings them back tomorrow, like we're turning this thing around or we're turning this one store around. And if everybody does that.

And the problem when you get this big is you start thinking about large numbers. But if you reduce it to the lowest common denominator, one store, one cup of coffee, one customer, one partner, and what if all of that works well? We rushed out of New Orleans like an effing tidal wave. And we never looked back. And less than a year was turned.

And the problem when you get this big is you start thinking about large numbers. But if you reduce it to the lowest common denominator, one store, one cup of coffee, one customer, one partner, and what if all of that works well? We rushed out of New Orleans like an effing tidal wave. And we never looked back. And less than a year was turned.

And you did crazy. I mean, the tactics involved in the turnaround. We closed the stores. For what? Noon onward, right? For an entire afternoon and evening.

And you did crazy. I mean, the tactics involved in the turnaround. We closed the stores. For what? Noon onward, right? For an entire afternoon and evening.

Because the previous administration had done things that diluted the integrity of coffee to maximize yield.

Because the previous administration had done things that diluted the integrity of coffee to maximize yield.

Like what? What does that mean?

Like what? What does that mean?

Well, let's say you're making a batch of brewed coffee. Well, what if that brewed coffee was based on a number of ounces of coffee? What if you just reduced it just a little bit? No one's going to know. It's little things.

Well, let's say you're making a batch of brewed coffee. Well, what if that brewed coffee was based on a number of ounces of coffee? What if you just reduced it just a little bit? No one's going to know. It's little things.

Little 10,000 little scratches of efficiency that dilute the experience.

Little 10,000 little scratches of efficiency that dilute the experience.

But we were beginning to face headwinds.

But we were beginning to face headwinds.