|
||||||||||||||||||||
|
||||||||||||||||||||
|
||||||||||||||||||||
| ||||||||||||||||||||||||
Wird oft zusammen gekauft
Produktinformation
Möchten Sie die Produktinformationen aktualisieren oder Feedback zu den Produktabbildungen geben?
Ist der Verkauf dieses Produkts für Sie nicht akzeptabel? |
Mehr über den Autor
Entdecken Sie Bücher, lesen Sie über Autoren und mehr
› Besuchen Sie die Seite von Howard Schultz auf Amazon
› Besuchen Sie die Seite von Howard Schultz auf Amazon
Produktbeschreibungen
Pressestimmen
In 2000, Starbuck's founder and CEO Schultz (Pour Your Heart into It) stepped down from daily oversight of the company and assumed the role of chairman. Eight years later, in the midst of the recession and a period of decline unprecedented in the company's recent history, Schultz--feeling that the soul of his brand was at risk--returned to the CEO post. In this personal, suspenseful, and surprisingly open account, Schultz traces his own journey to help Starbucks reclaim its original customer-centric values and mission while aggressively innovating and embracing the changing landscape of technology. From the famous leaked memo that exposed his criticisms of Starbucks to new product strategies and rollouts, Schultz bares all about the painful yet often exhilarating steps he had to take to turn the company around. Peppered with stories from his childhood in tough Canarsie, N.Y., neighborhoods, his sequel to the founding of Starbucks is grittier, more gripping, and dramatic, and his voice is winning and authentic. This is a must-read for anyone interested in leadership, management, or the quest to connect a brand with the consumer. --Publisher's Weekly, Starred Review
"Howard Schultz's refreshingly candid, compelling narrative demonstrates what it takes to lead in these extraordinary times. Onward is a rare first-hand account at how one of the world's most iconic brands overcame the challenges that confront us all." --Indra Nooyi, Chairman and CEO of PepsiCo
“Through the lens of his personal leadership journey, with all of its dizzying ups and agonizing downs, Howard Schultz has written, with aching honesty and passion, the single most important book on leadership and change for our time and for every generation of leaders. This book is not just required reading, it's mandatory.” --Warren Bennis, Distinguished Professor of Business, University of Southern California and author of Still Surprised: A Memoir of a Life in Leadership
Kurzbeschreibung
In this follow up to Pour Your Heart into It, founder and CEO of Starbucks Howard Shultz shares the story of the company's ongoing transformation, revealing how Starbucks has achieved profitability and sustainability without sacrificing humanity during one of the most tumultuous economic times in history.
Welche anderen Artikel kaufen Kunden, nachdem sie diesen Artikel angesehen haben?
Vorgeschlagene Tags zu ähnlichen Produkten(Was ist das?)Setzen Sie den ersten relevanten Tag hinzu (ein Schlüsselwort, das mit diesem Produkt in engem Zusammenhang steht).
|
Eine digitale Version dieses Buchs im Kindle-Shop verkaufen
Wenn Sie ein Verleger oder Autor sind und die digitalen Rechte an einem Buch haben, können Sie die digitale Version des Buchs in unserem Kindle-Shop verkaufen.
Weitere Informationen
Kundenrezensionen
Die hilfreichsten Kundenrezensionen
Format:Gebundene Ausgabe
Das Buch ist sehr informativ und das Englisch ist sehr gut zu verstehen.
Dieses Buch beschreibt nicht nur wie Starbucks es aus der Krise geschafft hat,
sondern auch wie die Öffentlichkeit Howard Schultzs Schritte sah.
Dieses Buch beschreibt nicht nur wie Starbucks es aus der Krise geschafft hat,
sondern auch wie die Öffentlichkeit Howard Schultzs Schritte sah.
Format:Gebundene Ausgabe
I really enjoyed reading this book. It is not only about Starbucks, but also about being CEO of a big firm and the things that can happen to you and your firm. Mean things people can say about you and how they can affect your business.
The book is about keeping your values while growing immensely.
I highly recommend this book to anyone who is also interested in the life of a CEO and it's troubles.
The book is about keeping your values while growing immensely.
I highly recommend this book to anyone who is also interested in the life of a CEO and it's troubles.
Format:Gebundene Ausgabe
"Indeed I have given him as a witness to the people,
A leader and commander for the people." -- Isaiah 55:4 (NKJV)
Company founders often have a unique vision of what they are trying to accomplish that's based in a set of values that are deserving of respect. Unless such a vision is experienced, appreciated, and consistently pursued, most organizations lose their way as the power of the vision wanes . . . to be replaced by merely accomplishing various goals that are unconnected to the vision. In the case of Starbucks, Howard Schultz had a life-changing experience in an Italian espresso bar that led to his vision for the company. After Schultz was no longer CEO (called ceo at Starbucks), the vision lost focus and faded in favor of meeting various expansion goals.
When what is now being called "The Great Recession" hit, Starbucks reeled as customers started spending a lot less for the first time. Such a downward spiral is hard to overcome, and Howard Schultz learned that the hard way as he returned to the ceo job.
Onward is the story of how Starbucks revitalized and created a better way to deliver Schultz's vision.
If you have only a casual interest in Starbucks, this story will be too long and detailed for you.
If you are a company leader who is looking to turn around the fortunes of an ailing retail concept, you'll find all of the detail helpful in avoiding pitfalls. Having worked with a number of companies seeking to make such improvements, I was struck that the perspectives and experiences of Mr. Schultz rang very true. Focusing on principles and values in reference to a vision of what should be happening with customers and colleagues really helps in such circumstances because it's easy to be distracted by various cost-cutting and new product programs into doing the wrong things.
The book's main weakness is a lack of cause-and-effect accounting for how much various actions contributed to the turnaround. As a result, the management lessons are highly diluted . . . something that's not good for a cup of coffee or learning from the recounting of a turnaround.
A leader and commander for the people." -- Isaiah 55:4 (NKJV)
Company founders often have a unique vision of what they are trying to accomplish that's based in a set of values that are deserving of respect. Unless such a vision is experienced, appreciated, and consistently pursued, most organizations lose their way as the power of the vision wanes . . . to be replaced by merely accomplishing various goals that are unconnected to the vision. In the case of Starbucks, Howard Schultz had a life-changing experience in an Italian espresso bar that led to his vision for the company. After Schultz was no longer CEO (called ceo at Starbucks), the vision lost focus and faded in favor of meeting various expansion goals.
When what is now being called "The Great Recession" hit, Starbucks reeled as customers started spending a lot less for the first time. Such a downward spiral is hard to overcome, and Howard Schultz learned that the hard way as he returned to the ceo job.
Onward is the story of how Starbucks revitalized and created a better way to deliver Schultz's vision.
If you have only a casual interest in Starbucks, this story will be too long and detailed for you.
If you are a company leader who is looking to turn around the fortunes of an ailing retail concept, you'll find all of the detail helpful in avoiding pitfalls. Having worked with a number of companies seeking to make such improvements, I was struck that the perspectives and experiences of Mr. Schultz rang very true. Focusing on principles and values in reference to a vision of what should be happening with customers and colleagues really helps in such circumstances because it's easy to be distracted by various cost-cutting and new product programs into doing the wrong things.
The book's main weakness is a lack of cause-and-effect accounting for how much various actions contributed to the turnaround. As a result, the management lessons are highly diluted . . . something that's not good for a cup of coffee or learning from the recounting of a turnaround.
Möchten Sie weitere Rezensionen zu diesem Artikel anzeigen?
Waren diese Rezensionen hilfreich?
Wir wollen von Ihnen hören.
Kunden diskutieren
|
Das Forum zu diesem Produkt
Fragen stellen, Meinungen austauschen, Einblicke gewinnen Aktive Diskussionen in ähnlichen Foren
Kundendiskussionen durchsuchen
|
Ähnliche Foren
|
||||||||||||||||||||||||||||||||||
Lieblingslisten
|
|
Ähnliche Artikel finden
Anhand des Sachgebietes nach ähnlichen Produkten suchen:
Ihr Kommentar
Möchten Sie die Produktinformationen aktualisieren oder Feedback zu den Produktabbildungen geben?
|
