Review by Booklist Review
Nothing attracts readers more than an inspiring success story. Just as customers flock to Starbucks' ever-proliferating outlets, coffee aficionados and budding entrepreneurs and even those looking for better ways to manage employees will snap up Starbucks CEO Schultz's saga of building this java giant. Schultz grew up in a Brooklyn housing project and started out in New York selling coffeemakers. In 1982 he joined the then 10-year-old Starbucks as head of marketing and retailing. On a trip to Italy he became fascinated by the ubiquity of Milan's coffee bars and espresso shops, and upon returning he unsuccessfully tried to convince Starbucks' owners to open similar stores. Schultz left Starbucks to try it on his own but returned in three years with a buyout offer that was accepted. Starbucks has since grown from 11 stores with 100 employees to more than 1,000 stores with more than 16,000 employees. Yang, who writes for Business Week, helps Schultz make this saga perk. --David Rouse
From Booklist, Copyright (c) American Library Association. Used with permission.
Review by Publisher's Weekly Review
Starbucks CEO Schultz has given millions of Americans a taste for dark-roasted coffee blendsespresso, cappuccino, caffe latteas served in the congenial atmosphere of pseudo-Italian coffee bars. With Business Week writer Yang, he recalls here rounding up often reluctant investors, opening his first store in Seattle, fending off a takeover, providing stock options and health care coverage to employees while doggedly raising new capital despite early lossesand eventually delivering a 100-to-1 return on investment. As the company grew, with a new store opening daily nationwide, Schultz hired away executives from 7-11 and Burger King, took on Wall Street with an initial public stock offering, all the while developing additional products (Frappucino) and customizing the music tapes played in the shops. As instruction in plain English on how to build a billion-dollar retail specialty chain, it is hard to imagine a more satisfying brew than this memoir. $300,000 ad/promo. (Sept.) (c) Copyright PWxyz, LLC. All rights reserved
(c) Copyright PWxyz, LLC. All rights reserved
Review by Library Journal Review
Schultz, chairman and CEO of Starbucks, and writer-researcher Yang trace the growth and development of Starbucks from a single store in Seattle, which in 1973 sold only dark-roasted coffee beans, to the international business it has become today. Schultz does not conceal his passion for good coffee or for his company. His initial goals were to introduce Americans to really fine coffee, provide people with a "third place" to gather, and treat his employees with dignity. The extent to which he succeeded and the obstacles encountered along the way are the subjects he tackles here. This is not, in the strictest sense, a how-to book despite its considerable detail but more a motivational title. Recommended for large public libraries.Joseph C. Toschik, Half Moon Bay P.L., Cal. (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.
(c) Copyright Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.
Review by Kirkus Book Review
A chatty history of Starbucks by its CEO, who announces that he considers the company to be only in its third chapter (which is nowhere near the eleventh). Schultz first heard of Starbucks in 1981 when he sold to the fledgling business a number of expensive coffeemakers, and he fell in love with the company immediately. He calls the meeting bashert (Yiddish for destiny), and while the Seattle-based group may have had another word for it, Brooklyn-bred Schultz does seem particularly suited to Starbucks. He repeatedly swoons over the coffee and details at length the process that turns a small green bean into a dark brown drink in a green cup. His enthusiasm for his product is palpable when he writes of ``the romance of the coffee experience'' at Starbucks, though his tips about how to run a company are less valuable. Schultz does offer some useful war stories--especially his dinner with the Seattle partners, who found him ``too New York''--and his idea of putting even part-time workers on the company's health-care plan is both admirable and cost-effective, saving money on employee turnover. Schultz, who bought the company for under $4 million, should have more specific points to convey about how he made Starbucks worth over $270 million in a half a decade. And much of the Starbucks story is overly familiar, while elsewhere, the narrative would be better served if the events were discussed chronologically: It's jarring to jump from the 1996 success of Frappuccinos and ice cream to the devastating Brazilian frost of 1994. Though this is unsatisfying as a skim-milk latte in places, Schultz is less a braggart and more a true believer than many CEOs, and (with Business Week staffer Yang) he provides a pleasing read. ($300,000 ad/promo; author tour)
Copyright (c) Kirkus Reviews, used with permission.