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Starbucks: Howard Schultz vs. Howard Schultz - BusinessWeek on 2009-08-22
- "I love being the underdog," as he did several times in our conversations
- Schultz went to visit Molly Moon's, a new ice cream shop in Seattle that everyone was talking about. It was a summer Sunday, and about 100 people were in line. When Schultz finally got in, he looked around carefully. He figured the owners hadn't spent more than $50,000 on the place; the signs were poor, the furniture secondhand. But there was energy and passion, and the ice cream was fantastic. "You want to be there," he says. "To me that store reinforces all the things I believe in. It's not marketing, research, consultants, it's just the experience."
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- - A month later, during a conversation in late July, he returns to the same idea. Word was out that Starbucks was opening a concept store in Seattle, and Schultz was as excited as I had seen him. Earlier in the year he'd asked a select group of employees a question: If you were going to open a store to compete with Starbucks, how would you do it? Then Schultz gave them a small budget, told them they were on their own, and left. In early June they emerged to present a design they called 15th Ave. Coffee & Tea. On the door it would say: "Inspired by Starbucks." (Schultz insisted the store have a different name because it offers beer and wine.) It would sell Starbucks coffee, but the company logo and graphics would be gone. So would the automated espresso machines that some Starbucks stores still use and Schultz has always hated. The food would be baked locally. There would be coffee and tea tastings in the mornings. In the evenings, music and poetry readings. "We all said we'd invest in that company," recalls Schultz. "I said: 'Go open it.' "
    
    He visited the store for the first time just days before it opened on July 24. "I was blown away by the creativity," he says. "I asked the lead designer: 'Where did you get this coffee scale?' She got it from the flea market. When is the last time somebody went to the flea market to get something for a Starbucks store? It reminds me of the early days, when we were fighting for survival, for respect. To me this hearkens back to when we were at our best." He says there are plans to open two other concept stores in Seattle. Beyond that, he can't say. "But my hope is that we can expand it," he adds. It's as if Schultz can't help himself: Starbucks is growing up, and he needs to start over again with something small.
Starbucks: Howard Schultz vs. Howard Schultz - BusinessWeek on 2009-08-22
- Starbucks arguably would have been in better shape today if it had more data. "When the numbers went south, we couldn't even make an educated guess about why," says a former executive. "We had no way to get details about sales, no way to capture customer opinion, no good way to get information from the baristas."
- Burrows's efficiency drive in the stores, which includes teaching baristas to set up the pastry case in 25 or so minutes rather than 45, has saved Starbucks $60 million in the past three months.
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- - Gillett's store sales data helped Schultz see an important difference between the morning (when coffee is a necessity) and the afternoon (when it is an indulgence). "We never had that level of segmentation before," Schultz says. "It's a new tool in terms of being able to move the business in different ways." The numbers prompted Starbucks to offer any grande cold drink for $2 after 2 p.m. to customers who had already made a purchase that day: The company calls it the treat receipt.
Starbucks: Howard Schultz vs. Howard Schultz - BusinessWeek on 2009-08-22
- Even during the eight years when he wasn't actively running Starbucks, everyone—from the executive team to the baristas—felt his presence. When he reassumed the position of CEO 19 months ago, the staff at the Seattle headquarters knew they were in for something. "We were all shell-shocked that first week," says Troy Alstead, the chief financial officer. Schultz had never really left, but somehow he was very much back. "We need his passion and drive and challenging nature," says Alstead.
- Let other companies base their strategies on customer surveys. That wasn't the Schultz way. "We did it, but he hated it," says Howard Behar
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- - Another former executive recalls what happened to anyone with the temerity to suggest doing more research. "Everybody would cringe and say: 'You're new, aren't you?' Howard would say: 'We're not P&G.' " If Schultz wanted to learn something about his customers, he would visit a store. Schultz says he still visits 25 locations a week.
  - Schultz hasn't cared much about costs. He didn't think he had to because Starbucks was opening thousands of stores a year, and speed was always more important than efficiency. Advertising? That was what other companies did. After all, millions of people were walking around holding
Starbucks: Howard Schultz vs. Howard Schultz - BusinessWeek on 2009-08-22
- Howard Schultz is telling a story about milk. Starbucks uses a lot of the stuff. As part of Schultz's efforts to improve the quality of the millions of lattes and cappuccinos Starbucks serves, he forbade what had become the common practice of resteaming milk. That meant the baristas were pouring millions of dollars of leftover milk down the drain. As store managers for the first time began thinking about how to operate more efficiently, an idea emerged. It was simple, obvious, and made everyone wonder why no one had thought of it before: They could put etched lines in the steaming pitchers so that the baristas would know exactly how much milk to use for each size drink. Before, they just guessed. "The celebration of that line in the halls of Starbucks has become a metaphor," says Schultz. "How many other lines can we find? We've found a lot because no one was ever looking.
- Starbucks must be powerful and benevolent, respected and passionate, ubiquitous and imaginative. There is no point telling him that no big corporation, certainly not one with some 16,000 stores in 50 countries, has ever found such a balance.
KASIM’DA İHRACAT YÜZDE 17.5, İTHALAT YÜZDE 27.5 AZALDI on 2008-12-30
- Küresel kriz Türk dış ticaretini vurdu. Kasım ayında geçen yılın aynı ayına göre ihracat yüzde 17.5, ithalat yüzde 27.5 azaldı. İhracat 9 milyar 339 milyon dolara, ithalat 12 milyar 60 milyon dolara, dış ticaret açığı 2 milyar 722 milyon dolara geriledi.
- Küresel kriz Türk dış ticaretini vurdu. Kasım ayında geçen yılın aynı ayına göre ihracat yüzde 17.5, ithalat yüzde 27.5 azaldı. İhracat 9 milyar 339 milyon dolara, ithalat 12 milyar 60 milyon dolara, dış ticaret açığı 2 milyar 722 milyon dolara geriledi.
HABERTÜRK EKONOMİ - Demir-çelik üretimi yüzde 15.4 düştü - HTEKONOMİ HABER on 2008-12-30
- Dünya dünya demir - çelik üretimi, otomobil satışlarındaki düşüş, inşaat sektöründeki daralma başta olmak üzere, küresel finansal krizin reel ekonomiye olumsuz etkisi nedeniyle Kasım ayında yüzde 19 gerileyerek 89 milyon tona indi.
- Dünya Çelik Birliği'nin verilerine göre, geçen ay Türkiye'deki üretim kaybı ise yüzde 15,4'ü buldu. Geçen yılın Kasım ayında 2 milyon 152 bin ton üretim gerçekleştiren Türkiye, bu yılın aynı döneminde 1 milyon 812 bin tonda kaldı.
  
  Demir-Çelik üretimi, Ekim ayında da dünyada yüzde 12,4 ve Türkiye'de yüzde 17,8 daralmıştı.
  
  Verilere göre, bu yılın Ocak-Kasım döneminde en büyük üretici 463 milyon tonla Çin olurken, Türkiye 25,1 milyon tonla 11'inci sıradaki yerini korudu.
  
  Demir-çelik üretiminde Türkiye'nin önündeki diğer ülkeler, 111 milyon tonla Japonya, 88 milyon tonla ABD, 65 milyon tonla Rusya, 51 milyon tonla Hindistan, 50 milyon tonla Güney Kore, 43 milyon tonla Almanya, 35 milyon tonla Ukrayna, 32 milyon tonla Brezilya ve 29 milyon tonla İtalya oldu
European and Asian stocks gain, led by energy shares - International Herald Tribune on 2008-12-29
- The pound remained weaker against the euro after a survey of British real estate agents and surveyors forecast home prices would slide in 2009, extending this year's declines.
Unemployment expected to soar in Britain in 2009 - International Herald Tribune on 2008-12-29
- As many as 600,000 people could lose their jobs in Britain next year, making 2009 the worst year for unemployment since 1991, personnel experts warned on Monday.
  
  The Chartered Institute of Personnel and Development, or CIPD, said that a widely-expected recession would hurt Britain next year and could push unemployment close to the three million mark before the economy begins to recover.
  
  "By the end of 2009 the number of people unemployed and actively seeking work will have increased to 2.8 million, one million above the autumn 2008 figure," John Philpott, the CIPD's chief economist, wrote in its annual Barometer Report.
  
  The first few months of the year, he said, were likely to be the worst for almost two decades.
  
  "Our current expectation, based on available survey evidence and employer soundings, is that the number of redundancies will jump sharply in the early months of 2009, once employers take stock of the economic outlook. The period between New Year and Easter is likely to be the worst for redundancies since 1991."
Dünya Gazetesi on 2008-12-14
- Türkiye, yılın ilk 8 ayında yüzde 10,8 artışla 19 milyon 66 bin ton demir-çelik üreterek, dünyada 11. sıraya oturdu. Söz konusu dönemde dünyadaki toplam kayıtlı üretim yüzde 5,6 artışla 926 milyon tona ulaştı.
  Uluslararası Demir-Çelik Enstitüsü'nün verilerine göre geçen yılın aynı döneminde dünya üretiminde yüzde 1,96 pay alan Türkiye, Çin dahil ilk 10 sıradaki ülkelerin hepsinden daha hızlı büyüyerek Ağustos ayı sonunda toplam üretimdeki payını yüzde 2,06'ya yükseltti.
  Demir-çelikte dünya lideri Çin, yılın ilk 8 ayında yüzde 8,3 artışla 351 milyon ton üretim gerçekleştirirken yüzde 3,6 artış kaydeden Japonya, 82 milyon tonla ikinciliği korudu.
  Dünya demir-çelik üreticileri arasında Türkiye'nin önünde yer alan diğer ülkeler 68 milyon tonla ABD, 51 milyon tonla Rusya, 37 milyon tonla Güney Kore, 36 milyon tonla Hindistan, 32 milyon tonla Almanya, 29 milyon tonla Ukrayna, 24 milyon tonla Brezilya ve 21,5 milyon tonla İtalya şeklinde sıralandılar.
  Rakiplerinden hızlı büyüyerek ön sıradaki ülkelere yaklaşmayı sürdüren Türkiye, geride bıraktığı ülkelerle de farkı artırdı. Türkiye'nin 2004 yılında geçtiği Tayvan 14 milyon ton ve 2005 yılında geçtiği Fransa 13 milyon tonda kaldı.
KRİZ DUBAİ’YE KADAR ULAŞTI FATURA ÇELİKÇİYE ÇIKTI - EKONOMİ - STARGAZETE.COM on 2008-12-13
- İhracatın yıldızı olan demir çelik sektörünü sırtlayan Körfez ülkelerinde yeni inşaat projeleri askıya alındı. Kasımın ilk haftası bu bölgeye ihracat 641 bin tondan 145 bin tona geriledi.
- geçen yıl kasımın ilk haftasında Birleşik Arap Emirlikleri’ne 641 bin ton olan demir çelik ihracatı, bu ayın ilk haftasında 145 bin tona geriledi.
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- - KOÇTÜRK, gerilemenin en önemli nedeninin gelecek aylarda planlanan projelerin askıya alınması olduğunu söyledi. Kasımda ihracatta çok keskin bir düşüş olduğuna işaret eden Koçtürk ‘Körfez durdu. Yeni projelere başlama kararları askıya alındı’ dedi. Koçtürk, aralıkta düşüşün süreceğini işaret etti.
  - Dünyanın 11’inci büyük üreticisiyiz
  - TÜRKİYE, 2007 yılında dünya ham çelik üretiminin yaklaşık yüzde 2’lik bölümünü gerçekleştirdi ve 25.8 milyon ton üretim ile 11. sırada yer aldı. Türkiye, başlıca çelik üreticisi olan ilk 15 ülke içerisinde Çin’den sonra en büyük üretim artışı gerçekleştiren ülke oldu. Demir çelik ithalatı 2007 yılında 16.1 milyar dolar olarak gerçekleşti. Uzun ürünler, demir çelik ihracatında yüzde 73.2 pay alırken, yassı ürünler yüzde 10.5 pay aldı.

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