I think growth covers up mistakes.

With a population of more than 600 million people, an emerging middle class that is driving strong consumption, and a robust and resilient economy, Southeast Asia presents a compelling growth opportunity for Starbucks.

To stay vigorous, a company needs to provide a stimulating and challenging environment for all these types: the dreamer, the entrepreneur, the professional manager, and the leader. If it doesn't, it risks becoming yet another mediocre corporation.

The growth of the company and the license that Starbucks has is to participate in other food and beverage opportunities. We have a global business... and in many parts of the world, tea is much, much bigger than coffee, and we're going to bring tea and bring our capability and our understanding of what we've done for coffee to tea.

I think there is probably no better person to aspire to emulate than Steve Jobs and what he has done at Apple in terms of his leadership, his innovation, not settling for mediocrity.

Our history is based on extending the brand to categories within the guardrails of Starbucks.

When we began Starbucks, what I wanted to try to do was to create a set of values, guiding principles, and culture.