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When it comes to Starbucks, I take every threat very personally.

Starbucks has a role and a meaningful relationship with people that is not only about the coffee.

The response to the Starbucks brand has been phenomenal in our international markets.

I am concerned about any attrition in customer traffic at Starbucks, but I don't want to use the economy, commodity prices or consumer confidence as an excuse.

I am concerned about any attrition in customer traffic at Starbucks, but I don't want to use the economy, commodity prices or consumer confidence as an excuse. We must maintain a value proposition to our customers as well as differentiate the Starbucks Experience. That is the key.

We need to put ourselves in the shoes of our customers. That is my new battle cry. Live and breathe Starbucks the way our customers do.

I am a total coffee snob and bore. If anyone makes the mistake of offering me 'a coffee' they tend to regret it - I'm worse than Mariah Carey, and the hot milk rider is completely non-negotiable.

I say to consumers: instead of relying totally on critics, drink what you like and like what you drink.

People have come to me over the years and said to me: 'I admire the culture of Starbucks. Can you come give a speech and help us turn our culture around?' I wish it were that easy. Turning a culture around is very difficult to do because it's based on a series of many, many decisions, and the organization is framed by those decisions.