Colext/Macondo Cantina virtual de los COLombianos en el EXTerior -------------------------------------------------- Realmente es facil dar una opinion sobre algo que ya se ha hecho realidad y que no se supo de los problemas que hubo que sobrepasar para llegar a ese triunfo. Hace mas de unos 10-14 a�os, en la area de SEATLE, se decia que seria el lugar ideal para poner buenos CAFES ESPECIALIZADOS y que si sobrevivian tendrian a USA como mercado. Howard Schultz fue a SEATLE por esa razon. Por eso un monton de COLOMBIANOS fueron a tratar de principiar el negocio especializado de los Cafes en SEATLE. La gran mayoria quebro, y unos pocos logran sobrevivir y hasta alcanzaron a tener unas cuantas Franquicias en otras ciudades. Pero a la larga con STARBUCKS que logro conseguir un respaldo economico que le permitio abrir CAFETERIAS en cadena ( apenas que una principiaba a producir ganancia se utilizaba para abrir otras ). Muchos coombianos trataron de principiar ese negocio y muchos perdieron hasta la camisa y no era por falta de inteligencia, era por falta -- en Ingles -- CASH FLOW --. Howard Schultz tuvo suerte y sus ideas y ademas le reconozco su gran esfuerzo que hizo para principiar el genocio, Pero no es como ElTenientillo lo pinta Nando -----Original Message----- From: Teniente JoseMaria Mosquera <[EMAIL PROTECTED]> To: [EMAIL PROTECTED] <[EMAIL PROTECTED]> Date: Mi�rcoles 25 de Agosto de 1999 05:12 PM Subject: Colext: aprendan >Colext/Macondo >Cantina virtual de los COLombianos en el EXTerior >-------------------------------------------------- > >es interesante como muchos colombianos se creen mas vivos e inteligentes que >cualquiera. como el confundido pajaro picon picon lo escribio la semana >pasada cuando pensaba que una vez 'desyerbada' la selva los farcos se >podrian mover sin ningun problema dando a entender que 'ellos se las saben >todas'. > >claro ignorando leer, como es costumario entre sabelotodos, la historia del >secuestrado Tom, quien da una vista sobre la vida cotidiana de estos que se >semeja mas bien a un manada de encocados (una simple leida del libro 'The >Man Who Made It Snow' de MM muestra la clase de vida esta clase de traba da) >que un grupo disciplinado, lleno de vivos y listos como el pajaro >erradamente (como es costumario) cree. > >pero el tema que queria tocar aca era el hecho que fue un yanqui, si masca >chicle o no que me importa, oriundo de nyc, fue el que cogio un producto que >muchos identificaban con colombia y se convirtio en un multibillonario. >mientras que los colombianos cada dia mas jodidos y los unicos de billete >son los que venden la amarga, el azucar y ofrecen mas tarjetas de credito. > >aprendan colombianos que una cosa es creerse listo o vivo y otra es brillar >con ideas. este ultimo punto es algo totalmente oscuro para muchos de los >sabelotodos que creen que lambiendole las nalgas a otro pa' que no los echen >del puesto, como el roque en portland, o convertirse en una pi�os de la >burocracia del estado, como guzman, o ser dependientes del gobierno son las >unicas maneras de echar pa' delante. > >y que diria don leonidas ante esta perdida de oportunidades, que verguenza >huy como asi. > > > >`````````````````````````````````````````````````````````````` > >Wake up 'n smell the profits > >How Starbucks' founder made coffee the craze and price no object >NEW YORK (CNNfn) - It takes a certain talent to make people pay top dollar >for a basic commodity. But a creative entrepreneur from Brooklyn managed to >do it. Howard Schultz glamorized the average cup of coffee and, with his >coffee bar Starbucks, kicked off not only a popular retail business but a >national coffee craze. > >"He took a commodity product and built it into a premium brand," says Lehman >Brothers restaurant analyst Mitchell Speiser. > >Schultz built that premium brand in just over 10 years -- expanding from 11 >stores in 1987 to 1,600 today. Sales last year reached over $1 billion. > >"It's a great American story and I think it shows the entrepreneurial >spirit, that the entrepreneurial opportunity in America is alive and well," >Schultz says. And like all true American success stories, Schultz struggled >to become one. > >"We raised money from what is called sophisticated individual investors in >the early stage, and basically anyone who would write us a check fit that >criteria because so many people turned us down. > >But I had a hard time. It took me a year to raise the first $1 million for >this business," he says. Once he had access to money, Schultz was on a >roll. From 11 stores in Seattle, he expanded at the rate of one shop a day >across America, Japan and now -- with the acquisition of the Seattle Coffee >Co. > >"They did it . . . (by) meticulously building this brand from step one, >meaning always focusing on the customer, always focusing on quality," says >Speiser. Another key ingredient to Starbucks' success, analysts say, is the >company's focus on employees. One of those employees, Aileen Mitchell, >gives high praise to Starbucks' praise of its workers. "People are always >telling you when you're doing things right. . . . Like 'Great, you did a >great job on that.'" > >Just as importantly, says roaster Deanna Mathews, "they want to make sure >they provide opportunities for you to excel within Starbucks." Developing >employees' ideas is another perk of the job. Employees are encouraged to >come up with new products, a policy that led to Starbucks Frappucino, its >most successful drink in 10 years -and an idea that Schultz thought would >never succeed. > >"That was created by one of our people in southern California and that has >become a multimillion-dollar product for the company. . . . I was wrong, >they were right. What a great story," says Schultz. > >With products like Frappucino, Starbucks has extended its brand by branching >out beyond hot drinks. But not all ideas have been winners. Schultz refers >to Mazagran, a failed carbonated coffee beverage, as the Edsel of Starbucks: >"Carbonated coffee was a little hard for people to take, and it was just too >early," he says. > >As far as rain on a parade goes, such setbacks are dew at worst. Analysts >have equated Starbucks with Coke and Microsoft, and Wall Street is betting >that people will continue to pay for a cup-a-joe at Starbucks (SBUX) that >they could get across the street for a third or even half the price. > > >______________________________________________________ >Get Your Private, Free Email at http://www.hotmail.com > >----------------------------------------- >To unsubscribe send an email to: >[EMAIL PROTECTED] >with >UNSUBSCRIBE COLEXT >in the BODY of the message. > > ----------------------------------------- To unsubscribe send an email to: [EMAIL PROTECTED] with UNSUBSCRIBE COLEXT in the BODY of the message.
