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When Starbucks opened its first store in New York City, it was a homecoming for Schultz, but he did not act like the conquering hero. The New York Times commented, "The soft-spoken Mr. Schultz has barely a trace of a New York accent and a timid , almost apologetic manner. When he comes to visit the 54th Street store his entrance is ultra low-key."
当舒尔茨在纽约的第一家店开业时，这对他而言，似乎有种重归故里的感觉，但他并没有表现得像是一个耀武扬威的英雄。《纽约时报》评价说：“舒尔茨先生说话温和，丝毫听不出有一点纽约口音，也看不出在他的举止行为上有任何的胆怯，甚至近乎于愧疚的痕迹。当他来到54大街商铺参观时，他显得是那样的低调。”
Advertisers marveled at Schultz's tactics, including his investments in such "internal marketing" rather than a large external advertising budget. In March 1994 Advertising Age noted that Schultz "turned a small chain into a national brand while spending a relatively small amount on advertising. They don't market... they've established a major presence all through word-of mouth."
众多的广告商惊讶于舒尔茨的策略，这其中就包括他将资金用于所谓的“内部市场营销而非大量的外部广告预算。1994年3月出版的美国《广告时代》杂志曾指出舒尔茨用一个相对较少的广告投入量将一家小型连锁店打造成一个享誉全国的品牌。他们没有进行市场宣传……企业形象的塑造是通过消费者的口口相传而实现的。”
Schultz has also attracted considerable attention with his unconventional employment policies. He wanted to give Starbucks' employees both a philosophical and a financial stake in the business. Employees who worked 20 hours a week or more were eligible for medical, dental, and optical coverage as well as for stock options.
舒尔茨也时常因为在雇佣政策方面“不按套路出牌”而受到广泛注意。他想要让星巴克的员工既拥有公司经济上的股份也得到一份人生哲学上的惠赠。那些每周工作达到或者超过20小时的员工可以享受到公司提供的针对身体、牙齿和视力的医疗保险金，另外还可以按照规定低价购买公司的股票期权。
