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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."
當舒爾茨在紐約的第一家店開業時，這對他而言，似乎有種重歸故里的感覺，但他并沒有表現得像是一個耀武揚威的英雄。《紐約時報》評價說：“舒爾茨先生說話溫和，絲毫聽不出有一點紐約口音，也看不出在他的舉止行為上有任何的膽怯，甚至近乎于愧疚的痕跡。當他來到54大街商鋪參觀時，他顯得是那樣的低調。”
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."
眾多的廣告商驚訝于舒爾茨的策略，這其中就包括他將資金用于所謂的“內部市場營銷而非大量的外部廣告預算。1994年3月出版的美國《廣告時代》雜志曾指出舒爾茨用一個相對較少的廣告投入量將一家小型連鎖店打造成一個享譽全國的品牌。他們沒有進行市場宣傳……企業形象的塑造是通過消費者的口口相傳而實現的。”
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.
舒爾茨也時常因為在雇傭政策方面“不按套路出牌”而受到廣泛注意。他想要讓星巴克的員工既擁有公司經濟上的股份也得到一份人生哲學上的惠贈。那些每周工作達到或者超過20小時的員工可以享受到公司提供的針對身體、牙齒和視力的醫療保險金，另外還可以按照規定低價購買公司的股票期權。
