Third Places
Can Starbucks return to its roots?
By Sarah Kass
During COVID, social distancing meant we lost all the unplanned things—the chat at the watercooler, the encounter on the subway, the moment with the professor after class, the pharmacist’s instructions, the stranger’s question which turns into a two hour conversation, the glance that leads to a date. But truth to tell, we were growing more and more socially distant before COVID; what we lost was already dying. Or more precisely, what we lost during COVID we were already killing. It’s what folks call “the third place” —the place that’s neither home (the first place) nor work (the second place).
In a recent article, Jay Mandel, author of Brand Strategy in Three Steps, reminisced about what Starbuck’s meant to him in college:
The baristas became familiar faces at my local Starbucks, offering encouragement during stressful exam periods or congratulations when we celebrated our achievements. Looking back, I realize that Starbucks provided more than caffeine and a place to sit. It offered a sense of belonging, a space where ideas could flourish and connections could deepen. It truly embodied the concept of a “third place” — not home, not school, but a vital space in between where community and creativity thrived.
The third place was not just a coffee shop. What was true for Starbucks was once true for music – before there were play lists, there were radio stations where people listened to the same songs at the same time in the same order. It was once true for retail – before we shopped online, we walked through aisles in the supermarket and tried on clothes in the dressing room, and waited in lines to pay. Before we had self-checkout, we chatted with the strangers in front of or behind us in line, and we smiled at the men and women behind the counter. Sure, we can still go to a coffee shop and we can still wait in lines. But we wear noise-cancelling air buds in the coffee shop, and we look at our phones while we wait.
Even as we enjoy the convenience of our remote lives and relish our playlists, we remain human beings looking for connection. We may be accustomed to fast, but we still crave slow.
Mandel believes that Starbucks can turn itself back into a gathering place that offers meaningful experiences and enriching connections in addition to coffee. He suggests that among other things they might consider creating “inviting and comfortable spaces to encourage lingering and conversation” and organizing “in-store events, workshops or book clubs to encourage interaction and community.” Sure, spaces for meaningful lingering can invite unsavory loitering and organizing events goes well beyond a barista’s job description. Nevertheless, Mandel believes that “if Starbucks can again become a community hub, it will increase customer loyalty and contribute to a more connected and vibrant society.”
In-person still matters.