The author discusses the struggle of finding a public space, or a “third place,” to sit and write due to the closure of their neighborhood library and unfavorable weather conditions. They mention their issues with Starbucks but acknowledge the company’s success in providing a comfortable and community-centric experience for customers. The author delves into the history of third places, such as coffee houses, and their importance in fostering social interaction and community building. They analyze the different design phases of their local Starbucks and express concern over the company’s shift towards a more streamlined and impersonal layout, which undermines the concept of a third place. The author questions Starbucks’ understanding of what a third place truly is and highlights the tension between the corporation’s desired image and their profit-driven decision-making. They emphasize the value of locally-owned and community-oriented spaces in cultivating genuine third places. The author concludes by urging readers to support and appreciate their favorite third places, as they are under threat and rapidly disappearing.
| Signal | Change | 10y horizon | Driving force |
|---|---|---|---|
| Starbucks’ shift in focus and store layout | From community space to take-away | Decreased seating, emphasis on mobile orders | Profit optimization |
| Lack of public spaces for extended stays | Decline in availability of ‘third places’ | Less accessibility to communal spaces | Renovation, weather conditions |
| Importance of third places for community-building | Decreased sense of connection and community | Decreased social cohesion | Desire for human connection and community |
| Starbucks’ identity crisis and dilemma | Struggle to balance community-oriented image | Shift towards more efficient, profit-focused model | Corporate image versus customer experience |