There was something whimsical about this mermaid.
Eye-catching yet subtle. Perfectly blended into her environment.
I was first introduced to her in 1993 by my friend Eileen. It was my first time stepping foot in the progressive culture of Portland, Oregon, home to the best bookstore in the country, Powell’s Books, and the flagship of Nike Town.
In recent years, both Portland and Starbucks have lost their luster. And the alluring image I would discover was not a mermaid but a two-tailed, mythical Greek siren created by Terry Heckler, inspired by a 16th-century Norse woodcut that has adorned the company’s cup since 1971.
As the calendar pivoted to the fourth quarter, Starbucks announced a round of layoffs and store closings–its second in 2025.
While details were somewhat skinny, CEO Brian Niccol said the company would shutter about 1% of its 11,400 stores in North America, in addition to terminating 900 employees–all with the objective of shaving $1 billion in costs.
According to Starbucks’ filing with the U.S. Securities & Exchange Commission (SEC), the cuts are part of its “Back to Starbucks” strategy aimed at perking up a coffeehouse whose brand cachet has grown increasingly stale.
When I hit my first Starbucks, I had no idea what it was. Yet I was instantly smitten. For the rest of that week in ’93, I started my day at my friend’s local Starbucks. The store manager recently relocated from New York City, and we both agreed this concept MUST expand beyond its Pacific Northwest footprint.
Soon enough it did, and Howard Schultz would become a household name, though his partner Howard Behar deserves equal credit for implementing Schultz’ vision.
Today, too many Starbucks locations are cold. Associates are indifferent, beverages are overpriced and the company seems to be oblivious to a cautious economy in which buying power continues to decline and consumer confidence waivers.
The company that welcomed us to Third Place is now too often out of place. Drive-thrus and cold contemporary designs have replaced handwritten notes (yes, I know they’re supposed to be reviving it, but I’ve barely seen any), original music, quirky collectables and a sense of surprise.
Put simply, Starbucks has gone from experiential to transactional. And that’s a shame.
This isn’t meant as an epitaph. Hardly.
Starbucks remains the largest upscale coffeehouse in the U.S., and globally, it generates over $36 billion annually and boasts 34 million active rewards members. CEO Niccol launched the “Hello Again” marketing campaign to younger enthusiasts and is slowly improving value perception scores.
But is the excitement forever gone? Will it ever recapture its earlier lust?
Some signs suggest Starbucks’ glory days are history. That it will remain a presence in our quick-service restaurant world much like McDonald’s and Dunkin–and that’s no small feat.
But the sheen is off.
Consider:
- Starbucks nose-dived from No. 15 to No. 45 in Brand Finance's report of most valuable global brands—the greatest decline of any brand in their top 100.
- Starbucks' reputation score fell from a strong 71.5 points in 2021 to 57.7 points in early 2025, per Reptrak.
- As of September, Starbucks had reported declining foot traffic for five consecutive quarters.
- The two rounds of cuts in 2025, jettisoning 2,000 workers and hundreds of stores.
- That “Corporate fatigue” and perceived missteps involving unions, social awareness and inconsistent messaging have damaged its mystique.
Maybe it is time for a change. Maybe Starbucks should rethink its logo after all--from the mythological siren to the welcoming mermaid.
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