Starbucks has always been a favorite of mine. Not so much because of its coffee- but because of its tight brand experience and focus on customers. The “third home,” the place where you--and your drink--are remembered, and where you can get online and pretend that the green chair you're sinking into is, in fact, located in your living room.
Much has been written about the Starbucks experience. I have used Starbucks in presentations as an example of a company with unwavering commitment to their brand and to a consistent and positive customer experience. In one I gave at the 2004 IIR Market Research event, the Starbucks logo rested comfortably among such leaders as Lexus (“the ultimate success is a satisfied and loyal customer”), BMW (“the ultimate driving experience”) and The Mayo Clinic (“diagnoses and treats of virtually every type of complex illness”).
But that was two years ago—and since then, Starbucks seems to have gone through significant change. A one time solid in-store experience has become inconsistent and diluted by the many starbucks franchises and outlets; online, Starbucks.com displays sub-par information and poor interaction design.
In its stores, Starbucks now offers a range of varying experiences. In San Francisco, for example, most Starbucks have cushiony chairs as well as the traditional birch tables and chairs. In
New York, by comparison, some stores have only wooden chairs and tables. On a recent visit, I stopped at a Starbucks on Broadway avenue and ordered my drink—a double decaf low-fat wet cappuccino—and was met with a confused look on the barista’s face. “A
The change is most evident in recent months with the drastic shift in Starbuck’s color palette. From its warm and dependable olives, deep terra cotta, and roasted-orange palette, Starbucks has moved to a citrus-fresh tropical color scheme now featured on everything from wall decoration to the new Tazo tea packaging; the drink menu includes fruit Frappucinos and banana-coconut coffee drinks.
Over the last holiday seasons, stores’ shelves were heavily ladled with new gifts and trinkets; a completely new set of illustrations appeared on Starbucks powder-blue coffee packaging, posters, and gift cards featuring holiday scene that seemed like they escaped the Hallmark store.
And there were even earlier signs—like when my favorite Mocha Malt Frappucinno disappeared for an entire year. When it finally reappeared, it was no longer a complete drink; the Malt was merely one of four or five different options you could add to your drink from a menu of “boosts.”
On the Web, Starbucks.com looks like a school project. Some sections feature a great deal of information; others, very little. The frame and text color change depending on location, and the imaging and messaging seem to have lives of their own.
Starbucks, for now, may not be losing money—its stock is performing nicely, showing a measured growth—but with the growing inconsistencies across its interaction points with customers it seems to be losing
Hopefully, the answer is not a drive-by Jamba Juice.
Comments