For sure, employee discontent is far from the image Starbucks wants to project of relaxed workers cheerfully making cappuccinos. But perhaps it is inevitable. The business model calls for lots of low-wage workers. And the more people who are hired as Starbucks expands, the less they are apt to feel connected to the original mission of high service—bantering with customers and treating them like family. Robert J. Thompson, a professor of popular culture at Syracuse University, says of Starbucks: “It’s turning out to be one of the great 21st century American success stories— complete with all the ambiguities.”
Overseas, though, the whole Starbucks package seems new and, to many young people, still very cool. In Vienna, where Starbucks had a gala opening for its fi rst Austrian store, Helmut Spudich, a business editor for the paper Der Standard , predicted that Starbucks would attract a younger crowd than the established cafés. “The coffeehouses in Vienna are nice, but they are old. Starbucks is considered hip,” he says. But if Starbucks can count on its youth