Where Things Stand
Starbucks Workers United (SBWU) has organized about 650 stores out of nearly 9,000 corporate-owned stores. That’s a lot of stores to be organized at any one employer, but not enough density to shut down the enterprise with a strike. A nationwide strike wouldn’t stop most customers from getting their daily latte. Starbucks knows this. The union knows it too.
So instead of betting everything on a strike, even while threatening one, SBWU is currently leaning into a layered pressure campaign in Fall 2025. Lawsuits, coalition letters, and social media storytelling. It’s not about closing stores; it’s about making resistance more expensive.
The Latest Moves
- Talks Stuck in Neutral
Union delegates overwhelmingly rejected Starbucks’ spring contract framework, citing no upfront raises, no guaranteed hours, and just 2% annual increases. Bargaining hasn’t advanced since. - Union Leadership Sets the Tone
Workers United President Lynne Fox said the quiet part out loud: if Starbucks doesn’t move, workers are ready to strike. Her comments weren’t just for baristas; they were directed at investors and the public, framing Starbucks’s delays as a reputational liability. - Dress Code Lawsuits
Starbucks rolled out a stricter all-black dress code in May, giving workers two free shirts but expecting them to cover the rest. Now there are class-action lawsuits in Illinois and Colorado, with California possibly on deck. Workers argue the policy violates state reimbursement laws. That shifts the fight into courts where timelines are faster and outcomes sting more than slow-grinding NLRB cases. - Coalition Pressure Intensifies
More than 45 major organizations just tried to turn up the heat on Starbucks CEO Brian Niccol. In a joint letter, they demanded that the company stop dragging its feet and finalize fair union contracts. The message went beyond words on paper: the signers pledged their commitment to back baristas as the fight escalates, including standing with workers on the picket line if it comes to that. For Starbucks, this isn’t just a labor dispute anymore. It’s a coalition moment, and outside allies are making it clear they’re willing to put real weight behind the union. - Social Media Pressure
SBWU keeps pumping out TikToks and Insta videos that frame the dispute as a fight for fairness and respect. These aren’t just posts; they’re recruiting tools for allies who see Starbucks as a target susceptible to reputational pressure. - Starbucks Pushes Back
The company insists the picture looks very different from the one painted by the union. In a recent statement, Starbucks highlighted “record-low” turnover, which is roughly half the industry average. Executives also claim that more employees are now getting the shifts they want and that more workers than ever recommend Starbucks as a great place to work. In other words, while SBWU highlights stalled bargaining and frustration on the ground, corporate is leaning on data points to argue that morale and retention are trending up.
What This Means for Labor Relations Pros
Here’s the quiet truth: Starbucks is unlikely to be crippled by a strike. With less than 10% of stores organized, the math doesn’t add up. But that doesn’t mean they have no reason for concern.
- Limited strikes still get headlines. A one-day walkout at a handful of stores won’t dent revenue much, but it creates headlines and provides union talking points.
- Coalition letters expand the battlefield. Once outside groups sign on, your dispute isn’t just with employees anymore, but potentially with allies, or even your own shareholders.
- Delay creates momentum for others. Four years without a contract gives unions space to test new tactics, recruit allies, and frame the narrative.
Takeaway
For labor relations professionals, the Starbucks campaign is less about operational shutdowns and more about strategic pressure-building. SBWU is trying to show that unions don’t need majority density to keep management off balance. They need enough leverage points, legal, cultural, and reputational, to raise the cost of standing still.
The tactical lesson: when you assess risk, don’t stop at “how many locations are organized.” Ask: What tools are unions and allies likely to use to keep the fight alive if bargaining stalls?
