The National Post reports in its Thursday edition that for years, Starbucks successfully positioned itself as the quintessential "third place," between work and home, where consumers could linger with a latte, access Wi-Fi and feel welcome in a café culture. Guest columnist Sylvain Charlebois writes that positioning carried real economic value. By monetizing time and space, Starbucks not only sold beverages but also offered a social utility. Today, however, the economic fundamentals of this model are being tested. In Canada, the recent closures and layoffs will be felt most acutely in large urban centres such as Toronto and Vancouver, where multiple high-traffic cafés are slated to disappear. For workers, landlords and neighbouring retailers, the absence of a Starbucks outlet reshapes consumer flows and weakens surrounding commercial ecosystems. The pandemic disrupted long-standing consumption patterns. Now Starbucks is no longer the default choice. Convenience stores, independent roasters and even fast-food competitors like McDonald's are aggressively innovating. The economics of the morning coffee have become a battlefield -- one increasingly shaped by price competition, digital loyalty and menu simplification.