Subject: Served Cold: Labor’s Battles in Beverages and Beyond: LRI INK

September 25, 2025

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A Year-Long Beverage Strike: Fact Vs. The Teamsters Fiction

by Kimberly Ricci

The Teamsters recently marked the one-year anniversary of the Bigfoot Beverages strike by–weird flex, but okay–throwing a barbecue near the locally-owned, family-founded drinks distributor’s Oregon headquarters. During this entire conflict, striking workers have been guaranteed only $200 per week strike pay, with no results yet, and maybe never.


Now, this isn’t the longest strike by a few miles. Nor is the bargaining unit particularly large, as this contract dispute involves only 240 workers. This Teamsters strike, however, is emblematic of unions doing their best to steer public narrative after reportedly bypassing a member vote on the “Last, Best, & Final Packaged Proposal” from an employer. 


The sticking point: The Teamsters made no secret of their overriding motivation, which was Bigfoot Beverages' transition of workers from a defined-benefit pension to a 401(k) plan. Zero indication has surfaced that workers’ accrued pension benefits will cease to exist, and according to IRS guidelines, that shouldn’t happen. Still, the union predictably lobbed fiery allegations that Bigfoot “stripped away our members' hard-earned pensions” without providing evidence that workers actually lost anything.


The company position: A Bigfoot Beverages press release made clear that the new 401(k) framework would be a generous deal for workers, since it “guarantee[s] 9% of gross pay company contribution with no requirement for an employee.” Thus, these workers aren’t even required to contribute to receive that 9% company contribution. 


As Bigfoot explained, the company felt it “important” to allow workers a plan that (1) Vested as soon as workers finished probation, rather than requiring a years-long wait with a pension; (2) Remains portable in the case that workers move to a different company; (3) Doesn’t depend upon future financial soundness of the company; and (4) Allows workers to guide the investment of their own retirement funds with full transparency.


Doesn’t sound awful, right? In fact, this sounds favorable for workers.


The Teamsters kept going, sort of: After six months of no progress, the union tried to call off the strike before declaring that an “illegal lockout” of employees had taken place with the company “refusing to allow Teamsters to return to work.” At that time, a Bigfoot spokesperson confirmed that striking workers were replaced so that the business could continue. To do so is legal, although specific parameters and job-return guarantees do exist under the NLRA, depending on the reason for the strike.


Also, after six months, some union members moved on to jobs elsewhere, where they almost certainly didn’t receive generous 401(k) contributions like those offered by Bigfoot. Those workers have sadly become casualties of union greed, and that’s especially the case if it’s true that the Teamsters didn’t allow workers to vote on that final company offer.


Meanwhile, the Teamsters have filed at least 15 ULP charges against Bigfoot and accused the company of pulling “every dirty trick in the book, including an illegal action claiming they held a vote to disclaim the Union." Is that true? A local NBC affiliate reported viewing a letter in which Bigfoot stopped recognizing the union. However, the document originated from a Teamsters picket line, and the outlet was unable to verify its authenticity.


What’s really happening here? The Teamsters have been spouting their rhetoric to paint a portrait of a greedy employer, and workers are losing out. Meanwhile, a small business is doing what’s possible to survive during a long-running strike. Overall, this conflict offers lessons on the harm that unions inflict, both on employers and the workers whose interests the unions claim to represent.

 

Starbucks Workers Try To Turn Up the Heat Without Big Strike Power

by Michael VanDervort

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.


Instead of betting everything on a strike, even while threatening one, SBWU is currently leaning into a layered pressure campaign in the Fall of 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 the absence of 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 continues to produce TikToks and Instagram videos that portray 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. SBWU is also conducting a series of so-called practice pickets in various cities across the country this week, adding another degree of 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.


Check Out the LRI empowER Group

by Michael VanDervort

Have you checked out what is going on in our empowER labor relations group yet? If you haven't, you should. It's free to join.


Our partners at HR Acuity have a lot of great ER and LR related things going on over there, like this workshop.


With retaliation, discrimination and harassment claims at a record high in 2024, there’s never been a more critical time for ER professionals to sharpen their investigation skills.

That’s why we’re offering Investigation Essentials: An interactive training led by workplace investigation experts VM Mastered and, created in partnership with HR Acuity. 

Over the course of three live, virtual workshops designed specifically for ER professionals, you’ll learn how to: 
✔️ Build and follow a structured investigation plan 
✔️ Conduct effective, impartial interviews 
✔️ Evaluate credibility and analyze evidence 
✔️ Draft reports that are clear and defensible 

📅 December 2, 9 & 16 | 🎓 6 SHRM/HRCI credits | Offered exclusively through empowER — signing up is free and fast: https://lnkd.in/ezUQKUTZ

NYC Big Book Award 2025: Phillip B. Wilson’s The Leader-Shift Playbook Named "Distinguished Favorite"

by Michael VanDervort

We’re excited to share that Phillip B. Wilson’s The Leader-Shift Playbook: 4 Simple Changes to Score Big and Unleash Your Team’s Potential has been named a Distinguished Favorite in the 2025 NYC Big Book Award in the Business–General category.


The Leader-Shift Playbook provides a practical roadmap for leaders to transform their teams by embracing four simple yet powerful mindset shifts. Drawing from decades of coaching experience, in-depth research, and hard-won lessons as a CEO, Phil outlines how changing the way leaders think about their impact, themselves, others, and relationships can spark lasting improvements in performance and culture.


Learn more about the recognition and the book here: NYC Big Book Award – Distinguished Favorites


Tipping As A Battleground: Unions, McDonald's, And Shifting Federal Policies

by Kimberly Ricci

Tipping will likely always remain a heated topic. On one side, servers and bartenders clearly rely on tips to increase their take-home pay beyond the tipped minimum wage. Few people would argue against their perspective, although consumers are increasingly wary of seeing tip buttons pop up everywhere, even in the most nontraditional circumstances.


Additionally, unions love to make tipping an organizing issue since it’s a relatively low-stakes “win,” as we've seen with Starbucks, Burgerville, and Casa Bonita. And tipping has grown more controversial after a fast-food giant argued for abolishing tipped wages, as we’ll discuss below.


If that wasn’t enough, federal regulations on tipping are about to change, so employers will want to know what’s coming.


A Tipping Policy Sparks a Union Drive:

Servers at BJ’s Restaurant & Brewhouse in Modesto protested a new policy that requires them to share 4% of each ticket, even when customers don’t tip. These workers say that they are now taking home 20% less in pay and are attempting to form the first union in the restaurant’s history.


They seek to join the independent BJ's Modesto Servers and Bartenders Union, which won’t be formally affiliated with any particular union but is receiving vocal support from the North Valley Labor Federation partnership of unions scattered throughout the region.


McDonald’s Breaks with the Industry:

McDonald’s CEO Chris Kempczinski recently took a bold position while denouncing the tipped wage model, and the company feels so strongly on the subject that they exited a trade group.


As Kempczinski argued to CNBC, McDonald’s believes that the tipped wage model contributes to “an uneven playing field” against fast-food and fast-casual restaurants, which shoulder higher labor costs while full-service joints are allowed to shift part of that burden to customers. Kempczinski proposed that every restaurant should be required to pay all employees minimum wage (currently $7.25 per hour versus the $2.13 tipped wage).


Kempczinski’s position appears rooted in frustration with tipping as a business model that arguably gives some restaurants the competitive edge on the way to profitability. Further, McDonald’s trade-group departure will likely cause future ripples within the food service industry.


Upcoming Federal Changes:

The Department of Labor has long held a complex set of regulations for employers to follow for tipped employees. Those rules are about to change with President Trump’s “big beautiful bill” including “no tax on tips,” meaning that eligible workers who gather “qualified tips” can claim up to a $25,000 deduction if they are under the $150,000 annual earning limit.


Who is eligible for the deduction? According to the U.S. Treasury, some jobs will be excluded, but the list of inclusions is a whopper with 68 jobs such as baristas, entertainers, hospitality workers, nannies, tutors, tattoo artists, pet sitters, and many more. Naturally, full-service restaurant workers sit at the top of the list, so McDonald’s can’t be thrilled, but one guarantee is this: The conversation on tipping will be ongoing.

Stories You May Have Missed:


Wells Fargo Workers Push to Bring A Union to the Banking Industry

Link


The New York Times intervenes to defend discredited UAW President Shawn Fain

Link


Hollywood Teamsters React to Jimmy Kimmel Suspension, Rail Against Corporate Consolidation

Link


About Labor Relations INK

Labor Relations INK is published weekly and is edited by LRI Consulting Services, Inc. Feel free to pass this newsletter on to anyone you think might enjoy it. New subscribers can sign up by visiting here.


If you use content from this newsletter, please attribute it to LRI Consulting Services, Inc. and include our website: http://www.LRIonline.com 


Contributing editors for this issue: Greg Kittinger, Michael VanDervort, and Kimberly Ricci.


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About LRI Consulting Services, Inc.

LRI Consulting Services, Inc. exists to help our clients thrive and become extraordinary workplaces. We improve the lives of working people by strengthening relationships with their leaders and each other. For over 40 years, LRI Consulting Services, Inc. has led the labor and employee relations industry, driven by our core values and our proven process, the LRI Way.

 

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