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In N Out Business Model and History

Decent Essays

In fast-food corporate America In-N-Out Burger has always remained family-owned. It had no stockholders to respond to and was able to invest in maintaining high standards of quality. Unlike its competitors the chain, with 258 stores presently, is able to retain its constant growth in sales, even in times of recession.
The company strongly believes in the importance of highly motivated staff that identifies with the chain’s values and gives them the opportunity to advance. By providing above-average wages, social benefits and other perks In-N-Out pays tribute to the importance of their associates. The foundation of a company-owned university guarantees extraordinarily-trained personnel that internalizes the „customer is …show more content…

He stayed true to the family‘s values, but he started expanding at a higher rate. Rich was the one to start the In-N-Out “University“ as well. During his leadership the company grew from 18 locations to 93 locations until he died in 1993. Guy Snyder, his older brother, was there continuing as the new Chairman of the Board. During his leadership In-N-Out grew from 93 locations to 140. After his death in 1999, his daughter Linsey was able to take over the company and to pursue the path taken by Harry many years ago. * Stacy Perman: In-N-Out Burger: A Behind-the-Counter Look at the Fast-Food That Breaks All the Rules. HarperBusiness, 14/4/2009 * “In-N-Out Burger”, http://www.in-n-out.com, accessed on 07/11/2011 * “AllBusiness”, http://www.allbusiness.com/economy-economic-indicators/economic-conditions-growth/12286093-1.html, accessed on 12/11/2011 * “PrivCo”, http://www.privco.com/private-company/in-n-out-burgers-inc, accessed on 12/11/2011
During all these years nearly nothing changed. The one-way drive-thru became a two-way drive-thru, two soft drinks were added to the menu and most of the stores got indoor- and outdoor seating. Everything else remained unchanged, probably the main reason for the great success of In-N-Out Burger.

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