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Hooters opens fast-casual chain, Hoots because reasons

(BUSINESS NEWS) Hoots is Hooters with more clothes but the same wings, which doesn’t really make sense. Or does it?

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Food comes first

If you’re in the select group of humans that goes to Hooters just for the food, Hoots might be the place for you. Hoots is a new fast-casual restaurant opening in Chicago this week. It’s really just Hooters without the tight tops and cleavage. While it will provide wings, burgers, and beer, Hoots is cutting out the factor that Hooters is most famous for, which is strange, potentially risky business move.

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The business-strategy is to open smaller restaurants with smaller menus that can therefore operate in smaller markets. A fundamental flaw seems to be that right now Hooters is primarily visited because of the scantily-clad waitresses, and without that element it seems unclear why their target demographic would choose the new chain.

Maybe there are people who do go to Hooters for the food, but that seems about equivalent to people “reading Playboy for the articles.”

One other change at Hoots is that rather than table service, you will order food and drinks at a counter. The cashiers will be clothed just like other fast food workers – in full.

What’s the point?

As someone who has only been to Hooters once, I am perhaps not qualified to say this new concept will be a complete flop, but it does seem like the chain is taking their primary selling point and scrapping it for this new concept.

It’s like if Taco Bell started a new chain of restaurants that aren’t open at midnight. It just doesn’t make sense.

In addition to reaching new, smaller markets Hoots aims to also be a more family-friend, less risque establishment. They’ll now be competing against Buffalo Wild Wings, Chili’s and more, which is a tough place to be in. While Hooters was also a competitor of these chains with a different selling point, Hoots is just a competitor without the name recognition.

“The Hoots smaller footprint lets us bring America’s favorite wings to more and smaller neighborhoods,” Hooters Management Corp.’s President and CEO Neil Kiefer, said in a post on Facebook.

Placing bets

Smaller neighborhoods is certainly an exciting opportunity for the company, but I don’t understand why they would change the concept to reach these new markets.

I suppose the deeper root of the new move is that Hooters is sexist and degrading, and for moving beyond that I commend Hoots.

However, perhaps even bigger than the problems with the fact that Hooters calls their staff “girls” regardless of age and consistently markets itself on cheap, hacky ideas, I just don’t think Hooters’ food is that good.

America has proved that it doesn’t necessarily care about sexism, but we do consistently take a stand against sub-par dining.Click To Tweet

I shouldn’t bet against Hoots – I’m not their target demographic – but I wouldn’t encourage you to bet on it, either.

#okayhooters

Brian is a staff writer at The American Genius who lives in Brooklyn, New York. He is a graduate of Washington University in St. Louis, and majored in American Culture Studies and Writing. Originally from California, Brian has a podcast, “Revolves Around Me,” and enjoys public transportation, bicycles, the beach.

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2 Comments

2 Comments

  1. Harry The Genius

    February 17, 2017 at 10:42 pm

    Brian.
    You seem to be a bit odd. Very strange that you write for the
    “American Genius”.
    You criticize the food of an American Brand the has $1 Billion in annual sales, but have only “…. been to Hooters once…”. I guess the rest of us who have been patronizing Hooters for years are just not qualified to write for the “American Genius”

    Hey Goofball – food tastes are very subjective. Just because you
    Have only been to the place once, makes you about as qualified to write for the “American Genius” as The Donald is to be President!

  2. Pingback: Popeyes acquisition means you can have it your way - The American Genius

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Think LuLaRoe is a pyramid scheme? Founders say your opinion’s uneducated

(BUSINESS NEWS) LuLaRoe Founders fight back against allegations saying that they’re a disruptive business model, not a pyramid scheme, and anyone that disagrees is uneducated…

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Clothing company LuLaRoe insists that they are not a “pyramid scheme” despite recent class-action lawsuits claiming that the company lured retailers into buying thousands of dollars’ worth of unsellable merchandise.

LuLaRoe uses “multi-level marketing” to sell their products, meaning that the company sells merchandise to “consultants” – most of them women working from home who resell the merchandise to their neighbors and friends at home parties. The idea is that moms who want to stay home with the kids will have an independent way of making an income.

Last month, two class-action lawsuits were filed against LuLaRoe, claiming that the company makes the vast majority of its profits off of women who sign up to be consultants, rather than from sales to the end-users.

Plaintiffs say they have lost thousands of dollars because LuLaRoe aggressively pushes consultants to buy up to $20,000 worth of merchandise that can’t sell, either because the markets is flooded, or because the products are poor – one suit claiming that the fabrics tear like “wet toilet paper.”

“The vast majority of consultants sitting at the bottom of defendants’ pyramid were and remain destined for failure and unable to turn any profit,” says one suit. “Some resulted in financial ruin due to pressure to max out credit cards and to take loans to purchase inventory.”

The suits further claim that when women have tried to get out of the business, LuLaRoe has refused to take back and refund unsold merchandise, while also telling former consultants that they can no longer sell the products. Thus, consultants are stuck with thousands of dollars of merchandise that they can’t sell sitting in their garages and basements.

Deanne and Mark Stidham, founders of LuLaRose, tell CBS that it isn’t a pyramid scheme and that anyone who thinks so has an “uneducated opinion.”

Says Deanne Stidham, “You get the product, you put it before people, and you sell it, and you have money, and that’s the simplicity of this business and that’s as easy as it can be.”

The Stidhams implied that jealous retailers were encouraging plaintiffs to sue because the LuLaRoe model has been “disruptive in the marketplace.”

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Class action lawsuit claims Tesla plant is a hotbed of racism

(BUSINESS NEWS) Tesla is being hit with another lawsuit, this time alleging discrimination at one of their plants. No wonder Musk wants to get to Mars…

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Groundbreaking automaker Tesla may be the future of automotive transportation, but when it comes to discrimination, some say the company seems to be living in the past.

This week, the company received notice that they would be brought to court by a group of black workers filing a class action lawsuit. The suit states that the Tesla’s Fremont, California production plant is a “hotbed of racist behavior.”

The suit was filed by former employee Marcus Vaughn in the California state court in Oakland and is the third lawsuit filed this year by black workers and former workers from Tesla.

Vaughn, who began working in the factory in April, says that his supervisors regularly referred to him using racial slurs. When he wrote a complaint to the human resources department, they were unresponsive. Then in October, Vaughn was fired for “not having a positive attitude.”

Tesla is denying the claims, saying that they did investigate the incidents, and fired three workers as a result. The company went so far as to post a statement called “Hotbed of Misinformation” on its website on Wednesday, saying that the company is “absolutely against any form of discrimination, harassment, or unfair treatment of any kind.”

In May, Musk sent an email to all employees telling them that should never “allow someone to feel excluded, uncomfortable or unfairly treated.” However, he also said that workers should “be thick-skinned.”

Vaughn’s lawyer, Lawrence Organ, who also sued Tesla on behalf of three black Tesla workers last month, responded that “The law doesn’t require you to have a thick skin. When you have a diverse workforce, you need to take steps to make sure everyone feels welcome in that workforce.”

Tesla is also facing lawsuits claiming that the company discriminates against gay and older workers, and last month, the United Auto Workers (UAW) union filed a complaint to the federal labor board, saying that Tesla had fired workers for supporting unionization.

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Business News

Harvard digs into how several women broke the glass ceiling

(BUSINESS NEWS) At an increasing pace, the glass ceiling is being shattered, but what did it ACTUALLY take for individual women to do just that?

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More than ever, women are breaking the glass ceiling in businesses. However, progress is still very slow, with the number of women CEOs of Fortune 500 companies only increasing little by little each year.

The Rockefeller Foundations’ 100×25 initiative hopes to have 100 female CEOs of Fortune 1000 companies by 2025. To this end, they’ve given a grant to Korn Ferry, a recruiting firm, to find “research-based tools and strategies” for launching more women into executive positions.

Korn Ferry teamed up with Harvard Business Review researchers to interview and assess 57 female CEOs to find out the plot points and personality traits led to their business success. From these observations, they’ve made some crucial recommendations for how companies can get more women into top positions. Here’s what they discovered.

First of all, the study found that women had to work harder and longer to get to the top than men. They held more positions, worked for more companies, and were an average of four years older than their male counterparts.

Secondly, the study also found that female CEOs were motivated by different factors than male CEOs. They were less interested in status and rewards than they were in collaboration and in participating in something that would contribute positively to company culture or to the community as a whole.

The study also identified four common characteristics of female CEOs: courage, risk-taking, resilience, and managing ambiguity. Breaking the glass ceiling in and of itself required women to face fears, take on challenges, and stay in the fight even when discouraged.

Despite these powerful personality traits, female CEOs were found to be more humble than male CEOs. They spent less time promoting themselves and were more likely to be thankful for their coworkers and supporters, and to give credit to others for their successes or their company’s successes. Female CEOs saw themselves as a part of a team and understood that no single person was responsible for defining the company or making it successful.

The study discovered that very few female CEOs had envisioned themselves making it that far. Only five grew up dreaming of being a CEO, and two-thirds said that they didn’t even think about being a CEO until a mentor or boss encouraged them.

Lastly, the study found that female CEOs had strong backgrounds in STEM, as well as business, finance, and economics. None of the CEOs started their careers in human resources, a department that is often heavily staffed by women.

From these findings, the researchers made several suggestions to strengthen the “pipeline” of women into top positions. This included identifying women with potential earlier and giving them more opportunities and guidance, including mentors and sponsors. It also suggested describing leadership roles in terms that resonate with women by showing how the role will give them a chance to add value to the business and do something positive in the world.

Finally, the researchers warned to beware of the “glass cliff,” wherein women are only given leadership opportunities when the company is in crisis or when there is a high chance of failure. Instead, companies are encouraged to give women a chance when the brand is doing well, or if you must put them in a high-risk position, help them bounce back so that it doesn’t ruin their career.

Read more on the study at Harvard Business Review.

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