In-N-Out Burger is a beloved institution on the West Coast because of its high-quality ingredients; its fresh, made-to-order taste, and the popularity of its not-so-secret menu which gives loyal patrons a sense of being part of an 'in' crowd when they order from the restaurant. This paper will argue that In-N-Out Burger is an ideal addition to the Atlanta burger culture: the chain can capitalize upon the frequent calls to bring In-N-Out to the East Coast, as well as outflank all of its likely competitors. "In-N-Out, founded on the West Coast in 1948, is that rarest of chain restaurants: one with a cult following. Exalted both by hamburger fans and those who normally shun fast food, it has built its reputation on the rock of two beliefs: fast food should be made from scratch, and the whims of the customer should be entertained" (McNichol 1). In-And-Out

The fast food industry has been under a great deal of criticism because of its artificial ingredients and the contribution it has made to the obesity epidemic. But even the author of the muckraking expose Fast Food Nation Eric Schlosser loves In-N-Out. "It isn't health food, but it's food with integrity. It's the real deal" (McNichol 1). The restaurants have no freezers, microwaves or heat lamps. The menus are also refreshingly simple for customers overwhelmed with choices at other restaurants. "The In-N-Out menu offers four items: hamburger,...

They can even eliminate the meat [or the bun] altogether" (McNichol 1). Having a simple menu is efficient on a number of levels -- it reduces the amount of time customers spend looking at the menu; it reduces the inventory and potential for spoilage (a critical argument in favor of a small menu for any food-based business); and it also reduces the risks of brand dilution.
In a marketplace where many fast food and takeout companies are introducing chicken, health food options, breakfast options, and ice cream varietals, In-And-Out stays true to its pared-down roots. "Four is In-N-Out Burger's innovation fulcrum -- the point at which the number of products strikes the right balance between customer satisfaction and operating complexity. Four means simple purchasing, simple production, and simple service" (Gottfredson & Aspinall 1). Excessive complexity can raise costs and hamper the growth of profits. Also, for In-And-Out, cutting corners on quality is not an option, given that quality is what it has 'branded' itself on. Although "introducing distinctive offerings is often the easiest way to compete for shelf space, protect market share, or repel a rival's attack," supporting those innovations does not always result greater profits…