The journey from Atlanta to San Francisco started with the usual chaos of traveling with a 14-month-old. My baby was fussy and crying, clearly uncomfortable in the confined airplane cabin. I felt the judgmental stares of other passengers, silently criticizing my inability to soothe her. Anxiety churned in my stomach as I tried everything to calm her, but nothing seemed to work.
About an hour into the flight, a kind-looking man sitting across the aisle caught my attention. With a warm smile, he offered to help, saying, “Would you like me to hold your baby for a while? I have a daughter around the same age, and I know how tough it can be. Let me take her for a bit; I think I can calm her down.”
Exhausted and desperate for a moment of peace, I hesitated only briefly before accepting his offer. He seemed genuine, and I was at my wit’s end. As he took my baby in his arms, she stopped crying and even started to smile, much to my relief.
Feeling relieved, I turned to retrieve my laptop and some snacks from my backpack, taking advantage of the calm. But when I turned back, my heart sank. My blood froze as I saw the man whispering something into my baby’s ear, his expression changing from kind to something far more sinister.
Panic surged through me. Was he trying to harm her? Was he planning to kidnap her?
My protective instincts kicked in, and I forced myself to stay calm. I couldn’t let fear paralyze me. I stood up and walked quickly but steadily towards him. “Excuse me,” I said, my voice shaking, “I think I need to take her back now.”
The man looked up, startled, but then smiled warmly again. “Of course,” he said, handing my baby back to me without any resistance. I held her close, feeling her little heart beating rapidly against mine.
As I sat back down, I watched the man out of the corner of my eye. He seemed to sense my suspicion and kept his distance for the remainder of the flight. I tried to focus on my baby, but my mind kept replaying the moment.
When we finally landed, I quickly reported the incident to airport security. They took my statement seriously and assured me they would investigate.
A few days later, airport security contacted me. They had reviewed the footage and spoken to the man. It turned out he was a well-known child psychologist who often calmed children on flights. His intentions had been entirely benign.
Feeling relieved and slightly embarrassed, I thanked them. The experience was a stark reminder of the importance of vigilance and a parent’s protective instincts.
This flight became a story I shared with friends and family, not just as a cautionary tale, but as a testament to the powerful bond between a parent and child. Despite the initial fear, it had a happy ending. I learned to trust my instincts and to be open to the kindness of strangers. In the days that followed, I became more appreciative of the small moments of peace and joy with my baby, grateful for the kindness that still exists in the world.
In-N-Out Stuns Fans with Controversial Announcement After 75 Years: A Bold Move of Genius
Few brands have the loyal following of In-N-Out Burger. If you live outside of California, it’s hard to really understand just how beIoved the brand is among its fans. If you live in California, it’s just a part of the experience. Until you leave, that is.
Most of that love comes from the fact that, as far as fast food goes, In-N-Out is about as good as it gets. Of course, a lot of its appeal also comes from the fact that the company’s 385 locations are located almost entirely in California and its neighboring states.
If, however, you live any further east of the Rockies, you’ve been out of luck. If that’s you, your only opportunity has been to find one when you travel west. Well, until now.
Last week, the company announced that it would be opening a corporate hub in Franklin, Tennessee, which will allow it to expand further east. In-N-Out also says it will be opening its first stores in the Nashville area by 2026.
If you’re a fan of animal-style fries, you understand that this is a big deal. It’s also a huge risk for the company and its brand. Here’s why:
This is a company that is fiercely opposed to change. It hasn’t added a menu item since 2018 (hot chocolate). It still sells just burgers, fries, soft drinks, and milkshakes. As a result, the restaurant is known for both fresh, great-tasting food and incredible customer service. I can think of only one other restaurant where you can get in a drive-thru line 30 cars deep and still have hot food in just a few minutes, and that one isn’t open on Sundays.
There is clearly a lot of demand for new locations. That seems like an argument for expanding to new states, but it’s also why the move is risky.
You see, over the past 75 years, In-N-Out has jeaIously guarded its brand. A big part of that has meant recognizing that fast growth isn’t everything if it means compromising quality. After all, quality is its brand.
In-N-Out only uses fresh, never-frozen ingredients–including its beef. That makes its burgers and fries taste better, but it also means the restaurant is limited in the areas it can serve.
The company also doesn’t franchise its locations. That has allowed it to maintain far more control over the level of service its restaurants provide, but has also meant it kept things close to home.
“You put us in every state and it takes away some of its luster,” said In-N-Out president Lynsi Snyder in a 2018 interview. She was right. Part of the reason the company’s burgers have such a loyal following is because they’re hard to get–especially if you live east of the Rocky Mountains.
It takes a lot of courage–if you think about it–to resist the temptation to grow at all costs. The thing is, most companies don’t consider that those costs are real, even if they aren’t immediately obvious. If the quaIity of your product gets worse the more customers you serve, you’re doing it wrong.
If, suddenly, there are In-N-Out Burger locations everywhere, it’s not as special. If you’re used to swinging by the Sepulvida location when you land at Los Angeles International Airport, and eating a Double-Double while watching planes land, it’s not quite as special an experience if you can get one on your way home from work.
On the other hand, there is value in meeting your customers where they are. In-N-Out is a restaurant, after all, not an amusement park. Sure, people look forward to eating there when they travel, but that doesn’t mean there isn’t room to grow–even if that means cautiously.
“Our Customers are our most important asset at In-N-Out, and we very much look forward to serving them in years to come, and becoming part of the wonderfuI communities in The Volunteer State,” said Synder in a statement. That’s an important acknowledgment–the part about customers being the company’s most important asset.
The interesting lesson here is that there is a balance between exclusivity and meeting your customers where they are. For a variety of reasons, In-N-Out has erred on the side of sticking close to home, even if that means it can’t serve all of its customers. That’s been a winning strategy so far, and I don’t think that will change just because it’s sIowly starting to open more locations farther east.
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