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Enterprise Holdings Net Worth (Module 7)

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Enterprise Holdings Net Worth (Module 7)

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Wanted to see what Enterprise's net worth was, and was not surprised to see that their parent company is at an impressive $24.1 billion. They came in #13 for Forbes' America's Largest Private Companies 2018

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Enterprise Holdings on the Forbes America's Largest Private Companies List

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Enterprise Holdings on the Forbes America's Largest Private Companies List

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Enterprise Social Responsibility (Module 7)

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Enterprise Social Responsibility (Module 7)

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Out of all of the articles and case studies I had read, I hadn't read anything about Enterprise's Corporate Social Responsibility. It was nice to come across this article that showed they care!

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The Inland area's food bank has received a $60,000 boost.

Enterprise Rent-A-Car Foundation made the donation recently to Feeding America Riverside | San Bernardino, which is based in Riverside but serves Riverside and San Bernardino counties.

The contribution is part of the Fill Your Tank program that marks Enterprise Rent-A-Car's 60th anniversary by providing $60 million over six years to relieve hunger, a news release states. Enterprise also has created a hunger awareness campaign.

"This donation to Feeding America Riverside | San Bernardino will support those in our community who need a little help to reach to their full potential," Tracy Simmons, regional vice president for Enterprise, said in the release.

Stephanie Otero, CEO of Feeding America Riverside | San Bernardino, expressed gratitude for the donation and said in the release that it will help the organization "feed the more than 800,000 people in the Inland Empire that struggle with food insecurity and may not know where they'll find their next meal."

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Inland food bank gets $60,000 from Enterprise Rent-A-Car Foundation

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The Inland area's food bank has received a $60,000 boost. Enterprise Rent-A-Car Foundation made the donation recently to Feeding America Riverside | San Bernardino, which is based in Riverside but serves Riverside and San Bernardino counties.

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This article went into a little more detail than the business case study about hiring college graduates. Enterprise really lives up to their recent award of Top Entry-Level Employer!

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Why Thousands of College Grads Start Their Careers at a Rental-Car Company

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Enterprise is one of the biggest employers of college graduates, and what it’s looking for may surprise you.

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After writing the discussion post, I wanted to see if Toyota had any recent large recalls and found that they had. Earlier this year, they had to recall 1.7 million vehicles for exploding airbags. This solidifies that I will not be buying a Toyota any time soon!

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CLOSE

Toyota announced the recall of 1.7 million North American vehicles on Wednesday, a part of the ongoing recall involving potentially deadly Takata front passenger airbag inflators.

The Takata airbag recall has affected virtually all major automakers. The airbags were made with the chemical ammonium nitrate and were prone to exploding upon deployment, potentially hurling fiery shrapnel into passengers. At least 23 people worldwide have died in incidents blamed on the defective devices.

The latest recall affects certain Toyota and Lexus models, including 1.3 million in the U.S. Among the impacted Toyota models:

4Runner (2010 through 2016)

Corolla (2010 through 2013)

Matrix (2010 through 2013)

Sienna (2011 through 2014)

Impacted Lexus models include:

ES 350 (2010 through 2012)

GX 460 (2010 through 2017)

IS 250C (2010 through 2015)

IS 350C (2010 through 2015)

IS 250 (2010 through 2013)

IS 350 (2010 through 2013)

IS-F (2010 through 2014)

Also included: the Scion XB (2010 through 2015).

Want news from USA TODAY on WhatsApp? Click this link on your mobile device to get started

Owners can check to see if their vehicles have been recalled by going to Toyota's website. They will also receive a mailed notification, starting in late January, a Toyota release says.

This week, the Ford Motor Co. issued a recall of nearly 1 million vehicles in North America in connection with the Takata airbag recall.

The most vulnerable vehicles were fixed first, but safety advocates say more vehicles should have already been repaired, given the danger associated with the inflators.
Contributing: Nathan Bomey, USA TODAY; Phoebe Wall Howard, Detroit Free Press; The Associated Press
Read or Share this story: https://www.usatoday.com/story/money/cars/2019/01/09/million-toyota-lexus-vehicles-recalled-takata-airbag-defects/2530566002/

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Toyota recalls 1.7 million more vehicles for risk of shrapnel from exploding airbags

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CLOSE Toyota announced the recall of 1.7 million North American vehicles on Wednesday, a part of the ongoing recall involving potentially deadly Takata front passenger airbag inflators. The Takata airbag recall has affected virtually all major automakers. The airbags were made with the chemical ammonium nitrate and were prone to exploding upon deployment, potentially hurling fiery shrapnel into passengers.

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Very intrigued by this article. One quote in here by Ken Blanchard talked about how leaders today are not like typical bosses from the past, they are not leading from a position of power. They talked about how situational leadership was flexible and is adaptable to any organization. They also gave examples of some great situational leaders, one being Dwight D. Eisenhower.

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Master of Science in Educational Leadership

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The online educational leadership master's program from STU meets the Florida Principal Leadership Standards and provides the professional skills required for teachers.

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I feel like this cartoon shows a lot of leaders' thinking. That they are "serving" their employees by giving them work and work experience, but not helping their employees to get to where their goals are.

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I loved the quote of his saying "it begins with the natural feeling that one wants to serve, to serve first". It's not really a skill that can be taught, it's something that is genuinely ingrained in people, like Zappos' CEO Hsieh.

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While servant leadership is a timeless concept, the phrase "servant leadership" was coined by Robert K. Greenleaf in The Servant as Leader, an essay that he first published in 1970. In that essay, Greenleaf said:

"The servant-leader is servant first... It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions...The leader-first and the servant-first are two extreme types. Between them there are shadings and blends that are part of the infinite variety of human nature.

"The difference manifests itself in the care taken by the servant-first to make sure that other people's highest priority needs are being served. The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?"

A servant-leader focuses primarily on the growth and well-being of people and the communities to which they belong. While traditional leadership generally involves the accumulation and exercise of power by one at the "top of the pyramid," servant leadership is different. The servant-leader shares power, puts the needs of others first and helps people develop and perform as highly as possible.

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What is Servant Leadership? - Greenleaf Center for Servant Leadership

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While servant leadership is a timeless concept, the phrase "servant leadership" was coined by Robert K. Greenleaf in The Servant as Leader, an essay that he first published in 1970. In that essay, Greenleaf said: "The servant-leader is servant first... It begins with the natural feeling that one wants to serve, to serve first.

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When I opened the article through the link, it wouldn't let me read it. It was trying to have me subscribe for almost $15 a month. So I copy and pasted the title, "H-P Defends Hasty Whitman Hire" and found this website, which is the full Wall Street Journal article! Thought this might be a better link for future students.

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Was a really big fan of these side by side comparisons for agency recruiters and in-house recruiters. This showed who is most likely to hire permanent or temporary positions and look at qualities and skills.

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Recruiting Resources: How to Recruit and Hire Better

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Many recruiters face the choice between agency and in-house recruiting careers. To help you make the right choice for you, here's an overview of their similarities and differences and a summary of the qualities you'll need to succeed in each role:

Similarities between agency and in-house recruiting careers:

Both have to be excellent sourcers: Good recruiters know that they need to use multiple sources to attract hard-to-find talent, regardless of where they work. Both agency and corporate recruiters engage in proactive sourcing, aiming to build talent pipelines and fill vacancies quickly.
Whether you work for an agency or in-house, sourcing is a powerful tool. Download our complete sourcing guide for free.

Both have to be familiar with the best HR tools: Technology helps streamline the recruitment process. Recruiters use project management and email tools for their administrative duties, Applicant Tracking Systems and resume databases to manage candidates and online platforms to source their next hires.

Both have to be excellent relationship builders: The key to being a successful recruiter is developing strong, long-term relationships. Good recruiters build these relationships by developing strong interpersonal skills, sending personalized messages and always following up with people.

The main differences between agency and in-house recruiting:

Scope of responsibilities:

Qualities and skills:

Salary and bonus options:

Branding:

Career development:

How to move from a staffing agency to a corporate recruiting role (and vice versa)

Agency and in-house recruiting may seem worlds apart. But, switching from one role to the other could be a smart move for your career, once you find what kind of work environment fits you best.

Panos Zervas, the Recruitment, Training and Development Manager at Bioiatriki SA shares some insights from his previous experience as a staffing recruiter.

You should be prepared to adapt to a different way of working. Also, think of what kind of environment will showcase your skills.

Though many of your daily duties might be similar, you should expect to face new challenges:

When deciding which path to choose, you should consider the main differences between staffing and corporate recruiters and determine which option best suits your personality and career goals. Whichever career path you choose, you need the same basic qualities to be a successful recruiter. You need to be able to understand people and develop long-term relationships.

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Agency recruitment vs. in-house recruitment

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Many recruiters face the choice between agency and in-house recruiting careers. To help you make the right choice for you, here's an overview of their similarities and differences and a summary of the qualities you'll need to succeed in each role: Both have to be excellent sourcers: Good recruiters know that they need to use multiple sources to attract hard-to-find talent, regardless of where they work.

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Executive Search Phase Process (Module 5)

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Executive Search Phase Process (Module 5)

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This diagram shows the steps that Retained Executive Search's go through for candidate selection from diagnostic and strategy through transitions and follow-

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Thought this was a good resource to highlight the differences between the two. They also discussed the major types, those being temporary, contingency, retained search firms and RPO's.

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It's a common complaint for everyone involved in the employment process, from recruiters and directors to supervisors and hiring managers.

Actually, it's a reasonable complaint for anyone with a pulse. We are always hunting for new ways to save time, find time, and roll over time. Searching for means to stretch the hourglass, turn back the clock, and best Father Time.

So we look at ways to get from A-Z that don't require a lot of hand-holding, leaving us with more minutes to help outrun the dark. In the HR and talent acquisition world, we act on this impulse by turning to outside resources, like agencies, to help with the overwhelming workload.

Agencies vary in their suite of services, offering anything from requisition to onboarding services, to creative advertising solutions and everything in-between. They typically fall into two divisions: employment agencies and recruitment advertising agencies.

When discussing employment agencies, the major types are temporary, contingency, retained search firms and RPOs:

Temporary agencies fill employee gaps on a provisional basis, whether it be a spike in seasonal business, employee coverage, or a temporary to hire situation. When human capital is depleted, this is a quick way to send in more troops and typically not have to provide benefits like health insurance and 401(k). However, the average fee is anywhere from 25-50% of the worker's salary, depending on skill level, and may also require pre-hiring service costs.

Contingency recruiting agencies provide search services for skilled and mid-level management positions and require a fee of around 20% of the candidate's salary once the hire is made. Additionally, these types of agencies generally handle a higher volume of clients, so having a deeply personalized, "white glove" experience isn't always possible.

Retained agencies typically fill high-level executive positions and do all the heavy lifting that comes with hunting out prospective talent. They will seek out possible candidates, (quite often in the passive sector) and reach out with job offers from their clients. Depending on the skill level of the desired candidate, there can be an up-front retainer fee for the employer they represent that ranges anywhere from 25-35% of the new hire's projected salary.

RPOs offer full-scale recruitment process outsourcing. Essentially anything recruitment related is pushed to an outside provider, and that entity acts as the company's proxy internal recruitment system. This does remove the requirement for an in-house team of professionals, however the fees vary tremendously and can be based on the monthly management of hires, cost per hire, cost per slate (group of sourced candidates) and cost per transaction.

When considering using in-house or agency recruitment, the best approach is to simply do your homework. Conduct a 360 analysis surrounding the staffing processes you already have in place. What is the annual cost for my current solutions? What is my ROI? Do I have an accurate system in place for measuring my return on investment? Do I have the manpower and resources to execute in-house recruitment?

Inevitably, the real answers lie in asking yourself, "What are my priorities regarding our company's recruitment efforts?" When looking at cost, the dollar amount on external recruitment efforts is generally more substantial; so if money is the issue, keeping as much as possible in-house makes sense. Also, what about the vested interest in your organization's talent? Can an outside force put the same worth on an employer's mission or culture when reaching out to candidates? There will almost certainly be a level of disconnect when using an external recruitment model simply because they aren't a part of your company's infrastructure, so if that is high on your priority list, external may not be an option. Also, take into consideration industry knowledge. Does an agency really know more about your business than you or an in-house recruiter working every day to fill industry-specific employment gaps?

Part of the appeal of working with Direct Employers in the Digital Strategy division is creating in-house solutions that put the recruitment reins back in the hands of employers. Everything we create uses our clients' brands, jobs, values and our best in class technology, seamlessly transitioning candidates from the search engines to your applicant tracking system.

Guess what that saves you among other things?
You guessed it!
Time.

Next we'll tackle the pros and cons of recruitment advertising agencies, so make time to read the follow-up to this blog post!

Related Posts
What is a TLD? 90 Second Video HireTalk: Best Practices for Communicating With Job Seekers My.jobs Microsite Design Guidelines: Mockups Posted by Ruth Toombs, Digital Strategist at DirectEmployers Association. With an enthusiastic, upbeat personality and several year's experience in the human resources industry, Ruth's background has well prepared her to collaborate with employers and help develop online recruitment strategies.

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Agency vs. In-House Recruitment: Pros & Cons Part I

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It's a common complaint for everyone involved in the employment process, from recruiters and directors to supervisors and hiring managers. Actually, it's a reasonable complaint for anyone with a pulse. We are always hunting for new ways to save time, find time, and roll over time.

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Was wanting a more clear understanding about retained executive search and found so in this article. Very helpful on what it is, who they look for, and how to work with them.

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This article is a more recent side of Zappos, but still shows the main three components to their success; culture, passion, and ownership.

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Being intentional about your company's core values from day one can help to build a solid foundation to guide behavior as your organization grows; few leaders understand this as well as Zappos' Tony Hsieh.

Zappos has long been an example of the power that company culture has on behavior and business performance. But what's behind the curtain? What is the team at Zappos doing, specifically, that is driving their admirable levels of employee engagement and retention? 2016 was Zappos' lowest turnover rate since its founding more than 18 years ago - and I wanted to know the how and the why.

To find out, I asked Jamie Naughton, Zappos' Chief of Staff, to share her insights.

For Jamie, it all starts with her personal journey to Zappos which, she believes, is a testament to the way the organization is run. Having initially worked as an external staffing professional to Zappos, Jamie realized early on that it was a place she'd like to be. "It was more than 12 years ago when I first knew I wanted to be a part of the Zappos team," Naughton shares. "The people I would send to work there always came back telling me how much Zappos cared about their culture and how great it was to work in an environment like that."

Today, Naughton focuses her efforts on building myriad efficiencies within the organization for its 1,500+ employees.

When Tony Hsieh took over as CEO at Zappos, he knew he wanted to create an organization where people genuinely enjoyed working. By paying close attention to every single new hire, he was able to ensure his vision became reality. Several years later, the team at Zappos formalized what they held near and dear by creating Zappos' 10 Core Values. Doing so helped provide a clearly articulated beacon for members of the team to evolve all of their processes and ensure their unique culture was able to scale as the company grew.

Getting clear and explicit about the company's core values gave all members of the organization a common language and understanding of what "right" looks like at Zappos. "There isn't a day that goes by where there isn't a mention of our Core Values in some way," says Naughton. "They allow everyone to easily prioritize what's really most important."

Because the process was so intentional, the results weren't all that surprising. "We knew as we were building the company that focusing on culture was paramount," Naughton adds. "In order to provide amazing service to our customers, we knew we had to provide that same level of service to our employees and vendors."

To fully embed this value of service in all members of the team, each and every new employee, regardless of position, attends a full four-week call center training program, including dozens of hours on the phones supporting live customers. And to reinforce this message, every employee spends a minimum of ten hours during the holidays on the phones as well.

Surprisingly, these mandatory trainings have helped with innovation. "When our developers started going through this training, and were forced to use the systems and tools they created for our call center, they began noticing opportunities for improvement. So, the developers would finish their training and then go back to their usual desks and start building efficiencies in our tools to make it easier for call center employees to do their jobs."
Zappos' Three Keys to Employee Engagement and Retention
Zappos' focus on engaging and retaining great talent revolves around a continuous focus on three things:
Culture.
The culture at Zappos is grounded in their Core Values. But simply articulating values, as many organizations do, is not nearly enough. True value is created when they are actually integrated into everything the organization does. Naughton advises, " Don't let your values become a dusty plaque on a wall, somewhere near the front desk. Talk about them and, more importantly, live by them. Make decisions with the values in mind."
Passion.
"We want our employees to find meaning in their work. Our company is self-organized, which means employees aren't tied to one area of the company," says Naughton. Team members are given the freedom to flex and support in ways that are outside of their "box," which keeps Zappos innovative, efficient and purposeful.
Ownership.
Zappos leadership gives employees the tools to do their jobs while owning their work, setting them up for success by stepping out of the way. Naughton provides an example of how this plays out in their day-to-day operations: "In our call center, every representative has all the tools they need to make customers happy. They don't need to ask a supervisor for permission to override policies or compensate for lapses in service." Giving employees ownership and empowerment to make decisions is not to be understated here. Zappos believes that the people doing the work and servicing customers every day are the ones best suited to make the decisions necessary to take care of those customers.

While this approach may not work in all organizations, parts of this example are generalizable. The prime being that, whatever you value and whatever culture you feel will drive the results you want in your business, you must be intentional. Taking the time to be clear about who you are and how you do things and understanding when and how to evolve in order to drive results is what matters.

Zappos has designed a foundation that elicits the customer-focused behaviors its leaders feel are critical to its success, and the organization continues to reinforce these values and ways of working continuously in every aspect of their activities.

What might you do in your organizations to help bring some intention to what you value and how you need to work together in order to succeed?

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Preserving A Culture People Love As Your Company Grows: Lessons from Zappos

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Zappos has long been an example of the power that company culture can have on behavior and business performance. But what's behind the curtain? What is the team at Zappos doing, specifically, that is driving their admirable levels of employee engagement and retention?

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Harvard Business Review highlighted common understanding of culture, focus, and integrating culture change efforts as three main steps for high-performance culture.

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Senior executives tend to think about corporate culture as a topic that's hard to measure and hard to change. As a result, many choose not to invest in it despite all the evidence that, when skillfully managed, culture can be a powerful and enduring source of competitive advantage.

ANZ Bank offers an example: a decade ago, the bank embarked on an effort described as a "unique plan of eschewing traditional growth strategies and recasting the culture of the bank to lift efficiency and earnings." In the initial two years, the share of employees having the sense that ANZ "lived its values" went from 20 to 80 percent, and the share seeing "productivity in meetings" from 61 to 91 percent, with similar rises in the shares seeing "openness and honesty" and a "can-do culture." In parallel, revenue per employee increased 89 percent and the bank overtook its peers in total returns to shareholders and customer satisfaction. A full ten years after those initial efforts, ANZ has sustained its results: its profit after tax has grown at a cumulative average growth rate of 15 percent, putting it well ahead of its industry.

What does it take to get results like these? In the work described in Beyond Performance we found a reliable formula leaders can use to create a distinctive performance culture in their organizations.

Step 1: Establish a common understanding of culture and metrics for it. Ask the top team of any company what their highest priority business goals are and you will likely hear answers like "increase market share by 10 percent" or "reduce costs by 15 percent." Ask the same question about their highest priority cultural goals and you're likely to hear a broad range of platitudes with few, if any, numbers. Our research indicates that high-performing cultures are characterized by an ability to align (gain clarity on vision, strategy, and shared employee behaviors), execute (move in the agreed-upon direction with minimal friction), and renew (continuously improve at a pace that exceeds competitors) ̬three factors we also refer to as 'organizational health.' Companies that use this definition of culture to find the specifics that matter to them, and the right tools to measure those specifics, find - much the way ANZ did - that culture is no longer something that is hard to measure and manage just as rigorously as business performance.

Step 2: Focus on the few changes that matter most. We have found that it's possible to meaningfully change no more than five aspects of an organization's culture in a 12- to 18-month period. Concentrating on a short list has the additional value of forcing everyone to focus on the changes most important to reaching the desired end state. ANZ's senior team, for example, started with establishing the basics: agreeing on a shared direction, creating a baseline of openness and honesty, and developing a "can do" sense of personal accountability. After 18 months, leaders felt that these cultural elements were sufficiently improved, and moved on to creating a culture of innovation, people development, and customer focus for the next 18 months. Attempting to tackle all of these themes at once would likely have fragmented the effort and weakened its impact.

Step 3: Integrate culture change efforts with business improvement initiatives. Few employees have too little to do. This means that culture change efforts run as stand-alone programs typically are last on the list and rarely succeed. Successful efforts, we've found, are fully integrated into the business initiatives you're pursuing - easy once you've defined the culture effectively. For example, during the second 18 months of its cultural program, ANZ included in its sales stimulation program peer coaching from high performers across its organization, which helped to build a culture of developing people. In addition, the bank's leaders made sure that the end-of-day team meetings for branch sales staff included not just numbers, but also stories of how individual reps had interacted with customers to build relationships, highlighting the goal of improving customer focus. The quality of coaching and customer focus at each branch was also incorporated into evaluations of branch managers, and salesforce incentive payments were expanded to include assessments of these behaviors as well as financial results. Executed well, culture change programs using these three steps not only deliver better bottom-line results, but also provide a more fulfilling environment for employees. And for many executives, leading a successful culture-change program is the most rewarding work of their career, because doing so allows them to integrate the human factors that matter to everyone with business concerns.

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Three Steps to a High-Performance Culture

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Senior executives tend to think about corporate culture as a topic that's hard to measure and hard to change. As a result, many choose not to invest in it despite all the evidence that, when skillfully managed, culture can be a powerful and enduring source of competitive advantage.

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I found this picture interesting, because I don't believe you can be all of these facets at one time and this picture seems to show different. In Zappos' case, I believe they are team, people, and outcome orientated as well as innovative.

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I liked this article, because it talked about how employee engagement was beneficial for success. It talked about how companies should push to improve employee's communication skills.

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Helping the Organizational Culture Evolve with Employee Engagement

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HR professionals should act as mentors rather than executives because providing support and sharing knowledge immensely incentivize employees to grow and...

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Watched this video to get a better understanding and it showed everything in simplistic terms with "Joe the Florist".

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I thought this was a really great illustration of how you can tackle certain aspects of your company and line out what you think might happen for successes or failures.

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Came across this after I had finished my SWOT analysis and I had completely different ideas for every single category. This was saying to update the menu and add more, but I really believe that In-N-Out should stick to what they know, and I personally love the allure of the not-so-secret meni

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SWOT Analysis of In-N-Out Burger with USP, Competition, STP (Segmentation, Targeting, Positioning) - Marketing Analysis

Below is the Strengths, Weaknesses, Opportunities & Threats (SWOT) Analysis of In-N-Out Burger :

1.A well-recognized brand in U.S.
2. In business since a long time with huge expertise
3. Presence in around 274 locations
4. Employee centered policies : Wages higher than bare minimum paid with other fringe benefits

5.Drive-thru facility for tourists and vehicle owners

6.Affordable with good quality

7.Loyal customer base

8.All restaurants are owned by the company and not franchised

9.C.S.R. via the Child Abuse Foundation

1.Comparitievly, limited menu items
2.Limited number of branches in US
3.Presence only in U.S. and no global presence

1.Add new items to the menu
2.Expansion of branches on national level
3.Franchising

4.Advertise the brand aggressively through various channels

1.Competition from other local and international players
2.Health consciousness amongst people
3.Volatility in price of raw materials

The brandguide table above concludes the In-N-Out Burger SWOT analysis along with its marketing and brand parameters. Similar analysis has also been done for the competitors of the company belonging to the same category, sector or industry.

Browse marketing analysis of more brands and companies similar to In-N-Out Burger. The BrandGuide section covers SWOT Analysis, USP, STP & Competition of more than 6000 brands from over 20 categories.

Search & Explore : BrandGuide

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In-N-Out Burger SWOT Analysis | Competitors & USP | BrandGuide | MBA Skool-Study.Learn.Share.

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In-N-Out Burger is studied in terms of its stp, swot analysis and competitors along with tagline, USP and sector.

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I came across this article after I had finished my SWOT project. This was from 4 years ago saying that they wouldn't expand into the East Coast, but I hope at some point they feel comfortable enough to expand1

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In-N-Out will "never" go public or franchise its restaurants, the burger chain's president, Lynsi Snyder, told CBS in a rare interview.

"The only reason we would do that is for the money, and I wouldn't do it," Snyder said in the interview.

"My heart is totally connected to this company because of my family, and the fact that they are not here - I have a strong tie to keep this the way they would want it."

That means In-N-Out probably won't be expanding to the East Coast any time soon.

The 304-store chain has slowly expanded eastward over its 65-year lifetime from California to Nevada, Arizona, Utah, and more recently Texas and Oregon. The company has also been holding "pop-up shops" around the world, where burgers tend to sell out within minutes.

All signs would point to a plan for expansion, but without franchising or going public, it's unlikely we'll see an In-N-Out on the East Coast any time soon.

Here's why:

1. Quality control: There are no freezers or microwaves in In-N-Out restaurants because the company has a strict policy of serving its food fresh. Therefore, all locations must be within 300 miles of the company's distribution facilities.

"At In-N-Out Burger, we make all of our hamburger patties ourselves and deliver them fresh to all of our restaurants with our own delivery vehicles," In-N-Out vice president of planning and development Carl Van Fleet told Business Insider in a previous interview. "Nothing is ever frozen. Our new restaurant locations are limited by the distance we can travel from our patty-making facilities and distribution centers."

2. Exclusivity: Everything has more appeal when it's not available to everyone, and the exclusivity of In-N-Out is what has helped the restaurant gain such a rabid following of fans.

In response to pleading from a local politician for an In-N-Out to open in Denver, Van Fleet made it clear the company was not planning to expand farther east.

"You continue to give us the biggest compliment possible with your efforts to interest us in Colorado," he wrote in a letter obtained by The Denver Post. "That said, at this time, we're still not looking to add a sixth state and we're just focusing our growth efforts in the five states where we currently operate."

Since then, In-N-Out has expanded to Oregon - which is the chain's sixth state of operation.

3. Competition: The East Coast has numerous burger joints that would offer tough competition for In-N-Out, including Shake Shack and Five Guys.

4. No franchising: A large-scale expansion without franchising would require a massive amount of up-front capital from the company.

"In-N-Out remains privately owned and the Snyder family has no plans to take the company public or franchise any units," the company reaffirms on its website.

Watch Snyder's interview:

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In-N-Out president explains why the burger chain probably won't expand to the East Coast

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In-N-Out will "never" go public or franchise its restaurants, the burger chain's president, Lynsi Snyder, told CBS in a rare interview. "The only reason we would do that is for the money, and I wouldn't do it," Snyder said in the interview.

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Int'l Women's Day/Gender Pay Gap (Module 2)

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Int'l Women's Day/Gender Pay Gap (Module 2)

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A classmate wrote a post about the gender pay gap. This photo uses statistics from the US Bureau of Labor Statistics & Dept of Commerce to show that women receive 57-77 cents (depending on race/ethnicity) to a man's dollar.

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Another classmate had done their article review on sustainability. I found a company's sustainability plan that was broken into pillars. I found it easy to follow and a great way to see the breakdown!

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A classmate had chosen to write their article on Facebook's merge to WeChat and I did a little more research on it. I don't know if I agree that this is a social responsibility, I believe this is a business decision to cover their past mistakes.

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Facebook plans to change its social media platform with private messaging, groups and payments that resemble WeChat innovations is the latest example of China tech being copied in the West. It's a trend that has evolved over the past decade as China tech have moved up from the old standard of copying from Silicon Valley, when Facebook was copied in China by Renren.

Chinese mobile apps are more advanced than those in the West for content, social and commerce. WeChat makes it easy to shop, pay and connect, and it's more functional than Facebook apps. Tencent's ubiquitous super app WeChat has 1 billion users. WeChat Pay counts 900 million users, an instant mobile wallet that bypasses banking and credit card fees to pay for items via a mobile app scan.

WeChat min-shops blend content with commerce seamlessly with links to sales products that can be accessed only within WeChat. This is a China-first monetization approach for mobile apps. Within two years of its launch, WeChat mini-shops reached 200 million users. Tesla and Walmart have launched mini-shops on WeChat.

WeChat doesn't move the needle much in the US, leaving an opportunity for Facebook to fill the gap with its own innovations. WeChat messaging and calls can be used in the US but its payment and shopping functions aren't readily accessible in the US without a China bank account and a registered Chinese account. Only about 2 percent of US internet users access WeChat once every few days - although the majority of my Chinese-American business contacts in the US and in China vouch for its usefulness.

This is not the first time that Facebook has imitated a Chinese model. China's short video app TikTok from Chinese unicorn ByteDance prompted Facebook in 2018 to launch its own version, Lasso, that has been described in China as a "100 percent" copy of the Chinese-created app.

WeChat's online version of Chinese New Year red envelopes stuffed with cash for gifts to friends and family also inspired Facebook, which tested its own cash gift feature.

Look for more successful business concepts from China to be copied outside China. It's part of the US-China tech race that I've been covering for well more than a decade.

Rebecca A. Fannin is a leading expert on global innovation. As a technology writer, author and media entrepreneur, she began her career as a journalist covering venture ...

Read More

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Facebook Changes To Be More Like WeChat Are Part Of Copy From China Trend

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Facebook plans to change its social media platform with private messaging, groups and payments that resemble WeChat innovations is the latest example of China tech being copied in the West. It's a trend that has evolved over the past decade as China tech have moved up from the old standard of copying from Silicon Valley, when Facebook was copied in China by Renren.

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Corporate Social Responsibility (Module 2)

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Corporate Social Responsibility (Module 2)

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I chose my article review to be on social responsibility, because I think it's important to our planet. I loved how one of the branches is sincerity. A company implementing social responsibility are coming off as genuine and real to their customers!

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This article explained that Steve Jobs, and his replacement Tim Cook, both have/had extremely high approval ratings from their employees. I think it's important to cite this, because it proves that even though he may not have been the strongest with his Human Skills, his employees still believed that he was doing everything right with the way he lead the company.

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Even as Apple CEO Tim Cook continues to be blasted by some investors for not being the next Steve Jobs, the company's employees boosted his approval rating to the 17th spot on an annual ranking of the top U.S. chief executives.

Cook received an average approval rating of 92% from Apple workers on Glassdoor, an online jobs and careers website, between February 2013 and January 2014. That rating put Cook at No. 17, one place better than last year, but like his previous ranking, still behind other technology CEOs such as LinkedIn's Jeff Weiner (No. 1), Qualcomm's Paul Jacobs (No. 4), Intuit's Brad Smith (No. 6), Facebook's Mark Zuckerberg (No. 9), Google's Larry Page (No. 10) and Salesforce.com's Marc Benioff (No. 12).

Apple CEO Tim Cook's approval rating fell one percentage point in the last 12 months, but he stepped up one spot to No. 17 on Glassdoor's top-50 CEO list. (Image: Glassdoor.)

Last year, in Glassdoor's March 2012 to March 2013 tally, Cook received a 93% approval rating by Apple employees. The year before that, his first in the job, Cook held the top spot with an approval rating of 97%. Former CEO Steve Jobs had the No. 1 position for the 2010-2011 period with a 95% approval rating in the year before his death.

The one-percentage-point decrease in Cook's approval rating -- and his climb up one spot in the Top-50 rankings -- wasn't especially meaningful, said Scott Dobroski, a community expert at Glassdoor who analyzes the company's data.

"It's not unusual for a CEO to fluctuate as much as 5% year to year," Dobroski said. "It's when that reaches 9%, 10% that you can see themes year over year, and what may have changed."

Mark Zuckerberg, CEO of Facebook, for example, dropped to ninth place with an approval rating of 93%, six percentage points lower than last year's 99%. "Most CEOs would kill for that," said Dobroski. "He's still one of the most iconic tech leaders of all time, but what's changed is a more bureaucratic feeling in the company, and employees are citing young managers. That's not that surprising. Facebook has grown, it's past the IPO euphoria and employees are feeling a bit more of the bureaucracy."

Cook continued to fare much better than Microsoft's Steve Ballmer, who not only did not make Glassdoor's top-50 CEO cut, but saw his approval rating drop from 47% for 2012-2013 to 39% for 2013-2014. Ballmer, who retired in early February and was replaced by insider Satya Nadella, was in charge during Glassdoor's evaluation period.

"It was just a coincidence," said Dobroski of the synchronization between the end of Glassdoor's one-year ratings period and Ballmer's retirement.

Ballmer's numbers had been worse: For the 2011-2012 stretch, his approval rating was an even-more-dismal 35%.

In a hint of what might have been for Microsoft, Ford Motor CEO Alan Mulally, who was frequently cited as a top candidate as Ballmer's replacement, was ranked No. 2 by Glassdoor for the year, with an approval rating of 97%. Mulally took himself out of the running for Ballmer's job in January, but insider reports contested that, saying the Microsoft board had moved on to others.

Cook also out-scored technology CEOs such as eBay's John Donahoe (No. 19, at 91%), Amazon's Jeff Bezos (No. 32, 86%) and Yahoo's Marissa Mayer (No. 49, 79%).

Glassdoor asks employees, "Do you approve of the way your CEO is leading the company?" to calculate its rankings.

Dobroski argued that there was a correlation between Glassdoor's CEO approval rating and employee satisfaction. Highly ranked chief executives are by definition clear communicators who make their message and the company's mission plain to employees, positively affecting morale.

"In the 50 companies with the highest-rated CEOs, the average employee satisfaction score was 3.6," said Dobroski. "The average overall was 3.2. That's what happens when you have a leader who the troops are rallying behind."
This article, Tim Cook's approval ranking climbs one spot in top-50 CEO list, was originally published at Computerworld.com.
Gregg Keizer covers Microsoft, security issues, Apple, Web browsers and general technology breaking news for Computerworld. Follow Gregg on Twitter at @gkeizer, on Google+ or subscribe to Gregg's RSS feed . His email address is gkeizer@computerworld.com.
See more by Gregg Keizer on Computerworld.com.

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Tim Cook's approval ranking climbs one spot in top-50 CEO list

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Even as Apple CEO Tim Cook continues to be blasted by some investors for not being the next Steve Jobs, the company's employees boosted his approval rating to the 17th spot on an annual ranking of the top U.S. chief executives.

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I thought this quote was pertinent because it showed how Steve Jobs approached management as a whole and he really understood that being a manager was guiding people to do what they should do even when they may not want to. In my opinion, a great manager utilizes both leadership and management strategies to rally their employees.

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This cartoon was prompted by the iPhone suggesting auto-complete emails that you can send, instead of having to physically write the email yourself. While technology is mostly beneficial, it shouldn't be taking away from the human skills like personal communication and physically checking up on projects.

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Challenge Assessment: Rodney Adkins (Module 1)

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Challenge Assessment: Rodney Adkins (Module 1)

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I found this to be very relevant to the challenge case assessment. After doing a little more research on Rodney Adkins, he is very well-known for what this article calls his "management prowess" and received the award from Black Enterprise as Black Enterprise's Corporate Executive of the Year in 2011. While a bit dated, it still shows that he has been an excellent manager for years. (Link for article embedded below!)