Topics: Sexual orientation, Homosexuality, Gay Pages: 10 (3080 words) Published: June 23, 2013
The Cracker Barrel Restaurants

John Howard

King’s College, London

Discrimination against lesbians and gays is common in the workplace. Sole proprietors, managing partners, and corporate personnel officers can and often do make hiring, promoting, and firing decisions based on an individual’s real or perceived sexual orientation. Lesbian and gay job applicants are turned down and lesbian and gay employees are passed over for promotion or even fired by employers who view homosexuality as somehow detrimental to job performance or harmful to the company’s public profile. Such discrimination frequently results from the personal biases of individual decision makers. It is rarely written into company policy and thus is difficult to trace. However, in January 1991, Cracker Barrel Old Country Store, Inc., a chain of family restaurants, became the first and only major American corporation in recent memory to expressly prohibit the employment of lesbians and gays in its operating units. A nationally publicized boycott followed, with demonstrations in dozens of cities and towns. The controversy would not be resolved until a decade later. In the interim, Cracker Barrel would also face several charges of racism from both its employees and customers—suggesting that corporate bias against one cultural group may prove a useful predictor of bias against others.


Dan Evins founded Cracker Barrel in 1969 in his hometown of Lebanon, Tennessee, 40 miles east of Nashville. Evins, a 34-year-old ex-Marine sergeant and oil jobber, decided to take advantage of the traffic on the nearby interstate highway and open a gas station with a restaurant and gift shop. Specializing in down-home cooking at low prices, the restaurant was immediately profitable.

Evins began building Cracker Barrel stores throughout the region, gradually phasing out gasoline sales. By 1974, he owned a dozen restaurants. Within five years of going public in 1981, Cracker Barrel doubled its number of stores and quadrupled its revenues: In 1986, there were 47 Cracker Barrel restaurants with net sales of $81 million. Continuing to expand aggressively, the chain again grew to twice its size and nearly quadrupled its revenues during the next five years.

By the end of the fiscal year, August 2, 1991, Cracker Barrel operated over 100 stores, almost all located along the interstate highways of the Southeast and, increasingly, the Midwest. Revenues exceeded $300 million. Employing roughly 10,000 nonunionized workers, Cracker Barrel ranked well behind such mammoth family chains as Denny’s and Big Boy in total sales, but led all U.S. family chains in sales per operating unit for both 1990 and 1991.

As of 1991, Cracker Barrel was a well-recognized corporate success story, known for its effective, centralized, but authoritarian leadership. From its headquarters, Cracker Barrel maintained uniformity in its store designs, menu offerings, and operating procedures. Travelers and local customers dining at any Cracker Barrel restaurant knew to expect a spacious, homey atmosphere; an inexpensive, country-style meal; and a friendly, efficient staff. All were guaranteed by Dan Evins, who remained as president, chief executive officer, and chairman of the board.


In early January 1991, managers in the roughly 100 Cracker Barrel operating units received a communiqué from the home office in Lebanon. The personnel policy memorandum from William Bridges, vice president of human resources, declared that Cracker Barrel was “founded upon a concept of traditional American values.” As such, it was deemed “inconsistent with our concept and values and . . . with those of our customer base, to continue to employ individuals . . . whose sexual preferences fail to demonstrate normal heterosexual values, which have been the foundation of families in our society.”...
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