August 25, 2025 • 16 mins
Cracker Barrel’s iconic country charm is vanishing—and it’s not just about nostalgia, but about the real cost of corporate identity lost in the rush to modernize. This episode pulls back the curtain on why beloved brands like Cracker Barrel, Bud Light, and Disney risk alienating loyal customers by erasing what made them special, and how the consequences go far beyond simple aesthetics. Dive in for a thought-provoking look at the intersection of culture, business strategy, and what truly makes a brand endure.
#CrackerBarrel #DEI
#podcast #therantnetwork #podcasting #opinion #podcaster #podcastshow #live #business #discussion #economics #politics #discussion #sports #racism #socialmedia #education #conservative #education #antiwoke #GoWokeGoBroke #DonaldTrump #PoliticalAnalysis
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
You know we had music .
Hear me, we hear you.
You know what I mean.
We don't hear the music.
You know, sometimes technologyjust sort of blows Kind of like
modern woke advertising.
You know, you never think youget it right.
(00:21):
And let me tell you something,this modern era, when you don't
get it right, you send thecountry up in a tizzy.
Welcome everybody to the RantNetwork, a go-to podcast,
unfiltered, unbiologeticdiscussion hosted by myself on
the right today, and DavidSolomon on the left.
Well, it depends on which wayyou're looking at the screen.
(00:42):
As we tackle a diverse range oftopics controversy, bold
opinions, opinions whether it'sbreaking down the latest
headlines, exploring pop culture, debating politics, delving
into complexities of modern lifethis is a platform for every
single angle.
So grab a seat, settle in,because this one is going to be
a hoot.
And when I say a hoot, I meanthere is a way of saying things
(01:07):
and a way of not saying things.
Can you see the difference,david?
Speaker 2 (01:12):
Yep.
Speaker 1 (01:13):
I know you got one of those queued up too, but I had
mine ready to go Okay we'llleave yours, of course.
Speaker 2 (01:18):
Let's just do with that.
You know, when you want toNotice the headline, notice the
headline Yep MAGA.
You know, when you want toNotice the headline, notice the
headline Yep MAGA, it's onlyMAGAs that are erupting.
Speaker 1 (01:27):
You know, this is a chain that's been around for I
don't know how many years, david, I think.
Speaker 2 (01:34):
If I saw it, they're about over 50 years.
Speaker 1 (01:37):
You know, it's one of the longer chains that have
been out there and if you reallywant to know something, it's
not looking too good for crackerbarrel.
You know, when I look atcracker barrel unlike you,
that's what I look at I see alot of red and the only thing
green on that chart is an m&atarget.
(01:59):
Why is that?
Because a woke, insaneindividual figured we could
change something that's as oldas IHOP.
Kenny Rogers no longer there.
Ponderosa no longer there.
Because if you try changingthese old adage things, it may
(02:21):
not be accepted with the sameluster and fluster.
David, I know that you'rewearing a nice collared shirt
today and I think you're goingto present much better this
compelling story.
Speaker 2 (02:33):
Well, let me tell you something, stuart.
I'm going to just take what youstarted with and just left me
there, which is really not likeyou.
You like to dive into this,because I heard you're upset,
you're disgust with Bud Lightand Dylan Mulvaney back when
they brought her in.
They in whatever to do thecommercial.
(02:56):
You and I remember New Coke inthe 1980s and the disaster that
rolled out with that new formula.
And we've seen other disasters,most recently.
But what is it the problem?
Disney didn't learn the lesson.
Oh, they did.
It cost billions of dollars forDisney to learn that.
(03:17):
What you stop with the politicalstatements.
You're an entertainment house,and again this message is being
driven into corporate America.
Stop being a political house.
You are a restaurant.
Now, let me just stop righthere, because over 30 years ago,
cracker Barrel had an anti-gaypolicy.
(03:37):
It's gone.
It's long gone.
But the problem is that when youdiscover these types of things
and it's happened with a wholeslew of different type of
restaurant chains and otherbusinesses you take something
that you did wrong years ago and, instead of correcting it, you
overdo it because you want tosatisfy and please a group of
(04:00):
people, but what you end updoing is piss off a whole other
group.
So why is there such an uproarwith Cracker Barrel?
Well, the company is aTennessee-based restaurant chain
, over 600 locations.
I've eaten there a few times.
It's quaint the theme.
If you've never been in one.
(04:20):
You used to walk in and therewas like a country store.
It was really cute.
If you want to talk about whatmiddle America used to be, a bit
of the south used to be, thatwas the feel it gave you that.
And then when you went into therestaurant, your food, the
decor, everything screamed thesouth and it was great and it's
(04:41):
fun.
But apparently Cracker Barrel,julie massino, didn't agree.
She believed it's time tomodernize the restaurant.
So we're going to get rid ofthe guy with the barrel.
We're going to create atext-only logo, which, if you
told me that was it, I might, oh, whatever.
But then you go inside therestaurant and everything to do
(05:02):
with the country style is gone.
There's no difference nowbetween Cracker Barrel and any
other family restaurant.
You want to go to TGI Fridays?
You want to go to all theseother locations.
It's going to look and feel thesame.
Why?
Because we have to please theleft.
We have to please the left.
Now the left is losing theirminds.
(05:23):
Jonathan k part from msnbc.
He's office, he's pissed, hey,he's so upset.
And this is what he said.
And this is just just to showyou what it is.
He goes, he is sick of theoutrage.
The logo is fine, but you knowwhat I'm sick of?
Because we have rebrands allthe time.
Quote manufactured bs.
Yes, manufactured bs.
I'm so sick of the outrage ofthese snowflakes.
(05:44):
That's what he's calling youand me, stewart.
There are so many things thatoffend them.
They get all upset.
They're shooting beer cans andburning hats and stuff like that
.
What you mean?
We're start.
Some people are responding likelefties.
I don't think so.
I don't see anybody burningdown restaurants.
I don't see anybody smashingwindows.
(06:05):
We're just saying why are youmissing out?
Once again, this corporateAmerica misses the mark.
And, by the way, the rivalfranchise Steak and Shake, which
is which is you know, wentafter them saying, quote
sometimes people want to changethings just to put their own
personality things at crackerbarrel.
Their goal is to just delete thepersonality altogether.
(06:28):
Hence the elimination of theold timer from the signage.
Heritage is what got crackerbarrel this far, and now the ceo
wants to just scrape it allaway.
It's a great message that says,simply put, you forgot where
you got here, and this is whatDEI does.
Now there's a member of thisboard who is a DEI guru who, by
(06:50):
the way, stuart and this is thefunniest part of the story right
, where was he beforehand?
He was at Coke and Disney.
Where was he beforehand?
He was at Coke and Disney.
This guy, gilbert Davila, who's61, he's been on the boards for
five years.
He is amongst its once topindividual shareholders.
He's a DEI guy.
Speaker 1 (07:23):
And there's no doubt that this is what has happened
that bringing in this extremelefty mindset of we need to stop
offending other people.
I'm going to just jump in for asecond.
I mean, it's been about half ofour time today.
I'm going to say this I don'tcare if you're a left or a right
guy, I don't think that'sreally that important.
You know, a CEO, by training,training is supposed to go into
(07:44):
an organization, get itunderstand the culture of that
organization to successfullytake over the management of that
organization what's the ceo'sresponsibility?
Speaker 2 (07:55):
stew Stuart, you're an investment advisor.
What's a CEO's?
Speaker 1 (07:59):
real job, head guide and manage.
One more thing you forgot.
Speaker 2 (08:05):
What did I forget?
Optimize shareholder value.
Speaker 1 (08:10):
Ah well, that's any executive in any C-suite or any
employee of a corporation is tooptimize.
Speaker 2 (08:17):
The CEO of a publicly traded company.
Speaker 1 (08:21):
That's where it's at right and she put their uh
shareholders.
Well, you know, let's cut her abit of slack for a moment.
Maybe she truly believed thatthis would increase and enhance
the value, uh, of the brand andshe was doing it for those
reasons.
There's no evidence to say thatand clearly her history is one
(08:46):
of what you had given.
But when a CEO comes into acompany, they're supposed to
understand and learn the cultureand build off what's there, not
radically flip it on its headand step on it.
You know, and you're right, youknow, even Snoop Doggy Dogg is
upset with Disney, I mean, withall the woke and crazy stuff.
(09:08):
So again, you know, it'senough's enough.
I think the Crackle Barrel is agreat example that is just being
perpetrated throughout thedifferent forms of pop culture
and historical value in some ofthese restaurants.
But in saying that, some ofthese restaurants, david,
they're old, they're stale.
(09:30):
What's good?
Mcdonald's, mcdonald's, m&a?
That's why they're good M&Atargets.
And this woman, who has erodedthe value of that company
immensely in a very short periodof time, is basically a CEO who
has failed her job and shouldbe removed by the board of
(09:51):
directors.
Now it's up for the board ofdirectors of that company to see
this as being a problem and Imake you bet this legend CEO is
going to scrape away hercontract and threaten to sue
them for some sort of I don'tknow.
Speaker 2 (10:10):
Yeah, yeah, yeah, yeah, yeah, yeah.
But Stuart, here's the thingright, mcdonald's renovated.
They've updated, yep, Yep.
Speaker 1 (10:18):
McDonald's got rid of the Hamburglar, got rid of the
Fry's.
Guys got rid of a lot of thecharacters over time.
There are ways to do it.
Burger King re-bought back theKing.
I mean there's certain ways,like Wendy's.
Speaker 2 (10:33):
Dunkin' Donuts is no longer Dunkin' Donuts of Dunkin'
, because they realize whatdonuts mean.
You've got Starbucks.
That went one way and thenrealized it's not the right path
and they repivoted.
Speaker 1 (10:45):
That's good old Schultz for you, man.
Speaker 2 (10:48):
No, no, but I'm saying there are other things.
So if you look at it, we're notsaying they shouldn't have
renovated.
It looked old.
I got you.
And if you want to change thelogo, knock yourself out.
The problem is.
The problem is that you justsaw your.
You just got the reaction.
The funniest thing.
If you recall I don't know ifyou remember this stewart when
michael jordan was asked backwhen he was a superstar, why
(11:12):
isn't he vilifying republicans?
He said because even republicbuy sneakers.
And this is the problem whereCracker Barrel and others are
missing the point.
You forgot about the number one, most important person in this
conversation your customers.
And the fact is, yes, I knowthat there are Cracker Barrel
(11:34):
stores in the north in theUnited States and maybe they're
not so into that country,feeling whatever, but you forgot
your roots and you forgot whereyou came from and you forgot
what got you here.
And that's the problem.
Now, to me, the offense is whyis the left yelling at us the
same way?
10 minutes ago, we've beenyelling at the left about Sidney
(11:56):
Sweeney and jeans.
Why is it that?
You know you did that.
Why did you notice that thepeople the head of marketing at
Jaguar after that horrificallyfailed rebrand and bringing out
those characters in a commercial.
Did you see the change atDisney?
Did you see what happened inTarget?
Did you see what happened inall these places?
(12:16):
When you try to swing too far inone direction, you lose and you
have to come back to the middle.
No one is sitting here tellingyou don't rebrand.
No one is sitting here tellingyou don't revamp the restaurant.
But for Pete's sake, to drivethe message and that's what the
feeling is from Cracker Barrel.
And please don't tell me Ican't have feelings, because
(12:38):
people on the left tell me theyfeel.
All the time.
The feeling is you just want toget, you just want to abandon
what got you here, and no one issitting here and saying you
know, you should.
You know we were once anti-gay,so we should keep it.
No, that's not what I'm talkingabout.
Forget what got you here.
Your policies can changeinternally.
(12:59):
Your employee policies changeAwesome.
You want to be more inclusive?
Awesome.
But why go to the extreme?
Why push it further?
Speaker 1 (13:11):
Right, but that's no different than Brian Cornell,
who's now stepping down atTarget.
Cornell, who's now steppingdown at target, a great
university of california, ucla,graduate from the 80s took the
only competitor of walmart inthe united states at the time
and and and destroyed an entirefranchise of of I mean a
(13:33):
business entity.
That was a juggernaut.
I mean you had Target andWalmart too bad, like you have
Home Depot and Lowe's.
Speaker 2 (13:43):
Look at Harley Davidson, they tried.
I mean Harley Davidson, theytried, they bossed it.
Okay, they bossed it.
See what happens when you tryto go too far.
Speaker 1 (13:57):
Disney tried to go too far and now they realize it
cost them a billion dollars youknow, I I want to know when you
know if lamborghini ducati aregoing to try something stupid.
Speaker 2 (14:11):
Not a chance.
Listen, mercedes only inamerica.
Look, look, you've got a lot ofcar companies, for example,
that that tried things.
Their customers backlash andthey learned.
But to drive a politicalmessage, really, if that's your
goal, okay, but understand onething Customers are voting with
their feet and their wallets andyou see right now shareholder
(14:34):
prices plummeting and they'resaying these are MAGAists and
this is what the media wants topaint it.
The only people upset arepeople are MAGAists.
No, ladies and gentlemen, it'snot MAGAists, they're Americans.
They're Americans in 50different states that are going.
Well, baby, that's not thechain I loved and you can make a
(14:54):
change, but don't take away theessence of what made it
charming.
That's all they're doing.
And you know, stuart, you'reright they're ripe for either a
takeover whom I don't know?
Who wants to take over 600locations, who knows?
Or a bankruptcy.
One of the two is going tohappen if Cracker Barrel doesn't
refocus.
Speaker 1 (15:16):
I cannot have said it better, david, and you know
what.
At the end of the day, snoopDoggy Dogg says it right.
What are you messing with mystuff, man?
It was all good.
Speaker 2 (15:27):
Stop messing with my stuff, stewie.
Let's, let's, let's.
You know what, stewart?
Let's wrap up this sandwich andget out of here.
Speaker 1 (15:33):
That brings this episode to an end.
Welcome, we truly appreciateyou being here every Monday,
wednesday, friday, noon Eastern,and I love the fact that you
guys grab onto those little30-second snips we throw all
over the place, but the fullepisodes are available on
YouTube and our website.
Come, grab them, watch them,download them.
They are a hoot sometimes.
(15:53):
Anyways, guys, remember, stayconnected.
Give us your PMs, you know what.
Don't be shy, it's okay.
We love you.
Anyways, david, say goodbye tothe hump day.
Have a good one, everyone Seeyou on Wednesday.
You know we had music .
Hear me, we hear you.
You know what I mean.
We don't hear the music.
You know, sometimes technologyjust sort of blows Kind of like
modern woke advertising.
You know, you never think youget it right.
(00:21):
And let me tell you something,this modern era, when you don't
get it right, you send thecountry up in a tizzy.
Welcome everybody to the RantNetwork, a go-to podcast,
unfiltered, unbiologeticdiscussion hosted by myself on
the right today, and DavidSolomon on the left.
Well, it depends on which wayyou're looking at the screen.
(00:42):
As we tackle a diverse range oftopics controversy, bold
opinions, opinions whether it'sbreaking down the latest
headlines, exploring pop culture, debating politics, delving
into complexities of modern lifethis is a platform for every
single angle.
So grab a seat, settle in,because this one is going to be
a hoot.
And when I say a hoot, I meanthere is a way of saying things
(01:07):
and a way of not saying things.
Can you see the difference,david?
Speaker 2 (01:12):
Yep.
Speaker 1 (01:13):
I know you got one of those queued up too, but I had
mine ready to go Okay we'llleave yours, of course.
Speaker 2 (01:18):
Let's just do with that.
You know, when you want toNotice the headline, notice the
headline Yep MAGA.
You know, when you want toNotice the headline, notice the
headline Yep MAGA, it's onlyMAGAs that are erupting.
Speaker 1 (01:27):
You know, this is a chain that's been around for I
don't know how many years, david, I think.
Speaker 2 (01:34):
If I saw it, they're about over 50 years.
Speaker 1 (01:37):
You know, it's one of the longer chains that have
been out there and if you reallywant to know something, it's
not looking too good for crackerbarrel.
You know, when I look atcracker barrel unlike you,
that's what I look at I see alot of red and the only thing
green on that chart is an m&atarget.
(01:59):
Why is that?
Because a woke, insaneindividual figured we could
change something that's as oldas IHOP.
Kenny Rogers no longer there.
Ponderosa no longer there.
Because if you try changingthese old adage things, it may
(02:21):
not be accepted with the sameluster and fluster.
David, I know that you'rewearing a nice collared shirt
today and I think you're goingto present much better this
compelling story.
Speaker 2 (02:33):
Well, let me tell you something, stuart.
I'm going to just take what youstarted with and just left me
there, which is really not likeyou.
You like to dive into this,because I heard you're upset,
you're disgust with Bud Lightand Dylan Mulvaney back when
they brought her in.
They in whatever to do thecommercial.
(02:56):
You and I remember New Coke inthe 1980s and the disaster that
rolled out with that new formula.
And we've seen other disasters,most recently.
But what is it the problem?
Disney didn't learn the lesson.
Oh, they did.
It cost billions of dollars forDisney to learn that.
(03:17):
What you stop with the politicalstatements.
You're an entertainment house,and again this message is being
driven into corporate America.
Stop being a political house.
You are a restaurant.
Now, let me just stop righthere, because over 30 years ago,
cracker Barrel had an anti-gaypolicy.
(03:37):
It's gone.
It's long gone.
But the problem is that when youdiscover these types of things
and it's happened with a wholeslew of different type of
restaurant chains and otherbusinesses you take something
that you did wrong years ago and, instead of correcting it, you
overdo it because you want tosatisfy and please a group of
(04:00):
people, but what you end updoing is piss off a whole other
group.
So why is there such an uproarwith Cracker Barrel?
Well, the company is aTennessee-based restaurant chain
, over 600 locations.
I've eaten there a few times.
It's quaint the theme.
If you've never been in one.
(04:20):
You used to walk in and therewas like a country store.
It was really cute.
If you want to talk about whatmiddle America used to be, a bit
of the south used to be, thatwas the feel it gave you that.
And then when you went into therestaurant, your food, the
decor, everything screamed thesouth and it was great and it's
(04:41):
fun.
But apparently Cracker Barrel,julie massino, didn't agree.
She believed it's time tomodernize the restaurant.
So we're going to get rid ofthe guy with the barrel.
We're going to create atext-only logo, which, if you
told me that was it, I might, oh, whatever.
But then you go inside therestaurant and everything to do
(05:02):
with the country style is gone.
There's no difference nowbetween Cracker Barrel and any
other family restaurant.
You want to go to TGI Fridays?
You want to go to all theseother locations.
It's going to look and feel thesame.
Why?
Because we have to please theleft.
We have to please the left.
Now the left is losing theirminds.
(05:23):
Jonathan k part from msnbc.
He's office, he's pissed, hey,he's so upset.
And this is what he said.
And this is just just to showyou what it is.
He goes, he is sick of theoutrage.
The logo is fine, but you knowwhat I'm sick of?
Because we have rebrands allthe time.
Quote manufactured bs.
Yes, manufactured bs.
I'm so sick of the outrage ofthese snowflakes.
(05:44):
That's what he's calling youand me, stewart.
There are so many things thatoffend them.
They get all upset.
They're shooting beer cans andburning hats and stuff like that
.
What you mean?
We're start.
Some people are responding likelefties.
I don't think so.
I don't see anybody burningdown restaurants.
I don't see anybody smashingwindows.
(06:05):
We're just saying why are youmissing out?
Once again, this corporateAmerica misses the mark.
And, by the way, the rivalfranchise Steak and Shake, which
is which is you know, wentafter them saying, quote
sometimes people want to changethings just to put their own
personality things at crackerbarrel.
Their goal is to just delete thepersonality altogether.
(06:28):
Hence the elimination of theold timer from the signage.
Heritage is what got crackerbarrel this far, and now the ceo
wants to just scrape it allaway.
It's a great message that says,simply put, you forgot where
you got here, and this is whatDEI does.
Now there's a member of thisboard who is a DEI guru who, by
(06:50):
the way, stuart and this is thefunniest part of the story right
, where was he beforehand?
He was at Coke and Disney.
Where was he beforehand?
He was at Coke and Disney.
This guy, gilbert Davila, who's61, he's been on the boards for
five years.
He is amongst its once topindividual shareholders.
He's a DEI guy.
Speaker 1 (07:23):
And there's no doubt that this is what has happened
that bringing in this extremelefty mindset of we need to stop
offending other people.
I'm going to just jump in for asecond.
I mean, it's been about half ofour time today.
I'm going to say this I don'tcare if you're a left or a right
guy, I don't think that'sreally that important.
You know, a CEO, by training,training is supposed to go into
(07:44):
an organization, get itunderstand the culture of that
organization to successfullytake over the management of that
organization what's the ceo'sresponsibility?
Speaker 2 (07:55):
stew Stuart, you're an investment advisor.
What's a CEO's?
Speaker 1 (07:59):
real job, head guide and manage.
One more thing you forgot.
Speaker 2 (08:05):
What did I forget?
Optimize shareholder value.
Speaker 1 (08:10):
Ah well, that's any executive in any C-suite or any
employee of a corporation is tooptimize.
Speaker 2 (08:17):
The CEO of a publicly traded company.
Speaker 1 (08:21):
That's where it's at right and she put their uh
shareholders.
Well, you know, let's cut her abit of slack for a moment.
Maybe she truly believed thatthis would increase and enhance
the value, uh, of the brand andshe was doing it for those
reasons.
There's no evidence to say thatand clearly her history is one
(08:46):
of what you had given.
But when a CEO comes into acompany, they're supposed to
understand and learn the cultureand build off what's there, not
radically flip it on its headand step on it.
You know, and you're right, youknow, even Snoop Doggy Dogg is
upset with Disney, I mean, withall the woke and crazy stuff.
(09:08):
So again, you know, it'senough's enough.
I think the Crackle Barrel is agreat example that is just being
perpetrated throughout thedifferent forms of pop culture
and historical value in some ofthese restaurants.
But in saying that, some ofthese restaurants, david,
they're old, they're stale.
(09:30):
What's good?
Mcdonald's, mcdonald's, m&a?
That's why they're good M&Atargets.
And this woman, who has erodedthe value of that company
immensely in a very short periodof time, is basically a CEO who
has failed her job and shouldbe removed by the board of
(09:51):
directors.
Now it's up for the board ofdirectors of that company to see
this as being a problem and Imake you bet this legend CEO is
going to scrape away hercontract and threaten to sue
them for some sort of I don'tknow.
Speaker 2 (10:10):
Yeah, yeah, yeah, yeah, yeah, yeah.
But Stuart, here's the thingright, mcdonald's renovated.
They've updated, yep, Yep.
Speaker 1 (10:18):
McDonald's got rid of the Hamburglar, got rid of the
Fry's.
Guys got rid of a lot of thecharacters over time.
There are ways to do it.
Burger King re-bought back theKing.
I mean there's certain ways,like Wendy's.
Speaker 2 (10:33):
Dunkin' Donuts is no longer Dunkin' Donuts of Dunkin'
, because they realize whatdonuts mean.
You've got Starbucks.
That went one way and thenrealized it's not the right path
and they repivoted.
Speaker 1 (10:45):
That's good old Schultz for you, man.
Speaker 2 (10:48):
No, no, but I'm saying there are other things.
So if you look at it, we're notsaying they shouldn't have
renovated.
It looked old.
I got you.
And if you want to change thelogo, knock yourself out.
The problem is.
The problem is that you justsaw your.
You just got the reaction.
The funniest thing.
If you recall I don't know ifyou remember this stewart when
michael jordan was asked backwhen he was a superstar, why
(11:12):
isn't he vilifying republicans?
He said because even republicbuy sneakers.
And this is the problem whereCracker Barrel and others are
missing the point.
You forgot about the number one, most important person in this
conversation your customers.
And the fact is, yes, I knowthat there are Cracker Barrel
(11:34):
stores in the north in theUnited States and maybe they're
not so into that country,feeling whatever, but you forgot
your roots and you forgot whereyou came from and you forgot
what got you here.
And that's the problem.
Now, to me, the offense is whyis the left yelling at us the
same way?
10 minutes ago, we've beenyelling at the left about Sidney
(11:56):
Sweeney and jeans.
Why is it that?
You know you did that.
Why did you notice that thepeople the head of marketing at
Jaguar after that horrificallyfailed rebrand and bringing out
those characters in a commercial.
Did you see the change atDisney?
Did you see what happened inTarget?
Did you see what happened inall these places?
(12:16):
When you try to swing too far inone direction, you lose and you
have to come back to the middle.
No one is sitting here tellingyou don't rebrand.
No one is sitting here tellingyou don't revamp the restaurant.
But for Pete's sake, to drivethe message and that's what the
feeling is from Cracker Barrel.
And please don't tell me Ican't have feelings, because
(12:38):
people on the left tell me theyfeel.
All the time.
The feeling is you just want toget, you just want to abandon
what got you here, and no one issitting here and saying you
know, you should.
You know we were once anti-gay,so we should keep it.
No, that's not what I'm talkingabout.
Forget what got you here.
Your policies can changeinternally.
(12:59):
Your employee policies changeAwesome.
You want to be more inclusive?
Awesome.
But why go to the extreme?
Why push it further?
Speaker 1 (13:11):
Right, but that's no different than Brian Cornell,
who's now stepping down atTarget.
Cornell, who's now steppingdown at target, a great
university of california, ucla,graduate from the 80s took the
only competitor of walmart inthe united states at the time
and and and destroyed an entirefranchise of of I mean a
(13:33):
business entity.
That was a juggernaut.
I mean you had Target andWalmart too bad, like you have
Home Depot and Lowe's.
Speaker 2 (13:43):
Look at Harley Davidson, they tried.
I mean Harley Davidson, theytried, they bossed it.
Okay, they bossed it.
See what happens when you tryto go too far.
Speaker 1 (13:57):
Disney tried to go too far and now they realize it
cost them a billion dollars youknow, I I want to know when you
know if lamborghini ducati aregoing to try something stupid.
Speaker 2 (14:11):
Not a chance.
Listen, mercedes only inamerica.
Look, look, you've got a lot ofcar companies, for example,
that that tried things.
Their customers backlash andthey learned.
But to drive a politicalmessage, really, if that's your
goal, okay, but understand onething Customers are voting with
their feet and their wallets andyou see right now shareholder
(14:34):
prices plummeting and they'resaying these are MAGAists and
this is what the media wants topaint it.
The only people upset arepeople are MAGAists.
No, ladies and gentlemen, it'snot MAGAists, they're Americans.
They're Americans in 50different states that are going.
Well, baby, that's not thechain I loved and you can make a
(14:54):
change, but don't take away theessence of what made it
charming.
That's all they're doing.
And you know, stuart, you'reright they're ripe for either a
takeover whom I don't know?
Who wants to take over 600locations, who knows?
Or a bankruptcy.
One of the two is going tohappen if Cracker Barrel doesn't
refocus.
Speaker 1 (15:16):
I cannot have said it better, david, and you know
what.
At the end of the day, snoopDoggy Dogg says it right.
What are you messing with mystuff, man?
It was all good.
Speaker 2 (15:27):
Stop messing with my stuff, stewie.
Let's, let's, let's.
You know what, stewart?
Let's wrap up this sandwich andget out of here.
Speaker 1 (15:33):
That brings this episode to an end.
Welcome, we truly appreciateyou being here every Monday,
wednesday, friday, noon Eastern,and I love the fact that you
guys grab onto those little30-second snips we throw all
over the place, but the fullepisodes are available on
YouTube and our website.
Come, grab them, watch them,download them.
They are a hoot sometimes.
(15:53):
Anyways, guys, remember, stayconnected.
Give us your PMs, you know what.
Don't be shy, it's okay.
We love you.
Anyways, david, say goodbye tothe hump day.
Have a good one, everyone Seeyou on Wednesday.
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