• Albertsons will not provide health coverage for employees' spouses who can get insurance elsewhere.
• The company says the move is intended to manage rising costs, which it expects to increase 9.5%.
• In August, Disney also pulled back on benefits it will provide for workers' families.

Albertsons is curbing health care benefits for employees due to rising healthcare costs.

Starting next year, the grocery giant will no longer offer medical insurance plans to employees' spouses and domestic partners who have jobs that provide such coverage. The grocery giant detailed the change in an open enrollment guide posted to its website.

Albertsons said it expects its healthcare costs to increase 9.5% next year due to inflation, higher prescription drug costs, provider consolidation, and shortages in the healthcare workforce.

"Like employers across the country, Albertsons Companies continues to navigate rising health care costs while working to provide associates with access to quality, competitive benefits," a spokesperson said in a statement to Business Insider.

The spokesperson also said spouses and partners who don't have access to employer-based coverage will remain eligible for coverage on applicable health plans.

Other changes this year include higher weekly paycheck contributions from employees, the elimination of two network plans, along with higher deductibles and out-of-pocket maximums for some other plans.

Large companies Disney, Starbucks, and Deloitte have also introduced cost-saving changes to their benefits packages for 2027. Disney is also dropping coverage for partners and spouses who can get insurance from their own jobs.

"We've seen employers reducing their contribution toward the spouse's coverage, but not eliminating the coverage option for those people," Capitol Benefits CEO Joshua Lavine told Business Insider in August, regarding Disney's decision.

• The FTC wants information about how companies personalize prices.
• The Commission said that it sent orders to companies from Uber to Walmart.
• The orders ask about web use habits and other personal information.

The Federal Trade Commission is asking companies from food delivery services to airlines about how they use personalized prices.

The Commission said on Wednesday that it sent orders to the companies asking for details about what kind of personal information they use to determine prices. The orders target a wide range of companies, from retailers Walmart and Target to food delivery services Uber and DoorDash to airlines like Delta and United.

"Consumers deserve to know whether companies use their web surfing habits or other personal data to estimate the highest price they can charge each consumer," said FTC Chairman Andrew N. Ferguson.

"Workers also deserve to know if their compensation is affected by how companies use their personal data," Ferguson added.

Several companies pushed back against the FTC's claims.

"There is no fare product Delta has ever used, is testing or plans to use that targets customers with individualized offers based on personal data," a Delta spokesperson said.

"We do not use personal information to set prices, and we never will," Instacart said in a statement.

Walmart and Target previously said they would be transparent about their pricing strategies as more stores start using digital price tags.

A growing number of companies are using dynamic pricing to determine what customers pay for everything from concert tickets to jeans.

Some companies use similar methods to determine how much workers get paid. Uber presents its drivers with potential payouts that aren't based on a per-mile or per-minute rate, for instance, but instead consider factors such as demand.

The FTC's orders ask the companies to submit information about their pricing methodologies, including how they use AI, going back to January 1, 2023. It also asks for research that the companies have done on their pricing strategies, such as A/B tests.

The Commission is also seeking information about how the companies used similar technology to offer workers jobs, according to the orders.

Do you have a story idea about Uber, DoorDash, or Instacart? Contact this reporter at abitter@businessinsider.com or via encrypted messaging app Signal at 808-854-4501. Use a personal email address, a nonwork WiFi network, and a nonwork device; here's our guide to sharing information securely.

• Apple unveiled its first-ever MacBook Pro with a touchscreen.
• It starts at $2,899 for the 14-inch model.
• The price of personal computers has risen due, in part, to a memory and storage shortage.

Apple's MacBook Pro is entering its iPad era.

Apple announced its first MacBook Pro with a touchscreen on Wednesday during its "Pro and Tell" event in Los Angeles. The touchscreen models mark a major evolution of Apple's traditional MacBooks that rely on keyboards, computer mouses, or trackpads for input.

The laptop, featuring what Apple calls its "PROLED XDR display," is powered by the company's M5 Pro and M5 Max chips and includes a Dynamic Island cutout in the screen, similar to recent iPhones.

Touching your MacBook Pro won't come cheap

The touchscreen MacBook Pros are available for preorder on Wednesday and will officially launch on November 6. Prices for the 14-inch model start at $2,899, and the 16-inch model starts at $3,399.

That's a notable price jump from the 14-inch MacBook Pro with M6, which Apple announced on Tuesday. That model starts at $1,999 and has a Liquid Retina XDR display.

Apple's price hikes come as the tech industry weathers a global memory shortage driven by the expansion of AI and cloud infrastructure. With other PC makers also boosting prices, consumer demand across the industry has wavered, according to Counterpoint Research. The tech market research firm said global PC shipments have fallen 21% year-to-year from July to September.

Apple has raised prices for its products several times in recent months, including in June when the company raised the cost of some Mac and iPad models by as much as $300.

The touchscreen MacBook Pros are the latest product drop from Apple. The company announced a new iPad Mini with an OLED screen on Monday and a new iMac with its M6 chip on Tuesday.

• Protein products have been taking over grocery aisles, from popcorn to cereal.
• Yogurt is naturally protein-rich, but some brands offer products with added whey or plant protein.
• I ranked 11 different high-protein yogurts and thought Chobani, Ratio, and Oikos were the best.

Protein has entered every corner of the pantry as consumers aim to build or avoid losing muscle.

There's protein popcorn, protein cereal, and even protein water. If a food product did not already contain protein, it does now, thanks to gym bros, social media, and Ozempic.

Yogurt is naturally high in protein, but some brands are taking extra steps to ensure their yogurts — or dairy snacks, as some are labeled — have as much protein as possible.

To see if they actually taste good, I compared 11 different high-protein yogurts from my local store's dairy selection and ranked them from least favorite to top pick.

I ranked the yogurts based on taste and protein content. I considered any yogurt with over 12 grams of protein per serving — the equivalent of two eggs — to be "high-protein."

Other brands, like Fage, also offer vanilla-flavored high-protein yogurts, but I only ranked ones I could find at my local store in New York City.

Do we really need to be this obsessed with protein? Probably not. But if you're looking for easy ways to help meet your nutrient goals — or you just want a delicious-tasting snack — here's how some of the top brands of high-protein yogurts compare.

11. Too Good Blended

Cost: $1.99 for 5.3 ounces

Calories: 80 calories

Protein: 12 grams

Too Good Blended is marketed as a low-fat, low-sugar yogurt; it contains 2 grams of each. A container costs $1.99, an average for single-portion yogurts.

It has 12 grams of protein, equivalent to two eggs.

To me, Too Good Blended tasted chalky.

Upon opening the cup, it smelled tart, and I could see vanilla bean powder in the yogurt, suggesting the flavoring was on the more natural side.

However, I thought the taste seemed artificial. The texture was a bit runny, even though the yogurt had some separated whey that needed to be mixed in. Even though it was a bit liquid, this yogurt felt dry and had a grainy texture.

To me, it tasted like chalk.

Rating: 3/10

10. Too Good Zero Sugar

Cost: $1.99 for 5.3 ounces

Calories: 70 calories per container

Protein: 13 grams

Also from the Too Good brand, Too Good Zero Sugar offers a similar yogurt, minus the 2 grams of sugar in the Too Good Blended.

With 5.4 calories per gram of protein, this yogurt is the best of the 11 I tried for people looking to increase their protein intake while staying low on calories.

I thought Too Good Zero Sugar wasn't much better than Too Good Blended.

Despite its favorable nutrient values, Too Good Blended was nowhere near my favorite in this ranking.

Compared to some of the other yogurts, it was tartier, runnier, and more artificial-tasting. Although I didn't love the taste, it was still better than Too Good Blended's.

Rating: 4/10

9. Chobani Greek Yogurt

Cost: $1.99 for 5.3 ounces

Calories: 110 calories per container

Protein: 12 grams

My go-to before this experiment was Chobani Greek Yogurt, a staple nonfat Greek yogurt. While I enjoy this regularly, after comparing it to so many options, I was surprised to see it rank so low in my ranking.

The yogurt has one of the highest sugar contents in the experiment, at 9 grams per container, tied with Icelandic Provisions and Siggi's. It is also the least protein-efficient for those looking to stay low on calories while increasing protein intake. It has over 9 calories per gram of protein, which is higher than any other protein in this ranking.

Chobani's Greek Yogurt almost tasted like spoiled milk.

This tastes like Greek yogurt, big time. Intensely tartier than the rest, the combination of Chobani's Greek yogurt with its very mild vanilla flavoring almost tasted like spoiled milk to me.

It was also very runny, which I don't always look for when grabbing a yogurt for a stand-alone snack — as a granola bowl base, however, I do prefer to go for something a bit more liquidy. Of course, this comes down to personal preference.

While it used to be my go-to option, I think I'd rather go for some of the other options I tasted.

Rating: 5/10

8. Yoplait Protein

Cost: $1.79 for 5.6 ounces

Calories: 100 calories per container

Protein: 15 grams

Yoplait's Protein yogurt offering was the most surprising to me, nutrients-wise. Being the cheapest of all 11 I tried, the yogurt packs a solid 15 grams of protein while having 3 grams of sugar.

It's also a larger size, at 5.6 ounces per container, so in terms of volume, you get the most bang for your buck.

Yoplait Protein surprised me.

I was skeptical about how Yoplait's Protein yogurt would stack up — I typically consider it a traditional yogurt brand rather than a protein-focused snack. But I was pleasantly surprised.

When I opened the cup, I was instantly hit by a strong vanilla scent that reminded me of ice cream.

While the texture was both thick and airy, it was also a bit grainy, and I thought the yogurt tasted a little artificial and bland compared to some of the other brands.

So while I probably wouldn't seek it out over others on this list, it's still a good snack option.

Rating: 6/10

7. Oikos Triple Zero

Cost: $1.99 for 5.3 ounces

Calories: 90 calories per container

Protein: 15 grams

Oikos' Triple Zero name tells you everything you need to know: The snack has zero sugar, zero artificial sweeteners, and zero fat.

It's the only one on this list with both zero sugar and zero fat.

It is also one of the more protein-efficient options at 6 calories per gram of protein.

Despite its nutrient values, Oikos Triple Zero didn't wow me.

Oikos Triple Zero had one of the most unique flavors of the yogurts on this list. When I opened it, I was immediately hit by a slightly funkier smell than some of the other yogurts.

After mixing the yogurt, which had separated a bit, the Oikos Triple Zero had a very rich and full texture. Its vanilla flavoring tasted different than some of the others on this list — it almost seemed smokier.

While I rated it the same as the Yoplait Protein, its nutrient values gave it a boost for me, hence why it's ranked higher.

Rating: 6/10

6. Siggi's Skyr

Cost: $2.39 for 5.3 ounces

Calories: 110 calories per container

Protein: 16 grams

Another of my usual go-tos, Siggi's nonfat Skyr — a type of strained yogurt — had some of the highest sugar content on the list, tied with Chobani Greek Yogurt and Icelandic Provisions.

The yogurt is also on the more expensive side at $2.39 for a regular 5.3-ounce container.

Siggi's Skyr was very different from some of the less-yogurt-y options.

Flavored with a visible vanilla bean, Siggi's Skyr had the best vanilla flavor of all the yogurts I tested. While it was very tart and not sweet at all — which surprised me since it had 9 grams of sugar — the vanilla flavor still shone through.

In terms of texture, Siggi's reminded me a lot of ice cream, both in appearance and in feel.

I'll buy this again, but out of the 11, it didn't make my top five.

Rating: 7/10

5. Dannon's Light + Fit

Cost: $1.89 for 5.3 ounces

Calories: 80 calories per container

Protein: 12 grams

Dannon's Light + Fit yogurt was my favorite discovery from this experiment. Having never heard of it before, I was impressed by this nonfat yogurt, which packs 12 grams of protein in 80 calories.

While it does have 7 grams of sugar, I found that the flavor in this yogurt justified it.

Even with very low calories, Light + Fit was still tasty, and I really liked its texture.

Dannon's Light + Fit's texture was one of the most memorable. As the name says, this yogurt is indeed light. It was much airier than all the others, which also made it a bit runny.

It was also very sweet, almost falling into the category of dessert-adjacent yogurts that I would put Ratio's in.

Rating: 8/10

4. Oikos Pro

Cost: $2.79 for 5.3 ounces

Calories: 140 calories per container

Protein: 20 grams

Oikos' higher-protein yogurt offering, Oikos Pro, is a much more protein-dense offering, having 20 grams of protein in a 5.3-ounce container, or a little more than three eggs. The yogurt also has 0% fat and 3 grams of sugar.

It is also, however, one of the most expensive, at $2.79 for a regular 5.3-ounce cup. It's tied with Ratio for the most expensive in this ranking, being a full dollar more than some of the other options.

Oikos Pro is a perfect post-workout snack.

When you open a cup of Oikos Pro, you smell mild vanilla, which translates into a very tasty yogurt with a flavor that stays on your tongue longer than others.

The texture was also very rich and moist, while not being runny.

This texture also made it the most filling of the yogurts I tested, and it would make for the perfect post-workout snack.

Rating: 8/10

3. Icelandic Provisions

Cost: $1.99 for 5.3 ounces

Calories: 130 calories per container

Protein: 15 grams

While not labeled as a high-protein yogurt, Icelandic Provisions' Skyr has 15 grams of protein, placing it in the medium-high tier among yogurts.

It's tied with Chobani and Siggi's for the highest sugar content, with all three at 9 grams.

Icelandic Provisions was one of my favorites.

Icelandic Provisions is a skyr yogurt like Siggi's. It is similar in taste and texture, but I found it a bit sweeter and less tart, with a nuttier flavor, which I really enjoyed.

This rich, full-flavored yogurt was one of my favorites out of the 11.

Rating: 9/10

2. Ratio Protein

Cost: $2.79 for 5.3 ounces

Calories: 170 calories per container

Protein: 25 grams

With a whopping 25 grams of protein — nearly as much as half a chicken breast — Ratio Protein had by far the most protein content of all the products I tested. It was also the most expensive, tied with Oikos Pro at $2.79 a cup.

The product, labeled as a "yogurt-cultured dairy snack" rather than yogurt due to the added vegetable-based fats in its recipe, is also the most calorie-dense, with 170 calories per cup.

While the Ratio recipe does not meet the FDA's definition of yogurt, its fermented nature, dairy components, and use of yogurt cultures earned it a spot on my list.

I will be looking to Ratio next time I need a quick protein-dense snack.

Ratio Protein differs from the others in this list. Its taste is much milder, and it lacks the signature tartness of Greek yogurt.

The texture was also quite unique — I could best describe it as gooey. It's runnier and smoother than the rest, and its taste stays on your tongue for much longer.

To me, this just felt like dessert, and I easily forgot that I was having a meal's worth of protein.

While I gave this and the Icelandic Provisions a 9/10, the protein content and unique flavor and texture made me rank Ratio higher.

Rating: 9/10

1. Chobani Protein

Cost: $2.39 for 6.7 ounces

Calories: 140 calories per container

Protein: 20 grams

Coming in at No. 1 is Chobani Protein, which has 20 grams of protein in a larger 6.7-ounce cup. While it's larger, its calorie content is in line with other yogurts in this ranking, like Oikos Pro, which has the same amount of protein. Like Oikos, Chobani Protein has about the same protein content as a 3-ounce can of tuna.

While the individual cup is pricier per unit, the larger size makes it cheaper per ounce, comparable to Dannon's Light + Fit.

Chobani Protein is one of three zero-sugar yogurts in this ranking, the others being Oikos Triple Zero and Too Good 0 Sugar.

Chobani Protein was by far my favorite.

I was a fan of Chobani Protein before coming into this test — the high protein content and name recognition frequently earned it a spot in my fridge — but I entered this experiment ready to find a new favorite.

I didn't.

Although some of the other yogurts I tasted were surprising and very enjoyable, I still found Chobani Protein to be the best.

It is rich, thicker, and very filling. It has a hint of the signature Chobani Greek yogurt taste while skipping much of the tartness. I enjoyed the taste it left in my mouth the most out of all of the yogurts.

The only downside to this favorite is its slightly artificial taste from the zero-sugar sweeteners used to keep its sugar content low, but if you can move past that, you'll have an amazing post-workout bite or on-the-go snack at your disposal.

Rating: 10/10

• The first Cheesecake Factory restaurant opened in Beverly Hills, California, in 1978.
• Its CEO and founder, David Overton, opened it to promote his mother's cheesecake business.
• Today, it's one of the top restaurant chains in the country.

The Cheesecake Factory is having an unlikely moment in political discourse.

Over the weekend, former President Barack Obama joked at a Cleveland rally that President Donald Trump had made the White House look like “Saddam Hussein opened a Cheesecake Factory,” referring to the president's propensity for gold-heavy decor and the renovations he has overseen during his tenure.

The chain’s former vice president of design pushed back on Obama's comments in a CNN interview, saying the White House looks nothing like a Cheesecake Factory, while the White House’s X account defended the chain as “a great American institution.”

Trump also responded to Obama's comparison, telling reporters that calling the White House a Cheesecake Factory "just shows why you were a lousy president."

One of the top 40 restaurant chains in the US, The Cheesecake Factory is known for its extensive menu of cheesecakes, pastas, sandwiches, and appetizers, including its famed avocado egg rolls.

But fans may not realize that the publicly traded company, with a market cap of around $3 billion, was a family-run bakery business for years before it scaled across the US and abroad.

"Growing up, it was all about cheesecake. And we knew people loved it," Cheesecake Factory CEO David Overton said in a video on the company's website.

What started as a family recipe has since grown into a global business. Take a closer look at The Cheesecake Factory's early beginnings.

Evelyn Overton, with her husband, Oscar, started making cheesecakes for local restaurants in Detroit in the 1940s.

In the 1940s, Evelyn Overton found a dessert recipe in a local Detroit newspaper that inspired her to create her "original" cheesecake.

She tweaked the recipe and started making her own cakes.  She eventually opened her own bakery. 

"Everyone loved it," David Overton said. "It became famous."

In time, she gave up the business to focus on raising her two children, David and Renee. She moved her baking equipment into her basement kitchen and continued selling cheesecakes to Detroit restaurants.

"Growing up, it was all about cheesecake," David Overton said about his mother's cheesecakes.

In the 1970s, David Overton moved to San Francisco to study law. He persuaded his parents, who were then in their 50s, to move to Los Angeles so his mom's cheesecake business could get another chance in a bigger market.

With the last of their savings, Oscar and Evelyn Overton packed up their car and drove cross-country to Los Angeles. They had $10,000 to their name.

In 1972, at their son's behest, Oscar and Evelyn Overton moved to Los Angeles and opened a 700-square-foot commercial bakery in North Hollywood.  

"This was probably the size of one of our walk-ins today," David Overton said in the video.

His parents opened The Cheesecake Factory bakery in 1972 and began selling Evelyn Overton's cheesecakes to restaurants throughout Los Angeles.

They worked around the clock, attempting to turn her lifelong dream of owning a successful business into a reality.

David Overton, a musician in the late '70s, moved to Los Angeles to help his parents promote the business.

Evelyn Overton developed more than a dozen varieties of her cheesecake and other desserts. Her husband was the salesperson. He drove from Santa Barbara to San Diego, selling his wife's desserts to restaurants across Southern California.

While their business found modest success, the patriarch would get the same feedback: "No one needs more than one flavor of cheesecake." 

This frustrated David Overton, especially as some restaurant owners began switching to other suppliers that made less-expensive cheesecakes that he saw as inferior.

"Literally for $0.05, some of these restaurants would switch to another brand," David Overton said.

"We knew we had the Cadillac of cheesecakes," David Overton said. So he decided to showcase the cheesecakes at their own restaurant.

To prove the demand for his mom's desserts, he opened his own restaurant in Beverly Hills in 1978, despite having no restaurant experience. He named the restaurant The Cheesecake Factory after his parents' bakery. 

On opening day, he was so nervous he didn't open the restaurant until 2 p.m. to avoid the lunch rush. When the doors finally opened, the restaurant filled up within 10 minutes.

The first two-sided menu was light on options by the chain's current standards.

Due to his lack of restaurant experience, David Overton "created a simple and straightforward menu with generous portions," The Cheesecake Factory told Business Insider.  

The original menu was a single-page, two-sided document, and it featured 60 items, many of which he knew how to cook himself.

One side featured lunch and dinner options such as burgers, hamburger steak, quiche of the day, and roasted chicken. Salads, grilled meats, and open-faced sandwiches included classic American staples such as crab Louie and tuna salad. One dish, Oscar's special sardine sandwich, was named after his father.

Breakfast featured egg dishes, cereal, toast, and espresso drinks. 

Some of the cheesecake flavors were chocolate chip, peanut butter, mocha chocolate chip, and fresh strawberry.

The original dessert menu featured a variety of baked goods and desserts, including cheesecake, carrot cake, zucchini cake, strudel, whipped-cream cakes, chocolate-mousse pie, black forest cake, cream puffs, ice-cream sundaes, milkshakes, banana splits, and Belgian waffles topped with ice cream and whipped cream. The ice cream on the menu was billed as "extra rich."

Prices ranged from $0.85 for a dish of ice cream to $1.95 for the chocolate-mousse pie. A slice of cheesecake cost $1.25.

When The Cheesecake Factory first opened, it also featured a salad bar.

The Beverly Hills salad bar was called the Fabulous Factory Salad Bar. The cost of a build-your-own salad was $1.95 for a medium plate or $2.95 for a large salad plate.

Salad bars at this time were more closely associated with steakhouses.  The first four Cheesecake Factory restaurants had salad bars. It stopped adding them when the fifth restaurant opened in 1991 in Washington, DC.

The Cheesecake Factory filled the gap between fast-food options and expensive restaurants.

"There really were, in the area, high-end restaurants and then fast food, but there was really nothing in the middle," Alethea Rowe, the senior director of public relations and global branding at The Cheesecake Factory, told Business Insider. "And David purposefully created a restaurant that was very much in the middle."

It appealed to middle-class diners who, amid the boom of frozen and microwaved meals, enjoyed the restaurant's made-from-scratch cooking.

The service also helped. Hostess Linda Candioty (pictured) started working for Evelyn Overton in the bakery in 1977. She became the restaurant's first hostess and has held a variety of key positions within the company over the years. Today, she is the company's vice president of guest experience.

"She knew how to please the guest," David Overton said. "I loved operating. I love being in the background. She loved being in the foreground."

David Overton had no initial plans to open a second restaurant, but he soon grew to love the business. In 1983, the second location opened.

The new location was in Marina del Rey, an affluent Los Angeles-area coastal community.

David Overton immediately fell in love with the location.

"I went there, and I said, 'Wow, who wouldn't want to sit out here and have a wonderful meal,'" he said.

Candioty, in the company video, described the bay location this way: "On the water. On the beach. Palm trees. Volleyball. Windsurfers. It was amazing. And it was a zoo from the beginning."

The restaurant was packed full all summer.

"We became an instant hit. It took us about five years to recover from that opening," she said.

Original Beverly Hills servers wore café aprons.

After the success of the Marina del Rey restaurant, David Overton chose another coastal spot for its next location: Redondo Beach, California. 

After that, David Overton set a goal to open at least one restaurant every year or every two years.

"So we started to grow because of our success and because people loved our product, and our culture grew right along with it," he said in the company video.

The Cheesecake Factory's famous murals started with the opening of the Redondo Beach restaurant in 1988.

The Redondo Beach restaurant had a lot of empty wall space. So David Overton turned to employee Mary D'Astugues, who was known as an artist. He asked her to paint a ceiling mural and one behind the bar.

She painted while the restaurant was under construction.

"David really liked the aesthetic that Mary's artwork added to the restaurant, and from that point forward, as each new Cheesecake Factory opened in cities across the country, Mary painted custom murals for each location," the company told Business Insider.

The Cheesecake Factory went public in 1992.

David Overton, in a 2011 interview with CNN, said his parents were able to semi-retire as the restaurants performed well in the first several years. 

"Our investors were making a lot of money," he said. "In September 1992, we went public. The stock opened at $20 and went to $27.25 the first day." 

He became the CEO and chair of the board when the company went public. Before that, he was the company's president. He is the only CEO the chain has ever had.

Today, the Cheesecake Factory ranks 36th among US chains by sales on Technomic's top-500 list. Among casual dining chains, it's ranked No. 9.

In 2012, The Cheesecake Factory opened its first international location in Dubai.

The restaurant opened in the Dubai Mall under a licensing agreement with Alshaya Trading Co.

The Cheesecake Factory has over 200 domestic restaurants and over 30 international locations. None of the US locations are franchised.

International restaurants are licensed locations. This is an unusual tactic for a large publicly traded company, which typically grows through franchising. Other publicly traded chains that don't franchise include Chipotle and Shake Shack. 

In 2016, the first Cheesecake Factory in China opened in Shanghai.

Some of the 36 international locations have opened in top tourist destinations.

In 2016, the company opened its first restaurant in China. The location opened in Disneytown at the Shanghai Disney Resort.

The Cheesecake Factory's famous "brown bread" launched in grocery stores in 2018.

The bread was launched under the Cheesecake Factory at Home brand.

Other restaurant items sold in grocery stores include a handful of whole frozen cheesecakes, including the original cheesecake and the strawberry-topped original cheesecake. 

The Cheesecake Factory was one of the first national restaurant chains to work with DoorDash.

To gain market share, DoorDash went after large, established restaurant chains. Early partnerships included The Cheesecake Factory, Buffalo Wild Wings, and Wendy's.

While other restaurant chains have expanded delivery services to include other apps such as Uber Eats, Cheesecake Factory remains an exclusive delivery partner with DoorDash.

In 2019, The Cheesecake Factory expanded with the acquisition of Fox Restaurant Concepts, which owns the brands North Italia and Flower Child.

"It became evident that the combination of two of the most experiential and entrepreneurial restaurant companies could drive greater value as one organization," David Overton said in a statement. 

In 2020, the private-equity firm Roark Capital, whose fast-food empire includes Arby's and Jamba, invested $200 million in The Cheesecake Factory.

The April 2020 investment helped The Cheesecake Factory's "liquidity position" as it navigated the COVID-19 pandemic, David Overton said at the time.

In June 2021, The Cheesecake Factory reacquired most of the equity stake it had sold to Roark Capital in a transaction valued at $457.3 million, Restaurant Business reported.

Today, the Cheesecake Factory menu has more than 250 items across nearly 20 pages.

New items are rolled out twice a year, replacing lower-performing items.

In a 2022 Vox article, the writer Alex Abad-Santos called The Cheesecake Factory an "uncanny" chain whose success was built on defying standard industry rules.

The chain's massive menu is one of those industry-defying traditions. Most chains preach operational efficiency by providing a limited menu of dishes that are all profit generators.  

Not at The Cheesecake Factory. 

"The menu was seemingly written by someone who was hungry for everything they could think of but couldn't name what they actually wanted at that moment," Abad-Santos wrote. "The rules that govern regular restaurants have no power over The Cheesecake Factory. If there is one rule at The Cheesecake Factory, it's that the conventional wisdom of the restaurant industry — keeping costs low, concepts simple, and menus under 200 items — is meant to be ignored."

Many menu items are named after people. Adam's peanut butter cup fudge ripple, for example, is named after the founder's son, Adam.

This cheesecake favorite combines all of Adam's favorite childhood treats: Butterfingers, Reese's Peanut Butter Cups, caramel, and the chain's classic cheesecake.

The "Evelyn's Favorite Pasta" dish is named after David Overton's mom.

The dish is made with broccoli, zucchini, asparagus, peppers, tomato, onion, garlic, and fresh herbs. It's tossed with Parmesan.

It's one of 14 pasta dishes listed on the menu. 

Linda's fudge cake is one of the desserts that Candioty created while working as a test baker.

The fudge cake remains one of The Cheesecake Factory's most beloved desserts, the company told Business Insider.

The avocado egg roll, a top-selling appetizer, was inspired by David Overton's dining travels.

Avocado egg rolls are a top seller on the menu.

The inspiration for it came after David Overton tasted a crunchy avocado cheese straw while dining at the Peninsula Hotel in Beverly Hills. Avocado was also used as a garnish on the dish. 

It made him wonder whether The Cheesecake Factory could make an egg roll stuffed with avocado chunks. Experimenting commenced, and after multiple tries, The Cheesecake Factory's avocado egg rolls were developed.

Their exact debut is unknown, but they've been around since the late '90s or very early 2000s, the company said. 

Almost every item on the menu is made in-house from scratch, except for the chain's cheesecakes.

Business Insider got a behind-the-scenes look at how The Cheesecake Factory manages its massive menu, with chefs relying on coordinated prep stations, digital timers, and strict deadlines to keep orders moving.

Even though the menu hovers around 250 items, most are made from scratch. The one exception is the chain's cheesecakes, which are delivered frozen to each restaurant and garnished with whipped cream during service.

Staff prepare ingredients for hundreds of dishes before service begins, including more than 100 sauces and dressings at a single station.

Entrées are expected to be out about 15 minutes after they're ordered, while appetizers have a seven-minute goal.

Although the chain continues adding around 10 new dishes each year, executives say the menu is nearing its practical limit due to the kitchen's complexity.

The Cheesecake Factory isn't just famous for its food. The chain recently made headlines for getting caught up in a political squabble.

In October, former President Barack Obama joked that President Donald Trump had made the White House look like "Saddam Hussein opened a Cheesecake Factory," a reference to Trump's gold-heavy Oval Office design and other White House renovations.

The Cheesecake Factory's former vice president of design disputed the comparison in a CNN interview, while the White House's X account defended the restaurant chain as "a great American institution."

Trump also addressed Obama's remark, telling reporters that the comparison "just shows why you were a lousy president."

• We asked former Louis Vuitton employees about the most common mistakes they saw customers make.
• They said shoppers often overlooked proper bag care or prioritized price over practicality.
• Other mistakes included waiting too long for limited-edition pieces and expecting any discounts.

Shopping at Louis Vuitton can feel intimidating, especially for a first-time customer.

The French luxury house, founded in 1854, is known for its handbags, luggage, and signature LV monogram. Even though these pieces are widely recognizable — and worn by celebrities like Emma Stone and Zendaya — many come with price tags in the thousands. For a purchase that expensive, it can be helpful to know what to expect before you shop.

Business Insider spoke with three former Louis Vuitton employees about the most common mistakes they saw customers make. Here's what they said.

Louis Vuitton shoppers shouldn't expect to find discounts at its stores.

Shelley Alvarado, a former sales associate and keyholder manager at a Louis Vuitton location in Topanga, California, said customers would often come into the store and ask if any items were on sale.

"I think that people assumed that there would be sales, and there wasn't a sales section at all. Louis Vuitton never went on sale," Alvarado told BI.

According to Louis Vuitton's website, that is still the case. The brand does not offer discounts on its products.

Waiting too long on limited-edition items is risky.

Eddison Brown, a former Louis Vuitton client advisor in Los Angeles, said he would encounter customers who waited too long to purchase special collaborations and limited-edition drops, ultimately missing their chance.

"If you want something that's a limited drop, you have to be adamant about purchasing that right away because it'll be gone before you know," Brown told BI.

He also recommended building a relationship with a client advisor. These are employees who develop one-to-one relationships with customers, and can be a resource for information about upcoming products.

Choosing price over practicality is a big mistake.

Given the high price of luxury bags, it can be tempting to choose the less-expensive option. However, Dominique Danielle, a former Louis Vuitton employee in the Philadelphia area, said that sometimes meant customers ended up with a bag that didn't actually fit their needs.

"Customers would default to a less expensive option or bag without considering whether it actually fits their lifestyle," Danielle told BI.

Some customers, she said, later returned bags after realizing they couldn't fit everything they needed to inside. She recommended being open to an associate's advice rather than assuming a different size suggestion was an attempt to upsell them.

Thinking a bag will look brand new forever is unrealistic.

A Louis Vuitton purse isn't necessarily supposed to look the same years after you buy it. For instance, Danielle explained that the untreated cowhide trim on bags like the Neverfull and Speedy naturally darkens with use.

"The idea of it is to get darker and show the wear and show just the journey of the bag," Danielle told BI.

Brown also said that aging can add character to a bag, especially when it's passed down through generations.

That said, customers should not treat expensive bags as indestructible.

The former employees all told BI that a high price tag doesn't mean customers should skip proper care and maintenance.

"Making this investment doesn't eliminate the need for care. It actually requires more of it because you have something that's precious and delicate and expensive," Danielle told BI.

Danielle emphasized the importance of storing these luxury items in their dust bags when not in use. Brown also recommended being mindful of exposing bags to rain or severe weather.

Feeling intimidated by the luxury environment is unnecessary.

All three former employees said customers sometimes seemed intimidated by the luxury environment or worried about how associates perceived them based on their appearance.

"I think that they assumed that the salespeople were judging them right when they walked into the store, which wasn't the case at all," Alvarado said.

To help shoppers feel more comfortable in the environment, Brown encouraged them to browse and ask associates any questions they had about any item.

• Retailers are hoping to win shoppers with easy, affordable Thanksgiving meal options.
• This year's lower per-person prices emphasize value as other cost pressures increase.
• Walmart's meal basket also has more items than last year, plus the company will deliver it for free.

Americans once again face a critical choice this November: where to get their Thanksgiving dinner supplies.

By now, most major retailers have shared their recipes to win shoppers with easy, affordable meal options.

The largest of the bunch, Walmart, said Wednesday that this year's $35 meal basket offers more food and a lower price than last year's offering. Plus the deal includes free delivery.

To be precise, the company says the combo includes 18% more items and costs 12% less than last year, and is the lowest price in the history of the basket.

Other retailers have also managed to lower prices on their holiday meal deals, highlighting this year's focus on value as other cost pressures rise.

Per-person prices generally range from $3.50 to $5, but one key difference between the baskets is the amount of cooking involved.

Budget-minded baskets from Walmart, Lidl, and Aldi each lean more on ingredients to make a meal from scratch, while meal kits from Albertson's, Costco and Sam's Club cost more but come ready to heat and eat. Target says its $30 basket of basics can be combined with its ready-made menu items.

Here's what's included in each of the top retailers' meal offerings, and what it costs per serving.

Walmart — $3.50

• Butterball turkey
• Stove Top stuffing
• Ocean Spray cranberries
• White potatoes
• Great Value gravy
• Great Value canned green beans
• Campbell's cream of mushroom soup
• Great Value dinner rolls
• Sweet potatoes
• Great Value fried onions
• Jet-puffed mini marshmallows
• Great Value canned corn
• Jiffy corn muffin mix
• Great Value canned pumpkin
• Great Value evaporated milk
• Great Value pie crust
• Great Value whipped topping

Total cost: $35 for 10 people.

Lidl — $3.60

• Shady Brook Farms Frozen Whole Turkey — 14 lb.
• Lidl 100% Pure Pumpkin
• Fresh Yellow Onions — 3 lbs.
• Fresh Pure Harvest Russet Potatoes — 5 lbs.
• Fresh Celery
• Lidl Chicken Broth
• Lidl Cream of Mushroom Condensed Soup — 2 cans
• Lidl Cut Green Beans — 2 cans
• Lidl Evaporated Milk
• Fresh Sweet Potatoes — 3 lbs.
• French's French Fried Onions
• Lidl Original Whipped Topping
• Lidl Brown Gravy Mix — 2 packets
• Lidl Jellied Cranberry Sauce — 2 cans
• Lidl Mini Marshmallows
• Lidl Pie Crust Dough
• Lidl Hawaiian Sweet Rolls
• Lidl Poultry Seasoning
• Lidl Turkey Stuffing Mix — 2 boxes
• Fresh Peak Harvest Baby Carrots — 2 lbs.
• Lidl Macaroni & Cheese — 2 boxes

Total cost: $35.86 for 10 people.

Aldi — $3.90

• Whole Turkey
• Chef's Cupboard Stuffing Mix (x3)
• Baby Peeled Carrots
• Celery
• Cranberries (12 oz)
• Sweet Potatoes (3lbs)
• L'oven Fresh Hawaiian Sweet Rolls
• Season's Choice Steamable Frozen Peas (x2)
• Baker's Corner Pumpkin Pie Mix
• Bake House Creations Pie Crusts
• Friendly Farms Whole Milk
• Friendly Farms Heavy Whipping Cream

Total cost: $39 for 10 people.

Target — $5

• Butterball turkey, up to 10 lb.
• Russet potatoes, 3 lb. bag
• Ocean Spray Cranberry Sauce, 14 oz.
• Del Monte French Style Green Beans, two 14.5 oz cans
• Campbell's Condensed Cream of Mushroom Soup, 10.5 oz
• Good & Gather French Fried Onions, 6 oz
• Stove Top Stuffing Mix for Turkey, 6 oz.
• Heinz Homestyle Turkey Gravy, 12 oz.
• Favorite Day Take & Bake Baguette, two count

Total cost: $30 for 6 people.

Sam's Club — $10

• Boneless carver ham
• Hickory smoked turkey
• Yukon Gold mashed potatoes
• Turkey gravy
• Green beans with dried cranberries and almonds (x2)
• Macaroni and cheese (x2)
• Sweet corn with garlic butter
• Cranberry crunch salad
• Yeast dinner rolls
• Charcuterie entertainment tray
• 12" pumpkin pies (x2)

Total cost: $160 for 16 people.

Albertsons — $11

• Fully cooked 10 to 12 lb turkey
• 32 oz mashed potatoes
• 28 oz homestyle stuffing
• 24 oz gravy
• 14 oz cranberry sauce
• 12-count package of King's Hawaiian Rolls.

Total cost: $90 for 8 people, only available online with pre-order.

Costco — $25

• 5 lbs. Free Range Amish Turkey Breast
• 3 lbs. Tray of Mashed Potatoes
• 24 oz. Turkey Gravy
• 3 lbs. Tray of Mac and Cheese
• 3 lbs. Tray of Sweet Corn
• 3 lbs. Tray of Green Bean Casserole
• 2 lbs. Candied Yams
• 3 lbs. Tray of Cornbread Stuffing
• 20 oz. Pack of Cranberry Relish
• 12 Gourmet Dinner Rolls
• 2 lbs. Tray of Apple Cobbler
• 2 lbs. Whole Pumpkin Pie

Total cost: $200 for 8 people, only available online with pre-order.

• Have an AI agent? Need a hammer? Home Depot is thinking about how to make that palatable for the retailer.
• Angie Brown, the company's CIO, spoke to Business Insider about agents, the PHP cyber scramble, and AI fixes.
• She also talked about Home Depot's involvement in Project Glasswing, which grants access to Anthropic's Mythos Preview.

Home Depot wants to roll out the welcome mat for your AI agent — so long as it's wearing a name tag and acting on your behalf.

During a sit-down interview with Business Insider, Angie Brown, the company's executive vice president and chief information officer, said the retailer wants to support AI agents that can search and buy products on a customer's behalf. But Home Depot needs to be sure of two things first.

"We want to know you're not a bot, and we actually want to know if it's you," she said. "That's something that Muse is working on right now, to self-identify."

Her comments are the latest glimpse into how legacy retailers — and their tech staff — are thinking about the possible next generation of online shopping.

Recently, several Silicon Valley companies have launched consumer-focused AI agents, such as Meta's Muse and Spear Street Technology's Instinct AI. They promise agents capable of scanning the internet, comparing products, filling carts, and buying items with little to no intervention from the person who sent them.

Their rollout has been met with varying levels of resistance and buy-in from online retailers. Amazon barred Muse from shopping on its marketplace, saying the bots didn't properly identify themselves. Several other retailers — including Walmart, Best Buy, Sephora, and Shopify — have announced integrations or openness to AI agents. In October, Meta announced that it co-developed a personal agent protocol with Sierra AI to standardize AI agent identification.

Brown said Home Depot is open to the idea of AI agents, but the retailer doesn't want to lose its connection with loyal customers.

Frequent Home Depot shoppers, such as contractors and remodelers, are part of the company's Pro Rewards platform, where they're eligible for discounts. The retailer doesn't "want to lose contact with the customer," she said.

"That's the next evolution," Brown added, confirming that Home Depot is in active conversations with Meta about how Muse should introduce itself to websites. "There's openness on both sides, because they want it to grow."

Home Depot is already using AI to defend itself

Brown said Home Depot is deploying AI amid a recent wave of cybersecurity worries.

Last week, companies around the world raced to patch critical vulnerabilities in PHP, a programming language used in an estimated 70% of websites. The flaws were discovered with help from OpenAI and prompted US cybersecurity officials to urge affected organizations to update their systems or, in some cases, take them offline.

Brown, whose remit includes Home Depot's cybersecurity, called the hours after the warning a "little hectic," but said the company's main website was not affected.

"We had a couple of operating units — companies we've bought and things like that that are a little bit smaller — that had to plug a few vulnerabilities," she said, including an internal job application system that was taken down "in the middle of the day for about an hour to patch."

Otherwise, she said, the company was largely spared from the sudden tech anxieties.

Home Depot, Brown confirmed to Business Insider, has joined Anthropic's Project Glasswing, an initiative that gives selected companies access to Claude Mythos Preview to help secure critical software. She said the company was not granted access in the project's first wave, "despite our best efforts, and calling a lot of friends." Those slots were largely reserved for banks and cybersecurity firms, not major retailers.

The Anthropic models "found a few things" for Home Depot to fix in its code — but the agents also found a few "false positives," Brown said.

Home Depot, she said, has long ranked cybersecurity vulnerabilities, but AI is leading the company to rethink its desired time to deploy a fix.

"The speed to fix a vulnerability has to be driven down to hours," she said.

Amazon warehouse workers used to spend much of their days walking, pushing carts through long aisles to manually retrieve customer orders from shelves.

Today, hundreds of "Hercules" robots do this instead, carrying towering yellow storage pods filled with inventory to employee workstations.

"I'd walk like 10 miles a day on average," said Mohammed Khan, who started as an entry-level picker 12 years ago and is now a senior manager at an Amazon warehouse in Tracy, California.

Amazon's robots "cut down all that walking time," he told Business Insider during a recent tour of the facility.

This site is ground zero for a wave of automation that's beginning to wash over the industry. The warehouse and logistics sectors have been powerful sources of job growth since Amazon kicked off the e-commerce revolution 30 years ago, as Business Insider's award-winning Warehouse Nation series revealed in 2022.

If robots automate many warehouse tasks, this powerful engine of job growth could grind to a halt, wiping out thousands of positions and countless opportunities for future workers.

Amazon says employees are being retrained to do more valuable work, such as managing and maintaining robots. Will these new jobs be enough to cover what might be lost? Or could we actually end up with more or better jobs?

Business Insider went looking for answers inside the giant facility in Tracy, a city in California's Central Valley where suburban neighborhoods give way to open farmland.

"Autonomous to an extent"

Across 1.4 million square feet — the equivalent of 23 football fields — robots with names like Hercules, Robin, Cardinal, Pegasus, and Proteus move inventory and sort packages. But they don't run the warehouse alone. Human workers still pick and pack orders, load trucks, and intervene when automated systems fail.

Jobs have not disappeared, but they're changing. Machines increasingly handle work that once required employees to walk miles and lift boxes, while workers monitor and troubleshoot them. The Tracy site employs more than 3,000, up from roughly 1,000 when it opened in 2023, an Amazon spokesperson told Business Insider.

"They're autonomous to an extent," Khan said of his robot counterparts. "They still need a lot of help and maintenance and oversight."

An Amazon spokesperson said rising customer demand drove the facility's workforce growth and that robots help workers process more packages safely and efficiently rather than simply replacing them.

Amazon's more automated, next-generation fulfillment centers are about 25% more productive and cut order-processing time by as much as 25%. And these sites support roughly 30% more skilled jobs in areas including reliability, maintenance, and engineering.

The "Quarterback" watches robots

One of the workers now doing that kind of job is Briana Brager.

She joined Amazon about two years ago as an entry-level employee after spending years caring for her family. She had no prior experience in a traditional workplace.

Today, she's a process assistant who helps oversee the warehouse's robotic systems. When a chute jams or a robot stops working, she coordinates the response to keep packages moving.

"The robots do a lot, but we still have to maintain them," she said.

Brager began as a picker before moving into a specialized role supporting robotic-floor operations. She got two weeks of intensive training, followed by additional job shadowing, to learn how to work safely around the equipment. Her current job is less physically demanding than her previous one, she said.

Her role is informally known as the "quarterback" position. She monitors fleets of robots and dispatches employees when a machine needs intervention.

"We call the shots," Brager said.

Meet Robin

At the Tracy warehouse, humans and robots move orders together from storage to the loading dock. Employees stow individual items in fabric inventory pods, which Hercules robots carry to pick stations. Workers retrieve the items, then pack and label them.

Robin, a large robotic arm, picks finished packages off a conveyor and places them on small Pegasus mobile robots. Pegasus carries the packages to staging areas alongside other orders headed to the same destination. Cardinal then loads the sorted orders into carts, and Proteus ferries the carts toward outbound trucks.

Khan, the warehouse manager, said workers performed Robin's task manually until a few years ago. They handled packages one at a time, checked them for damage, scanned them, and fed them into the sorting system. He estimated that one Robin can perform roughly the work of two to seven people doing that process manually.

Amazon said that when it introduces systems such as Robin, employees take on other work at the site, including operating robots, clearing jams, monitoring the robotic floor and quality control, and maintenance engineering.

Robots move the carts, too

Proteus offers a clear example of how these new warehouse jobs are taking shape. Amazon brought the robots to Tracy last year.

Unlike Hercules, which operates in fenced-off areas, Proteus can move through spaces shared with people. There are roughly 200 of the robots at the Tracy facility, Amazon said.

Before Proteus arrived, workers manually pushed carts filled with packages to the loading dock. Now the robots pick up full carts, carry them to staging areas near the dock, and retrieve empty carts for the return trip.

Some employees who once moved those carts now work as "ground-floor monitors," Amazon said. Instead of spending their shifts moving packages, they respond when a Proteus reports a fault. If the problem is simple, they can reset the robot; otherwise, human maintenance staff take over.

Some workers trained in these jobs have gone on to Amazon's mechatronics apprenticeship program, which can lead to more technical maintenance work.

When automation hits the "jackpot"

For all the robots moving through the Tracy warehouse, people remain essential when automation breaks down.

Amazon calls one such destination the "jackpot." When an item loses its routing information while moving through the facility, the automated system sends it to this area, which works a bit like a lost-and-found for packages.

Here, a human worker must determine where the wayward package belongs and return it to the correct flow. "It will require manual intervention," an Amazon representative said.

Other situations require human judgment, too. Products can fall from storage pods and inventory can be damaged or mislabeled. Packing individual products into boxes and loading them onto delivery vehicles are tasks that also remain heavily dependent on people.

This helps explain why even a highly automated Amazon warehouse still employs thousands of workers. The company said it needs people for new packing stations as well as roles across the facility that keep operations running safely and efficiently.

Current and future Tetris

By the time packages get to the loading dock at the Tracy facility, the robots are gone. At least for now.

A person loads each trailer. Amazon uses equipment that extends into the trailer and adjusts to a worker's height, reducing bending and back-and-forth walking. But workers still arrange the packages themselves, trying to fill the trailer to use as much of the space as possible.

"It's a lot of Tetris," one Amazon representative said.

Amazon is already exploring how to automate this task, though. As Business Insider previously reported, Project Tetromino aims to use AI and robotics to automate sorting and vehicle loading at delivery stations, where the work has long remained stubbornly manual.

But that vision remains a work in progress. Amazon's machines can carry shelves, sort packages, stack boxes, and move carts around people. Workers still pack orders, load trailers, perform quality checks, handle hiccups and exceptions, and keep the machines running when they fail.

For Amazon, the immediate payoff is not necessarily a warehouse with fewer people, but one where the same workforce can accomplish more. Tracy employs roughly the same number of people as a nearby Amazon facility with fewer robots, company officials said, but the Tracy location processes more volume.

Khan compared the technology to something far less futuristic: a calculator.

The robots streamline work that once consumed employees' time without necessarily eliminating the work itself, he said. "It's not that the amount of work has changed," he said. "It's how we approach it."

Asked whether robots could eventually replace more jobs, including his own, Khan did not try to predict the future.

"Who knows? That's not in our purview right now," he said. "But I would say roles are evolving, and that's the cool aspect about it."

Have a tip? Contact this reporter via email at ekim@businessinsider.com or Signal, Telegram, or WhatsApp at 650-942-3061. Use a personal email address, a nonwork WiFi network, and a nonwork device; here's our guide to sharing information securely.

• The Cheesecake Factory served up some sweet sales numbers in an earnings call Tuesday.
• The chain had a lot on its plate: It's been at the center of a presidential feud for days.
• The Cheesecake Factory has yet to comment on the Obama-Trump food fight.

The Cheesecake Factory's moment in the spotlight just got a little sweeter.

The California-based restaurant chain reported solid third-quarter earnings on Tuesday, a few days after getting dragged into a political feud that's become bigger than its famously large portion sizes.

It all started after former president Barack Obama stirred the pot on Saturday when he compared President Donald Trump's White House renovations to Saddam Hussein's take on a Cheesecake Factory, prompting Republicans to seize on the comments and defend the chain.

Amid the firestorm, The Cheesecake Factory reported quarterly revenue of $1.03 billion, up nearly 14% year-over-year, while comparable sales at its restaurants rose over 15% year-over-year.

CEO David Overton credited the chain's new menu items, rewards program, and social media engagement for the growth in sales.

"The Cheesecake Factory has long enjoyed tremendous brand affinity across generations, and its ability to attract younger guests reinforces the enduring appeal and relevance of our namesake concept," Overton said.

Executives did not address the feud during the earnings call Tuesday, and the company has not publicly commented on it.

The company's fiscal third quarter ended September 29, before Obama's comment, so any potential boost the chain gets from the current headlines may be icing on the cake.

Thanks, Obama

The food fight started after Obama invoked The Cheesecake Factory while mocking Trump at a campaign rally in Cleveland on Saturday.

"He's got the White House looking like Saddam Hussein opened a Cheesecake Factory. There's gold everywhere," Obama told the crowd, referring to the gold accents and furnishings Trump has added to the Oval Office. "He's clearly not focused on lowering prices for you."

The White House seized on the comment, while Republican commentators said it showed Obama was an elitist who's out of touch with most Americans.

Treasury Secretary Scott Bessent visited a Cheesecake Factory for lunch on Monday and said he got his usual: the French dip cheeseburger.

"I would tell the Martha's Vineyard set to give it a try," Bessent told Fox Business. He also took a jab at Obama's taste in design, comparing his newly opened presidential library to "Darth Vader's tomb."

Trump, of course, got a piece of the pie as well.

"The White House is now in the best shape it's been since 1792 when it was built," Trump told reporters on Monday, sprinkling in a direct message for Obama: "For you to say it's The Cheesecake Factory, that just shows why you were a lousy president."

Only time will tell if Obama and Trump go back in for seconds.

• McDonald's brought back the McRib for a national farewell tour in the fall of 2022. 
• The McRib has had at least three other farewell tours and has been on and off menus since 1981.
• It's returned to menus every year since 2023 and is back in select cities on October 27.

When bidding fans a final goodbye, the McRib appears to be taking cues from rock bands like The Who and KISS. The bands are known for farewell tours that didn't stick. The iconic McDonald's sandwich is also pulling a fast one with fans. 

In 2022, McDonald's said the barbecue-slathered boneless pork hoagie would say goodbye to fans in an event billed as the McRib's farewell tour. But the McRib returned to select McDonald's locations in November 2023, and has made similar returns every year since. In fact, the chain announced it will release the McRib again in October in select cities.

For 45 years, the McRib sandwich has been popping up randomly on the McDonald's menu. 

Here's a look at the history of the sandwich. 

Mary Meisenzahl and Nancy Luna contributed to an earlier version of this story.

The origin story of the McRib is tied to the success of another iconic McDonald's menu item: McNuggets.

After McNuggets were introduced in 1979, franchisees couldn't get enough of them and demanded another hot product to sell.

A nationwide chicken shortage left some franchises without McNuggets, so McDonald's chef René Arend created a fast, affordable alternative.

Arend was inspired to create the McRib after a trip to South Carolina, where he ate local barbecue.

The design for the McRib used new technology to create a "restructured meat product" developed by Richard Mandigo at the University of Nebraska, NPR reported.

Arend designed the McRib's shape to "look like a slab of ribs," and while the product is made with pork, it doesn't include any actual rib bones.

The McRib officially debuted in test markets in 1981.

Made with boneless pork, barbecue sauce, onions, and pickles, the menu item sparked early interest from customers nationwide.

However, while customers showed up to try the McRib for the first time, not many returned for repeat visits, and it disappeared from menus in 1985.

"The Simpsons" gave the McRib a permanent place in pop culture with a 2003 episode parodying the sandwich, titled "Ribwich."

That same year, McDonald's introduced a mini version of the sandwich, the McRib Jr.

McDonald's took the McRib on three farewell tours in 2005, 2006, and 2007.

The McRib found success as a limited-time offer. In 2007, McDonald's sold 30 million sandwiches, Maxim reported.

In 2008, devoted McRib fan Aaron Klein started the McRib Location website that used crowdsourced tips to help people find the sandwich at select locations nationwide.

In 2020, the McRib returned to menus nationwide for the first time in eight years.

"The McRib has been a beloved menu item at McDonald's since its inception nearly 40 years ago," Linda VanGosen, McDonald's vice president of menu innovation, said in a statement at the time.

"There's nothing quite like the taste of the McRib. To our customers, it's become more than a delicious, saucy moment … it's a season, and it's taking the internet by storm. That's why this year we're proud to serve the McRib nationwide for everyone to enjoy."

The launch proved successful and boosted sales that were declining amid the COVID-19 pandemic, Restaurant Business reported.

We tried the McRib for ourselves and didn't quite get the hype.

During the pandemic, chains including Burger King and KFC turned to nostalgia, offering customers familiar comforts during an uncertain time.

However, despite the hype, we were a bit underwhelmed.

The rectangular pork patty reminded us of the sausage McDonald's uses on its breakfast sandwiches, while the pickles and onions tasted crisp and fresh.

We enjoyed the toppings, but the sandwich was missing the barbecue flavor we expected — likely because it arrived with barely any sauce, unlike the much saucier McRibs seen online. This could've been a restaurant-specific error at the time, but we haven't been back to reorder it since.

In 2022, McDonald's announced that the McRib was heading out on yet another "Farewell Tour," suggesting the cult-favorite sandwich might be gone for good.

But yet again, the sendoff didn't stick.

The McRib returned to menus in 2023, 2024, and 2025, continuing the long-running cycle of limited-time disappearances and comebacks.

However, unlike previous years, the McRib was only available in select cities in 2025.

Despite its many supposed farewell tours, McDonald's is relaunching the McRib once more in 2026.

After years of dramatic goodbyes and limited-time returns, McDonald's brought the polarizing pork sandwich back once again in 2026.

Starting on October 27 at select locations in cities including Los Angeles, Chicago, Miami, Atlanta, Philadelphia, and Dallas, fans can purchase a McRib for a limited time, the company told USA Today. Customers in other cities are encouraged to check their McDonald's app for availability.

Its latest comeback proves the McRib's strange staying power.

Every time it disappears, fans wonder whether this will finally be the last time — and head to their nearest location to try it for (possibly) the final time.

• Sweetgreen just rolled out a new incentive and compensation plan for restaurant managers.
• A higher base salary and new revenue-share bonus could push top performers above $200,000.
• "As we approach 300 restaurants, we're betting big on our Head Coaches," CEO Jonathan Neman said.

Sweetgreen restaurant managers are about to see some more sweet green.

The salad bowl chain said Tuesday it is rolling out a new compensation and incentive plan for the new year that would raise annual pay for managers of high-performing locations to more than $200,000.

"This sets Sweetgreen up to be in the top tier of restaurants for total compensation for general managers," chief operating officer Jason Cochran told Business Insider. "Our ability to be able to attract, retain, and also inspire many of our internal team members to want to be head coaches — I think it's going to be meaningful for many years to come."

Managers need to have at least three years on the job to be eligible for the highest pay bands, and a new revenue-share bonus will directly reward leaders when their location beats it sales goals, the company said. Managers may also receive shares of Sweetgreen stock based on their performance.

Cochran said the typical tenure of restaurant managers ranges from three months to 10 years, and that store teams consist of about 25 to 50 employees.

"One of the shift leads was telling me they heard the news and how excited they were for their career at Sweetgreen," he said. "She's been with us six years."

The company also said the changes at the top are part of a larger push to improve talent retention and training within the chain.

"Great leaders build great teams, and great teams build a great business. As we approach 300 restaurants, we're betting big on our Head Coaches," co-founder and CEO Jonathan Nemen said in a statement. "The restaurant industry has always been one of the great engines of opportunity, and we want to make that real for thousands of people."

• One of soccer's biggest stars is in hot water in China over joking about Chairman Mao Zedong.
• Kylian Mbappé referred to Mao as a "Chinese dictator" during a podcast talk about his favorite memes.
• Two Chinese brands ended deals with Mbappé, while shares in shoemaker On, which sponsors him, fell.

Chinese brands are cutting ties with Kylian Mbappé, one of the world's biggest soccer stars, after he joked about Mao Zedong on a podcast.

Mbappé, who plays for Real Madrid and captains the French national team, has been nicknamed "The Dictator" for his confidence and influence over the teams he plays for. The nickname has spawned countless memes, many of which compare him to historical leaders, including Mao.

The controversy was sparked by a clip circulating on social media from an interview with "The Bridge," a French podcast co-hosted by one of Mbappé's teammates.

In it, Mbappé said the meme that made him laugh the most was one where his face was superimposed onto that of "some guy — I think he's a Chinese dictator." The video then cuts to an image of Mao with Mbappé's face.

While millions died under Mao's leadership, he is still revered by the Chinese Communist Party for his role as the founding father of modern China. Jokes about him remain a social taboo in China and are considered disrespectful.

Dongpeng, a drinks company whose ads and packaging feature Mbappé, announced on Tuesday that it would no longer work with him.

"Our company firmly opposes and has zero tolerance for actions that hurt national feelings," it said in a statement. "Effective immediately, we are ending all cooperation with Kylian Mbappé."

Mengniu, the country's largest dairy producer, also released a similar statement: "Effective immediately, our company is ending all cooperation with Kylian Mbappé. Mengniu firmly opposes and has zero tolerance for any words or actions that hurt the feelings of the Chinese people."

Soon after it was posted, Dongpeng's statement became the top-trending topic on the Chinese social media site Weibo.

Mbappé apologized in a statement on Tuesday morning, calling the comment "ill-judged."

"I now understand that it hurt many people in China and in Chinese communities around the world," he said in the statement, which was posted in English, French, and Mandarin.

"I apologize to everyone my words have upset. This was absolutely not my intention. I have deep respect for the Chinese people and their history, and I am sincerely sorry."

Mbappé is one of soccer's biggest stars. On Monday, he came second in voting for the prestigious Ballon d'Or and was the top scorer at this summer's World Cup.

In 2017, while still a teenager, he commanded a transfer fee of over $210 million, and he has since become one of the most marketable athletes in global sports.

In September, he became the face of Swiss shoemaker On's expanding soccer business, leaving behind a long-term deal as one of Nike's top ambassadors. On's share price was down more than 4% in early trading on Tuesday.

On top of that deal, Mbappé is the face of EA Sports' hugely popular FC game series, and has endorsement deals with brands like Swiss watchmaker Hublot and Oakley.

Soon after Dongpeng and Mengnui's statements, EFE Noticias, a Spanish news agency, reported that Chinese state TV has suspended broadcasts of La Liga — the top division of Spanish football where Mbappé plies his trade.

"We convey our respect to China, its institutions, and its people, and we deeply value the support of the millions of fans who follow us each week," La Liga said in a Tuesday X post, adding that it was working with partners in China to address the situation.

• Major brands put a lot of care into choosing a defining color — for Target it's Pantone 186.
• But a shade that works in one context might not suit all situations.
• Target told BI it adopted a shade called "Cherry Stain" for when the bullseye red is a bit hot.

Target takes its colors very seriously.

The retailer's iconic red, also known as Pantone 186, is a vibrant, highly saturated shade that makes its bullseye logo stand out in a crowd. It's a color that catches the eye on subway platforms and suburban shopping centers alike.

A new employee-only line of apparel, designed in collaboration with Isaac Mizrahi, is dubbed Collection 186. And two decades ago, Target bought all the ad space in an issue of The New Yorker and asked the magazine's illustrators to work only in black, white, and red.

But when Target remodeled its SoHo location in New York last year, using the trademark red for nearly every element of the store's entrance proved to be a bit much.

"It was just a little too overpowering, so our design team brought in this color that we're now calling Cherry Stain to kind of help balance out all of the red," Target's chief brand officer Michelle Mesenburg told Business Insider during an exclusive store tour last week. "It has now become part of our IP color palette at Target."

While the new Cherry Stain color appears on several fixtures in the SoHo store, it is more prominently seen as the official shade of the newly launched Beauty Studio department, which the retailer is rolling out in stores this year.

It's a calmer, more inviting hue that both complements the primary red and serves as an alternative when the bullseye shade might come off a bit too hot.

The company is now using the shade in more contexts, including some Target logos that now appear as a combination of the Pantone 186 and the new Cherry Stain, rather than the traditional red and white.

"It's a fresh chapter," Mesenburg said. "We're pulling elements of what we're learning here [in SoHo]. It may not translate exactly one-for-one, but the influence is coming into the full chain."

• Talon Krebs earns six figures as a TikTok Shop affiliate, posting up to 30 videos a day.
• He says anyone can get started with just a couple hundred bucks.
• Effective TikTok videos need a strong hook to give people a reason to stop scrolling.

Talon Krebs works full time as a TikTok Shop affiliate, promoting products on the app and earning a commission when shoppers buy through his links.

The gig earned the 23-year-old six figures last year, according to a 1099 form reviewed by Business Insider.

"As far as startup cost, TikTok Shop has to be one of the most profitable business models I've ever seen," he told BI.

Krebs said beginners can get started with a phone, a few products, and an understanding of what makes people stop scrolling. He shares three steps to turn TikTok videos into a source of income.

1. Build an account and meet TikTok Shop's eligibility requirements

Anyone can open a TikTok account, but affiliates need an established following to join TikTok Shop.

TikTok offers multiple routes into its affiliate program, Krebs explained. Its pilot program requires 1,000 followers but limits participants to a handful of posts a week, while the main program, which gives affiliates more flexibility, requires at least 5,000 followers.

Krebs already had about 24,000 followers on a personal account when he got started. He said he built the audience by posting about sports, current events, and other subjects he liked: "I was just posting stuff I was interested in."

2. Start with products you already own or would buy anyway

Krebs said he spent $100 to $200 on a handful of products when he first started. He chose items he needed anyway, like hoodies.

Affiliates can search TikTok's product marketplace for brands and products to promote. Krebs said they don't need a direct relationship with a brand to start making videos, though successful affiliates may eventually negotiate higher commissions or paid content deals.

For someone trying to keep costs close to zero, Krebs recommends looking around the house first. If an item you already own is listed on TikTok Shop, you can create a video about it rather than buying something new specifically to promote.

He also joined Media Labs, a community for affiliates that offered video feedback and weekly calls. He paid the $1,500 fee in six $250 monthly installments, putting his initial outlay — including products and his first community payment — at about $450.

Skip the community, use products you already own, and film with a phone and free editing tools, and Krebs said you could get started for essentially nothing.

3. Make videos that give people a reason to stop scrolling

A TikTok Shop video still has to work as a TikTok video. Krebs said the opening seconds matter most: The hook should get a viewer's attention, identify a pain point, or create enough curiosity to keep them watching.

In one of his most successful videos about a digital business card, he opens with: "Paper business cards are officially a thing of the past." The statement created some controversy, he said, but it got viewers' attention before he explained the product and how he used it as an entrepreneur.

Krebs tries to keep most videos between 30 and 50 seconds, though he said the right length depends on the product. Some products need more explanation, while others can be shown in a 10-second video.

He thinks of each video as a loop: The hook opens it, the middle explains or demonstrates the product, and the call to action closes it. Affiliates can tag a product directly in the video, allowing viewers to tap the orange shopping-cart icon, view the listing, and ultimately make a purchase.

• Instacart is shuttering its team focused on smart shopping carts.
• The company will wind down its Caper cart division by the second quarter of 2027, it said Monday.
• The smart shopping carts were "the future of grocery shopping," Instacart's former CEO said in 2024.

Instacart is carting away a technology it once said would play a key role in shopping.

The grocery delivery company will wind down the team that develops its Caper smart shopping carts, it said on Monday. The move, approved by Instacart's board of directors, will be completed by the second quarter of 2027.

A wind-down will cost the company between $55 million and $80 million, including the costs of terminating some employees and contracts, it said in a filing with the SEC. Instacart will reinvest savings from the decision into "strategic growth initiatives."

Caper carts were one of the most visible of Instacart's retail technology efforts. The company began as a delivery-focused startup in 2012, but diversified into selling technology to retailers over the last several years.

Equipped with cameras and sensors, Caper carts could weigh fruit, track what customers placed inside or removed from them, apply coupons, and accept payments when customers were done shopping. Instacart also saw an opportunity to serve users tailored ads on the carts' screens.

In early 2024, Instacart said it planned to roll out "thousands" of the Caper carts to stores. Then-CEO Fidji Simo said: "We really believe that it's going to be the future of grocery shopping."

Amazon, which makes a similar smart shopping cart, said at the start of 2026 that it planned to start using a new version at Whole Foods Market stores.

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