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Wikimedia Commons
Wikimedia Commons

The Top 10 US Pizza Chains

Wikimedia Commons
Wikimedia Commons

Pizza is a $38 billion industry in the US. Here are the top pizza chains across this great nation, based on gross sales in 2014.

1. Pizza Hut - $12,900,000,000

Pizza Hut is truly enormous. Raking in nearly $13 billion last year, the chain is best known for its red roof architecture. The style is so distinctive that the blog Used to Be a Pizza Hut collects photos of former Pizza Hut restaurants now turned into other businesses.

2. Domino's Pizza - $8,000,000,000

Domino's is nipping at Pizza Hut's heels. For decades, Domino's offered a guarantee that your pizza would arrive in 30 minutes or less, or it would be free. The policy was terminated in 1993 in the US, and Domino's has since focused on expanding its menu with pasta, sandwiches, and other goodies.

3. Papa John’s Pizza - $3,000,000,000

Headquartered in Jeffersontown, Kentucky, Papa John's was the first national pizza chain to offer online ordering in the US, way back in 2002. They also made waves in 2008 after calling LeBron James a "Cry Baby" on promotional tee-shirts. To apologize, they offered 23-cent pizzas (James's jersey number) in Cleveland. While fans grumbled, they lined up for hours to get the nearly-free pies.

4. Little Caesars Pizza - $2,900,000,000

Founded in 1959 by Mike and Marian Ilitch, Little Caesars focuses on carry-out pizza at ultra-competitive prices. Using slogans like "Pizza! Pizza!"; "Pan! Pan!"; and "Deep Deep Dish," the chain offers hot cheese pizzas for just five bucks.

5. Papa Murphy’s - $785,630,000

Papa Murphy's offers exclusively "take and bake" pizza, where the ingredients are put together in front of you, then you bake the pizza at home. It's the only large chain to offer this kind of pizza, and it's a smart business model—stores don't need pizza ovens!

6. California Pizza Kitchen - $739,000,000

The first CPK launched in 1985 in Beverly Hills, California. The focus is on gourmet pizza, including a line of relatively fancy frozen pizzas. In many locations, CPK also offers gluten-free crust as an option, making it a favorite for gluten-intolerant pizza lovers.

7. Sbarro - $600,000,000

Sbarro launched in 1956 in Brooklyn, founded by Italian immigrants Gennaro and Carmela Sbarro. In the decades since, their quick-service pizza-by-the-slice restaurants have been a fixture of mall shopping courts, but their most notable location is in the Pentagon.

8. CiCi’s Pizza - $475,000,000

CiCi’s Pizza is the world's largest pizza buffet chain. It features all sorts of wild stuff including a macaroni-and-cheese pizza. The chain boasts that if all of their buffets were lined up, they would measure almost five miles long.

9. Chuck E. Cheese's - $405,000,000

The first Chuck E. Cheese's restaurant opened in 1977, the brainchild of Nolan Bushnell, who also founded Atari (among many other businesses). The concept was simple: Provide a place for kids to play and eat pizza, while parents drink beer and eat pizza. Having onsite arcade games, animatronic entertainment, and tons of pizza is a potent combination, keeping this classic family restaurant in the top ten.

10. Round Table Pizza - $378,000,000

In 1958, Bill Larson concluded four years of US Navy service and got a job at a pizza parlor in San Mateo, California. A year later, he founded his own: Round Table Pizza. Using a King Arthur theme, Round Table has often featured knights and shields in its logo. The knight theme originated when Larson saw drawings of King Arthur's court eating pizza.

(Source: Pizza Today. Logos via Wikimedia Commons.)

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A.C. Gilbert, the Toymaker Who (Actually) Saved Christmas 
Travel Salem via Flickr // CC BY-ND 2.0
Travel Salem via Flickr // CC BY-ND 2.0

Alfred Carlton Gilbert was told he had 15 minutes to convince the United States government not to cancel Christmas.

For hours, he paced the outer hall, awaiting his turn before the Council of National Defense. With him were the tools of his trade: toy submarines, air rifles, and colorful picture books. As government personnel walked by, Gilbert, bashful about his cache of kid things, tried hiding them behind a leather satchel.

Finally, his name was called. It was 1918, the U.S. was embroiled in World War I, and the Council had made an open issue about their deliberation over whether to halt all production of toys indefinitely, turning factories into ammunition centers and even discouraging giving or receiving gifts that holiday season. Instead of toys, they argued, citizens should be spending money on war bonds. Playthings had become inconsequential.

Frantic toymakers persuaded Gilbert, founder of the A.C. Gilbert Company and creator of the popular Erector construction sets, to speak on their behalf. Toys in hand, he faced his own personal firing squad of military generals, policy advisors, and the Secretary of War.

Gilbert held up an air rifle and began to talk. What he’d say next would determine the fate of the entire toy industry.

Even if he had never had to testify on behalf of Christmas toys, A.C. Gilbert would still be remembered for living a remarkable life. Born in Oregon in 1884, Gilbert excelled at athletics, once holding the world record for consecutive chin-ups (39) and earning an Olympic gold medal in the pole vault during the 1908 Games. In 1909, he graduated from Yale School of Medicine with designs on remaining in sports as a health advisor.

But medicine wasn’t where Gilbert found his passion. A lifelong performer of magic, he set his sights on opening a business selling illusionist kits. The Mysto Manufacturing Company didn’t last long, but it proved to Gilbert that he had what it took to own and operate a small shingle. In 1916, three years after introducing the Erector sets, he renamed Mysto the A.C. Gilbert Company.

Erector was a big hit in the burgeoning American toy market, which had typically been fueled by imported toys from Germany. Kids could take the steel beams and make scaffolding, bridges, and other small-development projects. With the toy flying off shelves, Gilbert’s factory in New Haven, Connecticut grew so prosperous that he could afford to offer his employees benefits that were uncommon at the time, like maternity leave and partial medical insurance.

Gilbert’s reputation for being fair and level-headed led the growing toy industry to elect him their president for the newly created Toy Manufacturers of America, an assignment he readily accepted. But almost immediately, his position became something other than ceremonial: His peers began to grow concerned about the country’s involvement in the war and the growing belief that toys were a dispensable effort.

President Woodrow Wilson had appointed a Council of National Defense to debate these kinds of matters. The men were so preoccupied with the consequences of the U.S. marching into a European conflict that something as trivial as a pull-string toy or chemistry set seemed almost insulting to contemplate. Several toy companies agreed to convert to munitions factories, as did Gilbert. But when the Council began discussing a blanket prohibition on toymaking and even gift-giving, Gilbert was given an opportunity to defend his industry.

Before Gilbert was allowed into the Council’s chambers, a Naval guard inspected each toy for any sign of sabotage. Satisfied, he allowed Gilbert in. Among the officials sitting opposite him were Secretary of War Newton Baker and Secretary of the Navy Josephus Daniels.

“The greatest influences in the life of a boy are his toys,” Gilbert said. “Yet through the toys American manufacturers are turning out, he gets both fun and an education. The American boy is a genuine boy and wants genuine toys."

He drew an air rifle, showing the committee members how a child wielding less-than-lethal weapons could make for a better marksman when he was old enough to become a soldier. He insisted construction toys—like the A.C. Gilbert Erector Set—fostered creative thinking. He told the men that toys provided a valuable escape from the horror stories coming out of combat.

Armed with play objects, a boy’s life could be directed toward “construction, not destruction,” Gilbert said.

Gilbert then laid out his toys for the board to examine. Secretary Daniels grew absorbed with a toy submarine, marveling at the detail and asking Gilbert if it could be bought anywhere in the country. Other officials examined children’s books; one began pushing a train around the table.

The word didn’t come immediately, but the expressions on the faces of the officials told the story: Gilbert had won them over. There would be no toy or gift embargo that year.

Naturally, Gilbert still devoted his work floors to the production efforts for both the first and second world wars. By the 1950s, the A.C. Gilbert Company was dominating the toy business with products that demanded kids be engaged and attentive. Notoriously, he issued a U-238 Atomic Energy Lab, which came complete with four types of uranium ore. “Completely safe and harmless!” the box promised. A Geiger counter was included. At $50 each, Gilbert lost money on it, though his decision to produce it would earn him a certain infamy in toy circles.

“It was not suitable for the same age groups as our simpler chemistry and microscope sets, for instance,” he once said, “and you could not manufacture such a thing as a beginner’s atomic energy lab.”

Gilbert’s company reached an astounding $20 million in sales in 1953. By the mid-1960s, just a few years after Gilbert's death in 1961, it was gone, driven out of business by the apathy of new investors. No one, it seemed, had quite the same passion for play as Gilbert, who had spent over half a century providing fun and educational fare that kids were ecstatic to see under their trees.

When news of the Council’s 1918 decision reached the media, The Boston Globe's front page copy summed up Gilbert’s contribution perfectly: “The Man Who Saved Christmas.”

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Ho, No: Christmas Trees Will Be Expensive and Scarce This Year
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The annual tradition of picking out the healthiest, densest, biggest tree that you can tie to your car’s roof and stuff in your living room won’t be quite the same this year. According to The New York Times, Christmas trees will be scarce in some parts of the country and markedly more expensive overall.

The reason? Not Krampus, Belsnickel, or Scrooge, but something even more miserly: the American economy. The current situation has roots in 2008, when families were buying fewer trees due to the recession. Because more trees stayed in the ground, tree farms planted fewer seeds that year. And since firs grow in cycles of 8 to 10 years, we’re now arriving at a point where that diminished supply is beginning to impact the tree industry.

New York Times reporter Tiffany Hsu reports that 2017’s healthier holiday spending habits are set to drive up the price of trees as consumers vie for the choicest cuts on the market. In 2008, trees were just under $40 on average. Now, they’re $75 or more.

This doesn’t mean you can’t get a nice tree at a decent price—just that some farms will run out of prime selections more quickly and you might have to settle for something a little less impressive than in years past. Tree industry experts also caution that the shortages could last through 2025.

[h/t New York Times]

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