Wikimedia Commons // Fair Use
Wikimedia Commons // Fair Use

11 Better Facts About Papa John's

Wikimedia Commons // Fair Use
Wikimedia Commons // Fair Use

For one, there's a real John behind the Papa. Find out more about John and the pizza empire he created below.


After graduating in three years from Ball State University with a business degree, Schnatter moved home to Jeffersonville, Ind. in 1983 to manage Mick's Lounge, a rundown money-pit of a bar co-owned by his father. He quickly revamped the tired tavern and paid off all the outstanding debts. By the following year, his father had been bought out by Bob Ehringer, the other partner in the bar, but the younger Schnatter had an idea for how the institution could be more than just a biker gang pit stop. Tearing down the wall of a broom closet in the back of Mick’s Lounge, he built an 8-by-10-foot kitchen using just $1600 worth of supplies and started making pizzas. After just a year, Schnatter, Ehringer, and a few additional assistants were selling 3000 to 4000 pizzas a week. They quickly bought a storefront next door and by 1987, the pair sold Mick’s to make Papa John’s their full-time business.


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The dough that Papa John’s uses for their pizza crusts wasn’t made on site at your local outpost. Early in the company’s history, Schnatter decided to mix up the flour and water at a commissary near corporate headquarters in Louisville, Ky. and ship frozen balls of dough around the country twice a week. The founder claimed this allowed the company to keep quality standards high and consistent. But it also makes opening a new Papa John’s location or franchise comparatively cheap as new storefronts don’t need to acquire the mixing equipment or labor to produce dough. In the early ’90s, as the demand for pizza swelled, the company doubled in size nearly ever year. While some franchises now cost nearly $1 million to open, in the ‘90s, a Papa John’s could be purchased for under $100,000. The company now has more than 4700 locations worldwide.


To help his father’s struggling business and raise the initial $1600 for that broom closet kitchen, a young Schnatter sold his beloved 1971½ Chevrolet Camaro Z28. For two decades, Schnatter bemoaned giving up that car, searching for it to no avail, and even hiring an ex-FBI agent at one point to investigate its whereabouts. Schnatter had a replica built, but he still wanted his original car back. Finally, in 2009 Schnatter decided to put his fame to use to find his old Camaro. He made television appearances describing the car—gold with black racing stripes—and offered sizeable rewards for its safe return: First $25,000 and then, when that failed to elicit leads, $250,000.

Then in August 2009, his 26-year-long quest paid off. The Slone family in Indiana remembered buying the car from a young man who was distraught to see it go—but they had since sold it. Fortunately, the man they’d sold it to, Jeff Robinson of Flatwoods, Ky., still had the car. And even though he had made some racing modifications, Robinson was happy to take the quarter million dollars to return it to its original owner.

"Now there's a big old smile on my face, I like the car, I like the way it drives, it's fast," Schnatter told Jalopnik. "My wife's a redneck and she loves a muscle car. On one hand I want to put it back the way it was, and on the other hand I like the way he put it back together."


The pizza chain has tight ties with football around the country. They have the naming rights to the University of Louisville’s Cardinal Stadium. They have a multi-year sponsorship with the National Football League. They’re the official pizza of the Arizona Cardinals, Atlanta Falcons, Baltimore Ravens, Dallas Cowboys, Denver Broncos, Houston Texans, Indianapolis Colts, Miami Dolphins, New York Giants, New York Jets, Philadelphia Eagles, Seattle Seahawks, St. Louis Rams, Tennessee Titans and Washington Redskins. And in 2012, Peyton Manning invested in 21 Papa John’s franchises in the Denver area in his first year with the Broncos.

“It’s a smart investment now and will be long after I’m done playing football,” Manning said at the time. Definitely a smart investment, considering quite a number of Broncos fans probably order pizza on Monday nights.

The other kind of football isn’t left out of the Papa John’s corporate consideration, either. In 2013, the company became the Official Pizza Partner with the United Kingdom’s The Football League, as well.


At Game 6 of the 2008 NBA Finals between the Cleveland Cavaliers and the Washington Wizards, D.C. fans wore and waved T-shirts with Lebron James’ number, 23, and the word “crybaby” on the back. The controversial shirts also sported a Papa John’s logo. It seems a Washington D.C.-area franchise made and distributed the mocking tees without approval from the Wizards or Papa John’s corporate office.

"We're as stunned as everybody else who was watching the game," Lori Carabello, director of Cleveland operations for Papa John's, told

The pizza chain made it up to residents of northeastern Ohio with a formal apology, a $10,000 donation to the Cavaliers Youth Fund, and offering 23-cent large, one topping pizzas for a day.


“Better Ingredients. Better Pizza.” It’s simple, definitive, and recognizable. It’s also an implied dig at the competition and their supposed inferior ingredients, inferior pizza. Or at least, that’s how Pizza Hut took it. In the late '90s and early aughts—when Pizza Hut was still much bigger than Papa John’s but was losing business as its rival grew steadily—the two chains waged an on-going advertising battle. Pizza Hut first took Papa John’s to task for the slogan with the Better Business Bureau’s National Ad Division but when that settled with only minimal results, Pizza Hut sued Papa John’s in Dallas Federal District Court for false and misleading advertising in 1998. Pizza Hut won their case, argued in October and November of 1999, but in 2000, Papa John’s won an appeal. And the following year, the Supreme Court declined Pizza Hut’s request to have the case re-tried at the highest level.


Pizza might not be your first thought if you’re vegan, but as long as you leave off the cheese, Papa John’s has you covered. Unlike some other pizza chains, all the Papa John’s crusts are completely vegan so anything meat- and cheese-free is safe. As a bonus, their super-popular garlic dipping sauce is also vegan if you want to add a little extra creaminess.


Papa John’s hasn’t always been forthcoming about what makes their ingredients “better,” but now they’re making it known that the company is committed to cleaning up their menu. How committed? Try $100 million a year. That’s how much it’ll cost to cut artificial ingredients and other additives from the menu, primarily from their eight dipping sauces. They’ve already eliminated MSG from their ranch and trans fat from the garlic sauce, but they have a list of 14 other additives that have to go—things like corn syrup, artificial colors, and various preservatives—by the end of 2016.


Just before the 2015 Grammys, Australian rapper Iggy Azalea sent out a series of tweets complaining that a Papa John’s delivery person had given her personal number out to family members, who were texting and calling the singer.

"Papa John's has taken appropriate disciplinary action with regard to the employee involved. We are reaching out directly to Ms. Azalea and hope to resolve this incident and make it right,” a spokesperson for the company told The Hollywood Reporter. But the kerfuffle likely worked as positive PR for the company. Assuming you’re not a celebrity worth harassing over text messages, the takeaway seems to be that the third-place chain (behind Pizza Hut and Domino’s) is Iggy’s “favorite pizza.”


To celebrate the opening of their 300th UK location this summer, Papa John’s staff organized to set a new Guinness World Record for the most people tossing pizza dough simultaneously. Schnatter himself was on hand, along with 337 other participants, easily toppling the existing record of 278 people.


The founder and CEO of the Papa John’s empire likely doesn’t spend too much of his time in the kitchen these days. But the hands responsible for tossing the original dough and spreading the sauce way back when are now officially insured—for a cool $15.3 million (£10 million). Schnatter took out a policy with syndicates at Lloyd's of London, a firm known for other bespoke insurance deals for celebrities (like a similar hand policy for Rolling Stones guitarist Keith Richards, though his is for a mere $1.6 million), which covers him in the unlikely event that he loses or damages his hands.

Travel Salem via Flickr // CC BY-ND 2.0
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.”

Ho, No: Christmas Trees Will Be Expensive and Scarce This Year

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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