Claiming the Mantle: Second-Generation Operator Continues a 50-year IHOP legacy

Name: Alex Anthraper
Title: Multi-Unit Franchisee
Company: Anthraper Restaurants
No. of units: 22 IHOP, 1 Applebee's
Age: 49
Family: Married with kids
Years in franchising: 32
Years in current position: 24

If anyone seemed destined to become an IHOP franchisee, it was Alex Anthraper. His father, John, spent 50 years with the brand, starting as an assistant manager in 1974 before moving through several corporate roles and eventually becoming an IHOP franchisee for 31 years.

Growing up around IHOP, Alex developed an early appreciation for the restaurant business. He was especially drawn to the stories of operators who started washing dishes and worked their way up to become multi-unit franchisees. Through his father, he built relationships throughout the system and took every opportunity to learn from experienced operators. When he joined IHOP’s corporate office after college, it felt less like starting a career and more like coming home.

“A lot of people knew me and literally watched me grow up,” Anthraper says. “When I went to work for the company, all those people kind of knew the plan for me to eventually become a franchisee. I was getting mentored by a lot of my dad’s peers who were still on the corporate side. There were a lot of franchisees whom my dad helped get set up with their first restaurant. Those individuals naturally gravitated toward me. That gave me a wealth of knowledge and experience at a fairly young age.”

Anthraper often turned to his father for advice while learning the ropes on the corporate side and when he opened his first restaurant in 2002. But the first several years of business ownership did not come easily for Alex. A native of Dallas, he moved to Ohio to run the initial store, and he faced ups and downs. Looking back, he gained valuable experience and learned the importance of perseverance.

Although his father served as a trusted resource, Anthraper knew that he had to build his own reputation in business. He earned the respect of corporate team members and IHOP franchisees and learned from both groups.

“Whenever there is a business connection between a father and a son, there is a connotation that you didn’t work for it, go through the struggles, or listen to others because you didn’t understand the journey,” Anthraper says. “I was always looking to prove that I wasn’t that guy. I wanted to be respectful of the moment and the challenges that my dad and others went through.”

More than two decades later, Anthraper owns 22 IHOPs and one Applebee’s location under the Dine Brands umbrella. He is focused on the continued growth of his business while exploring opportunities to bring dual-branded IHOP and Applebee’s concepts under one roof.

In a full-circle moment, he estimates that about half the restaurants he owns are from former franchisees who watched him grow up with the brand and then sold to him upon their retirement.

“I was always grateful for those relationships and respectful of what I could learn from them,” Anthraper says. “They saw me grow, mature, and handle myself properly. I think that is why they appreciated my ambition. So, when the time came and their exit strategy was to sell, they felt like they wanted this guy to have an opportunity at it.”

Personal

First job: I washed dishes and bussed tables at TGI Friday’s when I was 17.

Formative influences/events: My father, who spent 50 years with IHOP. Having the ability to be around someone with that much industry knowledge at a young age was extremely beneficial. He worked his way through corporate America and achieved the dream of owning a business. That gave me a great foundation and understanding that doing things the right way and working hard are what ultimately get you to your goals. The values I learned from both my mom and dad are that faith and family are the most important. Those values continue to drive me today.

Key accomplishments: I was a company store manager when I worked for IHOP corporate. We had a company store that was severely underperforming, and nobody wanted it. It was extremely challenging and a great opportunity, but I was able to turn it around to the point that it was ultimately sold to someone else. I am also proud to serve on the IHOP Franchise Leadership Council and as a board member on the Blue Roof Franchise Association.

Biggest current challenge: We are in an extremely competitive industry. Costs are escalating, and the workforce challenges are huge. It is important to stay focused on what makes us successful. We need to avoid cutting corners or taking shortcuts. With all the challenges outside of our walls, we must stay true to our convictions and what brought us to this point.

Next big goal: I want to continue to represent the brand well. Expansion and development are always on the radar. One goal is to understand how to grow by bringing dual brands under one roof. In general, we want to take calculated growth based on the success we’ve had so far.

First turning point in your career: When I became a franchisee and opened my first restaurant in 2002. I was relatively young, and it was always the goal to own my own business. When I worked for corporate, it was always on my radar, and I wanted to build credibility with them and gain experience. It was a big turning point because I didn’t have to wait any longer. It was also where I met my wife, Kimberly, who has been so supportive of all my business goals and helps me keep things in perspective.

Best business decision: One of the best decisions I made was going to work directly for IHOP corporate after graduating from college. It gave me invaluable operational experience and credibility that have helped shape my career as an operator.

Hardest lesson learned: Don’t let good people get away from you. It can be very difficult to replace them. Sometimes personalities clash, and philosophies are different. In the end, you need to be able to look past that and see that the strengths some people have are your own weaknesses.

Work week: It’s hard for me to say I’m ever fully off. My mornings are typically the busiest, and I end my day in the afternoon. I stay connected to the business every day in some capacity. I may take a weekend day off here or there.

Exercise/workout: I work out at least five days a week and try to stay very active outside of the gym as well.

Best advice you ever got: My father always told me, “Absolutely nothing good comes easy, so stay committed.” That mindset has stayed with me throughout my career.

What’s your passion in business? I’m passionate about building successful restaurants alongside a tenured team we’ve developed over the years. Seeing people grow within the company and achieve opportunities they may not have had otherwise is incredibly rewarding.

How do you balance life and work? I’ve always had one speed when it comes to work, and I’ve never regretted being fully committed. That said, I know balance is important and something I can continue to improve.

Guilty pleasure: Good bourbon and a great cigar.

Favorite book: How Successful People Lead by John Maxwell.

Favorite movie: “A Few Good Men.”

What do most people not know about you? It’s the fear of failure that keeps me driven.

Pet peeve: Laziness.

What did you want to be when you grew up? An attorney.

Last vacation: Rome, Greece, and Italy in 2025.

Person you’d most like to have lunch with: Warren Buffett.

Management

Business philosophy: Treat people the way you want to be treated.

Management method or style: Empower strong leaders and give them the autonomy to execute.

Greatest challenge: Keeping our team driven, focused, and avoiding complacency. We are in a very competitive environment, and others are trying to attract your best people. I also want to make sure I am not overbearing to the point where our employees don’t want to be here.

How do others describe you? I hope they characterize me as unselfish, caring, and loyal. I am always looking to help others achieve their goals, provided they are personally driven and invested in that process.

Have you ever been in a mentor-mentee relationship? I’ve been fortunate to have several IHOP franchisees mentor me over the years. The common trait among all of them was an unwavering commitment to the brand and its success. My father was also my greatest mentor. He constantly reinforced the importance of hard work, honesty, perseverance, and staying committed.

One thing you’re looking to do better: Recognize the outstanding commitment, loyalty, and results of our great team with better communication throughout our company.

How you give your team room to innovate and experiment: I consistently challenge our teams to bring forward new ideas and thoughtful feedback. We try to create an environment where people feel empowered to identify opportunities to improve and adapt.

How close are you to operations? I stay involved on a day-to-day basis but feel extremely fortunate to have a very dedicated team led by my right hand, our director of operations, Jimmy McGarvey.

What are the two most important things you rely on from your franchisor? Innovative marketing strategies that help differentiate the brand along with product innovation that keeps the menu fresh and relevant. From there, it’s our responsibility to execute consistently at a high level.

What you need from vendors: Consistency and dependable operations.

Have you changed your marketing strategy in response to the economy? I believe we need to be more value driven in today’s economy and continue to deliver a great guest experience even amid the myriad challenges we have.

How is social media affecting your business? Social media has been a huge positive for us. It allows us to connect with guests of all ages and elevate our marketing strategy in ways that weren’t possible years ago.

In what ways are you using technology (like AI) to manage your business? I am trying to follow the industry trends using technology. Payment prompts and order entry make it easier for guests to check out. IHOP is using an ordering suggestion prompt on the website.

How do you hire and fire? We focus on hiring great personalities first and then training and developing them. We try to exercise patience and work through challenges whenever possible.

How do you train and retain? We use many of our strongest and most dedicated team members to help train new hires. We also actively seek feedback throughout the training process to continuously improve our processes.

How do you deal with problem employees? We are very cautious about maintaining a positive vibe in all our restaurants, and so any issues are dealt with promptly and fairly. Obviously, we make all attempts to work with our teams, but when all else fails and standards are not met, we will take appropriate and prompt action.

Fastest way into your doghouse: I have zero tolerance for dishonesty. The second thing that really bothers me is complacency. We must continue to challenge ourselves and seek constant improvement.

Bottom Line

Annual revenue: $45 million.

Goals over the next year: Continue to strengthen our operations with speed of service and amazing food quality while continuing to upgrade our facilities with remodels.

Growth meter: How do you measure your growth? We measure growth through year-over-year sales and traffic and also by the strength and development of our teams.

Vision meter: Where do you want to be in five years? 10 years? We plan to continue growing through both development and acquisitions across IHOP, Applebee’s, and dual-branded concepts that bring both brands together under one roof.

Do you have brands in different segments? Why/why not? I have a certain level of comfort with the restaurant industry. It has been gratifying to see the growth of individuals inside our company. Many franchisees started as cooks and dishwashers, or they were people who initially struggled with their first store or two. That is what keeps me grounded in this industry. It is what I know and am comfortable with. I feel like I can understand the concept and how to turn it around.

How is the economy in your region(s) affecting you, your employees, your customers? Current economic conditions impact everyone. That’s why value-driven initiatives are so important for maintaining traffic and attracting new guests.

Are you experiencing economic growth in your market? Our Texas and Oklahoma markets are very strong for us right now. In general, as with many other elements, performance really varies from region to region.

How do changes in the economy affect the way you do business? We must continue delivering the value and experience guests expect. Strong value positioning only works if operational execution follows.

How do you forecast for your business? We always look back at historical data and the trailing 12 months. On a restaurant calendar, looking back at how we performed in the summer or on particular holidays gives us an accurate calculation of what to expect. It allows us to adjust budgets and margin expectations while maintaining our level of profitability.

What are the best sources for capital expansion? We have found that regional banks tend to be more competitive and interested in our business, particularly during challenging economic times.

Experience with private equity, local banks, national banks, other institutions? Why/why not? We have never pursued private equity funding although it’s a model we would consider. We have used local banks and built great relationships with them.

What are you doing to take care of your employees? We try to treat them with the utmost respect. Our goals are to provide a consistent work schedule and to train and develop those who have a desire to move into management and other roles within the company.

How are you handling rising employee costs (payroll, minimum wage, healthcare, etc.)? We look for efficiencies within our company and strive to keep costs and margins within our targets. This eases some of the pressure of rising costs.

What laws and regulations are affecting your business, and how are you dealing with them? The states we operate in are business friendly, and we have systems in place to make sure we remain compliant.

How do you reward/recognize top-performing employees? We have a bonus plan based on incentives that everybody in the company qualifies for. It is something we feel strongly about. We have recently made sure to recognize outstanding performance and great behavior regardless of tenure.

What kind of exit strategy do you have in place? At this point, I don’t have a formal exit strategy. I’m extremely proud of the team we’ve built and remain focused on future growth through development and acquisitions.