Full-Time
Updated on 9/9/2026
Asset-light franchisor of casual dining brands
$75k - $90k/yr
Company Does Not Provide H1B Sponsorship
Pasadena, CA, USA
Hybrid
Periodic field engagement is required.
Bachelor's
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Dine Brands Global operates as a franchisor for well-known casual and family dining brands, including Applebee's, IHOP, and Fuzzy's Taco Shop, using an asset-light model. Its revenue comes from upfront franchise fees, ongoing royalties based on sales, and rent from leased restaurant properties, while day-to-day operations are handled by franchisees. The company differentiates itself by focusing on brand management and menu development across a diversified brand lineup rather than owning restaurants. Its goal is to expand internationally and increase value for franchise partners by growing guest appeal and systemwide sales.
Company Size
501-1,000
Company Stage
IPO
Headquarters
Glendale, California
Founded
2008
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Flexible Work Hours
Applebee's and IHOP open another combo restaurant in San Antonio with free pancakes for early birds. September 7, 2026 Dine Brands Global is doubling down on its combined Applebee's-IHOP concept with a new San Antonio location, part of an aggressive expansion even as the casual dining industry sheds restaurants nationwide. The latest dual-brand restaurant opens September 15 with a ribbon-cutting ceremony at 9 a.m. and a straightforward pitch to get diners through the door: the first 100 guests in line walk away with free pancakes for a year. The San Antonio opening marks the eighth combined Applebee's-IHOP location in the metro area alone, with close to 50 such restaurants already operating across the country, The Sun reported. The concept is simple. Two distinct dining rooms sit under one roof. Applebee's occupies one side with what a company press release describes as a "warm, familiar atmosphere." IHOP fills the other with a "bright, cheerful ambiance." A shared host stand, kitchen, and back-of-house tie the operation together, and diners can order off either menu regardless of which side they sit on. Hours run from 6 a.m. to 1 a.m., seven days a week, early enough for the breakfast crowd and late enough for the bar-and-grill set. Parent company Dine Brands Global has said it wants 80 combined locations open by the end of 2026. Dine Brands bets on consolidation while competitors close doors. The dual-brand push comes at a moment when casual dining chains are contracting, not expanding. Applebee's itself has shuttered standalone locations in recent months as the broader industry grapples with rising costs, thinner margins, and shifting consumer habits. Dine Brands appears to view the combo format as a hedge against those pressures. Sharing a kitchen, a staff, and back-of-house operations between two established brands cuts overhead without forcing either chain to abandon its identity. The company has said it sought to "strike a balance between maintaining the signature feel of each restaurant while still having them be complementary to one another." That efficiency argument carries more weight when you look at what has happened to other mid-tier chains. Salad and Go recently filed for Chapter 11 bankruptcy and closed every one of its restaurants, and franchise operators across the casual dining sector have sought court protection from creditors. The combined concept is not limited to Texas. Earlier this year, Dine Brands opened its first Applebee's-IHOP location in the New York tri-state area, in Hawthorne, New York, on March 18. That restaurant features the same shared-kitchen setup with both full menus available all day. Dine Brands CEO John Peyton framed the expansion in broad terms: "Our international success with this concept has shown that our brand menus complement each other, providing something for everyone, from early mornings to late nights." Timothy Doherty, president and COO of Doherty Enterprises, the franchisee behind the Hawthorne location, told the New York Post the appeal is convenience: "We're bringing the best of both brands to our guests, so people can choose the experience they want in one convenient location." Thirteen international locations already prove the model works abroad. Dine Brands has not built this concept from scratch domestically. Thirteen combined Applebee's-IHOP restaurants already operate internationally, and the company has used that track record to justify the U.S. rollout. The domestic target, 14 dual-brand locations open by year's end, alongside the broader goal of 80 total, suggests the company sees room to run. Whether that ambition holds up depends on whether American diners treat the combo format as a novelty or a habit. Early signs in San Antonio suggest at least some appetite. One Facebook user who visited a nearby combined location recommended the "Burgers, Fries and IHOP menu." Another jokingly dubbed the restaurant "i-hop-a-bees." Social media enthusiasm is cheap, of course. The real test is whether a shared kitchen can deliver consistent quality across two full menus, burgers and ribs on one side, pancake stacks and omelets on the other, without diluting either brand. IHOP has already lost standalone locations that served communities for decades, and Applebee's has trimmed its own footprint. San Antonio emerges as a testing ground for the combo concept. Eight combined locations in a single metro area is a concentration that goes well beyond a pilot program. San Antonio has become the densest market for the dual-brand format, and the September 15 opening will push that number higher. The city's mix of a large military population, sprawling suburbs, and family-oriented dining culture makes it a logical fit for a concept that promises something for everyone at every hour. The free-pancakes-for-a-year giveaway for the first 100 guests is a standard grand-opening tactic, but it underscores how aggressively Dine Brands is marketing these openings. Specific terms of the giveaway, how often winners can redeem, how many pancakes per visit, were not disclosed. Casual dining is a brutal business right now. Franchisees across the sector are seeking bankruptcy protection and closing locations, squeezed by labor costs, food inflation, and consumers who increasingly view a $15 burger as a bad deal when grocery prices have also climbed. Dine Brands' answer is to put two brands under one roof and split the fixed costs. It is a bet that operational efficiency can keep margins viable where standalone restaurants cannot. Other chains have tried different survival strategies, Cracker Barrel reversed a failed rebrand and leaned back into nostalgia, but few have attempted anything as structurally ambitious as merging two full-service restaurants into one building. If the combo concept works, it could become the template for how legacy casual dining chains survive the next decade. If it doesn't, Dine Brands will have built 80 monuments to a theory that sounded better in a press release than it tasted on the plate. Capital digest. Receive information on new articles posted, important topics and tips. Capital Digest won't send you spam. Unsubscribe at any time.
This IHOP-Applebee's combo restaurant nearly tripled sales. Now the company wants 900 more of them. The dual-brand restaurant shares one entrance with separate seating zones for each restaurant. Talk about a winning combo. The first dual-brand IHOP-Applebee's location opened in Seguin, Texas, and nearly tripled sales compared to what the standalone IHOP was doing before, according to FSR Magazine. Dine Brands, the parent company of both chains, is betting the format can do that again and again, targeting 80 combined locations by year's end. That's nearly double its current 45, and CEO John Peyton projects room for 900 dual-branded units over the next decade. The layout shares one entrance, with Applebee's and IHOP each getting their own seating zone, red for Applebee's, blue for IHOP, and one streamlined menu organized by daypart. It's part of a broader co-branding trend sweeping the restaurant industry, similar deals have paired Buffalo Wild Wings with Jimmy John's, and Dunkin' with Baskin-Robbins. Converting a single-brand restaurant into a dual-brand location can roughly double its revenue, Peyton said, though it costs about $1 million to do. Combining forces is coming at a tricky moment. Applebee's same-store sales fell 1.8% this quarter despite raising menu prices, hurt by inflation, rising gas prices and more cautious consumer spending. IHOP, meanwhile, outperformed industry benchmarks for a third straight quarter, with same-store sales up 1.5% and its catering business surging 22%. Dine's overall revenue grew 4.4% to $240.9 million in the second quarter. But its profits actually dipped 3.6%, since the company is spending heavily right now on renovations and the IHOP-Applebee's rollout. Entrepreneur Staff
/PRNewswire-PRWeb/ -- The Edge Group, a special situations investment and research firm, today announced that it has completed the sale of its position in Dine...
Dine Brands reported second-quarter revenue of $240.9 million, up from $230.8 million a year earlier, as sales growth at IHOP offset continued weakness at Applebee's. Net income fell to $4.3 million, or 35 cents per diluted share, from $13.8 million a year earlier. Adjusted earnings of $1.16 per share missed analyst expectations of $1.20. Domestic same-restaurant sales rose 1.5% at IHOP and fell 1.8% at Applebee's. The revenue gain was driven by higher company-owned restaurant sales. Chief executive John Peyton said consumers continue to prioritise affordability and value. He noted IHOP posted its third consecutive quarter of outperformance on both sales and traffic. Applebee's closed a net 59 franchise locations during the quarter. The company maintained its full-year guidance.
Thermon, a provider of engineered industrial process heating solutions, has demonstrated strong financial performance with a 10.5% trailing 12-month free cash flow margin. The company's revenue grew 12.4% annually over the past five years, indicating market share gains. Thermon's operating margin improved by 8.8 percentage points over five years, showing efficient scaling. Its earnings per share increased 46.1% annually during this period, outpacing revenue growth and demonstrating highly profitable incremental sales. Meanwhile, Dine Brands and Corcept Therapeutics face challenges despite producing cash. Dine Brands has experienced lagging same-store sales and a declining operating margin, whilst Corcept's earnings per share fell 6.9% annually over five years despite revenue growth, indicating reduced profitability.