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Megan McArdle

Megan McArdle - Megan McArdle is a senior editor for The Atlantic who writes about business and economics. She has worked at three start-ups, a consulting firm, an investment bank, a disaster recovery firm at Ground Zero, and The Economist. She is currently on leave.
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Megan was born and raised on the Upper West Side of Manhattan, and yes, she does enjoy her lattes, as well as the occasional extra-dry skim-milk cappuccino. Her checkered work history includes three start-ups, four years as a technology project manager for a boutique consulting firm, a summer as an associate at an investment bank, and a year spent as sort of an executive copy girl for one of the disaster-recovery firms at Ground Zero � all before the age of 30.

While working at Ground Zero, Megan started Live From the WTC, a blog focused on economics, business, and cooking. She may or may not have been the first major economics blogger, depending on whether we are allowed to throw outlying variables such as Brad Delong out of the set. From there it was but a few steps down the slippery slope to freelance journalism. She has worked in various capacities for The Economist, where she wrote about economics and oversaw the founding of Free Exchange, the magazine's economics blog. She has also maintained her own blog, Asymmetrical Information, which moved to The Atlantic, along with its owner, in August 2007.

Megan holds a bachelor's degree in English literature from the University of Pennsylvania and an M.B.A. from the University of Chicago. After a lifetime as a New Yorker, she now resides in northwest Washington, D.C., where she is still trying to figure out what one does with an apartment larger than 400 square feet.

Restaurants Seek More Loyal Customers

By Megan McArdle
Aug 9 2010, 12:02 PM ET Comment

Apparently loyalty programs, somewhat akin to frequent flyer miles, are catching on in the restaurant industry.  Restaurant meals are some of the first casualties of recessions--McDonald's did well immediately after the crash, but many in the "casual sit-down" category got crushed.  The initial reaction was to offer heavily discounted value menus, but this doesn't seem to have been a long-term sustainable strategy.  Since restaurants, like airlines have high fixed costs and a perishable product (if you don't fill a seat at dinner, you lose that revenue, period), I suppose the next logical step is to try to lure repeat customers with a sort of "frequent diner" program.

The article says that this can provide a noticeable boost to sales, but I wonder how long that lasts.  Presumably Red Lobster et al are simply cannibalizing business from each other, rather than generating new willingness to dine out . . . so while this may boost revenue in the short term, as more and more places add these programs on, things will probably shake out to roughly where they were before.  That is, Red Lobster will gain the business of customers in their loyalty program, but lose the business of folks who are flying Applebee's or Ruby Tuesday.  Overall, it's not clear to me that this addresses the restaurant industry's core problem, which is that many people have seen their incomes decline, and many more are worried about income decline and want to save . . . and food prepared by someone else is one of the least traumatic categories in which to do some fairly serious budget trimming.


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