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Southern cafeteria chains like Piccadilly, K&W, and S&S are disappearing. Small business owners are saving the concept.

Cafeteria chains, like Morrisons, Piccadilly, S&S, and Luby’s, once dominated the American South. By the mid-20th century, there were thousands of locations across the US.

Just like a school cafeteria, customers slid their trays down the line, pointed to what they wanted, and paid at the end. But unlike sad school pizza, these cafeterias served steaming piles of biscuits and gravy and crisp fried chicken.


Luby' cafeteria meats

The carved meats section of a Luby’s Cafeteria in Texas in 2004. 



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By the 1970s, though, cafeterias faced growing competition from fast-food chains that offered cheaper and faster food.

To stay afloat, many cafeterias switched from fresh ingredients to canned and frozen ones, but they lost loyal customers. Come the 2000s, many of the major chains had shuttered. The S&S cafeteria I grew up going to in Macon, Georgia, closed in 2024.

I thought cafeterias were on their way out for good.

Until I heard about two mom-and-pop ones in the Atlanta suburbs that, to my surprise, were thriving.

So I loosened my belt, grabbed a tray, and got to work eating to find out why. What I discovered were two restaurants that masterfully straddle tradition and innovation.


abby narishkin matthews cafeteria

That’s me, ordering a big bowl of chicken and dumplings off the cafeteria line at Matthews. 

Jeffrey Moustache



Matthews Cafeteria in Tucker, Georgia, has been around for 71 years

Like the chains, third-generation owner Michael Greene cooks in bulk. Massive pots bubble on the stove. But unlike the chains, his recipes have been passed down through his family; none are written down.


Michael greene matthews mac and cheese

Owner Michael Greene makes 10 pounds of mac and cheese. 

Abby Narishkin



His mac and cheese is his grandmother’s recipe. It’s mushy in the best way. Al dente, or firm pasta, isn’t a word in the South, Greene told me. That was my favorite dish on the table. So maybe his grandma’s on to something.

The biscuit sandwich was another star. Although these biscuits sit out on the steam table (a classic cafeteria staple for keeping food warm), they have a perfect crust.

Even better, the sandwich, piled high with bacon and eggs, was $5.


Matthews biscuit sandwich

A biscuit sandwich with scrambled egg, a pile of bacon, and melty cheese at Matthews Cafeteria. 

Jeffrey Moustache



And I wasn’t the only one happy with the deal. The restaurant is full of regulars. One group has gathered for breakfast at this institution for 50 years. This is the kind of place people come to feel like they belong.

I’ve often heard this is what the chains used to be like: a community gathering place, crowded after Sunday church service. But the quality slumped. One former waitress of a major chain told me she used a microwave every day and received customer complaints about the food. The communities around the chains started to break down.

Greene said his town has kept him afloat. And it doesn’t seem like he would be willing to serve them anything but his grandmother’s best.

The Magnolia Room Cafeteria is the new kid on the block

Matthews isn’t alone in finding success in a seemingly tired model.

The Magnolia Room, which opened in 2018, is relatively new. Owner Louis Squires bought the 50-foot-long cafeteria line at auction when an S&S closed.


magnolia room cafeteria

Loading up my plate at The Magnolia Room in Tucker, Georgia. 

Jeffrey Moustache



Despite having fancier decor, no breakfast service, and prices that I calculated were about a third more than Matthew’s on average, the Magnolia Room’s lines are out the door. A thousand people come on a Sunday, according to Squires.

I was surprised by how much Squires’ team makes from scratch.

For fried okra, chefs spend an hour chopping it up fresh. A pastry chef makes the pies on-site, while a baker whips up the bread.


Bakery at Magnolia Room

The Magnolia Room baker spends all day whipping up rolls, jalapeño cornbread, and pork crackling cornbread. 

Jeffrey Moustache



Squires’ recipes aren’t from his family. He hired chefs from chains like S&S and Piccadilly who brought recipes with them. The team swapped in fresher ingredients: butter instead of margarine and real vanilla instead of artificial.

Of course, these ingredients are pricier. A plate costs about $20 here.

Squires proclaimed, “I will always raise the price before I cut the quality.” And I believed him.

One customer told me he comes every day for lunch because, with soaring grocery prices, it’s cheaper to come here. And he doesn’t have to do dishes.


The Mangolia room buffet

Desserts come first on the Magnolia Room cafeteria line, followed by salad, mains, sides, and bread. 

Abby Narishkin



Trying the food myself, I could see why. That fried chicken, with a crispy, almost lace-like skin, blew me away. Somehow, it was still moist, despite sitting on the steam table. The chicken pot pie, piled high with a giant biscuit, felt like a plunge into hearty nostalgia. With every fried okra popped into my mouth, all worries of the sticker price drifted away.

Like at Matthews, the town has rallied around this place. On my second pass down the cafeteria line, my loaded tray bumped into the lady’s in front of me. Mama Eula lovingly joked about my appetite, and we became fast friends. She pulled me to her table and told me I was her daughter now, too.


mama eula magnolia room

“Mama Eula” Maddox and her husband invited me to join them for lunch. Their hospitality warmed my heart. 

Jeffrey Moustache



You can’t put a price on that feeling of heart-swelling belonging. A plate of yummy food is a cherry on top.

But will these mom-and-pop cafeterias survive?

As fast food prices climb and restaurants slash portion sizes to save money, these cafeterias seem like unicorns. Huge plates of made-from-scratch food for less than the price of a few Big Macs.

And they don’t need super inventive menus to stay relevant. They serve the comfort classics, done well. And patrons can’t get enough.

The cafeterias have held onto something the restaurant industry is clamoring for: the idea that a meal can still be communal, tasty, and affordable. One doesn’t mean you have to sacrifice the other.


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I’m a third-generation cafeteria owner who loves the work, but I won’t push my kids into this business

This as-told-to essay is based on a conversation with Michael Greene, 53, third-generation owner and operator of the 70-year-old Matthews Cafeteria in Tucker, Georgia. It has been edited for length and clarity.

My family has run Matthews Cafeteria for three generations. A fourth would be rare and special, but I don’t expect it.

I have four kids, ages 12, 10, 8, and 4. They’re all boys, and people often assume that at least one of them will take over one day, but I’m not going to push them into this business if they don’t want it.

I was one of four, and my parents didn’t pressure my siblings or me to run the family business. They gave us the chance to be anything we wanted. So when I think about my sons, I want them to have that same freedom.

I don’t expect they’ll want this type of work. I was the only one in my generation who wanted anything to do with the business, and it’s a tough job. It’s also extremely rewarding.

I didn’t enjoy the cafeteria when I was growing up

At age 12, my parents required me to start working in the cafeteria during the summer. I started out washing dishes. I only spent about three hours a day at the job, but it felt like 12.


Sign on side of building that reads

Matthews Cafeteria was established in 1955. 

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Meanwhile, my friends, who didn’t have jobs, were at the pool. So, the cafeteria was by no means my favorite place to be as a kid because it felt like I was missing out.

That said, I plan for each of my sons to work the same job I did as a kid. My eldest will start this summer.

I don’t expect him to like it, but it’s important to see what his Dad does, to see where the money comes from, and what it takes to make a dollar.

I eventually found my way back to the family business


Michael Greene preparing food in Matthew's kitchen.

Greene prepares food in Matthew’s kitchen. 

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I can’t remember exactly when I decided to go into the family business. Looking back, I think it was my destiny to end up here because cooking is my passion.

As a kid, I would watch chefs like Nathalie Dupree and Julia Childs on TV and try to recreate what they made. When I went to college, I majored in communications, but never found it rewarding.

Nothing else turned me on the way cooking did. Cooking was my only passion back then, and I’m lucky to say it still is today. Sometimes, when you have to make a living out of what you love, it takes the fun out of it. I’m grateful that the bottom line hasn’t spoiled my joy.

I run the production side of things at Matthews, watching the food transform from raw products into what you see on your plate. That’ll never get old.

The work is harder than it looks, though. You’re on your feet all day — lifting, moving, cooking, solving problems. It’s not a desk job.

Up until recently, I was here at 5 a.m. to open and stayed until about 3:30 in the afternoon. Now we open at 6 a.m., and I don’t work quite as much as I used to because life is busy with four kids. I also have an incredible staff who, along with my wife, are really what keep this place running smoothly.

During COVID, my wife took on the business side — handling payroll, taxes, catering, everything — after our managers quit.

So, we really don’t get to turn off ever — there’s always something that needs to be done. That’s why I don’t take it lightly when people assume my kids will step into this business.

This business has given me a good life


Plaque that reads

Plaque commemorating the table at Matthews where Michael met and proposed to his wife. 

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If one of my boys wants to do this and has a passion for it, then I’ll support that. But I don’t want them to have it as a crutch. Instead, I want them to study hard, get an education, and forge their own path.

This business has given me a good life. It’s supported my family and about 30 employees. It’s where I met my wife. We got engaged at the same table where I first laid eyes on her. It means a lot to me now in a way it didn’t when I was younger.

If one or more of my kids choose the same path, it will be because they want it — the same way I did.


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