Parisian, based in Birmingham, AL, was a little different from the other divisions of Proffitt’s Inc.1 (later renamed Saks Inc.). Its stores were somewhat upscale, but they seldom went head-to-head with Saks or Neiman Marcus in major markets. Parisian was acquired by Proffitt’s Inc. in 1996, and the corporate headquarters was immediately moved to the beautiful Parisian building at 750 Lakeshore Parkway on the north side of Birmingham. By that time Proffitt’s Marketing Group (PMG) had already decided to implement the AdDept system at all divisions. Therefore, I never made a presentation or demo for Parisian.
I flew to Birmingham and installed the AdDept system in January of 1999. After that day I never laid eyes on the AS/400 or the system console. They were kept in a closet somewhere in the headquarters building. Parisian’s advertising department was located, if memory serves, on the second floor. PMG was on the ground floor. The AdDept users signed on through the network. TSI had nothing to do with the connectivity.
This was a very strange installation. The personnel in the advertising department were not like those that I encountered anywhere else. Aside from the Senior VP, almost everyone else at every level was female. Moreover, every time that I went there, there seemed to be a large number of new people who needed to learn how to use AdDept. Finally, a very high percentage of these women were strikingly good-looking and blonde, and almost all of them dressed much more stylishly than I had seen at any other location, including Saks Fifth Avenue and Neiman Marcus.2 At those two locations the executives and the people who dealt with customers dressed to kill, but those standards were not imposed on clerical workers.
From left: Kimberly Weld, Sally Carter and Cheryl Sides. Josh Hill from PMG is behind them.
I have found quite a few photos of the people at Parisian, and the names of the employees are indicated on some of them. I also have some notes beginning in 1999 that included more names. I have very clear memories of only two people, Cheryl Sides1, who was the official liaison for the AdDept system, and Sally Carter, the manager of the business office. Cheryl was there from the time of the installation up to the demise of the chain. Sally was replaced by Barry Cleavelin in 2001.
For the first year or so the Divisional VP was Alan Seitel5. The Senior VP for most of the period in question was Bob Ferguson, who came over from Younkers6. He was succeeded by Gary Yiatchos7.
Renita Lewis on the left with her back to the camera. Next, in order, are Diane Vogel, Cheryl Side, Kim Wolff, Regaye Fulcher, Annissa Kennedy, Kimberly Weld, Josh Hill, and Angela Dawkins.
David Dollar.
The people: I could hardly believe how many names were recorded in my notes or beside my photographs. I have almost no memories of any of these people. If my notes included a description of their role at the Parisian, I have included it in their entry in this list:
Diane (Vogel) Worthington’s LinkedIn photo.
It seems incredible that I remember nothing about Diane Vogel, who was the Advertising Director at Parisian from 1996 on. I must have had several meetings with her. Her LinkedIn page can be found here.
Kimberly Weld would have won the national title if there had been a Miss ROP Coordinator contest. Her LinkedIn page is here.
David Dollar was the Co-op Coordinator. I seem to remember that he kept a lot of food in his desk.
I think that Dottie Collins might have handled Co-op advertising before David Dollar. Her LinkedIn page is here, but it contains no useful information.
I mostly remember Kim Woolf as the other Kim. She might have been involved with direct mail I found her LinkedIn page here.
Regaye Fulcher sat next to Kim Woolf in one photo. She may have worked with or for her. Her LinkedIn page is posted here
Ginger Brown worked in direct mail.
Colin Mitchell (a woman) was in charge of insertion orders for the newspapers.
Karen Kennedy worked in the production side of direct mail.
In 2000 Kelley Carter was in charge of co-op.
The next year it was taken over by Mollie Donohue. Her LinkedIn page is here.
I met two new people on my last trip to Parisian in 2005. The first was named Justin Walker. I wrote, “Justin Walker, whose title is director of eBusiness, is, I think, the resident techy for the Parisian division.” His LinkedIn page is here.
The other newcomer in 2005 was Luann Carter who came from Proffitt’s I think that she was in charge of trafficking production jobs. Her LinkedIn page is here.
I remember nothing about any of the following people whose name I recorded at some point: Annissa Kennedy, Angela Dawkins, Renita Lewis, and Kelly Denney.
I am completely stumped as to why I do not remember Mollie.
The installation: This was one of TSI’s most frustrating installations. The only difficult thing that they asked for was Bob Ferguson’s calendar. They printed it on a Canon color copier that used Postscript rather than a version of PCL, the Hewlett-Packer language. I said that I would look into it, but I don’t think that we ever even quoted doing it.
This should have been an easy installation, but it wasn’t. They seemed to have difficulty getting even basic programs to work for them. Some of the problems were just bizarre. In 2000 I reported, “CHKFAXSTS doesn’t work on Colin’s Mac. No matter what option you put in, the program interprets it as a 4. This is one of the more bizarre problems that I have encountered.” CHKFAXSTS is an IBM program; no other AdDept user ever had any problem with it.
Renita and Sally.
In April of 2000 I described some of the other difficulties.
Saks Inc. is putting pressure on Sally Carter to use AdDept to do closings. She told Sandy that she doesn’t want to use it because she doesn’t think that it works. We helped her through some problems today with the P.O. accrual program. I should have gone over the closing programs with her in more detail when I was there, but there was just no time. Wednesday I found a bug that threw off the journal entry by $1 million. I fixed it easily, but we looked bad.
This is another face of our usual problem. I have spent an inordinate amount of time at Parisian providing basic 5250 training to people that do not use the system at all and never will. I have also spent a lot of time writing custom programs (mostly their funky advertising schedule) and more than a little time twiddling my thumbs. I have spent no time with Sally to speak of before the last trip. Most of that was spent getting the store allocations to work.
I also reported that in November of 2000 I was asked to train a whole new group of employees in a classroom setting. It did not go well at all:
Barry Cleavelin.
The people in my class on Friday – who seemed reasonably intelligent to me – retained absolutely nothing. Either I am a much worse teacher than I think that I am or people in this type of setting do not think that they are expected to remember anything.
When Barry replaced Sally, I needed to spend several days with him to help him get up to speed on the AdDept processes. During that period we discovered several things that had been handled incorrectly in the past.
Life in Birmingham: I did not hate Birmingham as much as I hated Jackson, MS, the home of McRae’s. Jackson made me feel angry and frustrated. In Birmingham I just felt uncomfortable.
My records indicated that I ate a lot of lunches at Cia’s, which was inside the Parisian building. I have no vivid recollections of any of them
Most evenings I picked up a sandwich at Schlotzsky’s Deli. I remember that I ordered the same thing every time. It might have been a Reuben; that was my most common order at a deli.
I distinctly remember eating at a small Italian restaurant inside a mall. Ordering was done at the counter. I asked for spaghetti and meat sauce. The man at the counter mumbled something that I could not understand. I asked him to say it again. He did, but I still had no idea what he was asking me. I just said, “Yes.” Twenty years later I still have no idea what I agreed to.
At least once Steve VeZain of PMG took me out to his favorite restaurant, Joe’s Crab Shack.
La Quinta.
For most of my visits I stayed in the nearby La Quinta. It seemed to cater mostly to golfers who came to play the courses on the Robert Trent Jones Golf Trail. The thing that I noted the most about them was that many of them wore leather shoes with no socks. I had never seen this before, and it struck me as being both uncomfortable and unsanitary.
After work I usually jogged five or six miles on paths up and down the highway that ran between the hotel and Parisian. It was not the greatest place to run. Not only was it a little dangerous, but the noise was also disturbing. I had to wear my Bose headphones while I listened to operatic music or instructional tape.
The La Quinta had a pool and a small hot tub. Both of them were outdoors. The first time that I stayed I was able to use the hot tub after my run undisturbed. On all subsequent occasions the hot tub was occupied by golfers. On my last visit I gave up on La Quinta and stayed at a Hampton Inn.
I wrote the following on November 9, 2000:
When I was in Portland early in the year I had enough time to change my clothes before taking the red-eye back to the east. I changed in an extremely cramped stall in the men’s room. When I got home I realized that I was missing one of my wing-tips. I must have left it in the stall. I never threw the remaining shoe away because I thought that I might be able to find the missing one somewhere. After a while I forgot about it.
I went to the store to buy a new pair of dress shoes. I did not want another pair of wing-tips, but the only reasonable ones I could find were wing-tips, so that is what I bought.
This morning I was congratulating myself on forgetting nothing more important than a t-shirt to wear running. I started to put on my shoes. Both of them were right shoes. I evidently picked up the extra shoe by mistake.
I had to make an emergency run to Walmart. It was an unpleasant experience, but I managed to find one pair of shoes that are reasonably dressy (i.e., not hiking boots) in my size. They were on sale for $12.97.
They would not take my new American Express card at Walmart for some reason. I have used it twice.
This store in Pensacola was formerly a Parisian.
Epilogue: In August of 2006 Belk8 purchased the Parisian stores. The management of the advertising was immediately moved to Belk’s headquarters in Charlotte, NC. The five northern stores were sold by Belk to Bon Ton. Some southern stores were closed immediately. The signage on the remaining ones was changed to the Belk nameplate in 2007. Three northern stores continued to operate under their original name until 2013.
1. My experiences working with Proffitt’s Inc. and PMG are detailed here.
2. Most of my trips to Parisian were after the holding company had changed its name to Saks Inc. in 1998. My theory is that the women who applied for jobs in that building, which was the corporate headquarters for Saks Inc., thought that they were applying for a job at Saks Fifth Avenue. Thus, many of those attracted might have envisioned a career at the famous luxury store. After they learned about the other divisions and the pedestrian jobs involved in managing retail, they moved on. This is all just speculation, but I know that the guys in PMG spent as much time upstairs as they could.
3. Cheryl’s last name was, according to the designations on the photos, Sides. However, I also found Sipes and Sykes in the notes. I am not sure what Cheryl did at Parisian beside act as liaison with TSI; she definitely was good at that. I searched the Internet using all three last names but found nothing.
4. I found nothing on the Internet about Sally Carter, Barry Cleavelin’s LinkedIn page can be found here.
6. The history of the AdDept installation at Younkers is posted here.
7. I met Gary Yiatchos when I flew to Seattle for the presentation of the AdDept system to the advertising department of the Bon Marché. That adventure is described here.
8. The history of the AdDept installation at Belk is posted here.
Saks Inc. division based in Des Moines merged into Carson’s. Continue reading →
I am pretty sure that Younkers contacted TSI about AdDept before the company was absorbed into Proffitt’s Inc. I have a rather vivid memory—not to mention a photograph—of a presentation that I did for them at the IBM office in Des Moines. Since Proffitt’s purchased the company in December of 1996, the starting date in the title is probably accurate. It might have been in late 1995.
The downtown Younkers store was connected by skyways to other downtown buildings in two directions.
Doug Pease accompanied me on the first trip to Des Moines for the demo. We stayed at a Holiday Inn that was just north of the downtown area near Mercy Hospital.
I remember that we went to a basketball game at the Knapp Center on the evening of January 27, 1996. The Drake Bulldogs came into the game with a 6-2 record in the Missouri Valley Conference. However, they were defeated by the Tulsa Golden Hurricane1 79-73. Drake seemed to be a little better overall, but they had only one guy who could dribble through a press, and in the second half when the starter had to be benched because of foul trouble. The freshman (Cory Petzenhauser) whom they inserted at point guard was just humiliated. It was painful to watch.
That defeat started a tailspin for Drake, which ended up with a 12-15 record. The coach resigned in March
The only photo that I have of the people from Younkers was taken at the IBM office. The only person whom I recognize is Roger. He is the guy in glasses in the back row near one of the enormous members of his staff.
Des Moines is legendary as a sleepy town, but I remember that Doug and I actually discovered a bit of night life in an assortment of restaurants and bars that were in a redeveloped area between the river and Younkers’ downtown store at 713 Walnut Street.
The system was not actually installed at Younkers until April of 1998.
The primary players in the AdDept installation at Younkers were the Advertising Director, whose name I think was Joe, and Roger Wolf, who was in charge of the advertising business office.
The Tea Room at Younkers.
My recollections of the details of the installation are few. The headquarters was on an upper floor of the flagship store. The Senior VP of Advertising treated us to lunch in the store’s famous tea room. It was quite elegant.
I think that Younkers bought the AS/400 directly from IBM. I don’t remember where it was kept, and I don’t think that I was required to install it. TSI wasn’t involved in connecting the various devices either.
Roger and Joe came to Enfield for training. I remember that practically everyone in the department except for Roger’s group used Macs. We had to research the availability of terminal emulation software for them. Joe had some very specific ideas about tracking the progress of production jobs. TSI was asked to do quite a bit of customizing of the trafficking programs to realize them.
Long after I posted this entry I discovered this photo of a meeting at PMG in Birmingham. Roger is the second from the left in the shirt with vertical stripes. Steve VeZain of PMG is waving on the right. Beside him is someone named Chris from Younkers. He must have been in charge of the Mac network.
I was not there for the flooding of the Raccoon River in 2003, but some of its effects were still visible years later.
Roger’s group of four or five accounting people was tucked away in a small area that was like a mezzanine up some stairs from the rest of the department. The ceiling was low. Everyone sat in a single row facing the wall. It was very cramped and felt rickety.
Roger was as almost as skinny as I was, but two enormous women also worked up there. I could not help wondering if the support beams for their floor were up to the task. For me it was a hellish place to work. Two people had radios on all day long. One played heavy metal rock; the other was tuned to the rantings of Rush Limbaugh.
My notes from 1999 indicated a peculiarity in the way that Younkers did its accounting:
They have implemented a great many things that have the result of increasing the budget for storewide ads. Some of this is at the expense of merchants, some at the expense of vendors. Roger understands this, but he is not good at articulating it.
Some of these “great many things” were quite difficult to program. Several years after the beginning of the installation Roger’s group was still not using the system to the satisfaction of the corporate people at Saks Inc.2
The rest of Saks Inc. thinks that Roger is a fuddy-duddy and an obstructionist. The PMG3 approach to solving problems is to put pressure on people to solve their own problems. I think this is why Joe quit. They have put a lot of pressure on Roger to give up his overly intricate accounting procedures and get with the program.
At first I too thought Roger was an obstructionist. The last two trips he has made a strong effort to use AdDept. However, he won’t give up his calendar until he is confident that every single number in AdDept’s calendar can be defended. They now have the worst of both worlds. Roger does the calendar in AdDept. He checks every number by hand. Then he gets frustrated and goes back to his manual calendar.
Steve’s4 idea was to send Ivy5 to show Roger how McRae’s does thing. Roger, who is at least as intelligent as Ivy, understands how McRae’s does things. Ivy has no clue how Younkers does things. Another problem is that Ivy is even less articulate than Roger.
I don’t know what the solution is, but it has to come from someone above Roger. Most people think that they are going to fire him. This won’t solve the problem.
They did not fire Roger, but they did try to make him quit. Liz Ewing6 replaced him as manager of the business office, and Roger was demoted to accounting clerk.
On most of my visits I stayed at a hotel that was within walking distance of the Younkers building. My recollection is that it was a Radisson.7 It was very nice, and Younkers had a discount rate. The thing that I liked best about it was that it had a Jacuzzi that was seldom used by the other guests. I found a good park in which to run, and afterwards twenty minutes in the Jacuzzi felt fantastic.
I had several adventures traveling to and from Des Moines. On one afternoon I was flying from Chicago to Des Moines on United. A tornado that was passing through the area forced us to land in Cedar Rapids. The entire story is recounted here.
I made it to the scheduled meetings on time and worked with the users according to the original schedule. Just another day at the office.
The other adventure involved a stop in Kansas City to play golf with my dad. The details have been posted here.
I have two startling memories from Des Moines. The first came when I was working up in the advertising business office. One of the overweight ladies was regaling the rest of us with a tale of an acquaintance of hers who had a foot fetish. He offered to pay her to allow him to suck her toes.
The other one came from Joe, the original Advertising Director who resigned and then was replaced in 2000 by Kristen Gray8. A group of us was having lunch at a restaurant. The topic of conversation was the difficulty of handling teen-aged offspring. I, of course, offered nothing. Joe mentioned that he had once received a telephone call from the police when his daughter had driven a car into a mall. Evidently no one was hurt.
In 2003 Saks Inc. made Younkers part of its Northern division. The offices in Des Moines were closed, and all administrative functions were transferred to Milwaukee. The stores continued to operate with the Younkers name. In March of 2006 the entire division was sold to the Bon Ton.
The downtown Des Moines store was closed in 2005. In 2014 a huge fire consumed the empty building that I knew as the downtown Younkers store.
Any remaining Younkers stores were closed as part of the Bon Ton’s liquidation in 2018.
1. Evidently the coach in 1922 wanted to name the team the Golden Tornadoes, but he discovered that it was already taken by Georgia Tech. So, he changed it to Hurricanes. At lest that’s what it says here. Of course, hurricanes seldom, if ever, bother Tulsa. I don’t know why or when it was made singular.
2. As is explained here, after Proffitt’s Inc. purchased Saks Fifth Avenue, it changed its name to Saks Inc.
3. PMG stands for Proffitt’s Marketing Group, the people at the corporate headquarters in Birmingham who oversaw the advertising departments.
4. Steve VeZain was the person at PMG charged with monitoring the progress of the installations in the various advertising departments.
5. Ivy Klaras worked at McRae’s in the business office. The AdDept installation at McRae’s is described here.
6. Liz Ewing’s puzzling LinkedIn page can be viewed here.
7. There are no Radissons in downtown Des Moines in 2023, The hotel that I stayed in was either sold or destroyed.
McRae’s was a chain of department stores based in Jackson, MS. In 1994 the stores were acquired as a division of Proffitt’s,but the stores retained the original logo and were administrative from the headquarters in Jackson. Either the Senior VP, whose name was Oscar, or Marianne Jonas, the Advertising Director, got in touch with Doug Pease1, TSI’s Marketing Director. They were interested in TSI’s AdDept software system. Doug made the arrangements for a two-day visit.
Doug and I flew to Jackson, rented a car, and met with Oscar, Marianne, and a few other people in McRae’s advertising department. It was located not on a high floor of one of their stores but in a very large single-story structure immediately off of Highway (NOT “Route”) 80 on the southeast side of Jackson. It had a very large elegant lobby and a curious lack of open space anywhere else. There were a large number of walled-in areas. The corridors between them all ran north-south or east-west. It reminded me of a maze created for rodents.
Oscar advised us to drive west to I-220 and to approach IBM from the north.
At the end of the day spent gathering information about how they did business I asked Oscar for advice on how we should drive to the IBM office on the following morning. We were staying at a Holiday Inn or Hampton Inn in Pearl, which is just south of the airport. He outlined a route that, by my offhand calculation, would take us at least ten miles out of our way on a journey that was scarcely more than that in total. I asked him why we could not just go up I-55. He depicted that route as being “too congested”.
I was doing the driving. I informed Doug that we were going to ignore Oscar’s advice. I used the map that Avis provided to plan a simple route that took us north on I-55 until we came to the exit. To our surprise IBM’s office building was actually right on the exit ramp. It would have been almost impossible for us to find it if we had been coming from the north as Oscar suggested. Yes, there was a modicum of “congestion”. I had to brake a couple of times, but, believe me, driving in Jackson was much easier than navigating Boston’s snake nest of roads.
On the first visit Doug and I somehow had a free day after the presentation. We drove down to Jefferson Davis’s home, which is in Biloxi (pronounced BLUX ee locally) and is called Beauvoir. The drive down to Biloxi was stunning. I could not believe all of the rundown trailers and shacks that were visible from the highway.
The mansion itself was nothing special. There was an incredibly large tree in the yard that impressed me much more than anything inside,
So, the takeaway from this little journey was that the leader of the rebellion was allowed to spend the rest of his days living in luxury while the people whom he and his fellow plantation owners had enslaved and their descendants were still living in deplorable conditions. This was our welcome to Mississippi.
Oscar and Marianne liked our proposal and signed the contract. When I returned to Jackson to install AdDept I was escorted to the Data Center (in the same building as the Advertising Department) by a guy whose name was Bill Giardina. He pronounced it Gar DEE nah, with a hard G—as if the i was not even there. I really only needed for him to show me where the box and the system console were, but he stayed nearby and distracted me with homespun chatter all day long.
One evening Doug and I attended a minor league baseball game, probably on the installation trip. The Jackson Generals2 played a seven-inning game at their nice little stadium. I don’t remember the score or the opponents or even who won, but I do remember that we had a very nice relaxing time.
I remember only a little of what TSI needed to code for McRae’s. Oscar had an advertising schedule that he had devised on his PC. We had to produce the same data in roughly the same format. I don’t recall it being exceptionally difficult. We also needed to create an interface between AdDept’s expense and co-op programs and the corporate accounting system that was called Walker.
At Marianne’s insistence I trained two people from the IT department on how to check the backup to make sure that all the important libraries made it to tape every night. I don’t remember whether I tried to talk her out of entrusting people outside of her department with the responsibility for assuring the integrity of the backup. This became an important issue at Proffitt’s, as described here.
The people:I took photos of three people at McRae’s: Marianne, Melba Willis, her right-hand person, and Ivy Klaras3, who managed the accounting area. I don’t remember too much about Melba or Ivy.
Melba (nearest to camera) & Marianne
Melba at her desk.
Ivy.
I worked closely with Marianne both in Jackson and later at Proffitt’s in Alcoa TN. She was intelligent and a hard worker, a combination that I did not often encounter in the business that I dealt with in the South. She was also a big fan of the University of Alabama’s football team.
I got along pretty well with all of the people at McRae’s. This is what I reported in November of 1999:
I don’t like Jackson, but I like the people at McRae’s. I am even warming up to Ivy. This is the only division that is putting in a real effort to take advantage of as many aspects of the system as possible. They are printing claims4 in all media except broadcast. I made a few adjustments to the broadcast claims today. Tomorrow we will print broadcast claims.
On at least one occasion I bought boneless sirloin, green beans, sour cream, and McCormick’s Beef Stroganoff seasonings and made myself enough for two delicious meals in this kitchenette.
Life in Jackson: I have a lot of memories of Jackson. Most of them make me chuckle when they pass through my consciousness, but I never enjoyed my time there. My strategy for dealing with this very strange place was to leave the word “why” at home.
The drive to the Jackson airport was ridiculous. It was quite close to the city center, but unless you were a bird or had a jet pack, you had to drive several miles south to I-20, exit after a few miles, and then drive back north to the airport. At the end of the exit was a stop sign. From there you were forced to cross two lanes of southbound traffic (with no stop sign) to reach a roadway large enough for only one car in the median. From there one had to attempt to merge in with the traffic in the passing lane of the northbound highway.
Between the exit and the airport was a rotary. In all of the times that I visited Jackson I never saw any cars enter the rotary from the east or west.
When I was in the South I often went to Cracker Barrel for supper. I always ordered the same thing: pot roast with green beans and unsweetened iced tea. In Jackson the waitress came up to my table and greeted me with “How are y’all doin’?” Her pencil was poised over her pad.
I responded., “Fine. I’d like the pot roast with green beans and a large unsweetened iced tea.”
Her pencil was motionless. Instead she ventured this evaluation. “You’re not from around here, are you?”
I drove to Kmart one evening. This was before the advent of self-checkout machines. I was in line for a cashier; behind me was a young black woman with her son who was perhaps eight or nine. He tugged on my jacket and said, “Mister, if you were my daddy, would you let me have a Mountain Dew?”
I immediately responded, “Absolutely not. It’s full of sugar and caffeine!” It later occurred to me that that would probably be the last time ever that someone his age might think of me as a potential daddy rather than a granddaddy.
One evening I was at the Jackson airport a bit late for my flight to Atlanta. I checked in and rushed to the gate. To my joy and relief there was absolutely no line at security! I put my briefcase on the treadmill without taking out my computer. The one person on duty let me through. I barely made the plane, but it was even more surprising that I saw them load my suitcase into the cargo hold as well.
In this 2022 photo the bottle is the New-Skin.
After security got so much tighter after 9/11, I often thought how easy it would have been for me to have hidden a gun beneath my laptop.
The worst moment that I had in Jackson came when I was eating lunch with Josh Hill from Proffitt’s Marketing Group. I think that I was eating a turkey sandwich when the thing on the left side of my lower lip started to bleed. I don’t remember if I had my bottle of New-Skin with me. I do recall that I spent the rest of the lunch break in the men’s room until Old Faithful finally blew itself out.
Epilogue: In 2000 the administration of the McRae’s and Proffitt’s stores was consolidated. The accounting and data processing functions remained in the building on Highway 80. Most other functions were transferred to the Proffitt’s headquarters in Alcoa, TN. Marianne Jonas moved to Proffitt’s, where she was the Advertising Director. I don’t think that anyone else with whom I worked in Jackson made the transition to Alcoa.
The story of the AdDept installation at Proffitt’s is posted here.
1. Much more about Doug can be read here and in many of the entries for other AdDept clients.
2. The team name was voted on by the citizens of Jackson. They picked “Generals” to honor the person after whom the town was named, Andrew Jackson. Why they chose Generals over Presidents is a stumper. Jackson’s greatest military victory was the Battle of New Orleans, which actually occurred after the war was over. He had two full terms as president and strongly influenced American history in that role.
Although some sites on the Internet state that the Generals began playing in 1998, the statistics for the team in 1996 can be found here. I was astounded to discover that a factory-sealed complete set of the baseball cards for the 1996 team could in 2023 be purchased on Ebay for only $7.95. I was tempted to buy the one remaining set as a present for Doug. The site is (or at least was) here.
3. Ivy Klaras died in 2017 at the age of 52. Her obituary is posted here.
4. Claims are the documents that advertising sends to the merchandise people to show the amount of money they must collect from their vendors for cooperative advertising.
In retrospect it is difficult to choose among TSI’s AdDept clients. I enjoyed working with the people at most of them. If I were forced to pick the one that I liked the best, several would contend. However, if the question were changed to “Which of the AdDept accounts was the most profitable?”, the answer is clear. It was Michaels Stores, the national chain of stores selling arts and crafts. What a strange tale!
This is the old logo.
Our first contact with Michaels was a telephone call from the IT Director in, I am pretty sure, 1994. I don’t recall his name. He told me that the people in the advertising department had contacted him about automating the department’s functions. He had in turn asked IBM whether there was a third-party software product for retail advertising departments. Someone at IBM provided TSI’s phone number.
Since I had never even heard of Michaels,1 I had to ask him a few questions. He told me that they were a retailer that specialized in arts and crafts. Their headquarters was in Irving, TX, not too far from DFW Airport. They had no stores in New England yet, but they were almost everywhere else.
The sign at 8000 Bent Branch Drive.
The best news was that Michaels was an AS/400 shop. That meant that there would probably be little or no expense for hardware. It was a lot easier to justify the cost of the AdDept system without additional hardware costs.
The IT director was very impressed with our client list. Foley’s, Neiman Marcus, and even Macy’s were very familiar names in Texas. I felt compelled to tell him that our programs were written in BASIC. He was surprised at this, but not put off. He had actually taught a course in BASIC for the System/36. I told him that the AS/400 version was much more powerful. He invited me down to give a demonstration to the people from advertising.
I told him that I would like to talk with them before the demo. He gave me the name and phone number of the lady who was the assistant to the vice president of advertising. I don’t remember her name either. In my conversation with her I learned that the department had no system at all; everything was done by hand. There were only ten or fifteen people in the department. There was little or no internal structure. The VP had been there for many years, and everyone in the department loved him.
I flew down to DFW, rented a car, and made the short drive to Michaels’ headquarters. I set up the demo data and the AdDept programs on their AS/400. It was not necessary to install BASIC because the compiled versions of the program did not need it. As I suspected, the whole AdDept system was like a fly on their elephant. No expansion would be necessary unless it was for connectivity.
Google street view of Michaels’ headquarters.
The demo seemed to go pretty well. After I returned to Connecticut, I wrote up a proposal. If we included any custom code, I don’t remember it. It definitely was not much by the standards that we were accustomed to.
They accepted our quote immediately and sent TSI the deposit check. Shortly thereafter, I flew back to Irving and installed the system. I then spent an additional day or so showing the employees how to use the AS/400’s—I had booklets to help with this. I also outlined what needed to be done to set up the tables and enter their ads.
I spent time working with nearly all the employees of the department. I cannot say that I was impressed with any of them except for the lady that I spoke with on the phone. I had to do quite a bit of hand-holding, but we reached the point at which they were ready to put in the basic tables so that they could subsequently build their advertising schedules. We also set a tentative date for the second training session.
Bill Dandy.
The atmosphere in the department during this visit was much different from what I experienced before. In the short period of time that had elapsed since my demo the VP of advertising had “retired” and had been replaced with a much younger guy named Bill Dandy2, who lived in Glastonbury, CT, a suburb of Hartford. He had been working at Ames, a chain of discount department stores in Rocky Hill, CT, as, if I remember correctly, advertising director. I knew that Ames had just come through a very rocky period after its disastrous acquisition of and merger with Zayres,
Bill had not yet moved to Texas, but he was there in the advertising department at the same time that I was. We were introduced. He was cordial. He was surprised to learn that I was from Connecticut.
Before I left Michaels I had a short meeting with the IT director. He told me that he was really upset that they had brought in a new VP of advertising just as they were putting in a new system. He was worried that they might never get the system working because Bill Dandy might tell them not to use it.
As it happened, Bill Dandy was on the same American Airlines flight back to Connecticut that I was. I took a few minutes to speak with him even though he was in first class, and I was in steerage. This was well before 9/11; airplanes were much friendlier places back then. He remarked that the people at Michaels “had no idea how to run an advertising department.” I replied that I had noticed that. I emphasized that, on the other hand, I definitely knew how to organize the work, and the employees will learn as they learn the system.
That’s not what happened. The day after I landed back at Bradley I sent the invoice for delivery of the system to the IT director, and he paid it. The lady with whom I had dealt soon quit the advertising department. Bill Dandy brought in one of his employees from Ames, who had developed a set of spreadsheets there.
I never made another trip to Michaels. No one in the advertising department ever called for support, and so I assume that they did not use AdDept. That was OK with me. At the time TSI did not need another reference account in Texas3, and we had a lot of bigger fish to fry.
The Enfield store.
1. There has been a Michaels Store in Enfield for several years now. I bought something there once, but I don’t remember what it was.
2. Years later I crossed paths with Bill Dandy at Dick’s Sporting Goods. He had had several jobs in between, and he has had several more since his stint at Dick’s. His LinkedIn page can be found here.
3. In fact, however, the AdDept system later was installed at Radio Shack, Computer City, Color Tile, and Stage Stores. Stage actually had two a separate installation for its Peebles Stores.
We had a very good record of closing AdDept sales. Most of the whiffs fell into one of two categories:
Divisions of Federated Department Stores. Our relationships with various Federated divisions are described in detail here. They are not included in this entry.
Companies that did not advertise enough to justify a high-quality multi-user centralized database. We actually sold the AdDept system to a couple of these anyway.
TSI’s first efforts to market AdDept were concentrated around New York and New England. I figured that there were not very many retailers who could afford the system to keep track of advertising, but, then again, I did not really expect to justify the cost of the system at Macy’s in the very first module that we activated—ad measurement.
The strip mall in which the Enfield store was located was named after Caldor.
Our first attempt was a quintessential whiff. Kate Behart (much more about her here) had been in contact with someone in the advertising department at Caldor, a discount department store based in Norwalk, CT. Kate arranged for me to give a presentation to them at the IBM office in Norwalk. Of course, we had to make sure that the office had the BASIC program, and I had to install both the AdDept programs and some data that I had dummied up from Macy’s real data.
My presentation was flawless. The only problem that I encountered that day was the lack of an audience. No one from Caldor showed up. We never did find out why not. Kate called them repeatedly, but no one returned her calls. It may have had something to do with the fact that in 1989, the year that we installed the first AdDept system at Macy’s, the May Company sold Caldor to a group of investment houses.
Caldor went out of business in 1999.
I also paid a visit to another local retailer, Davidson and Leventhal, commonly known as D&L. Theirs were not exactly department stores, but they had fairly large stores that sold both men’s and women’s clothing. So, they had quite a few departments. The stores had a good reputation locally. The headquarters was in New Britain, CT.
This D&L ad was on the back cover of the issue of Northeast that featured my story (described here).
The advertising department only employed three or four employees. They wanted to know if they could use the computer for both D&L ads and ads for Weathervane, another store that they owned, as well. That seemed vaguely feasible to me, and so I said they could. In fact, we later did this for Stage Stores and for the Tandy Corporation, but both of those companies were much larger, and I had a much better understanding by then of what it entailed.
I didn’t even write up a proposal for D&L. The person with whom I spoke made it clear that what we were offering was way out of their price range.
D&L went out of business in 1994, only a few years after our meeting. Weathervane lasted until 2005.
I have only a vague recollection of doing a demonstration at IBM’s big facility in Waltham, MA, for a chain of auto parts retailers from Phoenix. The name of the chain at the time was Northern Automotive. My recollection is that I spoke with a man and a woman. If they told me how they heard about AdDept, I don’t remember it. After a very short time it was clear that AdDept was much more than the company needed. Although Northern Automotive had a lot of stores with four different logos, it only ran one ad per week. So there was really not much to keep track of. I had the distinct impression that the demo was just an excuse for the couple to take a vacation in New England on the company’s dime.
I don’t remember either of their names, but the experience list on LinkedIn for a guy named Paul Thompson (posted here) makes him a strong candidate. Northern Automotive changed its name to CSK Auto, Inc. not long after our meeting. In 2008 CSK was purchased by O’Reilly Auto Parts.
Won’t Paul be surprised to be busted thirty years later in an obscure blog?
Tom Moran (more details here) set up an appointment with employees of Genovese Drugs at its headquarters in Melville, NY. The two of us drove to Long Island to meet with them.
I probably should have talked to someone there over the phone before we left. The only impression that I remember getting from the meeting was that they were not at all serious about getting a system. We had a great deal of trouble getting them to describe what the advertising department did at the time and what they wanted to do. I was frustrated because I had considered this a relatively cheap opportunity to learn how chains of pharmacies handled their advertising. It was actually a waste of time and energy.
Tom tried to follow up, but he got nowhere. We did not submit a proposal.
J.C. Penney bought the company in 1998 and rebranded all the stores as Eckerd pharmacies.
Woodies’ flagship store in downtown Washington.
While I was working on the software installation at Hecht’s in 1991, Tom Moran coordinated our attempt to land the other big department store in the Washington, DC, area, Woodward & Lothrop, locally known as Woodies. I found a folder that contains references to correspondence with them. Tom worked with an IBM rep named Allison Volpert1. Our contacts at Woodies were Joel Nichols, the Divisional VP, and Ella Kaszubski, the Production Manager.
As I browsed through the file, I detected a few warning signs. The advertising department was reportedly in the process of asking for capital for digital photography, which was in its (very expensive) infancy in 1991. Tom was told that they hoped to “slip in” AdDept as part of the photography project. Furthermore, the fact that we were not dealing with anyone in the financial area did not bode well.
Someone wrote this book about Woodies.
Finally, we had no choice other than to let IBM propose the hardware. Their method of doing this always led to vastly higher hardware and system software costs than we considered necessary. I found a copy of IBM’s configuration. The bottom line was over $147,000 and another $48,600 for IBM software. This dwarfed what Hecht’s had spent. If the cost of AdDept was added in, they probably were facing a purchase price of over a quarter of a million dollars! That is an awful lot to “slip in”.
I don’t recall the details, but I remember having an elegant lunch during this period with someone from Woodies in the restaurant of the main store. It may have been Joel Nichols. It seemed like a very positive experience to me. He seemed eager to automate the department.
We lost contact with Woodies after early 1992. I seriously doubt that the advertising department even purchased the photography equipment that they had coveted. The early nineties were very bad for retailers. By 1994 the owner of Woodies and the John Wanamaker chain based in Philadelphia declared bankruptcy and then sold the stores to JC Penney and the May Company. Many of the stores were rebranded as Hecht’s or Lord and Taylor.
In some ways Fred Meyer, a chain of department stores based in Portland, OR, seemed like a perfect match for TSI. At the time they were almost unique, and we usually excelled at programming unusual ideas. Their approach to retail included what are now called “hypermarket” (department store plus groceries) stores, although they definitely had some much smaller stores as well. The one in downtown Portland was very small. I really thought that we had a good shot at getting this account, largely due to the fact that the IT department already had one or two AS/400’s. So, the hardware cost would probably be minimal.
She would be lucky to make it in nine hours; there were no direct flights.
I was asked to work with a consultant who, believe it or not, commuted from Buffalo, NY, to Portland, OR. I can’t remember her name. She knew computer systems but virtually nothing about what the advertising department did. She wanted me to tell her what AdDept could do, and she would determine whether the system would work for them. I have always hated it when a “gatekeeper” was placed between me and the users. I understand that they do not trust the users to make a good decision, but advertising is very complicated, and almost no IT consultants know much about it. I would not have minded if the consultant sat in on interviews that I conducted with people in advertising.
If I was allowed to meet with anyone from the scheduling or financial areas of the department, I do not remember it at all. I do remember spending an afternoon with the head of the company’s photography studio. AdDept had a module (that no one used) for managing shoots and another (used by Macy’s East) for managing the merchandise that is loaned to the studio for a shoot.
I remember the photo studio guy mentioning that they also did billable work for outside clients. He mentioned Eddie Bauer by name. He could not believe that I had never heard of it/him.
I probably botched this opportunity. Before agreeing to come out the second time, I should have insisted on meeting with whoever placed their newspaper ads and the person in charge of advertising finance. I did not want to step on the toes of the lady from Buffalo, but I probably should have been more aggressive.
Kate accompanied me on one of these trips. We probably flew on Saturday to save on air fare. On Sunday we drove out to Mt. Hood, where we saw the lodge and the glacier, and visited Multnomah Falls on the way back.
Freddie’s was acquired by Kroger in 1998, but the logos on the stores were maintained. There still is a headquarters in Portland, but I don’t know if ads are still created and/or placed there.
Aside from our dealings with Federated divisions2 TSI had very few whiffs during the period that Doug Pease (described here) worked for us. After one of our mailings Doug received a call from Debra Edwards3, the advertising director at May Ohio, a May Company division that had its headquarters in Cleveland. Doug and I flew Continental non-stop to Cleveland and took the train into downtown. My recollection was that we were able to enter the store from the underground train terminal.
The presentation and the demo went very well. I am quite certain that we would have gotten this account were it not for the fact that in early 1993 the May Company merged the Ohio division with Kaufmann’s in Pittsburgh. Management of the stores was transferred to Pittsburgh. Debra was hired as advertising director at Elder-Beerman Stores.
We stayed overnight in Cleveland and had time to visit the Rock & Roll Hall of Fame, which was right down the street from the huge May Co. building. I cannot say that I was greatly impressed with the exhibits.
A few years later Doug and I undertook a second trip to Cleveland to visit the headquarters of Sherwin Williams. Doug had talked extensively with the lady who was the advertising director there. He was very enthusiastic about the prospect of making this sale. By that time Doug had already closed a few big deals for us, and so I trusted his judgment. However, I could not understand how a company that really only sold one product could possibly need AdDept. Yes, they have thousands of stores, but how many ads do they run?
I don’t honestly remember anything about our discussion with them. Needless to say, Doug did not close this one, although he never stopped trying to revive it.
I don’t really count it as a whiff, but Doug was unable to close the deal with Liberty House in Honolulu after our epic trip to Hawaii in December of 1995. The details are recounted here.
I drove past two of the stores in Texas, but I never went inside.
Just as Marvin Elbaum had backed out of his contract with TSI for a GrandAd system in 1986 (as described here), so also one company signed an agreement for TSI’s AdDept system and, before we had installed the system, changed its mind. There was one big difference in the two situations. The second company was the Tandy Corporation, which had actually ordered installations of AdDept for all three of its retail divisions. At the last minute the company decided to close down Incredible Universe, one of the three divisions. The other two companies became TSI clients in 1997, as is described here.
It was not a big loss for TSI. IU was one of a kind. Its stores were gigantic multi-story combinations of electronics and theater. There were only seventeen stores, and only six were ever profitable. Those six were sold to Fry’s Electronics. The other eleven were sold to real estate developers at pennies on the dollar.
I did a demo for Mervyn’s California, a department store based in Hayward, CA. I think that I must have done the demo after finishing a training/consulting trip at Macy’s West in San Francisco. I cannot imagine that I would have flown out to the west coast to do a demo without spending a day or two gathering specs.
The IBM office nearest to Hayward was in Oakland. I took BART in the late afternoon from San Francisco to Oakland. There was quite a bit of excitement at the Holiday Inn at which I was staying. Someone had been murdered on the street in front of the hotel the previous night. There was one other very peculiar thing about this stay. I checked into a Holiday Inn with no difficulty, but I checked out of a different hotel (maybe a Ramada?). The hotel had been sold, and its ownership had changed while I was asleep.
The demo went fine. The guy who had contacted me—his name was Thiery or something like that—liked what he saw. However, the sale never advanced any further. This was almost always what happened whenever I got talked into doing a demo without taking at least a day to interview the potential users. At the time that I did the demo Mervyn’s was, unbeknownst to me, owned by Target. This might have explained the lack of progress. Target may have been restricting or rejecting any capital purchases at the time.
Mervyn’s was sold to some vulture capitalists in 2004. A much smaller version of the chain went out of business in 2009.
For some reason Doug and I once had a very short meeting with the president of Gottschalks, a chain of department stores based in Fresno, CA. He told Doug and me that he would get all of the other members of the Frederick Atkins Group to install AdDept. This organization (absolutely never abbreviated by its initials) somehow enabled its members to shop for foreign and domestic merchandise as a group. Nearly every department store that was not owned by the May Company or Federated belonged to it.
A few years after he made this promise he (or someone else at Gottschalks) arranged for me to speak before the members at one of their conventions in Naples, FL. I flew to Fort Meyers and rented a car from there. Naples was beautiful and reeked of new money. I gave my little spiel, but I did not have an opportunity to interact with any of the members of the audience. So, I did not get any direct feedback.
We eventually did sign up a few members of the group—notably the Bon-Ton (described here) and Elder-Beerman (described here). I don’t know whether my speech had any effect.
I think that the Frederick Atkins Group is defunct in 2021. The references to it that I could find on the Internet were all from decades past.
In (I think) 1999 Doug Pease and I made an unproductive trip to Columbus, OH, to talk with the IT director of of Value City about the possibility of installing the AdDept system for use by the advertising department. That adventure is described here.
First stop: Norfolk.
TSI got a phone call from a chain of furniture stores in coastal Virginia, Norfolk4, as I recall. As part of my crazy automotive support trip, I stopped by to talk with the advertising director at this company on my journey from Home Quarters Warehouse in Virginia Beach to Hecht’s in Arlington. I spent a couple of hours with him. When I discovered that the company had only three stores, I knew that this was a mistake. I told him that our software could address his problems, but the cost and effort would not be worth it for either of us. I advised him to hire someone who was a wiz with spreadsheets.
I think that I got a free cup of coffee out of it.
I can’t tell you what happened to the company thereafter because I don’t even remember its name.
We had two reasonably hot leads in 2000. I had to handle both of them myself. The first was at Bealls department store, which has its headquarters in Bradenton, FL. This was another situation is which I had to deal with the IT department rather than the advertising department. I am pretty sure that the company already had at least one AS/400. I have a few notes from this trip, but it is not clear whether I intended to do the demo on their system or on one at a nearby IBM office.
In any case I think that there was a technical problem that prevented a successful installation of the software needed for the demo. So, I had to improvise, and I did not get to spend much time with the people who would have benefited from the system. The whole thing made me very depressed.
I had some free time, and so I went to the beach. I stopped at a Jacobson’s store to buy a tee shirt to wear at the beach. The cheapest tee shirts in the store cost $100!
The beach was lovely, and it was unbelievably empty. The weather was pretty nice. A beach in Connecticut would have been packed in this type of weather.
All of these stores are gone.
We did not get the account, but the tale has an interesting coda. Bealls is still in business today. For years Bealls could not expand outside of the state of Florida because a different store with exactly the same name was already using it in other states. These Bealls stores were run by Stage Stores, a long-time AdDept client that was based in Houston. Stage Stores was still using AdDept when TSI went out of business in 2014.
In 2019 Stage announced that it was changing all of its stores into Gordmans, its off-price logo (which did not exist while I was working with them). When the company declared bankruptcy Bealls purchased, among other things, the right to use the Bealls name nationwide.
I remember going to Barneys New York in late 2000 to talk with someone in advertising. I also have discovered three emails that I sent to Christine Carter, who was, I think, either in charge of the advertising department or in charge of the financial side. Barneys only had twenty-two stores, and that included some off-price outlets. I don’t know how much they actually advertised.
Flagship store on 60th Street.
We never heard from them after my last email, which emphasized how easily AdDept could be adapted to differing needs even for companies the size of Barneys. By this time the very affordable AS/400 model 150 had been introduced. It would have been perfect for them.
I think that Barneys is dead or nearly so in 2021. All of the stores in the U.S have been closed, and even the “Barneys New York” brand was sold to Saks Fifth Avenue. However, the company also had a Japan division, which is evidently still operational.
I received a very unexpected phone some time in 2001 or 2002. It came from a man who had formerly worked at Saks Fifth Avenue and had taken a job as a Vice President at Sears. He knew that the advertising department at Saks had been doing things with its AdDept system that Sears’ advertising department seemed utterly incapable of. He invited me to the Sears headquarters in Hoffman Estates, IL, to investigate the possibility of installing AdDept at Sears.
At about the same time I had been in contact with the agency in a nearby town that Sears used for buying newspaper space and negotiating newspaper contracts. They wanted to talk with me about the possibility of working together. The agency’s name was three initials. I think that one was an N, but I am not sure.5
I arranged to spend consecutive days at the two places. It was cold on the day that I visited the agency. I learned that it recruited new clients by claiming that they could negotiate better rates for them because they also represented Sears. I suspected that this was baloney. Sears was a bid dog nationwide, but the amount of newspaper ads that they bought in any individual market was not that impressive. They were just in a lot of markets.
After the people explained the services that they offered to clients, I remarked that about 10 percent of what they did overlapped with about 10 percent of what we did. Privately I could not imagine that any of our clients who would benefit from their services.
I told them about AxN, our Internet product. They informed me that the papers did not want to sign on to their website for insertion orders. Of course, they wouldn’t, and they had nothing to hold over the papers.
We ended the meeting with the usual agreement to stay in touch and look for synergies, but privately I considered them the enemy.
I did not see a parking structure. Maybe I entered on the wrong side of the pond.
The next day was bitterly cold, and there was a strong wind. I located the sprawling Sears complex and parked my rented car in a lot that was already nearly full. I had to walk a long way to the main building, and I have never felt as cold as I did on that walk.
I could hardly believe it when I walked into the building. The ground floor was billed with retail establishments—a drug store, a coffee shop, a barber shop, and many more. I had to take the escalator up to get to Sears. I was met there by the woman with whom I had been in contact. She was from the IT department.
OK, now I get it. Our problem was that we did not have enough architects.
She took me up to meet the “advertising team”. Six or eight people were assembled in the room, and they all had assigned roles. I remember that one was the “system architect”, and one was the “database manager”. I almost could not suppress my amusement. What did all these people do? There was no system, and there certainly was no database. At TSI I handled essentially all the roles that everyone at the table described.
They asked me some questions about the AdDept system. When I told them that it ran on the AS/400, the system architect asked me if that system was not considered obsolete. I scoffed at this notion and explained that IBM had introduced in the AS/400 64-bit RISC processors that were state-of-the-art. I also said that, as far as I knew, the AS/400 was the only system that was build on top of a relational database. That made it perfect for what AdDept did.
I wonder how many “OS/2 shops” there were in the world.
They informed me that Sears was an OS/26 shop. I did not know that there was such a thing. In the real world Windows had already left OS/2 in its dust by that time. In all my time dealing with retailers I never heard anyone else even mention OS/2. It might have been a great idea, but IBM never did a good job of positioning it against Windows.
Besides, just because the corporation endorsed OS/2 should not eliminate consideration of multi-user relational databases where appropriate. The devices with OS/2 could serve as clients.
They explained to me that Sears’ advertising department had hundreds of employees, most of whom served as liaisons with the merchandise managers. Most of the ads were placed by agencies. I presume that the newspaper ads were produced in-house. No one whom I talked with seemed to know. The people on the committee did not seem to know anything about how the department did budgeting or planning.
The competition.
Someone talked about Sears’ competitors. The example cited was Home Depot. I don’t know why this surprised me. I must have been taken in by the “softer side of Sears” campaign a few years earlier.
After the meeting my escort took me to a remarkable room that was dedicated to the advertising project. It was a small theater that had ten or so posters on the wall with big Roman numerals at the top: I, II, III, IV, etc. There were no statues, but otherwise I was immediately struck by the resemblance to the Stations of the Cross that can be found in almost any Catholic church in the world. I asked what the posters represented. The answer was that they were the “phases of the project”. I was stunned by the assumption that the project required “a team” and that it was or indefinite duration. No one ever allowed us more than a month or two to have at least portions of the system up and running.
At some point I was allowed to give my presentation. The man who had worked at Saks attended along with a fairly large number of people. Maybe some were from advertising. I was never allowed to speak with them individually.
I never got to read the advertising department’s Wish Book.
My talk explained that AdDept was a relational database that was specifically designed for retail advertising departments. I described a few of the things for which it had been used by other retailers. I could not do much more than that. I had not been able to talk with any of the people in the department, and the IT people were clearly clueless.
When I returned to Connecticut I wrote to both my escort and the man from Saks. I told both of them that I did not know what the next step might be. I had not been given enough access to the advertising department to make a proposal. The whole experience was surreal. If someone had asked me to return, I would only have done it if I were granted unfettered access to potential users.
No one ever contacted us. I told Doug not to bother following up.
One puzzling whiff occurred during the very short period in which Jim Lowe worked for us. The strange case of Wherehouse Music is explored here.
Perhaps the strangest telephone call from a genuine prospect that I ever received was from Albertsons, a very large retailer with is its headquarters in Boise Idaho. The person who called was (or at least claimed to be) the advertising director there.
I had heard of Albertsons, but I did not know very much about the company. All I knew was that they were a chain of grocery stores in the west. Since advertising for grocery stores is basically limited to one insert/polybag7 per week, they had never seemed to be great prospects for AdDept. However, I never hung up on someone who expressed interest in the system.
The problem was that this lady insisted that I fly out to Boise to meet with her and her crew the next day. I tried to get her to explain what the situation was, but she said that she had no time to talk. She needed to know if I would make the trip. It was a little tempting for a peculiar reason. Idaho was one of the few states8 that I had never visited. Still, this sounded awfully fishy. I passed.
The incredibly bumpy road that Albertsons has traveled is documented on its Wikipedia page, which is available here. I don’t remember when the call from the advertising director came. I therefore have no way of knowing whether she was in charge of advertising for a region, a division, all of the grocery stores, or none of those. I might well have passed up an opportunity that might have extended the life of the company. Who knows? It looked like a goose, and it honked like a goose, but maybe going to Boise would not have been a wild goose chase.
Jeff Netzer, with whom I had worked in the nineties at Neiman Marcus (recounted here), called me one day in 2010. He asked me if I remembered him. I said that I did; he was the Aggie who worked at Neiman’s.
He informed me that he was now working at Sewell Automotive, the largest Cadillac dealership in the Dallas area. He said that they were looking for help in automating their marketing. I was not sure how well AdDept would work in that environment, but I agreed to visit them. His boss promised to buy me a steak dinner.
I flew Southwest to Dallas, and for the first time my plane landed at Love Field. It was much closer to Sewell than DFW would have been.
I found a great deal out about their operation. I doubted that we could do much for the agency for a reasonable amount of money. On my computer I recently found a three-page document dated September 23, 2010, in which I had listed all of the issues that I learned about at Sewell. A woman named Tucker Pressly entered all of their expense invoices into a SQL Server database. It was inefficient, and there were no programs to help them compare with budgets.
The main objective of the marketing department was to make sure that they were taking advantage of all available co-op dollars from Cadillac and other vendors. We could not help with this unless we wrote a new module. I described my reactions to their issues in a letter to Jeff.
I never heard back from Jeff, who left Sewell in 2012. Nobody ever bought me a steak dinner.
Sewell Automotive is still thriving in 2021.
In 2011 or 2012 I received a phone call from a lady from the advertising department at Shopko, a chain of department stores based in Green Bay, WI. I don’t recall her name. She said that she worked for Jack Mullen, whom I knew very well from both Elder-Beerman and Kaufmann’s. Before Doug Pease came to TSI, he had worked for Jack at G. Fox in Hartford.
I flew out to Packer Land to meet with her. They had a very small advertising department. They basically ran circulars in local newspapers on a weekly basis. As I remember, she and one other person ran the business office.
I worked up a proposal for the most minimal AdDept system that I could come up with and sent it to her. When I had not heard from her after a few weeks I called her. She said that the company was downsizing and, in fact, her position was being eliminated.
Jack also left the company in July of 2012. His LinkedIn page is here. Shopko went out of business in 2019.
1. Allison Volpert apparently still works for IBM in 2021. Her LinkedIn page is here.
2. As I write this I can easily visualize Doug stabbing a box with a pencil after a frustrating telephone conversation with someone from a Federated division.
3. I worked fairly closely with Debra Edwards when I installed the AdDept system at Elder-Beerman stores in Dayton, OH. That installation is described here. She was the Advertising Director there. Her LinkedIn page is here.
4. The “l” in Norfolk is silent, and the “ol” sounds much more like a short u.
5. I later learned that there were actually two affiliated agencies across the street from one another. I encountered the other one, SPM, in my dealings with Proffitt’s Inc./Saks Inc., which are detailed here. The agency was still around in 2023. Its webpage is here.
6. In fact IBM stopped updating OS/2 in 2001 and stopped supporting the operating system in 2006. I cannot imagine how Sears dealt with this. I pity their employees with nothing OS/2 experience at Sears on their résumés.
7. Polybags are the plastic bags that hold a group of flyers from diverse retailers. they are ordinarily distributed to people willy-nilly.
8. The others are Wyoming, Montana, North Dakota, and Alaska. I am not certain of Arkansas. I might have gone there with my grandparents when I was a youngster. The only place that I have been in Utah is the Salt Lake City airport.
