I have never been in a Golf Galaxy store (or experience or whatever it is considered). I know only three things about the chain: 1) The first store opened in 1997. 2) The entire chain was purchased by Dick’s Sporting Goods in 2006, but the administrative functions remained in Eden Prairie, MN. 3) In 2008 the offices in Minnesota were closed, and all the administrative functions—including the scheduling, purchasing, and financial aspects of advertising—were assumed by the employees in Coraopolis, PA.
TSI was asked by our contacts at Dick’s to create an environment on the AdDept installation1 that had been installed for a few years at Dick’s headquarters.
It appears that I made at least two trips to Dick’s headquarters. The first was in August of 2008; the second was a three-day trip in November. I assume that I gathered the specs for the project on the first trip and implemented the second installation of the AdDept programs and files in in the test environment (Aeolus) in November.
Unfortunately the two sets of notes that I found are the same. I must have opened the file containing the first set of notes (in order to replicate the format), made all the changes to reflect what happened in November, and then mistakenly saved them under the old name. So, I will need to deduce what I learned at the first meeting.
Two instances of AdDept required three data libraries:one for tables that were needed by employees whether they were working on either Dick’s or Golf Galaxy, one for files that were strictly for Dick’s, and a library that was only for Golf Galaxy. The first thing that needed to be determined was which tables needed to be in the common library. For example, if the same calendar was used by both Dick’s and Golf Galaxy the season2 table should reside in the common library. If the same vendors were used, only one vendor table must be moved to the common library. A decision needed to be made for each table.
When that determination had been made, library lists had to be constructed for the two installations. The common library needed to be on the list for each store. The data library for Dick’s was already called TSIDATA. The common library was named TSIDATACOM. The library for Golf Galaxy was TSIDATAG.
If the two stores had been completely independent, it might have been feasible for them to be on separate partitions or separate machines. This was not the case. So, both Aeolus (the testing system) and Boreas (the production system) needed to contain all three libraries.
Before I did anything I needed assurance on the first day that my work would not accidentally get wiped out overnight by the automatic “refresh” that deleted program and data libraries on Aeolus and replaced them with copies of their counterparts on Boreas.
I asked Bob Pecina to make certain that the automatic refresh was turned off this week. He said that that had been taken care of, and if it was not, he would kill someone.
The next step was to create the new libraries in Aeolus and to move the tables that were needed for working on both stores to TSIDATACOM. Duplicates of all of the other tables and data files needed to be created in TSIDATAG.
The tool that is used for most of the programming tasks on the AS/400 was called the Program Development Manager or PDM. I needed to change several things that could only be done there.
I created a shortcut in the PDM named L9 to run CRTLFS on a physical file. I edited my library list to replace TSIDATA with TSIDATAG. I then used L9 to create logical files for all the files in TSIDATACOM and TSIDATAG.
I created a shortcut in the PDM named PA to grant *ALL object authority to *PUBLIC for all objects in TSIDATACOM and TSIDATAG.
I created a command named CHGTSIFT4L and changed the CH shortcut to use it. The old CH is now C7. I tested it on DIITEM (individual) and DADEPT (TSIDATACOM). Both seemed to work.
The PDM allowed selection of a large number of objects (programs, files, libraries, etc.) of the same type. Two-character shortcuts could be created to run a command on one of the objects. A function key in the PDM allowed the shortcut to be copied to all of the selected objects in a trice. So the new L9 command described above was used to create logical files (now commonly called “views”) for all of the physical files in the two new libraries. I only pressed Enter once. The shortcut PA was then used in the same way to allow all of the selected files to be used by anyone. The shortcut CH was used to make all the changes necessary when the description of a file had been changed, usually to add new fields.
A few programs (and all of the menus) needed to know whether the user was working on Dick’s or Golf Galaxy. I created a file in TSIDATAG that contained only one blank character and named it GOLFG. The programs and menus could determine in an instant whether this file existed in the library list. The screens would then know which name to display, and programs could determine which set of rules applied.
I expected that there might be a problem in calculating rates. My notes reported that “If they run the exact same size code on the same day on inserts in both TSIDATA and TSIDATAG, the quantities should be added together to get the CPM.” CPM stands for cost per thousand, which is the way rates were expressed for newspapers. So, every time that an insert was added, deleted, or changed in one library, the rate calculation had to check the other library to see if they were running an insert with the same size code there. The combined rate had to be used in both instances, and change records needed to be created in both libraries.
The AS/400 had a very handy object type called a data queue, which was indispensable to the functioning of AxN. The Golf Galaxy environment needed access to it, but it was not possible to copy or move a data queue. However, it was possible to save the data queue into a “save file” and then restore the save file in TSIDATACOM. I did that for the data queue used by AxN and then deleted the one in Dick’s library, TSIDATA.
Some other complicated changes were necessary to allow both Golf Galaxy and Dick’s to send insertion orders. In addition to the data queue described above the notes mentioned the following:
I changed the User field on the AXNFTP job description, which is now in TSIDATACOM, to TSIDICKS. This should be set to ADGRP before the final cutover.
I had to change the AXNFTP job description so that all of the items point to TSIDATACOM. The library list must be initialized with ADDEPT, TSIDATACOM, and TSIDATA (for DASPECS) in that order. We planned to move the fields needed from ASPECS to another specs file, but this has not been done yet. It gets the advertiser code from the item in the data queue.
I was eventually able to fax test insertion orders to TSI and to send them via AxN without any difficulty.
I don’t have any record of subsequent trips. In fact, I spent much of the third day on the November trip addressing issues in the Dick’s environment.
Evidently we were able to implement the “cutover” remotely. I don’t recall much about the event. The split environment setup worked well for at least five or six years.
1. The details of the first AdDept installation at Dick’s headquarters is chronicled here.
2. Many retailers divided their calendar into two seasons called spring and fall. The spring season began in February; the fall season began in August. Dick’s and Golf Galaxy did not do this. They both used a standard calendar, and their common “season” table reflected this.
Dick’s Sporting Goods is as old as I am. It started as small store in Binghamton, NY, that sold fishing equipment. In 1994 it was moved to the Pittsburgh area. In 2022 it had over 850 stores with over 50,000 employees.
TSI and Dick’s had a very long courtship. I am sure that I made several trips to Dick’s before we signed the contract. The first time that I visited the company it was still in its previous building, which was much smaller than the complex that it constructed in Coraopolis, PA.
We never gave up on selling them a system even though many of AdDept’s features would never be of much use to them. I knew that Dick’s IT department was committed to the AS/400 architecture. Therefore, the cost to them would not include the cost of additional hardware, which was often a deal-breaker.
I remember one sales trip in which I was asked to talk about the way that our system handled co-op—ads that feature a single vendor who has agreed to pay a portion of the expenses. I was pretty sure that no one would buy the AdDept system just to handle co-op, but I always tried to do what they asked. I have read through pages and pages of notes about the project of installing AdDept at Dick’s, but I found no subsequent mention of co-op
TSI and Dick’s formally tied the knot in a contract dated March 4, 2003. It was signed by Eileen Gabriel1, who was Dick’s CIO at the time and me. I still have a pdf file of the document. Most of our contracts were far simpler than this one. Their lawyers obviously added quite a bit of language to the one that we submitted. Neither side ever had any difficulty about it during the more than eleven years that it was in force.
At the time that we negotiated the contract I did not understand (or, for that matter have much interest in) why Dick’s, which up until 2003 had always been in the “kicking the tires” column of prospective AdDept users, suddenly was rarin’ to go. I subsequently discovered two factors that probably contributed to the change in attitude: 1) The company went public in 2002. That probably provided a good deal of cash. 2) By then the advertising department had hired several employees who were familiar with what TSI and AdDept could accomplish2. There probably were other favorable conditions that were not evident to me.
Planning for the AdDept system: Dick’s already had several large AS/400’s that were used for other aspects of its business. On one of them were PeopleSoft3 applications designed for the accounting and human resources departments. One of TSI’s major challenges would be to implement an interface between AdDept and PeopleSoft’s A/P and G/L systems. When employees in the advertising department entered expense invoices into the AdDept system they would automatically be sent to the PeopleSoft system for payment and posting to the General Ledger.
Paul Marshalek
Krista Gianantonio
Adam Sembrat
I found a document created by Paul Marshalek4, the first project manager for the AdDept installation. It provided the agenda for a one-day “discovery session” that was held in the Final Four room on April 16, 2004, almost exactly one year after the contract was signed. The scheduled attendees were Krista Fullen5 and Adam Sembrat6 from advertising, Don Steward7 from IT, Joe Oliver8 and Jeff Jones9 from finance, Paul, and myself.
Don Steward
Joe Oliver
Jeff Jones
The agenda includes a dozen items. During my preparation for this entry one caught my attention. I remember spending a lot of time at Dick’s on various aspects of print media from insertion orders (sent via AxN10 from the beginning) to payment of bills to allocation of costs to stores. I did not remember much about broadcast. At the time they used an advertising agency called Empower MediaMarketing11 based in Cincinnati. I could not find any evidence that we ever implemented an interface by which the buys from the agency were uploaded to AdDept. TSI provided this for most AdDept users, but it usually required custom programming or at least some fine-tuning.
Getting the AdDept system operational: It was made very clear to me that TSI’s client was the IT department, and the people in advertising and accounting were the IT department’s clients. So, the IT department made all the calls in this installation. In some ways this made things more difficult for me. I was never sure whether the advertising department was satisfied with our progress. On the other hand, we heard very few complaints, probably because everything that the advertising department really wanted was installed in phase 1, as described below.
Aeolus, god of testing.
Dick’s insisted on having two separate AdDept environments, one for testing of new code and one for production. Both of them were named after Greek gods of wind. Aeolus, the developmental system, was named after the keeper of the winds. Boreas, the production system was named after the personification of the north wind. TSI employees had no credentials for signing on to Boreas and no way to reach it from our office in East Windsor.
Aeolus and Boreas actually resided on the same AS/400, but they were in different partitions designed to make accidental intermixing of the two environments impossible. If separate boxes had been purchased, separate licensing agreements would be required for the operating system and IBM system-level programs. This would have made the installation of upgrades a much more difficult and time-consuming process for the IT department.
This installation involved a large number of interfaces and a great deal of custom programming. When we delivered a new batch of program changes—both routine updates and code specifically for Dick’s—we had to install the new code in Aeolus, implement the required changes to the database, and test them there. Advertising employees would then be required to sign on to Aeolus and make sure that both the new and previously installed AdDept programs worked. If the changes were not ones that they requested, it was difficult to get them to take this seriously.
During the testing and approval period a process that “refreshed” the AdDept system in Aeolus with the programs and data from Boreas needed to be suspended. If the timing of the suspension was not perfect, then all of the changes that we had installed during that period could be wiped out. A few times this happened to us, and it was quite upsetting.
Boreas.
When all of the advertising department asserted that the changes were good to go, the Aeolus system was refreshed, and TSI needed to install the changes again. The people in advertising would spot check what we had done. During this second period the AdDept system on Boreas was frozen. When the advertising people validated the changes, the Boreas system was refreshed with the new code and the transformed data on Aeolus. Only at that point could work resume. The primary purpose of all this was, I suspect, to eliminate the possibility that IT people might be blamed for deleterious outcomes.
This approach was much less efficient than our usual method of delivering code. I routinely installed new code to four or five other AdDept installations every weekend. Most of the time the users did not even know that I had done anything. There were occasional problems, but never anything that we could not address in an hour or so.
I don’t blame Dick’s for insisting that we follow their protocols, but we had had great success at over thirty installations with the approach that we had developed, and we would never have been able accomplish so much if we had been tied to Dick’s approach in all of them.
Inevitably, despite all of the precautions, some bugs slipped through the testing process—both TSI’s and the advertising department’s. Dick’s had a method that allowed us to make emergency changes to address them, but I don’t remember the details of how it worked. We only needed it once or twice.
If there was a problem or a request for new code, the users had to go through the IT department. The people who served as TSI’s primary point of contact—the liaisons—were people who worked in the IT department as project managers.
Perhaps the biggest problem with the enforced separation of the users from the developers was that Dick’s insisted that I do all the training after the initial installation in one of their training rooms. I did not like this at all. Often the people who showed up at these training classes were not the people who would be using the programs that we were installing. Sometimes I did not know what roles were played by some of the people. I did the best that I could under the circumstances.
At other installations—even the ones with AS/400s owned and operated by the IT department—I was allowed direct access to the users. I had a thorough understanding of the administration of retail advertising, a claim that could be made by none of our liaisons. Many times I could address their issues on the spot and direct them to programs or techniques that they were previously unfamiliar with.
I am certain that the installation would have proceeded more rapidly and with fewer problems if the IT people had allowed us to use our time-tested methods, but the idea was absolutely anathema to them. The IT department owned the AS/400’s, and they insisted upon their right of ownership. Bypassing this interference from the IT department was the primary reason that we always preferred for the advertising departments to have their own smaller systems that could eventually communicate with the systems running the other aspects of the business.
Our main contact at Dick’s during the installation and for some time afterwards was John Nelko12, an IT employee whose specialty was the workings of the AS/400’s operating system, OS/400. Under his supervision I installed AdDept on Aeolus and built all the files that they would need to use. I also installed IBM’s BASIC compiler and interpreter. That product was no longer supported by IBM, but TSI was authorized to sell and install it. Most of the other IBM software—SQL, query, FTP, faxing, etc.—that would be needed was already on the box.
On that very first day John and I got the faxing to work. I also was able to send an insertion order through AxN to TSI’s server. That required that FTP over the Internet was working. It also required that Dick’s be set up on TSI’s system as a valid sender.
TSI was assigned a user ID on Aeolus called TSIDICKS. I was told that the password was set to expire every sixty days. John worked with Denise Bessette in our office to get the SDLC communication working over the telephone lines. In the beginning that was how we accessed the system from TSI’s office.
There was a little time left over in that first visit for extensive training. My notes reported:
We got through the season table, expense classes, ad types, markets, pubs, rates, and print rates in the first training session. Everyone seemed comfortable with everything. In the second training class we went through the more difficult tables pretty thoroughly and entered a couple of ads.
The pub-store master table for inserts was not set up correctly by the program which13 I wrote to create the table. I fixed it. I used the Saks programs as the basis for DM220RDX and DM230RDX. Adam wants to show the costs on insertion orders. Most of the programs do not do this. I added a column for the Skid Color to the insertion order. I did this all during a long meeting which everyone in advertising attended on Wednesday afternoon.
I remember that the names of the insertion order programs for ROP and inserts began with DM220 and DM230 respectively. The “Skid Color” refers to the color of the tag that was attached to a “skid” (a pallet with no bottom deckboards) on which the inserts were stacked and packaged for delivery. Each version of an insert was assigned a different color.
These were my last few comments on that momentous trip:
Amanda Sembrat, then known as Amanda Greener.
We had a good luncheon meeting about the rest of the project. Steve Manning, the Budgeting Director, attended. They are considering whether to use AdDept to create real purchase orders for all advertising expenses.
I almost made the mistake of going to a Mexican restaurant on Cinco di Mayo.
I showed Krista how to respond to errors. At this point both Adam and Amanda were involved in other things.
I think that Adam overstepped his authority last time when he decreed that we did not need the broadcast interface. Helen said that we may need to revisit this. We had better be careful with Adam. He sounds like he has more authority than he really does.
Request #1 was approved.
They certainly want me to return for the first insertion order run. They may want me sooner than that.
The fact that Dick’s ran so many inserts in so many markets caused some unique challenges that were also mentioned in the notes:
Adam says that about 15 papers have separate rates for flexis, which are also called minis. We need to come up with some way of handling this.
Most of their events start on Sunday. If the paper does not publish on Sunday, they want it to default to Saturday, Monday, Friday (before), Tuesday, Wednesday, and Thursday (after) in that order. I set things up to work this way, I think, but I was not able to test every possibility. For Thursday drops, they want it to default to Wednesday, Friday, Saturday.
They want to use the holiday quantities for Thanksgiving. Is there a good way to do this?
They have some “events” which involve sponsorships with sports teams. The costs are spread over several months. I am thinking that we might use Stage’s amortizing programs for this.
The second trip June 14, 2004: Dick’s was one of the few clients for which a one-day trip was at least somewhat reasonable. USAir had many direct flights between Bradley and Pittsburgh. Because Dick’s was so close to the airport, I could easily get to the office at the same time as the employees.
I did encounter one major problem: I discovered that it was not trivially easy to meet with people in the advertising department.
I got there about 9 a.m., but I had to wait about 30 minutes as they tried to figure out what to do with me. Advertising is in the new building, but the reception desk is in the old building. Eventually they managed to contact Adam, and he showed me into the building.
Here is what happened once I got to the advertising area:
I spent most of the morning making sure that all papers were correctly designated as F for faxing or T for AxN. I called Lucia15 to make sure that we were in agreement concerning every paper.
I met with Adam, Helen, Paul, and Steve about where we stand and what is on the agenda. Steve said that they need to keep track of actuals versus budgets. It took me a while to figure out that he means by category on each book. Right before he left he gave me a list of the categories which they currently use. They also decided that advertising should meet with Jane Walker and the accounting people to make sure that everyone is on the same page.
I helped Adam set up a pub group for all of his insert papers. He also needs one of his main papers. I think that he now knows how to do this.
We put on an ad and printed insertion orders. Adam noticed that only the first 12 characters of the fax number appeared. I fixed this.
The sequence number for the NJS market was incorrect. Adam fixed it.
We discovered that there were no rates for 6-page tabs. They sometimes run 12-page minis (same as flexis) which ordinarily use these rates. I wrote a little program to help Adam key these rates in fast.
I was able to establish an FTP session on TSI270.
Amanda16, who is engaged to Adam, said that she had looked over the quote for the run list. It looked good to her. They would like to have it by 6/28, although, of course, they have not approved it yet.
They were unable to print. The printer which they formerly used is no longer near them. I called John Nelko. He eventually identified the printer. I need to send him a memo telling him which user profiles need to be changed to use the new printer, which is called Ad_Dept.
I think that DM022 should use the text description from the book size file rather than the dimensions for the size on screen #M22A.
We could not fax because the modem was not available. I will send an e-mail to John to try to reserve the modem one day this week. Adam wanted to wait until Friday, but I told him that I would be out of town on Friday.
The rest of the story: An AdDept Progress Report dated October 15, 2004, and prepared by (I think) Paul Marshalek identified phase 1 of the installation as “print media”, which for Dick’s was primarily in the form of newspaper inserts. Phase 2 was much more detailed. It had the following sections:
Pub-store allocations, which included implementation of an interface with the system that Dick’s used for sales analysis.
Other media: broadcast, magazines, and billboards (which everyone in advertising called “outdoor” even if the signs were in a building).
Another interface to “refresh” AdDept’s vendor table so that its data was consistent with PeopleSoft’s.
Expense invoices, which in AdDept were divided into media (which were entered against the schedule) and non-media (which were entered by job categories or sub-accounts). This project included the expense payables interface.
Media accruals that created the journal entry for the G/L in PeopleSoft. The document notes that the file containing the journal entry for August 2004 was delivered to Jane Walker14 in the IT department.
Cost accounting, which in their case meant advertising costs (including overhead) in all media per store.
Non-media closing, which included accruals from purchase orders and prepaids.
This list, which resulted from the four-day trip that I made in October of 2004, included some really big programming jobs, but I am pretty sure that they were all eventually implemented.
I met several new people on that trip:
Carol Mazza was a media manager who worked for Helen Burkholder. Krista and Erika Crawford worked for her.
Linda Weiss was tasked with entering broadcast invoices. She reported to Steve Manning.
Dave Derry was an internal auditor.
Todd Schultz worked in Expense Payables.
Jeff March, who worked at Galyans, a company that Dick’s had recently acquired, was scheduled to start work the next Monday as broadcast manager.
Rick Kohout provided me with files that I used to implement the sales interface.17
Krista at her desk.
Most of my time on the October 2004 visit was spent with Krista. I checked over what she had done for ROP and inserts and helped her set up other types of ads. At the time Dick’s was rapidly expanding. New stores were provided with pre-opening and grand opening advertising support. These ads had their own separate G/L accounts, and we had to devise a way of handling them.
My next trip was in April of 2005. I gave a talk to eleven people to explain how AdDept does accounting. The tone of my notes indicates my frustration. Accounting for advertising is complicated. I could not explain it very well in a few minutes in a classroom setting.
I learned that Jeff Jones accrued to plan. Here is what I reported about the reconciliation process:
Jeff explained that he made his “accrual entry.” He actually closes to plan. He takes the planned expenses, subtracts out the invoices paid, and spreads the difference to markets in a spreadsheet.
We got the February accrual to match. This is not really much of an accomplishment. We just matched one AdDept report to another after eliminating all possible sources of error. We got the March accrual to match within .5%. We ran the report by ad so that Jeff could compare it with the list which he used for his accrual.
Accrual to plan is a bogus concept. The whole idea of accruing is to make the expenses and income occur in the appropriate month so that one can isolate problem areas as soon as they develop. Accruing to plan disguises difficulties because the actuals are forced to match budgets. However, it was not my job to explain this.
I came up with a list of eleven things that needed to be changed in the production system. At other installations I would have just fixed them myself, but I was not allowed to touch anything. Denise and I had to come up with ways to circumvent this restriction in each case.
I also listed six or seven small changes that they requested.
I returned to Dick’s on May 31 for one day to look at their pub-store allocation records. I discovered that because someone skipped the step of creating these records, the allocations of costs to stores for 2005 have all been wrong.
I also helped them address the issue of paying bills for ads that ran in 2004. I came up with a Mickey Mouse method that at least got the accounting right at the G/L level.
The notes from my only visit in 2006 are very sketchy. There were a couple of new people whom I do not remember, and someone in advertising asked us to quote a massive database of zip codes to help with ordering insert distributions. Some—but by no means all—newspapers allow specifications of zip codes for insert distribution. Both AdDept and AxN handled this by special instructions.
I remember quoting creating this database, but I don’t think that we ever did it. The notes make no mention of any other media or any accounting issues.
Bob Pecina.
I made one four-day visit in 2007. I met a lot of new people. Included in that group were Carl Abel and Bob Pecina,18 who would be our primary contact for the rest of our relationship.
Among other things I learned that the advertising department had begun using AdDept for billboards and magazines.
They expressed considerable interest in copying all ads from one year to another for planning purposes. This was an important but very complicated task for any retailer. TSI had software to do this. If everything was set up perfectly, or at least nearly so, it could save a lot of time and make for more accurate planning. If anything important about the process was ignored, it could make a gigantic mess.
I knew that it would be a nightmare at Dick’s for more reasons than I could name. I am pretty sure that nothing ever came of this.
I learned that their change reports were essentially useless because they included ads that were created in order to estimate costs under a specific scenario and then deleted. There were a lot of these ads. I think that we put in a Y/N field on the selection screens for change reports to allow them to be excluded.
The last major project that we did for Dicks was to create a separate installation for Golf Galaxy, a retail chain that Dick’s had acquired in 2006. The administrative functions were not moved to Coraopolis until 2008. I decided to create a separate blog entry for the Golf Galaxy project. It can be viewed here.
Mike Krall.
When reading my notes for the two trips that I took in 2008 I discovered that I also spent time with Mike Krall19, a young guy who had been assigned the daunting task of managing the “cost accounting” programs that showed in summary and in detail how expenses were attributable to stores using rules that Dick’s created. The reports depended upon all aspects of the data—media and production costs, sales, store allocations, etc.—being accurate.
Here are some of the notes from the time that I spent with him:
I spent most of the day on Wednesday with Mike Krall. He runs the month end programs in AdDept, but he did not really know what he was doing. He had a detailed set of instructions to follow.
I made some queries in ADVMOQRY for Mike Krall to provide him with net indirect expense (INDNETEXP) and net production expenses for ads in prior months (PRIORMOEXP). I explained that these would only get the data from Dicks. If he wants Golf Galaxy, he should make copies and change the libraries from TSIDATA to TSIDATAG.
Does DX112 expense the indirects? Mike Krall said that he does not create a journal entry for indirects.
The white areas are buildings. The main entrance was in the middle of the top set. The bottom building and most of the parking (grey) areas did not exist when I visited last.
The atmosphere at Dick’s headquarters: Working at Dick’s was unlike anything that I experienced at any other retailer. For the most part the administrative departments of the department store chains that dominated the list of AdDept clients were located on the highest floors of large downtown stores. The ambience in the lower floors was designed to generate excitement. The upper floors were at best boring and sometimes even dingy. Even the offices of retailers that housed their administrative functions elsewhere were mundane.
The gigantic lobby at Dick’s headquarters.
Arrival at Dick’s was not an overwhelmingly pleasant experience. Despite the massive size of the complex—and it is much larger in 2022 than it was in my last visit of 2008—the offices in Coraopolis were not trivially easy to find within the industrial park. The parking was not a bit convenient. In those days there was only one lot, and by the time that I arrived with my rental car only spots that were a long way from the main entrance were available.
I don’t think that I was ever in this room.
From the front door one entered a huge waiting area. No one without an employee badge could get past it without being escorted. My memory may be faulty, but I don’t recall that they ever gave me a temporary badge.
Incidentally, it would not have been a good idea to arrive early to try to claim a better parking space. I would not have been allowed past the lobby until the person or people with whom I was meeting were there.
The cafeteria.
Surrounding the lobby were eight or ten conference rooms. Each was named after famous sporting events—Super Bowl, the Masters, World Series, etc. They were extremely elegant. A few of our early meetings were held in one of them.
Dick’s also had a very nice cafeteria, which was called the Court Street Café. I am pretty sure that I ate there every day—except the time that lunch was delivered to our meeting—on every visit. It’s a good thing, too. There were no restaurant in or near the industrial park in which the headquarters resided.
I remember feeling quite short on one of my first visits there. I was at least six feet tall, but almost everyone I met was quite a bit taller. Later I heard about a volleyball tournament held somewhere inside the facility during the lunch break or maybe right after work. They already had an indoor basketball court when I visited. Now they have that (with a track around it), tennis courts, and a huge workout room.
The Dick’s store at State Line Plaza.
Epilogue: Alone among TSI’s clients, Dick’s still seemed to be thriving in 2022. They even have a store in Enfield next to Costco. A very large percentage of the people with whom I worked in the early twenty-first centuries are still employed there in Coraopolis.
A decision made by Dick’s in late 2013 was the cause of the decision to close down TSI. At the time the income from maintenance fees was not enough to keep the company running. The income from custom programming had also dwindled, and there were no real prospects for sales of new AdDept systems.
We therefore depended on the steady stream of checks from the newspapers that subscribed to the AxN service. Because several of our other largest AxN users had outsourced the buying of their newspaper space to third parties, Dick’s many newspapers accounted for a large percentage of the remaining income. I knew immediately that the decision by Dick’s management to let an advertising agency order its newspaper space was the death knell for TSI. The details are described here.
The people at Dick’s were quite surprised by TSI’s decision. Someone called us and told us that they still wanted to use AdDept. They evidently thought that we had misinterpreted their communication about the agency. We had to explain that the AxN contracts generated a considerable amount of income for us.
Denise Bessette may have made a private arrangement to provide some support for the AdDept system at Dick’s. I was 65 years old when we made the decision to close, and I was not interested in such a venture.
1. I am not sure that I ever met Eileen. If I did, I don’t remember the occasion. Her LinkedIn page is here.
Helen Burkholder.
2. Two people who may have played significant roles behind the scene were Helen Burkholder, an executive in Dick’s advertising department, and Bill Dandy, her boss. I did not spend a lot of time with either of them in this installation, but they were both certainly influential.
I had worked closely with Helen when she was a media manager at Kaufmann’s. The blog entry about the Kaufmann’s installation is posted here. I am not sure what Bill Dandy’s title was. I met him when he took over that job at Michael’s in Irving, TX. That very profitable installation has been chronicled here. Helen’s LinkedIn page is here. Bill’s can be viewed here.
3. In December 2014 PeopleSoft was acquired by Oracle. I am not sure what effect this had on Dick’s. It did not seem to affect the design of the interface.
4. Paul worked in the IT department, not advertising. His LinkedIn page can be viewed here.
5. Krista Gianantonio (née Fullen) was our day-to-day contact in advertising. Her LinkedIn page is here. She was familiar with AdDept and TSI from her previous jobs at Hecht’s (described here) and Kaufmann’s (described here).
6. Adam Sembrat’s LinkedIn page can be found here.
7. I don’t remember Don Steward at all. I don’t think that we had any subsequent dealings with him. He might have been Paul’s boss. His LinkedIn page is here.
8. I don’t remember Joe Oliver. His LinkedIn page is here.
9. Jeff Jones actually worked with the financial side of AdDept. His LinkedIn page is here.
10. Dick’s had stores all over the country, and they advertised in hundreds of newspapers. The fact that the advertising department was excited about electronic delivery of insertion orders gave a big boost to TSI’s efforts to expand the use of the AxN product.
11. In 2022 the company is just called Empower. Its Wikipedia page can be found here.
13. When researching the notes I definitely realized that I had not yet learned when to use “that” and when to use “which”. This “which” should be a “that”. So should the “which” in the last sentence.
14. Like many of the other people listed in this entry Jane Walker is still employed at Dick’s in 2022. Her LinkedIn page is here.
15. Lucia Hagan was the administrative person at TSI during this period. Her history at TSI is described here.
16. My notes say that Amanda Greener was not actually employed by Dick’s; she actually worked for Dick’s printer. She evidently married Adam. Her LinkedIn page is here.
17. I have only the vaguest recollections of any of these people, but I found LinkedIn pages for several of them: Carol Mazza’s is here. Todd Schultz’s is here. Jeff March’s is here. Rick Kohout’s is here.
I have been putting off the writing of this page for the last few months. Macy’s West was a big and important client, but my memories of most of the people and the projects that we did for them are hazy. To make matters worse, I have found very few notes about the installation and no photos whatsoever.
Macy’s flagship store and Union Square.
Macy’s was acquired by Federated in 1994 shortly after both companies emerged from bankruptcy. TSI had been pitching Macy’s West, the division that was administered in San Francisco, about purchasing an installation of the AdDept system for some time.
I am pretty sure that the original inquiry from Macy’s West came from Gary Beberman, who had been our liaison for the very first AdDept systems at Macy’s East in New York City (described here) and who had also consulted on the installation at Neiman Marcus (described here). He and his wife, who also worked at Macy’s, had moved to the Bay Area, and Gary had taken a job at Macy’s West. The advertising department was looking for a system, and Gary recommended that AdDept be considered. He told them what we had accomplished in Manhattan and probably also mentioned things that could have been done but weren’t.
I vaguely remember doing a demo in San Francisco, and I think that Doug Pease might have come with me. I have a vague recollection that someone from the I. Magnin stores, by then managed by Macy’s West, was in attendance. It may very well be that the Macy’s West advertising department was able to use an AS/400 that had formerly been used (probably for accounting) by I. Magnin.
In the first few years most of our dealings were with Gary. I did quite a bit of consulting on my trips to San Francisco, but he did most of the training of the users in San Francisco. Since they used hardware they already owned, we were not involved in quite a few aspects of the installation that we often were.
That arrangement was positive in that it allowed me and the rest of the people at TSI to spend more time on more productive activities. The down side, however, was that none of us at TSI had a good feel for how well the installation was going. Macy’s West seldom called for support and used AdDept for fifteen years. Our association stopped only when the corporate bigwigs brought all of the administrative functions to the Big Apple.
My visits to Macy’s: I made a half dozen or so trips to Macy’s West over the years. I flew to San Francisco on whatever airline had the best rates at the time. It might have been United, Delta, or American. The flight back was always on a red-eye.
The advertising department at Macy’s was located in a building that was a few blocks from the huge store in Union Square. It might have been on Fremont St. I stayed at a Holiday Inn that was on either Mission St. or Market St. I don’t think that the hotel is still there. It may have been sold to another chain.
I did not rent a car; I took BART from and to the airport, and I walked from the hotel to Macy’s headquarters. I may have taken a taxi once or twice. I only remember one meal that I ate in San Francisco. Gary Beberman and I walked to one of his favorite restaurants that was, I think, in Chinatown. I remember no further details. My meals on other occasions were probably grabbed in passing from fast food places.
I am pretty sure that on one occasion I took the cable car from the turnaround on Powell Street up to the top of the hill. I did not visit the Cable Car Museum. It was in my price range. So, either I did not know about it, or I might have been pressed for time.
The people: I only have notes and memories of two people whom I worked with in the first twelve or thirteen years. Emily White was the Senior VP of the advertising department from May 1996 to October 1998. Doug knew her from their time together at G. Fox in Hartford. I later worked more closely with her at Meier & Frank in Portland.
Around the turn of the century there was a major upheaval in the department. This is what I wrote in 2000:
They have recently undergone wholesale personnel changes. We have done a lot of work for them designing interfaces. We have designed very few reports. They must use a number of queries to create reports. The original training was done by Gary Beberman, who lives in San Francisco, and was our first liaison at Macy’s East.
I do not have a good feel for what they are doing at Macy’s West. I imagine that they could benefit a great deal from a few days of our time.
Dan Stackhouse was our liaison in later years. He was in charge of the local network used in the department. He did not really know much about either the AS/400 or the AdDept system, but he was able to gather specs for new projects for us and address connectivity issues.
I remember that Dan was fired by Macy’s, and he sued them over this action. He asked me to submit an affidavit explaining our relationship. I did what he asked, but I doubt that it helped his cause much. I searched the Internet for references to his lawsuit. I did not find much.
AxN: Because of Gary’s close involvement with the project, almost all of the work that we did for Macy’s West was in the establishment of interfaces with their corporate accounting systems. We customized very few reports for them.
One very unusual project was the coding and installation a menu that could be used by people in the merchandise departments to look at information about their ads. They set up user IDs for each department or group that were restricted to the programs and queries available from this menu.
The only other project that I remember in much detail was involved with AxN, TSI’s system for sending and managing insertion orders for newspaper advertising space. Unlike Macy’s East1, the people in San Francisco were very enthusiastic about delivering insertion orders via the Internet.
TSI’s initial contact with the newspapers that would hopefully be subscribing to the service was a letter written by me and signed by someone at the advertising department. I remember vividly that the woman whom we asked to sign it had no additions or changes to the letter, and she definitely wanted us to send it. However, she did not want to take the time to sign the letters herself. She said, “You can just sign them.” So, for the first and only time in my career I added the role of forger to the long list of activities that I did for the company.
The AxN installation at Macy’s West provided TSI with a few far-flung clients. Macy’s purchased Liberty House, the chain of department stores and resort-wear stores based in Hawaii, in 2001. One of those stores was in Guam, and the Pacific Daily News subscribed for several years.
The last trip: My last trip to Macy’s West was for two days at the end of July 2007. I learned that Sheila Field was the Senior VP of marketing. She had in fact been there for several years and before that at Foley’s in Houston, where I spent a lot of time in the mid-nineties. I never had met her, and she was also not available on this occasion. I did meet with many other people. I did not do a great job of learning names. Here is the unedited list from my notes:
Sheila Field.
Sheila Field2 is the Senior VP. She is from Foley’s. I almost certainly know her, but I did not get to see her on this trip. Kedar Stanbury3 is in finance, which means planning at Macy’s West. So is Von Jones4. Their boss is Chuck Allen5. The business office manager is Gary Veran6. His assistant is Diane _______. Laurie Hamilton7 is the print media director. Jennifer Hung8, Kelly ____, and Terry _____ work for Laurie.
They reported quite a few anomalies that they had been living with. I made it clear that they should report these to TSI. We always fixed things promptly. They gave me a list of areas that they were interested in using AdDept for:
Contracts.
Work group limitations for purchase orders. Does this even work? They want to make sure that the direct mail people create nothing but direct mail purchase orders. Do we have a way to do this?
The plan was for me to return in “a few weeks”. I cannot overstate how psyched they were for using AdDept more productively. My notes stated that I thought that they would approve whatever programming was needed for every item on the list.
Alas, the plan never was carried out. In February of 2009 management of all advertising for all Macy’s divisions was consolidated in New York. Within a few years none of the people mentioned above were still working for Macy’s. I don’t think that any of them made the transition to New York.
This consolidation was a major blow to TSI. I knew that there was little or no chance of persuading the consolidated Macy’s to use AdDept. Macy’s West was a big client for both AdDept and AxN.
1. For some reason Macy’s East never used AdDept for insertion orders. They did not even use it to print copies. Instead they called each paper and described each ad that they wanted to run to the newspaper’s rep. It baffled me that they could not appreciate how much faster and easier it would be to use AdDept, which had all of the information on the order, to send orders to all papers at once. Everyone who used AxN—both newspapers and advertising departments—were very happy with it.
2. Sheila Field’s LinkedIn page can be found here.
I am not sure when the Billion Dollar Idea began to coalesce in my brain. After the first few years of the twenty-first century it was becoming obvious to me that the rapid consolidation of the number of large retailers … Continue reading →
I am not sure when the Billion Dollar Idea began to coalesce in my brain. After the first few years of the twenty-first century it was becoming obvious to me that the rapid consolidation of the number of large retailers had drastically diminished the prospect for sales of the AdDept system. So, I was constantly on the lookout for ways to apply TSI’s assets in a potentially profitable manner.
Here is a list of what I thought that the company’s most valuable assets were:
The ability to deliver high-quality custom programming expeditiously.
The proven ability to design functional databases.
A good understanding of all forms of advertising except for Internet advertising, which was still experimental and rapidly evolving.
A good understanding of retail concepts.
A growing understanding of U.S. newspapers.
The market that I had long coveted was the development of a universal database for storing medical histories. Because of the complexities involved in such a task, most software developers would shrink from it. However, even then I could see that there must be many billions of dollars at stake. Maybe TSI could claim at least a small share, which would, of course, not seem small to us. However, in order to make any sensible plans, the company would need some sort of entrée into the market. That is, we would need client #1 first, and I could not imagine how that might come about.
So, I tried to think about where we might use our knowledge of advertising and newspapers. At this point I should explain the sources of profit for newspapers. The revenue from subscriptions and single-issue sales never came close to covering the costs of newspapers. Newspapers have always relied strongly on income from advertising, which mainly came from three sources:
Sunday newspapers were jammed with inserts.
Display ads within the text of the newspaper were called “ROP”1, which stood for “run of press”. These ads were billed by the amount of space used, either in pages (or fractions thereof) or in column-inches. Advertisers might pay extra for color or for prime positions, such as in the sports section or the back page of the main section.
Classified advertising included help wanted and personal ads.
The preprinted flyers that were stuffed into some issues of the paper were called “inserts”. They were billed by the size (number of pages or weight) and the quantity, and the distribution in thousands of copies. Some large papers allowed for selection of distribution by zip code or some other method.
Later, as their circulation numbers dropped, a third option called “polybags” was embraced by many newspapers . These were plastic bags that served as flimsy raincoats for inserts that were delivered willy-nilly to people without subscriptions.Sometimes the inserts were enclosed within an abbreviated edition of the paper that often contained news of mostly local interest.
TSI’s department store clients were almost always the largest purchaser of ROP ads in each of their newspapers. The AdDept installations had required us to learn how to handle the most complicated contracts and ROP strategies. Inserts seemed relatively simple to us. We knew almost nothing about classifieds.
One aspect of inserts struck me. They had nothing to do with the contents of the newspaper. Whereas the ROP ads had to be fitted into the spaces not taken up by news and other articles,2 the inserts were totally independent of the paper’s content and of one another. Therefore, the inserts could just as easily be delivered by any other organization with the infrastructure to do so.
The newspaper’s advantages was that it was contracted by the readers’ subscriptions to deliver the papers anyway, and so the papers incurred only minimal additional costs. The printing was done elsewhere. The inserts were just stuffed into the middle of each copy of the newspaper. For the newspaper they were almost pure profit.
On the other hand, many advertisers ran exactly same insert in a very large number of newspapers. ROP ads could be sent electronically to the papers, but the inserts needed to be physically delivered. That process must necessarily be both expensive and subject to errors.
It seemed to me that any organization that had a large number trucks and drivers in every market could potentially compete with the newspapers for the insert business provided that:
The trucks and drivers were available every Sunday, the day that inserts were ordinarily delivered.
The inserts could be packaged in an attractive manner so that they were bound to be opened and read.
By minimizing the number of locations to which the advertiser must deliver, shipping costs for them could be held to a minimum.
Key advertisers could be persuaded that they would receive both lower shipping costs and more targeted marketing for the same cost.
A foolproof system could be devised for online ordering that would automatically do billing or Electronic Funds Transfer. To my knowledge TSI was the only company that had developed a sophisticated system for ordering of newspaper advertising.
It seemed to me that three organizations could surely meet the first four criteria: Federal Express3, United Parcel Service, and the U.S. Postal Service. Adjustments would be necessary, but all of the requirements are close to their core business. I was pretty sure that, with the proper hardware, TSI could handle the fifth item. At least I was willing to consider making such a commitment.
I thought a lot about how such a project could come into being. I would need to set up a meeting with a high-level executive at one or more of the organizations. This was a big stumbling block. Over the years I had dealt with a large number of influential people. Most of those relationships were quite good, but none of them, at least to my knowledge, had much to do with any of those organizations or any other group with a large number of trucks. I could put a letter in the mail, but when no one responded, then what?
I fantasized about getting a meeting with Fred Smith, the founder and CEO of FedEx. I had heard that as a young man he had had a difficult time persuading people of the practicality of his concept of a central hub in Memphis for deliveries all over the country. It was based on a paper that he wrote for an economics class at Yale.4 My idea—of advertisers bringing their inserts to the nearest FedEx office instead of bringing them to every newspaper—was no more off-the-wall than his had been, and he was now worth billions.
I could envision workers wearing red and blue delivering “FedExtra” packages all around the country on Sunday mornings. People would tear open the packages like Christmas presents.
If I did manage to get someone to take a meeting, I would need to make a compelling presentation. It was hard for me to figure out how I would do it. I would need to downplay the difficulty of implementing a delivery system and emphasize (1) the large amount of revenue that was potentially at stake and (2) the importance of a customized ordering system (which we had sort of developed with AxN).
I just could not visualize how I could make this work. I was confident of my abilities to assess whether a system that a potential client described could be feasibly implemented by TSI. However, in this case I had to convince the prospective client that it had the wherewithal to implement part of the system but not a critical aspect of it. If I were in their shoes, I would either dismiss the idea out of hand, or I would ask for more time and then call my IT department to see if they could handle the fifth step.
I was not even sure that I could convince anyone of the feasibility of the project. None of the groups that might be able to pull this off were accustomed to dealing with advertisers who used print media. They would need to locate the people who buy the service from the papers and convince them one at a time of the superiority of the new approach.
Someone would need to provide the capital. I certainly did not have it. I did not even have knowledge sufficient to indicate that $X of capital would be required, and it could likely be made back in Y years. That is what people generally want to hear at the first meeting.
I had a strong suspicion that the companies that distributed flyers that contained lots of manufacturers’ coupons would be key. The other companies would probably want their flyers to be in that package because that was the one that frugal buyers would seek out. We might need to give the coupon distributors a discount.
UPS workers were Teamsters. Gulp.
I could anticipate other difficulties as well. Both the USPS and UPS were heavily unionized. Making deliveries on Sunday would probably be a very big deal. FedEx was not as heavily unionized, but its pilots were, and this project would likely affect them a lot. I could foresee that it would provide the shipping company with a lot of business, but it might complicate its relationship with its labor force. We could be of no help in that regard.
One good aspect was that the project could be rolled out market by market. There was no need for a national launch. When the second market was launched, presumably the national advertisers from the first market would be happy to participate. Only the local advertisers would need to be recruited.
So, I put a lot of thought into this idea but no effort beyond a little research. I still think that the project could probably have been done. I needed to find a partner who had worked at a large newspaper and was familiar with both the difficulties of working with the advertisers and the difficulties involved in obtaining the flyers and assembling them. Together we might be able to construct a presentable business plan. Unfortunately, I never met such an individual and for several years I had my hands full with AxN and AdDept.
A big concern for me at the time was that, if the project succeeded in wresting the insert business away from the newspapers, many of them would go out of business, and the country would lose its major source of investigative journalism. In retrospect it seems risible that I would suppose that turning trees into pulp would always be the principal source of information for people.
When I started thinking about the project I was in my late fifties. A few years later my penchant for finding new worlds to conquer abated.
1. Although ROP is a true acronym and the periods were almost never included when it was written, I never heard anyone pronounce it as a one-syllable word. It was always called “are oh pee”.
2. On a visit to the Springfield Union News/Republican I learned that actually the papers were often laid out the other way—the ads were placed first, and the text was placed in the empty spaces that remained. The editor told me that they once had held a space open for an missing Filene’s ad that right up until the very last minute before press time.
3. I was able to locate no reliable information (both advertisers and newspapers were vague) as to how much money was spent annually on inserts. $20 billion per year was my best estimate.
4. Smith’s paper received a C. The concept must have seemed outrageous in the mid-sixties.
AxN was an Internet-based product developed and marketed by TSI. It allowed advertisers to send insertion orders (reservations for advertising space) to newspapers. It also managed communication between the two parties that culminated in the newspaper rep confirming the order. The process that Denise Bessette and I employed in designing and creating AxN, including the division of labor, was described here. Details of the system design are posted here.
Part 1 of the marketing of AxN is posted here. The narrative concludes with the signing of a contract by representatives of Belk1, the department store chain based in Charlotte, NC, to purchase AdDept, TSI’s administrative system for advertising departments of large retailers. Part of the plan for the installation was to use AxN for insertion orders. At the time none of the other AdDept retailers were using AxN yet.
In the previous thirty or so AdDept installations the scheduling of newspaper advertising in AdDept had almost never been very difficult. It was always the first part of the project that we got to work smoothly.
I encountered an unexpected problem in that area at Belk. The company had recently consolidated the administration of four of its divisions into the office in Charlotte. Each of the four previous newspaper coordinators was now working in the office there and managed the advertising for the same papers that they had before. Usually, I trained the manager of the coordinators or just the AdDept liaison about how the programs worked. He or she trained the individual coordinators. In this case there was, at least initially, no manager. I was expected to train each of the coordinators separately. Most of them had been scheduling ads manually and ordering them over the phone. Some had never even worked on a computer before. Worst of all, all four soon realized that there was no way that Belk would need four coordinators when AdDept was up and running. There was not much incentive to cooperate.
Eventually these issues were all resolved, but the delays that the process caused meant that the rollout of AxN would be postponed for a month or two. That was a headache, but it actually proved to be something of a blessing for TSI. It gave Denise and me some time to develop a plan for getting the newspapers aboard. Here is a list of the most important items:
TSI’s accounting system would needed to be changed to accommodate the newspapers as customers. Because the client file used a three-digit number as the identifying field, this task involved a significant amount of programming.
Belk would provide TSI with a list of its newspapers. For each we needed the contact name, phone, email, and address. These would be entered into TSI’s accounting system as (potential) customers. The three-character codes organized them by state. We also needed the name and contact information of the advertising rep at the paper.
I wrote a letter to be sent to the newspapers. It would be signed by someone at Belk but mailed by TSI. The purpose was to ask them to participate in a three-month test period of AxN with no charge. Afterwards they would be asked to continue to use the system with a monthly fee roughly equal to the price of one column inch of advertising. One full-page ad in a broadsheet contained over 120 column inches.
Each newspaper would be sent the AxN: Handbook for Newspaper Users, a copy of which is posted here. TSI would also provide telephone support, but we hoped that it would seldom be needed. We knew how to make systems that were easy to use.
At the same time the newspapers would be sent a contract for the test period. It emphasized that there was no charge for three months and that TSI was not acting as an agent for Belk. It also limited TSI’s responsibility to making a good-faith effort to address all reported problems in an expeditious manner.
After a week or so someone representing TSI would need to call the newspapers that had not returned contracts.
As soon as signed contracts were received, a TSI employee would activate the papers on the company’s accounting system and on the AxN database. Then he/she would notify the appropriate coordinator at Belk to change the field on each variation of the newspaper’s record on the pub table in AdDept.
I would carefully monitor the processing of the first batch of orders. The system had never been stress-tested.
A second letter (from me) and a permanent contract would be sent to the paper after two months. It emphasized that either side could cancel the contract at any time with one month’s notice. The language about agency and responsibility was the same as in the contract for the test period. The starting date was at the end of the test period. There was no ending date.
When the contracts were returned the client records in TSI’s accounts receivable system were marked as active, and the newspapers were billed for the first month or quarter (their choice).
After a week or so someone representing TSI would need to call the newspapers that had not yet returned contracts.
This was by and large a good plan, but it had one rather obvious flaw. None of TSI’s current employees was suitable to play the role of “someone representing TSI” in steps 6 and 11. The programmers, including Denise, were far too busy with request for custom work in AdDept. The slot of marketing director at TSI was empty. I did not trust the administrative person to do this. That left only me, and I was notoriously bad at interactions by telephone. I have always hated talking on the phone, and people can often sense my discomfort. Besides, I wrote all of the new code. It was unquestionably a bad idea for the developer and the sales rep to be the same person. The sales person needs to know how to work with the potential customers, not the machine.
Denise devised a great solution to this problem. She informed me that one of her husband Ray’s cousins, Bob Wroblewski, sometimes did similar work for companies on a commission-only basis. She also came up with a sliding scale of commission rates. It was high in the first year and decreased in subsequent years. After three (or maybe five—I am not certain) years, there would be no commission.
We invited Bob, who lived in Rhode Island, to come to TSI’s office in East Windsor to discuss the matter with us. He liked what he heard, and I was favorably impressed with his experience and communication skills. He agreed to take on the job for Belk’s papers. After that we would assess how well the arrangement worked for both parties.
In reality it worked very well indeed for all of us. Bob was able to persuade all of the papers to agree to the test period. On that fateful day that Belk sent its first batch of insertion orders to TSI my recollection is that more than one hundred papers were involved. The AxN programs flawlessly handled the orders and wrote the appropriate records on the data files. Emails were then sent to all of the newspaper reps. Very little time lapsed between the sending of the emails and the reps signing on to look at the orders. That surprised me a little.
Then a terrible thing happened. TSI’s trusty AS/400 locked up! No one—not even TSI employees—could do anything. I signed on to the system console, for which the operating system always reserved the highest priority. I was able to examine several job logs, and I determined that one of the steps that was being executed as soon as a rep looked at an order was performing an unexpectedly high amount of disk processing and using an inordinate amount of memory. I killed the interactive jobs for all of the newspaper and made sure that no one else could start a new session until the problem was addressed.
This was one of the tensest situations that I had faced in my career. I had to fix this problem, and fast. The step that I had determined was jamming the system would not be necessary until the rep decided to print the order or maybe it was the option to download the order as a csv file. I changed the code on the fly so that the onerous step was postponed until it was necessary. I hoped that that would spread out the activity so that the system was not overwhelmed right after a new order was processed.
There was no time to test what I had done. I removed the routine from the initial opening of the order and installed it in the routine that might be executed later. We then sent an email to the papers with an apology and a request that they try to sign in again. This worked much better, and, in fact, AxN never had any notable performance problems again.
After Belk had been running successfully on AxN for a few months, we decided to take our show on the road. Bob and I flew to California to meet with employees from two AdDept clients, Robinsons-May2 and Gottschalks3. We enjoyed a pretty good relationship with both of them, and I wanted them to feel comfortable about working with Bob. I think that we spent only one afternoon at each location.
I don’t remember the details of the travel arrangements. We must have rented a car and driven from the L.A. area to Fresno. I don’t remember where we stayed or what we ate. I only remember that I was limping when I got off the plane, and I explained to Bob that I had tendinitis in my IT band. He said something like, “Don’t we all?”
Robinsons-May was quite interested in what we were doing with AxN, but they did not go crazy over it. When I later asked them to let us approach their papers, however, they quickly agreed, and Bob was eventually able to sign up almost all of their papers, including the L.A. Times and the Los Angeles News Group, which included the Daily News and a group of suburban papers.
Some IT guys attended our demo at Gottschalks. They uniformly thought that our approach was great. However, the newspaper manager in the advertising department, whose name was Stephanie Medlock, had never used the faxing feature, and I never persuaded her to use AxN either.
The trip was worthwhile. The people in both advertising departments had an opportunity to meet Bob, and he had a chance to see what it was like in an advertising department. Bob I got to know each other a little better, and Bob got a better idea about how AxN fit into the process. However, I don’t think that he ever comprehended why it would be very difficult for us to approach advertising departments at places like Home Depot or Walmart—who did not have AdDept—about using AxN.
Jenifer, Ali, Denise, and Bob at L&T’s office in Manhattan. This was the only photo of Bob that I could find.
Bob also accompanied Denise and me on a trip to Lord & Taylor4, the May Company division with headquarters in New York City. We took Amtrak and a taxi. I did not have any recollection of that trip at all until I found the photo that Bob appeared in. I don’t know when we went, but it must have been before 2005, the year in which I purchased my Cascio point-and-shoot camera for our second trip to Italy and stopped purchasing disposable cameras.
We met with Jennifer Hoke and Ali Flack, the two newspaper coordinators. I know this because I wrote their names on the reverse side of the photo that I found.
On the morning of October 14, 2003, I served as a pall bearer at a funeral in Passumpsic, VT, for Phil Graziose, the husband of my wife Sue’s good friend, Diane Robinson. After the funeral I drove to Providence, RI, for the wake of Bob’s wife. I have only attended perhaps a dozen wakes and funerals in my adult life. It was stunning to do it twice in one day.
Bob continued to represent us in dealings with newspapers until we ran out of prospects. From the beginning it was a mutually beneficial relationship. Bob earned a good amount of money in commissions, and the AxN product complemented AdDept very well right to the end.
Over the years Bob and I had very few interactions other than the ones that I have described. Neither Denise nor I ever monitored his conversations with the newspapers. I always suspected that he may have overstated how important AxN was to the retailers who paid for the newspaper ads, but what do you want? He was a salesman.
1. The people and events involved in the installation of AdDept at Belk and TSI’s relationship with the company are described here.
2. Robinsons-May was the May Company division based in North Hollywood, CA. My adventures in Tinsel Town are recounted here.
3. Gottschalks was an independent chain of department stores based in Fresno, CA. The company’s AdDept installation—including one of the worst experiences of my life—is discussed in some detail here.
4. The twenty-year relationship between TSI and L&T is explored in the blog entry posted here.
