Monthly Archives: August 2021

2005-2009 TSI: AdDept Client: Macy’s South

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The last AdDept client. Continue reading →

By the time contract had been signed. and we had started the installation, Macy’s Inc. had officially renamed its division based in Atlanta from Macy’s South (MSO) to Macy’s Central. This was done to reflect the fact that that division was scheduled to absorb most of the stores from Hecht’s and Foley’s after the big acquisition of stores from the May Co. However, I never heard anyone at TSI or at Macy’s refer to the people in Atlanta as Macy’s Central. Only New Yorkers could think of Atlanta as being central.

I cannot prove it, but I am pretty sure that TSI won the MSO account because of the efforts of Beverly Ingraham and the other other employees in Foley’s advertising department (introduced here). I know for a fact that people from the advertising department at MSO had made a trip to Houston to investigate the AdDept system there. They came away very impressed with what the system had allowed them to accomplished. The strong relationship between the department’s employees and TSI over a period for more than a dozen years was a point of emphasis.

The advertising people at MSO had been struggling to use an outdated version of FedAd named Assets.1 It was no longer supported by the development team, and no one thought that it could handle the increased load of two new divisions. The FedAd developers also had warned the seven (!) advertising planners that they would not be able to produce software that would allow them to plan in the way that they did. Several areas of MSO’s advertising department had developed PC systems to handle their tasks. The one used for direct mail was quite sophisticated, but it was also unsupported and undocumented.

Aurore Murphy.

I learned about MSO’s interest in a phone call from Aurore Murphy2, the Advertising Director, in November of 2005. She told me that the decision to use AdDept had already been made and that the hardware was being arranged. She asked me to come to Atlanta to talk with them about what changes would be needed to make AdDept work for them.

I could hardly believe my ears. No sale was ever this easy, and this was a division of Federated/Macy’s! I asked Eileen Sheehan-Willett (introduced here), TSI’s administrative person, to book me on a Delta flight to Atlanta for November 29. Aurore advised me to take a MARTA train from the airport to the Buckhead area. She insisted that I stay at the Marriott Courtyard that was near their office. For three days I met with people in every area of the department. It was probably the most productive trip of my entire career. Everyone was prepared to talk with me.

Note: This blog entry contains much more detailed information about the installation than the entries for most other clients. I discovered a large number of very detailed and complete notes as well as many other documents. I thought that it would be a good idea to give a feel for the scope and difficulty of the work that TSI did for its clients during the installation of the AdDept system to assure that it performed to the client’s satisfaction.

The first trip: Here are excerpts from my notes:

Some things are done in a system named Aims. ROP (and maybe something else) is done in Assets. Many things are done on spreadsheets. They use one six-digit system of “ad numbers” for ROP. They use a different system of job numbers for other media. The latter start with a three digit event code. They said that they would not mind changing numbering systems.

The reassignment of stores will take place on a staggered basis over the next nine months. This will be very confusing.

The Home Division does not place any ads. However, they do handle the co-op and production of the pages for home merchandise. They then transfer these transactions to the retail divisions. The people at Macy’s South seemed to think that this is a mistake.

Federated determines their merchandise department numbers. All divisions use the same numbers.

My first meeting was with Cliff Webber3 and Beth Lane4, the pair who ran the Advertising Business Office. It lasted almost four hours. I reported that “They gave me every report that they use for closing. Nothing seemed insuperably difficult.” The list of issues that I brought back to Connecticut was too long to include here.

Steve Weinbaum.

My second stop was in planning:

Miriam Pechar.

I met with Steve Weinbaum5 for a couple of hours. He now works in another area, but he was the planning manager for years, and he is the one who knows how their system works. The person who does this job now is named Miriam Pechar6.

It is hard to believe, but they primarily use seven different spreadsheets, one for each GMM. Each ad is on each spreadsheet!

They want output files for all of their reports.

I think that they will work with status P ads. When the plan is approved, the ads will be changed to A and handed over to the appropriate media manager.

They supply data for database marketing. Lots of new fields.

I then spent a half hour with Laurie Stenwall7, the Database Marketing Manager. She said that she would like to be able to get the information that they need to schedule a piece from AdDept. Most of that information is from the ad planners.

Karla Schottle.

I likewise spent thirty minutes with Karla Schottle8, Advertising Effectiveness Manager. She and her group analyze the costs by event, merchant, and market. She would probably love it if she had access to DAPANDL, DACOMMD, DAACTST, and DACOMMST, the files created by the cost accounting programs. One troublesome issue popped up:

I think that we may finally have to address the polybag problem, namely how do we handle it when the project involves a polybag that contains a book with stitch-ins and blow-ins and several other pieces.

Jeanna Corley.

I met with Jeanna Corley9, the Production Manager, for about an hour. Nothing that she showed me seemed that difficult.

My meeting with Andrea Harrison10, the Traffic Manager, was a short one. She was not on the original schedule. She showed me how she kept track of the progress of production jobs. Nothing was out of the ordinary. Only two issues emerged:

They would like a project list for each team. Do we still have a way of specifying the creative/production team for each ad?

They sometimes have swing pages for merchandise, but it does not seem to be necessary to keep track of this in AdDept.

Karen Martin.

The two-hour meeting about newspaper advertising involved Karen Martin11, Vice President of Advertising, Annemarie Poterba12, the ROP Manager, and Bill McFadden13, a Media Planner. It lasted for a couple of hours. Here is what I wrote:

They are very backward in this area. They do not even send insertion orders; they just print a schedule and send it to all of the papers! They were overwhelmed by what we could do for them, especially with AXN. The only slightly challenging thing will be in the area of competitive lineage, which they enter in as a summary number for each competitor-newspaper combination.

Karen, Annemarie, and Bill.

Here were some of the issues in the newspaper area:

They need to show what markets the ads run in. Their schedules use a mishmash of methods – lists of market groups like Stage’s, checkmarks, and names of individual papers. I think that they might like something like Foley’s schedule.

They would like a method of getting a list of the papers that have actually received the inserts from their printers. Maybe we could give them a checkbox field in AXN so that they could confirm each one when it arrives. Then the unchecked ones could be reminded with the nightly update program.

We may need to do some work to provide them with a change report that is as easy to read as the one that they currently use.

They have a This Year-Last Year report by day that might be a little challenging. We will have to provide them with a substitute for the shading that they use to flag the sections for last year.

They use one ad per page for sections. Is this our recommended method?

They said that they might be interested in entering completed dates for ROP. They said that Foley’s told them that their creative people enter completion dates in ROP.

They have a separate ad number for each version, but they were amenable to using version codes instead.

“Stage’s” refers to Stage Stores, a large chain of stores that was also based in Houston. The AdDept installation there has been described here.

Gretchen Watkins.

My last major meeting, with Gretchen Watkins14, the Direct Mail Manager, was different from the others:

This was the only disconcerting part of the trip. She uses a very sophisticated FileMaker Pro system that was developed by her predecessor. It has an unbelievable number of functions in it. The guy who developed it used it for every single aspect of his job, including calculating postage and approving invoices. However, I don’t think that replacing this system needs to be part of phase 1 of this project.

Of course the developer mentioned above no longer supported the program that he used, and there was no documentation.

I flew back to Connecticut with a spiral notebook full of notes, a briefcase full of sample reports, and a list of telephone numbers of everyone in the department. It was late on Friday evening when I arrived, but I was back in the office on Saturday morning to work on the Design Document.

I found a copy of the original Design Document and a supplement that covered new planning projects. Unfortunately, they are in PageMaker format, and I no longer have any software that can open them.

December 12-14, 2005: Within two weeks I was back in Atlanta. This time—and on all subsequent trips—I stayed at a Hampton Inn in Buckhead. It was about a mile south of the MSO headquarters, but I was still in good shape in those days, and I did not mind the walk. The weather was much more pleasant than it would have been in New England.

What I did mind was the inconvenience when nature called while I was in the advertising department. The bathrooms in the building were in the elevator area. To get from the elevator area to the offices you needed a badge. I didn’t have one.

By this time the department was connected to an AS/400 owned by Federated that was located at an IBM installation in Raleigh, NC. It was managed by IBM employees in Raleigh. The first thing on my agenda was to give a data entry class to about ten people in a small theater set up for training classes. I gave each of them the book that explained how the screens worked, and the conventions used in AdDept.

I spent most of the rest of the day setting up the AdDept system for them. For the most part I used the settings from Macy’s West’s version, which was on the same box. Using data files that MSO provided I was able to populate a few of the tables in the MSO AdDept system: regions, pubs, rates, vendors, and G/L accounts.

The PC that I used was very slow, and every so often it would go into an interminable stall while a program on the company’s intranet scanned it for malware.

On Tuesday James Jordan, the network guy in MSO’s advertising department, and I sat in on a conference call with Dan Stackhouse from Macy’s West (introduced here) and several people from IBM. Fran Ponder managed Federated’s account. Harry Burnett was in charge of things from a sales angle. Anthony Berry was in charge of security. Steve Tesch and Richard Antle are the technical support people. I never met any of them, but at least the mystery of where the AS/400 resided was cleared up.

Amy Diehl. For the first time I had a tiny point-and-shoot digital camera made by Cascio. I had only a vague idea how to use it.

Amy Diehl, whose title is FedAd Manager and who was the liaison with TSI, told me that she planned to enter ads the following week. She would be on vacation the week between Christmas and New Year’s.

Amy could not believe how fast ads can be entered in AdDept. She told me that entry of one ad in Assets required 172 mouse clicks.

When I left to return to Connecticut the AdDept system was usable, but there were still major glitches that I could not address. For example, neither user profiles nor output queues had been created. So, one employee could use the training user ID to sign on, but there was no way even to print.

I am pretty sure that this is Aurore.

It was still unclear as to when they would be allowed them to create these. As always, there was a freeze on programming at this time of year. They were reluctant to do anything. Aurore said that she would address this.

I noticed that Macy’s West’s DAPANDL file had an enormous number of deleted records. I wrote to Denise that itshould be changed to reuse deleted records. The deleted records should be removed to recover disk space. Since there is a freeze on changes, we need to get the project of removing the deleted records approved by the change committee. I sent myself a reminder message to work with Dan on this when I got home.

A few small problems were discovered, but so far so good.

January 10-12, 2006 trip: I wanted to get the ROP portion of the system working. It was always important to show positive results quickly, and I could usually accomplish that in ROP. My notes reported that I addressed many little things, including some problems with the way that IBM had set up the system:

I had to start the batch subsystem.

We created a pub group with the first four pubs. We then ran the ROP schedule for the one day that Amy had entered.

We created day-of-the-week rates for the Atlanta Journal-Constitution for Thursday, Friday, and Saturday.

I conducted a short query class with Amy and Jeanna.

I created three libraries for them: S_QRY, S_OUTFILE, and S_UPLOAD.

Bernice Bailey16, who works with Cliff, sent me the layouts for the upload to expense payables and to the general ledger.

There are two output queues, MCAP0314 and MCAP0315. They seem to work. However, Amy’s user profile was associated with an output queue in California. James got Fran Ponder from IBM to fix the existing profiles.

They have negotiated with several papers that a limited number of full color full page ads get a special rate. I showed Amy how to set up special rate codes for these, D/xx, S/xx, etc. I also showed the ROP people, but the planning people, whom I have yet to talk with, are the ones who actually do this.

Bernice Bailey sent me a file with the entire hierarchy. I wrote a program to create the five hierarchy file and the department file. They are using descriptions, not people’s names. I also created a 999 entry in all five files for Storewide, which is the default department.

I turned off the feature of change management for positions.

I set up their stores using codes that were identical to their market codes.

I ran contract reports using Macy’s West data, and I showed it to Annemarie and Bill. They thought that the reports would really be useful.

I showed the insertion order process to Annemarie and Bill. I also showed them how to create boilerplate for the special instructions.

I showed the AXN letter to Annemarie and Bill. I told them what we needed from them to get the process going. They were very interested, but it is nearly impossible to get them to commit to anything.

When I returned to Connecticut there were still a number of things that IBM had not addressed:

Only two user profiles have been created.

Someone needs to change the startup program to restart the S_BATCH and S_INTER subsystems.

They do not have their own job description, but I don’t know whether they actually need one.

Of course, there were also eleven action items for TSI, and the most stressful period was yet to come. January was the last month of the fiscal year, and I had been challenged to match their closing numbers for January in order to feel comfortable closing February, the first fiscal month.

February 13-16, 2006, Trip: Things were still rather shaky in Buckhead:

Cliff did not know his password for the AS/400. I reset it for him. I had to do this for one other user as well.

It took a long time, but we finally figured out the ROP accrual for January. They underaccrued by a staggering amount. I put all the ROP discrepancies in ad #052-1. They will probably need to split the items on this ad. I doubt that they will want to take all of this expense in one month.

I had a Vietnam flashback on Tuesday. The PC that I was using suddenly turned into a Mac. Seriously. Evidently the monitor and keyboard were connected to some kind of switching device which was connected to a Mac as well as the PC. If you pressed the right Ctrl key twice, you toggled over to the Mac.

Thursday afternoon was rushed, but I did manage to show Cliff and Amy how to record purchase orders both ways and how to record both media and production invoices. I thought that it would be easy to record the first media invoice from the Cincinnati Enquirer, but the ads for the first week in February had not been checked. So we had to bail out of it.

Jackie Foulds.

I need to explain the “underaccrued” paragraph above. I worked with Jackie Foulds17 to find the problem.

The “ROP accrual” was for ads that had run but for which no invoice had yet been received. Since nearly all newspapers billed by the month, the list included nearly all ads for January. Accrual accounting demanded that the expenses be incurred in January. On this occasion the list included all of the correct numbers for each newspaper, but it was in Excel, and the total as defined on the spreadsheet somehow did not include the Atlanta Journal-Inquirer, MSO’s largest paper. So, their accrual entry had been off by over $600,000, and no one had noticed! It took Jackie and me nearly an entire day to find this error because I expected the devil to be in the details.

I was gobsmacked when I found this. The fiscal year had been closed, at least in theory. The department had reported far less expenses than it had actually incurred. That meant that the expense would hit in the wrong fiscal year, which could be disastrous for the department’s budgeting. Since no one seemed to be too upset about this, there must have been a way to correct the accrual.

Only eight items were on the to-do list that I brought back to Connecticut.

March 13-16, 2006, trip: This trip focused on insertion orders, claims (charging co-op vendors), and reconciling the February closing. Here are notes:

Don Detelj.

I had to give Cliff a new password. He forgot the one that I gave him the last time that I was there. I had to do this for several other people, too.

Amy and I met with Bill and Marie. They have a sour attitude about the whole project. I am not sure why they are so in love with the system that they have. It is not very good.

I created a program DM220RMSX for them based on Foley’s insertion order program. I expanded the headline to 30 characters and made a few other small changes. I ran a sample to show Bill and Marie from the newspaper area. I can’t say that they were very impressed. They do not seem to be able to imagine how this will work.

I gave a class on entering claims. The ladies entered all of the claims for February. I ran one of the programs on SSIMONTH so that they could have a list of what they keyed in. If there is a better program for this, we should put it on the MSABO menu.

We reconciled the accruals for almost all of the papers. There were a lot of mistakes, but the discrepancy was not as large as last month. When Jackie ran the reports, she accidentally ran them from January 30 through February 26. February 26 is in March. Someone also keyed in 255 instead of 225, so they over-accrued in Pittsburgh by $30K. The business office is very eager to use AdDept for accruals.

I need to call Don Detelj18 to find out what he needs to replace the “data dump” from Aims.

Can AdDept generate the next claim number? They want to use the numbers generated by Aims for now, but they would like AdDept to assume this role in the near future.

The IBM people assigned an output queue from Macy’s West to all of the new users from Macy’s South. I talked with James Jordan about this, and he said that he would bring it up with Fran Ponder.

Annemarie is insistent that they get faxing capability for their insertion orders. Aurore says that they are trying to get them to do this. They will have to get a modem and a phone line. This could be a hassle.

It was unclear who “them” was in the last paragraph. Aurore presumably knew. It might be some combination of IBM, FSG, and someone in accounting to approve it.

The list of action items for TSI was much longer this month. That was, in some ways, a good sign. It meant that the department had enough confidence in the system that they were using it in different areas.

April 10-13, 2006 trip: Another large new wrinkle had been added to the installation: getting historical data from Foley’s and Hecht’s (introduced here).

Kristal Brown.

New players: Wendy Ellis works in the newspaper area. She will probably be maintaining the newspaper ads once they have been activated. Andrea Harrison also works in the newspaper area. Kristal Brown19 is the planner for the home division. Linda Ashe20 is the planner for storewide, cosmetics, and ready-to-wear.

They want to include Foley’s ads in AdDept for 052 and 061. Since people at Foley’s are available for data entry, I recommended that people from Foley’s key them in. They will set up a series of ad numbers for Foley’s to use. Someone is going to have to translate the ad types, pub codes, and cost codes. There may be other things involved, too.

I was able to sign on to Foley’s with no trouble.

The machine in Raleigh will soon have faxing capability.

The business office did their March accruals in AdDept by themselves without any evident difficulty.

Amy held a class to show people how to sign on to Foley’s and Hecht’s. I don’t agree with the way that she did it, but it would have been overreaching for me to criticize her. I suspect that she does not realize how dangerous that iSeries Navigator is. I would never tell any user about it if I were she.

I set up a menu named MACYREPTS on the Macy’s South, Foley’s, and Hecht’s systems so that they can sign on to the Foley’s system to run reports. It is currently identical to the SRADV menu. I later had to change the one on Macy’s South so that the Foley’s options did not show up.

I told Jackie and Cliff about the reports which I added to the MSABO menu. I had previously e-mailed them about this, but evidently they needed to hear it personally.

I created an output file for Cliff.

I had to reset quite a few passwords.

Cliff’s user ID was set up with the wrong library for the output queue. I fixed it.

I uploaded about 1,000 vendor addresses. There were actually more than this, but they did not have usable vendor ID’s on their records, so I had to program in some guesswork into the program that wrote out the records.

Jackie does not want to use multi-part forms for claims. They want to dump the impact printer. She prefers that we print three copies. The first should have the word “Original” on it somewhere. The second should say “Vendor Copy.” The third should say “Merchant Copy.”

They like the latest version of the newspaper calendar!

I don’t think that Cliff ever used AdDept except when I was there forcing him to do it. He was a weird guy.

Amy must have learned about iSeries Navigator in classes at IBM. It was (and is under its new name of Navigator for i) an incredibly powerful tool. I was definitely right to feel nervous about her talking about it with users. I probably should have at least warned her about it after the class that she taught.

The list of open items that I brought back to TSI contained one for the Roadmap produced by the planners. That one item contained at least a dozen sub-items.

Randy Reeves.

June 6-8, 2006, trip: Amy had several meetings lined up for me: The first meeting was scheduled for 8:30 on Monday. Randy Reeves21, the new Divisional VP, was in a meeting and could not attend. Here are my notes.

We started with the ROP people. They now have three coordinators – Bill, Andrea, and April Dunn. Each is in charge of groups of markets. We signed on to the web site. I walked them through setting up their own contact information using the Default Contacts page and claiming their own pubs using the Individual Contacts page. We went through the entire process of ordering ads several times to make sure that everyone had it.

Bill was worried about the Lima, OH, newspaper. I called Eileen at TSI and asked her to call them to make sure that they were with the program.

They told me that they did not want to show costs. I had Eileen suppress costs for advertiser M055. I created a printer file named IO and associated it with M220 and M230 (insertion orders for ROP and inserts, respectively). I had to make some changes in DM220RSX. The pagination did not work right, and it did not show the header comments. I had to make some changes in DM220RSX. The pagination did not work right, and it did not show the header comments. I copied DM230RBTX to DM230RMSX. I made some changes to suppress the costs and to show blank lines of header comments. I also removed the “Authorized by” line.

We ran the insertion orders on Wednesday. They all went to AXN without error. We discovered that there was a problem with the special instructions. I had to add a statement to line 72000 to initialize the SI$ variable each time. This problem was inherited from Foley’s. Faxing is not yet in place.

The second meeting was with the people who record expense invoices. My notes stated:

We went through the entire process of creating an invoice upload file. It all seemed to work smoothly. They know that they have to key in the addresses if they want them to appear on the aprons. If they have a kickback, they will fix it on the .csv file and then fix it on AdDept. They do not plan to upload invoices a second time.

I also met with the people from the Business Office.

Cliff and Jackie attended a training class on co-op commitments. The only problem that they saw with the way that we did it was in regards to leased departments.

We talked about how they will enter leased.22 I was given a copy of the roadmap for Leased. It is not that different from the others. They will enter the actual media costs and, for books, the non-home cost from Gretchen. They will enter the marked-up amount as co-op with contra type LD.

The meeting with the people in direct mail did not go as well:

I showed them how to paginate books. They were extremely discouraged. I tried to convince them that the work that they had done in option 4 (number of pages by merchant) was not wasted, but I am not sure that I succeeded.

I set the default for the GRFLAG to G. I could swear that I did this the last time that I was here. They never enter departments except for co-op.

A fair number of new problems were encountered, but most of the system was operating smoothly by the time that I left Atlanta.

One of the MSO meeting rooms. I carried my oversized laptop and business materials in the large bag. The little one was for my camera.

July 9-13, 2006 trip: This was an important visit. July is the last month of the spring season. I wrote a lot of notes.

New players: Brigitte Billingslea23 processes expense invoices in the business office; Deonne (Dee) Wolters also works in the business office; Kristyn Page24 from Foley’s works on multi-cultural ads in the planning area.

We had a meeting to set up a strategy for the soft closing. Cliff, Jackie, Beth, Aurore, Amy, and Randy attended. Most newspaper invoices for June were keyed in. However, no other invoices and no purchase orders were entered. Active ads were created for ads from Foley’s and Hecht’s. We needed to come up with a way of excluding them from all financials.

The notes listed eight steps that were taken to isolate the ads from Foley’s and Hecht’s. Note was then made of an unexpected and unwanted situation:

Aaaaarrrgh! The transition from Foley’s occurs in the middle of July between week 2 and week 3. This will make closing July extremely difficult. So the above process applied only to ads running in weeks 1-24. The last two weeks of the season must use a different process.

I included at this point an outline of a comprehensive plan to close June and then July. It took up most of a page single-spaced. Most of it concerned how to get all the data entered for June, but the short items for July and August were interesting.

Mary Wiseman.

Mary Wiseman25 will accrue Foley’s expenses and send them to Cliff, who will enter them as a manual journal entry. Aims will be used for Macy’s South expenses. We will go through this whole process again next month. For August they will use AdDept somehow. There is no choice.

Then I listed what had been done on this trip to implement the plan:

I found three ads that had illegal values for the “Ad Type for Pages.” I fixed these and made sure that there were no others.

I twice scheduled the cost accounting to run in the evening, and I ran the actual version of the roadmap. It seemed OK to me, but there was nothing to compare it with.

For the purpose of catching up on entering expense invoices I recommended that they enter them in batches that were sorted by the month that the items were paid. Their natural inclination is to enter them by the month in which they were expensed. The business office people keyed in production invoices all week.

Cliff wanted a way to be able to see an audit trail of all of his manual journal entries. So, I planned to show him DA201, but I never got around to it.

The TSI user ID’s for both Dee and Brigitte had been set up so that they could not upload invoices. I changed both of them.

Amy told me that they do not exclude discounts when calculating percentage leased charges. I therefore changed that value in the specs. I also took out the default markup. She adds the markup to the percentage. I did not change the setting for co-op calculations. Amy was not in the office on Thursday. She had an emergency with her daughter.

I showed Cliff and Dee (who handles them) how to key in broadcast invoices. [Specific instructions for six tricky steps were listed.] I had to fix all of their existing broadcast invoices: All the DAMEDVD and DATRNSD records were off by 11.11%. I divided the amounts by .9. They pay gross at the market level! I created indirect sub-accounts AGCF5 (television) and AGCF6 (radio) to hold the credit for 10% of the gross. I added the credits to the invoices using DA282. When I fixed the broadcast invoices, it left the transactions out of balance. I needed to fix the OFFST entries.

Amy said that she thought that the process that I wrote up (suggested by Miriam) is too complicated. However, she did not have an alternative.

I brought back a list of problems. It was not overwhelming, but several items were gnarly.

This was the training room. It is also where they often let me work.

July 24-25, 2006 trip: There was a lot of tension. We were running out of time, and the game plan was to no one’s liking.

Amy, Beth, Cliff, and I spent Monday reconciling expenses for June. The newspaper accrual that they submitted included expenses for the last four days of May. This was a mistake. I wrote a query named MAY3DAYS in S_QRY to isolate these expenses for them. They eventually were able to tie it out. The broadcast accrual that I manipulated two weeks ago tied out. The P.O. accruals eventually tied out, too.

Beth got me a file of the invoices paid in June (except for prepaids). I made a database file name MSGL/AP0606 out of it. I then wrote a query named ALLAP in S_QRY to try to match it with invoices in AdDept. I created a second query named APTRNSMO to list the invoices with transaction month of June to try to get these to match up. By comparing the two we were able to find invoices with a posting month of June that were actually paid in earlier months. Amy moved them to the proper months using DA282. There were still unmatched invoices on the list of invoices for June, but they were for jobs in future months.

While we were doing all of this, the people in the business office were working on July.

On Tuesday Amy came in late because she had a flat tire. Beth worked on the ROF for July in the morning and had to leave about noon. We only got a few minutes of her time. I ran the open co-op report. It was much shorter than I expected. I soon learned that none o the co-op commitments for direct mail or preprints had been entered. I ran the Co-op Status by FOB report for June. I was able to match up the ROP pretty well. However, I could not use this to match up the actual co-op because the report from Aims included claims from July.

I created a few purchase orders for accruals that Cliff made in June.

I think they have given up on reconciling AdDept with Aims and the G/L for June and July. They just can’t seem to get the data entry done. However, they must use AdDept in August. That is now the highest priority. They will call me on Friday with their decision about when next I should come to Atlanta.

I explained to Amy how to key in the fax numbers for newspapers that do not subscribe to AXN. Amy asked me for the umpteenth time about faxing, and I gave her the same answer as before. She called IBM in Raleigh. They said that there was no need for a prefix in dialing out. They also said that everything was configured, but I could see no fax jobs running.

A lot had been accomplished, but many difficult items still needed to be addressed.

August 21-24 trip: I wrote a very long report about this trip.

Cliff showed me an invoice upload that did not work. There were no DUNS numbers on the vendor records. I wrote a query named NODUNS in S_QRY to find these for them.

They finally balanced their gross expense for June.

I wrote a process for Cliff to check the expenses in the G/L against AdDept. It consists of a program named RMV40, a command with the same name, and four queries: GLSUM, GLMATCH, GLNOMATCH1, and GLNOMATCH2. The queries are all in S_QRY. I documented the process in the document named GLMATCH, which I will put in the Macy’s South client folder. GLSUM must be run after the program and before the other queries. Later we discovered that the invoice upload process was stripping off starting 0’s and converting to upper case. I wrote a program to replicate this. I ran it after GLSUM.

They had had trouble faxing to Hampton. I added some more delays before the 4, and it seemed to work. Later April got a new fax number from Hampton. The faxing works with the new number. I don’t understand how Hecht’s was able to use the old number.

They had a pep rally at the Ravinia Crown Plaza on Tuesday. No kidding.

They decided that they want to use real PO’s with real vendors for Spring 2007. They will create blanket PO’s for accrual purposes for the fall. Randy said that they want to use 061 actual costs for direct mail for Hecht’s, Foley’s, and Macy’s South. I ran the DM647 to get actual costs for each direct mail book on Hecht’s system and Foley’s system. I ran DM489 for each book in the month for February for Hecht’s to see if that was what he wanted.

I gave a little P.O. class to Amy – DP260 and DP261 – so that she could help the other people learn about P.O.’s. I deleted USEDP271. This was a vestige from Macy’s West.

We discovered on Tuesday that no estimates had been entered for preprints. Then we discovered that all changes to estimates had been entered in Aims rather than AdDept. Evidently the people in that area did not understand that Aims was no longer being used.

I wrote off all open purchase orders. They did not close July in AdDept, so all of the P.O.’s were left over from June or earlier. That meant that somehow we needed to get the P.O. accrual for July into AdDept in order for the cost accounting not to consider 100% of the late invoices as August expense.

I entered the radio, television, direct mail, and insert accruals for July. Cliff decided that he did not want to reaccrue any of these. I therefore entered two zero invoices to write them off in August. I ran the accrual for July. The items showed up. I ran it for August. They were not there. Cliff has been carrying a short-rate accrual for ROP. I entered it as an indirect P.O. that hit the ROP account. He wanted to continue carrying it in August.

I wrote a process for Cliff to check the prepaid invoices in the G/L against AdDept. It consists of a program named RMV40PPD, a command with the same name, and four queries: PPDSUM, PPDMATCH, PPDNO1, and PPDNO2. The queries are all in S_QRY. I documented the process in the document named PPDMATCH, which I will put in the Macy’s South client folder. PPDSUM must be run after the program and before the other queries. Later we discovered that the invoice upload process was stripping off starting 0’s and converting to upper case. I wrote a program to replicate this. I ran it after PPDSUM.

I do not think that the programs to strip zeroes (STRIPGL and STRIPPPD) will be needed in September. The invoice upload will have been changed so that the 0’s do not get stripped off, and they no longer can use lower case.

I created TSIFAXOUTQ in QGPL. I then associate this output queue with TSIFAXPRTF and TSIFAXPRTI in TSIDATAS.

I checked the results of the ROF worksheet (which Cliff said is now obsolete because of management changes) against the accounting. It seemed to balance for everything except for ROP and magazines.

I set the earliest month for co-op accruals to be 062-1. If there were accruals from 061, they are not compatible with the way that we do it. I then ran the report and gave it to Cliff.

They asked me to change the specs so that they could pay any ad, no matter the status.

Needless to say, I did not attend the pep rally.

I brought back nine issues. Most of them were problems, not requests for new programming.

November 9-13, 2006 trip: Things had settled down a bit according to my report;

I put together makeshift processes for them to use to print the detail of their non-media expense by G/L account. I documented both of these processes. Basically they create output files from their accruals. Then they do a query for their actuals. Then they combine the results into one file and query that file.

Their accrued co-op was way off because they had not relieved any commitments for ad load. I showed them how to do this with claims for $0.

I wrote a query S_QRY/ACTVBYFOB for Jackie to get a list of actual co-op by FOB. She will use this until DB522 is fixed. This query creates an output file. I also gave one to Cliff named ACTVBYFOBP that prints. There were some authority problems, but they were both working when I quit.

I wrote a query S_QRY/INDIRECTS to get actual expenses for indirects for a season. They need this for the “Macy’s West Report.” The directs will come from DD #27.

I wrote a query named S_QRY/LINATLBU to provide a backup for the contract status report (DM767). The query S_QRY/INVADJ06 must be run first.

I changed the definition of the FILTER condition in the SLSXFR menu so that the filter program would appear.

Cliff gave me a file of sales by department for a month. A separate tab shows the sales by store for a month. Unfortunately the stores in DASTORE are actually markets. We tried to determine whether there actually is a requirement for either sales by store by month or sales by market by month. Cliff did not think so. Karla does not need the sales by month, but she would definitely like the sales by day. Miriam was not available.

I went over the prerequisites for running the store cost accounting with Amy. Basically she needs to run the BOOKQ query and option 7 on menu DAYEND.

I changed the default printing for DA102 so that the default is to put the printout on hold.

A few problems were discovered, and a few requests were made.

January 2-4, 2007: Both the notes and the list of issues were shorter than usual.

I had previously provided them with a query to find the amounts to charge their leased departments. They had three problems with it: One department was overcharged for an ad that was only 50% leased. I gave them a query named NOT100LEAS in S_QRY to find these. On two ads the amount that she charged them did not match the query. Cliff thought that the query was wrong, but he was off by one ad when he tried to match up a report with a query.

Cliff uses DB653 to do his journal entries for “accrued co-op.” He “accrues” the difference between season-to-date actuals and season-to-date committed. He and I have a different idea about what accruing means.

I had to increase the record length of DASLSTSI from 30 to 35.

I made a couple of changes to DA168U to make it match the file that Cliff can easily deliver. It also multiplies the amounts by 1,000. I checked individual entries and the totals for the November file that Cliff provided me. Everything seemed to work.

I wrote up instructions on the sales upload process. I e-mailed the instructions to Cliff and Amy.

I met with Gretchen Watkins and the two ladies who work for her in production. I showed them how to create purchase orders using option 26 of WRKADS.

They wanted to split freight between printer freight and mailer freight. I created a new sub-account FRML3 based on FRGT3 and a new cost code 705. They also wanted to split the computer charges to estimate the cost for “tracking and tracing” separately. I created a new sub-account TR&T3 for tracing and tracing based on COMP3. I also created a new cost category 515. I checked a direct mail ad. The new cost categories both showed up in option 28.

They are in the process of installing a new workflow system called Work Horse. Amy wanted to know if we could create a .csv file to feed it. She said that she would have to find out what would be in the file.

This was the last trip to Macy’s South. Since it occurred in the last month of the fiscal year, I suspect that the department’s budget for the next year included no provision for paying for my presence.

My life in Buckhead: I never rented a car in Atlanta. I always took MARTA from the airport to Bulkhead. On the first trip the hotel was within walking distance from the train station. On subsequent trips I took taxis from the train station to the Hampton Inn. I usually walked to Macy’s headquarters. One time when it was raining I asked the hotel to call a cab for me. They got me a ride, but it was not in a licensed cab. I did not complain.

I remember a lot about working at Macy’s, but little about anything else. The MARTA rides to Buckhead were usually late at night. The airport is south of the city, and Buckhead is far to the north. Sometimes it was a little creepy. The route went through downtown Atlanta. Often groups of young people who had been clubbing boarded there. At one point my car was occupied by myself, a group of young black women, and a group of young white men. The women were talking, and the guys overheard them. A discussion about the wisdom of the invasion of Iraq ensued. I was happy when that trip ended.

I cannot remember ever socializing with anyone from Macy’s. I ate lunch by myself in the cafeteria. I sometimes ate supper in the food court at a neighboring mall. Most of the time, however, I stopped at Arby’s on the walk back to the hotel and picked up a Reuben or a roast beef sandwich and ate in my hotel room.

I have quite a few memories of the Atlanta airport. My flights usually departed from Terminal F, but after I cleared security I usually took the tram to Terminal E. The elevator ended in a food court that contained a pretty large Chili’s restaurant. I would usually eat supper there, and, if I did, I would order the Baby Back Ribs with broccoli instead of French fries.

That restaurant was the only part of the airport that I liked. It always seemed very loud to me, even though I almost always spent the waiting time listening to operas or Italian tapes on my Bose headphones.

Epilogue: TSI maintained a good productive relationship with Macy’s Central until 2009, when the headquarters in Buckhead was closed, and all advertising was scheduled, produced, and ordered from New York.

1. FedAd and Assets were software systems written by a group that had been organized by Gilbert Lorenzo of the Burdines division. The system was supposed to be one integrated system that covered all aspects of advertising. It was used by Burdines and Bon Marché. After the integration of all of the divisions into New York some version of it was used in the advertising department there. The attempts to entice me to involve TSI in this multi-milllion dollar undertaking are described here and here.

2. Like almost everyone in the department, Aurore worked at Macy’s until 2009, when the advertising operations were consolidated in Manhattan. Her LinkedIn page is here.

3. Cliff looked like Santa Claus. I spent quite a bit of time with him over the course of the years. He revealed to me that he had a fairly substantial business on the side selling things on eBay. On one of my trips he told me about his plan to sell programs from some sort of Martin Luther King event being held in Atlanta. He also told me that some of his goods came from dumpsters. His LinkedIn page is posted here.

4. Beth Lane was a CPA who worked part-time in the Business Office. I remember very little about her. Her LinkedIn page is here.

5. Steve Weinbaum was astounded that I was willing to try to replicate the MSO planning process. I explained that I had done a lot of AdDept installations. No one had anything like this process, but several of them had other aspects that were equally challenging. His attitude impressed me. I wished that I had been able to work with him more. His LinkedIn page can be found here.

6. Miriam Pechar’s LinkedIn page is here.

7. Laurie Stenwall’s LinkedIn page is here.

8. Karla Schottle’s LinkedIn page can be viewed here.

9. Jeanna Corley’s LinkedIn page is here.

10. Andrea Harrison later moved to newspaper scheduling. Her LinkedIn page is here.

11. Karen Martin’s LinkedIn page is posted here.

12. Annemarie Poterba’s LinkedIn page is located here.

13. Bill McFadden’s LinkedIn page can be seen here.

14. Gretchen Watkins’s LinkedIn page is here.

15. Steve Tesch’s LinkedIn page is here. I could not find a page for any of the other IBM people or James Jordan.

16. Bernice Bailey’s LinkedIn page is posted here.

17. Jackie Fould’s LinkedIn page is posted here.

18 Don Detelj (silent j) was always sort of a mysterious figure lurking on the outskirts of the installation. His LinkedIn page is here.

19. Kristal Brown’s LinkedIn page can be seen here.

20. Linda Ashe’s LinkedIn page is here.

21. The LinkedIn page for Randy Reeves can be found here.

22. Most department stores have at least one department that is operated by another company that leases the space. Those companies must pay for the advertising that is run for them.

23. Brigitte Billingslea’s LinkedIn page is located here.

24. Kristyn Page’s LinkedIn page can be viewed here.

25. Mary Wiseman’s LinkedIn page is here.

1999-2002 TSI: The Million Dollar Idea

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The genesis of AxN. Continue reading →

In large measure this entry is based on and inspired by a set of recently discovered messages that I sent to my partner, Denise Bessette, about new projects that we were researching or working on. The first email was dated in late 1999. The last was in early 2001. The messages portrayed an exciting but scary time for both of us.

By the middle of the nineties it was evident to us that the way that TSI had been programming in the past fifteen years was becoming obsolete or was at least losing popularity. In 1992 Microsoft left IBM at the starting gate when it released Windows 3.1, the first version of its operating system that featured a graphical user interface (GUI) and was also stable enough that large corporations took it seriously. One could still make the argument that text-based software systems like the ones that we had developed were appropriate for many business tasks—in fact, most of the most important ones. However, if you did, you were probably dooming yourself to the fate of typewriter salesmen.

Great if you have just 2 fingers.

In fact, systems like AdDept and TSI’s other systems were branded by many of the magazines of the day as “legacy systems”. The emphasis of the new approach centered around the appearance of the screens, which now featured colors, images, text boxes, radio buttons, and varied fonts. They were certainly more interesting to look at than anything that we had produced. The mouse was the thing! The keyboard was only used when absolutely necessary. Whether they were as efficient or as easy to use was debatable, but, as I already noted, we were well aware of what had happened to the typewriter salesmen.

Another thing that happened during the middle of the nineties was the explosive growth of the Internet. All software developers wanted to be a part of it, but few were exactly sure how to approach it. I knew that we needed to figure out what aspect we should concentrate on, but it was not an easy decision to make. A few early participants made a lot of money, but an awful lot of ideas were catastrophic failures.

The Search for a GUI: I spent countless hours researching ways that we could provide a GUI for the AdDept system that did not involve a complete rewriting of the hundreds (and growing daily) of screens that we had already implemented. Every developer who worked on IBM midrange or mainframe systems must have been faced with the same problem. We all wanted a way to provide a system that looked modern but also took advantage of the thousands of lines of functioning code that had already been written.

I don’t know why, but IBM was not much help in this endeavor. Instead, in the late nineties IBM became a strong proponent of an object-oriented programming language developed by Sun Microsystems called Java. This was a startlingly new language. The first version was released in 1996.

I bought and read ten separate books that purported to teach Java programming. The structure of the language was consistent with the first principle of its design: “It must be simple, object-oriented, and familiar.” Well at least it was simple and object-oriented. The structure of the code was nothing like what I was accustomed to. Its main orientation was to a computer display, which it considered a set of objects, each with a set of properties and methods. That approached worked well enough for a screen, but how would it work for other things? After downloading the software development kit to my laptop and spending hundreds of hours mulling the contents of those books, I could do all of the exercises in every book, but I had not the slightest clue how to begin to code a system to manage any aspect of retail advertising. In fact I could not replicate even one screen of the AdDept system.

I did not completely discard the notion of using Java somehow, but if we did, we would definitely need some help. As I look back on this, maybe this is the reason why IBM was so crazy for Java.

The Spreadout Project: Users of TSI’s systems seldom complained about the look or feel of our data entry screens. Those screens would never have won any design awards, but the formats were completely consistent throughout the application, and everyone knew that they got the job done efficiently. Furthermore, they knew that TSI could implement requested changes rapidly and at moderate costs.

What they did not like much was the look of the reports, which was limited to one non-proportional font—Courier—with no images or even styles like italics or bolding. Many, if not most, of the people who used AdDept were quite good at making and manipulating spreadsheets. They were used to controlling the format of the output, and they liked the flexibility. For example, if they wanted someone to concentrate on one column or row, they could easily change the font, color, or style for just those cells.

Several clients asked us if it would be possible for us to produce an Excel spreadsheet as the output from designated programs in AdDept instead of or in addition to printed reports. I did not know if it would be possible, but I said that I would look into it. I dubbed this project “Spreadout”.

It was rather easy to produce an output file that contained the same rows and columns as the report, and we implemented that option in a large number of AdDept reports. The user could then download that file to their PC. That file could then be loaded into Excel with the rows and columns intact. However, the fields (or cells) in the file contained only text or numbers. It was not possible to download formulas for totaling or designate any kind of formatting. Furthermore, the process of downloading the file was not exactly speedy.

I tried to figure out what it would take to produce code that could provide files that could be opened in Excel with predetermined formulas and formatting. I found some documentation from Microsoft of the Excel files, but I never could concoct a way to provide what our customers asked for. Furthermore I never heard of anyone else who had accomplished this, and —believe me—I searched..

I did, however, managed to provide an alternative that proved popular to some clients. Almost all the AdDept customers used Hewlett-Packard printers that were accessible by the AS/400. HP sold books that documented the format for files in HP’s printer command languages, PCL 4, PCL 5, and PCL 6. I could then write code to produce spooled files that contained the output in exactly the format that the client specified. The downside was the considerable amount of coding required for each report, many times as much as it took to produce it in the Courier-only. It also required an extra step to send the output directly to the printer without being reformatted.

However, a few clients were so insistent about the need for a precise format that they were willing to pay the price. These reports were almost always the ones that they distributed to other departments or to higher-ups.

If anyone else ever did a project like this for the AS/400, I never heard of it. Unfortunately, I never figured out how it could be marketed as a stand-alone product usable with other AS/400 software.

As the new millennium approached, we—that is, Denise Bessette and I—felt that we needed to expand TSI’s horizons. In January of 2000 we flew to San Diego for IBM’s PartnerWorld conference in the hope of making contact with people who could advise us how to adapt to the need for modernization and the Internet. That enjoyable but frustrating experience has been described here.

On February 25, 2000, I took the time to write up in a fairly detailed manner how, given the inherent limitations of a small business like ours, TSI should to proceed in trying to develop a second line of business. Here is a portion of that memo:

General principles:

1. We should get the best people available to help us.

2. We should maintain AdDept as a dependable source of income. Whether we should invest a lot of time and/or money in enhancing and marketing AdDept is still to be determined.

3. We should try to leverage our assets better. Our income is too heavily dependent upon the number of hours put in by Mike and Denise.

4. We should assume that the economy will remain strong for another two years. On the other hand, we should avoid debt or at least large amounts of debt in case this assumption turns out to be false.

5. We should add new skills that are more marketable. That means learning some subset of Windows, object-oriented programming, and the internet. We should be thinking past the next project to the one after that if we can.

6. We should look for partners with skills and assets that complement ours.

7. We should not be deterred by the fact that some of these principles seem incompatible.

8. We need to act fast. Pursuing René2 cost us seven months. On the other hand we might have gone down some less profitable paths if she had been on board.

I think we should take the following steps as soon as possible.

1. Find out what it takes to get our existing clients to use AdDept for insertion orders. The following clients are not using AdDept for IO’s: Macy’s East, Neiman Marcus, Filene’s, Saks Fifth Avenue, and Hecht’s. I checked Herberger’s. They have ads through March 29, 2000, at least. Macy’s West is apparently starting. Gottschalks ran insertion orders yesterday. I don’t know about Meier & Frank, but I can take care of that on my trip.

2. Find out which advertising departments have access to the internet and would be willing to use it to check on insertion orders. I don’t think that this would be a problem with most of them. Unfortunately, we don’t really have anyone in the office who can do this for us.

3. Make an appointment with Ken Owen3 to run the idea of a clearinghouse for insertion orders by him. He may be very interested in working with us on it. I have quite a bit of respect for him. At the very least, he is smart and completely honest.

4. Run the clearinghouse idea by at least one of our clients. Why not schedule our trip to New York and run it by Tom, Chris, and whoever their ROP person is?4

5. Run the clearinghouse idea by at least one newspaper or someone who knows how newspapers think about these things today.

6. Start trying to package and market AdDept and/or AS/400 products and services. We need to maintain or enhance our cash position over the next six months.

7. We should find out what, if anything, the National Newspaper Association (NNA)5, the AAAA6, and AP AdSEND have done in this regard. The AP is a potential partner in this venture. I once had a copy of the NNA’s EDI spec7, but I seem to have thrown it out when we moved. I will see what I can find on the Internet.

Requirements for hiring a marketing/client services person:

1. He/she must be able to get along with Mike and Denise. This includes having a good work ethic. I think Doug barely met these qualifications.

2. Must be able to get along with the clients.

3. Must be willing to spend a lot of time on the phone.

4. Must be able to talk to decision-makers and occasionally presidents of corporations without looking foolish. Doug could do this, but his ability to identify the real decision-maker was just so-so. He was also almost always overly optimistic, but this might be necessary to offset my tendency to see the negative side of everything.

5. Must be able to refrain from overselling.

Pluses:

1. Intelligence. Determination can go a long way to overcome deficiencies in this categories, but I don’t think I want to try to explain things to someone any duller than Doug.

2. Retail experience.

3. Newspaper experience.

4. Other advertising experience.

5. Good business sense.

6. Sales experience.

7. Computer experience.

How to proceed.

1. We can run an ad in the Courant. There are almost as many classified ads for sales and marketing people there as for programmers. The only major retailer in the immediate area now is Ames, and they run no ROP. Therefore the chances of finding someone in Hartford who understands retail advertising are slim.

2. We can contact a headhunter. We don’t have to pay unless we find someone, but we will have to pay plenty if we do. It might be worth it if it speeds up the process.

3. We can advertise on the Internet. Does that cost money? If so, how much?

4. In interviews I think that we should consider dangling a carrot of a spinoff of a .com company for the insertion order clearinghouse. I am not exactly sure how to present this idea to someone. Maybe we could offer them a percentage of the new company with the understanding that we would try to sell it once it has become established.

In retrospective I find it impressive that I was able to earmark in advance so many important issues that TSI would face over the next few years. We made some mistakes, but we made a lot of good decisions.

A month later, on March 25, 2000, I mailed a letter to our contacts at all of the companies that used AdDept. I solicited their opinions on what TSI’s priorities should be in the new millennium. Here is a copy:

TSI is in the process of evaluating how best to allocate its resources over the course of the next year or so. Our highest priorities will remain providing excellent support for existing installations and responding to requests for custom programming from existing clients. However, there are a few additional projects that we are considering. We are very interested in learning what our existing clients think about them.

1. Menu maker: This is a fairly simple idea both in concept and in implementation. You would be provided with either a PC/Mac program or an AS/400 program that would allow you to create your own menus. The menus would reside in a separate library so that they would never get mixed up with the standard AdDept menus. You would provide the name for the menu and the heading text. For each option you that want to add, you would be allowed to select from a list of AdDept programs and menus. You could also enter your own command or an IBM command (e.g., WRKQRY). If you selected an AdDept menu or program, the description and the online help would be filled in for you, but you could override the text to make it say what you wanted.

2. GUI front end: Most software companies that market systems of a size comparable to AdDept have budgeted more than $1 million to “modernizing” their data entry screens to use a “graphical user interface” that is consistent with the methods used by Windows and Mac programs. It is now technically feasible to create a fairly nice GUI front end for AdDept for much less than that using products available from third party vendors. However, there is still a considerable capital outlay involved. We also estimate that it would take at least half of a man-year of labor. Furthermore, the PC or Mac would have to meet certain minimum requirements. Terminals would still use the green screens. TSI’s support regimen would be more difficult. The interactive programs would probably run slower on older AS/400’s. They may actually run faster on newer boxes.

3. Output to Excel: We believe that it is technically feasible (albeit difficult) to create a file from the AS/400 that is usable by Microsoft Excel with no intervening steps. It is a relatively straightforward task to download data files (or even spooled files) to spreadsheets today, but many intervening steps are required to get something presentable. TSI’s proposed method would allow you for each report that is eligible for this kind of treatment to designate (and permanently store) the formatting of the worksheet—report titles, column headings, “fit to page”, and most of the other values in “File, Page Setup.” You would also be allowed to designate fonts and sizes for the report title, the column headings, the body text, and each level of subtotals. The subtotal values would be formulas, not simple values. The same program could be used for data files that are produced by queries. The resulting worksheet could then be edited as needed. You can even edit, add, or delete lines in the worksheet. The subtotals will automatically be updated. Most simple reports could be reformatted to use the proposed program. It might be difficult or even impossible to generate some complex AdDept output using this approach.

4. Insertion order clearinghouse: We have long thought that the methods used for reserving newspaper space leave too much room for error and are overly labor-intensive, both for the advertiser and for the newspaper. The purpose of this project is to make the ordering process easier and to minimize the potential for miscommunication.

Instead of faxing the orders, the AS/400 would send them electronically to TSI. We would post them on a website. When the newspaper reps sign on, they would see all orders for them from all advertisers who are using this service. They would be able to add comments or questions and confirm them electronically with or without reservation numbers. They could also print the orders and, eventually, download them directly into their reservation systems. When you sign on, you would see all of your orders. It will be immediately obvious which ones have been confirmed, which have been read but not confirmed, and which have not been read yet.

What do you think of these ideas? Do you have any ideas of your own? We would greatly appreciate it if you would communicate your feedback to us at your earliest convenience. The last thing that we want to do is invest a lot of time and money in something that is of little or no perceived value to our clients.

I don’t recall receiving any substantive responses to this, but around this time Steve VeZain sent me a rather lengthy email that explained some of the priorities for Saks Inc. Our dealings with him and his company are detailed here.

Net.Data: At some point I became acquainted with an online forum called IGNITe/4007. This was a website where AS/400 developers could pose questions about using the AS/400 for applications for the web. Although some IBM experts participated, the forum was not run by IBM, but by a former IBMer named Bob Cancilla8, who worked for a company in Rochester, MN, the home of the AS/400.

Bob also wrote the book shown at left that explained how to use the AS/400 as an Internet server. IBM disdained the approach of its customers using a book written by someone who had actually gotten the AS/400 to function as an Internet server. Big Blue preferred that its customers spend hundreds of dollars on classes or thousands of dollars on consultants rather than $15 or $20 for a book. They also championed something called WebSphere to manage applications written in Java. During February and March of 2000 I had puzzled over the Redbook that documented this product. I was nearly ready to give up on the idea of using the AS/400 for anything related to the Internet until I found Bob’s book and website in April of 2000.

I purchased this excellent tome and followed most of Bob’s advice. I successfully configured TSI’s model 150 as an HTTP server to serve web pages to browsers and as an FTP server for exchanging data files. It was possible to use the AS/400 as an email server, but Bob advised against it. We elected to use AT&T for sending and receiving emails for our employees. We later configured our AS/400 to send outgoing emails through the SMTP (simple mail transfer protocol) server. Eventually IBM decided that it was a bad idea to have its own proprietary HTTP server and supported a version of the Apache server used by almost everyone else.

At that time the most popular scripting language for web-based applications was PERL. IBM never supported it on the AS/4009. Instead it provided its own language, which was called Net.Data (pronounced “Net Dot Data”). This was the only web language that could be used on the AS/400, and no other system in the history of the world ever used it. We obtained a copy of IBM’s handbook on Net.Data (posted online here), and I determined that we could probably use the language for what we wanted to do. Here is what I wrote about it at the time.

I signed on to the IGNITe400 website and registered as a member. It’s free. You can ask questions there. I looked at a few of them. Bob Cancilla himself answered some of the questions! I also looked at IBM’s Net.Data website. It is full of information.

I printed out a lot of documentation. I am now convinced that we can do what we want to do with HTTP server and Net.Data. This is exciting. Buying that book was a great idea. The links alone are worth the price. The biggest difficulty that I see will be working out the process of getting the orders from our customers and then from others.

… I have more than doubled my knowledge about the AS/400 and the internet in the last two days. Moreover, I think I could do it! I think that we should try it some time this coming week.

Net.Data was an interpreted language, just as BASIC was on the Datamaster and the System/36. The programs (which in web parlance were called scripts or macros) were not compiled into executable machine code. Changes to the scrips took effect as soon as the programmer made them. So, a developmental environment was a necessity. The time it took the processor to interpret the code and generate the HTML code that the browser could understand made all of the programs considerably slower than the compiled BASIC programs on the same machine. However, they were lightning fast compared to Java, the approach blessed by IBM.

So, I taught myself how to use Net.Data to deliver interactive scripts for a browser (at the time the main choices were Netscape Navigator, Internet Explorer, and whatever Apple called its browser before Safari). The language itself was relatively easy to understand, but programming for numerous constantly changing browsers was much different from programming for a very stable AS/400 and its 5250 user interface.

I also had to learn the Common Gateway Interface (CGI), which was the method of reading from and writing to files on the AS/400. This was totally different from what we were accustomed to. Our programs had always read the files a record at a time even after we switched to the AS/400’s relational database. With Net.Data it was necessary to execute an SQL statement that returned a set of data—rows (records) and columns (fields)—that was stored in an array (called a table in Net.Data). It was then necessary to loop through the rows of the array. I was already somewhat familiar with SQL, but I needed to learn how to use “joins” to do complicated selections.

These two volumes got a workout. The binding on the HTML book split in two years ago.

I also needed to buy books on HTML and JavaScript. If I had realized before I started that I needed to learn all of this, I might have deemed that the project would require more time and effort than I could afford. However, by the time that I realized what I was up against, I had invested so much time that I was not about to abandon the project.

There was no syntax-checking of Net.Data macros, and, at first, there was no editor to help by color-coding the statements. So, when I ran into a problem, which happened quite frequently, I had to search elsewhere for help.

Life got a lot easier when IBM put its Redbooks on CDs.

In researching for this blog, I found a pdf online for a Redbook (technical manual) that IBM published for people like me in 1997. It is posted here. Even a quick glance will make it clear that writing applications for the AS/400’s HTTP server would be a daunting task. For example, it contained this statement: “Net.Data Web macros combine things you already know such as HTML, SQL, and REXX with a simple macro language.” I did not know HTML at all, I knew only a little SQL, and to this day I have no idea what REXX was. Also, the Redbook neglected to mention that it was not really possible to write interactive programs without JavaScript.

I hung in there. Here is one of my last messages: “I feel a lot of pressure to work harder. I want this new project operational yesterday. It is going to be difficult at first. I want to get over the hump.”

I spent a lot of time in the IGNITe/400 forum. My best source of information was a guy from (I think) New Zealand, of all places. I never met him in person or even spoke with him on the phone. His name was Peter Connell, and he helped me through every difficult coding problem that I encountered. Not once was he stumped. By the time that I was well into the project, I was able to provide solutions to coding problems that others described.

TSI’s Internet Project: Even before Denise and I attended PartnerWorld, we had pretty much decided that our best shot at developing a successful Internet product would involve insertion orders, which is what newspapers and magazine call reservations that they receive from advertisers for ROP (display ads), inserts, polybags, or any other kind of advertising. TSI’s AdDept customers sent their reps at newspapers a schedule that listed all of the ads that they wanted to place for a specified period—usually a week. Most of them faxed this information to the papers. The rep at the paper examined the schedule. Sometimes questions required phone calls. Sometimes requests (such as designated positioning in the paper) could not be accommodated. Even after final approval the schedule was often changed by the advertiser before the ads ran, sometimes with very little advance notification.

Newspaper ads were expensive … and valuable.

Errors on both sides were not rare, and they could be quite costly. The newspaper often gave the retailer free ads to make up for the mistake. The advertiser’s loss might be much greater. In the nineties and early twenty-first century ads in newspapers were the primary vehicle for communicating with customers. Mistakes in the ads could cost the retailer thousands in sales, and they were embarrassing to the advertising department. Occasionally heads rolled.

In 2000 most retail advertisers faxed their schedules to the newspapers. If the line was not busy, the phones were rather reliable. However, what happened to the schedule after the fax machine received it? Was the printout legible? Did the rep ever get it, and, if so, what did he/she do with it. What assurance was there that the fax that the newspaper used to compose the paper was the final version?

We thought that the Internet might provide an opportunity to speed up this process and to improve its reliability. My first idea was to replace faxing with email. If the AS/400’s (free) SMTP server were installed, AdDept could compose and send to the newspaper an email that contained the schedule. Wouldn’t the newspaper rep immediately print the schedule? If so, how was this better than faxing? Doesn’t it just add another step? Besides, email is demonstrably less reliable than faxing. The worst that usually happens with faxing is that the output is blurry or even unreadable. Emails, in contrast, can be held up by any Internet Service Provider (ISP) that handles the message, and there could be dozens. So, the schedule might never make it to the rep’s inbox.

Eventually Denise and I settled on using FTP to send the schedule from the client’s AdDept system to TSI. Thereafter TSI’s AS/400 managed the whole process using a combination of BASIC programs and Net.Data macros. Details of the actual design are posted here.

After Denise and I agreed on the design, several details still needed to be settled:

  1. Who will do the coding at TSI?
  2. Who will pay for the service, the advertiser or the newspaper?
  3. How much will we charge?
  4. How will we market the product to our clients and their newspapers?
  5. How can we entice advertisers that did not use AdDept to use this method for insertion orders?
  6. Can we take advantage of the link established between TSI, the papers, and AdDept for other modules?
  7. What will the product be named?
  8. Will the project be part of TSI or a new financial entity?

The answer to #1 turned out to be Mike Wavada. I expected that I would eventually train Denise or one of the programmers so that they could at least support the existing code, but it never happened. It astounds me to report that this was a one-man coding job from day one, and no one else at TSI ever learned Net.Data. Hundreds of papers and most of the AdDept clients relied on it starting in 2002 and continuing through early 2014. Think about this: Between 2003 and 2012 I took six vacations in Europe and one cruise in the Caribbean. There were no serious incidents!

Questions 2-5 are addressed in the entry about marketing of AxN, which is posted here.

From the outset I was hoping that the nexus connecting newspapers and the retailers through TSI’s website could be used for other communications as well. The most obvious one was for the delivery of the files that contained the layouts of the ads. Nevertheless, I was reluctant to pursue this for several very good reasons. The first was that the Associated Press already had a huge head start with its very popular product called AdSEND10. There were also several other companies that offered similar services.

The other thing that gave me pause was the potential legal liability. It seemed to me that if we failed to deliver an ad correctly and/or promptly, we could easily be sued. A fundamental tenet of TSI’s operation had been to avoid any activity that might occasion a lawsuit. Throughout the first two decades of its operation, TSI had successfully avoided litigation. Also, we knew nothing about the process of sending ads electronically, and the AP already owned satellites that it used for this purpose. I also learned later that AdSEND had twelve dedicated T-1 lines, and one of TSI’s clients told me that that was not nearly enough. TSI eventually installed one T-1 line that easily handled the insertion order traffic generated by AxN.

An idea that I liked better was for the newspapers to transmit their invoices electronically through TSI’s servers to AdDept users. I even came up with a cool name for this: e-I-e-IO, which stood for electronic invoices and electronic insertion orders. My idea was to provide a program to feed the newspaper’s billing system with the information from the insertion order, and to feed the retailer’s AdDept system with the same information. I did a little research to see if one software system for billing or accounting was dominant in the newspaper industry and discovered that this was decidedly not the case. So, we would face the prospect of persuading one paper at a time, or, at best, one chain of papers at a time. Furthermore, someone else had already claimed the URL that I really wanted: eieio.com.

The name that I picked for the new product would still work if we came up with other ways for TSI to serve as a nexus between advertisers (A) and newspapers (N). It was AxN, which was pronounced “A cross N”. The A and the N were always portrayed in dark blue Times New Roman. The x was always in red Arial.

That leaves question #8. Denise was always in favor of making AxN a separate financial entity. However, we never found a way to extricate it from the rest of the business. We looked at the revenues separately, but we never even did a separate P&L for it.

1. René Conrad was TSI’s liaison with Kaufmann’s, the May Company’s division based in Pittsburgh. Both Denise and I had a very high opinion of her. When Doug Pease left TSI in 1999, we tried to hire René. Details of the AdDept installation at Kaufman’s are posted here. The unsuccessful pursuit of René is documented here.

2. Ken Owen is a friend and was a client. The latter role is explained here. By 1999 Ken’s business had drifted away from creating and placing ads for clients to software for the Internet. He gave us a little free advice, but the role for him that I envisioned did not materialize. I communicate via email with Ken every year on March 4, the holiday that we celebrate together—Exelauno Day.

3. Tom Caputo and Chris Pease were our key contacts at Lord & Taylor in Manhattan in those days. The history of the installation at L&T is recorded here.

4. I did contact the NNA, but nothing came of it. The person with whom I spoke was nice enough, but it became evident that trying to work with this organization would be extremely time-consuming and not the kind of thing that I was good at or enjoyed. Eventually I discovered that there were almost as many administrative systems for newspapers as there were newspapers. It appeared that there were no accepted standards.

5. The American Association of Advertising Agencies (AAAA—universally pronounced “four A’s”) published an annual list of software for ad agencies. For years TSI’s GrandAd system was on the list. I am not sure what I had in mind as an additional relationship. Perhaps I envisioned ad agencies that specialized in retailers might want to use AxN for insertion orders and would work with us to create an interface. Perhaps I thought that other software companies might add the interface to their products for ad agencies. Nothing like any of these things ever happened.

6. EDI is short for Electronic Data Interchange. It refers to an orderly setup that enables participant to exchange information electronically. When there are only two participants, it is usually just called an interface. “Specs”, which is short for specifications, refers to the documentation published and delivered to the participants and prospective participants.

7. I have no idea what the name of this group meant. At the time IBM was busy promoting the idea of e-business. IBM’s marketing director proclaimed at PartnerWorld that IBM “owned” the concept. So, that may explain why the e is not capitalized. I was surprised to find an article in Enterprise Systems Journal about IGNITe/400. It is posted here.

8. Bob Cancilla went back to IBM for a while and then became a consultant. His LinkedIn page is here. In 2018 he wrote about the thirtieth anniversary of the AS/400. It is posted here. The article explains some of the reasons why IBM treated the AS/400 division and its customers so shabbily almost from day one.

9. For some reason IBM repeatedly changed the name of the AS/400 to a bunch of things with the letter i appended. The operating system remained the same. Everyone at TSI, like most users, still called it the AS/400 even after the name changes.

10. In 2007 Vio Worldwide acquired “the assets” of AdSEND. The deal is described here. In 2010 Dubsat acquired Vio Worldwide. This transaction was reported here.

1995 December: Hawaii Trip Part 3

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Maui and the Big Island. Continue reading →

The third major stop that Sue and I made on our Hawaii trip in 1995 was on the island of Maui. The flight from Lihue to the principal airport on Maui at Kahului took about forty-five minutes. En route our plane passed over the islands of Oahu and Molokai1. Maui is not as old as Oahu, which in turn is newer than Kauai. Maui has two large volcanic structures, which makes the island look like a large irregular circle and a smaller one that slightly overlap each other. The large mountain is Mt. Haleakalā, which is over 10,000 feet high, almost twice as high as Mt. Waialeale on Kauai. The other mountain is generally just called West Maui Mountain.

Most of the people who resided permanently on Maui lived in the area between the two mountains from the outskirts of Kahului southwest to Kihei. That was also the location of almost all the island’s retail establishments and almost no tourist attractions, of which there were a very diverse multitude elsewhere.

We stayed in a nice but inexpensive hotel in the old port town of Lahaina, which is on the west coast of the West Maui part. The resorts on Maui were (and still are) mostly north of Lahaina or south of Kihei. These areas are very dry, as opposed to the eastern side of Mt. Haleakalā, which is a tropical rainforest. In the nineteenth century a series of canals and ditches dug by the East Maui Irrigation Co. brought water from the east side to the west. The purpose was to improve the sugar cane production, but the main long-term effect was to turn Maui into a mecca for all kinds of tourists.

The roads in Maui were only slightly more complicated than those of Kauai had been. A highway ran all the way around the seacoast. In the northeast corner of West Maui it was only one lane wide in some spots. In the southwest side of East Maui there were unpaved sections that were dangerous to drive. That corner of Maui was (and is) subject to flash floods of biblical proportions. There is also a road that runs along the west side of Mt Haleakala and one that zigzags up to the rim of the caldera.

We rented a car and drove from the airport to our hotel, Plantation Inn in Lahaina. Of course, we had to circumvent the mountain, which meant that we spent roughly the same amount of time on the highway as we had spent in the air en route from Lihue.

Our hotel was about three blocks from the ocean. We stayed for two or three nights. It must have been three. I clearly remember doing activities that certainly would have consumed more than two days worth of daylight. Sue and I both loved the Plantation Inn2. It was convenient to everything, it offered free breakfasts, the room was nice, and it was within our price range.

Both Molokai and Lana’i are clearly visible from the northwest coast of Maui. Lana’i is only 16.4 miles from Lahaina.

On our first evening on Maui a person representing several of the tourist spots came to the hotel, made a presentation about them, answered questions about them, and sold tickets at a discount, of course. All tickets sold everywhere in Hawaii are always at a discount. I remember that all the other attendees were jealous when they heard how long our Hawaiian vacation was.

We bought two tickets for the trip in a van to watch the sun rise over the caldera of Mt. Haleakalā and to ride bicycles down. Someone from the tour company would pick us up at the hotel at 3AM. We also purchased tickets for an excursion across the Maui Channel to the island of Lana’i3 on a later day.

So, we did not get much sleep that first night. The temperature can get down to near freezing at the top of the mountain. I thought that I would be warm enough in a couple of sweatshirts and a nylon jacket, but I was wrong. Fortunately, the company that ran the tour brought along enough insulated ski jackets with hoods for everyone.

The drive up the mountain was slow but uneventful. It was, of course, dark the entire way, and so we were not able to enjoy any views. The last few miles on switchbacks seemed to take forever. Nevertheless, we arrived at least an hour before dawn. The tour guides brought thermoses of coffee and cocoa to keep us warm as we awaited the big event. While we shivered, the guides unloaded the bicycles from the vans.

By the time that the sun peeked over the eastern edge of the caldera, perhaps one hundred people joined us on the western edge. I don’t honestly remember the colors of the sunrise. The sky was already pretty well lit because the sun had already cleared the horizon of the ocean several minutes before it appeared atop the mountain. I wasn’t disappointed, and so it probably was at least somewhat spectacular.

I definitely remember the silversword plants near the edge of the caldera. They were unlike anything that I had seen before. The interior of the caldera was also very interesting. There were clouds below us, but below them we saw plenty of vegetation, and hiking trails were also evident. It had not occurred to me that people might come to Haleakalā just to explore the caldera.

Almost as soon as it was full daylight, our bicycle guide asked loudly, “Who are Sue and Mike?” When we identified ourselves, he told us his name (I forget it) and his hometown of Springfield, MA. He said that when he lived there he often came to the stores in Enfield to shop.

We posed like this, but Sue was on the seat facing forward. I had my hands on her shoulders, my left foot on the rear fender, and my right foot raised high. There is a photo of it somewhere.

Here is how the descent worked4. About a dozen people were in our group. We each were given a bicycle. One van preceded the cyclists, who were more or less in single file. A second van followed the group to prevent any motorists from trying to overtake us. Pedaling was hardly ever needed; gravity did all the work. The group made several stops to allow the cars to go by and to enjoy the scenery. I am pretty sure that near the bottom of the mountain we stopped at a restaurant for breakfast.

Before we departed out guide explained all of this and said that we would be starting at 10,000 feet and descending to the beach. One cyclist asked him how high we would be at the end. He answered the question with his own pertinent question: “How tall are you?”

The demon was IN my bike, not on it.

The guide assured us that the bicycles were regularly maintained, and a mechanic rode in one of the vans. Sue’s bike was fine. Everyone’s was fine, except mine. I knew bikes. I rode bikes constantly as a kid. I rode bikes in 1973 and 1974 in Hartford and occasionally in the subsequent years in Plymouth. I felt very at home on one.

This bike was possessed by a demon. As we coasted down the road my bike started pedaling backwards on its own! I could not stop it/ It was all that I could do to maintain my place in line. I certainly paid no attention to the scenery, breathtaking as it no doubt was.

This would have helped.

I don’t think that any mechanic could have fixed the problem. An exorcist might have had a better chance. Nevertheless, at the first stop I asked the mechanic to check out the bike. He immediately determined that something was seriously wrong with it. They had brought a spare bike, which they let me ride. I found it much easier to control.

However, there was a reason why this bike had not been assigned to someone originally. The brakes, which were activated by levers beneath the handles, were probably adequate for a normal bike ride, but after a few miles of downhill coasting I had both brakes pressed tightly to the handlebars, and the bike was still accelerating.

A few times I actually needed to employ the Fred Flintstone method of braking with the soles of my feet. I am serious.

When I told the mechanic about the braking problem, he said that he could not fix it on the spot, and he did not have any more bikes. He offered to let me ride in the van with him. Since I still had quite a bit of rubber left on the bottoms of my sneakers, I returned to my wheeled mount for the rest of the journey. It was a little harrowing, but I managed.

Every time that we stopped, everyone in our group peeled off a layer of clothes. By the time that we reached the beach and turned in our bikes, it was at least 80°. Don’t ask me to describe the scenery; I was concentrating on my braking. When we finally reached it, the beach was nice. I enjoyed the beach.

The guides drove us back to the hotel in time for lunch. I don’t remember for certain what we did in the afternoon, but I recall that on one afternoon or evening we stumbled upon a live concert in a park. We sat on the lawn for a while and listened to music. I cannot remember for sure whether it was Hawaiian music, rock & roll, or some combination. As always, Sue really enjoyed the music. I soaked up the atmosphere.

On the second day (I think) we decided to drive to Hana. This seemed a peculiar thing to do because the destination, the town of Hana, was a real nothing. However, there is was an abundance of things to see on the way. The drive itself, with its twists and turns and one-way bridges, was sometimes an adventure. There was always the chance of a flash flood, but the weather was actually dry and very pleasant.

I made sure that we left early in the morning. It was pretty important for haole tourists to avoid attempting this trip during the rush hours. The native Hawaiians knew this road very well, and they had little patience with tentative drivers. I remember that we had a plan to pick up some food that had an advertised special, but for some reason this did not work out. I don’t remember where we ended up eating any of our meals that day. We might have stopped at roadside stands.

We did stop to gawk at some waterfalls. By that point, however, we had already seen quite a few fairly spectacular ones in Kauai. So, we were looking for something different. We definitely stopped at the Ke’anae Arboretum. I have never been much of a botany enthusiast, but I was impressed by the large number of rainbow eucalyptus trees with their multi-colored barks.

I am pretty sure that we actually drove a little way past Hana. The guidebook had reported that the Sacred Pools of Ohe’o were worth a trip. So, we stopped there for a few minutes.

I don’t think that we made any stops at all on the return trip. We were rather desperate to reach civilization again while there was still enough light to see the road.

On the way back we noticed Mama’s Fish House, which is on the north coast of East Hawaii, where the big waves are. We either stopped there for supper that evening, or else we decided to eat there later. I remember that it had a very impressive view of the rugged north shore. I have never been much of a fish eater. Catholics who grew up in Kansas when I did think of fish as what people are forced to eat on Friday. When I think of fish, I think of frozen breaded rectangles.

Our other big adventure in Maui was much less stressful. We took a short cruise on a catamaran across the Au’au Channel to Lana’i. There were perhaps twenty passengers on our boat. I am pretty sure that Sue and I were the oldest couple.

The boat had large powerful engines, but it also had a sail. At least once during the trip the captain turned off the engines and raised the sail. This was, I think my first time ever sailing. Few people in Kansas buy sailboats for their ponds, and no yachtsman from the Sunflower State has ever won the America’s Cup.

We definitely saw glimpses of whales from a distance while we were at sea. I have a vague recollection that a few dolphins swam alongside the boat for a while, as well.

At the time most of Lana’i was owned by Dole5. Pineapples had been grown there in great numbers, but pineapple production was abandoned in 1992. At the time of our visit the company was trying to find other uses for its assets. It rented out the park at Hulopo’e Beach to tourist groups. It was a nice spot for some snorkeling and a picnic. The boat brought plenty of gear for snorkeling, and the crew gave us a quick class in how best to do it. I did not pay too much attention, and I was reprimanded when I did it wrong.

Snorkeling provided the opportunity to see some very colorful fish and other sea creatures. Unfortunately, no one had taught them any tricks yet, and so I soon lost interest.

I am pretty sure that the crew served us lunch after the snorkeling was over. We then were escorted around in large jeeps tp some of the camps on the elevated parts of the island that were formerly occupied by plantation workers and managers. It was of some slight historical interest, but no one told us the whole history of the island. For Sue and me this was just a relaxing interlude in an otherwise hectic period on Maui.

I might be imagining this, but I have a dim recollection of driving up to the ‘Iao Valley, which is close to the center of West Maui. The rugged scenery there was enough to draw tourists. However, the site actually has more historic interest than esthetic.

During the trip I had begun to become more and more curious about Hawaii’s history. I was surprised to learn that Hawaii did not have a king until 1810, about the same time that Europeans became interested in the islands. The man who united the kingdom was Kamehameha the Great. His greatest victory was the Battle of Kepaniwai, which occurred in 1790 in the ‘Iao Valley within sight of the Needle. A decisive factor was Kamehameha’s use of two cannons supplied by two British subjects who became the king’s closest advisers..

One evening we came up with the idea of having a sunset picnic on the beach. We bought some food from a grocery store in Lahaina and drove south until we found a suitable beach. We were pretty much by ourselves. I don’t think that we cooked anything. We had a good time just spotting whales and eventually watching the sun disappear into the Pacific Ocean.

The flight from Kahului to Kona Airport on the Big Island took about forty-five minutes. During the flight we were treated to a pretty good view of Mt. Haleakalā and, from a distance, the two huge mountains on the Big Island, which almost no one ever calls it by its official name, Hawaii

The Big Island is gigantic in comparison with the other islands. It is bigger than Rhode Island and Delaware combined, and it contains over 63 percent of the total area of the state of Hawaii. Moreover, because of the lava flow from Kilauea, the percentage is constantly growing.

It turned out that this last leg of our time in Hawaii was as much educational as it was entertaining. As on the other islands, we set out just to relax and have fun, but we ended up learning a lot on the Big Island in a short time.

If you go to the Big Island, and you want to explore at all, you really must rent a car. We stayed at the Kamehameha Hotel, which was close to the airport, but we intended to see as much of the island as possible. So, we immediately rented a car.

I guess that you could consider our hotel6 a resort—it had a Liberty House inside, and there was a luau every evening on the beach. However, it did not have that feeling of a prison in which the clients are both protected from intrusion by outsiders and actively discouraged from leaving the grounds. That has long been my impression of the big gated resorts.

Queen Lili’ukolani.

On the ground floor of the hotel was a fairly large display that narrated in some detail the story of Hawaii’s kingdom, from the great triumphs of Kamehameha the Great not long after the American Revolutionary War through the tragic overthrow of Lili’uokalani in 1893 and her scandalous imprisonment. For me there was one surprise after another: Kamehameha received critically important help from a man from Wales and a man from Lancashire. So many members of the royal family died from Western diseases unknown on Hawaii. In fact, the king and queen both died in London while waiting for an audience with George IV. The Hawaiian royal family then became Christians, dressed as westerners, and had close ties to Queen Victoria and her family.

I found this all to be fascinating, and it ignited a desire for me to discover the reality underlying the Disneyfied stories that have been handed down. I had never really felt this way before about anything historical. Since then I have been inspired to conduct independent detailed analyses about many events.

Sue and I spent most of our time on the Big Island in our rental car. We headed south immediately mostly because I wanted to see just how far south we could actually get. The ultimate goal was the southernmost7 point of the entire United States, which we could reach after about an hour and a half of driving.

In the first half of the drive to the south we passed several coastal towns on our right. Most of the “land” to the east looked almost like asphalt. It was lava from an eruption of Mauna Loa that had not yet disintegrated into dirt. Mauna Loa, the largest active volcano in the United States, last erupted in 1984.

112 miles of this followed by a marathon? No thanks.

We were driving through the area that hosted the annual Ironman Triathlon. It consisted of a 2.4 mile ocean swim, followed by a 112 mile bicycle ride, and ending with a marathon of 26.2 miles. I had always considered the participants as a breed apart, but when I saw the course in person I was stupefied. There was no shade! None at all! And it practically never rained on this side of the Big Island. For the participants it must have seemed like exercising in a toaster oven.

On the second half of the journey to South Point we saw cattle ranches on the hills to our left, and a pretty good-sized herd of cattle was grazing there. We had enjoyed steaks from cattle raised on this island during our rain-soaked barbecue on Kauai.

South Point, the whole southern tip of the island (also known as Ka Lae), is a National Historic Landmark, probably because it is where the Polynesians first landed when they discovered Hawaii. It was (and is) extremely windy. However, on the day that we were there, the sea was relatively calm, nothing like the satellite image shown at the right.

When we arrived at the point a couple of people were wading in the water ten or twenty yards from the shore. I took off my shoes and went in. I walked out just far enough that I was two or three meters farther south than either of them. I then turned around and hurried back. So, I can safely state that for a few seconds I was farther south than anyone else on American soil.

This stunt was at least a little dangerous. The Halaea Current has a strong reputation for pulling people out to sea. If the current grabs you, you can try to ride it, I guess, but the nearest land mass to the south is several thousand miles away.

We drove back to the hotel the same way that we came. There was really no choice. I don’t remember what we did in the evening. We again avoided going to the luau, but it was not possible to avoid listening to it.

Our last night in Hawaii was scheduled to be spent at Volcano House, a lodge run by Ken Direction Corporation of Hilo for the National Park Service. It was adjacent to the west rim of the largest caldera of Kilauea, the most active volcano in the United States. We checked out of our hotel and began the long drive across the island. For most of the journey the largest of the mountains, Mauna Kea, was on our left and Mauna Loa was on the right. Their elevations are 13,803′ and 13,678′ respectively.

Once the mountains were behind us, the climate changed dramatically. Hilo and the surrounding area are a tropical rainforest.

The main reason that we even included the Big Island on our itinerary was so that Sue could visit her friend Patty Johnson, who was assistant editor the magazine Dancing USA9. Sue had talked with her over the phone but had never met her in person. Patty lived in a small prefabricated home on the northeast side of Kilauea, which, at the time of our visit was spewing red-hot lava on its southeast flank.

Sue and Patty mostly conversed about dancing and the magazine. I remember that Patty mentioned that her son sometimes earned money by harvesting “mac nuts”. I did not realize that macadamia nuts were a cash crop on the Big Island. In fact, I knew nothing at all about them10.

Patty recommended that we drive to the black sand beach, Punalu’u, on the south shore. Sometimes legally protected sea turtles came ashore there to bask in the sun.

From Patty’s house we drove up to Volcano House, where all forty-two rooms offered stunning views of the caldera and beyond. When we checked in, we received some unexpected news. We had vaguely heard about the folderol about the federal budget that culminated in a shutdown of the federal government, but we were still surprised when we learned that, although we could stay there that night, Hawai’i Volcanoes National Park would be closed for an indefinite period starting the next morning.

The only effect that this really had on us was that we immediately scurried over to the nearby Jaggar Museum, which would be closed on the following day. We found that the little museum was a great source of information about the geology of volcanoes.

We learned that Kilauea was a very active and complicated entity. The chain of islands that we call Hawaii were all generated by the same process, which was (and is and will be) still ongoing. A very hot spot below the bottom of the Pacific Ocean was causing this disruption. The ocean floor was very slowly moving from east to west over this spot. The volcanoes created on the other islands were dormant or nearly so, but Kilauea was definitely still affected.

We saw and smelled steam vents but no eruptions.

At the time that we were there, there had been continuous eruptions since 1983. However, they were, for the most part, not explosive eruptions. Instead lava often flowed down from a vent in the side of the mountain all the way to the ocean where it was very gradually increasing the size of the island as the relatively cool ocean waters solidified the liquid lava.

Fortunately this lava flow was generally on top of lava flows that had occurred a few years earlier. Consequently, no inhabited areas were in imminent peril.11 We heard that it was possible to get quite close to where the lava was trickling into the sea, but we did not have time even to think about attempting such a feat.

At the museum we also learned about the hot spot’s other big project, the Lo’ihi seamount, which is an underwater volcano about twenty-two miles southeast of the Big Island. If it keeps going at its current pace, it could surface in less than 100,000 years. I doubt that anyone from our species will be around to notice it.

Sue and I also made a short visit to the black sand beach at Punalu’u. The sand was, indeed, black. I do not remember whether we saw any sea turtles. If we did, they did not perform any noteworthy tricks.

Our trip back home was not without incident. At some point during our adventures, the zipper broke on one of our suitcases. My recollection is that we tried to hold it shut with a strap at first, but eventually we purchased another suitcase somewhere. However, Sue refused to throw away the defective luggage. In her words, “There are people who fix zippers.”

I was unwilling to pay for an empty broken suitcase to be flown from Hawaii to Connecticut. So, after trying to give it away, Sue finally let me junk it at the Hilo Airport.

The flight from Hilo to Honolulu was fun. From the window I got good views of Maui, Molokai, and Lana’i, as well as the coastline of the Big Island that we had not had time to explore. I remember nothing about our red-eye flights back to New England. I am quite sure, however, that the first thing that we did upon entering our house was to make certain that Rocky and Woodrow, our pet cats, were OK.

1. Although the island’s name is sometimes pronounced as four syllables, it officially has only three. The last one rhymes with “dye”.

2. We liked it so much that we stayed in the same hotel when we returned to Maui in 2018, as described here. In some ways we liked it even more the second time.

3. The apostrophe indicates that Lana’i (unlike the word spelled with exactly the same letters in exactly the same order that means “balcony”) has three syllables: lah NAH ee.

4. This method is no longer allowed. Individuals can still ride bicycles down from the rim of the caldera, but groups of cyclists must start no higher than the entrance to the park, which is 3,500 feet lower. While we were on the island a young Japanese woman who was in a bicycle group lost control, slid into the upcoming traffic, and was killed.

5. In 2012 Larry Ellison, the founder of Oracle, purchased 98 percent of the island from the company that owned Dole. He has subsequently invested a lot of money in the island. There are now two Four Seasons Resorts! I doubt that I would recognize much about the island in 2021.

6. The official name of the hotel is now The Courtyard King Kamehameha’s Kona Beach Hotel. It is owned and operated by Marriott.

8. Part of the answer to the trivia question: Name the southernmost, northernmost, westernmost, and easternmost states. The other three correct answers are Alaska, Alaska, and Alaska.

9. The magazine appears to be defunct in 2021. I also could not find any mention of Patty on the Internet.

Nine delicious deserts.

10. In 2021 I generally eat exactly one freshly baked white chocolate macadamia nut cookie after both lunch and dinner every day.

11. That changed in 2018, they year in which lava flows wiped out several settlements and destroyed hundreds of houses. The national park was closed on May 17, just before eruptive activity in the caldera propelled volcanic dust 30,000 feet into the air. Explosions, earthquakes, and collapses of structures continued on the mountain for five months.

In 2020 a water lake that had formed in the caldera was suddenly replaced by a lake of lava. A fiery plume then erupted to the height of 30,000 feet. The eruptions eventually dissipated. On May 26, 2021, the Hawaiian Volcano Observatory announced that Kīlauea was no longer erupting. The lava lake had completely crusted over a few days earlier.

1995 December: Hawaii Trip Part 2

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Sue and Mike on Oahu and Kauai. Continue reading →

The part of the trip to Hawaii in 1995 that dealt with business is described here.

After we dropped Doug at the airport, Sue and I met her cousin Joe Slanec1 and his wife Tamara for supper at Moose McGillicuddy’s2, a famous watering hole in Waikiki. At the time they lived in Ewa, which is west of Honolulu. I think that Joe was in the Navy. He was later stationed on Okinawa, where he managed a commissary. I remember him mentioning at a family gathering how excited he was about selling items over the Internet.

Sue and I also spent a delightful day at the Honolulu Zoo. I bought myself a souvenir hat, and I wore it for quite some time before I left it on a plane or in a hotel room. My most vivid memories of the zoo were of the giant tortoises and some very scary black flightless birds that were about three feet tall. I don’t remember the species.

As we drove around we listened to the radio, which played mostly Hawaiian music. I really liked one of the performers. I bought a CD or a tape of his songs, but it did not include the one that I liked. I am not sure of his name because I could not find the recording.

We also picked up a few words of the Hawaiian language. The ones that we heard the most were “Mele Kalikimaka“. Every other song was a Hawaiianized Christmas carol. The most outrageous was “Winter Wonderland”: “… on the beach we will build a sand man.” One thing is certain. Absolutely nobody associates Christmas with decorated palm trees.

I remember Sue and me taking a jeep tour for a couple of hours. The guide pointed out World War II-era bunkers and the like constructed when an invasion by the Japanese was feared imminent.

We also went to a club that featured a famous comedian of Portuguese (and many other nationalities) descent named Frank De Lima. Most of those in attendance were locals. However, they had no trouble recognizing us as tourists. They tried to get us to sit in the front row of the audience, but I declined. I think that we were in the second row. The people in front became part of the act, willy nilly. Frank was fairly gentle with them, and everyone had a good time.

On Sunday December 10, the Honolulu Marathon was held. Thousands of people were in town to participate. On Saturday evening many restaurants featured all-you-can-eat spaghetti dinners for runners who wanted to carb up before the race. The runners and their entourages lined up for the feast.

I ran along the canal near the golf course in the middle.

It was very hot on the day of the race. I went out for a run in the morning, and it really felt good. In those days the heat never bothered me much. The real runners were all participating in the marathon. That made me the fastest pedestrian on the road.

The marathon’s course ran mostly on city streets from Ala Moana Center to Diamond Head and back. That meant that the first half was uphill, and the second half was downhill. 27,000 people finished the race, a new record. The temperature (88°) was also a record.

Before returning our rental car Sue and I drove up to the north shore where the famous set of waves called the Pipeline is located. The surf was not up that day, and so there was not much to see. On the way back we stopped at Dole’s Pineapple Plantation. I don’t honestly remember much about it.

I definitely remember the flight from Honolulu on the island of Oahu to Lihue, a much smaller town on the southwest corner of Kauai. When there was a few minutes to go before our plane boarded, Sue disappeared. I ran around looking for her, and I almost had to drag her out of the gift store.

Our Chevy Geo resembled this one.

Kauai: The flight from Honolulu to Lihue only took a little bit more than half an hour. We landed in the Lihue Airport in the evening. We gathered our luggage, picked up our rental car, a Chevy Geo.

We had to trust the directions that had been provided to us for reaching our lodging for the first two nights. We were staying in a highly unusual place, and it was not too easy to find. This was before cell phones, and no one had any idea what GPS stood for. However, we were in an adventurous mood, and we had quite a lot of experience in using maps. We eventually found it.

I don’t know what to call the place in which we stayed. I don’t remember what it was called, I also don’t remember where we heard about it, and I could find nothing like it on the Internet. It was run by a young couple. They had bought some property near Kapa’a, the largest town on the island. However, their property was pretty far inland. On Kauai that meant that it was largely jungle. They had built a few small cottages amidst the trees, bushes, and plants. They rented the units out by the night. We stayed two nights.

It was dark when we arrived. The lady grabbed a flashlight and escorted us down the path to our room. There was no extra charge for the geckos on the walls inside. The bathroom was not accessible from the bedroom because of a tree that the owners had built around. Remember: this was in the jungle. To go to the bathroom we had to walk out on the lanai and go around the tree. My recollection is that the land fell away rapidly from our living quarters down to a stream, but I may be mistaken.

Sue and I both loved this place. It was absolutely unique, and we got along well with both proprietors. They had banana trees from which we were allowed to sample.He was a very energetic guy who. while we were there, spent his days bushwhacking trails. He also gave me some good advice on hiking.

Kauai is roughly circular. In the middle is Mt. Waialeale, which at the time was considered the rainiest spot on earth.The beaches on the west coast, just a few miles away, receive only about 10″ per year.

There was really only one major road on the island, although it is numbered as 50 in the south and west and 56 in the north and east. The road was paved throughout, but for the most part there were only two lanes. The resort areas were Princeville in the North and Poipu on the south coast. The highway died on both ends when it reached the Nāpali Coast. Almost everyone in Kauai lived within a few miles of the coast, and most of them were on the east coast.

The dirt on most of the island was red. Everything anyone owned or used eventually was stained a reddish brown color. The stains were essentially impossible to remove. The locals just put up with it. For tourists the best strategy was probably not to change clothes as long as you were on Kauai. After you left the island, you could keep the stained items as souvenirs or throw them away. The other strategy was just to stay in one of the resorts. I am just mentioning it for completeness; I would never consider that option in such an exciting place.

One of the first things that Sue and I did was to take a short hike together to view a waterfall that was near our cabin. I don’t remember the name of the waterfall. They are a dime a dozen on Kauai. We also drove to Wailua Falls, which was featured at the beginning of every episode of the television show Fantasy Island. “Boss, the plane!”

I think that on the first day we drove to Kilauea Point to look at the incredible display of seabirds in and around the neighboring cliff. You could walk from the parking lot right out to the lighthouse constructed at the end of the point. The walk toward the lighthouse provided a spectacular view or the nesting grounds on the hills across the bay on the right.

While we were near the lighthouse, three Laysan albatrosses were out in a protected area on the point just a few feet away from the tourists. When they stretched their necks, they came up to my belt. Once or twice one took off or landed. Their wingspan was enormous, roughly two meters.

Sue and I were into birding in those days. I am pretty sure that we had a handbook that identified the birds in Hawaii. There were also displays there that identified the seabirds.

Bali Hai called me for a legendary hike, but I had to take a very reluctant pass.

We then drove west to Hanalei and on the “Wash That Man …” beach we got the promised view of Bali Hai. We might have also taken the boat ride up the Nāpali Coast at that time. The scenery as viewed from the ocean was absolutely breathtaking.

I remember that near the end of the highway we drove west across a small shallow stream. We did not stop driving until the road ended.

I had really wanted to try to hike the Kalalau Trail, which is the Holy Grail of hiking in Kauai. For eleven miles it goes up and down the coast where there has never been a road. There was only one entrance. So, the total hike was twenty-two very rugged miles.

I could conceive of no way to do it. It would have been too dangerous4 to attempt it by myself. Furthermore, it would take three days, and you must register in advance. Unfortunately, I was almost certain that I would probably never get this chance again. I was in good enough shape to do it, but I was forty-seven, extremely busy, and not getting any younger.

Instead, on our second full day on the island I hiked the entire Powerline Trail5, which was about nine miles with a gain of 1800′ in elevation. It was named after a set of power lines that were always in view but were almost never directly overhead.

I started at the northern trailhead, just south of Princeville. Sue dropped me off in the morning. The temperature was still in the eighties. I brought quite a bit of water and a picnic lunch with me. Sue agreed to pick me up at the southern trailhead at, if memory serves 3:30. This spot could be reached on a road from Wailua, the town just south of Kapa’a.

There was no mud the day that I started here.

I had a marvelous time. The trail was quite easy for the first mile or so. It was actually a road. After that the going got a little tougher, but the views provided more than adequate compensation for the effort. There was little or no shade, but the heat did not bother me in those days. More to the point, there was very little mud.

I enjoyed about as clear a view of Mt. Waialeale as is possible—it is almost always surrounded by clouds. At one point I stopped and counted waterfalls. I would swear on anything that I could see fifty-one of them at one point. It was awe-inspiring.

The Powerline Trail as seen from above.

I don’t remember too many of the other details. I stopped for lunch when I came to a rock that was large enough to sit on. I also remember that near the end of my hike I encountered a young lady who was hiking by herself. She started at the north end and was going south. What was distinctive about her was the very large straw hat that she wore, presumably to protect herself from the sun. When we crossed, we both just said “Hi” and continued on.

She probably was going to walk a few miles and then return to the southern trailhead. Unless she had night vision it was probably too late for her to traverse the whole trail.

I arrived at the southern trailhead about fifteen minutes before our scheduled meeting time. Sue was, as usual, late. As I recall, there was a picnic table near the parking lot. So, at least I had a seat. I had considered bring a book with me, but I figured that I would have regretted the additional weight somewhere in the middle of the hike. By the time that Sue arrived, I had been out in the middle of nowhere by myself for forty-five minutes. I was very bored and thirsty, and this put me in a bad mood. I don’t remember where we ate supper.

I do remember where we ate breakfast most days. We both liked the Ono Family Restaurant6. Sue liked the omelettes with papaya. I don’t remember what I ate, but I can visualize the place, and every mental reference is pleasant.

I remember that this restaurant is where I first encountered the The Garden Island7, the small daily newspaper. I bought a copy every day. In terms of content it was the smallest daily newspaper that I had ever seen. I did note that some big chains advertised in it. Only 56,000 people lived in Kauai in 1995. Enfield alone had 43,611, lots of retail, and no newspaper8.

The southernmost hotel on this map, The Kauai Shores Hotel, was called Kauai Sands in 1995.

We stayed the next two nights at a convenient and reasonably priced hotel called the Kauai Sands9. It was convenient to a small beach south of Kapa’a in Wailua. On the drive there we saw the Coco Palms Hotel that was in Elvis Presley’s movie Blue Hawaii.

Our unit was inexpensive and very comfortable. It even featured an unexpected kitchenette. There was also an outdoor barbecue grill available for guests to use.

Sue and I had been eating restaurant food for a week. The food at restaurants in Hawaii was OK, but the best food there was fruit and fish, both of which are plentiful in the middle of the Pacific Ocean. Everything else was quite expensive. This was not the fare that my fellow Kansans were accustomed to consuming on a regular basis.

I don’t think that the Kauai Sands had even one swimming pool in 1995. The beach was within easy walking distance.

We decided to treat ourselves to a home-cooked meal of steak, rice, and green beans. We drove to a grocery store that we had accidentally discovered when looking for something else. There we bought some steaks from a ranch on the Big Island and everything else that we needed for supper.

It was my job to cook the steaks. I started the fire easily enough. I was just about to put the steaks on the grill when the rain started—the only rain that we encountered on the entire trip. It did not rain very long, but while I was tending the steaks it was pouring. When they were done, I sprinted with them to our hotel room, but I still got a soaking. I laughed it off.

The steaks were a little stringy, but everything else was good, and we got a good vacation story out of it. Rain does not play a major role in most people’s adventures in Hawaii.

There was no rain during the hours that we spent on the Wailua River, the only navigable stream in all of the islands. We started by taking the large boat out to Smith’s Fern Grotto, which was (and still is) a popular spot for couples to get married. We did not do that. We just looked at the foliage that had been pretty well wiped out by Hurricane Iniki in 1992. Most had grown back.

  • The boat held 2 or 3 dozen.
  • The band came with us.
  • The Fern Grotto.

On the boat ride a small group played Hawaiian music. Two hostesses made everyone try to hula. Needless to say, Sue was much better at it than I was.

These ladies had an easier choice about who sat where than we did

Our other outing on the river was a nightmare. We decided to rent a two-person kayak and go up the river on our own. I don’t remember whose idea it was, and I can hardly imagine that either of us expected to have a good time. Our first clue to the fact that this would never work was when the guy giving us our thirty-seconds safety briefing told us that the biggest and strongest person should sit in the back. He was stumped when I informed him that those were two different people. The person in the back provides the propulsion. The one in front does the steering. To to right, paddle on the left side.

I sat in the back on the way upstream. That seemed like the best choice at the time, but Sue was not strong enough to keep us from drifting to the center of the river. At one point the large boat taking people to the Fern Grotto blew a loud horn at us. The return trip downstream was only a little better. We traded places, but Sue was too tired to paddle much.

We spent the last nights in Kauai at Koke’e Lodge, which was (and still is) located in a remote corner of the western side of the island. Before we left, however, Sue and I put on our Sunday-go-to-meeting outfits one evening and went to Gaylords Restaurant for supper. The restaurant is in a large plantation house called Kilohana, located southwest of Lihue, a little way off of the main road.

This place was definitely upscale. We toured the plantation house for a few minutes. Then we were seated at our table, which was outside. It was a beautiful evening, and the setting was truly stunning. The food was just OK, but we knew that we were really paying for the atmosphere. It was the only time that we really splurged on the whole trip.

The drive to Koke’e Lodge was somewhat challenging. We left right after breakfast, and it was almost noon by the time that we reached the lodge. The Geo was not happy about the part of the journey represented by wiggly blue lines on the map at left. That is the area in which we drove on switchbacks up to 3,800 feet . On our right was Waimea Canyon. On our left the land fell more and more steeply towards the ocean.

We never needed the Geo’s four-wheel drive at any time, but we could have used a little more horsepower on this journey. The poor little guy was really struggling.

The birds are moas,which are very common on the islands

The accommodations at the lodge were a little spartan. The cabin had bunk beds and a furnace as I recall. It was cheap and very convenient for exploring the most spectacular scenery in Hawaii, if not the world. Koke’e State Park offers spectacular views down towards the canyon on one side and down towards the Nāpali Coast on the other.

My recollection is that we only stayed at Koke’e Lodge one night, but in retrospect it is hard for me to figure out how we could have done as much as we did and still made it back to Lihue for our flight to Kahului. Maybe we stayed two nights.

I undertook my second epic hike while we were staying at Koke’e Lodge. I am not sure what the names of the trails were, but I suspect that I could find them if I went back to the area—without a map—even though almost twenty-six years has passed between the time that I was there and the time that I finally got around to writing about it.

There were four trails. Three of them were roughly parallel and ran from the highway west toward the ocean. Each was about a mile or two in length, and each sloped rather gently through the forest. The fourth trail ran north-south and connected the endpoints of the other three trails. The north-south trail ran along the side of the hill/mountain and afforded stunning views of the ocean and the steeply sloping land between the trail and the ocean. Each of the trail’s two legs was also a mile or two.

My plan was to stroll down the northernmost of the three east-west trails, hike the entire cliffside trail from the north end to the south end, and then walk up the southernmost east-west trail back to the highway, where Sue would pick me up. There was one awkward difficulty. The part of the cliffside trail that linked the northern trail with the middle trail was closed. I directed Sue to leave me off at the entrance to the northern trail anyway.

For me the ideal walking stick is five or six feet long and very sturdy. It also needs a comfortable spot to grip.

The walk on the northern trail was delightful. The trail was well maintained, and the atmosphere was quite invigorating. Best of all, I found a very good walking stick early in the journey. When I reached the end of the trail, the view of the ocean and the sloping land down to the ocean was exceptional.

I would have heeded something like this

There was indeed a sign that said that the trail going south was closed, but there was nothing that prevented or even actively discouraged walking on it. So, I decided to give it a go. The path was narrow, and the slope of the falloff was severe in spots. On the other hand, there was quite a bit of bushes and shrubbery on the hillside. Even if I slipped, I was fairly confident that I could stop myself and scramble back up onto the path. It was steep, but it wasn’t that steep.

I encountered no difficulty until I was within a quarter of a mile of the intersection with the middle trail. The trail had washed out. I could see the trail on the other side of a patch of about fifteen or twenty feet. Getting to the rest of the trail would definitely be tricky. If I had been sensible, I would have turned around at this point and returned back the way that I came.

Instead, I put one foot forward. The ground held. I planted the stick ahead of me on the downhill side and took a step. So far, so good. I only had to repeat this process three or four times to make it past the dangerous area. Whoever decided to close the trail definitely made the right decision, but I never came close to slipping.

Shortly before I reached the southernmost trail, a truly amazing thing occurred. I once again crossed paths with the lady with the big hat. We exchanged greetings again. I think that we both were amazed. There were literally hundreds of hiking trails in Kauai. I had encountered only a few fellow hikers on either occasion and only one singleton, and I saw her twice on separate days on the opposite side of the island!

The whole experience was truly exhilarating. There is something about accepting danger and then overcoming it that is very satisfying. Maybe it has something to do with testosterone. I was in an exceptionally good mood when Sue picked me up on the highway near the southern trail.

  • Sue’s photo of Waimea Canyon.
  • This is me sitting on a big rock.
These are the only two photos that I can find.

Sue and I both spent quite a bit of time in Koke’e State Park. There are dozens of interesting trails here. We walked out together to one of the overlooks of the Nāpali Coast. The view was amazing. People lived in that rugged land at one time, but no one has attempted to civilize it in centuries.

I had hoped to find time to hike the trail that led to and then through the Alaka’i Swamp, which is literally like nowhere else on earth. It is the world’s loftiest rain forest. Unfortunately, I could not figure out how to work it into the schedule.

On our last day Sue ran out of energy. She wanted to hang around near the lodge. I recall that some guys were getting together a pig hunt. Sue just wanted to spend some time taking photos of flowers and birds. I took advantage of this to take a quick journey on the Pihea Trail, the one that leads to the swamp trail. I walked it at a very fast pace. I stopped to look at only a few sights, notably the view of the canyon. I got as far as the start of the boardwalk, but I needed to turn around before I actually reached the swamp trail. I had already been gone longer that I said that I would.

So, maybe next time for the swamp trail. Whom am I kidding?

I also had a goal of hiking the canyon trail, but there was no time for it. The helicopter tour would have been exciting, but it was also expensive and somewhat time-consuming.

So, we terminated our stay on Kauai by driving the Geo back to Lihue. The Geo liked driving downhill a lot better tShan the trip up to Kope’e. We stopped to fill up the car with gasoline before returning it. Then we got our tickets and flew to the Kahului Airport on Maui.

I fell deeply in love with Kauai. I gave serious consideration to moving our residence and the business there. We did most of our business using phone lines. It was a pipe dream. Sue would not be able to stand it, and, even if Denise agreed, we would need to hire new employees. Sigh.

The description of the remainder of the Hawaii Trip is posted here.

1. Sue’s family’s name is Slanetz. In the Slovak language the last letter looks like a c but is pronounced like tz. However, Joe pronounces his last name SLANN eck.

3. Hawaiian pronunciation is rather easy. There are only twelve letters, and they are pronounced consistently. The vowels have the same sound that they have in Italian or Spanish. “Kauai” is somewhat difficult because of the four consecutive vowels. Until I heard someone pronounce the name of the racehorse, Kauai King, I thought that it was pronounced COW eye. In actuality, it has three syllables, with the accent on the second one: kah WAH ee.

2. Moose McGillicuddy’s closed for good in February of 2021.

5 The trail is still open, but its website (available here) lists such potential dangers as falling rocks, flash flood, strong current, hazardous cliff, and dangerous shorebreak.

Not even the sign is maintained in 2021.

5. I was considering replicating this feat on our second trip to Hawaii in 2018, but when I looked the Powerline Trail up on the Internet, I discovered that it was no longer maintained. That was a virtual guarantee that parts of the trail were overgrown, and parts were probably swamp. It did not sound like a good idea for a septuagenarian.

6. The Ono Family Restaurant survived for two decades after we ate breakfast there, but it could not survive the pandemic. It closed for good in 2020.

7. The Garden Island actually became a client of TSI when Macy’s West, which used AxN, TSI’s Internet service for insertion orders (described in detail here), acquired Liberty House. They continued to subscribe to the service until TSI’s last days in 2014 even though control of Macy’s advertising had earlier been transferred to New York in 2009. That office did not use AxN, for reasons that are described here.

8. Since I had twice been an editor of a newspaper—News and Views in eighth grade and Rumsey Roomers in college—I have occasionally considered starting a newspaper for the town in which we lived. Only one name was appropriate: The Enfield Flyrule.

9. When we stayed there it was run by the Kimi family. The people who bought it from the Kimis changed the name to Kauai Shores. I don’t understand the use of the plural. Nearby, there are certainly lots of sands, or at least grains of sand, but only one shore.

1997-2005 AdDept Client: Proffitt’s Inc./Saks Inc.

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Holding company in Birmingham, AL. Continue reading →

Proffitt’s (under the name of the Elliott-Proffitt Co.) began in 1919 as a department store in downtown Maryville (locally pronounced MARE vuhl) TN. Decades after it became a chain of department stores TSI’s AdDept system was installed in its advertising department. The account of that process is detailed here.

In 1984 the company and all of its stores were purchased by the RBM Acquisitions Co. It was led by R. Brad Martin, who had previously been a very young member of the Tennessee Legislature and a real estate mogul. Proffitt’s Inc. soon began an ambitious series of acquisitions and openings of new stores. In 1994 it purchased McRae’s, a chain of department stores based in Jackson, MS, that was actually larger than Proffitt’s by any measure except ambition.

Previous new stores that had been purchased by RBM were run under the Proffitt’s logo and administered from the company’s headquarters in Alcoa, TN. McRae’s was allowed to run as a separate division, as were subsequent acquisitions of the Parisian, Younkers, Herberger’s, and Carson Pirie Scott.

The lobby in Birmingham was rather impressive.

After the Parisian division was acquired, the corporate headquarters was moved to a beautiful office located at 750 Lakeshore Parkway2 on the north side of Birmingham, AL. However, all advertising was still administered by each local division in its home location. The data center and the IT department were at McRae’s headquarters in Jackson, MS.

TSI had repeatedly sent promotional materials to advertising directors at each of the divisions. Doug Pease, TSI’s marketing director, followed up on the mailings and eventually encountered Fran Jose2, who was a top executive of Proffitt’s Marketing Group (PMG), the organization that supervised the advertising departments in the divisions. He was impressed enough with the AdDept system that PMG made the decision to implement it in each of the advertising departments. By the time that I got involved in this endeavor Fran had moved on. This was fine. Doug referred to him as “a little Napoleon”.

In 1998 Proffitt’s Inc. bought Saks Fifth Avenue and immediately changed the name of the company to Saks Inc. AdDept had been installed in all of the divisions, including Saks, although Carson’s was no longer using the system (as explained here). In 2000 Martin divided the company into two divisions. One was Saks, the other was everyone else. Martin then moved to New York and ran Saks with little success for a few years before he had to sell it and all of the other pieces of his crumbling empire.

Steve’s LinkedIn photo.

The people: I dealt mostly with Steve VeZain3, who hailed from Louisiana and LSU. He joined PMG in September of 1997. Steve had rather grandiose plans about managing the advertising departments of the various divisions. He made a couple of trips to visit TSI to discuss some of them. Only a few of those were ever put into play. I have rather extensive notes dating from 1999 about our interactions.

Steve’s wife worked in the same building in Birmingham as he did, but I think that she was a buyer or maybe the boss of buyers for the Parisian.

Steve took me to supper several times when I was in Birmingham. His favorite restaurant was Joe’s Crab Shack. I think that his wife accompanied us on one occasion.

I fond the above photo after I had posted this entry. I think that it must have been taken in 1996 or 1997 after the installation at Younkers but before the installation at Proffitt’s. I have no memory of this meeting, but attached post-its identified the participants. From left to right they were Tom Henry from Proffitt’s, Roger Wolf from Younkers, Tom Waltz and Cindy Karnoupakis from Proffitt’s, a guy named Chris from Younkers, and Steve VeZain.

Josh.

One of Steve’s first moves was to hire Josh Hill, a native of Minnesota who was a recent graduate of the University of Alabama at Birmingham. In fact, Despite his accent, Josh was designated as Mr. UAB in 1997.

I spent a fair amount of time with Josh at various divisions. Steve sent him to oversee some of the AdDept installations, and he accompanied Steve on at least one of his visits to TSI.

Josh liked to lift weights and to ride his motorcycle at high speeds. I don’t know why he (or anyone else who grew up north of the Mason-Dixon line) decided to come to Birmingham for his education.

In late 1999 my sister, Jamie Lisella, quit working at TSI and moved to Birmingham to work for Steve VeZain at PMG. The circumstances have been detailed here.

In January of 2000 Jamie told me that Josh’s car had been involved in a serious accident, but he was OK. She also informed me that the employees at Saks Inc. were allowed to sign on to the Internet, and many of them wasted a lot of time there.

Kathy in her cubicle.

I have only sketchy memories of others who worked at PMG (or whatever it was later called). Kathy D’Andrea kept the corporate books for marketing. I don’t remember her, but I found a photo of her. One of the documents that I found mentions that she would be at Herberger’s at the same time that I was scheduled, but I do not remember seeing her there.

Dave Weeast was in charge of the AS/400’s for all of the divisions. We dealt with him fairly often, but I don’t think that I ever met him. I think that he worked in Jackson, MS, for Windell Manuel5.

Corky’s LinkedIn photo.

I have no recollection of Corky Wicks6, who worked as a business analyst for the company from 1997-2006, but his name is in my notes.

By March of 2001 Jamie had left Saks Inc. I found an email from her to Dave Weeast and Windell Manuel, about the five AS/400’s that had been running AdDept.

What was the purpose of PMG? I had the impression that it did not have a specific agenda. Perhaps the idea was to impose standards upon the advertising departments of the divisions that had, in most cases, been operating independently for decades. What standards? I think that was a big part of the problem. TSI probably did not help. One of our selling points was that the system was easily adaptable to different philosophies of the administration of marketing. Some of the procedures used by the divisions were real outliers.

I think that Steve, Josh, and Jamie had all left Saks by early 2001. Perhaps the marketing group itself had been disbanded. The other organizations that we had worked with had nothing that was similar to PMG.

SPM: All five divisions (and even Saks Fifth Avenue) had been using an ad agency named SPM to place their newspaper ads. Saks dropped them some time in 1997 or 1998. All of the divisions hated working with SPM. Steve decided to drop them in the Spring of 1999. This was a break for TSI. All the divisions suddenly needed to produce insertion orders. We were rapidly able to implement insertion orders and faxing without too much difficulty.

Three interesting visits: This event was not mentioned in my notes, and so it probably happened before July of 1999. When I arrived in Birmingham on the first day of that visit Steve told me that he wanted me to attend a demonstration of a system that was being used for some aspect of either creation or production of ads at Carson’s.

The demo was conducted by two people from a software company that I had never heard of. These two guys were accompanied by Ed Carroll, who was still the Senior VP there. I knew him fairly well. He was the SVP at P.A. Bergner when the company declared bankruptcy in the middle of the AdDept installation. When Ed Carroll saw me he greeted me with a sarcastic “What are YOU doing here?”

I wasn’t quite sure myself. Steve had said that they were interested in implementing an interface with AdDept. After the demo—which I did not think was very good—I went to wherever I was supposed to be on this trip, probably upstairs in the Parisian advertising department. I later asked Steve if he wanted me to pursue this and quote an interface. He quickly dismissed that idea.

On another trip the SVP of advertising for Herberger’s—I don’t remember his name—was there for a meeting. At the time Herberger’s was about open two new stores in the Minneapolis area. They had scheduled an open house to hire people to work in the stores, but they had forgotten to run ads in the local newspapers. He spent several hours on the phone with local radio stations dictating copy to them and begging them to run ads for his company. I found it amazing that he did not trust anyone back in St. Cloud to handle this for him.

I also encountered the advertising director from Saks Fifth Avenue, the company that had just been acquired. I don’t remember her name, but at the time I knew her fairly well. I always wondered why she was in Birmingham that day. Maybe they were just telling her not to worry about any interference in the way that SFA did business.

The big project: At the end of July in 1999 Steve and Josh came to TSI’s office and described how they wanted a system for the corporate marketing group that was fed by the other five systems. Apparently they were able to sign on to the systems and get some of the information that they wanted. However, they wanted all of this to happen automatically when the departments closed their books at the end of the month.

I could see many problems. The divisions did not all play by the same rules. The May Company and Macy’s had methods of standardizing the reporting of their many and diverse divisions. I knew that some of the Saks Inc. divisions were keeping their records in ways that were anything but standard. I am not sure that some of them were even legal. This sounded to Denise Bessette and me like a huge amount of work with no evident benefit.

Problems at the divisions: My notes from 2000 foreshadow some big problems that were beginning to appear:

The infrastructure at the divisions needs attention. Each division has only one printer, and it fails often. They should get the most recent version of Client Access and set up sessions for the printers (at least some of which were put on the Mac networks for some reason). Some divisions use a version of 5PM Mac software that has bugs. Dave Weeast is in charge of all of the AS/400’s in Saks Inc., and he is hard to get in touch with.

The divisions cannot approve requests unless they take it out of their own budgets, which they will do under practically no circumstances. The current process for approving requests is difficult. The divisions request something. Denise and I write a description of it and send it to Jamie. She runs it by Steve when she gets a chance. There are dozens of issues from the divisions from the pre-Jamie period that have never been addressed. If Steve thinks there is some merit in the request (which usually means that one of the Senior VP’s has been yelling at him), he tells me to quote it. I quote it and send the quote to Jamie. She tries to get Steve to look at it and approve it.

I can’t look at hobbles, and I can’t stand fences. Don’t fence me in.

The email: By 2000 AdDept systems had been installed on separate AS/400 systems in Des Moines IA (Younkers), Alcoa TN (Proffitt’s), Jackson MI (McRae’s), St. Cloud MN (Herberger’s), and Birmingham (Parisian). When the responsibility for advertising for McRae’s was transferred to the Proffitt’s division, and the ad scheduling for Herberger’s was moved to the Carson’s division, Jamie arranged for the McRae’s and the Herberger’s AS/400 systems to be shipped to the computer room in Birmingham. I know this because I was a cc on an email that she sent to Dave Weeast and Windell Manuel on March 29 of 2001.

Dave, Windell,

I understand there is some confusion regarding the location and status of the five AS/400’s that I administered. I will be happy to work with the two of you to facilitate any restructuring of these systems. I would prefer to communicate only with you, as I have not had much, if any, cooperation from the personnel in Birmingham and I am tired of doing charity work. I reviewed this information repeatedly with management and IT staff at Saks Inc. prior to my departure. I would like to reiterate that sending one of these AS/400’s to Jackson for their big ticket system was being done as a favor.

There are three systems on hand in Birmingham; PARADV, HERBADV and MCRAEADV. All three boxes are located in the computer room on the second floor. The PARADV system is active and used by the advertising department of Parisian. Operating system level is V4R2, but the upgrade package V4R4 is on hand in Birmingham.

HERBADV and MCRAEADV are the surplus AS/400 systems due to fusion. I had these boxes transported to Birmingham last fall and upgraded the operating systems on both to V4R4. The IP addresses for network connection for these systems has been issued through Jackson and changed on both of the AS/400’s. However, the connection failed. I had been working with Jerry Aultman in Birmingham’s IT Department to get this resolved. My hunch is that the problem lies with the DNS entry, or lack thereof. Additionally, the advertising personnel also utilize the IBM FAX/400 product which requires installation of an inbound and outbound fax line via 7852 modem.

I ordered these lines through Jeff Bass. Although I provided him with account numbers to pay for installation and usage on these lines, as of my departure on 3/14, I had not been advised that they were installed and functional.

The fourth system, YNKADV, is physically located in Des Moines. This machine is an older model 40e. This is the system I had planned to ship to Jackson for the Big Ticket application. Before it can be shipped, the network connection on the HERBADV AS/400 must be resolved and the MAC connectivity issues addressed. Two phone lines must be active. The base AdDept software application is intact on this box. The data libraries for TSI’s AdDept application need to be copied and installed. TSI will need to consult on this process, as well as the installation of any subsequent custom software programming and the fax configuration. I have cleared out the user profiles on the HERBADV box and added the current Younkers’ users.

I had also planned to move the existing PROFADV system (located in Alcoa, TN – V4R2- also an older model) to the MCRAEADV box. The MCRAEADV system holds the base software previously used by McRae’s advertising personnel. This will be an advantage on the software side. Once again, the network, phone, fax and software issues described above apply to PROFADV, also.

All of these AS/400’s are covered by a software subscription valid through December, 2001. PARADV, HERBADV, MCRAEADV and PROFADV are all covered by a one-year, 24 x 7, focal point contract for IBM hardware and software. The YNKADV system is set up on monthly maintenance, so that the monthly payment could be assumed by Jackson after it is transported there. However, I did purchase a software subscription for YNKADV, so the Jackson personnel could order the OS upgrade at no cost. Mike Wavada at TSI should be able to assist with any questions regarding the IBM maintenance, as they were purchased through his company as a business partner with first right of refusal.

If there are any additional issues, please let me know.

I found this email remarkable. I don’t remember what model of AS/400 Younkers had, but there was never a model e40. However, the most remarkable thing was that Jamie had, at least according to this email, arranged for the two boxes to be shipped from St. Cloud and Jackson. I doubt that anyone cared much about the box in Herberger’s advertising department, but the one in Jackson was in the corporate data center. I cannot imagine how she had managed to get it out of there. It took a lot of chutzpah and, I imagine, some maneuvering.

After Steve, Jamie, and (presumably) Josh left Saks Inc. in 2001, we still had rather good relationships with the advertising people at Younkers, Proffitt’s, Parisian, and, especially, Saks Fifth Avenue. We were never able to convince Carson’s to use the AdDept system even after the division was purchased by the Bon Ton, which had been using it for years.

1. Incredibly, Brad Martin has no Wikipedia page. A biography is posted here.

2. Beautiful photos of this building were posted here. It is apparently occupied in 2022 by Evonik Industries.

3. I don’t think that I ever got to meet Fran Jose. He does not appear to have a LinkedIn page.

4. Steve VeZain left Saks Inc. in 2001. His LinkedIn page is here.

5. 6. Windell Manuel’s LinkedIn page is here.

6. Corky Wicks LinkedIn page is here.

7. SPM was affiliated with an agency that handled newspaper advertising for Sears and a few other retailers. The two agencies were across the street from each other. I met with them when I visited Sears. That adventure is recounted here. In 2023 SPM was still in business. Its website could be found here.