Tag Archives: Associated Press

1966-2024 Bleeding Maize and Blue

Posted on by
Reply

Michigan football and me. Continue reading →

I undertook this entry to explain what it was like to be a die-hard fan of a football team for fifty-eight years. I supposed that this might be of passing interest to some people (outside of New England, where no one gives a fig about college football), but, in fact I undertook it mostly to see if I could figure out to my own satisfaction why I have cared so much about an institution with no intrinsic value. Furthermore, over the years it has changed so dramatically. The only constants were the huge stadium, the winged helmets, and the school colors—maize and blue (mostly blue).

Before attending U-M: When I was still in grade school (not before—my family did not have a television set) my dad and I often watched professional football games on our black and white television set. This was remarkable for two reasons: 1) my dad seldom watched anything on television; 2) it was one of the few things that we did together. I distinctly remember that a white football was used for night games. Also, until the rule was changed, a runner was not considered “down” until his forward progress was completely stopped.

I knew Otto as #14, but in the days before face guards he must have been #60.

My dad was a fan of the Chicago Bears. My recollection was that his favorite player was Ralph Guglielmi, but he never played for the Bears. I must be wrong. My favorite team was the Cleveland Browns. In the early days my favorite player was #14,Otto Graham. Later, of course, I lionized the incomparable #32, Jim Brown.

Before I went to Rockhurst my dad also took me to one game in Atchison, KS. It involved my dad’s Alma Mater, Maur Hill. I don’t remember the opponent or result. However, Maur Hill was 2-6 in both 1960 and 1961, and so they probably lost.

The Dallas Texans moved to Kansas City in 1963, my sophomore year at Rockhurst, and were rechristened the Chiefs. Through his company, Business Men’s Assurance (BMA), my dad had two season tickets. He went to all the home games, and sometimes he brought me with him to the games at Municipal Stadium. I became a fan of Lenny Dawson1, Curtis McClinton2, Fred Arbanas3, the one-eyed tight end, and the rest of the players. I remained a big fan of the Chiefs while I was in the army and for a decade or so after that.

While I was in High School I attended every football home game. So did all of my friends and most of the other guys. My attitude was really more of a “be true to your school” thing than an appreciation of the game at the high school level. In fact, we all attended all of the basketball games as well. The guys at Rockhurst were proud that they were able to go to one of the very best schools in the area, and they supported all of the teams.

Before arriving in Ann Arbor I did not yet hate Woody or the color scarlet.

Undergrad at U-M:While I lived in Kansas City I did not follow college football very closely. Only three major colleges in Kansas and Missouri had football teams, and one of those—Kansas State—was perennially a doormat. I knew very little about Michigan football. I knew about the intense rivalry between Ohio State and Michigan. I had heard the song, “We don’t give a damn for the whole state of Michigan.” I had read about a few Michigan greats such as Tom Harmon and Germany Schulz. I knew that Michigan had the largest stadium in the country and usually won the Little Brown Jug. Woody Hayes (but not his counterpart Bump Elliott) was already famous.

The student section started on the 50-yard line and went around to the middle of the end zone.

However, it was not until I actually started living at U-M that I came to appreciate the importance of football at the university. Cazzie Russell had led the Wolverines to three consecutive Big Ten titles and to final four appearances in 1964 and 1965. Nevertheless, in the fall of 1966 when I arrived at my dorm absolutely no one talked about basketball even though the previous year’s football team had been a horrendous disappointment. The 1964 team had won the Big Ten and clobbered Oregon in the Rose Bowl. The 1965 team finished only 4-6 despite outscoring the opponents 185-161. Nevertheless, like nearly everyone else in Allen Rumsey House, I purchased season tickets in the student section of Michigan Stadium (no one ever called it The Big House) for a very low price and never gave a thought to going to basketball games.

I followed the marching band up

The Game in 1969.

to the stadium for almost every home football game4 during the four football season in which I lived in the dorm. I have recounted in some detail those experiences in the 1966 season here. The last two games of my senior year were ones for the ages. On November 27, 1969, Ohio State was 8-0 and widely considered the best collegiate team of all time. They were riding a twenty-two game winning streak.. Michigan was 7-2, but one of its losses was out of the conference. Since this was the last game of the season, if U-M won, they would be tied with OSU for the the Big Ten championship. The league’s rules dictated that if there was a tie, U-M would go to the Rose Bowl because OSU had been there more recently. Michigan, a huge underdog, won the game 24-12. Wikipedia devoted a very long entry to this historic game. It is posted here.

Who helped TD put on his helmet?

I knew two of the stars of that game fairly well. They were both sophomores who had spent their freshman year living on the second floor of A-R. At the time I was the president of the house and had some interactions with both Thom Darden, a defensive back who was an All-Pro with the Cleveland Browns, and Bill5 Taylor, who scored the most famous touchdown in that game.

Michigan had hired a new coach, Bo Schembechler, for the 1969 season. He had a heart attack just before the Rose Bowl6, and so he was unable to coach. The team lost to the University of Southern California 10-3. In retrospect it is hard to believe that one of the most famous Michigan teams of all time did not score a touchdown in its last six quarter.

I mostly fought in New Mexico.

1970-1973: During the next four years it was somewhat difficult for me to follow the team too closely. In 1970 I was at my parent’s house in Leawood, KS, for the first three games, all of which were won by the Wolverines. For the remaining games I was at Fort Polk, LA (introduced here), for basic training. I learned the scores of the games, but there was no television available, and so I missed the second game of the “Ten Year War” between Schembechler’s troops and those of Woody Hayes. OSU won in Columbus 20-9. The two teams again tied for the Big 10 title, but OSU went to the Rose Bowl because of the “no repeat” rule. In those days Big 10 teams were not allowed to participate in other bowls.

BT and TD were still at U-M in 1971.

In 1971 I was in the army at Sandia Base, NM (introduced here). The barracks had only one television, and none of the soldiers could afford to purchase one for their rooms. Michigan was 10-0 going into the OSU game in Ann Arbor, where they won a squeaker 10-7. I am pretty sure that I watched that one in the MP Company’s Rec Room. That team lost to Stanford in the Rose Bowl 13-12. Michigan was heavily favored and held the lead, but the team was done in by a fake punt by Stanford on a fourth and ten and a last second field goal. I must have watched that game in Leawood. A few days later I flew to upstate New York to finish my military career at Seneca Army Depot (described here).

In 1972 I was working as an actuarial student at the Hartford Life Insurance Company (introduced here). I watched the team on television whenever they appeared. I remember going to Jan Pollnow’s house for one of the regular-season games. I do not remember which one it was, but it was definitely not the season-ender (better known as The Game) at Ohio State. I am certain of that because Michigan won all of its first ten games, but they lost that one 14-11. This was a heart-breaker. Michigan had a first down at the OSU one-yard line and could not punch it in. The two teams tied for the conference championship, but OSU went to Pasadena, and U-M stayed home.

This man deserved to play inn the Rose Bowl.

In 1973 I was still at the Hartford. Once again the Wolverines won their first ten games. The Big Ten by then was known as the Big Two and the Little Eight. “The Game” was held in Ann Arbor. At the end of the third quarter the score was 10-0 in favor of OSU, but U-M tied it with a touchdown and a field goal. I am pretty sure that I watched that sister-kisser by myself in my apartment in East Hartford. I had a Zenith color portable with rabbit ears. The reception from the two ABC stations (New Haven and Springfield) was not great.

U-M’s quarterback, Dennis Franklin8, broke his collarbone in the fourth quarter. This was a decisive factor in the vote that sent the Buckeyes back to California. In two years U-M had lost only one game, but it did not get to go to a bowl game.

By this time Bo Schembechler had installed an option offense that emphasized running. For quite a few years U-M’s quarterbacks were better known for running and blocking than for throwing the pigskin.

Back in Ann Arbor for 1974-1976: In 1974 Sue and I moved to Plymouth, MI, and I enrolled at U-M as a graduate student in the speech department. I bought a season ticket in the student section. A few details about my personal involvement with the team during those years have been posted here.

Wide left.

A little more should be written about the 1974 season. The Wolverines breezed through the first ten games. They even had a 10-3 lead at halftime of The Game. However, OSU kicked three field goals and Mike Lantry9, who had earlier kicked a 37-yard field goal, pushed a shorter one very slightly to the left as time ran out. The miss cost U-M the conference championship and a berth in the the Rose Bowl.

Dennis Franklin, who lost only two games in his entire career as starting quarterback at U-M, never got to play in a Rose Bowl, or any other bowl for that matter. That was simply a travesty.

Bob Wood made 11 of 14.

Detroit 1976-1979: For the next three football seasons Sue and I lived and worked in Detroit. I watched every game that was shown on television, but my memories are not too distinct.

The 1976 team lost a conference game at Purdue when the kicker, Bob Wood, missed an attempted 37-yard field goal at the end of the game. It was the first conference loss to one of the Little Eight since my senior year seven years earlier.

However, this team pummeled Ohio State in Columbus two weeks later to win the conference championship and qualify for the Rose Bowl. They lost that game to USC (whom else?).

The story the next year was eerily similar. The Wolverines were shut out in the Little Brown Jug game, but they defeated Ohio State in Ann Arbor. They then lost to Washington in the Rose Bowl 27-20.

Rick Leach was the cover boy in 1976.

It sounds like a broken record, but the 1978 team led by Rick Leach10, Harlan Huckleby11, and a very stout defense, somehow lost to Michigan State before beating the Buckeyes again in the last game of the Ten Year War. USC then defeated the Wolverines in the Rose Bowl again thanks to a “Phantom Touchdown” awarded to Charles White12 by a Big 10 ref.

I have two very vivid memory of this period of Michigan football. I remember that I was on a debate trip for Wayne State. For some reason one Saturday afternoon I was absolved of the responsibility of judging for one round. I found a television set and watched Michigan beat up on one of the Little Eight.

The other memory, of course, was the dramatic touchdown pass from John Wangler to freshman Anthony Carter on the last play of the Indiana game in 1979. The game, which was crucial for Michigan’s title hopes, was not televised. But the film was shown on all the highlight shows.

It was a period of frustration. It appeared that Bo’s coaching style could easily produce very good teams. They were always in the top ten and often the top five/. However, they were never good enough to win the last game of the year. Nevertheless the players were heroes to me and to all of the other die-hard fans.

I later read Bo Schembechler’s autobiography, Bo, co-written by Mitch Albom. In its pages he speculated that he might have driven the guys too hard on their trips to Pasadena. They did little besides practice. Most Michigan fans just thought that the team needed a passing game.

Jim Brandstatter and Dan Dierdorf.

Michigan Replay: Most U-M football games were not telecast in the Detroit area while we lived there. However, every Sunday evening Bo Schembechler appeared on a half-hour interview show with Jim Brandstatter13, who had been an offensive tackle on some of his very early teams. Sue and I watched these programs every week. When we moved to Enfield, one of the few things that we missed about the Motor City was watching Michigan Replay on channel 4.

I recently discovered that the Michigan Replay shows have been archived by the university and posted on the Internet here. I recently watched the show about the 1980 version of The Game in which neither side scored a touchdown. The first thing that I noticed was that Brandstatter just dwarfed Schembechler, who was himself a lineman in college. The second thing that caught my eye was Bo’s outfit. He was decked out in plaid pants and a grey sports jacket with a Rose Bowl pin. It was 1980, but Bo;s wardrobe was still in the seventies. I wondered if his wife saw this outfit before he left the house.

On the show Bo was charming and gracious. He always credited the players. What was so attractive about his approach on the show was how clear it was that everyone on the team gave 100 percent, and Bo loved them for it even when they failed. When Brandstatter heaped praise on the team’s defense, Bo insisted that the offense, which did not score a touchdown, did its part by running twice as many plays as the Buckeyes. His slogan—”Those who stay will be champions”—never rang truer.

Butch Woolfolk.

Bo v. the world as seen from Enfield 1980-1989: The Wolverines finally found a passing game, or rather a receiving game, in #1, Anthony Carter14, who was by almost any measure the most amazing player in the history of college football. He was named a consensus first-team All-American three years running. During those three years Michigan was definitely a running team. In the first two Butch Woolfolk15 rushed for more than 1,000 yards. In 1981 he set the single-season U-M record with a total of 1,459 yards.

Nevertheless, the “go to guy” was Carter. He was always the first read on a pass attempt and the last read on most. The two quarterbacks who passed to him, John Wangler16 and Steve Smith17, are remembered mostly as footnotes in tales of Carter’s heroics.

The 1980 season was the most memorable one for me. Bo’s coaching staff had been depleted in the off-season. He had to hire many new coaches, including Gary Moeller, Lloyd Carr, and Jack Harbaugh17. The team had a very shaky start. It barely beat Northwestern in the opener and the lost two non-conference games. The fans were dejected, but the team—especially the defense—seemed to get better with each game. The three games before The Game were all shutouts, and the Wolverines racked up 86 point. The 9-3 win in Columbus was ugly, but the victory over Washington in the Rose Bowl was absolutely beautiful.

I have several vivid memories of the period. Most of them are disappointments. I can picture in my mind Cris Carter18 making a fabulous catch for a touchdown. My recollection is that it won the game for the Buckeyes, but this was not the case. Jim Harbaugh, my favorite Wolverine of all time, rewrite the record book in that game and threw a 77-yard touchdown pass shortly after Carter’s reception had brought the Buckeyes back to within a field goal.

The 1986 team fumbled away the Little Brown Jug that had been on display in the Michigan Union since 1977 and also lost decisively in the Rose Bowl. I do not remember either of those. I do remember that Jim Harbaugh guaranteed that U-M would beat OSU. They did, but only because of a missed field goal. I remember many field goals missed at crucial times, but this was the only one by an opponent that I can recall.

Michigan won the jug back in 1987, but that team won only seven other games. They did beat Alabama in the Hall of Fame Bowl.

Bo’s penultimate team might have been his best job as a coach. Without any great stars it lost its first two games and tied Iowa at Kinnick Stadium. It then won four straight decisively, edged Ohio State in Columbus, and then won the Rose Bowl by upsetting Southern Cal 22-14.

The first game of Bo’s last year was the worst. Rocket Ismail zoomed for two touchdowns on kick returns, and #1 Notre Dame defeated #2 U-M in Ann Arbor but won the remainder of its regular-season games. In the Rose Bowl the Wolverines lost to USC by a touchdown. Bo was incensed by a holding call on a fake punt that had gained twenty-four yards. After the game he resigned as head coach and took a job as president of the Detroit Tigers. He was fired from that job in 1992.

Bo had had heart problems for a long time before he died in 2006. His legacy was smudged by his son Matt’s claim that Bo knew about sexual shenanigans by long-time university doctor Robert Anderson.

Gary Moeller years 1990-94: I think that it was during Moeller’s five-year tenure at U-M that I stopped watching U-M games. His first team lost a close game to Notre Dame and two regular-season games. However, they closed out the season with five wins (tied for first in the Big 10) and handily defeated Ole Miss in the Gator Bowl. The team had developed a passing attack with Elvis Grbac19 and Desmond Howard20.

The next year the team lost to Florida State, but won its other ten regular-season games. The highlight was a completely horizontal 25-yard touchdown reception by Heisman-winner Howard on a 4th down against Notre Dame. However, the Wolverines were humiliated in the Rose Bowl by Washington.

Desmond Howard’s incredible catch.

The team had three ties but no losses in Grbac’s last year. It went to the Rose Bowl again and this time defeated Washington. Tyrone Wheatley was the star

Todd Collins took over at quarterback in 1993. The team lost four regular-season games, but they closed out the season with a 28-0 mauling of OSU and and equally decisive bowl victory over NC State.

Ty Law, one of the greatest defensive backs ever, could not prevent the miracle.

1994 was the last year in which I watched Michigan football live. The disastrous game at home against Colorado was followed by losses to Penn State, Wisconsin, and OSU.

I remember storming out of the house at the end of the OSU game. I went for a long walk, and I was still upset when I returned. The team’s victory over Colorado State in the bowl game did little to mollify me. The stress of these games was becoming too much for me.

Gary Moeller was allowed to resign after being arrested in May of 1995 for drunk and disorderly conduct at Excalibur, a restaurant in Detroit. He served as an assistant coach in the NFL until 2002. He died in 2022.

Lloyd Carr with four-year starter Chad Henne.

Lloyd Carr’s years 1995-2007: Lloyd Carr was named interim head coach after Moeller’s untimely exit. It was made official after the team won eight out of the first ten games. I expected U-M to lose the finale against #2 OSU, and I did not get to see the 31-23 upset in which Tim Biakabutuka rushed for an astounding 313 yards. That team ended the season at the Alamo Bowl, where lost to Texas A&M. The 1996 team also beat OSU and lost its bowl game.

During Carr’s thirteen years as U-M’s football coach I was extremely busy at work. If I was not traveling on a given Saturday, I was certainly in the office from dawn to dusk. I had a small TV on which I occasionally watched football, but I don’t think that I ever watched a Michigan game. I did not even check the scores until I was sure that the game was over. I told people that my favorite weekend was U-M’s bye week.

Woodson should have worn a cape.

The 1997 team featured perhaps the greatest defensive back of all time, Charles Woodson, who had been a freshman phenom in 1995 and a consensus All-American in 1996. He was also used—to great effect—as a kick returner and wide receiver. The team won all of its games, but in The Game it needed a tremendous effort from the defense and special teams to overcome a moribund offense. It faced a very good Washington State team in the Rose Bowl.

I watched the game with my friend Tom Corcoran. Woodson was Superman without the cape, but the rest of the team struggled. With a 21-16 lead U-M had the ball with 7:25 to play. Michigan got two first downs passing (once to Woodson) before Wazoo took over on its own seven yard line with sixteen seconds to play. After a hook and lateral play and the most egregious example of offensive pass interference that I have ever seen WSU moved the ball to the Michigan twenty-six. The clock ran out as the WSU quarterback tried to spike the ball. They should have had a play ready to run. I remember telling Tom that I could not believe that this was what I was hoping for. I never wanted to go through anything so nerve-wracking again.

So, U-M was named national champion by the Associated Press, but the coaches voted for Nebraska, which was also undefeated.

The GOAT and the third baseman.

The next three years were bizarre. Michigan turned into “quarterback U”. Tom Brady24 and Drew Henson25 battled for the starting job for two years. Brady eventually prevailed. Henson started for U-M in his junior year, which was typified by a 54-51 loss to Northwestern that must have made Bo rip his hair out (if he had any left). Nevertheless, those three teams won bowl games over Arkansas, Alabama, and Auburn.

The last seven years of Carr’s coaching career were drearily predictable. There were only two quarterbacks. U-M beat OSU in 2004, John Navarrre’s senior year. Henne lost four times in The Game. They were all good teams, but …

Yours on Ebay for $4.99.

I watched onlyone game. I was visiting my dad in Overland Park, KS, the weekend in 2004 when U-M played San Diego State (coached by Brady Hoke) in Ann Arbor. U-M, which had lost to Notre Dame the previous week, were behind at the half. The on-the-field female correspondent stuck a microphone in Coach Carr’s face and asked him what he expected in the second half. He said, “I expect a comeback.” U-M did win, but it was really ugly.

The worst and best games were in the last year, 2007. The loss to Appalachian State in Ann Arbor was, at the time, the low point of Michigan Football in my lifetime. The victory over Florida (coached by Urban Meyer and led by Tim Tebow) in the Capital One Bowl was a pleasant surprise. U-M had four turnovers, but Henne passed for 373 yards and was named MVP.

Coach Carr was living in Ann Arbor in 2024.

Rich Rodriguez and Brady Hoke 2008-2014: I felt strongly that after Carr retired U-M should have hired Jim Harbaugh. After a long career as a quarterback in the NFL he had coached the Raiders’ quarterbacks for two years and then transformed a horrible University of San Diego team into conference champions in only two years. Stanford hired him in 2007, but I suspected that he would have accepted any reasonable offer from U-M. Instead someone decided to pay West Virginia University $2.5 million to allow its coach, Rich Rodriguez, to forsake the Mountaineers and come to Ann Arbor.

I saw two of the games of the Richrod/Hoke era in person. Sue and I were in Ann Arbor in 2008 for the team’s home debut against Miami University. It was a horrendous game. I suspected that Miami would have won if its quarterback had not been injured.

It took a couple of years, but Rodriguez was able to field a pretty good offense built around Denard Robinson. The big problem was on defense. Richrod hired Greg Robinson to coach the defense, and the results were absolutely pathetic. U-M fans were not accustomed to teams running up the score on them, but it became commonplace.

The other game that I viewed in person was in Hoke’s regime, but it was also horrendous. It was a night game played at Rentschler Field in East Hartford in 2013. More than half the fans were wearing Michigan’s colors. It was very close up to the end. Michigan ended up with a 21-14 victory.

That game increased my appreciation of the alcohol-free atmosphere of Michigan Stadium. Some UConn fans were really obnoxious. However, the team’s play did not impress me at all.

Michigan somehow beat OSU in Brady Hoke’s first appearance in 2011. That team also defeated Virginia Tech 23-20 in the Orange Bowl. However, it was downhill from there. The 2014 team’s record was 5-7, which caused Hoke to be fired. The Athletic Director who had hired him, Dave Brandon, resigned.

Harbaugh was different.

Jim Harbaugh pre-Pandemic 2015-19: My career as a cowboy coder had just ended when Jim Harbaugh’s stint as U-M’s head coach began. He brought “an enthusiasm unknown to mankind” and a basket of new ideas. He took all of the players to Rome as part of Spring practice. He conducted coaching clinics in the southeastern U.S. These radical approaches to the job and the fact that he almost always spoke his mind engendered a lot of enmity against him in the community of coaches.

The 2015 team was much improved. After losing to Utah on the road to open the season the Wolverines won nine of the next ten games. The only blemish was a loss to MSU in Ann Arbor that was reminiscent of Keystone Kops, On the last play of the game the snap to the punter went astray leading to a 27-23 victory for Sparty. In The Game at the end of the season the team was clobbered by OSU, but the Wolverines delivered an even worse thrashing to the Florida Gators in the Capital One Bowl.

Harbaugh with Wilton Speight, who lost an entire season to a back injury.

The next four years were more of the same—one or two stumbles early, lots of very promising victories, and a blowout loss in The Game. In these years, however, the bowl games were also losses. Fans were becoming upset with Harbaugh, but those OSU teams were extremely good. Their teams were loaded with five-star recruits, and U-M’s quarterback always seemed to get hurt near the end of the season.

Brian Cook.

MGoBlog and BPONE: MGoBlog was founded by Brian Cook in 2004. I must have discovered the website that covered all of Michigan’s sports shortly after that because I am pretty sure that my dad told me that he was impressed by how much I knew about the U-M football team even before he moved to Enfield in 2005. The emphasis of the blogs was on football, of course. The most amazing aspect was that someone (Brian at first, later Seth Fisher) charted and analyzed every play of every U-M football game.

Brian and Seth also appear on the Michigan Insider radio show that was hosted weekly by Sam Webb on WTKA and was streamed on MGoBlog.com. Craig Ross, a lawyer who was born a year or two before I was, also appeared on the show. Ross was a super-fan of all of the U-M sports.

Top row: Sam and Seth. Bottom row: Craig and Brian.

I have spent an inordinate number of happy hours reading and listening to these guys and the other members of the MGoBlog crew. I especially appreciated the analysis of the strengths and weaknesses of U-M’s opponents that was provided by Alex Drain.

Brian, who was a very talented writer, often bared his soul about sports and his personal life. He invented the acronym BPONE, which stood for Bottomless Pit of Negative Expectations. It described a state of mind when one can no longer appreciate the positive aspects of viewing sports because he/she (hardly ever she) is convinced that they will be overwhelmed by negative aspect in the end. BPONE is precisely the reason that I gave up watching the Wolverines on television. Once you have seen Colorado’s “Miracle at Michigan” or the bungled punt attempts against MSU and Appy State it was difficult to keep them out of your mind.

Harbaugh’s glory years 2021-23: I should pass over without mentioning the monumentally stupid college football season of 2020. U-M won two of the six games in which it was able to field a team of players who did not have Covid-19. I blame Trump, who insisted that all the teams should play during the second wave of the most infectious disease anyone had seen.

Aidan Hutchinson was the best defensive player since Woodson.

In preparation for the 2021 season Harbaugh had dramatically reshuffled his assistant coaches. The primary goals were to design offenses and defenses that would be effective against the ones used by Ohio State. The players recruited for these new schemes were big, tough, and smart. Harbaugh promised that he would beat Ohio State or die trying.

McCarthy and Mc

Expectations for the 2021 season were not high in Ann Arbor, but there were some scraps of good news. Aidan Hutchinson30, the All-American defensive end, returned. Cade McNamara and five-star freshman J.J. McCarthy seemed promising as quarterbacks.

In fact, this was a very good team. It lost a heart-breaker to MSU in the middle of the season when Kenneth Walker III ran for 197 yards and five touchdowns, but the Wolverines still entered the Ohio State game with a surprising 10-1 record. The team played an inspired game and defeated the Buckeyes by a score of 42-27. They then annihilated Iowa in the conference championship 42-3. They were ceded #3 in U-M’s first appearance in the College Football Playoff. The team was outclassed by eventual champion, Georgia, 34-11. Nevertheless, this was was the most accomplished Michigan team since the 1997-98 team that was named national champion by the AP.

When Corum got hurt, Edwards stepped up.

Even Brian Cook was optimistic about the 2022 team. Hutchinson was gone, but this team had two legitimate quarterbacks, two outstanding running backs, Blake Corum and Donovan Edwards, outstanding receivers, and the best offensive line in the country. The questions were on defense were quickly answered. The team breezed through its first ten games. A stubborn Illinois defense nearly engineered an upset in Ann Arbor, but the team was still undefeated and ranked #3 for The The Wolverines prevailed in Columbus for the first time since 2000 by a score of 45-23. They then sleepwalked past Purdue in the Big Ten championship and entered the CFP ceded #2.

Sherrone Moore (left) and Jesse Minter were probably the best offensive and defensive coordinators in college football.

Their opponent in the semifinal was Texas Christian. Michigan was favored by almost everyone, but J.J. McCarthy had a terrible game, and Blake Corum had been severely injured late in the season. The defense also had trouble stopping TCU’s attack; it did not help that two or McCarthy’s early passes were intercepted and returned for touchdowns. In the end the Horned Frogs won 51-45. Perhaps it was just as well that U-M lost that game. Georgia overwhelmed TCU in the final.

The 2023 team had one goal: to win the national championship. Almost all of the important players and coaching staff returned. The team was ranked #2 behind Georgia for nearly the entire season in both polls.

Connor Stalions.

Two silly “scandals” were distractions. Because of allegations of recruiting violations in the Covid-19 year31 Harbaugh did not attend the first three games, which were blowouts of non-conference teams. Because of bizarre behavior of a low-level analyst with the unlikely name of Connor Stalions. He apparently bought tickets for people for games of prospective U-M opponents. Some of them allegedly took videos of the signs used to signal plays32 to the field. The Big Ten’s investigation resulted in the firing of one coach and the requirement that Harbaugh not be on the field for the team’s last three regular season games.

Corum was the star in overtime, but everyone contributed.

Those three very important games—were overseen by the Offensive Coordinator, Sherrone Moore. The results were decisive victories over Penn State, Maryland, and Ohio State. Michigan then shut out Iowa in the last conference championship game ever. After Seth Fisher analyzed each play of U-M’s semifinal overtime triumph over Alabama in the Rose Bowl he called it the greatest of Michigan’s 1,004 victories. The victory over Washington in the final game was less dramatic but equally satisfying.

In the end Michigan was the unanimous choice as #1, and the NCAA said that they had won the title fairly.

Denouement: Nick Saban, the long-time extremely successful coach at Alabama retired. Harbaugh resigned after agreeing to become the head coach for the Chargers, one of his old teams. Sherrone Moore was named U-M’s head coach. McCarthy, Corum, and quite a few others went pro. Some of the coaches accompanied Harbaugh to wherever the Chargers play these days.

In February of 2024 I watched the entire Rose Bowl game v. Alabama. I could not have watched it live. There were too many times in which Michigan committed unbelievable blunders that threatened to blow the game open. The FIRST PLAY was an interception that was overruled! BPONE would have overcome me. At least one vital organ would have failed.

How will Michigan do in the future? I sincerely doubt that the heroics of team #144 will ever be matched by any Michigan team in the future. College football has changed so drastically in the early twenties, and most of those changes do not bode well for the Wolverines.

I am quite happy that I got to experience this event even though I refused to make the kind of emotional investment in the team that others did. Their reward was no doubt greater.

1. Len Dawson, a Purdue graduate, led the Chiefs to victory in Super Bowl IV. He died in 2022.

2. Curtis McClinton, who went to the University of Kansas, was the AFL’s Rookie of the Year in 1962. He played nine years for the Chiefs. He was still alive and living in KC in 2024.

3. Fred Arbanas was a graduate of Michigan State. In January of 1965 he was assaulted in KC and lost vision in one eye. He nevertheless was an All-Star for the Chiefs for several years after that. He died in 2021.

4. The only one that I missed was one of the greatest U-M games of all time, the 1969 Ohio State game. I opted to attend a debate tournament in Chicago instead. This was one of the poorest choices that I ever made. I even gave away my ticket, which was on the 50-yard line halfway up.

5. I never heard anyone call him “Billy” in the year that he lived in A-R. He was generally known as BT, just as Darden was commonly called TD.

6. This game was attended by my parents while I watched on TV in Leawood! I was on my holiday break from classes.

7. Michigan easily won all ten games before the OSU game. The combined scores of it first three home games was 140-0.

8. Dennis Franklin had a cup of coffee with the New York Lions. He lived in Santa Monica, CA, in 2024.

9. Mike Lantry was my age. If he had gone to U-M after high school, he would have played when I was an undergrad. Instead he went to Vietnam. Although he held many records for kicking when he graduated, and he was a first team All-American, he is best remembered for three crucial kicks that he missed in the 1973 and 1974 OSU games. In 2024 he was living in Florida.

10. Rick Leach was still alive in 2024. His professional career was as a baseball player, mostly riding the pine with the Detroit Tigers.

11. Harlan Huckleby played six years for the Green Bay Packers. He was still alive in 2024.

12. Charles White played for the Cleveland Browns and the Los Angeles Rams. He led the NFL in rushing in 1987. He died in 2023.

13. Jim Brandstatter was in the same class as TD and BT. He tried out for the NFL but never played. He had a very long career in broadcasting. He was still alive in 2024.

14. Anthony Carter’s official height was 5’11”, and his weight was 168 lbs. I was two inches taller and 23 lbs. lighter when I entered the army. So, I was much skinnier than Carter. However, compared to nearly all football players, Carter was a midget. He set an incredible number of records. You can find them on his Wikipedia page, which is posted here. Carter was still alive in 2024.

15. Butch Woolfolk was a track star as well as one of the all-time great running backs at U-M. He also had an outstanding professional career. He was still alive in 2024.

16. John Wangler had to fight for the quarterback job his entire career at U-M, and he did not make the grade in the NFL. Nevertheless he will always be remembered for that pass in the Indiana game and his victories in The Game and the Rose Bowl. He was still alive in 2024.

16. Steve Smith started at quarterback for U-M for three years. He played for a couple of years in Canada. He was still alive in 2024.

17. Jack Harbaugh was the head coach at Western Michigan and then Western Kentucky, where his team won the Division I-AA national championship in 2002. The most important aspect of his career at U-M was probably the introduction of his son Jim to the nicest football town and best program in the country. Jim hired him as an assistant coach in 2023 (at the age of 84), and he was on the sideline coaching away when the Wolverines finally won it all in 2024.

18. Cris Carter was a phenomenal receiver, perhaps the best ever, but he had difficulty staying out of trouble. He was suspended for his senior year (1988) at OSU and then had a long and checkered NFL career. The high spots were lofty enough to get him into the Hall of Fame. Since his retirement after the 2002 season he has had had a few jobs in sports broadcasting.

19. Elvis Grbac had a reasonably successful, at least in financial terms, eight-year career in the NFL. He retired to become athletic director of his old high school in Cleveland. Believe it or not, he had a brother named Englebert.

20. Desmond Howard, who went to the same high school as Grbac, had a very successful NFL career and an even more successful career as an analyst at ESPN. I sat next to him on an airplane once during the early days of his career there.

21. I was astounded to learn that in 2023 Tyrone Wheatley had been hired as the head football coach at Wayne State in Detroit. He had a long and successful NFL career with the Giants and Raiders.

22. Todd Collins was never a big star at U-M, but his NFL career, which started in 1995 lasted until 2010, although on two different occasions he took a few years off. He was never a starter, but he evidently was widely considered a reliable backup.

23. Charles Woodson was just as good in the NFL as he had been in college. He played from 1998 to 2015, an astonishingly long career for a defensive back. The greatest interception of all time can be viewed here. In 2024 Woodson worked as an analyst for Fox.

24. Tom Brady became the greatest quarterback of all time in the NFL.

25. Drew Henson dropped out of school after his junior season and signed a contract with the New York Yankees. He bounced around in the minors before and played only eight games with the Yankees before retiring in 2004. He then tried the NFL, where he saw very limited action over a five year career. He was still alive in 2024, apparently working for a company that advised players on economic matters.

26. John Navarre was drafted by the NFL, but he played in only two games. In 2024 he lived in Elmhurst, IL.

27. Chad Henne played fifteen years in the NFL, mostly as a backup quarterback. His last few years were with the Chiefs. He retired in 2023.

28. This is my favorite figure of speech. It is called preterition.

29. Thankfully Walker played only one season for MSU. He was drafted by the Seahawks.

30. In 2024 Aidan Hutchinson was the cornerstone of the rebuilt Detroit Lions.

31. Brian Cook and the other MGoBloggers call this incident “hamburgergate”.

32. I was shocked to learn that it was illegal to go to other teams’ games to scout. I also assumed that everyone tried to “steal” signals and that teams took measures to make this nearly impossible. The NFL has installed technology that allows the coaches to talk to the players on the field. College coaches refuse to consider this arrangement.

1997-2014 TSI: AdDept Client: Stage Stores

Posted on by
3

People and events at SRI/Stage Stores. Continue reading →

Everyone with whom I dealt—and there were a great many people over the course of seventeen years—-called the large retailer based on the south side of Houston “Stage Stores”. Even their LinkedIn pages refer to Stage Stores. However, our contracts1 were definitely with a company named Specialty Retailers, Inc. (SRI). The checks that we received were from SRI. This always seemed strange to me, but I managed to piece together from various sites on the Internet something of an explanation.

I spent many hours at the headquarters building on South Main. The visitors’ parking was perhaps thirty to the right of the palm tree.

SRI was incorporated in 1988. I was unable to discover who the original stockholders were or who ran the corporation. I also have no idea what, if anything, SRI did in its first four years of existence.

In 1992 the company purchased a Colorado-based retail company named Fashion Bar, Inc., which had seventy-one stores. The larger ones were branded as Palais Royal or Bealls2. The rest were known as Stage Stores. In the nineties SRI purchased a large number of other stores. Most of them bore the Stage logo. SRI’s headquarters at 10201 South Main3 in Houston was known locally as Stage Stores, and that name, as you can see in the photo, was displayed prominently over the entrance. The only stores that were actually located in Houston were branded as Palais Royal. I recall actually purchasing a leather belt in one of them. Many people in Houston knew about Palais Royal, but Stage Stores and SRI were probably not on their radar.

In late 1996 or early 1997 Doug Pease, TSI’s Director of Marketing, received a call from Brenda Suire4, the Director of Finance for Stage’s Marketing Department. Doug and I flew on Continental Airlines to Intercontinental Airport in Houston to meet with Brenda and some other employees. We were somewhat surprised by the length of the drive from the airport to Stage’s headquarters.

The blue route on the map at left suggests driving through downtown Houston. That route would only be considered if the trip was in the middle of the night. We always took the western loop on I-610.

On the second day in Houston I demonstrated the functionality and design of the AdDept system at the local IBM office. It went over very well.

I recently found in my notes from January of 2001 some of the items that were included in the contract that resulted from that presentation and subsequent negotiations.

I was surprised to discover that in 1997 Stage paid us over $8,000 for the expense payables, sales, MM Plus, and AdSEND (!) interfaces. No wonder we made so much money in those days. We have no choice but to give them the assistance they need to get the first three working. They don’t use AdSEND any more, thank goodness, and I am pretty certain that no one remembers that they paid for this. I don’t remember coding an expense interface for Stage, but we clearly did it in 1998.

As part of that initial contract the programmers at TSI wrote a great deal of new code. Stage Stores had more stores and fewer merchandise departments than the first few AdDept customers. In most of their markets they operated only one store. They were therefore much more interested in the ratios of media dollars spent on each store to the amount of sales that the store generated than in sales and expenses by department. To provide this information we wrote code to accept sales by store from the corporate systems. We also wrote a set of reports that showed the ratio of advertising expenses to sales for each store.

No one at Stage Stores had previously examined the broadcast (i.e., radio and television) advertising too carefully. The buys and audits were done by a lady (I don’t recall her name) from Reynolds Communications. She used SmartPlus5 software to make the schedule and audit the spots that each station ran. Stage soon discovered that she had been spending much too much money on television buys, especially in one-store markets in Louisiana. She knew that the company had a store in those markets, but she had no access to sales data.

As often seemed to happen in AdDept installations, this unexpected revelation allowed Stage Stores to save enough money on an inefficient use of funds to justify most of the cost of the entire system.

Brenda, Floyd, and Denise Bessette at TSI’s office.

Training and installation: In 1997 Stage sent three employees to TSI’s office in Enfield for several days of intensive training: Brenda, Floyd Smith6, and Hugo DuBois7. The emphasis of the training was on how to get the most out of the AdDept software in their environment.

Floyd was Brenda’s right-hand man in the business office. For the first few years—which (for reasons unrelated to the system) were rather chaotic—Floyd was the liaison between TSI and Stage. Hugo, a native of Belgium, managed the department’s local area network. He mainly worked with the production and creative people. I am not sure why he came to Enfield. Hugo’s only role in the project was to connect the network to the AS/400 and to install and configure the software on individual PC’s and Macs so that the department’s employees could access the AdDept system.

After the AS/400 had been delivered, and the network was connected to it, I flew to Houston to install the AdDept software and configure the database. Over the next few months I returned to help them deal with problems, to show them how to use new features, and to gather ideas about further development. I soon discovered that there was a better way to get from Connecticut to Stage. On most trips I flew on Delta or American and landed at Houston’s smaller airport, Hobby. Not only was it much closer to Stage, but there was usually a better choice of flight times.

Denise, Floyd, Hugo, the top of Brenda’s head, and Steve Shaw at TSI’s office.

Within a year or so the system was running fairly smoothly. Then in 1998 Brenda left Stage Stores, and for a while Floyd ran the advertising business office. His primary assistant was Toni Young8. One of the primary AdDept users was Renee Mottu9, who managed the expense invoices.

Fortunately for TSI, for the next year our involvement with Stage was reduced to answering phone calls and resolving mundane issues. I say “fortunately” because even though Stage Stores declared Chapter 11 bankruptcy in 1999, the effect on TSI’s bottom line was minimal. The effect on daily life in Stage’s advertising department was for a considerable period much more severe. My notes after a visit to their headquarters in January of 2000 stressed that “Those poor people spend half of their time trying to persuade newspapers to run their ads.”

Karen is in the red jacket. The man who is obscuring Floyd is, I think, the Advertising Director.

Brenda was replaced by Karen Peltz, who had held a similar position at Foley’s10, the chain of department stores owned by the May Company that was also based in Houston. At the time Foley’s had been using AdDept to solve various problems in its advertising department for five years. I had worked with Karen at Foley’s, but only a little. Eventually Floyd moved to another position at Stage Stores, and Toni Young managed the day-to-day operations of the marketing business office thereafter.

Joanne’s LinkedIn photo.

I had only a few interactions with Joanne Swartz11, the Senior VP of Marketing, and the guy who was Advertising Director. I do not remember his name. I think that Karen reported directly to Joanne.

I dealt with two people in the media area. The woman’s name was Deidre Prince11. I do not remember the guy’s name, and it is not in the notes. I also remember Sandra Green, who used AdDept for buying newspaper space. She seemed to have a lot more difficulty using the system than anyone else did.

My notes: I discovered quite a few email messages that I sent back to TSI’s office from Stage. They are dated between October 1999 and January 2001. I’ll start withe the earliest one

The New Skin bottle and the shaving/ medical kit that I kept it in.

Not a great start today. I woke up at 6 AM. I got up and stumbled around the hotel room for a few minutes. I ironed some shirts and pants. At 6:55 I shaved. I looked in the mirror and saw Dracula. The blood was pouring from my lip. It took over 40 minutes for it to stop bleeding. I painted the New Skin on it. I got dressed and went to Stage. The New Skin held until almost 5 PM. Then I bled all over my shirt and pants, but this time I got it to stop in only about five minutes. Life on the road is so glamorous.

Renee Mottu is looking for suggestions as to how to remove two possums that have taken up residence beneath her mobile home. She rejected my idea of sending in a dachshund. She said that the possums would eat a dog.

I didn’t get to run tonight. Toni Young told me about a good trail. I put on my running duds, followed her directions, and drove around for about 25 minutes looking for the place. I never found it. I drove back to the hotel, got some food, and settled into my room to watch “Norm” and “The Drew Carey” show.

I am pretty sure that the woman with the big hair to the right of Floyd is Renee Mottu. I don’t remember the names of the other two ladies.

The first paragraph refers to a blue-black circle that appeared on my left lower lip in the nineties. It has never caused any pain, and it has not bled in the last decade or so. The story of Renee and her possum continued for a few visits. Before reading the above I had totally forgotten that for a while Norm McDonald had a network television show.

The following are from the subsequent two days on the same trip.

Toni and Floyd.

It was in the 80’s here yesterday, but it felt cooler. There was almost no humidity, which is rare for Houston. Floyd’s office was freezing. He has an electric heater in his office. We had it running most of the day even though we had six people crowded around his PC all day long. I brought sweaters, and I will wear one today.

Stage has network printers. We sent a 40-page report to Floyd’s printer about noon. It was still in SND status when I left at 6 PM. Floyd said it will sometimes not print until the next morning. Have they ever complained about this? I think the culprit may be the faxing. They were faxing all day yesterday.

I noticed at Stage that their floors must not be very level. The pieces of their desk units come together at angles. I also noticed that some units were raised off the floor as much as an inch on one side.

I don’t think that I could possibly in good conscience approve more than five months for the palm tree research project at this time.

How much do you think is the monthly fee that Reynolds Communications charges Stage to handle (including auditing and approving invoices from stations) their broadcast advertising?

I don’t remember the precise answer to the last question, but I am pretty sure that there were two digits to the left of the comma. The next set of emails came from the trip that began on January 11, 2000.

This Silver Medallion card expired many years ago.

I was dreading the flight to Atlanta. I envisioned myself standing in line with the common people now that my silver medallion card has expired. I was delighted to discover that my ticket still says “Silver Medallion.” Half of the flight got on with the medallion status group.

The phone on my seat on the flight from Hartford to Atlanta has a little LCD display. It discloses the NASDAQ closing price every few minutes along with advertisements for various ways to spend your money on the phone.

A lady on the Atlanta flight has striped hair. Not streaks, stripes. She has brown hair intermixed with ½” blonde stripes. I guess it is a look.

The flight from Atlanta to Houston sat in the gate for about 20 minutes. Then we got in the usual long line to take off. It must have been over 100 degrees in the cabin by the time we hit the skies. The guy in the seat in front of me pushed his seat all the way back. I have therefore had to turn 45 degrees and put my laptop on my lap. Even so it is uncomfortable to type. Thankfully there is no one next to me.

Listening to Kiri Te Kanawa sure beats listening to salesmen. On my last few flights the planes were full of families and college students. The passengers on both of Tuesday night’s flights have been mostly middle-aged men.

I still have a 45 minute drive ahead of me after this flight, which won’t get in until about 11:00 central time. I need some caffeine.

I used the air conditioner in the car all the way from the airport to the motel.

… Renee Mottu asked me to hire her. I told her that we needed experienced, or at least trained, programmers. She pressed me on this. She said that she was sure she could learn programming and that Floyd would give her a good reference. By the way, she said all of this in front of Floyd.

I’ll take a dachshund any day.

I remembered to ask Renee what happened to the possums living under her trailer. She said they were still there. I repeated my recommendation about the dog. She said she didn’t have one. I said she should borrow one. She asked me (!) if I knew anyone who had a dog she could use. Later I heard her walking around intoning “Does anyone have a dog I can borrow?”

I think that by 2001 Stage Stores must have been emerging from bankruptcy and resuming their strategy of expansion by purchasing other chains. The biggest of those was the acquisition of Peebles, a chain of 125 department stores based in South Hill, VA.

For some reason the management at Stage wanted to keep track of all expenses and co-op income of the Peebles stores separately. This was the first, but not the last, time that I installed a second AdDept database on the same AS/400. There was still only one set of programs, but each user had two AS/400 user ID’s. Their profiles determined which database would be used.

Here are some of my notes from January of 2001:

Leaping Lanny Poppo became one late in his wrestling career

The meeting in the afternoon went well. Joanne, the advertising VP introduced me as “the resident genius.” The project has been scaled down. We need to be able to do accruals at the store level for media and production at the store level. We also need to be able to do prepaid to expense. One unusual wrinkle is that they do not want to allocate creative costs to stores. They want to be able to get ratios of advertising expense to sales from AdDept, but we must be able to reconcile this with what is in the G/L.

I was glad that I was an outsider at this meeting. The politics was just barely below the surface. Chuck, who I think is the CFO, put Joanne on the spot about something that was not even on the agenda. Their explanations were not at all impressive. The experience had the happy effect of reminding why I did not like working at a larger company.

Toni Young says that she thinks that Renee Mottu never got rid of her possums.

It turns out that what Stage really wants to do most is to start using what they have and what we have previously proposed—SmartPlus interface, sales interface, and expense payables interface. They spoke of the SmartPlus interface as if it were a done deal. I don’t recall them purchasing this module. I brought back the file layout for the expense interface. I did not come back with a lot of specs for new projects. Believe it or not, they want another week of my time. Both Karen and Joanne (the Senior VP) seriously asked me to stay over the weekend and spend next week in Houston. I didn’t tell them this, but I don’t think that I could have lasted for 24 days.

01/07/01: I was surprised to discover that in 1997 Stage paid us over $8,000 for the expense payables, sales, MM Plus, and AdSEND (!) interfaces. No wonder we made so much money in those days. We have no choice but to give them the assistance they need to get the first three working. They don’t use AdSEND any more, thank goodness, and I am pretty certain that no one remembers that they paid for this. I don’t remember coding an expense interface for Stage, but we clearly did it in 1998. I will write up a quote to change it to work the way that the new documentation states.

Toni Young said that she thinks that Renee Mottu had not solved her possum problem.

I saw a sign at Stage Stores offering a $3,000 bonus to any employee that refers someone hired as a senior analyst in IS. The candidate must have five years of COBOL or Oracle experience.

Evidently I had already scheduled most of the rest of the month of January 2001 to travel to other clients so that if I had agreed to stay in Houston over the weekend and the following week, I would have been on the road for twenty-four days in a row! In those days we were charging $1,000 per day for my time. If Stage had still been in Chapter 11, I doubt that they would have proposed spending another $7,000 for another week of my presence. The bankruptcy court would have needed to approve the expense.

AdSend was a service offered by the Associated Press for sending the images of ad layouts to the newspapers. Hugo once told me that the company had twelve T-1 lines (TSI had one), and, according to him it was not nearly enough.

The neighborhood: Stage seemed to be a nice place to work. The headquarters was a fairly nice building located on the south side of Houston. They always provided me with a comfortable place to work, and there was ample parking in spaces reserved for vendors. The building also had a cafeteria that offered good food at very reasonable prices. I always ate lunch there, usually by myself. Many employees arrived at work early and ate breakfast there.

I took this photo of Enron Field under construction. It is now called Minute Maid Park.

It was not too easy to reach by a car driven from the south. Just north of the building Main Street became a divided highway with restricted access. Since I always stayed in a hotel north of the building, I had to drive my rental car to the first exit, drive under the highway, and then take the access road back to Stage’s driveway.

Most of Houston’s explosive growth had been in other directions. There was not much south of Stage’s location. However, just north of the building were the medical centers for which Houston was famous and Enron Field, which is where the Houston Astros played after the Astrodome was abandoned in 1999. I got to see (and photograph) the construction of the new stadium.

According to Yelp Marco’s is closed, but it still has a website.

I usually stayed in a Hampton Inn a few blocks from the stadium. My favorite restaurant was a Mexican place called Marco’s. Located in a hard-to-reach strip mall near my hotel, it was where I first became acquainted with tacos al carbon, one of my favorite dishes. Marco’s had ridiculously low prices. I often told the manager that they should open restaurants in the northeast. They could have doubled their prices and still filled the place every night.

During a couple of multi-day trips to Stage I met up with Sue’s cousin, Mark Davis, for supper. He worked for Exxon Mobil. We usually at an Olive Garden. The conversation was better than the food.

I jogged on the streets near the hotel nearly every evening when I visited Stage. I worked out a route that kept me on streets that had very little traffic.

Eventually I discovered a delightful dirt track that surrounded a golf course in Memorial Park. I drove there every chance that I got. A loop around the track was a little less than three miles. I usually did two loops. There is no chance that I would ever move to Texas. However, if I did, it would be to Houston, and the primary motive would be to gain access to this track every day.

The people: I was quite surprised by the LinkedIn pages of the people with whom I worked at Stage. We had not done much work for the company after 2008 or so. Consequently, I really had no idea who was still working there after that. I discovered that many of them remained at Stage Stores quite a long time after I last saw them or talked with them.

Brenda on Facebook.

TSI’s initial contact, Brenda, departed in 1998. I don’t know why she left Stage so soon after we did the installation. There might be a story there. I don’t recall ever hearing her name mentioned again.

I have many memories of Floyd. He was definitely a family man. He was always cheerful and business-minded. He always ate lunch at his desk. His office was not very large, but it had two doors, which he kept open. Some people used his office as a shortcut to get from one part of the marketing department to another. I was surprised when he and Toni seemed to switch jobs after Karen arrived. That was never explained to me. Floyd was employed by Stage Stores until 2011.

I was acquainted with Karen from her days at Foley’s. When she arrived at Stage, she made it clear to me that one of her top priorities was for the department to make better use of AdDept. A Republican, she assured all of us in January of 2001 that George W. Bush “will not be that bad.” After his two incredibly stupid wars and an economy that totally tanked while he and his cronies watched helplessly, most historian vehemently disagree.

Karen was, to my amazement, an avid biker—not mountain bikes, Harleys. She and her husband rode up to the big gathering in Sturgis, SD, at least once. I have always told people that if you saw me on a motorcycle, you can be certain that I will also be smoking a cigarette and showing off my piercings and tattoos.

Karen worked at Stage until 2013, twice as long as her stint at Foley’s. Her LinkedIn page lists no jobs after she left Stage Stores.

I remember that Hugo drove a Saturn—as did I during that period. His, however, was a coupe. If I had known that Saturn sold two-door cars, I would have bought one. Hugo stayed until 2017.

Toni and Floyd.

I did not really have much personal contact with Joanne, aside from that one meeting that they asked me to attend in 2001. I do remember that on one occasion I overheard Renee accosting her in the hallway. Renee said, quite loudly, “Joanne, I need a raise!” If Joanne replied, I did not hear the answer. Joanne left Stage Stores in 2012.

Toni apparently never left Stage Stores. The more that I worked with her the more that I respected her.

Somebody, Floyd, and Deidre.

When I met Deidre I asked her if she was related to Diana Prince. She did not know whom I was talking about. I guess not everyone was a fan of Wonder Woman on TV and in the comic books.

I think that Deidre was our main contact when I showed the AxN12 system to the department in 2003 or 2004. They enthusiastically endorsed it and used it until they outsourced the buying of newspaper space to an outside company. Deidre left Stage in 2011.

Epilogue: I think that our last major dealings with Stage were the implementation of AxN and the Peebles project. Nevertheless, they were still using AdDept when TSI went out of business in 2014.

Unlike most retailers Stage Stores continued to expand in the twenty-teens by acquiring other chains. In 2017 Stage acquired the assets of the Gordman’s chain of department stores and quickly converted all of them to sell off-priced items. This worked so well that they began to convert most of their other stores to the same format. In the November 2019-February 2020 quarter sales were up 19 percent14.

Then the pandemic struck and Stage Stores was stuck with a lot of debt and 738 stores that could not be expected to generate any revenue in the immediate future. The price of the company’s stock plummeted. In May of 2020 Stage entered Chapter 11 again, and in August it announced that it was liquidating all of its holdings.

1. For some reason SRI insisted on a new contract every year. We had contracts with all of our AdDept clients, but all of the others were open-ended.

2. There is also an unrelated chain of department stores with the Bealls moniker that is based in Florida. My unsuccessful pitch to that company is detailed here.

3. Years after TSI was closed SRI moved to an office building at 2425 West Loop South. I tried to use Google Maps to find the Main Street building with which I was so familiar, but I failed. I think that it must have been demolished.

4. Brenda’s LinkedIn page is here. I had trouble remember her last name. I sent an email to Floyd Smith asking if he knew it. He replied, “Sure. She is also on Facebook..” Confused, I asked again. Floyd wrote, “Suire is her last name.  Sorry about that spell check changed it last time.”

5. The Media Management Plus product was renamed SmartPlus. I think that this may have happened when the company was purchased by Arbitron, the rating service. On the Internet I found a very detailed description of what SmartPlus did. It is posted here.

Floyd’s LinkedIn photo.

6. Floyd’s LinkedIn page is here.

Hugo’s LinkedIn Photo.

7. Hugo’s LinkedIn page can be viewed here.

8. In 1997 I was only 49. I was shocked that year to learn that Toni Young, who was younger than I was, had a grandchild who was by no means an infant. Her LinkedIn page is here.

Toni’s LinkedIn Photo.

9. I found no LinkedIn page for Renee Mottu. Her Facebook page is here. I was surprised to discover that it contained even less than mine does.

10. A great deal more has been written about the AdDept installation at Foley’s. The account is posted here.

11. Joanne Swartz’s LinkedIn page can be viewed here.

12. Deidre Prince’s LinkedIn page is here.

13. AxN was the name that I gave to TSI’s Internet program for management of insertion orders that AdDept users sent to newspapers. Its system design is explicated here. The marketing history is described here. Stage’s use of the system was one of the main reason that the number of subscribing newspapers grew so large—at one point over four hundred!

14. The Philadelphia Inquirer picked up this story from the Washington Post and posted it here.

1999-2002 TSI: The Million Dollar Idea

Posted on by
6

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.

1991-2006 TSI: AdDept Client: Hecht’s

Posted on by
7

A May Co. division with headquarters in Arlington, VA. Continue reading →

In 1991 I received what probably was the most welcome business telephone call in my life. At the time TSI had only two AdDept1 clients, Macy’s Northeast2, and P.A. Bergner & Co.3 I had recently sent to the advertising directors of several dozen other large retailers a letter that described the AdDept system and the positive effects that it had produced at its first two installations. The phone call was from Barbara Schane Jackson4 of the Hecht Company, a department store chain in the mid-Atlantic area. I did not realize it before that first call, but Hecht’s was one of the divisions of the May Company.

Barbara explained that the advertising department was looking for a system that would handle its administrative requirements. She emphasized that it absolutely must be able to produce the data for the 790, a monthly report required by the May Co. that broke out advertising expenses and co-op at the CCN5 level. She explained that at the end of every month the financial area of the department struggled to get the report out by combining the data from many spreadsheets. They were barely able to do this by leaving six or seven PC’s running all night. There were two big disadvantages. 1) If anything went wrong, they had no plan B. The May Co. required them to file the report within a week after the end of the month. 2) Hecht’s had recently acquired more stores, and they anticipated more acquisitions in the near future. Their PC approach probably could not handle the additional load.

When I assured her that this sounded feasible, Barbara invited us to visit their headquarters in Arlington, VA, and, if possible, do a demo of the system. This was music to my ears. Not only was Hecht’s a very well qualified prospect for the AdDept System. If we did a good job, we would have a much better chance of signing up the eleven other divisions of department stores owned by the May Company that were all very well-qualified prospects for the AdDept system .

Our marketing person at the time was Tom Moran6. Sue Comparetto, Tom, and I drove down to Washington in Sue’s Saturn station wagon. We certainly could not have afforded to buy three round-trip plane tickets at the time. We stayed at a Motel 6 in Maryland just outside of Washington. We could afford nothing better. Actually we could not afford that.

Hecht’s Ballston store.

I don’t remember too many of the details about the visit. We met in Hecht’s Arlington store, which was in the Ballston Common Mall. In addition to Barbara and the advertising director, whose name was, I think, Steve, we also probably met with the media, production, and finance managers. Barbara certainly provided me with all the requirements for the 790 report. It did not seem too daunting. The rules were more complicated than the ones that Macy’s used for their reports by Vice President, but the principles were very similar.

Barbara at some point demonstrated the process that they used at the time, which involved Lotus 123 spreadsheets. I could not believe how adept she was at the use of this product. Her fingers flew around the keyboard executing commands and macros.

After my demo the sale was in the bag.

I did a demo for them at an IBM office in . Barbara later told me that she and Steve had serious doubts about how the answer to their problems could possibly be this ugly. She might have been referring to my appearance, but I think that they were most likely underwhelmed by the AS/400’s7 green screens and the pedestrian nature of its reports. There were no graphics of any sort anywhere. The only flash that my presentation had was how fast the screens appeared. In those days users were accustomed to substantial delays going from one step to the next.

The proposal that I wrote for Hecht’s was much more detailed about the contents of the first stage of the installation than what I had submitted to Macy’s or Bergner’s. We recommended, as I recall, that they purchase a model D10, a box that was considerably faster than TSI’s developmental system, but probably not as fast as the one used by Macy’s and Bergner’s.

The hardware determination was largely guesswork. IBM did not provide the usual performance numbers about its systems. For example, there were no statistics about the clock speed of the processors. I later came to understand why IBM did this, but at that time it seemed very strange that two different models actually had the same processors. The only difference was that the more expensive one had the capacity for more disk drives and memory cards. It did not come with these features; it merely had a way to attach them. I always recommended the more economical system unless the client really had a need for those drives or cards.

The installation began in October of 1991. The process of integrating the necessary changes was, as expected, difficult. However, it was never unpleasant. Barbara was a superb liaison, and most of the modules went in with no significant problems. The changes that I had to make to the cost accounting8 programs caused me quite a few headaches.

At one point I tried to document the steps of the “explosion” process—TSI’s term for the set of program that created the detail and summary files used by the programs that produced the 790 report. I quit after I had produced ten pages. I was not close to finished, and the result was totally unreadable. Every sentence started with the word “If”.

A major enhancement for Hecht’s provided for different types of costs being allocated in different ways. This required establishment of a table of allocation codes as well as an interface with the mainframe’s sales system to obtain the sales by department for the month. We also provided for a set of reconciliation programs to check the consistency of the results.

I distinctly remember two of the first attempts that we made to generate the cost accounting files. In both cases, Barbara submitted the program to run in batch mode (not tying up any input devices). I was in Enfield, but my AS/400 session had “passed through” to Hecht’s system. At the same time I was on the phone with Barbara.

Angus Podgorny was humanity’s last hope at Wimbledon.

In the first instance I was a little bit worried about how large the detail file that the system created might become. I monitored it and what the percentage of the ads that the program had already handled.

After just a few minutes I realized that the file was becoming very large very quickly. “Oh, no!” I warned Barbara. “The program is eating up the disk like the Blancmange! You’ve got to go to the system console and kill the job immediately.”

I am not sure whether Barbara understood the Monty Python reference (in which a Blancmange from planet Skyron of the Andromeda Galaxy eats people in order to win Wimbledon), but she laughed anyway. She certainly knew what a blancmange was; she had actually majored in French. She killed the job in plenty of time, and I deleted the records in the file.

The disk-gobbling program could have been a serious problem. If the the system’s disk drives had approached 100 percent usage, I am not sure what would have happened. It would not have been pleasant; we almost certainly would have had to involve IBM. After the job was killed, and the file was whittled down to size, I had to change the program to summarize in a few places where it had been writing details. This was a major repair, and it took me a while.

Not this guy.

The second incident involved some kind of tricky allocation that I had not anticipated. I don’t remember the details. Barbara had already called two or three times to report that this aspect of the program was not working correctly. Each time I thought that I had fixed it. In the last call I admitted that “I just can’t seem to get this right!” I did not mean that I was giving up on it. In fact, I found the final problem in less than an hour after acknowledging my failures.

When we got the cost accounting program to work perfectly, Hecht’s was very happy.

The airport is at the bottom of this map. Taking the Metro was fine unless there was a problem.

I made quite a few trips to Hecht’s during the first phase of the installation. There were direct flights from Bradley to National Airport in Washington on US Airways. From the airport I took the Metro or a taxi to Ballston. I could be at Hecht’s before business hours, a feat that I could never manage at Macy’s, which was less than half as far away from Enfield.

If my visit was for more than one day, I generally stayed at a Comfort Inn that was within a few blocks of the mall.9 I always left the hotel early in the morning. I bought a Washington Post from the dispenser just outside of the mall—for twenty-five cents! I then took the escalator down to the food court and bought a Big Breakfast or an Egg McMuffin and a large coffee from McDonald’s. I ate my breakfast while reading the Post. I also drank about half of the coffee.

Coffee in hand, I rode the escalator back up. I then entered Hecht’s through the employee entrance, signed in, and took the elevator up to the advertising department. I worked mostly with Barbara. She did most of the training or the other users.

About half the time Barbara and I ate lunch at a restaurant in the mall. It was called the American Restaurant or something similar. We talked mostly about the installation and related matters. She knew that I went jogging in the evenings when I was there; she was surprised that I could survive without my glasses. She was a swimmer. The ropes that marked the lanes evidently kept her from getting lost.

She also told me something about needing to use a shop-vac on one occasion.

All of this seemed a little strange to me. Her husband, Kevin Jackson, also worked in the advertising department. My recollection is that he was an art director; he had no contact with the system. He never came to lunch with us.

Barbara resigned from Hecht’s in May of 1993 to work for Barrister Information Systems, a company that created and marketed a software system for law firms.

After Barbara left, Hecht’s continued to use the system, but they did not ask us for much more work, and they did not take advantage of many of the programs that they had. I do not remember the names of very many employees. In fact, the only one whom I recall was Ellen Horn, and that was mostly due to the fact that I saw her so often at her next stop, Belk.

I discovered quite a few notes about the account that covered the period from 2000-2003. I have somewhat vague memories of some of them. Here are some of the people who were mentioned.

Jim Tonnessen surrounded by his computers.
  • Jim Tonnessen10 was our liaison at the turn of the century. I think that he also managed the department’s network, which was installed after AdDept was functional. Jim took a job with UUNet in February, 2000.
  • Jim was replaced by Clint Gibson, but he also departed in August of the same year.
  • The nexttechnical liaison was Sam Wiafe, who was later known as Kwadwo.11 I guess that he knew computers, but he knew nothing about AdDept, the AS/400, or the needs of the advertising department. The IT people tried to implement a firewall for the AS/440 in order to control access. It was a silly idea that angered me a little.
  • Jennifer Jones12 was the manager of the advertising business office in 2000. Chris Dechene13 held that position before her. I made a trip to Hecht’s in June of 1999 for the specific purpose of getting Chris acquainted with the cost accounting programs. One of the problems that we encountered at Hecht’s was that the financial people were rotated around every two years. So, as soon as anyone got a good handle on the cost accounting process, we could expect them to be transferred to another area. These people also were not exceptionally good at documenting their procedures.
  • Prior to 2000 Hecht’s for some reason did not use one of AdDept’s best features, insertion orders for newspaper advertising. On a trip there in that year I met Renee Gatling14, Ellen Rison, and someone named Sharon. Renee was already pretty good at getting around in AdDept. I convinced them that they should be faxing their orders using AdDept.
  • By the end of 2000 I think that our primary liaison at Hecht’s was someone named Amy. I don’t remember her, but when we installed the Media Management + interface for broadcast, she was involved. The broadcast buyers at that time were named Krista and Tiffany. I found their names in my notes.
  • In October 2002 Brian Kipp, whom I had worked with at Meier & Frank, became the planning manger in the advertising department. Carolyn Thompson and a woman named Renée worked for him.
  • I spent a good deal of time on one visit with Rene Basham15, who was the manager of the advertising business office. I was astounded to learn that she had not been using the reconciliation process that we set up for the cost accounting. I went through this with her and also worked on documenting the process for the next person who was rotated into the slot.

In looking through the notes I discovered two other interesting things. The first was that Hecht’s used a product called Wam!Net to deliver its ads electronically to the newspapers. The Associated Press developed a product called AdSend, which most large advertising departments used. At the time (early 2000) TSI was beginning to roll out our AxN16 product for insertion orders via the Internet, and we were contemplating using the connection that the program established to send ads as well.

One day while I was at Hecht’s in 2002 the performance on the machine was terrible. In the notes I had attributed this to CFINT, an IBM program that I had completely forgotten about. It was a misbegotten effort from IBM to make customers pay more for use of the system for interactive jobs than for batch jobs by slowing the entire system down if the percentage of CPU used by batch jobs was too high!

The main effect of this effort, as far as I could ascertain, was to infuriate the customers. It is possible that the real motivation was to prevent the AS/400 from encroaching on the sales of other IBM systems.

I have one other peculiar recollection. At some point after 2002 I was in the office on a Saturday. It must have been November, and I must have passed through to Hecht’s system to help someone there with a problem. We exchanged a few messages. I then whimsically invited her to come the following day to a big party that I was throwing to celebrate the divestiture of the foliage on the nine maple trees on my property. I recommended that she recruit a bunch of people with their own rakes. An early start would reward them with the spectacular view of the sunrise from the New Jersey Turnpike. I reckoned that they should have time for six or seven hours of New England’s favorite autumnal sport before returning home. They could make it back by midnight unless they encountered traffic.

On February 1, 2006, Federated Department Stores, which had purchased the entire May Co., dissolved most of the former May Co. divisions, and the existing Hecht’s stores were divided between Macy’s East and Macy’s South. Few, if any, employees from Hecht’s headquarters in Arlington went to work for Macy’s.

1. The design of the AdDept system is described in a fair amount of detail here.

2. A description of the Macy’s installation has been posted here.

3. A description of the installation at Bergner’s can be read here.

4. Barbara Schane Jackson has her own consulting firm in 2021. Her LinkedIn page is here.

5. Every department was assigned to exactly one CCN. The CCN’s were the same for each division of the May Company. The N stood for number, but I don’t think that I ever knew what the two C’s referred to.

6. More information about Tom Moran’s career at TSI can be found here.

7. The AS/400 was a multi-user relational database computer introduced by IBM in 1988. It is described in some detail here.

8. In AdDept we used the term “cost accounting” to describe the process of allocating costs to departments (or, in some installations, stores) for the ads in which their merchandise appeared and the cost of more generic ads (called “storewide”). This was a complicated activity that would require a small army of clerks if not done on the computer. Although the May Co. had precise rules about this process, it was almost impossible for the smaller divisions, which ran just as many ads (in fewer newspapers) and had just as many departments, to accomplish it within the deadlines. They therefore cut corners.

9. The mall is now called Ballston Quarter. It was (pretty much) closed down in 2016 and reopened in 2018. The hotel is still nearby.

10. In 2021 Jim works for Lockheed-Martin. His LinkedIn page is here.

11. Kwadwo’s LinkedIn page can be viewed here. In 2023 he was working for Inova Health Systems.

Bridge author.
Oscar winner.

12. Jennifer Jones works as treasurer of a school. Her LinkedIn page can be found here. I wonder how many of her acquaintances have also seen The Song of Bernadette, the movie that won the actress Jennifer Jones an Oscar, and read all thirteen of the articles championing Losing Trick Count in the Bridge Bulletin written by the bridge expert Jennifer Jones. Not many, I wager.

13. Chris Dechene’s LinkedIn page is posted here.

14. Renee Gatling’s profile on LinkedIn can be found here.

15. Rene Basham is still in the Washington area. Her LinkedIn page is here.

16. The design of AxN is described in some detail here