Tag Archives: Excel

2024 June: The Pro-Am in Nashua

Posted on by
Reply

In “Pro-Am” events one player in each pair has a limited amount of experience, usually short of Life Master rank. Bob Bertoni ran such contests on Friday evenings at the sectionals sponsored by the Eastern Mass Bridge Association. As an … Continue reading →

In “Pro-Am” events one player in each pair has a limited amount of experience, usually short of Life Master rank. Bob Bertoni ran such contests on Friday evenings at the sectionals sponsored by the Eastern Mass Bridge Association. As an officer of District 25 he brought them to regional tournaments. The first one few were moderately successful. The last one before the pandemic, held in Nashua in June of 2018, was a huge success—21 tables! I attended the first Pro-Am, the last one, and all in between.

The last item discussed at the district’s Executive Committee meeting at the 2023 Gala in Marlborough, MA, was how to attract people to the evening games. At the last minute I, remembering that the Pro-Am had attracted so many players before the pandemic, suggested trying a Pro-Am pairs game. Susan Miguel, the district’s vice-president at the time, asked after the meeting if I would volunteer to “run it.” Thinking that she meant at the next tournament in February in Southbridge, I agreed.1

Well, the district’s February tournament was not held in Southbridge; it was in Mansfield, MA. Furthermore, it was not a real regional—it was limited regional with a simultaneous open sectional. So, there no Pro-Am was on its schedule.

There was a tournament in April in Southbridge, but Susan, who by this time was the president, wanted to have the Pro-Am at the June tournament, the Granite State Getaway, in Nashua, NH. I guess that I could have said no, but I did not want to go back on my word. She let me choose whether the event would be on Friday or Saturday. My wife Sue, who agreed to help with the project, and I selected Friday. I sent the first promotional mailing on Saturday, April 6. It is posted here.

While researching the 2016 event I discovered that one of the big attractions was the half-price entry fee. I emailed Sue Miguel to ask whether we could offer a similar incentive in 2024. Here was her incongruous reply.

This time we’ll charge the full amount BUT we’re going to make sure we have LOTS of things making it fun and are will be [sic]great to advertise.

For starters we’ll have special food. We can also offer raffles, prizes and a little trinket everyone can receive just for playing.

As soon as we wrap Southbridge, we’ll put our minds on it.

 Let’s see if we can find a theme to run with…

This sounded horrible to me. The atmosphere at a Pro-Am is less relaxed than the atmosphere in an Open Pairs game, but the theme is well established. Pros are there to give tips and confidence; Ams are there to get better. Both are there to get acquainted with someone from the other group.

That’s the theme!!!

I’ll make an ad but I need a couple of days to regroup and recover.

Directors in Hawaiian shirts, themed party food and gifts. Everyone gets a lai [sic] at the door.

Can’t wait….

Anyone for bridge?

I had to wonder if she had ever been to a luau. Most people who vacation in Hawaii for a few days attend one, but no one ever goes more than once. The hula dancing and the juggling of flaming torches are rather spectacular, but the food is secondary.

When I told my wife about this scheme, she had the same reaction that I did: “Are they going to make people eat poi?”

Anyway the only way that I could imagine to connect luaus to Pro-Am events was that professional hula dancers in grass skirts often tried to train unsuspecting (and usually intoxicated) amateur tourists in the art of hip swiveling. I doubted that we could persuade many people at a bridge tournament to participate in anything similar.

So, I decided to keep promoting it as an event with interesting bridge and painless learning without emphasizing the luau angle. Several people responded to my first email. Two volunteered as Pros. I was able to match Curtis Barton up with the only Am who responded, Daniel Sheinen. So, counting Sue and me, we now had one full table and one extra Pro.

On April 29 I received an email from Stuart Showalter, who had been appointed editor of a newsletter that Sue Miguel dreamed up.

Sue Miguel tells me you could write a short piece for the District 25 newsletter concerning the Pro-Am returning to Nashua. I think something about 250- 300 words would work well.  See the attached copy of our March issue. Your article could be along the lines of the “Bridge Fest Returns” article in that issue.

Thanks, and let me know if you have any questions.

I composed about 250 words and sent them to him with a bunch of photos. He thanked me, but I never saw a newsletter that contained any of them. Before writing this I looked on NEBridge.org for newsletters, but I found nothing.

On May 20 I sent an email to all of the non-Life Masters in the district with less than 750 masterpoints. It featured a photo of the hotel, some gold bricks that I found on the Internet, a full-width photo of the Pro-Am event in 2018, and a photo of a wahine throwing a shaka. I argued that Friday was the best day for a non-LM to attend the tournament. They could pick up some gold in the morning and afternoon at the Bracketed Open Pairs and get some tips from “pros” in a fun setting. It is posted here.

This email received quite a few responses. The one that I received from Sue Miguel was totally unexpected.

The countdown has begun to the Pro-Am. I can’t wait. Already have a date to play with Denise.

As much as we appreciate everything you’re doing to make the event a success, I have to remind you that the only person who is authorized to send out emails on behalf/for the District is Neil Montegue.

In addition, we added a new communications protocol to our governance routine…..ALL emails from EVERYONE (even me) need to be reviewed by Denise before they are sent. In this case, she would have pointed out you omitted Bridge FEST! from the list which is now going to create much confusion.  Also, we already had an email scheduled to go out today. We promised our members we wouldn’t be over sending emails and we need to adhere to what we promise.

Let me know if there is anything you need for the Pro-AM and keep us in the loop about the level of BUZZ you’re feeling.

Thanks again,

I immediately crafted this response:

I was unaware of any such “protocol”. I certainly never tried to edit or approve emails sent by authorized others when I was Communications  Manager. Nobody approved any emails that I sent.

The only BridgeFEST event on Friday is the bracketed pairs, which I definitely highlighted (although I did not use the term because I sent the email to all “Ams”, some of whom would presumably not be considered “New and Advancing Players”). It is difficult to promote a full-price red-points-only event held in the evening at a regional. I expect few (if any) players to participate who did not play on Friday. The only other event on Friday is an Open Swiss that is unlikely to appeal to many Ams. So, the focus of the email was on the unique bracketed pairs and the Pro-Am. I mentioned the Hawaiian theme, but I could not think of a way to tie it in to the Pro-Am, and the best Hawaiian foods are fresh fruits and freshly caught fish, neither of which are likely to be served in Nashua.

I hope to send out an email to Pros by the end of the weekend. I plan to emphasize three things: the bracketed pairs, the pleasure of playing with “advancing players” (unless you are married to one), and a wager that Sue and I have made as to whether more pros or ams will attend. I will send it to you and Denise for approval.

I had a few positive responses to the first email. One person asked if the pros could play for free. I matched up one pro with an am.

I did not mention that if she had told me that I would not be able to do my own marketing, I would never have agreed to manage this process in the first place. For the last couple of years I have submitted my emails for the Connecticut Bridge Association to the unit’s Communications Committee. The only negative comments were from Esther Watstein, and they always encourage more “WOW!”

The email that I proposed was ready to go on May 26. Denise, whom I hardly knew at all, kept it a few days and then sent it back to me with much of it rewritten. I was frankly insulted. Who did she think she was? I have written scores of emails promoting bridge. No one has ever tried to rewrite one. One of her complaints was that it was redundant. Nothing was internally redundant. Did she mean that it repeated information that was available elsewhere? It certainly did, but is that wrong? Of course not.

I replied as follows: “This is lifeless.”

She replied:

I am not sure what you are stating.  Most of your email has remained.  The lei insinuations have to be taken out. Some of our members would be offended.   Pls consider a happy medium and let me read another draft. I have offered to help. I am at the partnership desk every morning and during the break between games.  I would be happy to discuss this.

She left her phone number. The last thing that I wanted to do was to “discuss this” with her over the telephone. I would be trying to persuade her that I had much more experience and knowledge about how to persuade bridge players than she did. What do you think were the chances of being able to do that?

I wrote the following: “I am not going to argue about this. Send whatever you want, but leave my name off of the bottom.”

What they did send, a few days later was the following image with no text whatever:

Please note that it does not say anywhere where this will be held or the date. The email address on it was mine, but the reply-to address was not. Every inquiry that I received asked where and when it was. I had to apologize to them that that information had not been included.

I would never have sent an email that used the word “kahuna” to refer to a bridge event. Since the word has religious connotations, I probably would have avoided it entirely. Also, I noticed that the definitions of the three categories had changed from what Sue Miguel had told me previously. I had relayed the (suddenly erroneous) information to a few people who had asked about the event. All of this made me pretty angry because it made me look stupid or incompetent.

I decided to compose my own email and send it using my free MailChimp account. I made sure to make it clear that it was my personal requests, and I used my personal database and account. It did not violate the dictum: “the only person who is authorized to send out emails on behalf/for [sic] the District is Neil Montegue [sic].” On June 7 I sent it to all Life Masters in New England with more than 750 masterpoints. It is posted here.

910 people (68.3 percent of the addressees) opened this email, an astonishingly high number. I received many very positive responses. Some people volunteered to be Pros. Others said that they would have volunteered if they were going to be at the tournament on Friday.

On Monday June 10 I received an extremely disconcerting email from the ACBL. I scanned it and decided not to let it ruin my tournament. I postponed dealing with it when we returned from Nashua. The email and my response are discussed in the section below.

Sue and I divided the partnership task into two parts—making sure that everyone knew about the event and matching up “Pros” with “Ams”. Before the tournament we primarily used email to achieve the first goal. At the tournament we primarily relied on word-of-mouth. Sue also was asked to give an impromptu speech at one of the “”Fest” events.

I decided that we should use index cards to keep track of the people who wanted to play. There may be other ways of organizing a Pro-Am. If anyone had ever documented the process, I was unaware of it. I bought a pack of 100 at Target for the astounding price of $.80. According to the rules that Sue Miguel published, there would actually be three categories. Group 1 was composed of all non-Life Masters. Life Masters with over 750 masterpoints were in Group 3. Group 2 was the other Life Masters. In actual fact the only player in the middle category who contacted me was John Lloyd. He played with an Am.

We filled out a card for each player. I bought a Sharpie with a very wide nib. On each card we placed a very prominent P, A, or 2 to designate the category that the play was in. I waited until June 7 to do this so that I could use the most up-to-date rosters for the ranks and masterpoints.

If both a Pro and an Am contacted me, I sent an email to the Pro and asked him/her/them to contact the Am. Only one Pro told me that “it was not a good fit”. Every other Pro contracted the Am in question and both agreed to play. By the time that the tournament started we had matched up enough Pros with Ams that we were fairly certain of at least a four-table game. I used a paper clip to keep the matched-up pairs together.

I had also heard from several Pros who reportedly were not only coming but were actively working to increase attendance. I expected to discover a lot of activity concerning the event in Nashua. When we left on Tuesday afternoon I was projecting ten or so tables, a very respectable turnout that would mean that we could have a standard Mitchell movement.

Sue had a different idea about contacting people. She asked me to provide her with a database of Ams that she could manipulate on her ancient Hewlett-Packard laptop. She had somehow obtained a copy of Word and Excel, but she had almost no idea how to use them. I made a CSV file for her, put it on a flash drive, and gave it to her. I then showed her how to upload it into Excel. She spent several days working on this, and I had to be available for technical support for this entire period to teach her the control keys, how to select a large number of cells rapidly, and the vagaries of sorting.

She planned to contact people whom she knew personally, but she apparently ran out of time. As far as I know, she only talked with one or two people and received no commitments. Still, she invested a great deal of time, at least as much as I did.

This poster was attached to the mirror behind our table when I arrived on Thursday morning.

On Wednesday, Thursday, and Friday mornings I arrived at a table in the information/partnership area of the hotel at 9am. I brought with me a resealable plastic bag that contained all of the index cards and the Sharpy. On all three mornings I got a cup of coffee and, except on the morning that Sue and I ate breakfast together, a bagel or roll from the concession area that was right across the hall from our table. No one ever approached the table to inquire about the Pro-Am game. It was a complete waste of time.

A better strategy would have been: 1) create handouts that explained the essence of the events and 2) wear something that identified me as the Pro-Am guy. I should then have gone out at 9:10 and 9:40, milled about with the players seated at the tables, distribute handouts, and inquire about interest and questions. This might have gotten a few more Ams interested in playing and would have made me feel less like an idiot for sitting idly at the table.

Meanwhile my wife never made it downstairs before the games started at 10. I was never sure what she did all day long while the rest of us were playing, but later discovered evidence that she had tried to put together her own list of who was going to play with whom on Friday evening.

Friday was different. By that time I had four or five unmatched Pros lined up and no Ams to pair them with. I abandoned the card system and instead kept two lists—one of unmatched Pros (memorized) and one of unmatched Ams (written). As soon as I learned of an Am, I chased down a Pro and tried to create a match. By Friday evening I still had a few matches to make. I was not too surprised when four or five pros came to the event unannounced. They were all friends of mine or friends of friends. I matched up as many as I could. In the end we had thirty-three pairs.

Even though someone allowed a pair of Pros to play together to avoid a sitout, I still had to send away a handful of unmatched Pros. The dismissal that bothered me the most was John Berry, a New Yorker who often attends events in New England. He had contacted me earlier in the week. I had given him a card with the name, email address, and phone number of an Am2 who had contracted me just before we left for Nashua. John tried both methods of communication, but he received no replies.

Three or four times I encountered an unmatched Am in the few minutes before the game I immediately sought out John Berry. On every occasion I could not find him in the chaos, and instead I placed them with the first unmatched Pro that I encountered. When I saw John on Saturday I apologized to him.

The Pro-Am game was a seventeen-table Mitchell. We played nine two-board rounds. Sue and I sat at table #2 North-South.

Every few rounds Sue Miguel interrupted play to present Hawaii-oriented door prizes to people. One went to the oldest player (99); one went to people who had been to Hawaii since the pandemic. I don’t remember the others.

The winning pair consisted of two guys from New Hampshire, Dan Maguire (one of the very first Pros to tell me that he would attend) and Graham Woerner. Note: When putting the finishing touches on this entry I tried to use the index page for the winners boards on NEBridge.org to find a photo of Dan. It had been deleted without warning.

I brought my camera, but I never felt like taking any photos. I didn’t feel like playing either, but I had committed to do so.

The “hospitality” consisted of two items. I tried the pizza that contained chunks of cheese and pineapple after the event when it was quite cold. I found it abominable. The other was chicken wings kept in a metallic semi-cylinder that clanged shut with a very large bang several times during the event. Neither Sue nor I tried the wings, but Sue noted that someone sitting South who had played the cards that she received must have. Her cards were sticky.

There was no coffee. I asked Sally Kirtley, the Tournament Manager, about this. She said that she thought that she had ordered it.

A renowned party-pooper, I found the interruptions and the theme-oriented food quite annoying. However, I must admit that everyone else seemed to be having a good time.

Here is the email that I received on June 10 from Gwynn Garthright, who identified herself as a “Marketing Specialist at the ACBL”:

Dear Mr. Wavada,

We have been informed of a recent communication you distributed to members of District 25 regarding an upcoming bridge event, which appears to have been sent on behalf of a club.

As stipulated in our Terms of Use, clubs are only permitted to use the personal contact information of members who have played at that specific club. We have received complaints from members who have not played at this club but nonetheless received your email.

Furthermore, while you are member of the District 25 Board of Directors, only district officers are authorized to use this list to promote a sanctioned bridge event. According to our records, you are listed as a teacher, and any communications you send to this list should be restricted to matters related to learning bridge.

Please remember that privacy laws regarding email marketing are very strict. When a member joins the ACBL, they only consent to what is outlined in the privacy policy and terms of use. Violations of these policies may result in disciplinary action by the ACBL, as per the ACBL’s Code of Disciplinary Regulations, and could potentially lead to civil lawsuits.

Note that merely having an unsubscribe option does not suffice. The policy explicitly prohibits contacting members who have not played at your club.

Any further violation of the ACBL’s Terms of Use may be reported to the ACBL’s Ethics Department.

Thank you for your attention in this matter.

I deliberately postponed researching an answer to this email until after the tournament. I did not want to spoil my concentration, and I did not want it to make me so angry that I was unable to enjoy anything about the experience.

I checked the “Terms of Use” that are currently posted on the “My ACBL” website that allowed me to download roster. Sure enough, the version dated September 2023 stipulated that only officers of districts and units could send out emails and that club owners/managers could only send emails to people who had already played at the club.

I sent this email in response:

It is hard for me to respond to this email since I do not know who you are. What does a Marketing Specialist do? I find it surprising that you would be involved in suppressing marketing.

Let me introduce myself. I have been a member of the ACBL for over twenty years. I belong to two clubs. I am on the Board of Trustees of the Hartford Bridge Club, which is the oldest in North America and the largest in New England. The other club is the Simsbury Bridge Club, an informal group that tries to scrape together a game on Wednesday evenings. I have been on the Board of Unit 126 for at least a decade. I am also on the Board of Delegates and the Executive Committee, the governing organizations for District 25, and have been so for several years. Prior to 2023 I spent ten years as the webmaster, database manager, communications chairman, and bulletin writer for the district. I also served as the email marketing director for the Summer NABC in Providence, RI. I have been on the ACBL’s Goodwill Committee for about a decade.

I apologize for the delay in responding to this email. For the last week  I have been in Nashua, NH, at the regional tournament. My wife and I organized and promoted the Friday evening Pro-Am game, which attracted seventeen tables.

Over the last decade I have sent well over one million emails promoting bridge events in New England on behalf of both clubs, the unit, and the district. I think that it is fair to say that I actually invented email marketing for bridge events. Before I began downloading rosters in 2013 I read the Terms of Use very carefully and consulted with the officers of the district and unit to make sure that what I was doing was within what was allowed. I have never made a penny on any of these projects. Incidentally I have received hundreds of complimentary comments about my email projects. NO ONE has ever complained to me about them except for two people who thought that I should not have mentioned the Lone Ranger’s faithful Indian companion, Tonto, in one of them.

I am not really a teacher. For two years I volunteered to teach bridge at two middle schools in Springfield, MA, with the late Bob Derrah. I received no pay, but they did honor us as the Volunteers of the year in the Springfield school district. I have mentored many newer bridge players over the decades officially as part of the HBC’s mentoring program and unofficially because I love the game. I am NOT a professional teacher, and I have never received a penny for my efforts in that area.

I have sent no emails for the unit in the last year or so. The only emails that I have sent for the district were to promote the Pro-Am game described above. I probably will never send another email for the district. It took over a year to find people who were willing and able to do what I had done for a decade, but they are now handling those areas. I sometimes advise them on technical matters, but they make the marketing decisions.

That leaves the clubs. I have promoted two events for the HBC. The first was a set of limited sectionals that were held at the club’s building. These one-day events were wildly successful, drawing 57, 35, and 50 tables of non-Life Masters. The other was to promote the beginner lessons that were conducted by one of the club’s teachers. I wrote to players within fifty miles of Hartford asking them if they knew anyone who would be interested in taking these lessons. Unfortunately, the response was less than we hoped to achieve.

So, I must assume that the complaint is about my emails to potential players at the Simsbury Bridge Club. I have no access to any list of players at the club, which struggles to attract more than three or four tables to its weekly games. So, I have sent invitations to players in the area. Does the ACBL really want me to stop doing this? I have received dozens of replies from people who received them. Nearly all expressed thanks. A few people asked me to take them off the list (which they could have done themselves with one click). I, of course, promptly complied in every case.

The SBC has only one game per week on Wednesday evenings. No club within driving distance conducts games at that time. No one could conceivably have been materially injured. Could you please provide me with the name of the coward who contacted you about this? In America people are allowed to confront their accusers. I can hardly believe that someone would take legal action about something as innocuous as inviting people to play bridge on Wednesday evenings. If he or she had contacted me in person–nearly all bridge players in the area know me–I am sure that I could have addressed their concerns. If they wanted help with their own marketing, I probably would have helped. I have done it several times.

I must say that the rule that clubs can only contact people who have already played in their games is profoundly stupid. How in the world does the ACBL expect existing clubs to attract enough people to sustain the game if they cannot use direct marketing? Moreover, what if I wanted to start a new club? I have been asked to do so in my home town of Enfield, CT, many times. Are you telling me that I would not be able to use my email marketing skills and experience to promote it? If your specialty really is marketing, can you not realize how inane this is?

If the ACBL decides to take civil action against me, I should warn you that it will not be lucrative. I have never received any income whatever from any of my efforts.

Emails like yours infuriate volunteers like me and often impel us to wash our hands of the bureaucratic nonsense that has caused appreciation of our beautiful game to to deteriorate over time.

I copied Bronia Jenkins, the ACBL’s Executive Director, Regional Director Mark Aquino, Donna Feir, Sally Kirtley, and Peter Marcus3.

The only one who replied was Peter. His harangue included an accusation that I was hostile to Hawaiians because I made fun of poi.

In the end I told Gwynn that I would never do any marketing for the district and that I would only send emails to members of the clubs to which I belong. Only the second bothered me; I had no plans to volunteer for anything at the district level ever again. The restriction on club mailing will, in my opinion, probably lead to the demise of the Simsbury Bridge Club. It may also have a severe effect on the success of the HBC’s limited sectionals.

Nobody with whom I have talked thinks that the concern about privacy is a reasonable justification for the ACBL’s restrictions on direct marketing.

This whole affair left me depressed about the state of bridge. I had a hard time convincing myself to get out of bed in the morning.

1. This was a mistake. I should have remembered the admonition from my drill sergeant on the very first day of basic training: “Never volunteer for anything.” Of course, he amended that a few minutes later, as described here.

2. Suresh Subramanian, of Action, PA, attended the tournament and received .55 masterpoints. I do not understand why he did not return John’s calls and messages. I searched through the results to try to figure out what event(s) he played in, but I was unsuccessful.

3. At first I thought that this might have been about weekly emails that I sent for the Simsbury Bridge Club. However, Peter’s vituperative response made me think that it was actually prompted by my “personal” email about the Pro-Am. Sue Miguel probably talked with Peter about it and the emails that I sent out promoting the Hartford Bridge Club’s fantastically successful non-Life Master Sectionals (documented here). I could be wrong, but it now seems clear to me that she and Peter ratted me out to the ACBL. She was probably upset that I bypassed the “protocols” for emails that she invented, and he still felt enmity about the humiliation that resulted from the brouhaha about Tonto. They both were, in my opinion, bullies.

1996-2006 TSI: AdDept Clients: May Company

Posted on by
3

As soon as the AdDept system at Macy’s in New York (described here) was running reasonably well, the May Department Stores Company became the most attractive marketing target for the system. The largest advertiser (at least in newspapers) in central … Continue reading →

The G. Fox & Co. store in downtown Hartford.

As soon as the AdDept system at Macy’s in New York (described here) was running reasonably well, the May Department Stores Company became the most attractive marketing target for the system. The largest advertiser (at least in newspapers) in central Connecticut was—by far—G. Fox, a traditional department store similar to Macy’s that was based in Hartford. They even had a store that was within walking distance of our new house in Enfield.1 I was well aware that G.Fox was part of the May Company and that the May Company was largely responsible for the development of the mall.

I had purchased a book from somewhere that contained marketing information on large retailers. In it I learned that the May Company, which had been in business since 1877, operated the following divisions in 1989:

  • G. Fox & Co. based in Hartford.
  • The Hecht Company with headquarters in Arlington, VA.
  • Filene’s, a former Federated division based in Boston.
  • Foley’s, a former Federated division based in Houston.
  • Kaufmann’s in Pittsburgh.
  • Famous-Barr in St. Louis
  • J. W. Robinson Co. in Los Angeles.
  • May California in Los Angeles.
  • May D&F in Denver.
  • May Ohio in Cleveland.
  • Lord & Taylor in New York.
  • Meier & Frank in Portland, OR.
  • Venture, a chain of discount stores based in O’Fallon, MO.
  • Payless, a chain of shoe stores based in Miami.

That’s fourteen independently run divisions that were, except for maybe the last one or two, good prospects for the AdDept system. I figured that if we could persuade the parent company to commit to using AdDept in all of its divisions, TSI would be set for life. Maybe they would even buy us! That was the way that small software companies thought (and dreamed) in the late eighties.

In fact, the May Company during that period was busy acquiring other department stores, and that attitude put a lot of stress on the advertising departments of the divisions that acquired the new stores. There is no doubt that the May Company’s acquisition of thirteen Thalhimer’s stores in 1992 was the impetus for Hecht’s to purchase the AdDept system that year.2 Hecht’s advertising department had been using a PC-based system for producing corporate reports. It was completely incapable of handling the extra load. Similarly, when May D&F was folded into Foley’s in 1993, the Houston division suddenly was facing a greatly increased workload. That caused them to call TSI for help, and we installed an AdDept system for them.3 Capacity was never an issue for AdDept; we always proposed hardware near the lowest end of the available AS/400 models. If a client outgrew its hardware, it could migrate to a more powerful model.

Filene’s store in Boston.

In 1993 G. Fox was absorbed by the Filene’s division. Having a pretty good idea of the problems that this would cause for the advertising department of Filene’s, we tried to interest them in using AdDept. However, for reasons that I have never completely understood, we were unable to get our foot in that door for many years. Filene’s advertising department never took advantage of a significant portion of the system productively enough that we were able to use them as a reference.4

Instead, our third May Company installation was at Lord & Taylor5, where I learned that L&T did not play by the same rules as the other divisions. In some ways that caused headaches; in other ways it was delightful.

Doug Pease: In 1993 Sue and I hired Doug Pease to handle our marketing. One of the primary reasons that we selected him was because he had formerly worked in G. Fox’s advertising department in Hartford. He was looking for a job because the G. Fox stores had been converted to the Filene’s logo, and the advertising for those stores was planned and purchased from the office in Boston. Doug was quite familiar with the work flow of an advertising department that was similar to the ones that TSI was targeting, and he also had some contacts in the industry. Our hope was that he could grab the brass ring of the May Company for us while I was busy trying to get the systems for the three divisions—and a few other retailers—that we had sold up and running.

This was a very important time for TSI. My image of those days resembles a hockey stick. Until that time TSI had experienced rather flat earnings. We were basically just getting by. By contrast, in the last seven years of the twentieth century we had as much work as we could handle, and our financial statements were much better.

Unfortunately, I have almost no notes for that entire period. I talked with Doug on a regular basis, but my focus was on the current installations. I depended on him to establish a relationship with prospective customers. As soon as we hired him we did a mailing to prospective customers, and Doug took to the phones. He talked with several people at the May Company.

The main liaison person between the May Company and the advertising departments of its divisions was named Fred Christen. I never heard anyone say a bad word about him. He had, of course, heard about our work at our three installations, and he seemed to be impressed.

I am pretty sure that we had another “guardian angel” at the corporate headquarters. I often seemed to be at an advertising department at a division at the same time as a corporate auditor whose first name was Linus. His job was to assess the way that divisions were reporting their advertising expenses and income from co-op programs for their vendors. He seemed to be impressed with the way that AdDept handled these things.

May D&F store in Denver.

Fred Christen left the May Company shortly after Doug arrived at TSI. I heard that Fred left to manage his family’s business. Doug established a relationship with Fred’s successor, Dennis Wallace. I am pretty sure that Doug made at least one trip to St. Louis, but I don’t remember the details. At any rate, at some point the May Company decided that AdDept should be installed in all of the department store divisions. At that point Robinsons and May California had merged, May D&F had been folded into Foley’s, Kaufmann’s had taken over the May Ohio stores6, and the May Company had divested the Venture stores. So, we learned about five new clients in one swell foop: Famous-Barr7, Filene’s, Meier & Frank, Robinsons-May, and Kaufmann’s.

In retrospect I find it rather incredible that I have so little recollection of the details of how or when this decision came about. It was definitely a momentous occasion for TSI, but I remember no fanfare or celebration at all. I don’t think that the deal was finalized until 1996 or 1997. In the interim I installed quite a few AdDept systems at other retailers.

Employees at the May Company treated us fairly from day one right up until the time that the company was purchased by Federated in 2006. Most of TSI’s dealings with the May Company were at the division level. The following is a summary of my notes of our dealings with the corporate entity after all of the systems had been installed.

Notes: The first note that I have is dated October 18, 1999. It makes reference to a “sales tax fiasco”. I think that this must be about whether it was necessary to charge sales tax on our software and services. Because all of our AdDept clients were in other states, we were generally able to avoid doing so. However, there is an Excel file with a similar date that lists three invoices for Robinsons-May, which was in California, and three for Filene’s, which was in Massachusetts. Massachusetts and Connecticut had an agreement by which each collected taxes for the other. So, we definitely needed to charge Filene’s tax.

We also had a problem with California. TSI’s second accountant, whose name I do not remember, was hired in the early days of the AdDept system. She advised us to register with every state in which we had clients. This was poor advice, and we changed accountants shortly after that. However, there is no way to take back a company’s registration.

I vaguely remember an issue from several years earlier that involved an arrangement that my partner (and later wife) Sue Comparetto had made with Gottschalks, another store in California. In this case, the invoices were probably sent to St. Louis and paid by the May Company. We had never registered in Missouri, and we never paid sales tax there.

On January 2 of 2000 I wrote the following email to my other partner, Denise Bessette:

I think that we need to get something established as soon as possible with the May Co. to get compensated for your time and mine. Do you have any suggestions? I also think that it might be time for one or both of us of us to go to St. Louis and talk turkey with them. I am serious about this. I really am tired of not knowing where we stand.

I found a six-page document dated February 7, 2001. It concerned the specs for a Planning System Interface. Evidently they had an application called WD that they wanted to feed. They provided me with a document describing the system that had at least sixty-seven pages. Evidently we had been talking about this for at least two years. The document lists my questions and their incredibly vague responses. No one could conceivably quote an interface based on the responses that we received. I only vaguely remember this whole process. “WD” sounds familiar, but I am pretty certain that we never quoted it, much less coded it.

Denise and I went to visit the May Company together, but I think that it was in 2002. I went to St. Louis in 2001 to install AdDept for use by Filene’s on an AS/400 in the Midwest Data Center. I stayed in the Adam’s Mark Hotel. I did not like where they told me to stay. This is what I wrote to Denise.

My hotel room in St. Louis is absurd. It is a huge suite. I located a microwave and refrigerator inside what looked like a chest of some kind. For some reason it is much easier to find these two features in places where it is impossible to buy food (because I am downtown). The bathroom is right by the door, about a quarter mile from the bed. There are two TV sets, but no Jacuzzi, at least not in the room. The thermostat is out of whack. You have to set it to nearly 80 to keep the room from being frigid. I fear that they may not offer free breakfast here. They did not mention anything when I checked in.

It is supposed to rain all day here. There may even be thunderstorms. I was too lazy to run on Sunday. I will probably regret it today.

I hope that the May Co. has a comfortable nap room. I have become quite accustomed to the two-hour post-breakfast naps.

I think that the guy on the phone is Dennis Wallace. I don’t recognize the other two.

I remember that room and the rain much better than I remember what I did at the May Company. On subsequent visits I stayed at a nearby Hampton Inn. Incidentally, more than two decades later I still take lots of naps.

I found an agenda for a meeting with the May Company dated August of 2002. This must be the trip that Denise and I took together. Here it is:

  1. TSI
    1. People
    2. History
      1. Founded in 1979.
      2. Advertising in 1981
      3. Retail in 1988.
      4. First May division (Hecht’s) in 1991
    3. Custom programming
      1. Good at diagnosis.
      2. Incredibly efficient system of delivering custom code using BASIC.
      3. Two principles:
        1. There should be one version of the truth;
        2. Everyone should be able to take advantage of work done by others.
      4. People capable of completing difficult projects within parameters.
  2. AdDept
    1. Intent
      1. All administrative aspects.
      2. All media.
      3. Easily customizable.
      4. Require a minimum of local support — AS/400.
    2. Retail advertising is difficult.
      1. All the difficulties of retail — stores, merchants, accounting, A/P, and co-op
      2. All the difficulties of advertising
        1. Multiple media, each with almost completely different structure
        2. Media scheduling, production scheduling, estimating, loan room, etc.
    3. System design
      1. Scheduling:
        1. Every media represented in the ad file.
        2. Open on-line database works best when each person updates the system with information as soon as it is available.
        3. One main program, many well-normalized files.
        4. History of significant changes:
          • Production.
          • Financial.
      2. Financial:
        1. One main set of files (header and detail).
        2. Many front ends with supporting detail files.
        3. Two months, three amounts.
        4. Interfaces
      3. Cost accounting (data warehouse)
        1. Detail at the department level using May Company rules.
        2. Can also be used for other purposes:
          • Planning
          • Store-level analysis
      4. Add-ons
        1. Productivity
        2. Competitors
        3. Loan room inventory and transactions
        4. Photo studio
  3. May future plans
    1. Filene’s
    2. Uniformity
    3. Best practices
  4. Technology
    1. Explain CFINT
    2. Explain performance of 5250 v. browser-based
    3. Why “web-facing” doesn’t help
    4. Explain V5
      1. BASIC compiler.
        1. Should we convert to C?
        2. Should we convert to Net.Data?
        3. Should we convert to WAS/Java?
        4. Should we look to Wintel?
      2. Can’t save back very far.
      3. InfoPrint server allows output as .pdf files.
    5. Browser-based programming requires VPN or the equivalent for support.
  5. Other things
    1. AxN.
    2. Peggy Southworth labels.
  6. What else?

Some of this has fled my memory. I do remember that CFINT was a program that regulated performance. Prior to version 5 of the operating system the users could allocate priorities for jobs between “interactive” jobs (5250 sessions on terminals or PCs) and “batch” jobs (everything else, including jobs that relied on something between themselves and the operating system, such as a Java server). IBM wanted to show that the Java jobs had good performance. To do so it slowed down all jobs that were running as interactive. Nothing that IBM had previously done was as hated as this tactic.

I also remember the Peggy Southworth labels. Every division was required to create these labels for each print media job in a precisely specified format. We wrote a program for one of the divisions to do this for them.

The notes indicate that Denise and I met with Rob Cole and Mike Henry. I only vaguely remember them. I have a more vivid memory of Lew Allder, who was a Vice President in the IT department. He showed us around the machine room and assured us that the small size of our organization was not an issue with him or anyone else at the May Company. Everyone with whom we talked was very supportive of what we had done and what we were planning for the future.

Don’t take the bridge across the river.

I also remember one incident that occurred when we were driving either from or to Lambert, the St. Louis airport. I made a wrong turn, and we found ourselves on the bridge that goes across the river to East St. Louis, IL. I had no interest in taking a tour of that town. When there was a break in the traffic I jerked the rental car’s steering wheel to the left, made a clean U-turn and headed back to St. Louis. I think that this maneuver shocked Denise, at least a little.

I tried to find information on what became of the May Company employees mentioned in this entry. However, I was not able to find any information on the Internet about most of them. After a good bit of digging I found Dennis Wallace’s LinkedIn page, which is here. In 2022 he appeared to be working for a company in Houston that provides technical assistance to the hospitality industry.

1. All right, I never actually walked to G. Fox’s store in Enfield Square mall, but I could have.

2. The Hecht’s installation is described here.

3. The account of the installation for Foley’s is provided here.

4. The troubled AdDept installation at Filene’s has been documented here.

5. The Lord & Taylor installation is described here.

6. Doug and I made a strong pitch to Debra Edwards at May Ohio, but the division was eliminated before we could close the deal. That “whiff” is described here.

7. I think that Famous-Barr may have already committed to getting AdDept before Doug arrived on the scene, but their decision was probably made because of the May Company’s commitment to the project. The installation at Famous-Barr is described 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.