Tag Archives: Gottschalks

2001-2006 TSI: Weekly Partners’ Meetings

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Agendas for meetings. Continue reading →

Between January of 2001 and November of 2006 I met pretty often with Denise Bessette (introduced here), who was by then my partner and VP of Application Development. I found a folder of Microsoft Word files for the agendas that I wrote up for these strategy meetings. Starting in 2003 the meetings became more regular. They occurred on many if not most Wednesdays, the day that I was most likely not to be at a client’s.

We generally ate lunch together at an order-at-the-bar restaurant on the west side of the river. It had picnic tables near a small stream. I can’t remember the name of the place. I took a drive in the area that my memory associated with its location, but I could find no trace of it. I suspect that it closed, and the land was bought by a developer who put it to another use, perhaps condominiums.

The following summaries are mostly in chronological order. Almost every AdDept client is mentioned at some point. Separate blog entries with much more details have been posted for each of them. They can easily be found using the 1948 Project’s master index program, which is available here.

Many items on the agendas are repeated on subsequent agendas. A few of them persist over years. These were issues for which we never found solutions. The most obvious examples were the efforts to find additional uses for AxN that would benefit newspapers and/or advertisers.

By 2001 the nature of and name for AxN1 had been decided. Our focus was on how to roll it out to the AdDept clients and what we could do to make it more attractive both to the advertisers and the newspapers. We also discussed potential support issues and how the new model 170 that TSI had recently purchased could handle the load of handling the traffic from AdDept clients and newspapers. Occasionally we talked about personnel and other business-related matters.

By 2002 the business environment for large department stores had changed dramatically. Before listing the agenda for one of the meetings I wrote, “We need to change our attitude 180 degrees. Previously we had excess demand and were struggling to increase our capacity to meet it. Now we have excess capacity, and our customers are frugal.”

I had used Net.Data2 extensively for AxN. At the time it was the only thing available on the AS/400 that could interact with the database. By 2002, however, IBM was telling people not to use it. However, it was several years before IBM provided an equivalent tool. Java3, which I had studied extensively and had concluded was not suitable for what we wanted to do, was IBM’s solution to everything.

I was surprised to read how uncertain we were about the willingness o AdDept clients to use AxN. The meeting in March mentioned the need for a second installation. Before reading this I was pretty sure that Belk4 was the first, but maybe someone else had used it on a limited basis.

In 2003 Denise and talked a lot about what kind of programming was marketable to our clients. We investigated quite a few products that claimed to make it easier to make native AS/400 programs web-based . We also talked about what features could be added to AxN so that it would be more valuable to advertisers or newspapers. Usually one of the last items on the list was whether we should spend time converting our code from BASIC to RPG or something else.

In May Sue and I took our first vacation in Italy. I wrote a journal about that adventure and posted it here.

The meeting of November 5 was the first mention of Bob Wroblewski, who has been introduced here. The next few agendas mostly consisted of the same items.

In January of 2004 Bob and I flew to California to visit Robinsons-May and Gottschalks. Bob then started enrolling Rob-May’s papers. After that the process of getting newspapers to subscribe to AxN snowballed for several years. At about the same time our long courtship of Dick’s Sporting Goods finally paid off with a contract for AdDept. So, in only two years the outlook for TSI had improved greatly.

In February it occurred to me that there might be one dominant software company for the newspaper business. If we could create an interface with their system, it could advance the AxN project tremendously. However, I later discovered that each paper, if it had anything at all, had developed its own software or paid someone to do it. There was no uniformity. Fortunately I discovered that this was a blind alley before I wasted a lot of time, money, and energy on it.

The agenda for the February 18 meeting made it clear that the AxN project was about to take off. Most of the long-time AdDept users had at least been contacted. Stage Stores was enthusiastic, and they had just acquired another chain named Peebles. Finally, Dick’s Sporting Goods had finally signed the contract to purchase AdDept. To deal with the expected increase in use of the Internet by the newly subscribing newspapers Denise was arranging for installation of a T-1 line from AT&T with the Cox Cable connection as backup.

The March 3 agenda closed with a mention of the NAA, which was the abbreviation for the Newspaper Association of America (changed to News/Media Alliance in 2016). I eventually talked with someone at its headquarters, but I foresaw that it would take a lot of time and effort to build a productive relationship with the organization. It might have been a good project for Doug Pease (introduced here) or Jim Lowe (introduced here), but at that point they were in the rear-view mirror. I never thought that this would have been a good fit for Bob. Besides, he was busy talking to newspapers, or at least soon would be.

It took me a few minutes to decode this entry on the entry for March 24: “Robinsons: Lower price for LANG?” LANG was the Los Angeles Newspaper Group,.5 a company that printed and distributed tabloids in Los Angeles and its suburbs. Advertising for all those papers was managed from one central location. TSI agreed to send them one bill. We treated them like one large paper with several editions.

In April we were waiting for Dick’s to begin the solicitation for AxN before we approached Macy’s West and RadioShack. The April 21 entry contained positive news about Filene’s use of AdDept for accounting, including the monthly closing process. The next week Denise and I discussed the proposed trip to talk with Hecht’s main paper, the Washington Post. I ended up visiting them on May 14. It gave me quite a thrill, but I don’t think that they ever agreed to use AxN. Apparently we also considered a press release about being in business for twenty-five years, but I am pretty sure that we never did it.

The agenda for May 26 poses this question about Filene’s: “Have they made a big mess?” Bon Ton agreed to send letters to its newspapers about AxN.

In June we discussed various methods of emailing claims. I don’t recall that we ever took any action on this. There was ominous news from Federated that they put all quotes on hold. The total number of orders in AxN exceeded 100,000. The June 30 agenda announced that Dick’s was moving into its new building over the subsequent weekend.

The first item on the July 21 agenda was “Denise’s three issues”. I wonder what they were. Item #10C talks about a follow-up meeting with the Washington Post that never happened. The next week’s agenda explained that they did not respond to my email. A second e-mail was sent on August 4. On August 25 (my dad’s eightieth birthday) I called the Director of Advertising Services.

Something distressing was evidently going on at Parisian, but I don’t remember what it was. That disclosure was somewhat offset by the following good news: “RadioShack: 34 active; 39 testing; 22 Macy’s West; 15 L&T; 4 Parisian; 56 other.” RadioShack did one of its four geographic divisions at a time. The last two entries brought up new subjects: “How can we make better use of my time and Lucia’s6?” and “5-year plan”.

The August 4 agenda was the first to mention SQL7. I used SQL for all of the AxN programs, but the AdDept programs mostly created temporary indexed output files that were populated by one program and read by another using IBM’s recommended approach, ISAM (Indexed Sequential Access Method).

Marshall Field’s (introduced here), the last big installation of the May Co. version of the AdDept system, was first mentioned in the agenda for September 8. We were very excited about the meeting scheduled for September 16 at Hecht’s advertising department in Arlington VA. By this time the work for the Peebles installation at Stage Stores was operational enough that we were ready to solicit their newspapers for AxN.

I was serious enough about contacting companies that sold software for ad agencies that I spent $35 to buy the booklet from the AAAA. I questioned whether we should write to each of them to propose an interface with their system and AxN. I don’t remember ever doing so.

The agenda for November 1 mentioned that Field’s used an ad agency for both broadcast and newspaper. My recollection was that they started using AxN almost immediately and dropped Haworth, the agency that bought newspaper space. However, later entries seem to contradict this. The same agenda mentions that TSI was carrying $55,000 in questionable receivables in the last month of its fiscal year.

I never had to make an onsite visit to our AxN client in Guam.

The November 10 agenda mentioned that—after months of foot-dragging—Federated Systems Group was finally going to “cut over” to their new AS/400 system. During this period we were worried about providing support for AxN for Macy’s West’s newspapers in Hawaii and Guam. This was needless. The papers subscribed for years without any problems. This was also the last agenda that included a mention of a press release about TSI’s twenty-fifth anniversary.

A major issue early in the year was how to handle the process for installing changes that Dick’s had forced upon us. There were other issues, too. The first agenda of the year ends with the question: “How can we get this installation on the right track?”

Two minor enhancements to AxN for the advertisers had been completed: custom emails and downloading of email addresses. However, I had apparently given up on the possibility of interfacing with computer systems used by the newspapers. There was also a process for reconciling the orders on AxN with the schedule on AdDept.

By March 10 we had a big programming backlog because of the large number of difficult jobs for Marshall Field’s. Denise controlled this process. I simply asked, “How can I help?” In the same meeting we discussed for the first time what, if any thing, we should do to forestall Macy’s from replacing AdDept with the system known then known as FedAd that had been developed by Burdines. Our contact at Macy’s West stated that “it did not exist”.

At the March 25 meeting we talked about Macy’s East for the first time in many months. For the April 28 and May 4 meetings there is separate agenda for AxN. For some reason I seemed worried about using it at Foley’s and Stage Stores.

The first item on the regular May 4 agenda was one word: “Lucia”. Lucia was able to handle much more challenging projects than our other administrative employees. The problem was trying to come up with things for her to do. Another issue on the same agenda posed some interesting questions:

We never mastered the trick of Cloud Computing.
  1. How could we set ourselves up to manage systems for our small clients? Bon Ton, Gottschalks, Neiman Marcus
    1. IBM (like Federated)?
    2. TSI
      1. Dedicated high-speed line for each user?
      2. On the net?
        1. Telnet? How would they print? Pdf?
        2. VPN: AS/400 to AS/400?
        3. VPN: PC to AS/400?
      3. High availability?
      4. Disaster recovery?
    3. A third party?

We did not spend a great deal of effort on trying to provide “cloud” computing for our customers. It would have involved a great deal of expense and risk. Just seeing that term “disaster recovery?” item gives me the chills.

Later in May Sue and I took our second Italian vacation with our friends Tom and Patti Corcoran. I wrote a journal again, but this time I had a camera. The results are posted here.

The agenda for June 2 began with the surprising news that Chuck Hansen at Marshall Field’s had asked me to back off on AxN. It also mentioned the agenda for a meeting with Macy’s Marketing on 5/17. It probably intended to say “6/17”. The next agenda, dated July 8, only stated, “Follow up with …” I must have forgotten the name (Robin Creen) of the lady with whom I met at Macy’s Corporate Marketing. There is also a reference to Bloomingdale’s. I suspect that this was in response to information from Tom Caputo, who worked with AdDept at both Lord & Taylor and Saks Fifth Avenue, that Bloomies had never taken the FedAd software out of the box.

The July 11 agenda has some detailed information about a proposed newsletter publicizing how AdDept handled inserts. Some of these enhancements were done for Dick’s.

The August 26 agenda has a new and somewhat mysterious major topic called “AdDept ideas”. The two subtopics are “SpooliT8 ($9K) or other Excel” and “Service Bureau”. I think that SpooliT made .csv files out of spooled output files. It may have had a few other features.

Throughout this period there were references to The Oregonian, the major paper in the Portland area that stopped paying invoices for AxN without canceling and never responded to attempts to find out why.

The agenda for September 14 mentions the long letter that I sent to Robin Creen. Its contents are posted here.

The agenda for October 12 had several tantalizing references. It began by stating that IBM’s VPN9 product, which TSI used for communicating through the Internet, with clients’ AS/400s would be activated on the following Saturday. It also reported that a newsletter had been sent out.

Robin Creen topped the October 24 agenda, but there were no details. The second item referred to renewal of iSeries News, a magazine.that catered to the AS/400 community. It had undergone many name changes, and the content had also evolved. We kept all of the back copies in the shelves that in 2023 are in my office. When we closed down the company (details here), I threw all of them away.

The third item was “SBC Contract”. I don’t remember SBC, but I suspect that it was an IBM Business Partner that had sold more systems than we had or had somehow managed to deal directly with IBM. During this period TSI was not allowed to quote or sell any IBM products. We had to go through a Super-VAR.

The fourth item was “Lucia” with no details. The fifth was “AT&T Global: do we need it?”. I am pretty sure that this product allowed me to get my email when I was on the road. In the days before Wi-Fi I had an AT&T product installed on my laptop that allowed me to use a phone line in my hotel room to sign on to AT&T and look at my email.

We must have received an inquiry from Sport Chalet10 a chain of stores in California that was similar to Dick’s. Until I saw this entry again I had completely forgotten about them. Evidently I wrote them a letter and sent them a newsletter, but nothing came of it.

The last agenda for 2005 was dated December 6. The #1 item was the blitz to get an AdDept system for Macy’s South up and running in time for the season that started at the beginning of February. The second item was an inquiry from Circuit City11. This was another dead end.

The “My disk recovery” entry brought back some really bad memories. I think that I recovered everything on my computer’s hard drive, but it was costly and painful. The best part was that I got an external hard drive12 that made it very easy to back everything up.

There are no entries for 2006 until June. I remember being under extreme pressure to bring the two huge AdDept installations at Macy’s South and Marshal Field’s up to speed. Meanwhile we received the crushing news that Macy’s and the May Co. had merged, and Macy’s would be the dominant player.

The agenda for June 13 began with the word Corum. I am pretty sure that it referred to broadcast buying software. Based on the date it was probably associated with Macy’s South.

That agenda also contained a major item that simply stated “Modernizing and marketing AdDept”. We never did find a feasible way to transform the AdDept screens into something that looked modern. We made more marketing attempts after this, but they did not amount to much. This was the peak period for AxN. More than four hundred papers had subscribed. TSI’s administrative person spent a good deal of time printing and mailing invoices and depositing checks from newspapers.

The agenda for October 11 was startlingly different. It mentioned two AS/400 models, a 170 and a 270. My recollection is that we did development and ran the business on the 170, and the 270 was devoted to AxN. It also mentions recruitment. I am not sure whether that referred to the administrative position or programming. The agendas have gotten shorter and shorter.

This agenda also mentioned the C compiler for the 270. Denise was upset at me for even investigating the possibility of converting TSI’s code to C, which was widely used in the Unix world.

In the agenda for October 18 the scary term “Macy’s North” appeared several times. It referred to the company that was formerly called Marshall Field’s. Evidently the marketing (never called “advertising”) department there had never bought into using AxN for insertion orders. They may have still been using Haworth.

“Maintenance” was often mentioned in the agenda for November 1. We probably never charged as much as we could have for the kind of service that we provided our clients. I was evidently still spending quite a bit of time at Belk.

I was surprised to see Circuit City mentioned again on the agenda for November 8. We must have received another phone call. The term “Foley’s project” also appeared. I am pretty sure that that was the code name for the long and frustrating effort that Denise and I undertook to sell the company.

The last agenda that I have was dated July 10, 2007. It contained only four items:

  1. Trip to Macy’s West
  2. 515
  3. Dick’s quotes
  4. Foley’s
Never even a nibble.

Denise and I continued to meet, but not on a formal basis. By then I had almost given up on selling more AdDept systems. There had been so much consolidation in retail that the number of good prospects for the system had shrunk to almost nothing. Nordstrom and Dillard’s would have looked nice on our client list, but it was hard to think of anyone else that was worth pursuing.

We still did quite a bit of custom programming during the next five or six years, but managing the list of open jobs did not require the juggling act that had characterized the previous decade.

The AxN business decreased for a few reasons. The big stores no longer trusted newspaper ads to bring in customers as they once did. Newspaper readership was way down. Some of the AdDept clients outsourced their buying to agencies or media services. That always meant a drop in the number of papers.

I enjoyed those meetings immensely, and I miss them.

1. The history of the development of AxN is posted here. The system design is outlined here. The description of the process by which it was brought to market begins here.

2. Net.Data was a scripting language written by IBM for the AS/400. It was quite popular, but IBM for some reason decided to drop it in favor of the open source scripting language php, which required implementation of the Zend php engine.

3. Java is an object-oriented language that was developed by people at Sun Microsystems. The company released an open-source version. Java was almost the only thing that IBM talked about at the PartnerWorld convention that Denise and I attended in 2000. It is described here. On the AS/400 applications written in Java required a lot more resources than programs written in the native languages. If run on the same box the Java programs were slower, a lot slower.

4. The history of the AdDept installation at Belk is posted here.

5. In 2016 LANG merged with the Orange County Register and a few other papers. The new organization was called the Southern California Newspaper Group. The third item under the Federated topic was “AxN letter to four divisions”. Since “Bloomingdale’s” was the second item it mus refer to Macy’s East, West, South, and Florida (Burdines).

6. Lucia Hagan was TSI’s administrative person during this period. She was introduced here.

7. SQL stands for Structured Query Language. It was invented by IBM, but the company did not endorse its use on the AS/400 until 2004.

8. SpooliT is still on the market in 2023! Its website is here.

9. VPN stands for Virtual Private Network. The Wikipedia entry is here.

10. Sport Chalet was sold to Vestis Retail Group in 2014 and was liquidated in 2016.

11. The sad story of Circuit City ended with its liquidation in 2009.

12. I still have that hard drive in 2023. However, I recently discovered that I no longer can find the cable that was used to attach it to a computer, and the company that made it was no longer in business.

2002-2005 TSI: Bringing AxN to Market Part 2

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Selling newspapers on the use of AxN. Continue reading →

AxN was an Internet-based product developed and marketed by TSI. It allowed advertisers to send insertion orders (reservations for advertising space) to newspapers. It also managed communication between the two parties that culminated in the newspaper rep confirming the order. The process that Denise Bessette and I employed in designing and creating AxN, including the division of labor, was described here. Details of the system design are posted here.

Part 1 of the marketing of AxN is posted here. The narrative concludes with the signing of a contract by representatives of Belk1, the department store chain based in Charlotte, NC, to purchase AdDept, TSI’s administrative system for advertising departments of large retailers. Part of the plan for the installation was to use AxN for insertion orders. At the time none of the other AdDept retailers were using AxN yet.

In the previous thirty or so AdDept installations the scheduling of newspaper advertising in AdDept had almost never been very difficult. It was always the first part of the project that we got to work smoothly.

I encountered an unexpected problem in that area at Belk. The company had recently consolidated the administration of four of its divisions into the office in Charlotte. Each of the four previous newspaper coordinators was now working in the office there and managed the advertising for the same papers that they had before. Usually, I trained the manager of the coordinators or just the AdDept liaison about how the programs worked. He or she trained the individual coordinators. In this case there was, at least initially, no manager. I was expected to train each of the coordinators separately. Most of them had been scheduling ads manually and ordering them over the phone. Some had never even worked on a computer before. Worst of all, all four soon realized that there was no way that Belk would need four coordinators when AdDept was up and running. There was not much incentive to cooperate.

Eventually these issues were all resolved, but the delays that the process caused meant that the rollout of AxN would be postponed for a month or two. That was a headache, but it actually proved to be something of a blessing for TSI. It gave Denise and me some time to develop a plan for getting the newspapers aboard. Here is a list of the most important items:

  1. TSI’s accounting system would needed to be changed to accommodate the newspapers as customers. Because the client file used a three-digit number as the identifying field, this task involved a significant amount of programming.
  2. Belk would provide TSI with a list of its newspapers. For each we needed the contact name, phone, email, and address. These would be entered into TSI’s accounting system as (potential) customers. The three-character codes organized them by state. We also needed the name and contact information of the advertising rep at the paper.
  3. I wrote a letter to be sent to the newspapers. It would be signed by someone at Belk but mailed by TSI. The purpose was to ask them to participate in a three-month test period of AxN with no charge. Afterwards they would be asked to continue to use the system with a monthly fee roughly equal to the price of one column inch of advertising. One full-page ad in a broadsheet contained over 120 column inches.
  4. Each newspaper would be sent the AxN: Handbook for Newspaper Users, a copy of which is posted here. TSI would also provide telephone support, but we hoped that it would seldom be needed. We knew how to make systems that were easy to use.
  5. At the same time the newspapers would be sent a contract for the test period. It emphasized that there was no charge for three months and that TSI was not acting as an agent for Belk. It also limited TSI’s responsibility to making a good-faith effort to address all reported problems in an expeditious manner.
  6. After a week or so someone representing TSI would need to call the newspapers that had not returned contracts.
  7. As soon as signed contracts were received, a TSI employee would activate the papers on the company’s accounting system and on the AxN database. Then he/she would notify the appropriate coordinator at Belk to change the field on each variation of the newspaper’s record on the pub table in AdDept.
  8. I would carefully monitor the processing of the first batch of orders. The system had never been stress-tested.
  9. A second letter (from me) and a permanent contract would be sent to the paper after two months. It emphasized that either side could cancel the contract at any time with one month’s notice. The language about agency and responsibility was the same as in the contract for the test period. The starting date was at the end of the test period. There was no ending date.
  10. When the contracts were returned the client records in TSI’s accounts receivable system were marked as active, and the newspapers were billed for the first month or quarter (their choice).
  11. After a week or so someone representing TSI would need to call the newspapers that had not yet returned contracts.

This was by and large a good plan, but it had one rather obvious flaw. None of TSI’s current employees was suitable to play the role of “someone representing TSI” in steps 6 and 11. The programmers, including Denise, were far too busy with request for custom work in AdDept. The slot of marketing director at TSI was empty. I did not trust the administrative person to do this. That left only me, and I was notoriously bad at interactions by telephone. I have always hated talking on the phone, and people can often sense my discomfort. Besides, I wrote all of the new code. It was unquestionably a bad idea for the developer and the sales rep to be the same person. The sales person needs to know how to work with the potential customers, not the machine.

Denise devised a great solution to this problem. She informed me that one of her husband Ray’s cousins, Bob Wroblewski, sometimes did similar work for companies on a commission-only basis. She also came up with a sliding scale of commission rates. It was high in the first year and decreased in subsequent years. After three (or maybe five—I am not certain) years, there would be no commission.

We invited Bob, who lived in Rhode Island, to come to TSI’s office in East Windsor to discuss the matter with us. He liked what he heard, and I was favorably impressed with his experience and communication skills. He agreed to take on the job for Belk’s papers. After that we would assess how well the arrangement worked for both parties.

In reality it worked very well indeed for all of us. Bob was able to persuade all of the papers to agree to the test period. On that fateful day that Belk sent its first batch of insertion orders to TSI my recollection is that more than one hundred papers were involved. The AxN programs flawlessly handled the orders and wrote the appropriate records on the data files. Emails were then sent to all of the newspaper reps. Very little time lapsed between the sending of the emails and the reps signing on to look at the orders. That surprised me a little.

Then a terrible thing happened. TSI’s trusty AS/400 locked up! No one—not even TSI employees—could do anything. I signed on to the system console, for which the operating system always reserved the highest priority. I was able to examine several job logs, and I determined that one of the steps that was being executed as soon as a rep looked at an order was performing an unexpectedly high amount of disk processing and using an inordinate amount of memory. I killed the interactive jobs for all of the newspaper and made sure that no one else could start a new session until the problem was addressed.

This was one of the tensest situations that I had faced in my career. I had to fix this problem, and fast. The step that I had determined was jamming the system would not be necessary until the rep decided to print the order or maybe it was the option to download the order as a csv file. I changed the code on the fly so that the onerous step was postponed until it was necessary. I hoped that that would spread out the activity so that the system was not overwhelmed right after a new order was processed.

There was no time to test what I had done. I removed the routine from the initial opening of the order and installed it in the routine that might be executed later. We then sent an email to the papers with an apology and a request that they try to sign in again. This worked much better, and, in fact, AxN never had any notable performance problems again.

After Belk had been running successfully on AxN for a few months, we decided to take our show on the road. Bob and I flew to California to meet with employees from two AdDept clients, Robinsons-May2 and Gottschalks3. We enjoyed a pretty good relationship with both of them, and I wanted them to feel comfortable about working with Bob. I think that we spent only one afternoon at each location.

I don’t remember the details of the travel arrangements. We must have rented a car and driven from the L.A. area to Fresno. I don’t remember where we stayed or what we ate. I only remember that I was limping when I got off the plane, and I explained to Bob that I had tendinitis in my IT band. He said something like, “Don’t we all?”

Robinsons-May was quite interested in what we were doing with AxN, but they did not go crazy over it. When I later asked them to let us approach their papers, however, they quickly agreed, and Bob was eventually able to sign up almost all of their papers, including the L.A. Times and the Los Angeles News Group, which included the Daily News and a group of suburban papers.

Some IT guys attended our demo at Gottschalks. They uniformly thought that our approach was great. However, the newspaper manager in the advertising department, whose name was Stephanie Medlock, had never used the faxing feature, and I never persuaded her to use AxN either.

The trip was worthwhile. The people in both advertising departments had an opportunity to meet Bob, and he had a chance to see what it was like in an advertising department. Bob I got to know each other a little better, and Bob got a better idea about how AxN fit into the process. However, I don’t think that he ever comprehended why it would be very difficult for us to approach advertising departments at places like Home Depot or Walmart—who did not have AdDept—about using AxN.

Jenifer, Ali, Denise, and Bob at L&T’s office in Manhattan. This was the only photo of Bob that I could find.

Bob also accompanied Denise and me on a trip to Lord & Taylor4, the May Company division with headquarters in New York City. We took Amtrak and a taxi. I did not have any recollection of that trip at all until I found the photo that Bob appeared in. I don’t know when we went, but it must have been before 2005, the year in which I purchased my Cascio point-and-shoot camera for our second trip to Italy and stopped purchasing disposable cameras.

We met with Jennifer Hoke and Ali Flack, the two newspaper coordinators. I know this because I wrote their names on the reverse side of the photo that I found.

On the morning of October 14, 2003, I served as a pall bearer at a funeral in Passumpsic, VT, for Phil Graziose, the husband of my wife Sue’s good friend, Diane Robinson. After the funeral I drove to Providence, RI, for the wake of Bob’s wife. I have only attended perhaps a dozen wakes and funerals in my adult life. It was stunning to do it twice in one day.

Bob continued to represent us in dealings with newspapers until we ran out of prospects. From the beginning it was a mutually beneficial relationship. Bob earned a good amount of money in commissions, and the AxN product complemented AdDept very well right to the end.

Over the years Bob and I had very few interactions other than the ones that I have described. Neither Denise nor I ever monitored his conversations with the newspapers. I always suspected that he may have overstated how important AxN was to the retailers who paid for the newspaper ads, but what do you want? He was a salesman.

1. The people and events involved in the installation of AdDept at Belk and TSI’s relationship with the company are described here.

2. Robinsons-May was the May Company division based in North Hollywood, CA. My adventures in Tinsel Town are recounted here.

3. Gottschalks was an independent chain of department stores based in Fresno, CA. The company’s AdDept installation—including one of the worst experiences of my life—is discussed in some detail here.

4. The twenty-year relationship between TSI and L&T is explored in the blog entry posted here.

1996-2006 TSI: AdDept Clients: May Company

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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.

1991-2012 TSI: AdDept: The Whiffs

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A few notable failures. Continue reading →

We had a very good record of closing AdDept sales. Most of the whiffs fell into one of two categories:

  1. Divisions of Federated Department Stores. Our relationships with various Federated divisions are described in detail here. They are not included in this entry.
  2. Companies that did not advertise enough to justify a high-quality multi-user centralized database. We actually sold the AdDept system to a couple of these anyway.

TSI’s first efforts to market AdDept were concentrated around New York and New England. I figured that there were not very many retailers who could afford the system to keep track of advertising, but, then again, I did not really expect to justify the cost of the system at Macy’s in the very first module that we activated—ad measurement.

The strip mall in which the Enfield store was located was named after Caldor.

Our first attempt was a quintessential whiff. Kate Behart (much more about her here) had been in contact with someone in the advertising department at Caldor, a discount department store based in Norwalk, CT. Kate arranged for me to give a presentation to them at the IBM office in Norwalk. Of course, we had to make sure that the office had the BASIC program, and I had to install both the AdDept programs and some data that I had dummied up from Macy’s real data.

My presentation was flawless. The only problem that I encountered that day was the lack of an audience. No one from Caldor showed up. We never did find out why not. Kate called them repeatedly, but no one returned her calls. It may have had something to do with the fact that in 1989, the year that we installed the first AdDept system at Macy’s, the May Company sold Caldor to a group of investment houses.

Caldor went out of business in 1999.

I also paid a visit to another local retailer, Davidson and Leventhal, commonly known as D&L. Theirs were not exactly department stores, but they had fairly large stores that sold both men’s and women’s clothing. So, they had quite a few departments. The stores had a good reputation locally. The headquarters was in New Britain, CT.

This D&L ad was on the back cover of the issue of Northeast that featured my story (described here).

The advertising department only employed three or four employees. They wanted to know if they could use the computer for both D&L ads and ads for Weathervane, another store that they owned, as well. That seemed vaguely feasible to me, and so I said they could. In fact, we later did this for Stage Stores and for the Tandy Corporation, but both of those companies were much larger, and I had a much better understanding by then of what it entailed.

I didn’t even write up a proposal for D&L. The person with whom I spoke made it clear that what we were offering was way out of their price range.

D&L went out of business in 1994, only a few years after our meeting. Weathervane lasted until 2005.

I have only a vague recollection of doing a demonstration at IBM’s big facility in Waltham, MA, for a chain of auto parts retailers from Phoenix. The name of the chain at the time was Northern Automotive. My recollection is that I spoke with a man and a woman. If they told me how they heard about AdDept, I don’t remember it. After a very short time it was clear that AdDept was much more than the company needed. Although Northern Automotive had a lot of stores with four different logos, it only ran one ad per week. So there was really not much to keep track of. I had the distinct impression that the demo was just an excuse for the couple to take a vacation in New England on the company’s dime.

I don’t remember either of their names, but the experience list on LinkedIn for a guy named Paul Thompson (posted here) makes him a strong candidate. Northern Automotive changed its name to CSK Auto, Inc. not long after our meeting. In 2008 CSK was purchased by O’Reilly Auto Parts.

Won’t Paul be surprised to be busted thirty years later in an obscure blog?

Tom Moran (more details here) set up an appointment with employees of Genovese Drugs at its headquarters in Melville, NY. The two of us drove to Long Island to meet with them.

I probably should have talked to someone there over the phone before we left. The only impression that I remember getting from the meeting was that they were not at all serious about getting a system. We had a great deal of trouble getting them to describe what the advertising department did at the time and what they wanted to do. I was frustrated because I had considered this a relatively cheap opportunity to learn how chains of pharmacies handled their advertising. It was actually a waste of time and energy.

Tom tried to follow up, but he got nowhere. We did not submit a proposal.

J.C. Penney bought the company in 1998 and rebranded all the stores as Eckerd pharmacies.

Woodies’ flagship store in downtown Washington.

While I was working on the software installation at Hecht’s in 1991, Tom Moran coordinated our attempt to land the other big department store in the Washington, DC, area, Woodward & Lothrop, locally known as Woodies. I found a folder that contains references to correspondence with them. Tom worked with an IBM rep named Allison Volpert1. Our contacts at Woodies were Joel Nichols, the Divisional VP, and Ella Kaszubski, the Production Manager.

As I browsed through the file, I detected a few warning signs. The advertising department was reportedly in the process of asking for capital for digital photography, which was in its (very expensive) infancy in 1991. Tom was told that they hoped to “slip in” AdDept as part of the photography project. Furthermore, the fact that we were not dealing with anyone in the financial area did not bode well.

Someone wrote this book about Woodies.

Finally, we had no choice other than to let IBM propose the hardware. Their method of doing this always led to vastly higher hardware and system software costs than we considered necessary. I found a copy of IBM’s configuration. The bottom line was over $147,000 and another $48,600 for IBM software. This dwarfed what Hecht’s had spent. If the cost of AdDept was added in, they probably were facing a purchase price of over a quarter of a million dollars! That is an awful lot to “slip in”.

I don’t recall the details, but I remember having an elegant lunch during this period with someone from Woodies in the restaurant of the main store. It may have been Joel Nichols. It seemed like a very positive experience to me. He seemed eager to automate the department.

We lost contact with Woodies after early 1992. I seriously doubt that the advertising department even purchased the photography equipment that they had coveted. The early nineties were very bad for retailers. By 1994 the owner of Woodies and the John Wanamaker chain based in Philadelphia declared bankruptcy and then sold the stores to JC Penney and the May Company. Many of the stores were rebranded as Hecht’s or Lord and Taylor.

In some ways Fred Meyer, a chain of department stores based in Portland, OR, seemed like a perfect match for TSI. At the time they were almost unique, and we usually excelled at programming unusual ideas. Their approach to retail included what are now called “hypermarket” (department store plus groceries) stores, although they definitely had some much smaller stores as well. The one in downtown Portland was very small. I really thought that we had a good shot at getting this account, largely due to the fact that the IT department already had one or two AS/400’s. So, the hardware cost would probably be minimal.

She would be lucky to make it in nine hours; there were no direct flights.

I was asked to work with a consultant who, believe it or not, commuted from Buffalo, NY, to Portland, OR. I can’t remember her name. She knew computer systems but virtually nothing about what the advertising department did. She wanted me to tell her what AdDept could do, and she would determine whether the system would work for them. I have always hated it when a “gatekeeper” was placed between me and the users. I understand that they do not trust the users to make a good decision, but advertising is very complicated, and almost no IT consultants know much about it. I would not have minded if the consultant sat in on interviews that I conducted with people in advertising.

If I was allowed to meet with anyone from the scheduling or financial areas of the department, I do not remember it at all. I do remember spending an afternoon with the head of the company’s photography studio. AdDept had a module (that no one used) for managing shoots and another (used by Macy’s East) for managing the merchandise that is loaned to the studio for a shoot.

I remember the photo studio guy mentioning that they also did billable work for outside clients. He mentioned Eddie Bauer by name. He could not believe that I had never heard of it/him.

I probably botched this opportunity. Before agreeing to come out the second time, I should have insisted on meeting with whoever placed their newspaper ads and the person in charge of advertising finance. I did not want to step on the toes of the lady from Buffalo, but I probably should have been more aggressive.

Kate accompanied me on one of these trips. We probably flew on Saturday to save on air fare. On Sunday we drove out to Mt. Hood, where we saw the lodge and the glacier, and visited Multnomah Falls on the way back.

Freddie’s was acquired by Kroger in 1998, but the logos on the stores were maintained. There still is a headquarters in Portland, but I don’t know if ads are still created and/or placed there.

Aside from our dealings with Federated divisions2 TSI had very few whiffs during the period that Doug Pease (described here) worked for us. After one of our mailings Doug received a call from Debra Edwards3, the advertising director at May Ohio, a May Company division that had its headquarters in Cleveland. Doug and I flew Continental non-stop to Cleveland and took the train into downtown. My recollection was that we were able to enter the store from the underground train terminal.

The presentation and the demo went very well. I am quite certain that we would have gotten this account were it not for the fact that in early 1993 the May Company merged the Ohio division with Kaufmann’s in Pittsburgh. Management of the stores was transferred to Pittsburgh. Debra was hired as advertising director at Elder-Beerman Stores.

We stayed overnight in Cleveland and had time to visit the Rock & Roll Hall of Fame, which was right down the street from the huge May Co. building. I cannot say that I was greatly impressed with the exhibits.

A few years later Doug and I undertook a second trip to Cleveland to visit the headquarters of Sherwin Williams. Doug had talked extensively with the lady who was the advertising director there. He was very enthusiastic about the prospect of making this sale. By that time Doug had already closed a few big deals for us, and so I trusted his judgment. However, I could not understand how a company that really only sold one product could possibly need AdDept. Yes, they have thousands of stores, but how many ads do they run?

I don’t honestly remember anything about our discussion with them. Needless to say, Doug did not close this one, although he never stopped trying to revive it.

I don’t really count it as a whiff, but Doug was unable to close the deal with Liberty House in Honolulu after our epic trip to Hawaii in December of 1995. The details are recounted here.

I drove past two of the stores in Texas, but I never went inside.

Just as Marvin Elbaum had backed out of his contract with TSI for a GrandAd system in 1986 (as described here), so also one company signed an agreement for TSI’s AdDept system and, before we had installed the system, changed its mind. There was one big difference in the two situations. The second company was the Tandy Corporation, which had actually ordered installations of AdDept for all three of its retail divisions. At the last minute the company decided to close down Incredible Universe, one of the three divisions. The other two companies became TSI clients in 1997, as is described here.

It was not a big loss for TSI. IU was one of a kind. Its stores were gigantic multi-story combinations of electronics and theater. There were only seventeen stores, and only six were ever profitable. Those six were sold to Fry’s Electronics. The other eleven were sold to real estate developers at pennies on the dollar.

I did a demo for Mervyn’s California, a department store based in Hayward, CA. I think that I must have done the demo after finishing a training/consulting trip at Macy’s West in San Francisco. I cannot imagine that I would have flown out to the west coast to do a demo without spending a day or two gathering specs.

The IBM office nearest to Hayward was in Oakland. I took BART in the late afternoon from San Francisco to Oakland. There was quite a bit of excitement at the Holiday Inn at which I was staying. Someone had been murdered on the street in front of the hotel the previous night. There was one other very peculiar thing about this stay. I checked into a Holiday Inn with no difficulty, but I checked out of a different hotel (maybe a Ramada?). The hotel had been sold, and its ownership had changed while I was asleep.

The demo went fine. The guy who had contacted me—his name was Thiery or something like that—liked what he saw. However, the sale never advanced any further. This was almost always what happened whenever I got talked into doing a demo without taking at least a day to interview the potential users. At the time that I did the demo Mervyn’s was, unbeknownst to me, owned by Target. This might have explained the lack of progress. Target may have been restricting or rejecting any capital purchases at the time.

Mervyn’s was sold to some vulture capitalists in 2004. A much smaller version of the chain went out of business in 2009.

For some reason Doug and I once had a very short meeting with the president of Gottschalks, a chain of department stores based in Fresno, CA. He told Doug and me that he would get all of the other members of the Frederick Atkins Group to install AdDept. This organization (absolutely never abbreviated by its initials) somehow enabled its members to shop for foreign and domestic merchandise as a group. Nearly every department store that was not owned by the May Company or Federated belonged to it.

A few years after he made this promise he (or someone else at Gottschalks) arranged for me to speak before the members at one of their conventions in Naples, FL. I flew to Fort Meyers and rented a car from there. Naples was beautiful and reeked of new money. I gave my little spiel, but I did not have an opportunity to interact with any of the members of the audience. So, I did not get any direct feedback.

We eventually did sign up a few members of the group—notably the Bon-Ton (described here) and Elder-Beerman (described here). I don’t know whether my speech had any effect.

I think that the Frederick Atkins Group is defunct in 2021. The references to it that I could find on the Internet were all from decades past.

In (I think) 1999 Doug Pease and I made an unproductive trip to Columbus, OH, to talk with the IT director of of Value City about the possibility of installing the AdDept system for use by the advertising department. That adventure is described here.

First stop: Norfolk.

TSI got a phone call from a chain of furniture stores in coastal Virginia, Norfolk4, as I recall. As part of my crazy automotive support trip, I stopped by to talk with the advertising director at this company on my journey from Home Quarters Warehouse in Virginia Beach to Hecht’s in Arlington. I spent a couple of hours with him. When I discovered that the company had only three stores, I knew that this was a mistake. I told him that our software could address his problems, but the cost and effort would not be worth it for either of us. I advised him to hire someone who was a wiz with spreadsheets.

I think that I got a free cup of coffee out of it.

I can’t tell you what happened to the company thereafter because I don’t even remember its name.

We had two reasonably hot leads in 2000. I had to handle both of them myself. The first was at Bealls department store, which has its headquarters in Bradenton, FL. This was another situation is which I had to deal with the IT department rather than the advertising department. I am pretty sure that the company already had at least one AS/400. I have a few notes from this trip, but it is not clear whether I intended to do the demo on their system or on one at a nearby IBM office.

In any case I think that there was a technical problem that prevented a successful installation of the software needed for the demo. So, I had to improvise, and I did not get to spend much time with the people who would have benefited from the system. The whole thing made me very depressed.

I had some free time, and so I went to the beach. I stopped at a Jacobson’s store to buy a tee shirt to wear at the beach. The cheapest tee shirts in the store cost $100!

The beach was lovely, and it was unbelievably empty. The weather was pretty nice. A beach in Connecticut would have been packed in this type of weather.

All of these stores are gone.

We did not get the account, but the tale has an interesting coda. Bealls is still in business today. For years Bealls could not expand outside of the state of Florida because a different store with exactly the same name was already using it in other states. These Bealls stores were run by Stage Stores, a long-time AdDept client that was based in Houston. Stage Stores was still using AdDept when TSI went out of business in 2014.

In 2019 Stage announced that it was changing all of its stores into Gordmans, its off-price logo (which did not exist while I was working with them). When the company declared bankruptcy Bealls purchased, among other things, the right to use the Bealls name nationwide.

I remember going to Barneys New York in late 2000 to talk with someone in advertising. I also have discovered three emails that I sent to Christine Carter, who was, I think, either in charge of the advertising department or in charge of the financial side. Barneys only had twenty-two stores, and that included some off-price outlets. I don’t know how much they actually advertised.

Flagship store on 60th Street.

We never heard from them after my last email, which emphasized how easily AdDept could be adapted to differing needs even for companies the size of Barneys. By this time the very affordable AS/400 model 150 had been introduced. It would have been perfect for them.

I think that Barneys is dead or nearly so in 2021. All of the stores in the U.S have been closed, and even the “Barneys New York” brand was sold to Saks Fifth Avenue. However, the company also had a Japan division, which is evidently still operational.

I received a very unexpected phone some time in 2001 or 2002. It came from a man who had formerly worked at Saks Fifth Avenue and had taken a job as a Vice President at Sears. He knew that the advertising department at Saks had been doing things with its AdDept system that Sears’ advertising department seemed utterly incapable of. He invited me to the Sears headquarters in Hoffman Estates, IL, to investigate the possibility of installing AdDept at Sears.

At about the same time I had been in contact with the agency in a nearby town that Sears used for buying newspaper space and negotiating newspaper contracts. They wanted to talk with me about the possibility of working together. The agency’s name was three initials. I think that one was an N, but I am not sure.5

I arranged to spend consecutive days at the two places. It was cold on the day that I visited the agency. I learned that it recruited new clients by claiming that they could negotiate better rates for them because they also represented Sears. I suspected that this was baloney. Sears was a bid dog nationwide, but the amount of newspaper ads that they bought in any individual market was not that impressive. They were just in a lot of markets.

After the people explained the services that they offered to clients, I remarked that about 10 percent of what they did overlapped with about 10 percent of what we did. Privately I could not imagine that any of our clients who would benefit from their services.

I told them about AxN, our Internet product. They informed me that the papers did not want to sign on to their website for insertion orders. Of course, they wouldn’t, and they had nothing to hold over the papers.

We ended the meeting with the usual agreement to stay in touch and look for synergies, but privately I considered them the enemy.

I did not see a parking structure. Maybe I entered on the wrong side of the pond.

The next day was bitterly cold, and there was a strong wind. I located the sprawling Sears complex and parked my rented car in a lot that was already nearly full. I had to walk a long way to the main building, and I have never felt as cold as I did on that walk.

I could hardly believe it when I walked into the building. The ground floor was billed with retail establishments—a drug store, a coffee shop, a barber shop, and many more. I had to take the escalator up to get to Sears. I was met there by the woman with whom I had been in contact. She was from the IT department.

OK, now I get it. Our problem was that we did not have enough architects.

She took me up to meet the “advertising team”. Six or eight people were assembled in the room, and they all had assigned roles. I remember that one was the “system architect”, and one was the “database manager”. I almost could not suppress my amusement. What did all these people do? There was no system, and there certainly was no database. At TSI I handled essentially all the roles that everyone at the table described.

They asked me some questions about the AdDept system. When I told them that it ran on the AS/400, the system architect asked me if that system was not considered obsolete. I scoffed at this notion and explained that IBM had introduced in the AS/400 64-bit RISC processors that were state-of-the-art. I also said that, as far as I knew, the AS/400 was the only system that was build on top of a relational database. That made it perfect for what AdDept did.

I wonder how many “OS/2 shops” there were in the world.

They informed me that Sears was an OS/26 shop. I did not know that there was such a thing. In the real world Windows had already left OS/2 in its dust by that time. In all my time dealing with retailers I never heard anyone else even mention OS/2. It might have been a great idea, but IBM never did a good job of positioning it against Windows.

Besides, just because the corporation endorsed OS/2 should not eliminate consideration of multi-user relational databases where appropriate. The devices with OS/2 could serve as clients.

They explained to me that Sears’ advertising department had hundreds of employees, most of whom served as liaisons with the merchandise managers. Most of the ads were placed by agencies. I presume that the newspaper ads were produced in-house. No one whom I talked with seemed to know. The people on the committee did not seem to know anything about how the department did budgeting or planning.

The competition.

Someone talked about Sears’ competitors. The example cited was Home Depot. I don’t know why this surprised me. I must have been taken in by the “softer side of Sears” campaign a few years earlier.

After the meeting my escort took me to a remarkable room that was dedicated to the advertising project. It was a small theater that had ten or so posters on the wall with big Roman numerals at the top: I, II, III, IV, etc. There were no statues, but otherwise I was immediately struck by the resemblance to the Stations of the Cross that can be found in almost any Catholic church in the world. I asked what the posters represented. The answer was that they were the “phases of the project”. I was stunned by the assumption that the project required “a team” and that it was or indefinite duration. No one ever allowed us more than a month or two to have at least portions of the system up and running.

At some point I was allowed to give my presentation. The man who had worked at Saks attended along with a fairly large number of people. Maybe some were from advertising. I was never allowed to speak with them individually.

I never got to read the advertising department’s Wish Book.

My talk explained that AdDept was a relational database that was specifically designed for retail advertising departments. I described a few of the things for which it had been used by other retailers. I could not do much more than that. I had not been able to talk with any of the people in the department, and the IT people were clearly clueless.

When I returned to Connecticut I wrote to both my escort and the man from Saks. I told both of them that I did not know what the next step might be. I had not been given enough access to the advertising department to make a proposal. The whole experience was surreal. If someone had asked me to return, I would only have done it if I were granted unfettered access to potential users.

No one ever contacted us. I told Doug not to bother following up.

One puzzling whiff occurred during the very short period in which Jim Lowe worked for us. The strange case of Wherehouse Music is explored here.

Perhaps the strangest telephone call from a genuine prospect that I ever received was from Albertsons, a very large retailer with is its headquarters in Boise Idaho. The person who called was (or at least claimed to be) the advertising director there.

I had heard of Albertsons, but I did not know very much about the company. All I knew was that they were a chain of grocery stores in the west. Since advertising for grocery stores is basically limited to one insert/polybag7 per week, they had never seemed to be great prospects for AdDept. However, I never hung up on someone who expressed interest in the system.

The problem was that this lady insisted that I fly out to Boise to meet with her and her crew the next day. I tried to get her to explain what the situation was, but she said that she had no time to talk. She needed to know if I would make the trip. It was a little tempting for a peculiar reason. Idaho was one of the few states8 that I had never visited. Still, this sounded awfully fishy. I passed.

The incredibly bumpy road that Albertsons has traveled is documented on its Wikipedia page, which is available here. I don’t remember when the call from the advertising director came. I therefore have no way of knowing whether she was in charge of advertising for a region, a division, all of the grocery stores, or none of those. I might well have passed up an opportunity that might have extended the life of the company. Who knows? It looked like a goose, and it honked like a goose, but maybe going to Boise would not have been a wild goose chase.

Jeff Netzer, with whom I had worked in the nineties at Neiman Marcus (recounted here), called me one day in 2010. He asked me if I remembered him. I said that I did; he was the Aggie who worked at Neiman’s.

He informed me that he was now working at Sewell Automotive, the largest Cadillac dealership in the Dallas area. He said that they were looking for help in automating their marketing. I was not sure how well AdDept would work in that environment, but I agreed to visit them. His boss promised to buy me a steak dinner.

I flew Southwest to Dallas, and for the first time my plane landed at Love Field. It was much closer to Sewell than DFW would have been.

I found a great deal out about their operation. I doubted that we could do much for the agency for a reasonable amount of money. On my computer I recently found a three-page document dated September 23, 2010, in which I had listed all of the issues that I learned about at Sewell. A woman named Tucker Pressly entered all of their expense invoices into a SQL Server database. It was inefficient, and there were no programs to help them compare with budgets.

The main objective of the marketing department was to make sure that they were taking advantage of all available co-op dollars from Cadillac and other vendors. We could not help with this unless we wrote a new module. I described my reactions to their issues in a letter to Jeff.

I never heard back from Jeff, who left Sewell in 2012. Nobody ever bought me a steak dinner.

Sewell Automotive is still thriving in 2021.

In 2011 or 2012 I received a phone call from a lady from the advertising department at Shopko, a chain of department stores based in Green Bay, WI. I don’t recall her name. She said that she worked for Jack Mullen, whom I knew very well from both Elder-Beerman and Kaufmann’s. Before Doug Pease came to TSI, he had worked for Jack at G. Fox in Hartford.

I flew out to Packer Land to meet with her. They had a very small advertising department. They basically ran circulars in local newspapers on a weekly basis. As I remember, she and one other person ran the business office.

I worked up a proposal for the most minimal AdDept system that I could come up with and sent it to her. When I had not heard from her after a few weeks I called her. She said that the company was downsizing and, in fact, her position was being eliminated.

Jack also left the company in July of 2012. His LinkedIn page is here. Shopko went out of business in 2019.

1. Allison Volpert apparently still works for IBM in 2021. Her LinkedIn page is here.

2. As I write this I can easily visualize Doug stabbing a box with a pencil after a frustrating telephone conversation with someone from a Federated division.

3. I worked fairly closely with Debra Edwards when I installed the AdDept system at Elder-Beerman stores in Dayton, OH. That installation is described here. She was the Advertising Director there. Her LinkedIn page is here.

4. The “l” in Norfolk is silent, and the “ol” sounds much more like a short u.

5. I later learned that there were actually two affiliated agencies across the street from one another. I encountered the other one, SPM, in my dealings with Proffitt’s Inc./Saks Inc., which are detailed here. The agency was still around in 2023. Its webpage is here.

6. In fact IBM stopped updating OS/2 in 2001 and stopped supporting the operating system in 2006. I cannot imagine how Sears dealt with this. I pity their employees with nothing OS/2 experience at Sears on their résumés.

7. Polybags are the plastic bags that hold a group of flyers from diverse retailers. they are ordinarily distributed to people willy-nilly.

8. The others are Wyoming, Montana, North Dakota, and Alaska. I am not certain of Arkansas. I might have gone there with my grandparents when I was a youngster. The only place that I have been in Utah is the Salt Lake City airport.

1994-2014 TSI: AdDept Client: Gottschalks

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Independent chain of department stores in Fresno CA. Continue reading →

In the Model T days the name still had the apostrophe.

Doug Pease, TSI’s Marketing Director who was introduced here, took the phone call from someone in the IT department at Gottschalks (never an apostrophe) in 1994. Gottschalks was an independent chain of department stores based in Fresno, CA. I am not sure how the people in the IT department had heard about TSI. We had previously had only incidental contact with the Advertising Director there. Since they seemed like an ideal candidate for the AdDept system, I quickly agreed to talk with them in person.

The only reasonable way to get to Fresno was by way of LAX. Sometimes I drove (3+ hours). Sometimes I took the short flight.

Doug and I flew out to Fresno on a Saturday to make a presentation and gather specs about their requirements. On Sunday we decided to drive up to Carmel by the Bay and then drive down Highway 1 along the coast. This was a very pleasant trip for me, but, as I described here, Doug enjoyed it a lot less than I did.

The presentation and demo in Fresno seemed to go well, but almost no one from advertising except Robert Guinn1, the manager of the Advertising Business Office, attended. At some point during that first visit Doug and I were also introduced to the president of Gottschalks. He made the startling claim that he would make sure that the other members of the Frederick Atkins2 group would also purchase AdDept3.

Shortly thereafter a contract was signed, and a small AS/400 was ordered.

In December of 1994 I flew back to Fresno and installed AdDept on an AS/400 that the company had purchased from IBM. The machine was kept in the data center. That room had tight security, and it was always very cold, at least from my perspective. Because it was December, I had my overcoat with me. The only place that I wore it was in the data center.

Gottschalks’ headquarters was several miles north of downtown Fresno.

Gottschalks recommended that I stay at the DoubleTree hotel in downtown Fresno. It was right next to the casino4. The entire downtown area, aside from the casino, was pretty much dead by the mid-nineties. I did not like staying at that hotel. Fortunately, it was easy to persuade Gottschalks to let me stay somewhere on the north side of town that was both cheaper and closer to the company’s headquarters at 7 River Park Place East.

The primary purpose of the installation was not to improve or make more efficient Gottschalks’ advertising. Its main use was to keep better track of the money spent by the department. Here is what I wrote in 2000:

The liaison is now and always has been an accountant. The advertising department has shown very little interest in using the system. Their opinion is that the system was forced down their throats. This opinion is accurate. The accounting department and the IS department purchased the system in order to hold the advertising people’s feet to the fire.

On the other hand, there may be an opportunity here. Most of the people involved at the time of the installation have moved on. If contact is made with the new people, we may be able to sell them on efficiencies to be derived from using AdDept for scheduling.

Shortly after I wrote this evaluation Ernie Escobedo5, who succeeded Robert as TSI’s primary contact, arranged for an upgrade to the painfully slow AS/400 that they had been using. The new Model 170 was sitting next to the old one in the frigid data center when I arrived on August 19, 2000, to migrate the AdDept programs, the data, and everything else.

The fiasco: Writing about this episode is one of the most painful things in the entire 1948 Project. It was certainly the low point of my career as a cowboy coder.

The new system used RISC processors; the previous system used CISC. The compiled versions of the hundreds or maybe thousands of programs in the AdDept system needed to be converted. I had already done this a few times, including on a system used in TSI’s office. In fact, we used precisely the same model of AS/400 that Gottschalks had just purchased, and I was very familiar with the CISC model that they had been using. I knew that it would take most of the weekend to effect the changes, but I was quite confident of my ability to pull it off. I was so certain that I had scheduled time at Robinsons-May in North Hollywood for Tuesday and Wednesday. I planned to drive to Santa Clarita on Sunday evening and commute from the Hampton Inn there to Rob-May

The trip started very well. Here is what I wrote:

Yes, I often wore a suit, too.

I managed to get upgraded to first class for both legs today. Nadine told me that when she called three weeks ago they told her that there were no first class seats available on the Cincinnati to LA leg. It was indeed full, but I got one of the seats.

In first class they give you a hot wet towel before dinner. I have never quite understood what this was for. I guess that maybe they are afraid that the common people might have touched something on their way through our section. We wouldn’t want their common germs to mix with ours. I had delicious food on both flights. The food in first class on Delta is really excellent.

A guy across the aisle from me who was at least my age had a short haircut which had been dyed blonde on top. The only thing I can think of to explain this is that he must be the manager of a supermarket who did it to identify with his employees.

Wow! We just passed over Albuquerque. I could easily pick out the base that I was stationed on, the airport, and the two golf courses I played. The last was easy. They were the only green spots to be seen. The southwest is really desolate.

The drive to Fresno wasn’t too bad. Well, the first 22 miles were horrible, but the last 200 were easy. The car has a CD player. I played the duet CD through twice. I changed cars at Avis. When I got to Fresno, I realized that I still had the key to my first car. Whoops.

I am pretty certain that I stayed at a Holiday Inn Express on that occasion. I must have arrived late. The only room that they had was handicapped-accessible. There was a tub, but no shower. I had to sit down and spray myself with one of those handheld devices that are so common in Europe.

Both a football (soccer) and volleyball team are known as the Fresno Heat.

Although it was August, and Fresno had a reputation for very hot summers, I brought a jacket because I knew that I would be cold in the data center. If I had not, I would have been even more miserable than I was. David Seeto, our technical contact in the IT department, was there during the following process:

The new system came with the operating system and licensed programs already loaded. We had to call IBM to find out what to do. Unfortunately Gottschalks’ software contract did not cover weekends. Nevertheless we finally got IBM to tell us how to remove the licensed programs. When we did so, we got a processor check on the new machine. We called IBM again. They told us first that we probably had a bad disk drive, but we should try to IPL from the tape again. We did. This time the system said that it could not find one of the disks, but it completed the task. A second IBMer told us how to reconfigure the disks to find the second disk drive. By now it was 4 PM.

A “processor check” is a fatal error. The system is not usable without extraordinary intervention.

I then began the process of bringing over the data (trivial but time-consuming) and programs (much more complicated). The most important programs were in the library named AdDept. I successfully brought that entire library over to the new system. Then I deleted all the objects in the AdDept library on the old system. I don’t know why I decided to do that. It was certainly unnecessary, but I could not see how it could cause a problem. That system with all of its contents was surely headed for the junk heap anyway.

The process of converting all of the programs was still running when I left on Saturday evening. I came in on Sunday morning and was delighted to discover that the conversion had completed without any problem. I then put the system through some simple tests to make sure that everything was OK. I soon discovered that, while some programs performed correctly, a few of the most important ones did not. The most commonly used program in the system, WRKADS (work with ads), produced erroneous results.

I tried recompiling the programs that were producing erroneous results. That did not help. This was intolerable. I had no choice. I had to make the CISC system usable again. Here is what I wrote to my partner, Denise Bessette (introduced here), about the process.

David Seeto.

Well, I think that clearing that AdDept library was the stupidest thing that I have ever done. My recovery technique did not work. The 3/5 tape was missing everything changed from their previous install through that date. I had no way of knowing what the previous install date was. Therefore, I selected everything on the RISC box with a change date from 1/1 through 4/30. I think that this is a fairly good approximation since there was definitely an install here on 4/20. However, I did not discover this until 7 PM. I left Gottschalks at 11:15. The files were finished, but the compiles were still running. Could someone sign on tomorrow morning to test the WRKADS programs? Send me a message with the results.

I canceled my hotel reservation in Santa Clarita. I am staying at the Holiday Inn near Gottschalks. I plan to go into Gottschalks to make sure that things are running reasonably well.

Could you tell Mary Ng that I will try to be in early in the afternoon?

If I had to work with David Seeto every day I would have to take a header off of a bridge.

I only punched one wall today. The wall is fine, but one of my knuckles is very sore.

Gottschalks’ IT department placed a service call with IBM. A customer engineer appeared and ran diagnostics on the new hardware. He testified that it was all in order. As far as IBM was concerned, since the hardware was functioning correctly, the problem must lie in either its BASIC program product, for which IBM had withdrawn support, or our AdDept code. In either case it was not IBM’s problem. End of story. The fact that exactly the same model in Connecticut produced results that were different from those of the one in California did not affect the judgment of the IBM people in Fresno.

I tried to explain this to the people in the IT department at Gottschalks. I promised that I would continue working on the problem remotely. They were not a bit happy with a resolution that left them with an unusable computer that they had already paid for and a very slow one. However, they agreed to keep the new system on, as well as the communications setup that allowed people in TSI’s office to sign on to it. So, at least I would be able to gather data from afar.

I returned to New England with my tail between my legs. Two important clients were angry at me, and I could not blame either of them.

I had plenty to keep me busy for the next few months. At some point I flew to California to make up for the visit to Rob-May that I had canceled. A week or two later I flew to Bradenton, FL, to do a demo for Beall’s. After that trip I needed a few days to cobble together a detailed Design Document and a proposal.

During the periods in which I was at TSI’s office I devoted as much time as possible to trying to isolate the problem with Gottschalks’ new system and to find someone at IBM who would listen to my argument. I remember more about the former than the latter. I do, however, remember the moment when I asked an IBMer to look at an example that contained almost no programming code at all. While working in the BASIC interpreter at Gottschalks I displayed on the screen the erroneous result from a simple sum of two constants. I then performed the same task on TSI’s system and got the right answer.

The IBMer was forced to admit, “This must be a hardware problem.” A day or two later he got the customer engineer to return to Gottschalks and replace the “floating-point processor,” which I did not even know existed. Evidently it was used by BASIC and almost nothing else. I signed on and put the new system through its paces. Everything seemed to work perfectly. I called Gottschalks and scheduled another trip in November to effect the migration.

The flight out to California was not as pleasant as the one before the disastrous August trip. Upon arrival in Fresno I wrote back to Denise,”I was nearly overcome with sadness in the airport in Chicago. If this trip goes well, I will probably feel better. The last one made me rethink my whole approach to life.”

Gottschalks went from a grey box to a black one.

The November migration also occurred over a weekend. It went much more smoothly than the first one, but there were still quite a few hiccoughs.

I cleared out the TSIDATA library on the new machine. I then restored the data from the CISC box. It took six hours.

I keyed in all of the user profiles. I checked the system variables, the backup and cleanup schedules, and the automatic reply list entries. I set it up so that QSNADS was started with QBATCH. I keyed in all of the scheduled jobs. I scheduled jobs to stop and start fax support.

Todd Burke5 from IBM came in the afternoon. He had installed the operating system in August. However, he had failed to install the extended help, the previous compiler support, Advanced Function Printing (needed for faxing), and the Communications Utilities (needed for RJE6). He set up a console in the operator’s area so that it receives break messages from the QSYSOPR message queue.

DATEINFO7 was not in TSIDATA. I discovered this last time, but I forgot. I had to restore it from the old system.

I installed all changes from our system from 8/17 through 11/3. I didn’t leave on Sunday until 8 PM. I was the first to go. I was so tired that I missed my exit going back to the hotel.

I changed TOSHA_B’s user ID to TOSHA_A8 and STEPH_K’s to STEPH_M. If they are going to use ID’s like those, they should prevent the women from getting married.

Todd set up the faxing incorrectly. I don’t know what he did wrong, but the software support person had me delete everything he did and key it in again. She also had me fudge one of their files using DFU9!

When I left everything was working. David Seeto said that he felt as if a huge weight had been lifted from his back.

I’ve spent considerable time in the L.A. airport three times this year. No movie producer has yet to approach me with a multi-picture deal.

That was not the end of the story. I submitted two invoices to Ernie Escobedo for my time at Gottschalks in August and November. I did not ask for reimbursement for the dozens of hours that I had spent researching the problem and trying to get IBM to take a second look When TSI had not received payment more than a month later, I asked Ernie about them. He said that he was “not inclined to pay them.”

I wrote him a long letter in which I described the efforts that I had undertaken to get that defective new system to work. I also said that I understood why Gottschalks was still upset about the situation, but the villain in this case was IBM. The company had installed equipment that did not work and refused to recognize that fact just because the diagnostics that someone at IBM had designed did not allow the customer engineer to detect the problem. Ernie promptly approved the payment of both invoices.

Stephanie Medlock.

AxN: In 2003 Bob Wroblewski and I made a trip to California to show TSI’s online insertion order system to Rob-May and Gottschalks. That trip and Bob’s involvement with the project has been described here.

The reception to the presentation seemed quite positive, bur Stephanie never agreed to try AxN. She stuck with faxing her orders until the end.

Life in Fresno: During most visits to Fresno I stayed at a Hampton Inn that was a short drive from Gottschalks’ headquarters. I always rented a car; public transportation was not a viable option in Fresno. I found no restaurant in which I felt comfortable dining alone. For most suppers I got takeout. There was no shortage of establishments that specialized in fast Mexican food.

My only recreation was running. I was able to map out a course through the suburban streets near the hotel. Traffic was a problem at only a few intersections.

The weather always seemed good. The most peculiar thing that I remember about Fresno was the tule fog. Occasionally a fog bank would abruptly drop the visibility to zero for a short period of time. This happened once while I was there. On Highway 41, the major north-south road in the San Joaquin Valley, it caused a collision that involved a large number of vehicles. The phenomenon has its own Wikipedia page.

Epilogue: In 2000 Gottschalks acquired the Lamonts department store chain. The acquisition gave Gottschalks a presence in the Pacific northwest and Alaska. In retrospect this must have been the impetus for the upgrade to the AS/400. However, the results did not meet expectations. In 2008 the company was delisted from the New York Stock Exchange. In the next year it declared Chapter 11 bankruptcy. By July of 2009 all the remaining stores had been closed.

Robert Guinn.

1. Robert Guinn’s career after Gottschalks led him back to his alma mater, Fresno State, as is described on this webpage.

2. Frederick Atkins Inc. was a non-profit company that bought merchandise for the companies in the Frederick Atkins Group. In the late nineties quite a few independent chains of department stores still belonged to the group. A description of the concept is posted here. The company went out of business in 2015. At that point the number of independent department store chains could be counted on one hand.

3. As far as I remember, he persuaded no other company to buy the system. Of course, I did not expect him to. However, he did arrange for me to make a presentation to members of the group at a convention in Naples, FL. That adventure has been described here.

4. The Club One Casino, which was really just a card room, moved away from downtown during the pandemic.

5. I do not remember Todd Burke, but I found his LinkedIn page here. For some reason his list of experiences skips over his time in Fresno, as well as everything else in 1999 through 2018.

6. RJE is one of the hundreds of TLAs (three-letter abbreviations) employed by IBM in those days. It stands for Remote Job Entry. I don’t remember precisely how it worked.

7. I don’t remember what DATEINFO was used for or why it was not in TSIDATA, the library that contained all information that pertained to the client.

8. According to LinkedIn Tosha’s user ID would be TOSHA_G if she was still working at Gottschalks. For some reason I was not allowed to see her LinkedIn page, but I did find a reference to her here.

9. DFU was shorthand for Data File Utility. We never told any of our clients that it existed, and we never used it. It allowed the user to go in and change any field on any record of any data file. There was no audit trail whatever. This violates sacred principles of database design.