1994-2014 TSI: AdDept Client: Gottschalks

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.

1998-2005 TSI: AdDept Client: Proffitt’s

Proffitt’s was a chain of department stores based, for the period in which I was associated with the company, in Alcoa, TN. Proffitt’s was the first division in the entity Proffitt’s Inc. The corporation changed both its name and orientation … Continue reading

Proffitt’s was a chain of department stores based, for the period in which I was associated with the company, in Alcoa, TN. Proffitt’s was the first division in the entity Proffitt’s Inc. The corporation changed both its name and orientation in 1998. The new entity was called Saks Inc. TSI’s relationship with that corporation and the people in Proffitt’s Marketing Group (PMG) has been described here.

Proffitt’s headquarters was four miles south of the airport. I usually stayed at the Hampton Inn at the top of the map. Although the town of Maryville was only about a mile away I seldom went there, and I never went to Knoxville.

I don’t think that I did a demo for Proffitt’s. Rather, the decision to use AdDept there was made by PMG based on the success of the installation at McRae’s that is described here. I definitely remember my first trip to the divisional headquarters. In April of 1998 I flew on Delta from Atlanta and arrived at McGhee Tyson Airport1, which is also located in Alcoa. I rented a car and drove the short distance to Proffitt’s headquarters, which was in a strip mall that did not have a Proffitt’s store. The mall’s anchor store, if you could call it that, was a Burlington Coat Factory.

By the day that I arrived, the advertising department’s AS/400 was already installed in a closet. Next to it was the system console. There was already a premium on space there, and it got worse very quickly. On some occasions I was required to work in that closet. It was a strong contender for the worst work environment that I had to endure.

The connectivity was also installed and configured by someone else. Specifically, TSI had nothing to do with the selection of the emulation software for the Macs.

Proffitt’s advertising department was not very large. The primary reason for this was that much of the creative and production work had been outsourced to an ad agency in Chicago named Ambrosi. I wrote this about the agency’s practices in April of 2000:

Ambrosi has a minimum charge of $175 for materials. They sent an invoice to Proffitt’s with a line on it with a $175 charge for “eye shadow kit.” Proffitt’s paid it without questioning it. The bill was nearly $20,000 over the budget – for one catalog.


The people: My original contact was the production manager, Tom Henry. All that I remember about him is that he took me to lunch that first day in his Corvette that was not really a Corvette. He said that it was “a knock-off”. I should have asked him to elaborate on the subject, but I did not. I think that we ate at an extremely inexpensive pizza place where you just pointed at the slices that you wanted. I have forgotten the name of the place.

Long after I posted this entry I discovered this photo of a meeting at PMG in Birmingham. Tom Henry is on the left in the shirt with horizontal stripes. On the opposite side of the table are two other people from Proffitt’s: Tom Waltz at the far end and Cindy Karnoupakis in red and white. I think that Tom W. was the manager of the business office before Jim Pierce. Cindy may have been his assistant. Steve VeZain of PMG is waving on the right. I don’t remember the meeting, and I have no firm recollections of Tom W. and Cindy.

I did not work with him much after that day. He was in charge of the department’s computers. Therefore, he had me train some people who worked for him how to check the backups. Leaving this important role up to them was a mistake.

I wrote this about the situation in early 2000:

This installation got off to a very slow start. All the people involved in the project initially bailed out when the data entry started. Three people are now involved – Jeannie Gorman for ROP, Lucy Delk for other media, and Jim Pierce in the business office. Jim, although a very laid-back guy, has more or less taken the bull by the horns in the last few months. They are now using AdDept for closing – accruals and the prepaid to expense journal entry for all media.

Don Alexander2 was the Senior VP of the department until July of 2000, but I do not remember dealing with him much. In fact, I remember very little about most of the people in the department until Marianne Jonas came from McRae’s to become the Advertising Director in August of 2000.

Jim Pierce handled the finances. His assistant was named Charlene. Christi Bullock worked with her. Jeannie Gorman scheduled and purchased newspaper advertising. Lucy Delk handled other media. I also took a photo that included a woman named Cindy. I don’t remember any of these people very well. I need to rely on the notes that I have discovered, and they do not begin until 1999. Furthermore, my research has been unable to determine anything about their subsequent lives.


Hardware issues: Most users of the AdDept system on AS/400’s experienced few if any problem with their hardware. If they did, they solved it themselves or got the IT department involved. My notes from Proffitt’s for 1999 and 2000 are replete with references to SNAFUs attributable to hardware. On July 13, 1999, I wrote “Evidently the power failure at Proffitt’s fried their fax modem.” This modem was used to send insertion orders automatically to the newspapers. If it was not working, Jeannie had to print the orders and send them one at a time via a fax machine.

The very next day I wrote the following about an incident handled by Jamie Lisella2 at TSI’s office:

Jamie got frustrated with Proffitt’s. As usual they have no one who is both willing and able to do something, in this case switch the modem cables for IBM.

TSI also had an HP Laser Jet 5 in its office.

TSI even was called about very trivial printer issues. This note is dated exactly two months after the modem cable problem:

Their HP 5 printer wasn’t working. The Powersave feature was on. I think when they had a power failure it may have reverted to the factory settings. I turned it off and restarted it. I printed out five copies of my write-up of how to take care of this. Maybe someone will read it this time.

In April of 2000 much of my attention was dedicated to getting TSI’s insertion order project, AxN, operational. I needed to document potential benefits vis-à-vis having the computer generate faxes.

I asked Jeannie Gorman to try to think of everything she hated about faxing insertion orders. She told me that she has to fax about one in ten by hand because they do not go through. While I was in the computer room I heard several busy signals.


The Disk Crash: In all of the time that TSI worked with IBM midrange systems, only one catastrophic disk failure2 ever occurred. It happened at Proffitt’s in late November or early December of 2000, only a few months after Marianne Jonas had moved to Tennessee from Jackson, MS.

One problem with IBM midrange and mainframe computers was that they were so reliable that users sometimes took them for granted. When I set up the system for Proffitt’s I programmed backup jobs that ran every night. All files used by AdDept were saved to tape. A different tape was used every night. They were recycled weekly. So, if there was a failure on Thursday, they could restore from the Wednesday night tape. If, for some reason that tape could not be used, the Tuesday night tape could be used, and so on. Total system saves were done whenever a new version of the operating system or a new set of PTFs4 was installed.

The process could not be completely automated. Someone had to change the tape every day and check to make sure that the backup completed normally.

Every multi-user system must have some method to prevent one user from overriding what another user has just done. On the AS/400 this was done at the record level. So, if one person was working on an ad or an invoice, other users were prohibited from deleting or changing information about that ad or invoice while the first person had the record open for editing. When the user finished working on an item or closed the program, the locked record or records were released. This occasionally caused problems when someone called up a record in a program that allowed editing and left the program open.

IBM’s backup procedure was also affected by locked records. It could be set either to skip backing up the locked files altogether or to back up the previous version of the locked records (called “Save While Active”). The latter sounded like a good idea, but it ran the risk of leaving some files out of sync with others. Besides, the backup was only really useful if all the files on it were complete.

When the disk drive was reported faulty, IBM replaced it with a new one. At that point it was discovered that the backup tapes for every day of the previous week were incomplete. The last usable backup was from the system save tape from more than a month earlier. Evidently no one had been checking the backup logs.

Of course,I changed planes in Atlanta.

When these facts were reported to TSI I ordered an “all hands on deck” response. The problem must have been discovered on a Friday. Jamie made a reservation for me to fly to Alcoa in time for business hours on Monday. Denise Bessette5 and I worked out a plan for getting as much of the data as possible back on the system while retaining the system’s integrity. We also devised ways of checking the consistency of the data and printing lists of records that should have matched but did not.

When I arrived at Proffitt’s Marianne escorted me to a conference room, closed the door, and screamed at me for a very long time. She said that it was irresponsible of me not to tell the people involved how to check the tapes. I explained that I had shown the people at Proffitt’s how to do this, and I had shown the two IT people whom she had designated how to perform this task at McRae’s. I also showed her the letter that I had sent to all of the divisions emphasizing how important it was to check the backup logs. It also explained the service that TSI offered for $150 per month whereby a TSI employee would sign on and check the logs every morning. Employees in the advertising department were notified if anything was amiss. Parisian was the only division that purchased this service.

Marianne was not persuaded or even mollified in the slightest by any of these facts, but she let me go on with my work to salvage as much as possible. The notes below include a lot of technical jargon, but at least they show how much effort I made to righten the ship. I have inserted footnotes to explain a few items.

Proffitt’s Recovery Journal

1. Sandy located all of the files missing from the save tape.

2. I used CHGJOB to bring all of the missing files up to speed.

3. I created records on the season file 6 for 001, 002, 011, and 012.

4. I deleted all logical files7 with 00 in them. These files were ones on the system save tape that were overridden by the ones on the nightly save tape.

5. I deleted all logical files whose source had been changed since 1/1/01. I then created them again.

6. I wrote a program named CRTPROFJCS to create DPJCSUM from DPJCSXMO. I ran it for 001, 002, 011, 012, and 021.

7. I created a logical file named DAACTSTAD2 to use in my program to create ads in 001 and following.

8. Dave Weeast left Jim a message that I should IPL8. I did so.

9. I used SQL to set the values of the latest projections in DPJCSUM to the sum of the open purchase orders plus the actual invoices for 001, 002, 011, 012, and 021. I did not change the original estimates. I tried to explain this to Marianne and to find out whether I should, but I couldn’t get her to understand what I was talking about.

10. I set up the user profile and the directory entry for Marianne, Ivy, and Phyllis Compton. These were the only people that had records in DAUSERS but no user profile.

11. I change the system value QINACTIV to 180. I also scheduled a job to end and start the interactive subsystem at 1 a.m. Bill9 said that we should do both of these things.

12. Marianne seemed to think that the store cost accounting would be worthless, but I still think that it is better than nothing for 002 and for the past.

13. Dave Weeast could not get the Mac network to come up. Daniel Moore10 came in at noon on Monday. Evidently it was never plugged back in. After he plugged it in it worked OK.

14. The HP network printer did not work. The IP address was wrong. I got the new one from Daniel and gave it to Dave Weeast. He changed the address, and it worked fine.

15. I changed DAACTSTAD2 to sort by expense class and month before ad number, so I could do a month at a time.

16. After a great many false starts I was able to get a program called CRTPROFADS to create the ROP ads for 011. It did not put in headlines. I set the columns and inches to 1 each. I set the ad type to 2 (B&W). I used defaults for everything else, borrowing the code from DM021 and DM041. I used storewide as the principal participant and assigned it 100% of the costs.

17. I wrote a query named ROPSEQ10 to extract the first pub on every ad. The results were stored in FEB01ROP, MAR01ROP, etc.

18. I wrote a program named RPFIXCI to calculate the column inches for each ad. It also deduced the ad type – black & white (2), one-color (6), or full color. I then changed the ad types in option 9 for the color ads and the size in option 1 for all ads.

19. I wrote a query named ACTST0011M to get the costs for each insertion in DAACTST. I wrote a second query named CHK0011M to compare this file with DMPSDET and report the discrepancies. I then fixed the obvious ones and kept the short list of the remaining ones.

20. I ran CRTPROFADS and RPFIXCI for February and March. I also did step 19 for both months. The March files and queries have 0012 instead of 0011.

21. The CPU attention light seems to be permanently on with SRC A6001730. Dave Weeast said that it is was OK.

22. Marianne complained about getting stuck in the “Cost” column in DM029 if she accidentally puts something there. I changed DM029S to accept blank, which is what they put in 90% of the time any way.

23. Jeannie did not put in a tape on Monday night, so we could not check the backup. She did put one in on Tuesday.

24. On Monday I worked in an office that had been turned into a shrine to Dale Earnhart. On Tuesday I worked in the closet in which they keep the AS/400. No kidding.

Issues

1. Marianne would like to be able to lock quantities in DM025.

2. I only got through March 2001. I ran CRTPROFAD3 but got no farther.

While I was at Proffitt’s I spent a little time researching what could have caused this problem. I was pretty sure that everyone turned off their terminals or PC’s before leaving every evening. I was quite certain that no one ever worked so late that their session would overlap the period scheduled for the backup. Moreover, there were only a few other scheduled jobs, and none of them locked records for important files.

Eventually I discovered that one person—a Mac user—did not close active AS/400 sessions before turning off the computer. The third-party emulation software running on the Macs, unlike the PC software that had been written by IBM, failed to notify the AS/400 that the session had ended abnormally. So, the job was still running, and records were locked. That user was Marianne herself.

When I left on Tuesday evening, I thought that the system was in pretty good shape. I left Marianne with a list of the ads that were still inconsistent and told her what needed to be done to fix them.

My recollection is that instead of proceeding as I suggested she decided to delete a large number of ads and have her employees key them in from scratch. That, of course, was her right.

Needless to say, TSI sent an invoice to Proffitt’s for the two days that I spent there. We did not bill them for any of the employees’ time. Marianne refused to pay the invoice. She insisted that the whole mess was TSI’s fault, and Proffitt’s would not pay.

The next time that I was in Alcoa I asked for a meeting with the man (whose name I do not recall) who replaced Don Alexander as Senior VP. I explained the situation to him. The invoice was promptly paid. I never mentioned anything about this to Marianne, and she never said anything to me. Our relationship thereafter was cordial but a little distant.


The Atmosphere:The trip to try to recover Proffitt’s files was no fun, but I went there a number of times, and I had quite a few memorable moments. I usually stayed at the Hampton Inn that was near the airport but not so near that the air traffic disturbed me. One night I was pleasantly surprised to see that I was the Guest of Honor. I received a basket of fruit and, I think, a bottle of wine.

My favorite place to eat was within walking distance of the Hampton Inn. Here is what I wrote about El Sazon11 in September of 1999:

I treated myself to chicken chimichanga last night at El Sazon, a nice little family-run Mexican restaurant within walking distance of the hotel. It came with rice, beans, guacamole, pico de gallo, chips and salsa. I also ordered iced tea with a free refill. My bill was $8.34 with tax. Things are a little cheaper here.

I wonder what you can get for $8.34 today.

My favorite place in all of Tennessee was Springbrook Park, which was about halfway between the Hampton Inn and Proffitt’s. It contained a 1.4 mile dirt path that wound through some very interesting scenery. I vividly remember jogging there nearly every night while listening to opera arias on my CD player or Walkman. Here is how I described one of those experiences:

I had a delightful seven-mile run yesterday evening. It was close to 70 with a gentle breeze. I love running in Springbrook Park – through the woods, alongside the brook, around the fountain, across the wooden bridge, up towards the playground. A few dog walkers, a few amateur joggers who never seem to do more than one lap, a few strollers (mostly in pairs), a lady just sitting in the sun on one of the many wrought iron benches, and two adolescent girls using a jar to catch something in the stream and then — on the next lap — painting each others’ faces with mud divert my attention momentarily from Professor Greenberg’s12 dissection of Verdi. The very end of the path is steeply uphill. On the last lap the tape had run out, and my calves started to cramp, but I liked the feeling. It meant that I was pressing just enough.

The atmosphere at the Proffitt’s building was also remarkable. The shrine to Dale Earnhardt had a serious competitor for most unusual workspace in the advertising department. One lady’s cubicle was filled to the brim with Warner Brothers cartoon characters—cutouts and stuffed versions of Bugs, Porky, Sylvester, and all the others.

In 1998 the University of Tennessee, located in nearby Knoxville, won the national championship in football. At the beginning of the 1999 season enthusiasm for the prospects of the Vols was at a feverish pitch, and Proffitt’s participated. Here is what I wrote about the most obvious manifestation.

Proffitt’s has put up a whiteboard across from the lunch room. Employees are encouraged to write their predictions for the Tennessee-Florida game. All day long yesterday people were standing around the board, which has also sprouted derogatory comments about various Southeast Conference schools.

After Marianne Jonas arrived, the atmosphere in the department became more serious. On the first occasion in which she invited me to Alcoa she did not let me rent a car. Instead she told me to stay at the Hilton at the airport. She personally drove to the airport and picked me up the next morning. I complained to her that my room was a very short distance from the end of the runway where the delivery service planes departed from between 2:00 and 3:00 in the morning. I got very little sleep because of the roar of their engines.

I needed to use cabs to get back and forth to the hotel for the rest of that trip, but thereafter she let me rent a car and stay at the much cheaper Hampton Inn.


Epilogue: In 2005 Saks Inc. sold the Proffitt’s and McRae’s stores to Belk13. The administrative offices in Alcoa were closed. Within a year all of those stores were converted to Belk stores or closed.

To the left is a photo of the Belk store in Foothills Mall in Maryville, TN. It was formerly a Proffitt’s.


1, McGhee Tyson Airport serves the greater Knoxville area. It is located south of the city in the town of Alcoa, which was named for its biggest employer, Alcoa Corporation.

2. My on and (mostly) off relationship with my sister Jamie is addressed in several blog entries. My relationship with the Lisella family is detailed here. The big crisis that developed shortly after her modem incident is described here.

3. Later versions of the AS/400 circumvented this problem using a technique called RAID (Redundant Array of Independent Disks) by which a set of disk drives could be recovered from redundant information on the remaining drives when one failed.

4. PTF is one of hundreds of three-letter abbreviations used by IBM. It stands for Program Temporary Fix. Every few months IBM would release a new set of PTFs for problems in the operating system or in IBM-provided programs.

5. More information about Denise can be found here and in many other blog entries.

6. The season file had two seasons per year. 001 was the spring season of 2000; 002 was the fall season of 2000. The two seasons that began with 01 were for 2001. Thus there was a mixture of past, present, and future on the file.

7. A “logical file” does not contain data. It contains pointers to data that may be sorted in a different order and may not include all of the records.

8. Dave Weeast was in charge of all AS/400’s for Proffitt’s Inc. More information about him can be found here. IPL, which stands for Initial Program Load, is IBM-speak for rebooting the system.

9. I am not sure who Bill is, maybe Bill Giardina, who worked in IT at McRae’s. That installation is described here.

10. I don’t remember Daniel Moore.

11. El sazon means “the seasonings”.

12. Robert Greenberg made a series of recordings for The Teaching Company (which subsequently changed its name to The Great Courses). They analyzed various aspects of classical music and opera. Sue Comparetto and I also attended a few lectures that he gave in association with performances by the Hartford Symphony Orchestra.

13. The advertising department at Belk was in a huge complex in Charlotte, NC. It used AdDept to manage its advertising. The details are posted here.

1988-2014 TSI: The Nature of Retail Advertising

A different world. Continue reading

For retailers that sell a wide array of products and also have stores in a fairly large number of markets, advertising has long been both extremely valuable and very complicated. In the two and a half decades that TSI concentrated its work on the advertising departments of these retailers advertising was expensive. Newspapers in major markets charged over $100 per column-inch for ads, and the department stores and big-box retailers bought their ads1 by the page (126-132 column inches), not the column inch. Therefore, the advertising departments were charged by the management of these retailers with 1) negotiating the best rates possible, 2) using the mix of media that provided the most bang for the buck, and 3) designing and producing the ads that produced the most sales.

Most large retail advertising departments were divided into roughly the same areas with which we had become familiar at advertising agencies: media, production, and finance. The years that we had spent working with advertising agencies helped us understand some of their issues. However, the differences were many and complicated:

  • A primary difference was that retail advertising was event-based rather than campaign-based. Most retail events were the same from one one year to the next: Presidents Day, Easter, Mother’s Day, Father’s Day, etc. The dates might change a little, but the approaches were usually similar.
  • Another fundamental difference was the calendar. Most retailers organized their finances and advertising using a 4-5-4 retail calendar2. The first month of the year was usually February. Most retailers divided the year into two “seasons”, spring and fall. Fall began in August.
  • The large organizations had a separate manager for each major media: newspapers, direct mail, and broadcast. A few also had a magazine manager. Inserts (the pull-out flyers in newspapers) were usually treated like direct mail in the production area, but were ordered by the newspaper area.
  • Newspapers were much more important for retailers than for other types of businesses, especially in the nineties when potential customers still started their day by reading the local newspaper.
    • Each retailer negotiated an annual contract with each paper. The contracts often provided significant discounts for the quantity (column-inches) or nature of the advertising. For example, one retailer got some of its full-page ads in one of its major papers free if it met established criteria for other ads! On the other hand, if a retailer ran too little advertising for the contract period, the penalties could be staggering.
    • Not all newspapers were the same dimensions. There were two basic sizes, tabloid and broadsheet, but the actual dimensions varied somewhat. Sometimes ads were just photo-reduced to fit, sometimes different versions were necessary.
    • Inserts were included in the contract, but the rules as to how they were counted varied.
    • Some ads (called “spreads”) covered two full pages and the marginal area in the middle (“the gutter”).
  • Merchandise suppliers often paid for part of the cost of ads that featured their products. This was called “co-op”.
  • Most large retailers needed to know the net (of co-op) cost of ads for each merchandise area. The bonuses for the merchandise managers depended upon their sales markups less net advertising expenses.
  • Many retailers with a large number of stores needed to know the net (of co-op) cost of ads for each store. This was tricky for markets that included multiple stores.
  • Many chains had more than one logo (name on the front of the store). They required different versions for production purposes.
  • A few chains had more than one financial entity. This was challenging.
  • The financial books absolutely had to be closed within a few days of the end of the month. In some cases, especially in the May Company divisions, a set of corporate reports in specified formats were required every month.
  • No agency that TSI had dealt with had a photo studio, but many of the retailers did.
  • The production area of most of these retailers borrowed merchandise from the selling departments. The merchandise was sent to a photo studio, either in the department or outside. After the shoot the merchandise needed to be returned or at least accounted for. A special area called the “loan room” or “merch room” managed this activity.
  • Most retailers did a high percentage of their business in the second half of November and December. Many of them froze their computer systems (no purchases, no upgrades, no testing) during this period, which might extend in either direction.
  • No law specified that every retailer must follow every tenet listed above. Every AdDept installation required some custom code.

The sales pitch: After only two or three installations I had felt comfortable talking with ad agency executives. They generally knew nothing about computers. For the most part they cared little about efficiency; we could almost never point to a position that could be eliminated. It was therefore difficult to persuade them that the computer would save them money. I generally focused on three things: 1) how careful record-keeping could help them locate which clients were unprofitable; 2) how the GrandAd media system would allow improved cash flow; and 3) how a computer system could help if they got a chance to win a big client. I called the last one of these the “reaching for the brass ring” argument.

These arguments did not translate well when we tried to persuade retail advertisers. Usually the retailer had already decided whether or not to get a system for reasons that we could not control. Something had happened that made the current method of handling the work no longer feasible. Macy’s acquisition of the Gimbles stores overwhelmed the system that the advertising department had been using. Hecht’s was in a similar situation after it acquired John Wanamaker. Belk desperately needed help when they consolidated five divisions into one in Charlotte.

Although this phrase is now popular, I had never heard it before I started using it in the ’90s.

Often I would not be acquainted with the circumstances that motivated the important players. I always emphasized the value of having one central set of data to which everyone could contribute and from which everyone could draw. I called this approach “one version of the truth” by which “everyone could benefit from the work done by others.” Everyone could appreciate these notions, but placing a dollar value on the idea of shared data was difficult. Fairly often I would find something in my talks with employees that was horrendously inefficient or even dangerous or illegal, but I could not count on it.

An equally difficult problem was trying to figure out which individual(s) needed to be convinced. In some cases the IT department might not even participate in the software search, but they may have veto power over the final decision. Finding out where the sale stood often required someone from TSI who was willing and able to spend a great deal of time communicating by mail and phone. This was something that I was definitely loathe to do. Fortunately, I found someone, Doug Pease, who was quite good at it. Much more about him is posted here.

One thing that we did not need to worry about was competition. No other software company was crazy enough to attempt to address this market. A few retailers tried to develop something in-house. They all ended up spending millions of dollars or giving up or both.

Difficulties after the installation: I disliked two things about dealing with advertising agencies as clients: 1) It was sometimes difficult to get them to pay their bills; 2) they tended to go out of business or merge with competitors without warning.

We had no problems with retailers paying their bills except when they declared bankruptcy. The first time that this happened I was totally unprepared. A few smaller clients later closed down entirely, but none of these events was catastrophic to TSI.

An equally vexing problem was when one chain of stores acquired another. If the other chain had no system, this usually worked in our favor. If they both used AdDept (TSI’s administrative system for large retail advertising departments described here), we lost one client, but the remaining one usually became more dependent on our support and services. They often also asked us to help with the transition as well.

In the end, however, most of our biggest clients were acquired by Macy’s. The advertising was all managed by one department in New York. That process spelled doom for AdDept because by the time that it happened, Macy’s no longer used AdDept.

One other trend usually produced a little work on the AdDept side, the outsourcing of newspaper buying. We were usually asked to design and implement interfaces with the company that bought the ads. Unfortunately, this same process had a dire effect on AxN, TSI’s method of delivering and managing insertion orders online. When Dick’s Sporting Goods announced in 2014 that it was outsourcing its buying of newspaper space, we decided to shut down TSI.


Decision-making: The ways that decisions were made in retail advertising departments differed fundamentally differed from the way that entrepreneurs like advertising agency executives did. If I could talk to one of the principals at the agency, I could explain why the GrandAd system could produce positive results that could affect 1) the agency’s bottom line, and 2) the agency’s reputation. The situation was totally different in the advertising departments of large retailers.

The department either had a budget for a system or it did not. These were two entirely different cases. If the department had a budget, it was probably because of some huge external factor involving a merger or a takeover. In that case, the eventual purchase was almost a foregone conclusion. The challenge was to fashion a proposal that was within the budget, but not by much.

If the department was not in that position, the process was completely different. The first step was to find a person who had enough authority to requisition funds. This was usually the advertising director. However, advertising directors seldom requested information from us. Our contacts were generally much lower on the totem pole, usually the manager of the business office in the advertising department. So, we would first need to convince our contact and then convince the advertising director either directly, if possible, or indirectly.

We then depended upon the advertising director to requisition the funds. We might not have any idea who would evaluate the request. Sometimes it was someone in corporate finance, sometimes it was someone in the IT department, and in the large organizations approval might be necessary by a holding company such as the May Company, Federated, or Tandy.

At this point it was important for us to recognize which was the case. I was poor at this part of the job, but Doug Pease was much better. If he could connect me with the right person, I could usually frame the arguments for him or her. If no money was available, of course, we probably would not get the sale anyway. During some periods retailers were all tightening their belts. In tough times nobody in retail considered any capital purchase that did not generate sales.

If the final decision needed approval from the holding company, it was extremely difficult for us to influence them directly. In some cases like the May Company and Tandy, it worked out amazingly well for us. TSI’s problems with Federated are documented in detail here.


I began to appreciate the complexity of the situation when one customer told me that “Christmas only comes once.” He meant that the department had a budget at that point, but it had to spend the entire amount in that fiscal year. After that they would be strapped for cash. In general, that was how things worked.

However, some advertising departments had figured out a way around this. They charged the merchandise managers more than the ads cost. I do not know how they accounted for the difference, but they were sometimes had accumulated enough money in this fashion to circumvent the decision-makers in finance and IT. I know for a fact that the AdDept system was financed this way in a couple of cases.

The finance people generally were not upset when they found out about the unauthorized purchase. It was usually easy to determine that AdDept reducee administrative costs fairly rapidly. The IT department, however, might be more upset, especially if the AS/400 was not on their list of approved hardware systems.


Ancillary expenses: For entrepreneurs like ad agencies all expenses came out of the same checking account. The retail advertising departments had a different perspective. Sales tax and travel expenses probably did not hit the advertising department’s line on the income statement. No one ever complained about either type of billing, and they were always paid promptly.

However, the company may have had some rules about travel expenses. I was once grilled about flying first class for a training session. I had to provide proof that I purchased an economy fare and was upgraded by the airline. Some retailers insisted that I stay at a hotel at which they had a special rate. This was usually folly on their part. I liked to stay at Hampton Inns because of the free breakfast and the Hilton Honors points. Hampton’s rates were almost always lower than the “special rate” of the designated hotel.


1. Display ads in newspapers are always called ROP. It is not an acronym; the three letters, which stand for “run of press”, are always pronounced individually.


2. Every week starts with a Sunday. Every month has four or five weeks (twenty-eight or thirty-five days). The purpose of this arrangement and many examples are provided here.

1988-1994 Living in Enfield

Our first few years as a suburban couple. Continue reading

Paul Robeson as Othello.

Enfield is the northernmost town in central Connecticut. Historically it was noted for its two industrial giants, the Hartford-Bigelow Carpet Mill and the Hazard Powder Company, which manufactured gunpowder.1 The town had two claims to fame. 1) Enfield Square was the only mall between Hartford and Springfield, MA. 2) Enfield was at one time home to the great Paul Robeson2, or at least to his family. For some reason almost no one in the area seemed to care about the second distinction.

The Neighborhood: Our ranch house on North St. was much more modest than the Robeson’s stately dwelling, and so were those of our neighbors. I did not really know how to be a good neighbor. In the years following our move to Enfield I only really met one of our neighbors. A man named Fred, who was perhaps twenty years older than I was, told me a little about the history of our property. I never really got acquainted with anyone else in the neighborhood.

Part of the reason for this might involve the house’s peculiar layout. The front door to our house faced North St., but the driveway was on Hamilton Court. Fred was our neighbor on that side. The west side of the yard was fenced to separate it from the driveway and sidewalk leading to Hazard Memorial School. Directly across Hamilton Court from us was a two-story house that was divided into four units. It had dozens residents over the years. We seldom interacted with any of them. On the other side of North St. was Allen St., which had only a dozen or so houses before it dead-ended. There was also a house directly across North St. from ours, but I don’t think that we ever met the occupants.

Every year Fred got out a stepladder and trimmed the bushes that separated his backyard from the western side of our yard, which we thought of as the back yard. He informed me that the line of bushes was actually in his property.

Yard Work: That was fine with me, but when Fred and his wife moved to Florida a few years later, the first thing that the family that moved in did was to install a wooden fence adjacent to the bushes. So, the responsibility for maintaining the bushes fell to me willy-nilly.

Those were by no means the only bushes on our property, There were good-sized forsythias in both the northeast and northwest corners of the property. Large burning bushes flanked the house on both sides. Knee-level evergreens decorated the north side of the garage and part of the front. We had at least one rhododendron and two mountain laurels. There were hollies in the front side of the house, but I think that Sue put those in later to replace something else. A hedge of some kind that was about eight feet long, two feet thick, and four or five feet high was positioned fifteen or so feet in front of the door leading to the entryway.

I suspect that the power hedge trimmer might be in this box.

I was well aware that grass and weeds grew, but it had never really occurred to me that these bushes would keep growing all spring and summer, as well as most of the winter. Keeping all of these bushes from overgrowing the house was a task that I had not reckoned on. I bought a power hedge trimmer, but it was heavy, and it could not handle some of the thick branches. I used it on the hedges sometimes, but for most of the other bushes it was easier to use old-fashioned hedge clippers and a lopper. Of course, since we had never faced the issue of bushes before, I had to buy those as well.

Then there were the trees. The property had a spindly pine tree on the east lawn and nine maple trees—seven big red maples that encircled the house, one even larger green maple, and one small Japanese maple that really seemed out of place. In the spring the maples shed thousands of those little helicopter seeds, many of which took root in our gutters. In the fall, of course, the trees discharged all of their leaves.

The very best thing about life in Enfield in those days was that the city had hired a company to come around once a year to vacuum up leaves from the curbside. In our neighborhood it occurred a little after Thanksgiving. I bought a backpack leaf blower, but it still took a lot of time and effort to blow all those leaves down to the street. Even though our corner lot provided us with more footage on the two streets on which we lived than any of the neighbors had, it still seemed as if our mountain range of leaves was as lofty as anyone’s.

The leaf blower has rested in the garage for years.

The town eventually discontinued the blatant socialism of this service. It was replaced with leaf pickup days. The leaves all had to be bundled in large paper bags, and there was a limit to how many could be left at one time. I seem to remember that they allowed twenty bags at a time. When the objective was changed to getting the leaves in bags rather than down to the street, the usefulness of the leaf blower decreased markedly. I eventually abandoned it in favor of old-fashioned rakes. Sue insisted that the best way was to rake the leaves onto a sheet and then carry the sheet to the destination. I tried this, but found the extra step saved no time or effort.

At some point Enfield stopped accepting the bags, too. Instead brown tipper-barrels were supplied. Every week a truck came to collect their contents, which could include any type of lawn waste. Well, my yard’s leaves could fill dozens or maybe even hundreds of those barrels. I decided to just chop up the leaves in October and early November using the lawnmower with its mulching setting. I have been satisfied with the results.

I also had to take care of the 10,000 square-foot lawn, of course. When I say “take care of” I actually mean “mow”. I never fertilized or watered it, and I only spent any time weeding it once—on August 17, 1988, as explained here. I probably should have bought a small tractor as soon as we moved in. It would have paid for itself several times over. However, I was a several decades younger when we moved to Enfield, and I actually liked the exercise of mowing the lawn—as long as the mower was self-propelled.

I went through three or four lawnmowers before I purchased in 2011 or thereabouts a really good one from the Honda dealer across the street from TSI’s office in East Windsor.

Gardening: Vegetable gardening was my primary hobby when we lived in Rockville. When we looked at houses, I always tried to imagine where a garden could be located. It was not easy to find a decent spot on a lawn that also featured so many maple trees that became very leafy just when the crops needed sunlight.

My main garden was a square patch—perhaps fifteen feet on each side—of land right in front of the bushes on the north side of the house. It was between two trees and far enough away from the house that it received six or seven hours of direct sunlight during the summer months. This was adequate for most popular plants, but it was a continual frustration for me, especially since I understood that over time the trees would only get bigger.

That small piece of land was thickly covered by a thick mat of zoysia grass. I needed to use a spade to remove the turf during the first spring. It was backbreaking work, but I persevered. Then I borrowed Betty Slanetz’s rototiller to cultivate the soil. That was much easier, but in the process I accidentally punctured one of the hoses for the sprinkling system that lay beneath our entire lawn.3

I planted the usual crops—tomatoes, peppers, beans, broccoli, cauliflower, Brussels sprouts, and peppers. I had very little luck with root crops—onions, garlic, and carrots. I never did figure out what was wrong with my technique. My carrots never got more than a few inches long. The onions that I produced were scarcely larger than the sets that I planted in the spring.

In later years I purchased the starters for my tomato plants from Jeanie Smith, who lived at the northwest corner of North Maple and Moody Road. I tried several different kinds of tomatoes, but my favorites were (if I remember correctly) Red Rockets. Unfortunately after a few years of spectacular harvests, they got the blight, and it apparently leached into the soil. Thereafter, my harvest were not very good, and there really was nowhere else on the property suitable for growing tomatoes.

In point of fact, I really was not that big a fan of tomatoes per se. However, the chili that I made with freshly picked tomatoes was just delicious.

My favorite crop was green beans. I tried both bush beans and pole beans. I had some really good harvests, but the Mexican bean beetles, which seemed to arrive en masse in early July were devastating. During the first year I went out every morning and pulled off beetles with my fingers. They always hid on the underside of the leaves. I really did not want to use an insecticide, but I could not come up with another way of keeping the beetles and their voracious larvae from destroying the entire crop. In most other cases I eschewed the use of pesticides in order to protect the cats.

One Christmas Tom and Patti Corcoran gave me a book by Mike Wavada entitled All I Know about Beans and Beetles. Every page was blank.

Since I lived in New England I felt compelled to grow squash and zucchini. Nice crops of broccoli and cauliflower resulted after I learned about bacillus thuringiensis (BT), the environmentally safe way to eliminate cabbage worms. I grew some Brussels sprouts that produced little cabbages well into December. One mild winter one of the plants even wintered over and produced more little heads in the spring!

On the west side of the lawn by the fence I grew some asparagus and strawberries. These plants required an awful lot of weeding and attention, but they both produced nice crops for several years.

I gave up on the main garden after a few years. The growth of the surrounding trees had made it increasingly difficult for the crops to receive sufficient sunlight. I kept up the asparagus and strawberries for a few years after that. At some point I probably just became too busy to pay them the attention that they needed.

The Basement: The house on North St. had a full basement. The staircase down was in the hallway that led to the bedrooms, and the door was directly across from the entrance to the kitchen.

The washer and the shelves. The dryer is long gone.

Two large shelving units were built into the walls of the basement. It would have been a huge undertaking to remove them. We did not even consider doing so. The one on the north side we used for storage of books and games that were seldom used and the indoor side of the landing spot for the cats coming through the cat door. Next to it on one side was the case that held the fuses; on the other were the washer and dryer.

A small piece of plywood served as a ramp from the cat door to the top shelf. From there the cats made a right turn and walked over to the edge, jumped down to the washing machine and from there to the floor.

The sprinkler unit is in here somewhere near the shelves.

Next to the shelves on the west wall was the control unit for the underground sprinkler system. I played around with this enough to figure out that I did not want to use it. I saw two disadvantages: 1) Our water bill would increase. 2) The grass would need to be mowed more often.

For my fortieth birthday Sue bought a ping pong table. Evidently I had once told her that I played some ping pong at Allen Rumsey House in the sixties. It was not one of my better sports, and it certainly was not hers. I set it up near the shelves that held games and books.

We played a few times, but it frankly was not much fun. The area where the table was installed was not really suitable. There was not enough light and room for a good game. Furthermore, Sue experienced a lot of trouble keeping the ball on the table.

I drew a red box around the Mateus bottle on the edge of the ping pong table. This is, I think, the bottle from this story.

At some point Sue became interested in N-gauge model trains. She converted the ping pong table into a small train layout. For all that I know, that may have been part of the reason that she bought the table; I certainly never suggested that I wanted one. She and Brian Corcoran also formed a company for purchasing gear called the B&S railroad. All of that stuff is still down on the table in the basement, but only a trained archeologist could unearth it today.

After we got our new kitten, Woodrow, I found an old door that somehow had appeared in our basement. I converted it into a ramp for him from the top shelf down to the ping pong table. A box was strategically positioned to make it easier for him to reach the table. Woodrow used the ramp to get down for the rest of his life, but he preferred to climb up the bookshelves when he wanted to go out. He also like to shinny up trees when he was chasing squirrels in the yard. However, he did not like to climb down, and I had to rescue him a few times.

The rest of the basement was soon filled with boxes of Sue’s junk. Many of them have never been opened since we moved into the house, a period of nearly thirty-four years!

Sports: My interests in most sports waned considerably after we moved to Enfield. I still watched Michigan football games on television, however. Someone even gave me a license plate holder that celebrated Michigan Football. In 2021 it is affixed to its third car.

I began to take jogging more seriously. Enfield is one of the flattest towns in Connecticut, a distinction that made it rather easy to design a course of almost any length that did not involve hills as steep as the one on which we lived in Rockville. I often took a long lunch break that consisted of a run of a few miles, a shower, lunch, and a short nap before I returned to the office.

I buried Woodrow beneath this burning bush

In good weather I ate lunch at our picnic table and napped on the small mattress that came with the camping cot that Sue had purchased when we lived in Rockville. Rocky, the cat that moved with us from Rockville, would emerge from his favorite sleeping sport in the forsythia bushes and beg for a morsel of human food. The tiniest bit satisfied him, and he returned to his bush. As soon as I lay down for my nap, Woodrow, the trailer-trash cat that Sue brought home from St. Johnsbury, VT, generally ambled over from his napping spot beneath the burning bush and plopped himself next to me on the mattress.

4.25 miles between the canal & the river.

I also found two other very enjoyable places to run. The trail at Windsor Locks Canal State Park, which started in Suffield, CT, and the trail that stretched from Northampton to Amherst in Massachusetts.

I became rather serious about the activity. I tried to run as much as possible, even in the winter, although I never ventured out in ice, snow, or, for that matter, rain. I ran eighteen miles one morning in the fall. I refused to carry water, but I did place water bottles at two places along the route. Those were my only stops. I am not sure of the date, but I do remember mentioning it to prospective clients on the trip that I took to Seattle, and that was in 1992 or thereabouts.

I also remember that I ran a few miles the next day. That allowed me to brag to a serious runner, who was a friend of Sue’s from high school, that my personal best for a marathon was twenty-five hours.

This is #12. Feel free to hum along.

Classical Music: While running I listened to music on a Sony Walkman with headphones. I bought a lot of cheap cassette tapes of orchestral works by an eclectic group of classical composers. I made an effort to become familiar with most of the popular composers. My collection included only a few operas. Cassette tape drives were installed on both my Saturn and the Honda that I bought in 2007.

I remember mentioning one afternoon to someone at TSI’s office that while jogging on South Road I had been listening to one of the Hungarian Rhapsodies. I was startled to find myself leaning so much to one side that I almost lost my balance. Then it dawned on me why it had happened. I had just been Liszting.

Entertainment: I have difficulty remembering what we did for amusement during these years. We certainly visited the Corcorans often, and I attended a number of softball and soccer games that involved my sister Jamie’s kids. We went to a Springfield Indians hockey game with Sue’s dad once.

On March 11, 1988, Sue and I saw Roy Orbison at Symphony Hall in Springfield. The warmup act was a comic whom I had never heard of. This was perhaps the most well-behaved crowd in the history of concerts. People who left the concerts patiently waited for “Walk” lights before crossing the deserted streets.

We also enjoyed seeing Sam Kinison at the Paramount Theater in Springfield. I don’t know the date, but the comic died in 1992.

For several summers after we moved to Enfield Sue’s youngest sister hosted a day-long “Betty Bash” at the house in which she lived with Don and their parents. I really enjoyed these events. I always participated in the volleyball games and the epic croquet games (played with Slanetz rules). The food was typical picnic fare combined with special dishes that Betty concocted. Tom Corcoran always came. I remember that Jamie brought her son Joey on his fourth birthday.

I got to meet quite a few of Betty’s friends. They were all considerably younger than I was, but it was easier to relate to them than to the Enfielders that I knew.

Trips and Visits: Sue and I took two big international vacations during our first years in Enfield. The fortnight in England is described here. The write-up of the Turkey-Greece cruise begins here.

Sue and I almost certainly took some shorter trips, but the only one that I remember was the visit that we made to one of Sue’s high-school friends in Austin, TX. That trip involved a drive in a rental car from Dallas, where I did a presentation of the AdDept system for Neiman Marcus. That successful experience is described here.

My parents made at least one trip to New England during our first years in Enfield. I don’t think that they ever stayed in our guest bedroom. Instead, they stayed at a hotel near my sister Jamie Lisella’s4 house in West Springfield, MA. My recollection is that the hotel was a Howard Johnson Motel on Route 5. I think that this hotel shut down, and in later years they roomed at the Hampton Inn that was built almost directly across the street.

My parents spent most of their time with Jamie and her kids. I remember, however, that Sue and I drove mom and dad to Old Sturbridge Village once. I remember only that it was quite cold, and we ate lunch or supper at the Publick House or the Bullard Tavern. They seemed to like the idea of having a genuine (well, sort of genuine) New England experience.

I am pretty sure that they came to Enfield for a picnic lunch or supper in our back yard at least once during these early years. I don’t remember the details.

A fairly recent view of the mall from the north. The big building in the center is a Target that was added in 2001

Retail: The mall in Enfield, which is now known as Enfield Square, was developed by the May Company, one of TSI’s primary customers. It opened in 1971, just before I met Sue in my first stint in Connecticut. The mall originally housed three anchor stores—G. Fox (one of May’s department store chains), national chain JC Penney, and Steiger’s, a small chain of department stores based in Springfield. Dozens of smaller shops and eventually a twelve-screen theater were housed in the mall.

You won’t make it in less than ten minutes. There are eleven stoplights on Hazard Ave.

Four large strip malls were built on three sides of the mall. A fifth was positioned a block to the east near several auto dealerships and the post office. At least two or three very large grocery stores have been located in them throughout the years that we have lived in the area. Nearly every type of retailer could be found in a fairly small area. All of these stores were easily accessible from I-91 and Route 5. It was (and still is in 2021) the only large shopping area between Hartford and Springfield, MA. For almost two decades Enfield Square was the only enclosed mall in the Hartford area that was east of the Connecticut River.

Great numbers of people came to Enfield to shop in the years after we moved to Enfield, and the people who lived in Enfield felt little reason to go elsewhere for retail therapy. It was very convenient for Sue and me; our house was less than three miles away.

Sometimes individual retailers seemed guilty of very poor planning. For several years there was a McDonald’s across the street from the mall on both the north and south sides as well as one inside the mall. That last one closed when the mall began to deteriorate.

There was also a RadioShack on the south side of the mall. In the late nineties I made numerous trips to the company’s headquarters in Fort Worth. One day someone in the advertising department heard that I lived in Enfield and told me that the Shack was opening a new store there. I told them that there was already a store in Enfield and asked for the address of the new one. It had a low number on Elm St., which is the street bordering the north side of the Enfield Square. Shortly thereafter a new Shack appeared in the strip mall north of the mall, but—no surprise to me—it lasted less than a year. Many more details concerning my experiences with RadioShack’s advertising department, the other divisions of Tandy, and Fort Worth(less) are recorded here.

Restaurants: By the time that Sue and I moved to Enfield a large number of restaurants had sprung up in and around the mall. The former group included Ruby Tuesday’s and a few transitory fast food places. Of the ones on the periphery The restaurant that has lasted the longest is Olive Garden, which was and still is on the edge of one of the strip malls south of Enfield Square. I went there for lunch with clients or employees a few times.

Originally the building adjoining the Olive Garden was occupied by another Darden Restaurant, Red Lobster. When Red Lobster closed a new restaurant called the Hazard Grille5 opened there. Of all of the local eateries it was our favorite. Sue especially liked it when local musicians performed there.

We went to Ruby Tuesday’s fairly often. We liked the salad bar. We picked up fried chicken from KFC on Route 5 with some frequency until its owner retired and closed the store. We tried most of the other restaurants at least once, but we never became regulars at any of them. My dad and I often ate lunch at the Friendly restaurant in the mall’s parking lot. Our orders were totally predictable. He always ordered a senior turkey melt and a coffee. I always got the Reuben SuperMelt and a Diet Coke. Details about my dad’s life in Enfield are posted here.

Among the restaurants that we definitely did not frequent were the other two restaurants with stand-alone buildings on the grounds of Enfield Square. We went to Chi Chi’s once; we did not enjoy it at all. We found the fancy Italian restaurant, Figaro, to be grossly overpriced. I don’t think that Chi Chi’s made it to the twenty-first century, but Figaro is still operational. Sue and I dined there once with my Advanced Italian class.

The Lockes: Sue’s mother’s maiden name was Effy Locke. She had four brothers, three of whom lived in Enfield, as did almost all of their offspring and their offspring’s offspring. So, during the first years of our residence in Enfield Sue and I became much more involved with both her many relatives and the few of mine with whom I had any dealings.

It frankly astounded me that so many people in one family lived so close together. My relatives for the most part spread to the four winds as soon as it was feasible.

I must admit that I had a hard time adjusting to the Lockes. They all had a lot in common and seemed to get along well with one another, but I could not seem to find a way to fit in. I could seldom find anything to talk about with any of the male members of the clan. Most of them drove trucks as part or all of their jobs. The family game was a very simple trick-taking card game called Setback.

The exception in Sue’s family was her uncle Bob Locke, who lived with his wife Carol6 in western Michigan. He worked as an engineer. Their family, which included three daughters named Deb, Wendy, and Sandy7, drove out to Connecticut in an RV at least a few times. Whenever they did, one of Bob’s siblings threw a party that inevitably included a softball game. All the cousins attended. I played too, at least once.

Of all of Sue’s uncles the one whom I knew the least well was Chet Locke, whose wife was named Elsie8. They had two sons. Tim and Natalya live in Stafford Springs in 2021. I never got to know them very well at all. Paul married one of Betty Slanetz’s best friends, Karen Shapiro. Sue and I went to their wedding, which occurred in the early nineties. In 2021 the couple have two grown children.

I knew Charlie Locke because he worked as an electrician for the Slanetz Corporation. I am pretty sure that he and his assistant did the wiring for our office in Enfield. His wife’s name was Gene.9 They had two daughters, Patti Caswell10 and Kathy Stratton. I hardly knew either one of them.

Ted and Judy’s house.

Ted Locke and his wife Judy lived in the house right across the street from the house in which Sue grew up. Since both Don and Betty lived there with their parents (until they moved to Florida), Sue and I saw Ted and Judy quite often. Until she died in 1990, Sue’s grandmother Molly Locke lived with Ted and Judy.

Ted and Judy’s family family included three children. Sue Tkacz is a very perky lady, with whom I have exchanged greetings on a few occasions. Sue and I went to a Christmas party at the home in Somers of Glen Locke and his wife at the time, Sue. The youngest son, Jim, lives in Enfield. His wife Ann worked for TSI for a while.

Almost all of these people—or maybe I should say almost all of the males listed above—were very much into cars and, especially, trucks. So was Don Slanetz. They also knew a lot about who was building or buying real estate or equipment in Enfield and the vicinity. I found it extremely difficult to avoid being a bump on the log at the frequent family gatherings of the Locke clan. My fields of interests are quite diverse, but none of them seemed to overlap the interests of any of these people.

The only exception to the above statements that I can think of was Sue’s Uncle Bob. He seemed different from his brothers. I also got along with Sue’s mother and her sisters and most if not all of the women in the extended Locke family, and I do mean extended. Almost all of Sue’s cousins have at least two children and some members of that generation also have children.

The Slanetz Reunion: Seldom had I ever even met any of the relatives of Sue’s father, Art Slanetz. I have a very vague recollection of meeting Sue’s cousin Diane Davis11 back in 1972 or 1973. We encountered her by chance on the street in Rockville. I don’t remember any more than that. I also have a very hazy recollection of going to the house in Enfield of Art’s sister, Margaret Davis12. I remember being told ahead of time that Art and Margaret did not get along very well. I retain a very strange recollection of having brought her a doormat as a present. I have no idea as to what the context could possibly have been. Other than those two events I had no dealings with or information about Art’s side of the family—with one exception.

Mark Davis and Sue.

I had heard stories about the wunderkind, Margaret’s son Mark. He was reported to be the smartest of all of Sue’s cousins, and in fact the smartest person in his age group in all of Enfield.

I am not sure who came up with the idea of a reunion of the Slanetz family in 1992. It might have been Mark. It was held during the summer at the house in which Sue grew up in 1992. I am not sure why it was held in Enfield. In some ways it was a central location. Carloads of people drove from Long Island, New Hampshire, and Vermont. A few also came from much farther away.

I must admit that I was dreading this event. My only dealing with in-laws13 had been at the get-togethers of the Locke family in which I always felt ill at ease. In point of fact I would have skipped it if I could. However, I did attend, and I was very glad that I did.

The Slanetzes were nothing like the Lockes. Although quite a few had been born in the Enfield area, only Art and Margaret had stayed there. They seemed to have spread out all over the country, and their number included an impressive array of intellectuals, businessmen, and creative people. There was no family business, as far as I could tell. Most importantly, the conversations never approached the twin topics of trucks and Enfield gossip.

I don’t remember too many of the details. I do have a clear recollection of avoiding being included in the inevitable group photo.

Bill Slanetz.

The most famous attendee was Dr. Charles Slanetz Jr.14, a heart surgeon and researcher from Long Island. The most memorable connection that I made was with Bill15 and Norma Slanetz of Keene, NH, and their children Diane Patenaude, Jack, and David16.

Sue and I made several very enjoyable trips to visit with Bill and Norma. Bill was an avid gardener, and his garden was so large that, compared to mine, it seemed like a farm. I liked to wander around in it and examine the produce.

Their house was high up on a steep hill, and it was not easy to reach. Nevertheless, friends and family were always dropping by. The conversations were always interesting, at least to me, and some sort of activity, planned or spontaneous, always seemed to be happening.

Bill also liked to play bridge, and after I took the game up again in the twenty-first century, we sometime discussed the world’s greatest card game. Norma played too, but she was not as involved as Bill.


1. Both companies are defunct. the buildings of the carpet company have been transformed into apartments. Its Wikipedia page is here. Large portions of the powder factory were destroyed by a tremendous explosion on January 14, 1913. Its Wikipedia page is here.

2. Paul Robeson (1898-1976) is most famous for his portrayal of Joe in Show Boat, and especially for his unforgettable rendition of “Ole Man River”. However, acting was the least of his talents. He was a two-time all-American football player at Rutger, and he was such an outstanding student that he earned membership in Phi Beta Kappa and the Cap and Skull Society. He was also elected Valedictorian of his class. While he was earning a law degree at Columbia he played on two different NFL teams and appeared in several professional play productions. He spent much of his life giving concerts and lectures, often speaking about how much better he was treated by Europeans, especially Russians, than Americans. He was blackballed in the fifties and not prohibited from traveling abroad because of his political views. In 1940 he moved his family into a large house at 1221 Enfield St. (Route 5) in Enfield, which he owned for thirteen years during the highlight of his career as an entertainer. He was on the right side of history from start to finish but the wrong side of politics for most of the rest of his life.

3. This was not a great loss. If I had maintained the system over the decades that we have lived in Enfield, the sprinkler system may have significantly enhanced the value of the property. However, I had no intention of doing something so foolish as to pay higher water bills just to encourage the grass to grow more rapidly. So, the system probably would have ceased functioning properly at some point anyway.

4. A lot more about Jamie and her family has been posted here.

5. The Hazard Grille closed without warning in 2013. A couple of other restaurants succeeded it at that location with no success. In 2021 the building was torn down and replaced by a smaller building that is shared by Starbucks and Jersey Mike’s.

6. Carol died in 2018. Here obituary is here. Sue and I drove out to Michigan in the fall of 2008. We saw Bob, Carol, and their family on this trip, which is described here.

7. All three of the daughters are now married. Their names in 2021 are Deb Batts, Wendy Ahearne, and Sandy Mulder, and they all live in the Grand Rapids area.

8. Both Chet and Elsie are deceased in 2021. I could not find an obituary for Chet. Elsie’s is posted here.

9. Charlie and Gene are both deceased in 2021. Charlie’s obituary is posted here, and Gene’s is posted here.

10. Patti Caswell died in 2019. Her obituary is here.

11. Diane has apparently been married a couple of times. Her last name in 2021 is Clark, but her children are named Quinn.

12. Margaret Davis died in 2010. Her obituary is posted here.

13. Sue and I were not married then, but we were in the second or maybe even third decade of our whirlwind courtship. Everyone expected me to be at the family reunion.

Dr. Charles Slanetz Jr.

14. Dr. Slanetz died in 2006. The newsletter of the John Jones Surgical Society of Columbia University published a long obituary. It is posted here. Scroll down to page 11 or search for “Slanetz”.

15. Bill Died in 2017. His obituary is posted here. Sue and I drove up to Keene for the funeral.

16. David Slanetz died unexpectedly at his house on the island of Dominica in 2004. His obituary is posted here. Sue and I attended the memorial service.