1996-2006 TSI: AdDept Client: Robinsons-May

Posted on July 23, 2021 by Mike

May Co. department stores based in North Hollywood, CA. Continue reading →

Robinsons-May was a chain of departments stores owned by the May Company. Its headquarters was in North Hollywood, CA. Most of its stores were in southern California, but eventually the advertising department in NoHo bought space and time for stores with various logos throughout the western states.

Rob-May’s headquarters was in the upper floors of this department store. It had the largest parking lot I had ever seen for one store, much more than needed.

TSI never pitched the AdDept system to the store’s advertising department. In 1996 the May Company decided to install AdDept in the department store divisions that were not already using it—Robinsons-May, Meier & Frank, Kaufmann’s, and Filene’s.These installations were quite different from the other systems that TSI had installed at May Co. divisions. They began with three days of rather intense sessions in TSI’s office in Enfield while the hardware was on order from IBM. We were teaching them about the system design of AdDept, and they were informing us about their policies and expectations for the system.

I later learned that the Northridge earthquake of 1994 had demolished the rest of the 25-acre Laurel Plaza, but Rob-May’s headquarters survived.

Previous May Co. installations had begun with a site visit in which I had learned about each department’s business procedures and priorities. TSI then presented a formal proposal for the base system and any custom code that I thought was needed. Only after the system had been delivered and installed did we provide training, and it always took place at the company’s location.

At some point in 1998 a group of people from Rob-May visited TSI’s office for orientation and training. Those sessions were also attended by people who would be involved with the installation at Meier & Frank (described here). Robert Myers, with whom we worked in the AdDept installation in the advertising department of the Foley’s division (described here), also was there to provide the perspective of a user of the system.

I found several photos that I snapped on the occasion of their visit as well as a dozen or so that I took in California. I also found text files containing notes from 1999-2003 that helped me remember some of the details of the installation and other happenings in my trips to southern California.

Rob-May’s training visit at TSI: The training sessions were held in what was ordinarily my office. All of my stuff was moved out. Everyone sat around tables, one of which I ordinarily used for a desk. Training booklets were provided for everyone. The photo to the lett was of one of the first sessions, in which Sandy Sant’Angelo (pink shirt on the right) showed the visitors how to sign on to the AS/400 and how the AdDept screens basically worked. Yes, we were still using “green screens”. We occasionally fielded complaints about them, but seldom from the people who actually used them.

This image has an empty alt attribute; its file name is MF_Table-1024x679.jpg

The photo on the right was taken after one of the training days in Enfield. On the last evening we all went to the Mill on the River restaurant, but I think that this photo might have been taken at a different place.

Robert Myers was seated next to me. In the photo he is on the far right. The other two people on his side of the table were Rusty Hansen¹, the Planning Manager in the Rob-May advertising department and Beverly Curtis-Frethy², the Controller. Across from Rusty was Doug Pease, TSI’s VP of Marketing. I don’t recall the name of the fellow across from Beverly. He might have been in charge of the department’s network. The other three people in the photo were from M&F.

Rusty Hansen was our primary liaison with Rob-May in the critical first few years.

The installation trip: The first of many enjoyable trips to Rob-May occurred a few weeks after the training session in Enfield. Doug and I flew to Los Angeles. from Hartford. We probably changed planes in Chicago. In those days I liked to fly on American Airlines because I could get frequent flyer miles both from the airline and from Avis for rental cars.

On those early trips I usually stayed at the Beverly Garland Holiday Inn³ in the Studio City neighborhood of North Hollywood, but I am pretty certain that Doug and I were advised to stay at the Sheraton in Studio City on the first trip to set up the AdDept system. I found a photo that I took of its entrnce

Robert was also present for at least part of this to provide another user’s perspective and to assist where he could. .

Rob-May treated us to meals with key employees more than once on that first trip and at least once on every subsequent trip. The smiling guy on the right across from Beverly (red coat) was Mario, the Direct Mail Manager. His last name was nowhere in my notes.

The main purpose of the visit was to install the AdDept software in the AS/400 that IBM had delivered. I did all of that myself. The secondary purpose was to make sure that a regimen had been set up whereby the tables that the system needed—newspapers and other vendors, selling departments, the organizational structure for the merchandise, employees, etc. I also needed to show Rusty how to set up user profiles both for the AS/400 and for AdDept and how to deal with the printers and errors reported by the system. Finally Doug and I needed to talk to the managers of the various areas of the advertising department to try to discover special needs and any procedures that were unique to Rob-May. For example, invoices from the Los Angeles Times were recorded in a general ledger account that was different from the one used for all of the other newspapers.

Beverly, Karen, and Robert at Karen’s favorite restaurant in Beverly Hills. Where was Doug?

Finally, and perhaps, most importantly, we got to meet Karen Jones, the Advertising Director. She provided us with insight as to the department’s highest priorities. Karen and I hit it off very well right from the start. She was (unduly) impressed by an analogy that I made: “Memory is to disk as electricity is to magnetism. If you lose power, the system loses what is in memory but retains what is stored magnetically on the disk.”

In retrospect this does not seem like a great pickup line to me, but she definitely became enamored of me and treated me royally whenever I visited Rob-May. I once casually mentioned to some employees at Rob-May that “Karen Jones loves me.” Everyone agreed. I did not think that we made good headway in the first year or two, but Karen always seemed to think that I could do anything.

My goal from the first trip was for the software for one of the media (newspaper, direct mail, or broadcast) produce something useful. It was very important that the system not be regarded as on that they fed a lot of information but got little in return.

As I usually did, I concentrated on printing a schedule for their newspaper advertising and the faxing to some papers of a set of insertion orders. To that end I worked closely with Sonia Ban. I think that there was still work needed on the schedule when I left, but we did manage to send some faxed insertion orders to newspapers, and they were impressed by that.

View from the courtyard of the BG Hotel.

The new system: For various reasons the people in the IT Department of the May Co. decided that Rob-May’s system should be upgraded in 1999. The original system had been purchased from and installed by IBM. The new system was a model 270, and it was purchased from Savoir Technology Group, a company that was authorized to sell IBM midrange systems. I flew out to Robinsons-May to complete the process by installing the AdDept software on the 270 and migrating the data.

I still have the notes that I sent back to TSI about this trip. At the time American Airlines had a direct flight from Bradley International to LAX. I flew out on a Sunday morning and arrived early enough (gaining three hours) that I could pick up my rental car at Avis, drive to Malibu, the home of my icon, Jim Rockford, and spend some time at the beach.

I went to Topanga State Beach, which is in Malibu. It was pretty nice but cool. I don’t think that it even reached 80 degrees today, and there was a fairly strong breeze from the north. I made a little camp. I lay on my beach towel, listened to my CD’s, finished my Ethan Coen book⁴, and watched the surfers and the rest of the California scenery. I took a long walk all the way up and down the beach. I got a lot of sun. I think I am as dark now as my last day in Hawaii⁵. If I had stayed any longer, I would have been sunburned.
I think this was the first time since Hawaii that I have just goofed off during the day for more than an hour.
Incidentally, Malibu is where Jim Rockford parked his trailer on the beach. The Rockford Files is by far my favorite TV show ever. I looked for the trailer, but I didn’t find it⁶.

Valley Village Park is the green area in the middle. NoHo West is the new name of Laurel Plaza. I usually drove on the 101. The exit went right into Rob-May’s parking lot.

What I discovered on Monday did not meet my expectations. I had started the day at dawn by driving my rental car from the Beverly Garland Hotel to the park that was halfway to Rob-May to get my five mile run in. Then I returned to the hotel, showered, got dressed, ate breakfast, and drove to Rob-May. The following excerpt provides a glimpse into what it was like to be a cowboy coder at the turn of the century.

I expected the system to be set up and the TCP/IP connection established. I figured that I would install AdDept and BASIC. I would also migrate the user profiles and the data libraries from the old box. Instead, I found that the system was still in the box. I had to set it up using the instructions in the box. This went OK. However, when I got to the point at which I had to do a system save, it balked and said that QGPL and QUSRSYS were not installed. I had Rusty look through his boxes to see if he had system software. He did. I spent many hours installing the operating system and PTF’s. I kicked off the system save just before I left.
I don’t suppose there is any great harm. Everyone will have to use the old system tomorrow. Their connectivity consultant is coming in tomorrow. I hope he will be able to tell me how to do the TCP/IP connection.

Keep in mind that I was not (and am not) an engineer. Far from it. I am not good at this type of thing. I am good at designing systems and writing code. Things were still FUBB on Wednesday evening, when I wrote the following.

The problems we had here were cabling. They decided to run the new system on Ethernet rather than Token Ring, which meant that they had to change the hub into which they were plugged. The IT guy had no empty sockets. He unplugged something he thought was unimportant. It brought down the e-mail system. Before he found this out he was out putting out a fire somewhere else. People had a hard time chasing him down.

I don’t know if I got blamed by anyone for the company’s lack of email that day, but it would not surprise me. The dispatch I sent on Friday at least contained some good news.

Yesterday went much better. Their new system is now almost completely functional. I still spent most of the time putting out small fires. I ran CMPPFM last night for every member of QBASSRC to see if I can find any more changes that the black box was missing. Robinson’s new system is incredibly fast. Reports that took over half an hour run in one minute.
I figured out how to copy the system directory entries over to the new box. I had to copy a bunch of files from QUSRSYS that start with QAOKP.
I copied ADDEPT, QGPL, and QUSRSYS from the old machine to the new one and named them ADDEPTOLD, OLDQGPL, and OLDQUSRSYS. Last night I ran the source comparison program on QBASSRC in ADDEPT. I printed out the differences and was surprised at how many there were. I then realized that the old box was a week ahead of the 150 at TSI. I thought for sure that I checked this. I created a change library but there was no time to install it. I will have to do it after hours. This cut down on the number of differences, but there is still be a pretty good number. There must be a flaw in my updating routine.

By Thursday evening Rob-May had successfully used the system for one full day. I left fairly confident that the people in TSI’s office could deal with any remaining glitches. However, one of the last notes that I sent back to the office was prescient.

These guys need a lot of training. Most of them do not know what an error is and what to do about it. Rusty just kind of lets them go on their own, even the ones that he works with.

I flew back on Friday. It was an excruciating experience. Seven and a half hours after I left the hotel I was still in LAX! I wrote the following when we had finally boarded.

LAX, which is my least favorite airport in the country, was playing some kind of shrieking sound over the intercom the last 20 minutes that we were there. I was afraid I would miss an announcement, so I had put my CD player and headphones away. A couple to my left has not one but two babies. They paid for two tickets, but were using two rows! After they made us get off⁷, the situation became so ridiculous that I took it easier. This lasted until about ten minutes ago when the stewardess whacked my elbow, which was not sticking out at all. At the time it was about 40 degrees in the cabin. After takeoff it went up to about 90. Now it is dropping again.

The new team: The turn of the century brought a lot of changeover among the employees at Rob-May with whom TSI dealt. My notes said that when I came to install the new box, Karen Elmo had been replaced by Heidi Houghton. I have a vague recollection of Karen Elmo, but none of Heidi. The notes also report that I worked with the Co-op Coordinator, Doyle O’Dell, who asked for a report of committed co-op v. actual. I was able to show report #DM594 to him. I took a photo of him; he evidently was happy with the report.

The biggest changes happened in 2000. Rusty Hansen was replaced by Mary Ng⁸, and Beverly Curtis Fethy’s replacement was Steve Ornee⁹. Mary was the new liaison with TSI, and we worked closely together for several years. Chad Sesser’s title was Newspaper Analyst. He reported to Karen Jones.

The notes that I have from the three-day trip in October of 2000 show that Mary was very direct about what she wanted from AdDept.

Direct mail was on the menu for lunch in the Rob-May cafeteria with (I think) Kyle Levine¹¹, Mary, and Dan Rothbauer¹², the Direct Mail Manager.

Mary said that their objectives are to do all of direct mail on AdDept, to pay all invoices on AdDept and to upload them to CAPS¹⁰, to use AdDept for closing, and to use AdDept for planning. This was way too much to cover in three days. Even with three days I was barely able to gather enough information to put together a game plan.

They wanted to know which division they should visit if they wanted to see how to use AdDept for direct mail. I recommended Kaufmann’s. Lord & Taylor uses AdDept extensively for direct mail, but they do not use our cost accounting for closing of direct mail.

Chad is on the left. I don’t remember the fellow with whom he was talking.

I also spent quite a bit of time with Chad Sesser. He told us that he had already downloaded sales from the mainframe at least once. He did not remember how he had done it, but he knew the name of the person in their Information Services department who had helped him.

On the last evening Karen Jones again sprang for supper at the restaurant in Beverly Hills. I might have gotten lost crossing the hills; I distinctly remember that I did on one occasion.

At the restaurant I noticed a blonde woman who was much more buxom than Ellie Mae Clampett. She was sitting with some other people a few tables away from the group from Rob-May. The most astounding thing to me was that for all of the time that we were there—which must have been at least ninety minutes—she was talking on her cellphone while paying scant attention to anyone at her table.

I should mention that I did not have a cellphone in 2003, and the people who talked on them loudly in airports bothered me a lot. I could not imagine anyone answering a phone in a restaurant, much less talking for an extended period. It seemed unimaginably rude to me, but I realized that I was partaking of a totally different culture in Milburn Drysdale’s town.

The projects: TSI did quite a bit of custom coding for Robinsons-May. We also helped them to integrate the data from M&F when the responsibility for managing the stores previously in that division was transferred to North Hollywood. Fortunately, their 270 was easily up to this task. I did not need to travel to California to install another upgrade.

Rob-May had two types of ads that I had never heard of: TMC’s and PWP’s. TMC stands for “total market coverage”. On certain days of the week or on special occasions some newspapers delivered a greatly reduced version of their paper to all households in an area that did not subscribe to the paper. If the same ad (ROP or insert) was run in the regular edition and this reduced edition, it had a higher rate because more eyeballs would see it.

I don’t remember what a PWP was, but I think that the concept was similar. Newspapers were desperate to retain the same level of revenue even as their circulations shrank in the twenty-first century.

My first visit to Rob-May after Mary Ng’s arrival triggered a very large number of fixes (changed for free) and requests for changes (quoted). This was definitely good news in that they were finally interested in taking full advantage of the system. On the other hand, it meant more pressure on the programming staff to produce what Rob-May—and other clients—needed in a reasonable amount of time.

The programming that was most valuable from TSI’s perspective was constructing an interface with another system. In some cases AdDept was the sending system; in others it was the receiver. Our expense invoice entry and claims system had the ability to feed the corresponding corporate accounting system (CAPS). Several changes had to be made to this module to accommodate peculiarities at Rob-May.

Our sales analysis and productivity programs used tables that were fed by the corporate sales system. Most of the May Co. divisions used the same ad agency (Doner) for broadcast. The agency sent a file to Rob-May. The departmental employees ran a program that TSI provided to update the broadcast section of the schedule in AdDept.

The last item on my notes from the trip in April of 2003 reported:

I spent ten minutes talking with Chad, Bobby McIntosh¹⁴, and the QPS programmer about the interface that they want to create. Nothing came of it.

Chad said that he will write up the details of what they would like the QPS interface to do. We can then quote it. The problem that he could not handle with query is how to treat sections. QPS has a job for each page, but the media schedule is on the book.

Bobby McIntosh was the Manager of Advertising Systems. The advertising production area used the Quark Publishing System (QPS) to manage the workflow of some of their direct mail catalogs and newspaper ads. I do not remember this meeting described above at all. If we were to undertake an interface like this, it would have been a massive job that would have taken at least several months. Therefore, I don’t think that we ever got to the point quoting construction of the interface.

My adventures in southern California: North Hollywood is best known for the unbelievable attempted bank robbery in 1997 at a Bank of America branch that was only a mile or so north of the Rob-May headquarters. The two robbers wore home-made body armor and bore much better weapons than the police. Foiled in their escape, they shot it out with the lawmen for an extended period of time. They were eventually killed, but not before the two sides discharged roughly two thousand bullets. Twelve police officers and eight civilians were wounded, but no one besides the perpetrators died.

A slightly fictionalized made-for-TV movie about the incident aired in 2003. No one from Rob-May ever mentioned it in my presence. If I had not seen the movie, I probably never would have known about it.

The LAPD Museum has an exhibit that features the perpetrators, their weapons, and their body armor. Because it was not opened until 2007, I never went there. By then Macy’s had taken over the May Co., and Rob-May was no longer a client.

The most interesting thing that I saw in North Hollywood was an apartment building that had a large sign on it offering “Free Rent”. I took a photo of it from my rental car.

At the time TSI was actively looking for a new site for our office. I sent an email to Denise Bessette, who ran the office when I was out of town, about it. I suggested that we move our operation to North Hollywood in order to take advantage of this opportunity. If we had rented a handful of apartments, we would have had plenty of room to grow our business. For some reason she did not urge me to sign a $0 lease while I was in the vicinity.

One evening I decided to take a drive into Hollywood itself. I arrived at the corner of North Highland Ave. and Hollywood Blvd., where I saw a throng of people around the Ripley’s Believe it or not. The whole neighborhood was incredibly touristy. I did not even park my car. I drove back to my hotel in Studio City as quickly as I could.

For my last few trips to Rob-May I abandoned Beverly Garland and drove a little farther north to stay at a Hampton Inn. I did this for a couple of reasons. I had found that I liked Hampton Inns better than other hotels. I had an American Express card that I used for stays at Hamptons and other Hilton hotels. This paid off in free stays, which I used either for business trips or vacations.

I also was not enamored with the neighborhood in Studio City. I only found one place to run, and it was a little boring. I had to make several circuits of the path in the park, and the scenery no longer interested me. The biggest factor, however, was food. I had not been able to find many places that served tasty and healthy meals and also could be used—takeout or sit down—comfortably by a lone diner. My notes of July 1999 reported:

I had trouble finding affordable edible food in California. I ended up eating twice at Koo Koo Roo¹⁵, which has vegetables. The problem is that the only main courses they serve are rotisserie chicken and ¼ pound of turkey. I had the chicken both times.

The closest Hampton Inn was in Santa Clarita. The drive did not bother me much. The inconvenience was more than offset by the free breakfasts and occasional free snack in the evening. It was close to a large suburban shopping center. I don’t remember exactly where I ate, but I had no problem finding what suitable restaurants.

The best aspect of staying in Santa Clarita was that I discovered a really interesting trail in Quigley Canyon, a park that is very close to Gene Autry’s Melody Ranch. I really enjoyed running through the hills in the park. I had to climb a fairly steep incline to reach the trail that ran along a ridge. A sign at the trailhead warned about snakes and mountain lions, but I never encountered any wildlife while I was running.

Departure: I almost always flew back to Connecticut on a red-eye flight. I would leave LAX at 9 p.m. or later, arrive somewhere on the eastern side of the Mississippi at dawn or earlier, change planes, and then catch another flight to Bradley.

I always filled the gas tank before returning the car to Avis. I once made the mistake of stopping at a gas station in south-central L.A., an area that was close enough to LAX that the gas gauge would appear full. It was past sundown, and the place was not well lit. This was one of the very few times in my life that I felt afraid. I had lived for over three years in inner-city Detroit, but this area was fairly notorious because of the Rodney King incident.

What was scary about this gas station was that a few young men were walking around and approaching customers who were pumping gas. One came up to me and asked me something. I made some kind of noncommittal reply. He was annoyed with my response, but he did not do anything. I got back in my car and returned to the highway with deliberate speed.

On another occasion Karen Jones took me and a group of employees to a restaurant that was in either Burbank or Pasadena. I had my car, and after supper someone outlined for me how to get to LAX. Everyone assured me that I had plenty of time to make my flight. I probably did, but I made a wrong turn somewhere, and by the time that I arrived at the Avis counter, I was really pressed for time.

This was the first and only time that it took a long time to check my car back in at an Avis location. In every other instance no more than five minutes was required. However, this time there was a long line that moved very slowly. By the time that I returned the car and boarded the Avis bus, there was little chance of arriving at the gate in time for my overnight flight on Delta¹⁶ to Hartford by way of Atlanta.

When the bus let me off at the terminal I rushed up to the Delta desk with my suitcase. The agent confirmed that I had missed my flight. She then calmly booked me on a different flight that went to Bradley through Cincinnati and was leaving within the hour. I was not charged anything extra for this change, and I arrived in Connecticut less than a half hour later than my scheduled arrival time.

Epilogue: Rob-May used the AdDept system until 2005 or 2006 after the May Co. was purchased by Macy’s. On August 30, 2005, administration of the stores was transferred to another AdDept client, Macy’s West in San Francisco. The history of the installation at Macy’s West is detailed here.

The store in North Hollywood was turned into a Macy’s. It and its oversized parking lot stayed open until October of 2016. The entire acreage is still, six years later, in the process of being transformed into a mixed-use area renamed NoHo West. The retail part of the project evidently suffered from the emergence of the pandemic. A directory map can be found here.

An aerial photo of NoHo West taken in 2019, at which time it was described as “fully framed”.

1. Rusty Hansen does not seem to have an Internet presence in 2022, but I did receive a phone call from him once after he left Rob-May in 2000. Jim Lowe, TSI’s marketing person, and I later talked with him briefly at his new place of employment, Wherehouse Music in Torrance. That experience has been recounted here.

2. Beverly Curtis-Frethy left Rob-May in December of 1999. Her LinkedIn page is here.

3. Beverly Garland was an actress in Hollywood. Among many other roles she was Fred McMurray’s wife in the last few years of My Three Sons. She died in 2008, but her hotel still is thriving in 2022, and it is still a Holiday Inn.

4. I don’t remember reading a book by Ethan Coen. Since my notes did not mention the name or describe the plot, it might have been Gates of Eden, a book of short stories published in 1998.

5. This refers to the trip that Sue, Doug, and I took in 1995 to pitch the AdDept system to Liberty House. The description begins here and continues in two subsequent blog entries.

6. I am almost positive that I have seen every episode of The Rockford Files several times. The only bad one is the first one, the pilot, which had a different Rocky and was too much like Philip Marlow. Rockford lived at 29 Cove Road in Paradise Cove in Malibu. The beach that I went to was approximately twelve miles east of Paradise Cove.

At some point on one of my trips I took a late evening photo of the Los Angeles River. It is posted at the right. The river bed was concrete, and the trickle of water that it contained was laughable.

I could swear that back in the seventies I saw on an episode of The Rockford Files a chase scene that took place in the river itself. However, when I watched all of the episodes again (and again) in the twenty-first century first on MyTV and then on Peacock, I never saw such a scene. The show was recently removed from Peacock. I may never know for certain about that chase scene.

7. There was some kind of hydraulic leak that forced us to leave our scheduled plane and board a different one.

8. Mary Ng worked at Rob-May until 2005. Her Linked-In page is here.

9. Steve Ornee was employed at Rob-May until 2006. His Linked-In page is here.

10. CAPS was the mainframe corporate accounting system. It was located in St. Louis.

11. Kyle Levine worked at Rob-May until 2004. His LinkedIn page is here.

12. Dan Rothbauer did not leave Rob-May until 2006. His LinkedIn page is here.

13. I still hate cellphones in 2022. While sitting in my right front pants pocket my first “smart phone” ordered pizzas on its own. I did not mourn when it somehow got fried by European current. That story, and a lot more is detailed here. Its replacement has not ordered pizza yet, but it did turn itself on while resting in the right front pocket of my blue jeans. I was playing bridge at the time.

14. Bobby McIntosh stayed at Rob-May until 2006. His LinkedIn page is here.

15. Koo Koo Roo went out of business in 2014.

16. By this time I flew on Delta whenever I could. Delta had the most connections to places that I often visited, and I had a Delta American Express card on which I accumulated thousands of valuable miles that I used for vacations.

1991-2007 TSI: AdDept: Federated Department Stores/Macy’s Inc.

Posted on June 24, 2021 by Mike

TSI’s dealings with Federated and Macy’s Inc. Continue reading →

For more than a decade after TSI began marketing AdDept, its software system for retail advertisers, the chain of department stores now known as Macy’s Inc. was called Federated Department Stores (FDS). The company was acquired in the eighties by Robert Campeau, a Canadian real estate magnate. For a short time it was merged with Campeau’s other stores and called Federated and Allied Department Stores. In 1992 the company emerged from bankruptcy as FDS, the same year that Macy’s filed for Chapter 11 protection. In 1994 FDS found enough cash in the cushions of the sofas in the furniture departments of its stores to purchase Macy’s shortly after Santa’s favorite retailer emerged from its own bankruptcy. Details of the takeover can be read here.

In the early nineties I was just beginning to learn about retail in America. It shocked me that a bankrupt company could stiff all of its vendors and then have the wherewithal to buy another company of about the same size. A lot of craziness like this happened in the nineties. I never did figure it all out, and the two companies involved in this transaction were a thorn in the side of TSI for the rest of its existence.

I don’t know why Val used a photo that cut off her chin.

In 1992 FDS had eight regional divisions. Each division produced and placed its own advertising from the divisional headquarters. The first FDS division that contacted TSI about purchasing the AdDept system was the Bon Marché, which was based in Seattle. I was called by Val Walser¹, the Director of the Advertising Business Office there. She had received one of TSI’s mailings in late 1989 or early 1990, and she thought that the system might be what they needed. I talked with her in person twice, once at the Retail Advertising Convention in Chicago and once in Seattle. I gave Val a private demonstration in Chicago, and I showed the system to the rest of the team in Seattle. Those encounters have been described in some detail here.

I don’t think that I knew at the time that the Bon Marché was part of FDS. Even if I did, I don’t think that I realized then that the parent company was about to declare bankruptcy. I was inexperienced; I probably made some errors in judgment. Perhaps I made a mistake by proposing a system that would only be minimally sufficient for their existing operation. Maybe we did not follow up often enough or in the best way.

Although Val informed us that she had requested funding for the system, it was never approved, and after a while we did not hear any more from her. We continued to send materials to her periodically. Until I began the research for this entry I was unaware that she had any involvement in deploying a system that was initiated by the FDS division most distant from Washington, Burdines in Florida. Val apparently oversaw the development of the administrative part of the FedAd (or whatever it was called at that time) system. By then her division was known as Macy’s Northwest, which was folded into Macy’s West, a long-time AdDept user, in 2008.

TSI’s fruitless contacts with Burdines have been documented here.

From the beginning I thought that Jordan Marsh, the Boston-based department-store chain, would be a valuable customer for TSI. Like the Bon Marché, Jordan Marsh was actually part of the Allied group before Campeau acquired Federated and merged all the stores into one gigantic chain. At one time there were also Jordan Marsh stores in Florida and San Diego, but by 1991 all of those stores had closed or were no longer controlled from Boston.

Kate Behart, whose career at TSI is described here, arranged for me to do a demo for people from Jordan Marsh’s advertising department at an IBM office. I don’t remember any of the names of employees at Jordan Marsh. In fact, the only things that I remember about our meeting with them were that Kate was very upset that I had used the word “gals” at one point and that they informed us that they wanted our system.

I am sure that Kate must have followed up on the presentation. She was very conscientious. However, nothing came of it.

Bloomingdale’s, the high-end department store with headquarters in New York City, contacted TSI several times. The last of these exchanges of telephone calls was handled by Doug Pease, whose successful marketing career at TSI is detailed here. We certainly sent them detailed materials about AdDept and the AS/400. I might have done a demo for them at the IBM office. I clearly recall that we went to their headquarters in Manhattan and gathered specs about their needs. I can still picture the Manager of the Business Office, who wore a three-piece suit and had a long pony tail. Guys with pony tails were not unusual in the creative and production areas of advertising departments, but he was the only one that I ever saw in the financial area.

Doug followed up on our visit with several telephone calls. At one point he became certain that Bloomies would buy the AdDept system. Nevertheless, not long after he had voiced his certainty, he got the telephone call that dashed his hopes. He never told me the details, but he was visibly upset about it.

One of the biggest disappointments in my career was not being able to land Liberty House, the department store in Hawaii and the Pacific, as a client. When Doug, Sue, and I flew out to Honolulu in December of 1995 to meet with Karen Anderson (detailed here), Liberty House was an independent chain of stores that included both department stores and much smaller stores in locations convenient to tourists. Those stores specialized in “resort ware”.

Our presentation went very well. Karen told Doug in a subsequent conversation that she had requested funding for AdDept, but there was a freeze on capital purchases. The freeze persisted until the company entered bankruptcy in 1998 and closed most of the resort stores. When it emerged from bankruptcy it was gobbled up by FDS. At that point the remaining stores were relabeled as Macy’s, and administrative functions were transferred to Macy’s West in San Francisco, one of TSI’s clients.

So, this was as close as we came to a victory in our dealings with FDS/Macy’s Inc.. Many of the newspapers that had been used by Liberty House still subscribed to A^xN in 2014.

AS/400s at FSG. I thought that I had a photo of Len, but I cannot find it.

At some point the AS/400 systems used by the three Macy’s divisions that used AdDept—Macy’s East, Macy’s South, and Macy’s West—were moved to the headquarters of Federated Systems Group (FSG) in Alpharetta, GA, a suburb of Atlanta. I flew down there to consult with Len Miller², who was in charge of all of the FSG’s AS/400s. I don’t remember exactly what the agenda for this meeting was, but I remember that Len said that long-range plan of FDS was to replace the AS/400 systems with home-grown software running on other platforms. However, he assured me that at that point—soon after the merger with the May Company—it was a very low priority. They would still be using the AS/400s for several years.

My other vivid memory of that day was when we passed a room that contained perhaps twenty desks. At each desk sat someone working on a computer. All of the people were IBM employees who were consultants for Federated.

Len’s predictions both turned out to be true. All of the divisions except Bloomingdale’s were eventually folded into one gigantic Macy’s run from the Herald Square Building in Manhattan. The plan was apparently to use the system built for Burdines and the Seattle division, but it did not have all of the features that the people in New York needed. For several years they maintained AdDept in order to run the Loan Room (merchandise loaned to photo studio for shoots) module that TSI wrote for Macy’s East in the early nineties.

In May or June of 2005 I received a telephone call from Robin Creen³, whose title was Senior Vice-president of Macy’s Corporate Marketing. She wanted me to come to New York to discuss the AdDept and A^xN systems. I made an appointment and took Amtrak to Penn Station. Robin instructed me to use the executive elevator at one of the 34th St. entrances rather than the employee’s entrance that I had always used on the other side of the building.

Robin’s office was not in the advertising department. It was on executive row. I don’t remember too much of the meeting, and I cannot locate my notes. I recall that I only got to meet with her once or maybe twice, and I never heard from her or about her again.

I did, however find a copy of a letter that I sent to her on October 7, 2005. Here is the text:

At our last meeting you told me that it was still too early to talk about the future of the existing May Company divisions. Since there have now been several definitive press releases about the makeup of the new Macy’s after the merger, I assume that those restrictions no longer apply.
Needless to say we are concerned about what effect the realignment will have on TSI. We have spent the last 17 years developing AdDept, the software product which has become the standard of the industry for administration of retail advertising departments. The May Company was our largest client.
We know that Federated Department Stores has been working with its Florida division for the last decade or so on a system which overlaps considerably with ours. I am sure that the company has by this time invested a considerable amount of time, money, and manpower in it. It may surprise you to know that I was supposed to be an integral part of the original plan. I met with Mike Rafferty and Gilbert Lorenzo in Huntsville, Alabama, back in the mid-nineties. Their plan at that time was to use AdDept for the accounting functions.
They wanted us to convert our system to run on a PC network using a home-grown relational data base and Microsoft Visual BASIC on each client. To me this seemed like a huge step backwards for us. Their approach would definitely have improved the appearance of AdDept’s front end and provided an integration with the production area, but no one could explain to me how we could possibly support such a system in many locations. The principal problem was that with their proposed architecture someone—presumably TSI—would be required to support both server software and client software. We have never had to support clients—the individual desktop PC’s and Macs. At the time networks were unreliable, Windows was not a mature product, and the Internet was in its infancy. TSI was already supporting a half dozen or more companies, including the two Macy’s divisions, which at the time were not affiliated with Federated. I honestly think that had we participated in the project at the level that they expected, TSI would not have survived as a company. Gilbert and Mike must not have liked my attitude, because we never heard from them again.
Since that time, as I wrote you earlier, most of the rest of the department stores in the country—as well as several other large retailers like Dick’s Sporting Goods—have successfully implemented AdDept in their sales promotion departments. They were able to get affordable systems tailored to their requirements. AdDept is not a sexy system, but it gets the job done.
No one in the entire country—no one—has the experience that TSI has garnered over the last 17 years in understanding the intricacies of administration of advertising systems. We are offering that experience to Macy’s Marketing. Four of the seven newly aligned Macy’s divisions—East, West, Midwest, and whatever the Marshall Field’s division is called—are long-time AdDept users. Lord & Taylor also uses AdDept. Moreover, a large number of May Company employees have considerable experience using AdDept in many different areas. If I were in your shoes, I would consider this as a valuable asset.
TSI has a very strong relationship with its users—both at the corporate and division level. If you talk with the people at the May Company, I am sure that they will verify that we have always done what they asked, that we do an excellent job of supporting our product, and that we give them a lot of bang for the buck.
There is one big additional factor. We are not on their payroll. When they wanted to spend money to make the system do new things, they used us. When they were tightening their belts, they did not have to worry about paying the salaries of programmers, system architects, data base administrators, etc.
So far in our discussions TSI has done most of the talking. What we would really like now is to learn what you and the other people in Federated’s management need to get out of the system. A goal-oriented approach works best for us. We have moved mountains for other clients, and we would definitely appreciate the opportunity to tell you how we would attack your biggest problems. We have never shrunk from such a challenge in the past. Our track record in this regard is essentially flawless. If someone will tell us what they need, we will provide it.
Do you think that we could schedule a face-to-face meeting with you and whoever else is involved in this project about this challenge? We have always been straight-shooters, and we would be eager to listen to whatever you have to say.

My last two encounters with Macy’s were both about insertion orders for newspaper advertising. TSI had developed and successfully marketed an Internet-based system for insertion orders to newspapers. Macy’s West, Macy’s South, and most of the May Company divisions that FDS acquired in the merger used it, and they all loved it. We called it A^xN, which was pronounced “A cross N”.

I knew that, compared to our other AdDept clients, Macy’s East used a small fraction of the programs that comprised AdDept. Still, they were entering the ads, and, therefore, they were a good candidate to use A^xN. I wrote to the Media Director, whom I had never met, and requested a meeting about A^xN. He seemed very interested. We scheduled a meeting, I made a dozen or so copies of our sales materials for A^xN, I packed them in my briefcase, and I boarded the 6:30 train again. I was alone because TSI had no marketing/sales person at the time.

The meeting was not what I expected. It was conducted by a man named Roman from the IT area, not the advertising department. My presentation was very well received. Roman said that it was very impressive.

He pressed me on whether TSI planned to provide a way to send the layouts for ads over the Internet. This surprised me. I thought that this was a problem that had been addressed years earlier. The market leader was the Associated Press’s AdSend service, but I also knew of several competitors. I said that TSI had no plans to enter that market. I explained that we had neither the infrastructure nor the expertise necessary to compete in that arena. Besides, none of our clients had asked for it, and they were not shy about requesting our services.

He said that we should consider it. Macy’s was looking for someone who could enable them to use the Internet for both insertion orders and the delivery of ads, “because, you know, one-stop shopping is better.”

I had three hours on the train to mull this over. I had made a mistake by letting this remark go unchallenged. It seemed like such a silly thing to say. I thought that they would want expertise and experience, not fewer phone numbers.

If one-stop shopping really was the objective, then I had no chance of ever persuading them to use A^xN. Therefore, nothing could be lost by asking for proof of any real value associated with having one vendor doing both tasks. I knew very well that the people who placed orders for newspaper ads were completely separate from the employees who created the actual layouts and sent them to the papers. This was true at Macy’s in New York and at every other large retailer that I had met with.

We never heard from them after that.

I learned later that Macy’s East’s advertising department had never used AdDept for insertion orders, even though they could have easily faxed the orders from the AS/400. Instead, each coordinator had developed ways to communicate with the reps at the paper. It sounded chaotic.

My last frustrating encounter with FDS (by then known as Macy’s Inc.) occurred in, I think, 2007. This one revolved around Dave Ostendorf, whom I had known quite well when he had been the liaison between TSI and the advertising department at Famous Barr, the May Company division based in St. Louis. Much more about my relationship with Dave and the installation at Famous Barr is posted here.

This is the only picture I could find of Dave Ostendorf. He is on the far left side of the table in the white shirt.

Dave called me about the use of A^xN. He said that the people for whom he worked in Macy’s Corporate Advertising department asked him to find out how much we would charge for an interface between A^xN and the system that had been developed internally. Dave was a very straight arrow. I trusted him (unlike everyone else mentioned in this entry) implicitly.

Of course, I asked for more details, but Dave would not provide them. He was rather sheepish about this. He advised me just to write up a proposal in our usual format with as many disclaimers as I wanted to include. He also specifically warned me not to low-ball it. So, I wrote up a quote for $20,000 that may have set a world’s record for use of phrases like “assuming that”.

A short time after I talked with him Dave resigned his job at Macy’s and moved back to his home town of Indianapolis. Needless to say, no one ever called about the quote. I have always suspected that it had been used as a justification for further investment in the corporate system.

So, my interactions with FDS and its successor Macy’s Inc. were completely fruitless. If FDS/Macy’s Inc. was the Brass Ring of our field of software, it was in sight quite a few times, but we were never able to snatch it.

My only real regret is that I do not completely understand why we continually failed. Our success with every other department store chain was close to universal, and the employees in the advertising departments at FDS and Macy’s divisions seemed enthusiastic about what TSI had to offer. However, in these situations we were up against an amorphous alternative, the system developed for Burdines and the Bon Marché, about which I knew very little.

One thing that struck me when rereading the letter that I had written to Robin Creen. I seemed to be asking for an opportunity to see the alternative. As a debater and a debate coach I was much better on the negative. I seemed to feel confident that if they just told me what they were using or planning to use, I could demonstrate what was wrong with it. Even if our software was lacking in some areas, I felt confident that we knew how to change AdDept to make it better.

Fortunately TSI found plenty of work outside of FDS/Macy’s up until the time that Denise and I were ready to dispose of the business. If some of these opportunities had gone the other way, it seems likely that we would have missed out on some of our other achievements.

1. Val Walser worked int the advertising department in Seattle until Macy’s brought all of her division’s administrative functions to San Francisco in 2008. Her LinkedIn page, which is here, says that she “directed development of a sophisticated, integrated software product, which was Macy’s premier marketing/advertising system managing all departmental functions.” I presume that this refers to the system once known as FedAd that was begun by Burdines.

2. Len Miller apparently still works for Macy’s in 2022. His LinkedIn page is here.

3. Robin Creen left Macy’s in 2008. Her LinkedIn page is here.

4. Dave Ostendorf’s LinkedIn page is here.

1995 December: Hawaii Trip Part 1

Posted on June 22, 2021 by Mike

Doug, Mike and Sue in Oahu. Continue reading →

In the second half of 1995 Doug Pease, TSI’s Director of Marketing, had been in fairly constant communication with Karen Anderson, the Advertising Director at Liberty House, a chain of department stores in Hawaii. One day he came into the equipment room, which also served as my office, and told me that Karen asked for someone from TSI to fly to Honolulu to show the AdDept system (described here) to them. We arranged to meet with them on two days in the first week of December.

I was very excited about this opportunity, not so much for the potential business as for the chance to go to Hawaii. Sue and I had been through a very rough period (as described here), but the one thing that we really both liked to do was to travel to new places. Moreover, the weather would be starting to get nasty in New England, and it was almost never nasty in Hawaii.¹ I decided to extend our stay in Hawaii to allow enough time to sample all the islands.

I went to Barnes & Noble on the way home the evening that I learned about the trip and purchased two books: The Maverick Guide to Hawaii and Kauai Trails, written by Kathy Morey. I had determined from previous trips that the more that I planned a trip the more that I enjoyed it. Sue and I did a really good job of planning this one.

Doug was not very happy that Sue was coming along. He worried that her presence would be a distraction to the main purpose, which was to land another AdDept client. I listened to his concerns, but I was not about to tell Sue that she had to stay home.

I tried to persuade Doug to take some time at the end and make a vacation out of it as we were doing, but he said that he needed to get back to his family. So, Doug scheduled a separate flight back to Connecticut by himself.

On the morning of our scheduled departure, neither Sue nor her car were around. I called her at her business in Springfield, MA, that she called Dance Space. She said that she had been working on the wiring all night. I told her that it was almost time to leave. She had no idea what time it was.

I later came to understand that Sue’s approach to long-distance travel was to leave exhausted, sleep fitfully on the airplane, and totally crash upon landing. Needless to say, this was not my approach. I did not want to waste one second of daylight in Hawaii.

The three of us flew together from Bradley to Honolulu. It was a very long trip, but we gained five hours, and so, despite the time lost in the layover in Los Angeles, it was still daylight when we landed. I fell in love with Hawaii the instant that we landed. There were palm trees on the airport grounds, the terminal was, for the most part, defiantly open to the elements, and the weather was perfect—sunny, dry, and around 80°.

The Honolulu airport was noteworthy for many things. One that I remember clearly was the ubiquitous stands that contained booklets and leaflets describing things to do in Oahu. I later discovered that similar stands at the airports on the “neighbor islands”. We soon learned not to put too much stock in the recommendations in the booklets, which seemed mostly limited to the heaviest advertisers.

We rented a car and drive to our hotel. The “Interstates” in Hawaii start with the letter H rather than I. It is a safe bet that the two systems will not connect any time soon. I don’t remember the name of the hotel, but I am pretty certain that it had free parking and was near the canal ,only a few blocks north of Waikiki. It was not luxurious, but it seemed nice enough to us. I remember that our room had a balcony, which in Hawaii is called a lanai (lah NIE).

The business visit: I think that we did the demo at IBM’s office before we talked with the people at Liberty House. I much preferred to arrange the visit in the other order. Perhaps we could only get time at IBM on the first day. Karen was extremely positive about the system after my presentation. She also told us that we did not need to wear suits at the Liberty House office. She said that most people there wore “aloha-wear”. We wore suits.

We learned the next day at the Liberty House headquarters in downtown Honolulu that the chain had two types of stores: large department stores that were equivalent to the regional department stores on the mainland, and much smaller boutique stores that catered to tourists. The newest department stores was actually on Guam.

At the end of our meetings we told Karen that it had been snowing when we left Connecticut. She said that she would really like to see it. I told her that she could have it. She insisted, “But it’s so beautiful.”

I replied, “Well, it’s white, if that is what you like, but that’s only for the first day or two, and it sometimes stays around for weeks or even months turning dirtier and uglier by any standard.”

A ;arge Liberty House store was in the Ala Moana shopping center on the southern side of Honolulu. This shopping center was essentially just like a mall on the mainland except that this one has no roof over the interior courtyard. People in Hawaii are not afraid of “Liquid Sunshine” even when shopping. Bloomingdale’s, Neiman Marcus, and Nordstrom have stores there, and there are innumerable boutique stores.

While Doug and I were in meetings, Sue explored Honolulu. At the time she was really into ballroom dancing. She walked to a place near the hotel that had a famous dance floor. I can’t say that I was sorry to miss that visit.

The pitch to Liberty House went as well as could be expected. When we got back to New England, we sent them a proposal, and Karen put in a request for funding. I had every hope for a second trip to paradise to install, train, and investigate a few things that Sue and I had missed. Unfortunately, Liberty House’s corporate management imposed a freeze on capital spending. In fact, Liberty House declared Chapter 11 bankruptcy in 1998, and when it emerged from bankruptcy in 2001, it was acquired by Federated Department Stores and merged into Macy’s West, an enthusiastic AdDept client.

So, the return trip to Hawaii was delayed for twenty-three years. That adventure is described here.

Fun on Oahu: We knew that we needed to get our Luau Cards punched. No one is allowed to leave Hawaii without attending one. I think that we asked Karen and her staff which of the luaus we should was the best. They all recommended Germaine’s, and insisted that it was worth the drive.

Sue, Doug, and I attended, and we all had a good time. The entertainment was pretty good. The food was plentiful if not spectacular, and, best of all, we learned that we had not missed anything by never eating poi. I am sure that Sue took many photos, but I could not find them. Germaine’s website contains an abundance of photos. They can be viewed here.

ABC stores could be found on almost every block of the touristy parts of Honolulu. I spent some time buying postcards to make acquaintances back in New England envious. It occurred to me that people in Hawaii probably never receive postcards. So, I bought one and sent it to Karen.

Notes on the images displayed here: I am virtually certain that somewhere within the house at 41 North St. in Enfield, CT, are hundreds of stunning photographs of this trip. I have only located two of them, and those two have been on display in a collage on the wall of my office for at least ten years. They have faded badly, to the point that their only real use now is to prove that I am not making all of this up.

So, I have been forced to use images copied from the Internet. If anyone objects to the use of any of the images, I will remove the objectionable ones.

Sue, Doug and I drove to the memorial in Pearl Harbor. It was OK, but I did not feel like tearing up or anything. I enjoyed the drive past Aloha stadium better.

Doug and I climbed to the top of Diamond Head one morning. At the time I was in pretty good shape from running, and Doug did a lot of riding on his mountain bike. So, neither of us held up the other. The view from the top was easily worth the effort.

After Doug flew back to New England, Sue and I stayed on the heavily populated island of Oahu. That adventure is described here.

1. Hurricane Iniki had struck the islands (especially Kauai) very hard in 1992. Otherwise you could count on periods of rain every day in the rain forests in the center of every island and clear and warm weather everywhere else.

1986-2005 TSI: Marketing Employees

Posted on June 18, 2021 by Mike

TSI’s salesmen. Continue reading →

By the mid-eighties Sue and I really needed help with marketing. We had some good products to sell, and our service was fantastic. However, our salesmanship was poor. I could often persuade people that I could develop a solution to a difficult problem, but I was not very good at persuading them that TSI’s product and approach were better than those of our competitors.

The first person whom we engaged to represent us was Joe Danko, who lived on Cape Cod. At first the relationship was on a commission-only basis. Later we considered hiring him as our salesman, but we decided against it. The details are described here. Joe was never actually an employee, and we never paid him for his services. I don’t know how much effort, if any, he put in on our behalf.

Trust me; Paul was nothing like this guy.

We hired some consultants to help us. They, in turn, hired a graduate student named Paul Schrenker, to sit in Sue’s office in Rockville when she was on the road. We provided a list of presidents of ad agencies and their phone numbers. In only a few cases was it a direct line, but, even so, quite a few people agreed to talk with him. Ad agency executives were all about relationships. Whether Paul was a potential client or a potential vendor did not matter that much; many agency heads were always on the lookout for connections. So, a surprising number of advertising executives accepted a cold call from a graduate student who knew a lot about biology but very little about any aspect of the business world.

The Patriots debacle was not O&P’s finest hour.

One of the ad agencies, O’Neal & Prelle in Hartford, agreed to an appointment, and we eventually closed the sale. Paul did not participate in closing the sale, but he did make the first appointment.

TSI severed its relationship with the consulting firm. We decided instead to hire a full-time salesman, and we approached it in the same way we had recruited programmers and administrative people—by placing an ad in the newspapers. I think that we interviewed a couple of people. One stood out, Michael Symolon. He seemed excited about the job, and he was quite well-spoken. He was a graduate of Central Connecticut. He had worked in marketing for five years at Triad Systems, a company that specialized in software for dentists.

I think that we hired Michael at some point in 1987. His LinkedIn page, which can be found here, was no help in this determination. Although he included previous and subsequent employers, he left TSI off of his list of experiences. We paid him a pretty good salary as well as commissions.

I remember that when he first began to work at TSI Michael was gung ho about setting up a nationwide sales organization. He advised me to schedule annual trips to exciting destinations exclusively for the most productive reps of our software systems.

This attitude shocked me a little, but he eventually revised his expectations when he discovered how complicated the GrandAd product was. Our competitors could undercut us on price on the hardware, and there was not much that we could do about it. The key to selling was almost always our willingness to customize the system for the prospective client. The idea of setting up a network of sales agents seemed unworkable to me. If I could not deal with the people personally, how could I assess what changes were necessary and feasible?

We gave Michael room to be creative in his approaches, but I was not ready to discuss how to celebrate sales generated by imaginary salesmen.

Terri Provost left the company shortly after Michael was hired. Michael interviewed and hired Linda Fieldhouse to take her place as administrative assistant/bookkeeper. Both of them are described here. Michael assured me that Linda was “at least a nine and a half.”

I am pretty sure that Michael and I went on a couple of ad agency sales calls together. I remember driving up to Vermont with someone—it probably was Michael. When I got out of the car I realized that I was wearing the pants for my pin-stripe suit with my blue blazer. We did not get the sale, but I don’t think that my fashion faux pas was the cause. Vermont is not known for haute couture.

I also remember that Michael accompanied me to Keiler Advertising once. Evidently he had once dated Shelly, who at that time was in charge of bookkeeping there. Michael was very embarrassed by the incident. I did not ask him for historical details.

I don’t remember him closing sales of any new GrandAd clients.

We took Amtrak from Hartford’s Union Station to NYC.

Michael also came to New York City with me for at least one very important presentation to Macy’s in 1988. He was almost a hero, as is described here.

Michael invited Sue and me to supper one evening at his house in Farmington. We got to meet his wife and kids. It was a very nice house, but I don’t remember any details.

I am sorry to report that Michael was at the center of TSI’s first great crisis, which is described here.

I ran into Michael at Bradley International one day in late 1988. He told me that he was working for a company that sold advertising software to magazines. I told him that Macy’s had finally signed the contract, that I had been working my tail off to get all the software written and installed, and that TSI would send him his commission check as soon as we got the final check from Macy’s. There did not seem to be any hard feelings.

For a couple of years TSI muddled along without a salesman and with very little effort at marketing. Those were very difficult years in a number of ways. By the spring of 1991 the AdDept system had two pretty substantial accounts, and we felt that it was time to start marketing it seriously nationwide.

Meanwhile, our ad agency clients seemed perfectly content with their current hardware and showed no interest in converting to the AS/400, the system that IBM had introduced in 1988. It is described here.

We hired a young man named Tom Moran to help with marketing. He was a very nice guy, but he knew next to nothing about computers, advertising, retail, or, for that matter, marketing. He was definitely eager to learn, and he was willing to follow up on leads, which was the most important thing. Plus, both Sue and I liked him.

I remember going on two trips with Tom. The first was for a meeting with Hecht’s in Arlington, VA. Sue, Tom, and I drove down to the Washington area. A Motel 6 on the Maryland side of DC kept the light on for us, and I am happy to report that no murders were committed (or at least none reported) there that night. It was the first and last time that I stayed at a Motel 6.

The three of us met with Barbara Shane Jackson, who was in charge of Hecht’s patchwork PC system and her boss, the advertising director, whose name I don’t remember. Tom did not contribute much, but it was a good meeting on the whole. In the end we got the Hecht’s account.

The RAC was held at the Hilton in downtown Chicago.

Tom and I also attended RAC, the Retail Advertising Conference, in Chicago. It was a huge pain to get everything prepared for our booth there. We had to rent an AS/400 from IBM and to hire union employees to set everything up. Nevertheless, we did manage to get our demo computer system working by the time that the attendees came to visit the vendor area.

Some vendors who were familiar to us were there. Camex, the company from Boston that specialized in programming and selling heavy-duty Sun workstations for the production of ads, had an exhibit that was ten times as large as ours and had a dozen or more people. Tapscan, the broadcast software company. was right across the aisle from our booth. One young lady who worked there must have accidentally left her skirt at home. It appeared that over her black pantyhose and high heels, she was wearing a wash cloth that she purloined from her hotel room.

Most of the conventioneers were drunk or at least tipsy by the time that they reached our area. We made one contact with the ad director of Hess’s, a department store chain with headquarters in Pennsylvania. Tom gave him a copy of our sales materials and got all of his contact information. Unfortunately, almost as soon as we had begun correspondence with him, Hess’s was acquired by another retailer, and his position was eliminated.

The convention would have been a complete fiasco except for two things. The first was that I got to introduce Tom to the indescribable pleasure of Italian beef sandwiches purchased from street vendors in the Windy City.

The other redeeming event was the appointment that I had made to do a demo at the convention for Val Walser, the Director of the Advertising Business Office at The Bon Marché, a department store chain in the northwest. The programs worked without a hitch, and she was very impressed with what the system could do. She even invited us out to Seattle for a presentation to the relevant parties at the IBM office there.

Tom accompanied me on that trip, too. Our plane landed in Seattle very late, well after midnight. We checked into our hotel, but we only managed to get a couple of hours sleep. We went to the IBM office, where I checked that all of the software was working correctly. By this time I had been chain-drinking coffee for several hours, and still I felt very sleepy. This was an important presentation, and I had to be at my best.

The demo seemed to go pretty well. Everyone was attentive. The people from the IT department were asking tough questions, which usually boded well for us. I was so tired that I could barely concentrate. As we were putting away our materials I realized that I had been drinking decaffeinated coffee all day.

Nevertheless, I convinced Val and the other important parties. We put together a hardware and software proposal, and they submitted a requisition to the IT department, which also approved it. However, the powers that be at Federated Department Stores¹, the mother ship, vetoed it.

This episode taught me that TSI needed someone who could navigate his way through the bureaucratic structure to find out what the hold-up was. Tom was not ready for this kind of responsibility. In the end, we decided that we could not afford someone who just tagged along for demos. In fact, we were really in the position where we could not afford anything.

Fortunately, we were able to use the Hecht’s installation as an entrée into the May Company, which at the time had about ten divisions. Not long after that I persuaded Foley’s in Houston to install the system, too. I also convinced Neiman Marcus in Dallas to get the system.

Those sales gave TSI both a solid base of accounts and enough revenue that we again looked for a marketing person in 1993. We found what we were looking for in Doug Pease, who had actually worked in the advertising department at G. Fox, the local May Company chain.

At first I had hoped that Doug could do some of the demos, but I soon gave up on that idea. I knew exactly what the system did, what it could potentially do, and what was beyond us. The programmers were generating a lot of code every week, and so these lists were in a constant state of flux. Besides, I had a great deal of experience at public speaking, and Doug did not. I don’t think that I would ever have trusted anyone with the demos.

Doug was a real bulldog once he had a hot lead. He was extremely good at following up on everything. In his first year we closed extremely profitable sales to Lord & Taylor, Filene’s Basement, and Michaels Stores.

In April of 1994 I received an email from a woman named Susan Sikorski, who worked at Ross Roy Communications, Inc. in Bloomfield Hills, MI. The company at the time had eight hundred employees (!) and seven satellite offices. They wanted a production billing system that would feed their Software 2000 accounting system and some internally developed applications.

A few years earlier I would have considered this opportunity a godsend. We had already written interfaces for Software 2000 accounting systems for two AdDept clients. We loved to do interfaces, and the more complicated they were the better. However, we were so busy with programming for clients that Doug had landed that this was my response:

Unfortunately, as I looked over your package, I realized that our system does not really measure up to your requirements. We would have to make very substantial modifications to meet even the minimal requirements. Since we specialize in custom programming, this would not ordinarily be a great issue to us, but at this time we would not even be able to schedule the work for many months. So, I guess that we will have to mass.

And it was almost certainly a good thing that I was forced to make that decision. In 1995 Ross Roy Communications was purchased by the mega-agency called Omnicom Group. If TSI had been chosen for the project, I strongly suspect that the plug would have been pulled on it before the system became fully operational. Susan found a new job at Volkswagen in 1996.

Meanwhile, in the next few years Doug managed to get TSI’s AdDept system into all of the remaining May Company divisions, as well as Elder-Beerman, the Bon-Ton, Stage Stores, two Tandy divisions, Gottschalks in California, and all but one of the five divisions of Proffitt’s Inc., which later became Saks Inc..

Doug and I took many sales trips together. The most memorable one was in December of 1997 to Honolulu to pitch Liberty House³, the largest retailer on the islands.

Doug using a client’s AS/400 for something.

We had a little free time while we were there. Doug and I used it to climb to the top of Diamond Head together. He was an enthusiastic mountain biker, he had been a soccer player in college, and he was quite a bit younger than I was. I was in pretty good shape from jogging. So, neither of us held up the other.

Sue accompanied us to Honolulu, and after Doug returned home, she and I had a great time on four different islands, as is described here.

The other trip that was the most memorable for me was when we flew to Fresno, CA, to pitch Gottschalks, a chain of department stores in the central valley.

In those days you could save a lot of money by flying on Saturday rather than Sunday—more than enough to pay for a day’s food and lodging and a car rental. Doug and I considered going to Yosemite on our free day, but there was a problem with the roads there. Instead we decided to drive along the coastal highway from north to south to maximize our views of the coastline.

I did not have a camera, but Doug did. His was a real camera of some sort. I was not yet into photography, and I had not brought a disposable camera on the trip. Doug took lots of photos. In fact, he ran out of film. When we stopped for lunch he bought some more film.

Doug took a lot more photos on the rest of the journey, or so he thought. When we got to Fresno he discovered that he had no photos at all after lunch. I don’t remember whether he forgot to load the camera after he took out the film. Maybe he did not wind it, or there was a technical problem. That was not the worst of it. He also somehow lost the first roll of film when we stopped for lunch, and it also contained the photos of his newborn child taken before we left.

But, hey, we got the account.

I guess that Doug is unloading new equipment in Enfield.

Doug and I almost never disagreed about what the company should be doing. However, near the end of his tenure he came up with an idea that I just could not sanction. He wanted us to start a new line of business in which we contracted for large chunks of advertising space from newspapers at a discount and then resold it to small businesses at a profit. Maybe he could have sold a lot of space; maybe he couldn’t. In any case such an undertaking would leverage no TSI products or services and none of the skills that the rest of us possessed. In short, he was asking me to backstop a new source of revenue for him. I declined to do so.

Doug and I made a great team. I gathered specs and did the demos. He attended, met the players, and subsequently followed up on everything. When the prospect had signed the contract, he made sure that all the i’s were dotted and the t’s crossed and ordered the hardware if they bought from TSI or a business partner.⁴ By 1999 we had more work than the programmers and I could handle. I told him to stop selling new software systems until the programming backlog could be reduced to a more manageable level, which would not be for at least a year. He made the imminently reasonable decision to look for another job.

After TSI moved to East Windsor in late 1999, we hired one more AdDept salesman, Jim Lowe. His previous experience was with a company that marketed hard cider. The challenge was to get retailers to give them adequate shelf space. It was retail experience, but not exactly the kind that we had dealt with.

Jim was a smart guy, and he could have been a good salesman for us. We went on a trip together to Wherehouse Music in Torrance, CA. Wherehouse was a large chain of music stores in California. Jim and I stayed in a nearby Holiday Inn the first night. We used MapQuest to find to the Wherehouse headquarters the next morning. At the very first turn MapQuest advised us to turn right. This seemed wrong to me, and I turned left instead. We reached the building in less than ten minutes. I don’t know when we would have arrived if I had turned right.

It was a very strange meeting. Rusty Hansen, whom I knew from Robinsons-May, had told them about us. We never got to meet with him or anyone else who seemed to know what they wanted. We did get to meet the president of the company, who was wearing jeans and a tee shirt. I never did figure out what this whole episode was about. The company went out of business within a couple of years.

Jim only worked for us for a few months. He took an offer that was very similar to his old job. Before he left he helped me with a mailing that produced some good leads. I sold the last few AdDept systems to some of those retailers by myself.

Jim’s advice to me when he left was that TSI should concentrate on A^xN, which is described here. I don’t think that he ever really understood that the horse must precede the cart. We needed retailers to be sending us insertion orders in order to be able to send them to newspapers.

Bob Wroblewski was, as I recall, a relative of Denise’s husband. In November of 2003 Denise came up with the idea of paying Bob to get the newspapers signed up.

I got to know Bob on a trip taken by the two of us to California to persuade Rob-May and Gottschalks to use A^xN. We both misjudged how well the two demos went. The people at Gottschalks seemed excited; Rob-May was somewhat cool. However, Rob-May soon came around, and I never did persuade Stephanie at Gottschalks to use A^xN.

Here is how the marketing process worked. After a retailer’s advertising department that scheduled its newspaper ads in AdDept agreed to use A^xN for insertion orders, it provided us with a list of its newspapers with contact information. I wrote a letter to each paper asking them to subscribe to the service. The letter was printed on the retailer’s letterhead and was signed by the advertising director or ROP manager at the newspaper. However, it was sent by us along with a contract that I had signed. The monthly rate was approximately what the newspaper charged for one column inch in one issue. This was a negligible fraction of what the advertiser spent. Then Bob called each one and persuaded them to sign up.

I don’t know (and I don’t want to know) what Bob said to the papers, but he had a very high success rate. He also earned quite a bit for himself in commissions. At one time we had over four hundred newspapers that subscribed for the service!

Bob’s wife died while he was still working with us. I drove to Providence, which is where he lived, for the wake.

1. Federated Department Stores owned many large chains that were all very promising potential AdDept clients. The rejection of The Bon Marché’s request may have been a blessing in disguise. In January of 1990, shortly after this meeting, Federated filed for Chapter 11 bankruptcy protection. It could have been really ugly.

2. Susan Sikorski is apparently working as a consultant for Avaya in 2021. She is featured as a graduate of Wayne State on this webpage.

3. We learned later that the advertising department at Liberty House had approved the purchase of the AdDept system, but the order was never placed because in March of 1998 Liberty House filed for Chapter 11, and the funds for new systems were frozen.

4. TSI was throughout its existence a certified member of IBM’s Business Partner program. However, because of the size of the company we were bit allowed to sell IBM hardware directly. Instead, we needed to pair up with a “managing Business Partner” who actually could place orders. We dealt extensively with several of these companies—Rich Baran, BPS, Savoir, and Avnet. There may have been others.

Wavablog

Memoirs, bridge, popes, travel, and other stuff

Tag Archives: Liberty House

1996-2006 TSI: AdDept Client: Robinsons-May

1991-2007 TSI: AdDept: Federated Department Stores/Macy’s Inc.

1995 December: Hawaii Trip Part 1

1986-2005 TSI: Marketing Employees