Day 116 of Nat'l Emergency: Reading, Shopping, Fixing and Trump's Bucket List

What 10 years of retirement couldn’t accomplish the coronavirus did in less than three months. I’m finally reading books. 

A disappointment of my retirement is that, with rare exceptions as for a course I might be taking, I never engaged in reading novels or non fiction books. Shameful. I know. 

In the four months since quarantine began, however, I am averaging a book a month, spurred on, I readily admit, by Gilda’s voracious reading appetite. 

I used to explain my lack of reading by saying reading put me to sleep. Part of my apnea condition.

Now, when I first lay down in bed, or when I wake up in the middle of the night and cannot readily fall back to sleep, I wind up reading 45 to 90 minutes. As there’s no rush to wake up early the next morning, I simply tack on extra hours before rising from bed. 

I’m still ashamed, but less so.

Gilda Is No Golda: As in “Fiddler on the Roof.” She doesn’t want to hear, much less interpret, my dreams.  

Must be because I’m no Tevye. 

Trader Joe’s has it in for me. I shop very selectively at Trader Joe’s. I’m only interested in dark chocolate mint candies and dark chocolate mint cookies, the key being dark chocolate is better for you than milk chocolate. 

Twice in the last few months, however, the specialty grocer has discontinued two dark chocolate mint cookies I found irresistible.

After a futile Internet search for comparably priced cookies I stumbled across a slightly higher priced alternative at our local Stop & Shop. 

For now the mint candies are still being sold, but I am wary Trader Joe’s does not realize a third strike would end my patronage.

Rain Man: It’s about to thunderstorm outside as I write this note Friday afternoon. Rumbles already have presaged the downpour. But as anyone who has recently driven past the Grassy Sprain reservoir can attest, the water level is the lowest in years, if not decades. Since we’ve had few drenching rain days this year I wondered if we were subject to drought conditions made all the more severe by our constant hand washing.

Mind you, I’m not complaining about sunshine filled days. Our solar panels are offsetting all or most of the cost of electricity to run the air conditioning. But upon returning home the other day after seeing the reservoir for the first time this year I googled an inquiry.

Apparently, regular maintenance on the spillway and gatehouse gates began in January that necessitated draining most of the reservoir to a level that would allow work but not kill any of the fish in the lake. It will take at least half a year for nature to refill the reservoir.

Just thought you’d like to know.

Home Improvement Tip of the Day: After doing two loads of wash and putting in towels for a third our 10-year-old Kenmore washing machine wouldn’t start. I called Sears Home Services and set up an appointment.

There was a glitch in the electronic ignition. I anticipated a costly repair bill or, more probable, purchase of a new washing machine.

The repairman said he’d try a trick to restart the machine. By simultaneously replugging the washer into a socket while pushing repeatedly on the power button the machine might start. It did! 

Thank you repairman. Thank you Sears. Coincidentally, a week later Reuters reported that Sears is considering selling its repair and home improvement business (https://www.reuters.com/article/us-sears-homeservices-exclusive/exclusive-sears-exploring-sale-of-home-improvement-business-idUSKBN242780).

Stockpiling Over?: Here’s another news flash: At least in Westchester County, coronavirus-inspired hoarding seems to be a condition of the past. 

During recent trips to Costco and Stop & Shop there were no lines to get in, checkout was hassle free and products, even toilet paper, were plentiful. More importantly, everyone was wearing a mask.

A product that might be in short supply in apparel stores, depending on your neighborhood, are Hawaiian shirts. Seems the flowery, loose fitting tops are a must-have for creatures of the dark side of heavily armed right wing extremism (https://www.nytimes.com/2020/06/29/style/boogaloo-hawaiian-shirt.html?referringSource=articleShare).

Who knew a symbol of paradise could be turned into a symbol of hate?

Bucket List: There’s a simple explanation why Donald Trump is proceeding with an extravaganza at Mount Rushmore to commemorate Independence Day despite state and national officials warning it is unwise to have a fireworks display over parched land witnessed by thousands of unmasked, not socially distanced, attendees. 

The ego-boosting celebration is on his bucket list.

Unless he wins reelection, tonight’s big show under the stoney eyes of four presidents, none of whom Trump considers greater than himself, would be his last chance to display presidential upsmanship.

I wonder how many Hawaiian shirts will be worn by the 7,500 expected attendees?

Why Are So Many Stores Closing?

Perhaps you’re wondering why soooo many chain store retailers are closing sooooo many stores, especially after what has been hailed as a gonzo holiday season. To be sure, after every New Year retailers have always pruned deadbeat locations. But the numbers going into the trash bin of history are dizzying. More than 9,000 store units closed last year. A higher number is predicted for 2020 (https://moneywise.com/a/chains-closing-the-most-stores-in-2020).

The names coming off marquees across the country include some venerable labels: Sears, Kmart, Macy’s, Forever 21, Pier 1 Imports, Gap, Chico’s, Bed Bath & Beyond. Why is the contraction reaching unparalleled heights? Though each chain has its own problems, there are common threads that have unraveled throughout the retail industry.

Start with the fact that in the United States we are overstored (forgive me for not providing actual statistics, but after 32 years covering the retail industry as an editor and publisher of Chain Store Age I am taking retirement privilege and just providing trend analysis. You’ll have to trust I know what I am talking about).

How did we get overstored? No retailer thinks their store is not desired by voracious consumers. So when real estate developers pitched less than A+ locations they signed on the bottom line, sometimes induced to do so as the price of landing a truly A+ spot in a different coveted shopping venue owned or operated by the same developer. The developers, of course, needed those tenants to get their construction loans. Thus, it is no wonder that stores in secondary market are closing and with them secondary market shopping centers.

Everyone wants to blame Amazon and other Internet retailers and before them Walmart, Target, Home Depot and an assortment of big box retailers. Yes, they all contributed to the blacking out of storefronts on Main Streets and in strip centers. They killed off lots of independent merchants and weaker chain stores. As for Internet retailing, it still accounts for just about 15% of all sales.

So what’s behind the tsunami of store closings? Lousy merchandising choices, for one. For apparel and fashion home goods stores, if the wrong stuff is put up for sale customers will stay away in droves. As rents and labor costs are high, the combination with the cost of goods put retailers in a swimming pool of red ink.

Many chain stores have high levels of debt because private equity firms bought them by leveraging retail assets, mostly their leases or the land they owned for their stores, warehouses and distribution centers. When sales fail to meet budget expectations debt payments cannot be met. Suppliers refrain from selling them merchandise because if a company files for Chapter XI bankruptcy protection the law allows creditors to claw back all payments made in the prior 90 days. Suppliers fear being paid pennies on the dollar for their products. That’s why the first clue of a pending bankruptcy filing is insufficient product on shelves or clothing racks.

Failure to keep abreast of state of the art technology and distribution efficiencies are more harbingers of doom. Often it’s because companies did not have the cash flow to make the necessary investments. It’s a melting snowball effect in a red hot competitive industry driven by shoppers who demand instant gratification.

Let’s not overlook the polarization of our population. Not our political divide. The economic bifurcation. The fastest growing retail formats are dollar stores and food discounters like Aldi and Lidl, both European imports, that cater to families on tight budgets. Companies that serve middle income consumers are being squeezed.

Being a high end retailer doesn’t guarantee success. Barneys New York failed because of the aforementioned heavy debt load strapped on it by private equity owners. Toys “R” Us, which knocked off almost all toy competitors, succumbed as well from its private equity debt load. Toys “R” Us was never the price leader. It based its success on being in stock on the most wanted toys. When Walmart and Target matched Toys “R” Us on inventory management the game was lost. Walmart and Target had many more stores than Toys “R” Us in most markets, making it more convenient for shoppers to find what they wanted in their stores. Location, location, location. Three keys to success. Or failure.

Can you still make it in retailing? A resounding, emphatic, YES! Required are merchandise tailored to a specific audience; systems that provide seamless customer fulfillment and support; dedicated, driven staff from the top down; sufficient capital, and even more capital; savvy marketing including an Internet presence; and those historical three keys—location, location, location.

Successful retailers make customers their unpaid promoters. Think Trader Joe’s or The Container Store. A successful retailer would be missed if it closed its doors, missed not because it was nearby or a long time presence in a community, but rather because it brought excitement and fulfillment to the often mundane task of buying and selling everyday goods and services plus the occasional frills that make shopping essential and enjoyable.

Old Names in the News: Sears, Zakheim, Saporito

Did you get all the presents you wished for during this holiday season? I purposely chose the word “wish” as it conjures up the image of the Sears Wish Book, the once-giant retailer’s annual encyclopedia of gifts for all ages. “In 1968,” according to Sears Archives, “the Wish Book totaled 605 pages, with 225 pages devoted to toys and 380 pages to gifts for adults.”

During this all important shopping season, when merchants often garner most of their sales and profits,  several articles have surfaced about the fall of Sears (and sister company, Kmart) from iconic to catatonic (https://www.cnbc.com/amp/2018/12/19/sears-plans-more-store-closures-as-challenges-mount-for-lampert-bid-.html and https://www.bloomberg.com/news/articles/2018-12-20/layoffs-loom-large-as-banks-weigh-funding-lampert-s-sears-bid). 

Today, Friday, CNBC reported Sears will shutter 80 more Sears and Kmart stores on top of the 182 closings it announced after it filed for bankruptcy protection October 15 (https://www.cnbc.com/amp/2018/12/28/sears-closing-80-more-stores-in-march-faces-possible-liquidation.html). 

Amazon and other Internet retailers are being blamed for the truncation and potential demise of the once largest retailer in the world. Amazon et al might be hammering the nail into Sears’ coffin, but the truth is Sears was fading into obscurity years before Jeff Bezos conceptualized Amazon in 1994. 

Consider the January 1980 edition of Chain Store Age. The cover story: “Why America Is Not Shopping Sears.” In 15 pages backed by extensive consumer research, articles detailed the troubles Sears faced, some of its own making, some because of newer, more focused competition, some the result of new market conditions including the proliferation of large shopping centers and the elimination of retail price maintenance laws that allowed brand name goods to be sold at discount prices. Shoppers no longer had to wait for sales of major appliances, consumer electronics, sporting goods, tools and other desired merchandise. They were available every day at the discount store located closer to their homes. 

Though still the largest retailer in the world back in 1980, Sears could not maintain that position as more nimble, more focused retailers took bites out of its market share. Best Buy. Circuit City. Home Depot. Lowe’s. Toys “R” Us. Sports Authority. Target. Wal-Mart. Even Kmart snatched sales from Sears. 

Sears reacted by turning commissioned sales people into hourly workers. Bad decision. They lacked incentive to sell. 

Apparel never was a Sears strong point. Baby boomers wouldn’t be caught dead wearing Sears clothing, not when the mall had dozens, even a hundred, specialty stores offered fashion right styles. 

Besides, walking into most Sears stores was like entering a mausoleum. Whereas department store mannequins were freshly dressed and lifelike, Sears mannequins appeared lifeless. Store decor and lighting were old fashioned and stark. There was no drama inside. It was as if Sears executives had never heard of the concept of retailtainment. 

When Sears filed for bankruptcy protection I posed the following: “Will Sears and Kmart be salvaged or scuttled? Ask yourself these questions: When was the last time you shopped Sears or Kmart? If one or both stores disappeared, would you notice? Would you miss them?”

(https://nosocksneededanymore.blogspot.com/search?q=sears)

Nothing has transpired to make me change my opinion.

Designer Prices: I have always eschewed clothing that outwardly displays a designer’s name or brand logo. I am okay with wearing Adolpho blazers or Givenchy suits with the labels discreetly sewn onto inside breast pockets (though since my retirement I rarely wear suits). 

Outward chauvinism is not my style. In fact, I have long advocated a reversal of the standard bill of fare. Rather than charging more for a polo shirt or pair of jeans that shout out the designer’s or brand’s name, I believe such walking billboards should be sold at a discount as payment for the publicity they provide.   

Two of my cousins are optometrists. As their practices are in Philadelphia and Jacksonville it was not convenient for me to patronize them when I needed new eyeglasses. 

But I did pick their brains about the differences between designer and generic frames you might find in a mass market optical store such as Lenscrafters or Visionworks. 

Their responses: If you are concerned about the quality of a generic frame, don’t be. If you find a generic frame you like, buy it. Designer frames may provide a design that intrigues you, but the cost will be much higher. 

Their bottom line—find a lower priced generic frame. 

Which brings us to the recent scam Payless ShoeSource performed on fashionistas in Los Angeles. Payless tricked them into believing its $19.99 man-made women’s shoes were leather, designed by Bruno Palessi and worth hundreds of dollars. Here’s a Washington Post article to click on in case you missed the charade: https://www.washingtonpost.com/business/2018/11/30/they-had-us-fooled-inside-paylesss-elaborate-prank-dupe-people-into-paying-shoes/?utm_term=.46128e293bcc

Degrees of Separation: Many of my blog postings are generated by current events that bring up incidents or people/companies from my past (the Sears piece above is an example). 

So I was doubly stimulated when reading The New York Times on line in the middle of the night earlier this week.

The first article, a profile of acting secretary of defense Patrick Shanahan, referenced “Dov Zakheim, a former top Pentagon official in the George W. Bush administration” (https://nyti.ms/2Rbn95i).

Dov and I were elementary school classmates at Yeshiva Rambam in Brooklyn some 60 years ago. He, and I, were considered Talmudic scholars by our teachers. Apart from his service in the Pentagon, Dov went on to become a rabbi. 

The second article was an Op-Ed piece entitled “Trump’s King Minus Touch,” by Bill Saporito, a contributor to The Times editorial board (https://nyti.ms/2Rfxj4Q). Bill and I worked together on Chain Store Age Supermarkets 40 years ago. He left to become a photographer for a Pittsburgh paper, if memory serves me right, and afterward began a long association with various Time Inc. magazines including Fortune and Time. 

Seeing their names in print is a nice way to keep up with old acquaintances. 

Convenience vs. Affordability, The Ethical Dilemmas of the World We Live In

“Time and again, when confronted with the choice between convenience and affordability and the less tangible benefits of emotional intimacy, humans have opted for the former.”

Let’s face it. Aside from living in a material world, we have succumbed to a life of leisure in lieu of exertion. We no longer get up to change the TV channel. We don’t manually roll down car windows anymore. We don’t open the freezer door to get ice. We live in a push button world. 

Mattresses no longer have to be turned every month. For most products we don’t have to trek to the store. Our exercise, instead, is to pick up the Internet or mail order package from the front porch or apartment lobby. 

The premise having been set, if not accepted, please contemplate the shared meaning of three articles I pass along for your edification. The first is from a philosopher, S. Matthew Liao. Writing an Op-Ed in The New York Times, Liao wondered aloud (if you can do so in print) if one has a moral duty to jettison one’s relationship with Facebook given its unconscionable and inexcusable behavior in the 2016 presidential elections and in other activities that have undermined democracy in America and abroad (https://nyti.ms/2zqSUx8). 

Aside from posting my blogs to Facebook, I have a financial interest in professor Liao’s opinion. My broker talked me into buying some Facebook stock shortly after it went public. Am I a silent sinner in the debasement of democratic values? 

It’s not every day, but hardly a week goes by that a box with a smiley face on the cardboard exterior doesn’t land on our front porch. I spent almost all of my journalism career in support of physical retail stores. Chain Store Age, by its very name, heralded my bias. Though the magazine covered mail order and Internet retailers, our first allegiance was to brick and mortar stores. 

When Amazon erupted on the scene, it was as an attack on book stores, most prominently exemplified by Barnes & Noble, B. Dalton Booksellers, Borders, Books-a-Million, Crown Books, to name but a handful.

Now, Amazon founder Jeff Bezos is ranked the wealthiest man in the world as his creation sells virtually all types of merchandise. And through Amazon Prime I download programs not available on cable or basic television stations.

With bigness comes inevitable vilification. From the Web news site Vox, here’s an article suggesting the time is ripe to cancel one’s Amazon Prime subscription (https://www.vox.com/platform/amp/the-goods/2018/11/26/18112769/amazon-prime-cancel).

Could I really give up watching the upcoming second season of The Marvelous Mrs. Maisel? Or pay for shipping on all those purchases? And what would become of all those UPS and FedEx, not to mention USPS, delivery men and women who rely on Amazon to keep them on the road? 

On the one hand, the Vox article correctly notes Amazon’s history of “monopolistic practices to tax avoidance, poor treatment of both white- and blue-collar workers, union-busting, environmental damage, and most recently, the year-long publicity stunt of HQ2, a bad-faith ploy to extract private data from US cities that ended with Amazon plopping its supposedly economy-boosting offices into the two most established markets on the East Coast.”

On the other hand, the history of retailing, and for that matter almost every industry, is that market leaders are attacked. As Sears in its heyday was, and then Walmart was and still is, Amazon is scrutinized for practices that virtually all other retailers undertake in their own spheres. Target might emit a nicer aura in which to shop, but it treats its workers no better than Walmart, or Amazon. 

So I swallow any bile I might have toward Amazon and continue to log on. As long as I’m getting value for my dollar, I will continue to do so.

The third article presents in stark terms perhaps the penultimate consequence of society’s acceptance of the depreciating value of human labor. From Vox, here’s an article that asks, “Sex doll brothels are now a thing. What will happen to real-life sex workers?” (https://www.vox.com/the-goods/2018/11/26/18113019/sex-doll-brothels-legal-sex-work?_gl=1*13fjbq5*)

Returning to the opening quote taken from the sex doll article, here’s an added line to it: “Time and again, when confronted with the choice between convenience and affordability and the less tangible benefits of emotional intimacy, humans have opted for the former. There’s no reason to think that the sex industry will prove the exception to the rule.”

And to think, just a few short paragraphs ago I was worried about the future of truck drivers!

The Passing of a Corporate Gadfly

Among the tasks I assigned my staff and myself as editor and publisher of Chain Store Age was attending annual shareholders meetings of public retail companies. We would travel all over the country. To Minneapolis for Target, or as it was formerly known, Dayton Hudson. To Cincinnati for Federated Department Stores. To Bentonville, Ark., for Walmart. To Toronto for Campeau Corp., the real estate company that bought Federated and Allied Stores in an ill-fated attempt to marry shopping center ownership with department store companies. To Troy, Mich., for Kmart. Some retailers, like Woolworth and Sears, held meetings in different cities each year. So did J.C. Penney. 

During one of Penney’s meetings in New York in the late 1980s, attended by more than 500 shareholders, the highlight, or lowlight, depending on your point of view, was the shareholder question and answer period. 

(Now, if you never experienced an annual stockholders meeting, let me advise you they are mostly dry affairs. Corporate recitations of sales and earnings with a few pronouncements of new strategic initiatives. Sounds boring, and they are. My staff attended them because they often were the only time we had access to top executives as they usually held press conferences before or after the meeting). 

Most of the shareholders in the audience were current or retired company employees concerned their retirement pensions and benefits were not being jeopardized by mismanagement or profligate management.  

And then there were the corporate gadflies who challenged companies to be more transparent and democratic. Gadflies held stock in dozens if not hundreds of companies. They would criss-cross the country to pester executives with arcane, sometimes inane, inquiries. 

The most prominent of these stockholder gadflies were the Gilbert brothers and Evelyn Y. Davis. They did not like each other. At times they quarreled openly during meetings, the chairmen being unable to referee their repartee. 

I bring all this to your attention because Evelyn Y. Davis died Sunday. She was 89 (https://nyti.ms/2yYfr4h). She was unmistakeable. The New York Times obituary commented on her notable apparel. But it was her sharp Dutch-accented voice that impressed her presence on me, so much so that some 20 years later, while listening to but not watching a White House press conference, I was instantly drawn to the television when I heard her distinctive voice. 

Evelyn always got the microphone at corporate meetings. At the aforementioned Penney meeting she asked then chairman and CEO William Howell if the company was a fashion retailer. For sure, Howell replied. To which Evelyn wanted to know, why then did the wife of the vice president of merchandising wear a naugahyde dress to a recent fashion event? After the audience stopped laughing, Howell said he could offer no explanation. 

I haven’t been to an annual shareholders meeting in more than a dozen years. I am not aware if gadflies still exist to torment current chairmen. The Gilbert brothers are long gone as now so too is Evelyn Y. Davis. I’m glad I had the opportunity to witness them at the peak of their dedication to enlightened corporate governance. 

If Sears and Kmart Closed, Would You Care?

Perhaps if you’ve been paying attention to news unrelated to Hurricane Michael or new Supreme Court justice Brett Kavanaugh or the baseball playoffs or the 1,300 point plummet of the Dow Jones Industrial Average Wednesday/Thursday, perhaps you read or heard a story about the possibility venerable, no longer venerated, Sears and stepsister retailer Kmart may file for Chapter 11 bankruptcy protection as early as next Monday.  

Chapter 11 is not a death sentence. It is a reorganization tool meant to provide management with the time and financial freedom to resurrect a dilapidated business. Macy’s passed through Chapter 11. So did Best Buy. Plenty of other retailers, on the other hand, went from Chapter 11 into Chapter 7—liquidation. 

For more than 40 years I have been tracking the misfortunes, and occasional fortunes, of Sears and Kmart as they strived for relevance as societal and competitive realities evolved around them. (Once antagonists, Sears and Kmart became stepsisters as part of financier Eddie Lampert’s design to turn them around, or at least turn a profit for himself, by selling off their assets, including real estate and brands such as Craftsman.)

For 30 of those 40 years as editor and publisher of Chain Store Age, I met with the consecutive line of chairmen and chief executive officers of Sears and Kmart. Each sincerely believed his formula (it was always a he, never a she) contained the magic potion to resurrect a flailing business (that’s not a typo, I meant flailing). Perhaps, if Walmart and Home Depot and Amazon had not been imagined Sears and Kmart might have had a chance. But retailing is an industry that rewards innovation, particularly as it applies to efficient distribution. From better locations to quicker dissemination of products from manufacturer to store shelf to, especially in Amazon’s case, a consumer’s home, competitors outdistanced Sears and Kmart in their ability to meet consumer expectations.  

Sears was built with the mythology of the “Father Knows Best” family in mind. Even its one time diversification strategies—Allstate Insurance and the Discover card—reinforced the fulfillment of household needs. 

Kmart sought to capitalize on a growing middle class seeking cheap consumer goods in convenient self-service stores. 

But if the lady or teenage girl of the house needed something stylish to wear, Sears and Kmart were the last places they would shop. A department store or specialty store or Kohl’s fit the bill. Maybe even Target.  

If the man of the house was going to work on a home improvement project he turned to a local home center retailer, that is, before Home Depot or Lowe’s swallowed up their customers, as well. Electronics sales went to Best Buy. Toys to Toys “R” Us—the Sears Christmas Wish Book succumbed long before Toys “R” Us did. 

Kids could be dressed in Sears or Kmart clothing. Until, that is, they were old enough to voice their own apparel preferences. 

Will Sears and Kmart be salvaged or scuttled? Ask yourself these questions: When was the last time you shopped Sears or Kmart? If one or both stores disappeared, would you notice? Would you miss them?

For most of my professional life Sears and Kmart represented major portions of the copy that flowed through my editor’s desk. I walked their stores across the country. I shopped their stores. As recently as two weeks ago I bought some supplies in Kmart. 

Apart from the yawning gap closing the White Plains Sears and Kmart would have on their respective shopping centers, I cannot say I would miss them. I’d experience some personal nostalgia, but, no, I could not say I would miss them.

Passings in My Profession: 5 Killed at a Newspaper, the Sale of My Employer of 32 Years

I was touched by two events Thursday, one that made national headlines, the second another example of economic realities in today’s business environment. 

Both events involved my chosen profession, journalism. 

When news broke of the fatal shooting at the Capital Gazette in Annapolis, my mind raced back 41 years. In early 1977 I turned down a job offer at the newspaper. I had left my newspaper job in New Haven in September 1976 to work as press secretary to a congressional candidate in a race both he and I knew he would lose. But the opportunity to leave The Register for “something” was too appealing to pass up. For two years management had frozen our salaries after the editorial staff voted in the Newspaper Guild. It was not easy living on $200 a week (as one of six bureau chiefs on a staff of 100 I was one of the better paid reporters. About a year later the union won a contract. Had I stayed I would have been paid about $450 a week). 

Once the congressional race ended as expected, I began searching for another newspaper job. The Gaston Gazette in Gastonia, NC, a suburb of Charlotte, offered $200 a week. After all, the editor reasoned, it was a lot cheaper to live in Gastonia than New Haven. When I demurred, he upped the offer to $250 a week and membership in a country club (I don’t think he knew I was Jewish). There was one catch, however. Instead of the two reporters he hoped to hire, for $250 a week he expected me to do the work of two staffers. Again, I resisted the call of the South.

My next possibility was a job at the Capital Gazette. Again, $200 a week. As my brother and his family lived some 50 miles away in Rockville, MD, Annapolis appealed to me. However, the state capital and home to the Naval Academy was a high priced community to live in. No way $200 a week was going to cut it.

A few weeks later I answered an ad in The New York Times from a trade publisher. I started at Lebhar-Friedman’s Nation’s Restaurant News March 14, 1977. A year later I transferred to Chain Store Age, a title that appeared on my business cards for the next 31 years. I retired in June 2009.

On Thursday, family-run Lebhar-Friedman, founded in 1925, was acquired by Chicago-based EnsembleIQ, a portfolio company of RFE Investment Partners, a private equity investor. At one time L-F had as many as 16 publications, half covering the retail industry, the rest healthcare, employing more than 500. At the time of the sale, only three books remained, Chain Store Age among them, as well as two CSA conferences, SPECS and X/SPECS dealing with store construction and facilities. The company employed fewer than 100. 

What happened? Consolidation of the retail industry at the same time more publications entered a shrinking field. These competitors were more nimble, with lower operating costs, allowing lower advertising rates. L-F always used internal funds to power growth. But an ill-timed, ill-advised acquisition into the healthcare field saddled L-F with heavy debt just when revenues toppled. The Internet sapped classified advertising while forcing investments that did not pay off. 

No need to elaborate any more causes. My bottom line: The 32 years I spent at Lebhar-Friedman as a staff editor, editor-in-chief and publisher afforded the opportunity to support my family and treat them to pleasures not experienced by many others. We travelled across the country and to distant lands. My children attended top schools. During the summer they went to camp or travel programs. Our home, I like to say, is the “house that Chain Store Age built.” 

Working on Chain Store Age from 1978 through 2009 enabled me to meet and at times befriend some of the most important retail luminaries of the last half century, including Sam Walton, Charles Lazarus and successive heads of Walmart, Sears, Kmart, JC Penney and many chains no longer around including TG&Y, Caldor, Zayre, Rose’s, Woolworth. Equally, if not more importantly, working at L-F introduced me to some great creative professionals. 

I am saddened by the loss of the Lebhar-Friedman nameplate. But I am comforted that Chain Store Age-SPECS-X/Specs will continue to provide, in the words of David Shanker, CEO of EnsembleIQ, “a comprehensive view of retail insights and information.”

Lessons From Tariffs, Import Quotas and Walmart

Let the trade wars begin.

In an effort to resuscitate American industry, Donald Trump launched the first salvo Thursday in what may become a global trade war by imposing a 25% tariff on imported steel alongside a 10% tariff on imported aluminum. How the world will react, and if Trump has a counter-counterattack, remains unclear at this time.

It is not the first time America has sought to level off its unbalanced trade, particularly with China and other countries that flood—some would say, dump—cheaper alternatives to domestic U.S. production. In a global economy, manufacturers seek out the least expensive raw materials, labor and finished products. Too often, that means consumers at home and abroad think American made goods are overpriced. 

Heck, relocating supply lines has long been practiced by American industry. Textile companies fled the North to establish plants down South where non unionized workers earned less than their northern counterparts. But even lower southern wages could not compete with foreign laborers in Latin America and Asia. Executives fluent in global sourcing minutia shifted manufacturing from country to country to stay below import quotas established by the American government.

Trump champions America First, so it is not surprising he would favor steel and aluminum tariffs, particularly since underutilized plants are mostly located in Rust Belt states Trump won in 2016 and needs to win in 2020—Ohio, Pennsylvania, West Virginia, Michigan, Wisconsin. It seemingly does not bother Trump that prices of many goods that include steel and aluminum components will rise and could cost more jobs in related industries than would be created by the metal makers.

Trump, who spoke out against Chinese dumping practices years before his presidential run, was not the first business titan to see the danger of a depleted American manufacturing base. Back in 1985, Sam Walton positioned Walmart as an advocate of “Buy America.” 

I went to the source—my bound copies of Chain Store Age—to review how the retail industry and I reacted to import quotas and to Mr. Sam’s defensive ploy to combat a growing criticism of his company, at $6.5 billion, the seventh largest general merchandise chain, a little less than a third the size of $21.7 billion Sears, Roebuck and Co. and Kmart’s $21.1 billion. (Today, Walmart is the largest retailer in the world with sales of $485.9 billion in the recently concluded fiscal year. Sears and its now-sister company Kmart have a combined volume of less than $17 billion). 

Not surprisingly, retailers, who normally supported Reagan administration policies, railed against quotas. Under the headline, “Protectionism: Policies leave chains vulnerable,” CSA reported in September 1984 that tighter import quotas fueled dramatic price increases in many merchandise categories. Kmart, for example, estimated the cost of goods from China increased 25%. 

Fast forward to Trump’s imposition of tariffs and the reaction is no less muted. Thursday, National Retail Federation president and CEO Matthew Shay said, “A tariff is a tax, plain and simple. In this case, it’s an unnecessary tax on every American family and a self-inflicted wound on the nation’s economy. Consumers are just beginning to see more money in their paychecks following tax reform, but those gains will soon be offset by higher prices for products ranging from canned goods to cars to electronics.

“The retail industry is extremely concerned by the administration’s apparent desire to ignite a trade war, where the net losers will be the very people the president wants to help. On top of steel and aluminum tariffs, retailers are troubled by the direction of the ongoing NAFTA negotiations and the threat of additional tariffs on consumer goods from China. The true greatness of America cannot be realized when we build walls blocking the free flow of commerce in today’s global economy.”

Importing helped catapult the Bentonville, Ark.-based company into a global powerhouse. To be sure, few if any of Walmart’s competitors disdained importing. But Walmart’s heralded logistical and technological efficiencies accelerated its growth.

When Sam Walton started speaking publicly about imported goods in August 1984, his company was a burgeoning juggernaut but still not near the size of Sears and Kmart. He framed the challenge as dual pronged—reduce the trade deficit by buying American made products, but if that is not possible, develop products and jobs in Mexico, Central America and South America to “improve the standard of living for the average citizen in Central and South America.” 

Within a year Walton launched a “Buy America” program. Skeptics abounded. The program persisted, but in December 1992, five months after Walton died, NBC Dateline confronted company CEO David Glass with allegations products marketed as Made in America really were imported from Bangladesh. The adverse publicity led to the program’s demise.

Several years ago, Walmart started a Made in America program. It proudly touts a claim that “two-thirds of what Walmart spends on products sold in U.S. stores is made, sourced, assembled or grown within the USA.” That is “according to our suppliers,” Walmart acknowledges.

That provides a wide definition of American made. (Sales last year in domestic Walmart stores and Sam’s Clubs totaled $365.2 billion.) It cannot be argued that Walmart’s expansion and buying practices did not gut many a small town of local retailing and small malls, as well as contribute to the closing of many domestic manufacturing plants supplanted by foreign suppliers. 

But it is equally indisputable that shopping at Walmart has stretched consumer dollars and helped keep inflation in check.

It’s too soon to say what lasting impact Trump’s tariffs will have on sales, on inflation, on employment. But it’s safe to say they will not markedly change our balance of trade with the rest of the world.

Finding the Truth Behind the Numbers

The news Friday that Dow Chemical and DuPont are seeking approval to merge brought back memories of my first meeting with Leo J. Shapiro, whose expertise in social science research was instrumental in enhancing my journalism career and in making Chain Store Age unique, informative, must reading for retailers in the last two decades of the 20th century and the first 10 years of the 21st. Leo passed away in Tucson last month. He was 94.

The first time I met Leo, in 1979, in his firm’s then offices on the 37th floor of Lake Point Tower on the edge of Lake Michigan in Chicago, he observed that companies often choose a branding message in conflict with their everyday functions. 

Dow Chemical’s slogan back then was “Common Sense - Uncommon Chemistry.” DuPont’s was “Better Things for Better Living … Through Chemistry.” Yet both companies produced napalm and Agent Orange, the notorious herbicide used by the American military to defoliate much of Vietnam and consequently, tragically, causing “serious health issues—including tumors, birth defects, rashes, psychological symptoms and cancer—among returning U.S. servicemen and their families as well as among the Vietnamese population.”

In 1979 I had recently taken over as editor of Chain Store Age, inheriting a tradition of publishing a full-issue study in December on what we called a Great Retail Institution. The retailer we profiled always cooperated. For 1979 it was the F.W. Woolworth Corporation. 

Cooperation would not be the case for our 1980 profile—Kmart, at the time the second largest general merchandise retailer in the world with $14.8 billion in sales, behind Sears’ $16.9 billion (by comparison, Wal-Mart was a minuscule though growing chain with sales of only $1.6 billion. For 2014, Wal-Mart’s sales exceeded $473 billion; for the now combined Sears/Kmart, sales reached just $31.2 billion, of which $12.1 billion came from Kmart). 

Without Kmart’s cooperation we had to devise an alternative plan to secure information about the strengths and weaknesses of the chain. Publication director Paul Reuter spotted Leo’s name in an article in Advertising Age. It said his research firm, Leo J. Shapiro & Associates, had been following Kmart for many years. 

During that first meeting Leo explained that retailers, as do many companies, persist in doing things the same old way instead of moving on to the next wave of innovation. Sears, he opined, should have started a discount chain à la Kmart. Kmart, in turn, should have evolved into the more upscale Target or the more rural Wal-Mart. 

With Leo’s help Chain Store Age produced a publishing home run—more advertising than ever before and an editorial product recognized for its clarity and insight not only within the retail industry but also by our publishing brethren. The Kmart full-issue study was one of five finalists for a National Magazine Award, a rare achievement for a trade publication. 

Success in 1980 meant 1981’s December issue would be more challenging. Rather than profile a retailer we opted to work with Leo to produce the retail industry’s “1st Consumer Buying Intentions Study: Who, What, Where & Why They’ll Buy.” The study did not, as we expected, sell as well as the Kmart issue. 

But I almost fell off my chair when Stewart Orton, then chairman and CEO of Foley’s Department Store in Houston, in his speech accepting the Gold Medal Award of the National Retail Federation at its January 1982 annual luncheon, exhorted the thousands in attendance to read Chain Store Age’s December buying intentions study issue. 

Over the 30 years I worked with Leo and his partner, George Rosenbaum, Chain Store Age expanded the role of trade publishing. We innovated and published monthly and annual buying intentions studies as well as surveys on technology, credit trends, payment systems, loss prevention, store atmospherics, logistics and other topics never before distributed by a publication for the retail industry. Moreover, by including topical questions in their omnibus monthly national polls, Leo and George provided Chain Store Age with up to the moment insights on consumers.

“Garbage in, garbage out” is a widely held adage for anyone doing research. I always thought I knew what I wanted to study, but it was only after talking with Leo or George that I discovered what was truly worth researching. 

Show Me a Hero and Other Media Notes

They never called me back for my star turn as an extra on Show Me a Hero, and now the six-part HBO movie will begin Sunday night without me (http://nyti.ms/1Pa4ITu).

You may recall I attended an open casting call for extras at Manhattanville College last summer. About two months later I was contacted to show up in Yonkers for what normally is a 10-12 hour shoot for the princely sum of $100. That would be for the whole day, not an hourly rate.

Trouble was the day conflicted with the first day of Succoth. I opted for cries of hosanna instead calls for “action,” confident the producers would reconnect with me for another day as they indicated they would if I could not make the first day’s production. They never called.

So as I sit at home tonight and watch the depiction of the tumultuous time in Yonkers when the city underwent court ordered housing desegregation I will wonder in which scenes would I have been cast, and would I possibly have garnered a speaking part, even if it were only to shout verbal abuse at the mayor who reversed his election campaign position attacking the court ordered mandate only to later push for integration.

Ah well, a lost opportunity.

Woodstock Nation: Here’s another lost opportunity, this time Gilda’s, not mine. This weekend marks the 46th anniversary of the Woodstock music festival in Bethel, NY. 

Gilda had tickets to attend but chose to spend the weekend in Brooklyn with her boyfriend, another one of my ultimately less-than-worthy predecessors. She gave her tickets to friends, but they, too, did not make it to Yasgur’s Farm as Route 17 did not live up to its nickname as the Quickway to the Catskills, but rather became an impassable parking lot.

By the time the film Woodstock came out in 1970 Gilda and I were dating. When she saw conditions at the festival, the mud from torrential storms and the mass of people, Gilda had no regrets she passed on the opportunity to be part of counter-culture history. 

By the way, if you haven’t seen Taking Woodstock, a memoir-based 2009 film by Ang Lee on how the festival came to Yasgur’s Farm, it’s worth viewing.

The Man Behind Sears: For many years I thought of Sears, Roebuck & Co. as the prototypical WASP, or at the very least Christian, company. Nary an executive had even the slightest Jewish-sounding name.

The truth, however, was much different during the early years of the enterprise, as I learned when editor of Chain Store Age. The company became successful after Julius Rosenwald joined as part-owner. Rosenwald’s success allowed him to set up a philanthropic fund in 1917 for “the well-being of mankind.” Chief among the beneficiaries of his charity were Afro-American communities. A new documentary, Rosenwald, provides a picture of his commitment to the less fortunate but equally deserving (http://nyti.ms/1IPG3jh).

My Inner Lumberjack, SleepIQ and Does Hollywood Think the Bible Is a True Story?

You probably wouldn’t assume it by looking at me but I have a streak of lumberjack in me. It’s not just the flannel and chamois shirts I favor once the air becomes nippy.

My constant gardener, aka Gilda, loves her compost and mulch, resulting in many an afternoon spent by yours truly collecting fallen leaves to be pulverized in my Sears Craftsman Leafwacker Plus. One day last week after chopping up 15 bags of leaves I filled another 18 black, 40-gallon Hefty bags with the discards from maple and oak trees. I shredded those leaves this afternoon. 

A few years ago I bought the Leafwacker from a Craig’s List poster in New Jersey for $25 and have enjoyed the annual autumn ritual of mulching leaves. It’s a lot less laborious than my two decades-ago lumberjack toil of collecting, chainsawing, chopping and stacking tree limbs culled from the roadside for our wood-burning stove.

Anyway, there’s a back-to-nature type of pleasure I get from this exercise, which almost got stopped in its tracks this year. Shortly after starting last week, the Leafwacker ground to a halt. I thought it might have shorted out on the foil wrapper of a Twix bar that had infiltrated the leaves. I took the machine to the Sears repair shop. They said it would cost some $125 with no guarantee they could fix it. 

I passed on that “reassuring” estimate and turned to Google. Sure enough, there were several posts about sudden stoppages of a Leafwacker, including one suggestion to hit the reset button on the bottom of the inverted machine. Who knew there was a reset button? Again sure enough, the Leafwacker sprung back to life. A short while later the mulcher stopped again in mid-stream but this time I knew what to do. Hooray for technology. 

Sleep Tight: The good people who sold us our Sleep Number bed called over the weekend to ask how we’ve been slumbering and to suggest a technology add-on. With SleepIQ, we’d be able to monitor things like how many times we got up in the middle of the night, how often we tossed and turned, our heart rate and breathing rate, and how our diet affected our sleep. All this for $499.

I respectfully declined, though I would have liked to find out how SleepIQ distinguishes normal tossing and turning from the bodily movements of two people making love. 

Here’s another question I’d like the answer to—when Gilda and I recently went to the movies, we saw a preview for "50 to 1," what was said to be “based on the true story of horse racing legend Mine That Bird.”

Okay, lots of pictures these days originate from “true” stories. The next preview was for “Exodus: Gods and Kings.” It did not say the movie was based on a true story. I’m guessing the producers did not want to take sides on whether the Bible was fact- or myth-based, but I’d like to know their reasoning. 

Spoiler Alert: The movie we saw was “Gone Girl,” which contained one of the best puns I’ve heard recently. It concerned Amy Dunne who masquerades her own disappearance and possible murder. In describing missing person Amy, a TV personality said she “forged a successful career in journalism.” As the British say, brilliant.

Veterans Day Commemorations, Good and Bad

They picked up our garbage today as they normally do on Tuesdays. Last Tuesday they didn’t. It was Election Day. An homage to the right we enjoy in a democratic country to choose our leaders. 

But I am more than a little befuddled by the choice of our local government and union officials (I’m assuming the sanitation crew and the rest of the public works team are unionized) to consider November 11 as just another ordinary garbage collection day. The day we have designated to honor those who fought on our behalf to preserve the right to vote freely and live in freedom should not be a throwaway day. Veterans fought to preserve the rights of workers to unionize. How could any union, or for that matter non-union, worker not honor their sacrifice? 

Garbage collection is suspended 10 days of the year. Memorial Day, when we remember those who died in defense of our country, is one of them. So is Columbus Day. Given all we now know about the impact discovery of the New World by Europeans had on indigenous populations, perhaps we might want to rethink our commitment to the Great Admiral and instead rededicate our devotion to those who served and protected our freedom and way of life by giving Veterans Day its proper respect. 

Despite being of the optimal age for service during the Vietnam War, I am not a veteran. I earned a deferment for being underweight for my height (for details. Follow this link: http://nosocksneededanymore.blogspot.com/2009/11/veterans-day-salutes.html).

I thought I’d share with you a recent post on the jewishcurrents.org Web site about who served in the Vietnam War:

The first American casualty of the Vietnam War was killed during a training mission on October 21 in 1957. Of the 58,193 Americans in the military who died in that war, only 269 were Jewish. Jews were protesting instead of fighting: In 1964, they were twice as likely as Protestants and Catholics to favor a U.S. withdrawal from Vietnam; by 1970, when a majority of Protestants and Catholics still favored fighting or even escalating the war, half of American Jews favored an immediate pullout. A 1966-67 survey by the American Council of Education revealed that the best single predictor of anti-war campus protests was a high proportion of Jewish students.

Have you seen the new Air Force TV commercial? It’s a slap in the face of Barack Obama. The ad features inspirational quotes from four presidents: Reagan, Kennedy, Bush II and Clinton. Not a word from, or even an image of, Obama. Shameful! I’ll resist detailing why each of those presidents had tarnished times as commander-in-chief. Like it or not, Obama has been a wartime president. He should have been included in that ad. 

Speaking of shameful, what’s with all the recent Nazi memorabilia stories? In the last six weeks three tasteless Nazi-related stories surfaced:

First, a supplier to Sears and Amazon placed on their Web sites rings bearing the Nazi swastika. Though quickly removed, it was a stunning example of poor taste topped by the second example, that of a Swiss company that somehow felt it appropriate to put pictures of Hitler and Mussolini on packages of its coffee creamer. 

The third incident is more sinister. Unknown parties earlier this month stole a sign above the gate to the Dachau concentration camp in Germany. The sign bore the infamous slogan, “Arbeit macht frei” (Work sets you free), that the Nazis placed in their forced labor and death camps. 

It’s a chilling reminder that reactionary forces are on the rise in Europe, again.

One year before the guns of the Great War went silent at 11 am on the eleventh day of the eleventh month of 1918 my mother was born in Lodg, Poland. With two sisters (a third would be born in America) and a brother, she traveled to New York in 1921 with their mother to join their father who had emigrated earlier. She would be 97 if alive today.

Bookending New Orleans

Pigskin Bookends: The National Football League season started off its first weekend last summer with a controversial non-call of offensive pass interference in the end zone and ended Sunday night with a controversial non-call of defensive pass interference in the end zone. The first non-call cost the Green Bay Packers a win against the Seattle Seahawks. Replacement refs failed to make the call. The season-ending non-call came in the Super Bowl by the regular refs and cost the San Francisco 49ers a chance to cap an extraordinary comeback effort to go ahead of the Baltimore Ravens. 

How fitting that the start and end of the professional football season should be bracketed by similar controversy. In the opening week game a Green Bay defender was clearly pushed out of the way by a Seahawk who caught a Hail Mary last play pass into the end zone. No foul was called. In the Super Bowl, 49er end Michael Crabtree was clearly held by a Raven defender by his jersey in the end zone, yards beyond the five yards from scrimmage where contact is permitted. Crabtree was impeded. He couldn't catch the pass. No foul was called. Instead of getting four more tries from the one yard line to score the go-ahead touchdown, after trailing at one point during the third quarter by 22 points, San Francisco turned the ball over to Baltimore to run out the clock and secure the championship.

I have no allegiance to either team, and there are those who believe there was no foul in the end zone. I’m not one of them. San Francisco should have had more chances to score. If the 49ers had scored, they would have fulfilled my prognostication about a late touchdown to take the lead and we’d have seen if I was further correct in predicting a Hail Mary pass by Joe Flacco. Well, we’ll never know, thanks to the refs. But I did get right Baltimore’s early domination, San Francisco’s comeback, a fumble by Baltimore and the point total, 31, achieved by San Francisco. 

A Taste of New Orleans: I’ve been to New Orleans about eight to 10 times, always as part of a convention either sponsored by the publication I worked for or the retail industry. Gilda joined me during my first trip there, in the fall of 1977, when I was a field editor for Nation’s Restaurant News. While I worked the conference we produced, MUFSO (Multi-Unit Food Service Operators), Gilda partook of the spouse’s program, visiting a plantation outside the city, riding on a streetcar, viewing Mardi Gras floats in their garage, and eating in some fine restaurants. In Commander’s Palace, a  distinguished establishment, the spouses were served turbot, at the time the “in” fish, much like Chilean Bass has become in recent years. Gilda still recalls how one woman, married to a McDonald’s franchisee, disdained the turbot, saying she never eats any fish except the fish filet sandwich at her husband’s fast food units. It was that type of crowd.

Anyway, about a week before our trip to New Orleans, the restaurant critic of The NY Times, Mimi Sheraton, wrote a review of the food scene in the Crescent City. She found it wanting, except, she noted, for an out-of-town humble shack called Mosca’s where she had the most divine fried oysters, garlic chicken and barbecue shrimp, all cooked Creole Italian style.

Naturally, we decided to go there, cautioned by Mimi’s article that no reservations were taken and that the last guests must arrive by 9 pm. Along with a fellow editor, Connie, and her husband, Bill, we left plenty of time to taxi from the Fairmont Hotel in downtown New Orleans down Highway 90 to Avondale, almost 20 miles away. Though the cabbie claimed to know how to get there, it quickly became evident he did not. We kept double-backing and crisscrossing roadways, looking for Mosca’s. This was way before cell phones; there weren’t any public pay phones along the dark roads we rambled on. We were four hungry and squished adults sitting in the back of a Mercury Marquis (the unofficial New Orleans taxi model). Since I had recommended Mosca’s, my seatmates were getting quite upset with me. 

Finally, at 9:05, we came upon two whitewashed buildings supporting a backlit Budweiser sign. Lots of cars out front, on the grass. We begged entry, explaining the taxi driver couldn’t find Mosca’s. They took pity on us, but advised it would be an hour and a half before we’d be seated. We could stand at the bar. Gilda, Connie and Bill were not happy, even with $1 drinks, 25 cents for sodas (remember, this was Louisiana, 1977). We waited just 45 minutes to be seated, a few tables away from where Momma Mosca sat watching over her customers. We ordered the recommended dishes. They were more than divine. They melted away Gilda, Connie and Bill’s collective anger. It was, we all agreed, one of the best meals we ever ate. 

The power of a good meal to smooth over differences was not lost on me. Several years later, as editor of Chain Store Age, we ran a long article about problems at Sears, Roebuck & Co. Upset, the CEO of Sears dispatched the head of the public relations department from Chicago to express corporate displeasure. I took him and his assistant to Shun Lee Palace on East 55th Street, down the block from our office. Considered by some to proffer the best Chinese food in the city, Shun Lee melted away any semblance of protest from my Windy City visitors. They so thoroughly enjoyed the meal that we ordered a second round of each dish. For such an honor, the chef emerged from the kitchen to personally bow his respect. 

Is Sears Worth Holding?

It’s the post-Christmas season, that favorite time of year for stock analysts and business journalists to bang out on their keyboards early obituaries for Sears Holdings, operator of Sears and Kmart stores. The latest hospice vigil comes on the heels of the company’s announcement it would close 120 stores after disappointing holiday sales.

For more years than not over the last nearly four decades, I have been part of the annual exercise of wondering just how long these two venerable retail chains could survive. Seemingly year after year, customers have abandoned Sears and Kmart for fresher, more nimble, more price sensitive competitors, be they Wal-Mart, Target, Best Buy, Bed Bath and Beyond, Old Navy or Amazon.com.

A true test of whether a company can, or should, survive, is the answer to the following question—would you miss it if closed its doors forever? Syms and its subsidiary Filene’s Basement are in the process of shuttering. I was a frequent Syms shopper. I must have bought at least 20 suits from Syms over the years. Though I haven’t bought a suit in about five years, I still liked walking the stores, both the one across the street from my former office and the outlet in Westchester. Just last week, for old times sake, I stopped by the Syms in Westchester. It was a depressing visit. Customers were picking over the bones of the remaining merchandise and fixtures. I’ll miss it. Maybe Century 21 will take its place. That would be nice.

Would you miss Sears or Kmart? I would. More Sears than Kmart. I’ve bought many a tool from Sears. Craftsman tools. Break them and get a free replacement. I broke the shaft of an awl back in my firewood-splitting days. Brought it back to Sears for a replacement, no questions asked. I’ve bought washing machines, dryers, a freezer and a refrigerator. I’ve bought apparel there as well, nothing fancy, just some shirts, underwear, Levi’s jeans. Everything I’ve bought at Sears, it seems to me, I bought on sale, perhaps even clearance. And that’s part of the company’s problem. Almost nothing in Sears is worth buying at full price, nothing enticing to make me want to go to Sears. Even its Consumer Reports top-rated laundry machines weren’t appealing until they went on sale and the salesman had to throw in added incentives.

Still, knowing Sears was there, and possibly carried what I wanted, was a comfort, a crutch to my consumerism. I’d miss Sears if it weren’t there. There was a time, from 1980 through about 2000, when I was fortunate enough to be the first journalist to interview every new, incoming head of Sears. I also knew the chief executives of Kmart, back then an independent company not part of Sears Holdings.

I can’t say I enjoy shopping at Kmart. It just never feels right inside its stores. I never find any apparel, except Hanes or Fruit of the Loom underwear, worth buying. Except, one time I bought a silk tie in a Kmart outside Detroit. I can’t tell you how many of my friends complimented me on that tie. I resisted asking them for $3 so I could buy one for them.