Eddie Bauer
A passion for the outdoors, an entrepreneur's dream and a few borrowed dollars. That's what Eddie Bauer started with when he opened his first store in Seattle in 1920, along with a reputation for delivering complete satisfaction. Our company today is guided by Our Creed and Our Guarantee to deliver the same sincere service. Eddie Bauer has become an international, multi-channel company with catalogs, over 425 stores and an award-winning Web site.


Company Background
Eddie Bauer, Inc. is a leading international retail brand, offering casual lifestyle products for adults through its retailing concepts: Eddie Bauer ®, and Eddie Bauer Home ®. Eddie Bauer products are for men and women who seek versatile, classically styled, high-quality merchandise designed to meet the wide range of their apparel and home furnishing needs. Since 1920, Eddie Bauer has evolved from a single store in Seattle to a tri-channel, international company with more than 425 stores worldwide, 100 million catalogs and online websites: Eddie Bauer .com®, Eddie Bauer home .com, and Eddie Bauer outlet .com. Eddie Bauer operates stores in the U.S. and Canada, and through joint venture partnerships in Germany and Japan. Eddie Bauer: Renowned for its outerwear, today's Eddie Bauer offers seasonal collections of fine-quality, all-occasion apparel, footwear, travel gear, and accessories for men and women. This assortment represents the core of the Eddie Bauer business. Eddie Bauer brand merchandise is available in more than 425 stores in North America, as well as through 12 annual catalogs and online at Eddie Bauer .com. Eddie Bauer merchandise is also sold through joint venture partnerships in Germany and Japan. Eddie Bauer Home: Bringing the casual, relaxed comfort of Eddie Bauer apparel to the bed and bath is the philosophy behind the collection of bedding, furnishings, and décor from Eddie Bauer Home. Seasonal collections and long-standing favorites include fine natural wood and upholstered furniture, a large selection of outdoor furniture, and accessories for special holidays (Valentine's Day, Easter, Independence Day, Halloween, and Christmas). Eddie Bauer Home products are offered through Eddie Bauer Home stores in the United States, dedicated Eddie Bauer Home catalogs, and at Eddie Bauer home .com. Eddie Bauer Outlets: Designed as a clearinghouse for regular Eddie Bauer merchandise, Eddie Bauer Outlet stores offer classic Eddie Bauer merchandise at up to 70 percent off regular retail prices.


Historical Timeline
From its early beginnings in downtown Seattle 82 years ago, Eddie Bauer® has become an international, tri-channel company with more than 600 stores in the U.S., Canada, Germany and Japan, a robust catalog division, and online websites: Eddie Bauer .com, Eddie Bauer home .com, and Eddie Bauer outlet .com. Eddie Bauer , Inc. offers casual lifestyle products for adults through its two retailing concepts: Eddie Bauer® and Eddie Bauer Home ®. Eddie Bauer products are for men and women who seek versatile, classically styled, high-quality merchandise designed to meet the wide range of their apparel and home-furnishing needs. Many landmark events mark the specialty retailer’s history. The first store is established in downtown Seattle and is called Eddie Bauer ’s Sport Shop. Eddie Bauer establishes his Creed: “To give you such outstanding quality, value, service and guarantee that we may be worthy of your high esteem.” The company has set a new retail standard by introducing Unconditional Guarantee, unprecedented at this time. Both the Creed and Guarantee stand today. Eddie Bauer marries Christine “Stine” Heltborg on February 21, 1929. Stine was an accomplished sportswoman who was as adept as her husband with rifle or fishing rod. She and Ed were married for 56 years, and he affectionately called her “my wilderness companion.” The company secures U.S. and Canadian patents on the Bauer Shuttlecock, a breakthrough in the sporting-goods industry which popularizes the game of badminton in the U.S. Eddie Bauer manufactures the first-ever quilted goose down insulated garment, the Skyliner jacket. This jacket was carried in stores and in the catalog consistently from 1936-1995. It was patented in 1940. Apparel for women is also added around this time. U.S. Army Air Corp. commissions the Eddie Bauer B-9 Flight Parka. More than 50,000 jackets were made and worn for warmth during high altitude flights. Eddie Bauer issues first mail-order catalog. Eddie Bauer outfits notable scientific and exploratory expeditions including: American K-2 Himalayan Expedition (1953); first international geophysical year scientific expedition in Antarctica (1957); American Antarctic Mountaineering Expedition (1966–67). Company founder Eddie Bauer retires, selling business to trusted friend and partner, William Niemi and his son. First store outside of Seattle opens in San Francisco. The company is sold to General Mills. National retail expansion begins in earnest. Eddie Bauer expands to 61 stores and $250 million in sales. The company’s focus shifts from making expedition gear and apparel to casual lifestyle apparel. The emphasis on Women’s Apparel and Accessories is greatly expanded in all stores. Eddie Bauer begins partnership with Ford to produce Eddie Bauer Edition Ford vehicles. The first Eddie Bauer Edition Ford rolls off the assembly line in 1984. Eddie Bauer launches the All Week Long catalog featuring classically styled fashions for professional and special occasions. The first All Week Long store opens in 1991. Eight more stores open over the next three years. Spiegel purchases Eddie Bauer from General Mills. Aggressive expansion continues, with more than 300 stores being added over the next eight years. Milestone: Eddie Bauer opens 100th store. Eddie Bauer launches Eddie Bauer home ®, a distinctive collection of home furnishings including fine natural wood and upholstered furniture, tableware, decor items and linens. Eddie Bauer launches first catalog in Germany. Eddie Bauer expands internationally with the formation of Eddie Bauer Japan, a joint venture partnership designed to develop and operate Eddie Bauer stores and catalogs in Japan. Spiegel launches Distribution Fulfillment Services, Inc. (DFS) in Ohio providing distribution and fulfillment services to both retail and catalog for both Spiegel and Eddie Bauer . The new 1.5-million sq. ft. facility houses one of the largest and most technologically advanced mail-order fulfillment equipment and delivery systems nationwide. Eddie Bauer Japan opens first three stores in Tokyo and issues first Japanese catalog. Extended Sizes program launches via catalog offering petite, tall and large sizes on all apparel, at no additional charge. The Company celebrates 75 years in business, publishes book, The Legend of Eddie Bauer , and forges new partnership with American Forests in celebration. Eddie Bauer launches new retail and catalog concept for men and women called AKA EDDIE BAUER . All nine All Week Long stores are converted by April 1995. AKA EDDIE BAUER offers men’s dress apparel for the first time, plus classic and updated sportswear, shoes and accessories for men and women. Eddie Bauer Germany joint venture announces to develop and operate Eddie Bauer stores and catalogs in Germany and other European countries. Eddie Bauer opens a virtual electronic commerce store in the Marketplace on America Online. Eddie Bauer launches its proprietary Web site on the World Wide Web: www. Eddie Bauer .com®, establishing a third channel of distribution to complement the retail and catalog divisions. The company launches EBTEK ®, a unique new product line, including both the EBTEK System of high performance interlocking outerwear, and EBTEK casual activewear. The EBTEK System is comprised of performance fabrics such as Gore-Tex®, Polartec® 200, and Eddie Bauer Premium Goose Down. Eight new stores open in Japan, bringing the total to 14 stores and three outlets. Eddie Bauer Germany opens two new stores in Germany. Eddie Bauer continues to expand in North America and internationally. The opening of the 500th U.S. store signifies a milestone for Eddie Bauer. Internationally, Eddie Bauer Japan opens 11 new stores, bringing the total to 24 stores in Japan, along with four outlet stores in various locations. In 1997, Eddie Bauer Germany opens five new stores, bringing the total to seven Eddie Bauer stores in Germany. Eddie Bauer enters into a licensing agreement with the Lane Company, offering an exclusive collection of Eddie Bauer HOME ™ by Lane® furniture, available through Eddie Bauer HOME stores, catalogs, and via www. Eddie Bauer .com.


Expansion of Eddie Bauer Sportswear
AKA EDDIE BAUER, and Eddie Bauer Home stores continues to be strong. Over 600 stores are open throughout North America (556), Germany (9), and Japan (32). Eddie Bauer enters into a three-year licensing agreement with Giant Bicycle, Inc. to launch a line of Eddie Bauer Edition mountain bikes for off-terrain and city riding. The arrangement allows Eddie Bauer to serve its consumers’ recreational and active-lifestyle pursuits in the outdoors. Eddie Bauer and Signature Eyewear partner to produce the Eddie Bauer Eyewear collection for men and women. The collection is available in nearly 5,000 optical retailers, optometrists, and opthamologists in the U.S. and Canada. Eddie Bauer and Cosco, Inc. partner to build upon Eddie Bauer ’s "Baby by Eddie Bauer ™," collection of Eddie Bauer Home merchandise for infants, and Cosco’s leadership in the juvenile products industry. In July 1998, Eddie Bauer launches a limited collection of car seats that will continue to roll out through spring of 1999 and are available at Target, Sears, J.C. Penney and Babies ’R’ Us, as well as more than 400 independent stores. Eddie Bauer implements changes in Eddie Bauer Home and AKA Eddie Bauer apparel. Eddie Bauer Home offers customers an increase in selection of domestic items for the bed and bath while reducing its offering of upholstered furniture and tabletop items. AKA Eddie Bauer merchandise is integrated into the men’s and women’s departments of adjacent Eddie Bauer sportswear stores. Safeco Field, the new home of the Seattle Mariners, signs a two-year sponsorship agreement with Eddie Bauer . The agreement establishes Eddie Bauer as the official apparel sponsor of Safeco Field event staff through the 2000 season. Eddie Bauer Home launches its line of juvenile bedding in Eddie Bauer Home stores , in catalogs and online. Together with enhancements of "Baby by Eddie Bauer ™," the introduction of the juvenile line creates a complete collection for the entire family. Eddie Bauer presents American Forests with a check for $2.5 million, representing the 2.5 million trees planted nationally through Eddie Bauer 's "Add a Dollar, Plant a Tree" retail program. Eddie Bauer launches new children’s outerwear line, Kid-Size by Eddie Bauer, providing a selection of jackets, parkas, vests, gloves and boots through Eddie Bauer catalogs and at eddie bauer .com. Eddie Bauer ’s 100th birthday is celebrated with the culmination of national “Building Cities of Green” tree planting tour, in Seattle, Washington. On October 19th, Eddie Bauer retail stores distribute one-half million trees to customers in honor of company founder. The one-millionth Eddie Bauer Edition Ford rolls off the assembly line. Signature Eyewear launches Eddie Bauer performance sunwear featuring Oakley® XYZ Optics. National Geographic Ventures joins forces with Eddie Bauer in a multi-media, multi-million-dollar alliance that includes the corporate sponsorship of a new giant screen film on Lewis & Clark. Other elements include a multi-tiered travel alliance and Eddie Bauer sponsored Radio Expeditions, a National Geographic and National Public Radio co-production. Eddie Bauer celebrates its landmark store opening in Honolulu, Hawaii. The new sportswear store completes Eddie Bauer ’s entry into all 50 states. Eddie Bauer launches its first exclusively on-line business venture, Eddie Bauer kids.com. The website features an innovative assortment of clothing and accessories for children, 5-12 years old. Eddie Bauer launches Eddie Bauer outlet .com, Eddie Bauer home .com and Eddie Bauer b2b.com. Eddie Bauer joins forces with American Forests® to launch the Wildfire ReLeaf program, established to help in the restoration of land decimated by forest fires in 2000. Eddie Bauer unites its success in retailing and e-tailing by installing plasma screens in the windows of its stores in several major markets. The groundbreaking high tech plasma screens feature 3D technology also available at www. Eddie Bauer .com. Eddie Bauer teams with American Recreation Products (through a licensing agreement) to launch a collection of camping equipment for customers. Included in the collection are sleeping bags, tents, packs, outdoor furniture and more—all inspired by Eddie Bauer himself, and his wilderness adventures in the great Pacific Northwest. In 2001, the collection was available at Target stores. In 2002, the collection is available in Target stores as well as other leading specialty sporting goods retailers throughout the country. Eddie Bauer is awarded the Hispanic College Fund Corporation of the Year award. The NAACP, Washington D.C. Urban League, and the Seattle Urban League award Eddie Bauer with Corporate Sponsorship Awards. Eddie Bauer launches first annual Add a Dollar to Your Local Community Charity program during the Eddie Bauer Associate Giving Campaign. Each of the 550-plus Eddie Bauer stores selected their own local charity to donate the funds raised in their local store. Eddie Bauer associates and customers raised nearly $1,000,000 for the Victims of 9/11.

Nordstrom
Our Start
In 1887, a 16-year-old boy left his home country of Sweden for the promise of New York City. He arrived with only five dollars in his pocket, unable to speak a word of English. His name? John W. Nordstrom. The first years in the land of opportunity were hard. To make ends meet, young John labored in mines and logging camps as he crossed the United States to California and Washington. Then one morning in 1897, he picked up a newspaper and read the front-page headline "Gold Found in the Klondike in Alaska." The very next day, he made plans to head north. Things were no easier in the Klondike. The labor was hard, the terrain difficult, and there was an over-supply of eager workers. But within two years, John had earned $13,000 in a gold mine stake and returned to Seattle. Back in the Northwest, John was eager to invest his money. He had befriended a man while in Alaska, Carl Wallin, who owned a shoe repair shop in downtown Seattle. It wasn't long before the two decided to go into partnership and open a shoe store together. In 1901, the two opened their first shoe store, Wallin & Nordstrom , in downtown Seattle. This was the start of what would become the retail legend of Nordstrom , Inc. From the beginning, John's business philosophy was based on exceptional service, selection, quality and value. The company built a devoted customer base; and in 1923, the partners added their second store. In 1928, John Nordstrom retired and sold his share of the company to his sons, Everett and Elmer. Carl Wallin retired a year later and also sold his share of the company to the Nordstrom sons. A third son, Lloyd, joined the team in 1933.


A Growing Reputation
Nordstrom soon grew to become the largest independent shoe chain in the United States. By 1960, Nordstrom had eight stores in Washington and Oregon, and the downtown Seattle store became the largest shoe store in the country. By the early 1960's, Nordstrom was looking for new ways to spread its wings. Venturing into the clothing market, Nordstrom purchased Best Apparel, a Seattle-based clothing store, in 1963. Three years later, Nordstrom purchased a Portland, Oregon fashion retail store and merged it with their existing Portland shoe store. For the first time, customers were greeted with a selection of both shoes and fine apparel under a new store name: Nordstrom Best. Men's clothing and children's wear were added in 1966, expanding the store to meet the wardrobe needs of the entire family. Business prospered and within two years, two new stores opened in Washington. In 1968, the three brothers decided to retire and hand the company over to the third Nordstrom generation. Nordstrom was now led by Everett's son Bruce, Elmer's sons James and John, Lloyd's son-in-law Jack McMillan and family friend Bob Bender. Nordstrom went public in 1971. Just two years later, Nordstrom sales passed the $100 million mark and the company was recognized as the largest-volume West Coast fashion specialty store. This same year, the name was formally changed to Nordstrom , Inc. By 1975, Nordstrom had expanded into Alaska, and the first Nordstrom Rack was opened in Seattle as a clearance center for full-line store merchandise. Three years later, the company moved into the competitive California market; and by 1988, Nordstrom had made the big move to the East Coast with the opening of a beautiful new store in Virginia.


Nordstrom Today
While Nordstrom was growing nationally, it focused on catering to customers' needs, individually. Instead of categorizing departments by merchandise, Nordstrom created fashion departments that fit individuals' lifestyles. Today, Nordstrom has grown from one downtown Seattle shoe store into a nationwide fashion specialty chain with renowned services, generous size ranges and a selection of the finest apparel, shoes and accessories for the entire family. The company's philosophy has remained unchanged for more than 100 years since its establishment by John W. Nordstrom in 1901: offer the customer the best possible service, selection, quality and value. At Nordstrom, we recognize that our success is based on the quality of our relationships with our customers, employees, vendors and communities. We strive to be a socially responsible company and know that the trust our customers have in us is not to be taken lightly. Nordstrom seeks partners who share our commitment to quality products and quality business principles. We work hard to see that the goods we sell in our stores are made in compliance with applicable law. Nordstrom has adopted a multi-step approach with the goal of insuring that the facilities operated by its vendors, subcontractors and buying agents adhere to a high degree of ethical labor standards. The company distributes the Nordstrom Partnership: Standards and Business Practice Guidelines ("Guidelines") to all existing and new vendors. The Guidelines state that vendors must comply with all applicable wage, hour and overtime laws, follow fair employment practices, respect workers rights to freedom of association, comply with environmental standards, and provide a safe work environment. Our Guidelines also specifically forbid the use of child, prison or other forced labor. Nordstrom routinely reviews the Guidelines to determine whether modifications are appropriate in light of new developments. In addition, Nordstrom is the only retailer participant in the Fair Labor Association, a non-profit organization combining the efforts of industry, non-governmental organizations (NGOs), colleges and universities to improve working conditions worldwide. Nordstrom is also a member of Business for Social Responsibility (BSR) a global organization that helps member companies achieve success in ways that respect ethical values, people, communities and the environment. A nonprofit organization, BSR promotes cross sector collaboration and contributes to global efforts to advance the field of social responsibility. Below you will find the guidelines we use and require all our vendor partners to follow.


Nordstrom Partnership Guidelines
Legal Requirements: Nordstrom expects all of its business Partners ("Partners" as used in these Partnership Guidelines shall include all agents, vendors, manufacturers, factories, suppliers, and subcontractors) to comply with the applicable laws and regulations of the United States and those of the respective country of manufacture or exportation. All products must be accurately labeled and clearly identified as to their country of origin. The language to be used for purposes of notice and interpreting the meaning of these guidelines shall be English.


Forced Labor:
Nordstrom will not conduct business with any Partner that uses involuntary labor of any kind; including prison labor, indentured labor, or forced labor. Employees shall not be required to lodge ‘deposits’ or identity papers upon commencing employment with the company.


Child Labor:
Partners will not employ anyone under the age of 15, and/or younger than the age for completing compulsory education, or under the minimum ages established by applicable law in the country of manufacturer, if higher than the age of 15. Furthermore, Partners of any kind, will not expose anyone under the age of 18 to situations in or outside of the workplace that are hazardous, unsafe, or unhealthy and will provide adequate protection from exposure to hazardous conditions or materials.


Harassment and Abuse:
Nordstrom expects our Partners to treat every employee with respect and dignity. No employee will be subject to any physical, sexual, psychological or verbal harassment or abuse. Partners will not use monetary fines as a disciplinary practice. Furthermore, workers must be free to voice their concerns to Nordstrom or Nordstrom appointed staff without fear of retaliation by factory management.


Nondiscrimination:
Nordstrom firmly believes people are entitled to equal opportunity in employment. Although the company recognizes cultural differences exist, Nordstrom will not pursue business relationships with Partners who discriminate in employment, including hiring, salary, benefits, advancement, discipline, termination or retirement on the basis of gender, race, religion, age, disability, sexual orientation, nationality, marital or maternity status, work or personal affiliations, political opinion or social or ethnic origin.


Wages and Benefits:
Partners shall set wages, overtime pay and legally mandated benefits and allowances in compliance with all applicable laws. Workers shall be paid at least the minimum legal wage or a wage that meets applicable industry standards, whichever is greater.


Health and Safety:
Nordstrom seeks Partners who provide written standards for safe and healthy work environments for their workers, including adequate facilities and protections from exposure to hazardous conditions or materials. These provisions must include safe and healthy conditions for dormitories and residential facilities, and they must comply with local health and safety laws and standards.


Hours of Work/ Overtime:
While permitting flexibility in scheduling, we will identify local legal limits on work hours and seek Partners who do not exceed them except for appropriately compensated overtime. While we favor Partners who utilize less than 60 hours a week, we will not use Partners who, on a regular basis, require in excess of 48 hours per week and 12 hours overtime per week, or as permitted by applicable law, whichever is lower. Employees should be allowed one day off in seven.


US Customs:
Partners will comply with applicable US Customs importing laws and, in particular, will establish and maintain programs and documentation to support country of origin production verification, to avoid illegal transshipping.


Environment:
Partners must demonstrate a regard for the environment, as well as compliance with applicable environmental laws. Further, Nordstrom actively seeks partners who demonstrate a commitment to progressive environmental practices and to preserving the earth’s resources.


Documentation and Inspection:
Nordstrom intends to monitor compliance with our Partnership Guidelines and to undertake on-site inspections of Partners’ facilities. Partners will maintain on file all documentation necessary to demonstrate compliance and will authorize Nordstrom and its designated agents (including third parties) to engage in announced and unannounced monitoring activities to ensure compliance, including confidential employee interviews. Nordstrom will review and may terminate its relationships with any Partner found to be in violation of the Partnership Guidelines.


Freedom of Association:
Partners will respect workers rights to freedom of association and collective bargaining.


Subcontracting and Changes in Manufacturers, Factories, or Suppliers:
Partners will not utilize subcontractors for the production of Nordstrom products or components without written approval and authorization from Nordstrom, and only after the subcontractor has agreed to comply with the Partnership Guidelines. Partners will not change manufacturers, factories, subcontractors or suppliers for the production of Nordstrom products without written approval and authorization from Nordstrom and only after the new factory, subcontractor, or supplier has agreed in writing to comply with the Partnership Guidelines


Change of Control:
Partners shall promptly notify Nordstrom in writing if the ownership of the Partner changes. The new owners of Partner shall promptly agree to comply with the Partnership Guidelines.

Macy's
As America's department store, Macy's is a national brand delivering fashion and affordable luxury to customers coast to coast. Macy's stores are operated by five regionally-based retail divisions - Macy's Central, Macy's East, Macy's Florida, Macy's Northwest and Macy's West. Home-related merchandise offered in all Macy's stores nationwide is planned, bought and marketed by New York-based Macy's Home Store. Online shopping is offered through macys.com.

Land's End
Out Our Way
Back in 1963, we started Lands' End in a basement, along the river in Chicago's old tannery district. We were all sailors at that time, and our business was selling (and sometimes making) racing sailboat equipment, and duffle bags, and rainsuits and some sweaters and other clothing. Incidentally... ...a lot of people ask why the apostrophe in Lands' End is in the wrong place. There have been some silly explanations along the way, but the truth is, it was a mistake. It was a typo in our first printed piece, and we couldn't afford to reprint and correct it. In the years since, the misplaced apostrophe has continued to grace our name and our label. And while it has prompted some raised eyebrows among English teachers, it also sets us apart as a company whose continuing concern for what's best for the customer is unmistakably human. But we're getting ahead of our story... ...when we learned enough about the business to spread our wings and grow a little, we moved the company to the little town of Dodgeville in rural Wisconsin. The main reason we are here is that I fell in love with the gently rolling hills and woods and cornfields and being able to see the changing seasons... And then we found... ...that along with all that nature had to offer us, we came to know what a remarkable group of people we were joining with in the community. As you see, it's a farm community, and our fellow workers were the sons and daughters of farmers and their families included a fine bunch of kids. We quickly found that they are the kind of people who... ...get up mighty early in the morning, because they may have a cow or two to milk before coming to work. Then, too, in our busiest season (from Fall through Christmas) the days are very short, and more often than not you're driving to work with your headlights on. When we first came here, we started small. But the business and the community have been good to us. And today... ...our headquarters building is a good deal larger — both outside and in. But, really, our whole story — the part that is important to you, our new customer - is wrapped up in people who take pride and honest joy in what they do, whether it's hemming trousers to your specifications, or cutting canvas for our Square Rigger luggage, or making sure merchandise measures up in quality. Yes, people and one more thing... the principles we insist on following in doing business the Lands' End way — principles all our people subscribe to, because they're very much like the principles that have always governed their lives. We've reprinted The Principles here, so you'll know not only what you can expect from us — but perhaps more important, what we insist on expecting of ourselves... A few final words and an invitation from our Chairman. For me, Lands' End is a dream that came true. I always wanted to create a company of my own, and here it is. Because I was able to do it, I know that it can still be done in America today, and I encourage all of you who have the burning desire to start your own business, to try it. Start with an idea, and a niche, and I wish you the "little bit of luck" you'll need.

Before The Beginning And After
by Gary Comer
In retrospect, the real beginning of Lands' End probably lies interred with the bones of some distant ancestor of mine, who passed along those genes compelling me toward total independence. The idea for the company though, appeared the winter of my discontent, bumming in the Swiss Alps around Davos. I read "The Magic Mountain" and contemplated whether there would be life after 33, and what it might consist of. One thing, I did not want to go back to the job I left (but did, go back for a year) and I wanted to start a business, something to do with my hobby, sailboat racing. I had just come off a great year, winning the North American Star Boat Championship, finishing second in the World Star Boat Championship and winning a bronze medal in the Pan American Games. Although getting progressively worse each series of races, I was still regarded as something of an authority. So I decided to join a sailmaker, Murphy & Nye Sailmakers, owned by Dick Stearns. He and I had an agreement when I went to work for him, we would start a second business of some kind, as partners. Our sail loft was a creaky walk up on North Kedzie Avenue in the heart of Chicago's near northwest side. Our later location on Elston Avenue was Trump Tower by comparison. We were above an all night saloon and each morning were greeted with the stench of stale beer and cigarette smoke, but grateful the building was still there, having not been torched during the night, "Chicago style". When I saw that customers, buying sails from Murphy & Nye, were a market for sailboat fittings, it became clear what the new business should be. I started making lists of possible company names and settled on Lands' End. It had a romantic ring to it, and conjured visions of a point to depart from on a perilous voyage. Little did I know. About this time, Fall of 1962, I was introduced to Knowles Pittman, who had just started a magazine called One Design Yachtsman. So I started buying sailboat fittings and selling them through ads in Knowles' new magazine under the name of Lands' End Yacht Stores. Our close friend Buck Halperin, asked to be a partner with Dick and me, and we also included two Murphy & Nye co-workers, Eddy Goelz and Bruce Goldsmith. The 5 of us incorporated Lands' End Yacht Stores, Inc. in the spring of 1963. Buck brought us together with his friend Joe Regenstein, who built a new sail loft for Murphy & Nye and the original Lands' End store at 2241 North Elston. While we were building, Joe, great guy that he is, let us use the basement of 2317 North Elston rent free, to conduct the Lands' End mail order business. That business consisted of about 15 orders on a good day, and free rent was all we could afford. It was with some reluctance and not without remorse, that my two major partners agreed to me being President of this new business. I was a pretty good writer, but up until then, my entire financial training consisted of one lesson from my mentor, Karl Vollmer . Karl was the boss at Young & Rubicam, where I worked the previous 10 years, and had come from Mecca (New York office of Y & R) with a mission to enlighten us on the facts of business life. With the cool assurance of a Bernard Baruch, Karl drew a line across the chalk board. "This line represents all of the money we spend. If we take in more than this (sweeping upward chalk line), we're profitable. If we take in less than this (sweeping downward chalk line), we're unprofitable." Even Karl, years later, thought this was hilarious. In time, I learned how to read P & L's and balance sheets and exercise my imagination endlessly creating sales and profit projections for various bank loan committees. But in retrospect, never, ever, did I have a clearer more concise definition of profit and loss than the teachings of Karl. It was not until our third year though, 1965, that we reached the safety of higher ground above the Vollmer line. Our basic premise for winning customers is little different today than when we started: sell only things we believe in, ship every order the day it arrives, unconditionally guarantee everything. That was, and still is, the platform. In addition, we helped the customers as much as we could with advice on how to use the things we sold. We opened the store in August of 1963. The store basement was our mail order fulfillment center, and our first employee was Bill Dudman. The second, Matthew Watson. We were lean in those days. In year two, we created our first catalog, the "Lands' End Yachtsman's Equipment Guide", today a bonafide collector's item. About this time, we began to meet a brace of new people, with great new ideas for racing sailboat equipment. A gaunt Peter Harken came in one day with a cigar box full of plastic parts and assembled the prototype Harken ball-bearing block before my very eyes. Buddy Melges told me about Star Marine, an East Coast startup whose president, Henry Wallace was so tight he used package headers as business cards. There was Bob Keefe, who was just beginning to put Barient winches on the map, and the fatherly Norman Wright, importing fittings from Australia, which were late arriving one spring, the ship carrying them struck by a whale! We'll always owe a huge debt of gratitude to Tom Filline. After years running the entire Sears mail order operation, he kindly consented to advise us, back when we were just a very small and unknown company. He taught us how to merchandise product, how to structure lines, when to take chances. He was the priceless ingredient that just happened to be in the right place, at the right time, when we needed him the most. There were many more, startups like ourselves, determined to break into a market that had been the monopoly of two big companies for years. I persuaded them I could produce a catalog, showing their equipment, in such a way that we could excerpt the pages, create a cover and index, and produce a catalog for their own use, at a very low cost. In exchange, they had to pay us per page and sell us hardware at the lowest discount rate. This was the idea that put us over the "V" line, and we never went below it again. The first years, which now seem like the dark ages, were everyday life and death days. Somehow we made it through that period when most businesses fail. Even though a great deal more took place in succeeding years, the early years provided the most thrills. There was so much at stake. Along the way we had a lot of help. This yearbook which commemorates 25 years would not be complete without homage to those along the way who made substantial contributions to our success.

JCPenny
For more than 100 years, JCPenney has been serving American consumers by building our business on timeless values. That is our history. That is our future. Since James Cash Penney opened his first Golden Rule Store in 1902, our goal has been "to serve the public, as nearly as we can, to its complete satisfaction." By valuing our customers, associates, communities, investors, products, and services, JCPenney has become one of the most trusted retailers in America. Here you will find how we built that reputation. This site contains historical information about J.C. Penney Company, Inc.; the life of our founder, James Cash Penney; and the people and merchandise that make up the fascinating mosaic of the Company’s 100+ years.

 
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