Tag: motivation

Sears Catalog

Black History Facts: An Unlikely Game Changer

I recently ran across an article on Facebook and wanted to share, (I could not find the original poster but tried) .  I found it very inspirational as I learned more about how the Sears Catalog allowed African-Americans, during the dark times of Jim Crow~ access to goods via mail delivery that they might not … read more

I recently ran across an article on Facebook and wanted to share, (I could not find the original poster but tried) .  I found it very inspirational as I learned more about how the Sears Catalog allowed African-Americans, during the dark times of Jim Crow~ access to goods via mail delivery that they might not have had access to previously~ also at a more affordable, fair price (white owned businesses often gouged prices for Blacks which was totally wrong and unfair to offer the same product to different groups of people for different prices!) This sort of reminded me of how the internet has begun leveling the playing field for people of all types, cultures and colors.  I couldn’t help but draw the conclusions and I thought there are some similarities here. Drop a comment and let us know what you think.

SEARS & ROEBUCK: BLACK HISTORY FACTS

Company History:
With a network of more than 870 full-line department stores and 1,300 freestanding specialty stores in the United States and Canada, Sears, Roebuck and Co. is the world’s fourth largest retailer. For more than a century Sears has provided consumers with top brand names synonymous with durability and quality. Craftsman tools, Kenmore appliances, Diehard car batteries, and WeatherBeater paint are a just a few of its most recognized products; Sears also provides a variety of competitively priced apparel for men, women, and children featuring its own brands (Canyon River Blues, Covington, TKS Basics) and such staples as Levi’s jeans and Nike athleticwear. A newer addition to its empire came with catalogue and online retailer Lands’ End, acquired in 2001.

Black History Month: Sears Roebuck Was A Game Changer

Humble Beginnings: Late 1880s to 1914

Sears bears the name of Richard W. Sears, who was working as a North Redwood, Minnesota, freight agent for the Minneapolis and St. Louis Railroad in 1886 when a local jeweler gave him an unwanted shipment of pocket watches rather than return them to the manufacturer. Sears sold them to agents down the line who then resold them at the retail level. He ordered and sold more watches and within six months made $5,000. He quit the railroad and founded the R.W. Sears Watch Company in Minneapolis.

Business expanded so quickly that Sears moved to Chicago in 1887 to be in a more convenient communications and shipping center. Soon customers began to bring in watches for repairs. Since he knew nothing about fixing them, Sears hired Alvah Roebuck, a watch repairman from Indiana,

A shrewd and aggressive salesman–a colleague once said of him, “He could probably sell a breath of air”–Sears undersold his competition by buying up discontinued lines from manufacturers and passing on the discounts to customers. At various times from 1888 to 1891, thinking himself bored with the business, Sears sold out to Roebuck but came back each time.

In 1888 the company published the first of its famous mail-order catalogues. It was 80 pages long and advertised watches and jewelry. Within two years the catalogue grew to 322 pages, filled with clothes, jewelry, and such durable goods as sewing machines, bicycles, and even keyboard instruments. In 1894 the catalogue cover proclaimed Sears was the “Cheapest Supply House on Earth.”

The relationship between capitalism, white supremacy and civil rights is a fascinating one marked by boycotts, sit-ins and bus rides. All of these activities are centered on access to money and markets.

African-Americans who lived in the rural South during Jim Crow usually had to buy goods on credit from local white store owners, who would often gouge them. Then came the Sears catalog. It sold everything from clothes and furniture to cocaine. But it also gave black consumers access to goods at national prices. The enterprise was so successful, store owners would organize bonfires and burn the catalogs to avoid losing their black customers.

Sears Catalog

The company changed its name to its current form in 1893, but Alvah Roebuck, uncomfortable with his partner’s financial gambles, sold out his share two years later and remained with the firm as a repairman. Sears promptly found two new partners to replace Roebuck: local entrepreneur Aaron Nusbaum and Nusbaum’s brother-in-law, haberdasher Julius Rosenwald. The company recapitalized at $150,000, with each man taking a one-third stake. The company continued to prosper; when the cantankerous Nusbaum was forced to sell out in 1901 after clashing with Sears, his interest was worth $1.25 million.

There was little harmony between the two remaining partners, Rosenwald and Sears. Sears believed in continuous expansion and risk-taking; Rosenwald advocated consolidation and caution. Rosenwald also objected to his partner’s fondness for the hard sell in the catalogue and advertising copy. Had the Federal Trade Commission existed then, some of the company’s advertising practices probably would not have passed muster–but it should be mentioned that Richard Sears invented the unconditional money-back guarantee and stood by it.

In 1905 construction began on a new headquarters plant on Chicago’s west side to consolidate all of the company’s functions. To help raise the necessary capital, Sears went public in 1906. Yet Wall Street was leery of the incautious Richard Sears and he resigned as president in 1908 when it became clear he was obstructing the firm’s progress. He was appointed chairman, but his heart was never in the job and he retired in 1913, never having presided over a board meeting. Sears died the following year at the age of 50. Near the end of his life, he summarized his career as a merchant: “Honesty is the best policy. I know, I’ve tried it both ways.”

New Leadership and Growth: 1915 to the Late 1920s

Sears was now Julius Rosenwald’s company to run and he did it with such skill and success he became one of the richest men in the world. Sales rose sixfold between 1908 and 1920, and in 1911 Sears began offering credit to its customers at a time when banks would not even consider lending to consumers. During this time the company grew to the point where its network of suppliers, combined with its own financing and distribution operations, constituted a full-fledged economic system in itself. Rosenwald’s personal fortune allowed him to become a noted philanthropist–he gave away $63 million over the course of his life, much of it to Jewish causes and to improve the education of Southern blacks. As a result of the latter, he became a trustee of the Tuskegee Institute and a good friend of its founder, Booker T. Washington.

The depression of the early 1920s dealt Sears a sharp blow. In 1921 the company posted a loss of $16.4 million and omitted its quarterly dividend for the first time. Rosenwald responded by slashing executive salaries and even eliminated his own. He was also persuaded to donate 50,000 shares from his personal holdings to the company treasury to reduce outstanding capital stock and restore the firm’s standing with its creditors. Sears thus weathered the crisis and benefited from the general prosperity that followed.

In 2018,Sears filed for bankruptcy after 132 years in business. Louis Hyman, an author and professor of history and consumerism at Cornell, wrote a compelling thread on Twitter that explained how the Sears catalog empowered black consumers during Jim Crow. Mr. Hyman walked me through some of these ideas in the interview below, which has been edited.

Back When Sears Made Black Customers A Priority: An interview with Louis Hyman by

Lauretta Charlton

By Lauretta Charlton

Your thread sort of positioned Sears as a radical commercial entity during Jim Crow.
A huge theme in my history of retail class is Jim Crow. Access for black people to competitive markets is pretty radical because a lot of the history of the relationship between black people and capitalism has been a monopoly relationship. Sears is not the story of would-be radicals trying to overthrow Jim Crow. It was about people trying to make some money, which is radical in a certain way, too.

Q. It seems easy for Americans to forget this kind of history.
A. I was really touched that so many black readers connected with this history. People were sharing their stories about their grandparents and the way in which they felt connected to people under Jim Crow. Obviously people recognize that being followed in a store today is not the same as Jim Crow, where if you step out of line or do the wrong thing you and your family could be murdered by the Ku Klux Klan. But I think the larger point is the exhaustion of having to deal with racist store owners, whether it’s the 1900s or 2018.

Q. What is the equivalent of consumer empowerment for people of color today?
A. It’s tricky. The thing about Jim Crow is that it’s not about shopping, it’s about white supremacy. Not in the sense that we understand it today, but in a very transparent way. That’s the difference. I think today the feeling that you can be who you are and buy what you want was most clearly expressed through trans people who are able to buy what they want to wear, even if it doesn’t fit people’s expectations for their bodies.

Q. Do your students think capitalism can be a form or empowerment for people of color?
All of my students feel like the ability to buy something is a pretty foundational right in our society. They’ll say, “Oh, maybe you people don’t have a right to a job, but I should have the ability to shop.” And when they see how that plays out in different ways for African-Americans, for women, gay people, it is pretty remarkable.

Q. Are your students thinking about things like wealth distribution and race?
A. Of course! What I like about it is I get the future ibankers of tomorrow who are like, “we need to have more efficient markets that are neoliberal and are not discriminatory.” And then you get the students who are on the left who are like, “we need to have a basic income, and capitalism is racism and racism is the patriarchy.” I like to have those students in conversation because I feel like that’s the conversation we need to be having.

Q. What kind of blowback did you get after your post?
A. People said that I argued capitalism is anti-racist, but that’s not true. All I’m saying is that in this one particular instance, this catalog helped some people in this way, and it’s an interesting way to understand the complexities of capitalism, particularly Jim Crow capitalism. It’s always surprising to me that white supremacy and consumer capitalism squared off. And in some small measure, white supremacy lost. And that’s really incredible because white supremacy was so powerful. It was this powerful organizing principle in American politics. That’s fascinating.

*sourced, not an original written piece, added comments here and there HLK

The making of a mogul : Building Your Brand, Inspiration from Kevin Durant

The making of a mogul : Building Your Brand, Inspiration from Kevin Durant

There’s a story behind the small black triangle forever imprinted on Kevin Durant‘s wrist. Like the rest of his tattoos — “Maryland” (his home state) across his shoulder blades, a portrait of Tupac on his leg — the ink is an attempt to grab hold of a moment in time and mark it as meaningful. … read more

The making of a mogul : Building Your Brand, Inspiration from Kevin Durant

There’s a story behind the small black triangle forever imprinted on Kevin Durant‘s wrist. Like the rest of his tattoos — “Maryland” (his home state) across his shoulder blades, a portrait of Tupac on his leg — the ink is an attempt to grab hold of a moment in time and mark it as meaningful.

The triangle tattoo is a symbol of the friendship between Durant, his business partner Rich Kleiman and their friend Charlie Bell. A few years ago the three men were hanging out, talking about the incredible possibilities in front of them, and someone thought it sounded like a good idea to get tattoos commemorating the bromance.

It feels a bit quaint now, even to them. Aww, friendship tattoos. How cute!

“I wouldn’t get most of the tattoos I have now,” Durant says with a smile. “But that’s why they’re cool. I got each of them at a point in my life I was feeling something I wanted to remember.”

Kleiman laughs and points to a Chinese character tattooed on his arm.

“Like, this means ‘patience,’ ” the 41-year-old executive says. “Could you imagine if I went in somewhere now and was like, ‘Yeah, what up, my man? Could you give me the Chinese symbol for patience?’

“The guy would be like, ‘OK, midlife crisis. What up, Dad?’ But when I was 19, in Miami, I’m like, ‘Yooo, give me “patience”!’ ”

We’re sitting at a shady table at the cafe atop the Montage Hotel in Beverly Hills. The Warriors have the day off after a win over the Lakers, and Durant and Kleiman are making the most of it. There was a morning meeting with Brat (a company that created a network for young YouTube stars), this lunch interview, house hunting in Beverly Hills in the afternoon, then a red-eye flight to Washington, D.C., to attend the opening of College Track, which prepares high school students to apply to and graduate from college, at the Durant Center in Prince George’s County, Maryland.

Life as a two-time NBA Finals MVP and budding entrepreneur can be a little like taking a speedboat down the chocolate river in Charlie and the Chocolate Factory — sensory and experiential overload around every turn.

“My platform is hoops,” Durant says. “Billions of people are watching, so why not leverage it to do the cool stuff that we like to do?”

As one of the best basketball players on the planet, Durant can meet anyone he thinks is interesting, invest in any company he digs and get into any event he wants. Twitter and Square CEO Jack Dorsey? He flew in for Durant’s birthday party this year. Apple VP Eddy Cue? A huge Warriors fan whose company just greenlighted a scripted show called Swagger based on Durant’s experiences in AAU basketball. David Geffen, Oprah, Diane von Furstenberg? Durant hung out with them at Google’s invite-only celebrity camp at the Verdura Resort in Sicily the past few summers.

His world is wide open — and so the challenge for Durant and other superstar athletes-turned-business moguls isn’t just in finding the time to take advantage of the exclusive opportunities in front of them but in searching for the right reasons to do so.

The making of a mogul : Building Your Brand, Inspiration from Kevin Durant

A great brand is a lot like a great jump shot: The best ones appear effortless. And yet, underneath the surface, years of sweat, grind and refinement have gone into it. Athletes used to wait until they were done playing to start building their businesses off the court. They’d let their teams or agents with dozens of other clients handle their marketing. Even back then, they knew they were leaving money and leverage on the table. But who had the bandwidth to build out a portfolio while playing?

In the business world, that’s called a market gap. Customers want a product that doesn’t exist yet? Somebody should go create that product.

In this case, first a superstar athlete such as Durant had to believe he was capable of building his own brand while playing. Then he had to figure out how to do it.

Earlier in his career, Durant says, he mostly just wanted to do what he saw other superstars do.

“‘Gatorade, I need that. McDonald’s,’ ” he says. “I need a trading card, Upper Deck, because I’ve seen other great players do that.”

“You also thought your off-days had to be completely filled,” Kleiman says from across the table.

Over the six years they’ve been working together, Kleiman’s job has been to help Durant be purposeful and intentional about his projects and to take advantage of the creative freedom Durant’s considerable platform has afforded him.

That filtering process can be dizzying for a curious soul like Durant, who readily admits he’s still searching — and probably always will be — for what he wants to be. So a few years ago, in one of their daily deep dives, Kleiman laid it out: “You need to understand that this part of your life should be enjoyable.”

Durant had spent too long trying to fit the model of what he thought a superstar athlete “should” be doing. Just do what feels right or fun or interesting, Kleiman told him. Maybe one of his investments will turn into the next Vitamin Water or Beats by Dre. Maybe it’ll just be a cool experience to look back on. Maybe it’ll flop. But if a startup company presents a product Durant or Kleiman would use himself, or its founder had a certain je ne sais quoi they both connect to, that’s what guides them.

Take Postmates. “I’m hungry one day,” Durant says. “And Rich was like, ‘Yeah, [this company will] bring you food from any restaurant.’ I’m like, ‘They’ve got an app like that? Can you call somebody up there? We need to get involved, because we use this s— on a day-to-day basis.’ ” Soon after, in June 2016, Durant and his team bought a stake in the company, which reportedly had grown tenfold by a valuation this January.

There’s a more rigorous evaluation process after that initial spark, of course. Durant says he likes to study the industry and how a company has grown from its early stages of development before he invests. But if there’s a guiding principle behind the extensive portfolio they’ve assembled, it is to follow and trust Durant’s curiosity.

So far they’ve invested in some 50 companies, ranging from the cold-pressed juice company WTRMLN WTR to an autonomous drone company called Skydio. There’s an equity partnership in the headphone company Master & Dynamic. And starting Feb. 11, there’s The Boardroom, a six-episode series on ESPN+ and multiplatform media brand in which Durant, Kleiman and ESPN college basketball analyst Jay Williams talk with players, industry executives and insiders from the worlds of sports, business, media and technology about how the culture around sports is changing.

“Me and Rich always had these times where it was just him and I, brainstorming,” Durant says.

So why not turn those conversations into a show?

“It’s like Sports Business Journal but for fans,” Kleiman says. By now he’s got this pitch down cold.

“I was watching sports last year, and there was a headline about an investment that Kevin had made. Then a headline about a Liverpool investment that LeBron had made. Then some Yankees highlights.

“When I was 14 years old, I would have been so confused about why the investment stuff is in the middle of these highlights. But in our world now, that’s way cooler than the other stuff.”


There’s no job description that can capture what Kleiman does for Durant. He’s his business partner in Thirty Five Ventures, the umbrella corporation for their production company, Thirty Five Media; the Kevin Durant Foundation; and all of their investments, endorsements and business partnerships. He’s the first or second person Durant speaks to every morning, depending on how early Durant’s brother, Tony, and baby nephew FaceTime him. He’s definitely the first person Durant calls if anything ever goes wrong.

It’s more than your typical manager-athlete relationship: By all accounts, this is a genuine friendship. They refer to each other as “my best friend” and sometimes even “brother.” When ESPN shot the photos for this story, Durant preferred to share the stage with Kleiman and Williams. Yes, some of that is because they’re promoting The Boardroom together. But it’s also a reflection of just how close he and Kleiman are.

At first glance, it’s an unlikely pairing. Kleiman grew up in New York City, attending a private high school that was a member of the Ivy League Preparatory School League. Durant grew up in an impoverished area outside of DC, often taking public transportation for several hours a day to get to and from one of the three high schools he attended.

Kleiman is boisterous, excitable and intense. He has a ton of friends, sleeps with his phone on, spends hours every day workshopping ideas at home in what he calls his think tank. Durant is sensitive, creative and thoughtful. He has just a few close friends from his youth (he was too busy with basketball), spends his off-days exploring restaurants in San Francisco or record stores in Berkeley, and talks wistfully about driving his 1969 Volkswagen bus to Mexico for surf trips.

Durant had already worked with two other agents before he started working with Kleiman in 2013. But they quickly found a professional and personal synergy.

“We just met at, like, the perfect point,” Durant says of the former music industry manager he has empowered to run his business empire. “We both hit our peaks at the same time.”


Picked up from ESPN , I thought our readers would draw some inspiration from this well-written article. Photos are property of ESPN.

Entrepreneurship Ain’t For Sissies

I’ve often said it takes a special breed of person to be an entrepreneur. Being your own boss, starting your own business and growing that venture will test you to every limit you have. Personally, it will either make or break you. In the boutique and handmade world, we see trends come and go, we … read more

I’ve often said it takes a special breed of person to be an entrepreneur. Being your own boss, starting your own business and growing that venture will test you to every limit you have. Personally, it will either make or break you. In the boutique and handmade world, we see trends come and go, we see hot products everyone wants… supply and demand ebbs and flows, but what makes a small or micro-business be able to stand the test of time?

I’ve personally been the owner of my own small business ( Goosie Girl) for almost 14 years now. The Wall Street Journal reported in September 2013 that 56% of Americans thought that they were capable of launching their own company while 9% actually took the plunge and took steps to start a business. Against this backdrop of optimism and confidence stands another set of sobering statistics that outline the causes of small business mortality. Small business failure rates vary, but from 50-70% fail within the first 18 months.

To gain insight to the contributing factors to business mortality, researchers at the University of Tennessee studied failures of thousands of small businesses and attempted to identify the primary culprit leading to demise. They grouped their findings into broad categories but “drilled down” within each to identify root causes of failure.

The leading cause of business failure was determined to be “Incompetence”. Fully 46% of failures could be explained by this broad-brush term. The specific behaviors that underlie this headline, however, are fairly specific and revealing. These include:

  • Taking an emotional approach to pricing
  • Non-payment of taxes
  • No knowledge of industry pricing conventions
  • No knowledge of financing requirements and conventions
  • No experience in record-keeping
  • Living beyond the means of the business
  • Lack of planning

Next in line as a primary contributor to business failure was “Unbalanced experience or lack of managerial experience”. This condition explained 30% of small business failures and was manifested primarily by poor credit-granting decisions.

Eleven percent of failures were attributed to “Lack of experience”. Specific shortcomings that proved lethal included the failure to maintain adequate inventory, no knowledge of suppliers and wasted advertising budgets.

*Source http://isbdc.org/small-business-failure-rates-causes/

The point is that few entrepreneurs, especially first time entrepreneurs, are ready for what comes at them from a people perspective when building a business. In order to succeed, they need to be able to step outside of their comfort zones and reinvent themselves – finding the courage to do things they never thought they’d have to do, or that they’d be capable of doing. I have often said, in business you must constantly reinvent yourself, or find new products, or find new ways of doing the important things which keep a small business afloat such as promotion, networking and marketing.

So how can entrepreneurs get out of this conundrum and learn to reinvent themselves while at the same time reinventing their business?

  • The first step is two-fold: recognizing that reinventing yourself is just as important a task as reinventing your business. Then, once you’ve convinced yourself of the imperative, doing an inventory of your challenges. No one likes to admit weaknesses, but just as you look for the strengths, weaknesses, opportunities and threats (SWOT) in a business deal, use that same rubric on yourself. Where are your blind spots? What do you struggle with? Be honest.
  • The second step is to assess your own personal motivation. You’ve done your personal  analysis and find that you struggle with sales, or networking or at delivering bad news. The next step is making sure that this is something you actually care about improving. What’s in it for you to get better at this? Will it help your company grow and thrive? Probably. Will it help you become a more effective businessperson? Will it help you achieve your goals and ambitions? Definitely. Embracing your internal motivation is an essential step for making anything happen, especially personal transformation.

  • Finally, the last step is to beta test your newly reinvented self. Try out the new behavior. Look at how others do it, and ask friends for help. Maybe even enlist the help of a coach. If beta test number one doesn’t work, try again. Tinker with the behavior, or try it in a different setting. Remind yourself of your motivation to go out there and do it, and just like you’d beta test and improve a product, do the same with this new version of yourself.
  • *Source: Linked In Article by Andy Molinsky

You miss 100% of the shots you don’t take

there are many reasons to tweak your business model–or to try out a whole new one–that make perfect sense. If you do it thoughtfully, it could be the best business decision you ever make. ~ Entrepreneur Magazine

If this information has urged you in the direction of reinvention of your small business,and tipped the scales for our readers who are makers looking for a new venue, such as Gypsy Spoonful here are the top three tips on HOW to do it sourced from Entrepreneur Magazine and some experienced business coaches such as Karyn Greenstreet, a Philadelphia-area small-business coach specializing in self-employment and business reinvention as well as Steve Strauss, a business speaker and author as well as a columnist for USA Today

  1. 1. Know When to Make a Change : Timing Is crucial. The first step is deciding if it’s the right time for a change. (Every.Single.Day. I receive applications from makers wanting to abandon the venue they are currently selling on and joining up with Gypsy Spoonful. A popular marketplace has definitely changed, and many are jumping ship. If it’s working for you, I’d advise to keep selling there, but NEVER keep all your eggs in one basket. A variety of marketplaces are GOOD to reach different customer bases. By all means, if it’s not working for you anymore due to policy change, lack of support, mass produced or imported items being sold on the same venue and undercutting your pricing… then it’s time to move on. We are entering a new season for handmade~ and the time is ripe for a marketplace solely dedicated to handmade goods.)
  2. Decide What You Want
    After the decision is made to change, you need to decide what type of change is necessary to meet your goals. “Once you decide there’s something you can do better, you need to decide whether to make a little tweak or a major overhaul,” Strauss says. “You have to decide what’s best for your brand.  (Learning a new craft and/or adding a new item to your product line up can bring new life to your handmade microbusiness. Once you decide what it is you truly want out of your business, It is so true to say “Entrepreneurs have more ideas than they have time for. The absolute first stage is deciding to cut off all those other ideas and focus on one. Making a decision to make a decision is the hardest thing for entrepreneurs to do.” Once you have clarity on your goals and values, making a decision should be easy. (We often ask potential new members to read what Gypsy Spoonful believes about handmade, and small business, and doing business in America before committing to applying as a maker. You can see this our ideals and values by clicking here.)
  3. The next step is something every business owner should be experienced at–making and following a business plan. “You need to act as if you’re starting from scratch,” Strauss says. “You need to think it through thoroughly, figure out who the competition is, how you are going to beat them and what the costs are. Strauss and Greenstreet suggest sharing your plans with other business owners or a mastermind group. “Entrepreneurs tend to rely on intuition a lot, but you need to make sure other people think your plan is a good idea,” Strauss says. (This is why Gypsy Spoonful has been built around the concept of “community”, we rely on our “mastermind group” to support, share and build each other up. Being an entrepreneur can be a lonely venture, if you are in community with other like-minded small business owners, it makes it more enjoyable, less stressful and you can learn from other’s successes and mistakes as well).

“Business owners sometimes need people to bounce things off of to keep them from going off in crazy directions,” – Pamela Wilson

During the transition, you’ll likely be running two shops at once as you phase out the old business model and ramp up the new one. “Sometimes reinvention means running two businesses simultaneously for almost a year,” Greenstreet warns. “It’s overwhelming, and business owners are often so excited about the new model, they want to let go of the old model. It’s like going through a long divorce before committing to a new relationship.” The solution is to create a detailed exit strategy. (Gypsy Spoonful doesn’t want to be the only venue you’re a part of, we just want to be the best and favorite one 😉  )

Entrepreneur’s article suggests to : “Be transparent through the whole process with vendors, customers, employees and, most important, your family. Give everyone notice that changes are coming, when they will happen and what it means for them.”

If it’s time to reinvent your business and switch venues, and hop aboard the NEW home for handmade, we encourage you to go through the application process: Get the process started here