Joplings

Joplings was a department store, located in Sunderland, England, which was part of the former Vergo Retail Ltd. group of department stores.
History.
The store was established in 1804 by James Jopling and soon he went into partnership with Joseph Tuer. In 1891 the business was bought by Hedley, Swan & Co as a drapery, clothing and furniture warehouse. Hedley, Swan & Co changed the name from Joplings and Truer, even though locals still called it Joplings. Hedley, Swan & Co bought rival department store J T Calvert and moved the store to the new site at 126-129 High Street West where they started using the Joplings name.
In December 1954 the store burnt down and operated from temporary space until its present purpose-built building opened in 1956. As flames ripped through Joplings on 13 December 1954, 100 firefighters battled to save the 150-year-old store.
By morning, however, just rubble remained – along with a sign proclaiming 'Santa Claus is here today.'
Joplings, a shopping institution since 1804, was at the height of its busy Christmas season when disaster struck.
Such was the scale of the inferno that the fiery glow from the High Street building could be seen for 20 miles around.
"Narrow streets became valleys of heat, driving back the firefighters, with masonry collapsing on hose pipes," a reporter at the scene later recalled.
"The worst moment came when firemen playing their hoses on the front of the store suddenly realised the building on the opposite side of the road had also taken fire.
"Within seconds, they were at the centre of a ring of fire."
But as masonry crashed into the street, and girders twisted in the heat, the brave firemen battled on – sadly in vain.
"The intense heat could be felt by onlookers 80 yards away," the reporter revealed. "By 2am flames were tearing through the roof and the interior glowed like a furnace.
"The next day, all that remained was the shell if the building. It was Sunderland's biggest fire of the century."
Within a week, however, local storekeepers helped to put Joplings back in business, by offering accommodation for the different departments at premises throughout the town.
Just six weeks later a temporary store was opened at the old High Street site and, within 18 months, a new Joplings was built in John Street.
In early 2005 the store was purchased from its previous owners, Merchant Retail Group plc, together with Robbs of Hexham, by Liverpool-based Owen Owen Ltd., for £5 million and another £3 million for stock.
On 18 May 2007, it was announced that a newly formed company, Vergo Retail, had taken over the three remaining Owen Owen stores. Vergo Retail was spearheaded by David Thompson, a former director of Mothercare, Habitat and more recently director and shareholder of Mark One which was sold in 2004 for £55m.
Other departments include Sound & Vision, Wines & Spirits and The Christmas Department.
On 7 May 2010, Vergo was placed into administration, with MCR appointed as the administrators. On 11 May 2010, it was announced that there would be ten store closures, including Joplings, within the next four weeks unless a buyer was found. A final closure date of Saturday 19 June 2010 has now been set.
In September 2017, planning permission was granted for the building to be turned into a purpose built student accommodation. Groovy Students Student Accommodation renovated the entire building to create 114 rooms for students and 4 commercial units on the ground floor. Spokesman Steven Kwan from 5 Star PR Marketing, a PR Marketing agency in Newcastle said "Joplings is a Sunderland institution which goes back decades and it was such a shame when it went into administration in 2010. "It would be such a shame for all that history to be lost, but we’ve managed to keep some of it, such as with the name. The public reaction to the site is so strong that the name Jopling House was a no brainer for us so that we could carry that legacy on."
On 2 January 2019, Joplings Department store opened its doors for the first time in 9 years as Jopling House.


National Supermarkets

National Supermarkets was a grocery chain in both the St. Louis, Missouri, and New Orleans, Louisiana, areas of the United States. Both firms were owned by Loblaw Companies of Canada, but in June 1995, they were sold by Loblaw to Schnucks Markets. Immediately after that, per the FTC, Schnucks sold the National New Orleans division to Schwegmann Brothers Giant Supermarkets of Metairie, Louisiana, which later sold them to Great A&P, which finally sold them to Rouse Markets in 2007. National itself had cemented the number two spot in St. Louis by acquiring several former Kroger locations and the Kroger distribution center in the market when the latter exited St. Louis in 1986. Kroger and National had been battling for the number two and three spots since the 1970s, swapping rankings several times over throughout the 1970s and 1980s.
New Orleans and St. Louis represented the last two divisions of National Supermarkets, a.k.a. National Tea, which originated in Chicago in 1899, making the chain one of the oldest in the USA. It was also one of the largest, ranking as the fifth largest in the late 1960s, only A&P, Safeway, Kroger, and Food Fair were larger. Loblaw bought the company in 1955. Among the chains National acquired were Miller's (Mobile, Alabama), Standard (Indianapolis), and Applebaum's (Minneapolis-St. Paul). Besides the National and Standard banners, Big D and Del Farm banners were used in the Midwest and That Stanley! was used in the South.
At its height, National's footprint extended from western Pennsylvania to Colorado, with stores in Denver, Sioux Falls, Minneapolis-St. Paul, Milwaukee, Pittsburgh, the Quad Cities, Indianapolis, Chicago, Youngstown, Memphis, and Nashville. It was the largest supermarket chain serving the Mississippi Valley. Major rivals included Jewel, Red Owl, Bettendorf-Rapp (Allied), Kroger, A&P, Dominick's, Eagle Food Centers, Hy-Vee, Marsh, Winn-Dixie, Hill's, Fisher/Fazio's/Costa, Thorofare, and Safeway, depending on the market.
National's logo was Loblaw's logo turned upside down to look like an "n" instead of an "L".
Slogans.
At the height of their market share in the late 1960s, National Supermarkets' slogans used in television advertising included "Super National-Market" and "The Underpricer". In their final years in the 1980s and early 1990s, the National slogan in the St. Louis market was, "You're Important to Us!"
Failed resurrection.
As a condition of buying National from Loblaws, Schnucks had to sell off 24 stores for anti-trust reasons. In 1996, Family Company of America, a group led by Belleville, Illinois, financial consultant James R. Gibson, bought 23 stores from Schnucks and reopened them under the name National Markets. However, the new National was unable to make much headway against Schnucks, despite a "Great Grocery Giveaway" promotion where random customers had their day's shopping given to them free of charge, and disappeared for good in April 1999.
After the bankruptcy, it emerged that Gibson had financed the purchase with money embezzled from 183 clients of his investment company, among them orphans, accident victims who trusted Gibson to invest money from their settlements, and disabled people who trusted him with their life savings. In 2005, Gibson was sentenced to 40 years in prison for his crimes. He will not be eligible for release until 2036, when he will be 91 years old.
National Supermarket Murders.
Shortly after closing on September 4, 1987, at the National Supermarket at 4331 Natural Bridge Avenue in St. Louis, two men disguised as the cleaning crew made their way into the store where employees were preparing for the next day. They shot seven employees execution-style as they laid on the floor, killing five. It remains one of the worst mass murders in St. Louis history.
National Supermarkets—New Orleans division.
At the end of 1994, National operated 28 stores in the New Orleans area (in Louisiana, Mississippi, and Alabama) under the following names:
The former "Real Uptown Superstore" building is still in operation as a Rouses supermarket.
Denham Springs, Louisiana, also had a National Supermarket (#18) that was simply known as "Superstore." The building is now a home furnishings store.


Best Products

Best Products (also known simply as BEST) was a chain of American catalog showroom retail stores founded by Sydney and Frances Lewis, formerly headquartered in Richmond, Virginia. It was founded in 1957 and went out of business in 1997. At the time of the second bankruptcy filing, it had 169 Best stores and 11 Best Jewelry stores in 23 states, and a nationwide mail-order service. When in operation Best Products was traded on the NASDAQ exchange as "BESTQ".
History.
The company was founded by Sydney Lewis and Frances Lewis. Sydney Lewis, a lawyer educated at Washington & Lee and Harvard Business School, worked with his father managing an encyclopedia sales operation in Richmond. Lewis thought of selling additional merchandise along with the bills for encyclopedias. In 1957, the Lewises sent out their first catalog. The first showroom was at 4909 West Marshall Street in Richmond, just across the street from the new Willow Lawn Shopping Center.
The company had a strong sense of promotion and artistic sensibilities; it was legend in artistic circles that it would trade store merchandise for art. As a result, the company, as well as the Lewises, gathered a significant collection of 20th-century art. Much of the Lewis Collection can be seen at the Virginia Museum of Fine Arts.
Sculpture in the Environment.
In the 1970s, Best Products contracted with James Wines' "Sculpture in the Environment" (SITE) architecture firm to design nine highly unorthodox retail facilities, notably a tongue-in-cheek structure called the "Indeterminate Facade" in Houston, Texas with a severely distressed facade. This building purportedly "appeared in more books on 20th-century architecture than photographs of any other modern structure". In Richmond, the company built the Peeling Wall showroom that appeared to have a peeling facade (located on Midlothian Turnpike) as well as a Forest showroom that appeared to have trees growing out of it (located at 9008 Quioccasin Road). The store in Sacramento also had a unique design. In the morning, its corner entryway would slide open, and would slide back shut at night. The structure, with its breakaway entry removed, is now a Best Buy. Photographs of these storefronts appeared in several Best catalogs. One anchored the Eudowood Plaza in Towson, Maryland, featuring a tilted front. As of 2007, most of these distinctive buildings have been converted into conventional buildings by removing the architectural embellishments, or in a few cases, demolished. The only building to retain its distinctive features is the Forest building in Richmond, now home to the West End Presbyterian Church, which has stated that the forest in the entryway has been an asset to the church's environment.
Their Parham Road headquarters, built in 1981 and designed by Hardy Holzman Pfeiffer, was notable for an American Institute of Architects award and the use of Art Deco eagles rescued from a New York building. The giant BEST letters of the headquarters could be seen along Interstate 95 at Parham Road. Hardy Holzman Pfeiffer subsequently designed the West Wing of the Virginia Museum, which was funded by the Lewises.
Retail concept.
Best employed the "catalog showroom" concept for many of its product offerings. Although some product categories (such as sporting goods and toys) were stocked in traditional self-serve aisles, the majority of products (notably consumer electronics, housewares, and appliances) were featured as unboxed display models. Customers were permitted to examine and experiment with these models, and if found to be desirable, they could be purchased by submitting orders to store personnel. Saleable versions of the merchandise (usually boxed and/or in its original packaging) would then be retrieved from storage and delivered to a customer service area for subsequent purchase.
Acquisitions.
As a cost-saving measure, Best jointly published its catalog with Service Merchandise (founded by Harry Zimmerman) and Modern Merchandising (founded by Harold Roitenberg), and had regional non-compete agreements with those chains.
In 1982, Best acquired catalog competitors: Basco, a chain with 19 catalog showrooms in the Northeast and Ohio; and Modern Merchandising, headquartered in Minnetonka, Minnesota with 76 showrooms under the names LaBelle's, Dolgin's, Jafco, Miller Sales, Rogers and Great Western. This was followed by the acquisition of Ashby's, a 9-store women's clothing chain, and the opening of four Best Jewelry stores in Maryland, Virginia and the District of Columbia.
Bankruptcy.
Best filed twice for Chapter 11 bankruptcy protection. The first bankruptcy period began in January 1991 and lasted through June 16, 1994. The second and final filing was made on September 24, 1996. At the time of the second filing, Best operated 169 Best stores and 11 Best Jewelry stores in 23 states, and a nationwide mail-order service.
Best Products was traded on the NASDAQ exchange as "BESTQ." It was de-listed on November 29, 1996, and Best did not appeal the NASDAQ decision. The last Best stores closed on February 9, 1997. By May 1997, Best had liquidated most of its assets and was declared insolvent. Best vacated its corporate headquarters in Richmond in January 1998 and mailed out final checks to unsecured creditors the following December (paying 96 cents per dollar owed).


Rachel Sherman (sociologist)

Rachel Sherman (born June 7, 1970) is an associate professor of sociology at the New School for Social Research. Her first book, "Class Acts: Service and Inequality in Luxury Hotels" (University of California Press, 2007), analyzes how workers, guests, and managers in luxury hotels make sense of and negotiate class inequalities that marked their relationships. Her second book, "Uneasy Street: The Anxieties of Affluence" (Princeton University Press, 2017), explores the lived experience of privilege among wealthy and affluent parents in New York City.
Education and career.
Sherman obtained her bachelor's degree in Development Studies from Brown University. She received a master's degree and Ph.D. in sociology from the University of California, Berkeley.
Career.
Prior to serving at The New School for Social Research, Sherman was an assistant professor in the Sociology Department of Yale University.
Research.
Sherman studies "how and why unequal social relations are reproduced, legitimated, and contested, and in how these processes are embedded in cultural vocabularies of identity, interaction, and entitlement."
Sherman's first book, "Class Acts: Service and Inequality in Luxury Hotels", analyzes the production and consumption of luxury service work. Drawing on participant observation, Sherman "goes behind the scenes in two urban luxury hotels to give a nuanced picture of the workers who care for and cater to wealthy guests by providing seemingly unlimited personal attention." She finds that the interactions between service workers and wealthy guests normalize inequality.
In "Uneasy Street: the Anxieties of Affluence", Sherman shifts her perspective to wealthy and affluent parents in New York City. Over the course of fifty in-depth interviews, "including hedge fund financiers and corporate lawyers, professors and artists, and stay-at-home mothers," Sherman investigates aspirations and lifestyle choices, revealing a nuanced picture of their self-description in an increasingly unequal society.
In addition to her extensive scholarship, Sherman teaches at The New School for Social Research and Eugene Lang College.
Memberships and awards.
Sherman is a member of the American Sociological Association (ASA). She serves on the editorial board of Oxford University Press book series on Global Ethnography, a program which publishes research monographs and books aimed at sociologists, social scientists and policy-makers on wide-ranging sociological questions or social policy issues. She is also the editor of the newsletter of the ASA Section on Labor and Labor Movements.
Sherman's article, "Breaking the Iron Law of Oligarchy: Tactical Innovation and the Revitalization of the American Labor Movement" (co-authored with Kim Voss) won the Distinguished Article Award of the Labor Studies Division of the Society for the Study of Social Problems in 2001.
Sherman is a reviewer for a number of professional and scholarly journals, including the "American Journal of Sociology", "Ethnography", "Labor Studies Journal", "Social Problems" and "Theory and Society".


Lansing Craft Center

The Lansing Craft Center (LCC) was a specialized General Motors automobile assembly factory in Lansing Township, Michigan located at 2801 West Saginaw Street across from GM's Lansing Metal Center.
History.
The facility was originally built by GM as the Oldsmobile Differential Plant and Foundry in 1919. The foundry was repurposed as the Reatta Craft Centre in 1984 when GM chose it as the manufacturing site of the Buick Reatta, which began production in 1988 after a stamping plant, body shop, and assembly area were constructed. After the end of production of the Reatta, the plant was renamed the Lansing Craft Centre. Over its existence, the Lansing Craft Center manufactured GM's low-volume vehicles including the EV1, Cadillac Eldorado, convertible Chevrolet Cavalier and Pontiac Sunfire and Chevrolet SSR.
Closure.
In November 2005, General Motors announced that it would close the Lansing Craft Center in mid-2006, and the final SSR, a unique black-on-silver model, was assembled on March 17, 2006. The plant was demolished from 2008 to 2009.
At the time of its closure, the plant size was and the facility employed 400, many of whom were transferred to the new Lansing Grand River Assembly, as well as some operations transferred to the nearby Lansing Delta Township Assembly.


Deadwood Draw

Deadwood Draw is part of the Sidney-Black Hills Trail near Sidney, Nebraska, which provided supplies for gold mining operations in the Black Hills from 1874 to 1881. The draw served as a staging area for freight wagons carrying supplies to the Black Hills and contains ruts caused by the wheels of the freight wagons and the animals that pulled them. The draw is listed on the National Register of Historic Places.
Background.
In 1868, the U.S. government signed the Fort Laramie Treaty, which promised the Lakota people that the Black Hills would be exempt from white settlement. However, in 1874, an expedition into the Black Hills led by George Armstrong Custer, found deposits of gold. In 1876, Custer's discovery of gold led to the Black Hills Gold Rush. Initially, the U. S. government attempted to purchase or lease the Black Hills from the Lakota, but the government was unwilling to pay the price asked by the Lakota. When the talks broke down, the U. S. government ignored the Fort Laramie Treaty of 1868 and allowed the gold seekers to rush into the Black Hills. The Black Hills gold rush subsequently created a high demand for supplies by the gold seekers.
In 1876, Sidney, Nebraska was a small town on the Union Pacific railroad. Sidney had two main advantages over other railroad towns in Nebraska as a staging point for supplying the gold rush in the Black Hills. First, there already was a trail from Sidney north to the Red Cloud Agency, which was protected by the military between Fort Sidney and Fort Robinson. Second, the route was shorter than other possible supply points along the railroad and with the building of the Clarke Bridge toll bridge over the North Platte River by Henry T. Clarke, Sr., travel on Sidney-Black Hills Trail became easier for freight wagons.
With the opening of the Clarke bridge, the Sidney-Black Hills trail began carrying larger quantities of freight to and from the Black Hills mining operations. During the summer of 1876, the Pony Express began operating along the trail, as did several stagecoach lines. In 1876, there were an estimated 10,000 gold seekers in the Black Hills and their demand for supplies was so high that approximately 50 to 75 freight wagons left daily from Sidney, each wagon carrying of supplies.
In 1879, the Black Hills gold rush ended and so did the need for high passenger service along the trail. Company gold mining, however, continued and so the need for freight transportation along the trail increased. From 1878 to 1879, an estimated of supplies were transported to and from Sidney. By 1880, with the completion of the Chicago and Northwestern Railroad to Pierre, the transportation of freight along the trail dramatically dropped. It was quicker and cheaper to transport supplies along the new railroad than to use freight wagons along the Sidney-Black Hills trail. By the end of 1882, the trail was completely closed.
Description.
Deadwood Draw is located about northwest of Sidney, Nebraska, and close to the Union Pacific railroad from which supplies could be loaded onto freight wagons headed for the Black Hills via the Sidney-Black Hills trail. The draw is a wide, flat area that gently slopes up and out of Lodgepole Creek Valley and away from Union Pacific railroad and on to the Sidney-Black Hills trail. A gully channel meanders along the draw and ranges in depth from to . As of 1992, there were three sets of wagon-wheel ruts and ruts cause by the oxen and horses that pulled the wagons. The rut pairs range in width from to .
Historical significance.
Deadwood Draw was a staging area for freight wagons using the Sidney-Black Hills trail. As of 1992, when it was placed on the National Register of Historic Places, it had well-preserved ruts caused by freight wagons, stage coaches, and the animals that pulled them from 1874 to 1881. On the south end of the draw there is a depression in the ground that is thought to be the remnants of a 19th-century dugout that may have been occupied during the period of historical significance. Close to the middle of the draw is a small limestone quarry that supplied much of the limestone used to construct early buildings in Sidney.


Pacific Place (Hong Kong)

Pacific Place is a complex of office towers and hotels and a shopping centre situated at 88 Queensway, Admiralty, Hong Kong. The latest phase, Three Pacific Place, is located at 1 Queen's Road East, Wan Chai.
The four-level shopping centre is home to over 160 shops and boutiques and one major department store. The complex is also home to three five-star hotels, a boutique hotel, three office towers and 270 serviced apartments.
Pacific Place complex is owned and managed by Swire Properties, with the exception of the three hotels (Conrad Hong Kong, Island Shangri-La and JW Marriott Hotel), in each of which it retains a 20 per cent equity interest.
History.
Pacific Place was developed by Swire Properties. Phases One and Two were built on land formerly part of Victoria Barracks, one of the first military compounds in Hong Kong. The land was auctioned by the Hong Kong Government during redevelopment and was successfully bid for by Swire. It was purchased in two tranches in 1985 and 1986 for a total cost of US$1 billion. Phase One opened in 1988. The Conrad International Hotel was completed in 1991. Phase Three, built by Gammon Construction, was completed in 2004. It was developed from old buildings on Star Street, Wan Chai.
Pacific Place underwent a major renovation that was completed in 2011. It involved interior, exterior, and architectural changes designed by Thomas Heatherwick which cost more than HK$2.1 billion.
Shopping centre.
The four-level shopping arcade houses both lifestyle and high-end shops in areas ranging from entertainment, dining, accessories to apparel. It houses one department store Harvey Nichols. A footbridge connects it across Queensway to Queensway Plaza and United Centre. It is connected by tunnels to the Admiralty MTR station and Three Pacific Place. Escalators connect it to Hong Kong Park.


Hypermart USA

Hypermart USA was a demonstrator project operated by Walmart in the 1980s and 1990s, which attempted to combine groceries and general merchandise under one roof at a substantial discount. The hypermart concept was modeled after earlier efforts from other retailers, notably French retailers such as Auchan and Carrefour, and the Midwestern big retailer Meijer.
All stores used a floorplan that exceeded . They featured a mini-mall, food court, arcade, bank, and other kiosk operations. The ones in Kansas City and Topeka featured McDonald's, Subway, and Popeyes Louisiana Kitchen in their food courts.
History.
The prototype did not go as well as planned. Walmart was unaccustomed to operating such massive stores, and an economic recession had brought on a decline in retail sales. Although the stores were profitable, sales projections were too optimistic and the company did not anticipate the great heating and cooling costs, the resistance of customers towards parking and congestion issues.
The first Walmart Supercenter, which used a floorplan in the range, was opened in 1988 in Washington, Missouri. As the Supercenter proved to be a much more profitable experiment, Walmart renamed the stores "Wal-Mart's Hypermart USA" in April 1990, and eventually began either converting them to Supercenter operations or closing them.
The Hypermart USA concept was officially discontinued in 2000, when Walmart announced it was converting the Kansas City Hypermart USA into a Walmart Supercenter. The former Kansas City store, then a Supercenter, ultimately closed in January 2007. The original Hypermart in Garland, Texas closed in May 2008. The Topeka, Kansas, hypermarket, located on Southwest Wanamaker Road, is still open, although its exterior has been remodeled as well as the Arlington, Texas, location on South Cooper Street.
Locations.
Garland, Texas.
Garland, Texas (December 28, 1987)
This location was converted several years later to a Walmart Supercenter and lost its Hypermart USA branding. By May 2008, Walmart announced it would replace this store with a smaller Supercenter nearby. In October 2017, it was announced that the city of Garland would buy the vacant site with intentions of redeveloping it as a "gateway" to the city. It was demolished in the summer of 2018.
Topeka, Kansas.
Topeka, Kansas (January 1988)
, the Topeka, Kansas, Hypermart USA store is still operating as a Walmart Supercenter.
Arlington, Texas.
Arlington, Texas (August 1988)
, the Arlington, Texas, Hypermart is still operating as a Walmart Supercenter.
Kansas City, Missouri.
The Kansas City, Missouri, location opened on February 20, 1990. Located just northeast of the now-closed Bannister Mall in the Benjamin Plaza development, the South Kansas City store was the last Hypermart USA to open. It was the largest of the four Hypermart stores at 256,637 sq ft. Described as Walmart's "mall without walls," the Kansas City Hypermart included a number of restaurants and specialty outlets in addition to the combination grocery and general merchandise discount store.
In May 2000, Walmart announced it would spend $4.9 million to convert the Kansas City Hypermart USA to a Walmart Supercenter. Walmart indicated that it was converting its last remaining Hypermart, because the stores were too big and too inconvenient for customers. Walmart explained that the effort of offering everything under one roof was more of a European style of retail, and it was overwhelming to the American shopper. Kansas City Councilman Chuck Eddy claimed that there were other reasons for the failure of the Kansas City Hypermart. Eddy cited a high volume of complaints from residents about the store, including time-consuming lines at checkout counters, trash and runaway carts in the parking lot, dirty restrooms, and overall messy conditions and poor management. Walmart wanted to build a new Supercenter store in South Kansas City on State Line Road near 135th Street, so city leaders pressured Walmart to make improvements to the conditions of the Hypermart location before they would be given approval to move forward with the new South Kansas City store. At the time, Walmart said it would cost almost $5 million to renovate the Hypermart store. Walmart moved forward with the renovation and conversion of the Hypermart store, along with bringing in new management to address the concerns of poor management at the store. In 2006, Walmart began construction on a new Walmart Supercenter on the site of the former Blue Ridge Mall. The new Supercenter was to be the first of Walmart's new "high-efficiency" stores. As a result of the new Supercenters on State Line Road and the former Blue Ridge Mall site, along with declining business and a growing number of retail closings in Bannister Mall and Benjamin Plaza, Walmart announced that it would close former Hypermart store in mid-January 2007. The 400 employees were offered jobs at the new Blue Ridge store and other area Walmart stores. After 7 years of vacancy, the former Kansas City Hypermart was demolished in 2014 along with much of the surrounding vacant retail developments as part of a large redevelopment project.


Aberdeen Act

The Aberdeen Act of 1845 was an Act of the Parliament of the United Kingdom (citation 8 & 9 Vict c. 122) passed during the reign Queen Victoria on 9 August. The long title of the Act is "An Act to amend an Act, intituled An Act to carry into execution a Convention between His Majesty and the Emperor of Brazil, for the Regulation and final Abolition of the African Slave Trade".
This law is seen in Brazilian historiography as a British retaliation against the Alves Branco law, a tariff reform established in 1844 by Finance Minister Manuel Alves Branco that raised import duties followed by the ending of the British-Brazilian Convention of 1826 on the Atlantic slave trade to Brazil.
History.
The Act was proposed by British Foreign Secretary Lord Aberdeen. It gave the Royal Navy authority to stop and search any Brazilian ship suspected of being a slave ship on the high seas, and to arrest slave traders caught on these ships.
The Act stipulated that arrested slave traders could be tried in British courts. The law was designed to suppress the Brazilian slave trade, to make effective Brazilian laws and the British-Brazilian Treaty of 1826 to end the Atlantic slave trade, that Brazil had signed and ratified but failed to enforce.
It provoked outrage in Brazil, where it was seen as a violation of free market, freedom of navigation, as an affront Brazilian sovereignty and territorial integrity, and as an attempt to check Brazil's rise as a world power.
Controversies.
As a result, the Royal Navy began intercepting Brazilian slavers on the high seas, and Brazilian slave traders caught on these ships were prosecuted in British admiralty courts. Over the following years, the number of cases in British admiralty courts increased dramatically due to the large number of Brazilians arrested for slave-trading - in the first six months of 1848, 19 out of 33 cases heard by the vice admiralty court in St. Helena were Brazilian.
Despite the aggressive application of this law, the volume of the Brazilian slave trade increased in the late 1840s; the demand for slaves had increased due to British free-trade legislation that lifted tariffs on Brazilian sugar. However, Anglo-Brazilian tensions continued to increase. In 1850-51, a handful of British ships began entering Brazilian territorial waters and even its harbors to attack slave ships. In one instance, a British ship exchanged fire with a Brazilian fort.
In the face of these tensions, Brazil knew that it could not afford to go to war with Britain. In addition, popular sentiment against the slave trade in Brazil was growing. The Brazilian government decided to put an end to the slave trade. In September 1850, new legislation outlawing the slave trade was enacted, and the Brazilian government began to enforce it.
As a result, the Brazilian slave trade declined, and despite some illegal slavers that continued to operate, the trade came to an end in the mid-1850s, although slavery itself was not abolished in Brazil until 1888. On 27 April 1852, the British government notified its counterpart in Brazil of its permanent withdrawal of warships from Brazilian waters, on condition that there be no resumption of the slave trade; the reports of the British minister to Brazil in 1860 and the following year, showed no indication of breach. Finally satisfied there would be no resumption of the African slave trade, the British parliament repealed the Aberdeen Act on 19 April 1869.


Montreal Eaton Centre

The Montreal Eaton Centre is a shopping mall in Montreal, Quebec, Canada. It is located at the city's downtown core, and is accessible through the Underground City, and is connected to the Montreal Metro via McGill station.
The Montreal Eaton Centre opened in 1990. In 2018, it absorbed its adjacent sister mall Complexe Les Ailes and the two shopping centres were combined into a single property which retained the Montreal Eaton Centre name. As such, the property consists of two separate buildings at 677 Saint Catherine Street West (the former Eaton's flagship store which became the Complexe Les Ailes mall in 2002) and 705 Saint Catherine Street West (the former Les Terrasses mall, which became the original Montreal Eaton Centre).
The Montreal Eaton Centre shopping mall has a of gross leasable area. The building features an additional of office space on the upper levels, branded as "1500 University." A bronze statue of hockey player Maurice Richard and a three-storeys-tall tableau made by fine arts enamel painter Bernard Séguin Poirier are located in the mall.
History.
Les Terrasses.
The site at 705 Saint Catherine Street West originally featured a shopping mall name "Les Terrasses" from 1976–1987. It was built atop the now-defunct Victoria Street; the road and its buildings were expropriated for construction of the mall. The mall layout was a triangular spiral, with gradually-rising interconnected floors, approximately high in total. Though it had three escalators, one at each point of the triangle, patrons could gradually walk to the top of the mall. Floors were colour-coded and the mall was adorned with trees, plants and ivy. It housed 140 stores, each facing towards the centre of the triangle. Les Terrasses was demolished after only one decade of use and, following extensive construction, reopened as the Montreal Eaton Centre in 1990. Like Les Terrasses, the new Montreal Eaton Centre was connected to the Montreal Metro, the Underground City, and the Eaton's department store. Eaton's department store, for which it was named, closed in 1999.
The property was managed by Rouses Quebec Corporation Development and York Hannover Development from 1978–1993. In September 1997, after the demise of Services de Gestion CEM Inc., Cadillac Fairview took over the shopping centre. On July 2000, Ivanhoé Cambridge (then known as Ivanhoe) acquired the mall through an exchange of assets. Cadillac Fairview ceded the Montreal Eaton Centre in exchange for Ivanhoe's stakes in Carrefour Laval and Promenades Saint-Bruno.
On April 19, 2013, Musée Grévin Montreal, the first overseas Grévin, was opened on the fifth floor of the mall.
Goodwin's / Eaton's.
The building at 677 Saint Catherine Street West was originally three storeys tall, and was built for the Goodwin's department store in the early 1900s. The building was sold to Eaton's in 1925, at which time it was referred to as the Eaton's building. Through the Ross and Macdonald architecture firm, the first three-floor expansion was completed in 1927, and the second three-floor expansion was completed between 1930–1931. The top floor included Eaton's Ninth Floor Restaurant, which features an Art Deco design that was inspired by the dining room of the SS "Île-de-France" and was created following Jacques Carlu's plans. The building was expanded toward de Maisonneuve Boulevard between 1958–1959, and access to the Montreal Metro via McGill station was opened in 1967. The Eaton's building was home to Montreal's largest department store for decades.
In 1999, Ivanhoé Cambridge acquired the property following the closure of the Eaton's chain. After considerable redevelopment work between 2000 and 2002, including gutting and completely redesigning the interior (with only the exterior facade and parts of the 9th floor preserved), this flagship of the Montreal retail scene was transformed into the building known as Complexe Les Ailes and 1500 University. Along with Place Montreal Trust and the Montreal Eaton Centre, Complexe Les Ailes constituted Ivanhoé Cambridge's self-branded "Sh3pping" trio of shopping malls.
The mall was named after the Les Ailes de la Mode department store which was its main retailer for over a decade and occupied a third of its total area. The store closed in 2016 and was replaced in 2019 by Decathlon which is one of the largest tenants of the current Montreal Eaton Centre.
Unification project.
In March 2014, Ivanhoé Cambridge announced it would merge Complexe Les Ailes with the Montreal Eaton Centre, and the newly merged complex would be renamed, dropping the Eaton Centre branding in the process. However, it was later decided that Complexe Les Ailes would just be used to expand the Montreal Eaton Centre, and preserve the latter's name. The two malls will be renovated so that they will have the same "look and feel" once merged. In coming full circle, this change will restore the Eaton's name back to the same building that once housed Montreal's flagship Eaton's department store.


Specie Payment Resumption Act

The Specie Payment Resumption Act of January 14, 1875 was a law in the United States that restored the nation to the gold standard through the redemption of previously-unbacked United States Notes and reversed inflationary government policies promoted directly after the American Civil War. The decision further contracted the nation's money supply and was seen by critics as an exacerbating factor of the so-called Long Depression, which struck in 1873.
History.
Late in 1861, seeking to raise revenue for the American Civil War effort without exhausting its reserves of gold and silver, the United States federal government suspended specie payments, or the payments made in gold and silver in redemption of currency notes. Early in 1862, the United States issued legal-tender notes, called greenbacks. By war's end, a total of $431 million in greenbacks had been issued, and authorization had been given for another $50 million in small denominations, known as fractional currency or "shin plasters." The issuance of greenbacks caused inflation during the period.
Immediately after the Civil War during Reconstruction, there were large capital inflows into the United States and a general improvement in the export-to-import ratio since the export-dominant South was reintegrated with the North. The United States Treasury, however, had increased its cash balance through the summer of 1873 by selling gold for $14 million. National banks also increased issuance of national bank notes by $44 million. The failure of several railroad companies including Jay Cooke & Company on their bond obligations encouraged capital outflows from the United States to Europe and weakened demand for dollars leading to the Panic of 1873. Increased Treasury cash balances, continued issuance of national bank notes, and capital outflows together depreciated the currency. These factors further caused a reduction in reserves held by monetary institutions because higher prices increased domestic demand for currency. Reserves held by banks were insufficient to be able to meet seasonal demands in autumn of 1873 as greenback reserves declined from $34 million in September 1873 to $5 million in October 1873. Tensions surrounding the Panic of 1873 between creditors and debtors revived the specie payment resumption debate.
Two views dominated this debate. Conservatives and the creditor class favored "hard money," that is, they favored resumption as a method for making up losses incurred due to dollar depreciation during the past decade. The resumption of specie payments was perceived as a method to curb the rise in the price level and eventually equate currency with gold. For creditors that had issued debts in inflated greenbacks, resumption would increase the real interest rate that they received. Supporters of the Resumption Act argued that the Panic of 1873 might not have occurred had there been sufficient reserves of gold in the United States Treasury as would have been the case if specie payments were resumed.
Opposed to resumption, a new coalition of agrarian and labor interests found common cause during Reconstruction in advocating for "soft money" or the promotion of inflationary monetary policies. These groups viewed the Panic of 1873 as the result of insufficient currency that should have been used to fuel the growth in production that occurred in the South and the West. These regions relied on cheap money – that is low interest rates – to be able to continue to grow. Other soft money advocates included gold speculators and the railroad industry. Collis P. Huntington and other railroad leaders called for further greenback issuance in light of harsh business conditions that made honoring debt obligations difficult. Opponents of the Resumption Act also argued that many debt obligations were made in an environment in which there existed a premium on gold, that is that inflation in the currency in the previous decade made gold relatively more valuable than currency. Resumption therefore entailed up to a 50% increase in debt obligation if gold and currency equalized. For manufacturers, the rising price of gold made domestic prices cheaper relative to import prices since many European currencies including the English sterling were fixed to the price of gold. Hence continued inflationary measures such as further issuance of greenbacks artificially supported domestic industries. Hard and soft money interests often did cross party lines, although a larger portion of Democrats were hard money advocates.
Following a Democratic congressional victory in the elections of 1874, a lame-duck Republican congress passed The Resumption Act of January 14, 1875. It required the Secretary of the Treasury to redeem greenbacks in specie on demand on or after 1 January 1879. The Act, however, did not provide for a specific mechanism for redemption. The Act, though, did allow the Secretary of Treasury to acquire gold reserves either via any federal surpluses or the issuance of government bonds. An established gold reserve allowed for daily variations in specie flows and facilitated resumption. The act abolished the seigniorage fee on coining gold and substituted silver for any still existing fractional currency. The Resumption Act set no limit on the quantity of national bank notes that could be issued; this idea became known as "free banking." This provision led many conservatives to believe that the Act was inflationary in nature. However, the Resumption Act also required that greenbacks be retired in a proportion of 80% of new national bank note issue, which in theory aimed to contract the money supply and hence encourage dollar appreciation such that gold and currency might equate. However, in practice the effect was mild: the total quantity of greenbacks in circulation fell from $382 million at the end of 1874 to $300 million following the passage of the Resumption Act.
The Resumption Act was hotly debated during the 1880 presidential election, with most western politicians opposed to it. Specie payments finally resumed during the presidency of Rutherford B. Hayes. Aided by the return of prosperity in 1877, Secretary of the Treasury John Sherman accumulated a gold reserve to be redeemed for existing greenbacks mostly from transactions with Europe. Sherman earmarked a redemption fund by January 1, 1879 that amounted to $133 million acquired from the sale of bonds to Europe and Treasury surplus. However, when people found greenbacks to be on par with gold, they lost their desire for redemption.
Reaction and criticism.
Reactions as to the effects of the Resumption Act are mixed. Contemporaries did not consider it an outright victory for hard money. The legislation stood as a compromise engineered by Senators John Sherman and George Edmunds between hard and soft money advocates. Milton Friedman and Anna J. Schwartz argue that the Resumption Act had mixed effects on actual resumption of specie payments, saying that primary economic product of the Act was that it instilled confidence in the business community on the maintenance of specie payments. The Act served as a signal to businesses of an approaching exchange rate between gold and currency. Preparations among businesses for this exchange rate actually encourage parity between gold and currency.
The Act did not directly address the price level although successful resumption at par value required that the premium on gold to fall to zero, which in turn required a fall in the price level as the world price of gold was exogenous. In fact, the final date for Resumption was decided only after the premium on gold had fallen to a tenth of its peak level. The decline in the premium cannot entirely be attributed to the Resumption Act, as downward pressure on the overall price level also resulted from increased production in the South especially during 1877. The first four months of that year sold as much beef to England as had been sold all of the preceding year. The act has also been criticized for both failing to remove all greenbacks from circulation and failing to dictate what might be done with the greenbacks remaining in circulation.


H. A. and W. Goode

H. A. & W. Goode was one of the largest regional department stores in the early days of South Australia, with stores in Yankalilla, Aldinga, Willunga, then finally and most notably in Port Pirie. Its principals were three brothers, Henry Abel Goode, William Goode and Benjamin Powell Goode, all born at Kyre Magna, in Worcestershire, sons of farmer William Goode.
The Goodes who emigrated from Kyre Magna (also called Kyre Wyard, and now just inside Herefordshire) were: Thomas Goode of Canowie Station, Henry Abel Goode, William and Benjamin Powell Goode on the "Hope" in 1858, Charles Rufus Goode (of Port Pirie) on the "Princess Helena" in 1860, and Matthew Goode (of Willunga) on the "South Australian" in 1868. Also on the "South Australian" was their sister Ann. Another brother, Samuel (d.1878) and a sister Elizabeth (c. 1837 – 1912) remained behind. Elizabeth married Alfred John Prince Porter, a master tailor, moved with him and her brother Samuel, also a tailor, to Newcastle-upon-Tyne, England, and had ten children. Her second child Alfred John Porter joined the Goodes in Australia in about 1883. The youngest, Eva, married one David Herbertson: their descendants subsequently moved to Australia.
Matthew Goode (c. 1820–1901) of Matthew Goode and Co, Thomas Goode (1816–1882) of Goolwa, and Sir Charles Henry Goode were cousins. Matthew Goode married a Miss Jones before leaving England. She died, and Matthew married her sister Elisabeth Jones ( – 19 May 1902) in 1853. Three other sisters married the three principals of H. A. and W. Goode: Frances (c. 1845 – 1 February 1930) married Benjamin Powell Goode on 19 June 1867; Emily Georgeanna Jones (October 1845 – 17 October 1932) married Henry Abel Goode on 19 August 1868 and Marion Jones (c. 1853–1929) married William Goode in 1873. The Jones sisters were daughters of Edward Jones (c. 1792 – 29 January 1880) of Haywood, Herefordshire, later of Finniss Point, South Australia then Hutt Street, Adelaide.
History.
Three brothers, Thomas, Henry, and Benjamin arrived in South Australia in 1858, after a voyage of 122 days in the sailing vessel "Hope". William found employment in the wholesale and retail drapery business Goode Bros., on Rundle Street (where Charles Birks & Co. later stood), owned by his cousins Matthew and Charles Henry Goode. The wholesale business moved to Stephens Place, and later became Matthew Goode and Co. William and his brother Henry were with the firm for six years.
On leaving his cousin's employ William and Henry bought general stores at Aldinga and Yankalilla, (licences granted in 1879) employing their brother Benjamin to manage for them at Yankalilla. Business boomed and Benjamin was admitted to the partnership. A second shop was bought in Aldinga, and one at Willunga, and the four establishments returned a profit.
In 1878 the partners bought out Brown, Wood, & Scrutton, who ran a small store in Port Pirie, and improved the business year by year until it assumed large proportions. In 1896 they sold the southern businesses and in 1905 the replacement two storey store, one of the architectural features of Ellen Street, was completed. The premises occupied a frontage of nearly 80 ft. by a depth of 95 ft. In 1909 they sold the business to Mrs. Robert Knox and William Miller, of Wilcannia, but it carried on as "H. A. & W. Goode" (later "Goode Brothers"), and was one of the largest concerns outside Adelaide.
In 1914 a limited liability company was formed to run the business, with Knox and Lance Goode as directors and W. E. Wainwright as Chairman. In 1916 the business again changed hands, with J. B. Johnston, H. W. Goode, and Mrs. Frances Goode as the new proprietors. Mrs. Goode died in 1930, and in 1932 the business was purchased by the family of H. A. Goode, with Lance Goode as managing partner. Its trading name reverted to the original "H. A. & W. Goode".
In 1923 the store's magazine was forced open and some gelignite stolen. A subsequent attempt to blast open the strongroom failed, but the ensuing fire created a great deal of damage. No-one was ever charged with the offences.
Henry Abel Goode.
Henry Abel Goode (1838 – 12 February 1921) was born at Kyre Magna, Worcestershire, in 1838. He embarked for South Australia by the sailing vessel "Hope" in 1857, and reached Port Adelaide after a voyage lasting 152 days. Six years later, with his brother, William Goode, he founded the firm of H. A. & W. Goode, in which, subsequently, their brother Benjamin P. Goode, of Port Pirie, became a partner. The business, which was conducted at Aldinga and Port Pirie, grew to large dimensions. In 1909 Mr. Goode relinquished his connection with the firm, and lived in retirement. During his business life he did a considerable amount of stock valuing, and was recognised in commercial circles as an expert.
Family.
Henry Abel Goode married Emily Georgina Jones (October 1845 – 17 October 1932), a daughter of Edward Jones, of Finniss Point, on 19 August 1868. Their children included:
He died at his residence "Strathclyde" at 99 Mitchell Street, Hyde Park, South Australia after a long illness.
William Goode.
William Goode (c. 1840 – 28 January 1910) was a businessman in the early days of South Australia, with interests in Yankalilla, Aldinga, Willunga, but was most notable in connection with Port Pirie.
Character.
William Goode, in an obituary in the "Port Pirie Recorder" was described as the finest natural orator the editor had known, a man of great tenacity and steadfastness of purpose; not an analytical thinker but a fine organiser and generous friend, an imposing figure with "towering forehead, craggy brows, and deep-set, piercing grey eyes ... determined mouth and square jaw ... at social gatherings he always seemed to say the right thing and in the happiest words ... he had a fine sense of the fitness of things, and frequently saved an awkward situation ... Mr. Goode's hostility and implacability in the contentious field of politics was to some hard to reconcile with his nobility of character socially and privately. ... It will be years ere we shall look on his like again".
Family.
William Goode married Marion Jones (c. 1853–1929). Their children included:
B. P. Goode.
Benjamin Powell "Ben" Goode (3 July 1842 15 August 1914) was born at Pigeon House, Kyre Magna Worcestershire and with brothers Tom, H. A., Charles and William, emigrated to South Australia on the sailing ship "Hope", arriving in 1850 after a long and protracted voyage. He secured a position as assistant at a general store in Shea-Oak Log but after 18 months contracted typhoid fever and was obliged to return to Adelaide to recuperate. He next worked at Mount Barker then to Goolwa. In 1866 he was appointed to control his brothers' shop at Yankalilla, which had just been purchased from Messrs. Allen and Jones, of Aldinga. Three years later he was admitted as a member of the firm, but did not move to Port Pirie until 1880.
Unlike his brother William, he did not readily take to public utterances, though on occasion he proved himself a forceful and effective speaker. Like his brothers, he was a large man and had a powerful baritone voice, leading the Pirie Methodist Church choir for 14 years. He was several times elected as auditor for the Town Council, but otherwise had a low public profile. He was one of the founders of the Port Pirie Institute, and was made a life member. He made a study of homeopathy and was frequently called upon to assist in cases of infantile illnesses.
He suffered a debilitating stroke in 1909 and another in 1910 but he remained gravely ill for another four years.
Family.
He married Frances "Fanny" Jones (c. 1845 – 1 February 1930) in 1867. Among their children were:
Their home for many years was "Flinders House", Port Pirie.


The Outlet Company

The Outlet Company was a corporation based in Providence, Rhode Island, which owned holdings in both retail and broadcasting. The centerpieces of the group was its flagship Providence store ("The Outlet") and WJAR radio and television, also in Providence.
Retail.
The Outlet Company was formed in 1891 when brothers Joseph and Leon Samuels opened a department store at 176 Weybosset Street in downtown Providence. Known as "The Outlet", it quickly became a Providence landmark to the point of occupying an entire city block and attracting shoppers from all over southern New England. For decades, the store remained strong with its sole flagship location and dominated the field of retail in not only Providence, but Rhode Island as a whole.
With the changing field of retail in the mid-20th Century, the company diversified with opening suburban locations as well as buying some existing stores such as Philadelphia-based Phillipsborn and Bedya, the midwestern Hughes & Hatcher chain, and The Edw. Malley Co. department store chain in New Haven, Connecticut. However, the allure of building a broadcasting empire under the leadership of company president Bruce Sundlun led Outlet to leave the retail business in November 1980. In 1981, the Outlet Company sold the original downtown retail store (and other stores) to United Department Stores and the flagship "Outlet" location on Weybosset Street was shuttered in 1982. The building was destroyed by fire on October 16, 1986.
Broadcasting.
As with many northeastern department stores in the 1920s, Outlet entered radio as a means of promoting their products to a wide audience. In 1922, Outlet entered broadcasting with the sign on of WJAR, which in 1926 became the first "affiliated" station of the NBC Red Network. In 1949, Outlet entered television broadcasting with the launch of WJAR-TV on channel 11; the station moved to channel 10 in 1953.
Along with retail, Outlet saw a mass expansion into broadcasting in the 1960s and beyond. After the sale of the retail divisions, the company went into a failed merger attempt with Columbia Pictures before it was sold in 1984 to members of the Rockefeller family. Two years later, the company was sold again to a combination of Outlet executives and venture capitalists who renamed the company to Outlet Communications and began a complete withdrawal from radio followed by a slimming down the number of their TV stations to three. In early 1996, Outlet and its three stations (plus control of two others) were sold to NBC; the name lived on as a license name of their former stations for a while afterward.
After ten years, all three stations were put up for sale by NBC on January 9, 2006, with Media General buying the stations on April 6, 2006 (the sale was finalized on June 26, 2006). This virtually undid the NBC-Outlet merger of a decade earlier.
Former Outlet-owned stations.
Note: Two boldface asterisks appearing following a station's call letters (**) indicate a station that was built and signed-on by the Outlet Company.
Television stations.
In 1994, Outlet signed local marketing agreements with the startup company Fant Broadcasting, which owned stations in two Outlet markets. Both of these stations were WB affiliates under Outlet control.
Following its purchase of the remaining three Outlet stations, NBC kept involvement with the Fant stations until it orchestrated a three-way deal in which Fant sold the two stations to the original Viacom's Paramount Stations Group and, in return, NBC acquired Viacom/Paramount's WVIT in New Britain, Connecticut in 1997. Viacom/Paramount promptly added secondary affiliations with its UPN network; however, it was forced to run WLWC and WWHO as primary WB affiliates until 2000, when UPN became the primary affiliation, relegating WB to a secondary affiliation. The two stations were separated in March 2005 when Viacom sold WWHO to LIN TV. WLWC and WWHO both became affiliates of The CW, the result of a merger of UPN and WB, in the Fall of 2006. As of 2013, WWHO is operated by the Sinclair Broadcast Group (which now also owns WJAR) through a shared services agreement with its current owner Manhan Media while WLWC (which was owned outright by Sinclair for just over a year) is now owned by OTA Broadcasting (a subsidiary of Michael Dell's Dell Capital).


Stamp Duty Land Tax (Temporary Relief) Act 2020

The Stamp Duty Land Tax (Temporary Relief) Act 2020 (c. 15) an act of the Parliament of the United Kingdom that temporarily reduces stamp duty in response to the COVID-19 pandemic in England and Northern Ireland. Separate provisions have been made in Scotland by the Scottish Parliament, and in Wales by the Welsh Assembly.
The act temporarily modifies the Finance Act 2003 to reduce the rate of Stamp Duty Land Tax during the period 8 July 2020 to 31 March 2021.


2007 Tokelauan self-determination referendum

A referendum on self-determination was held in Tokelau on 20 October and on 22–24 October 2007, with the result being that self-governance was rejected. Had it been successful, the referendum would have changed Tokelau's status from an unincorporated New Zealand territory to a self-governing state in free association with New Zealand, akin to the Cook Islands and Niue. However, the referendum required a two-thirds positive vote to pass, and the "yes" side fell short of the required total by 16 votes.
The referendum was open to Tokelauans aged 18 or older, with 789 people eligible to vote. A majority of two-thirds of voters was necessary for the referendum to be accepted.
After the narrow failure of the first such referendum in 2006, it was decided that another referendum would be held late the following year. Tokelau's leaders believe that concerns among Tokelauan expatriates were a factor in the failure of the 2006 referendum, even though they were not eligible to vote, and assured them that they would not lose their rights to return to Tokelau if the 2007 referendum had passed. There were 23% more people eligible to vote in the 2007 referendum than in the previous year's.
The schedule was:
Had the proposal succeeded, a date would have been set, most likely in mid-2008, for the "day of self government". However, the proposal failed again by an even smaller margin – 16 more "yes" votes would have been needed to approve it. It is possible that the issue will be voted on again in the future; the leader of the largest group of overseas Tokelauans (the Tokelauan community in the Hutt Valley in New Zealand) Henry Joseph called for another vote within two years, with the required approval being changed to a simple majority.


Laneco

Laneco was a supermarket chain operating in eastern Pennsylvania and northern New Jersey. At one time it operated four types of stores. The older stores were called Food Lane, which were former Food Fair stores with the least square footage and only carried food products. There were also Laneco's and Laneco SuperCenters (The Clinton, NJ store was known as a "Laneco Dept Store") these stores were much larger than Food Lanes and offered general merchandise. Sam Walton actually worked with Raymond A. Bartolacci Sr. to develop the Wal-Mart Supercenter. Laneco also operated CR Pharmacies which were often located in Laneco Supercenters.
History.
Laneco was founded by Raymond A. Bartolacci Sr. in 1946. The first store opened as Paramount Foods in Easton, Pennsylvania, and completed its first day of business with a total of less than $20 in sales. The stores were acquired by Supervalu in October 1992, and were closed by them in 2001. The stores were scaled down for the last several years until they were closed. The stores operated with a union and several thousand employees were laid off at the closure of the stores. Laneco had around 16 stores at the time of closure. Many stores were purchased by and converted to Giant such as the Lehighton, PA location, while Redner's picked up a few locations, Country Junction has taken over the Windgap store, Ahearts has taken a few locations such as the Laneco’s in Allentown , Bethlehem, and the smaller location in Phillipsburg and a few still remain vacant today. The Clinton and the Whitehouse (now closed) SuperCenters in New Jersey are now Wal-Mart stores and the Laneco in Phillipsburg was demolished, with a Wal-Mart, a White Castle, a Wawa, and a Quaker Steak & Lube now occupying the redeveloped site. The Hometown, PA Laneco would become a TJ Bart's location before eventually closing and the lot being used to build a Wal-Mart. Giant refused to hire any of the ex-Laneco workers because they were members of a union.
Products.
Laneco carried a store brand of many grocery products called Why Pay More?. The logo for Why Pay More? items was a smiling woman holding a receipt in her left hand and cash in her right, the latter presumably having been spared by the former.
References.
Laneco Food Lane Supermarkets at web.archive.org


Manhattan Investment Fund

Manhattan Investment Fund was a hedge fund managed by Michael Berger, who pursued an investment strategy of betting against US stocks that appeared to be overvalued. During the stock market bubble of the late 1990s, this strategy led to about $400 million in losses on IT related products. Berger hid the losses from the investors in the fund for more than three years. This resulted in criminal charges against Berger for securities fraud.
The Manhattan Investment Fund fraud resembled the Madoff fraud in certain respects. In both cases regulators failed to catch the fraud. The broker-dealer, a heavily regulated firm, enabled Berger to mislead his clients and the fund's administrator and auditor.
After Bear Stearns, the fund's prime broker, complained to the Securities and Exchange Commission, the fund was shot down and a court-appointed trustee, Helen Gredd, was given control of the remaining assets. The lawsuits from the fraud lasted many years, including a case by the trustee against Bear Stearns.
Berger was charged with fraud, but he jumped bail and did not show up at the New York court where he was to be sentenced. After five years as a fugitive, he was arrested in Austria. As an Austrian citizen he was not extradited to the US, where he would have faced a -year term for the fraud and another five years for jumping bail. He was in prison for almost two years in Austria.


Bayside Expo Center

Bayside Expo Center (also known as the Bayside Expo and Conference Center) was a convention center located in Dorchester, Massachusetts. Originally opened as a shopping mall called Bayside Mall in the 1960s, the mall later failed and the convention center opened in its place. In 2010, it was purchased by the University of Massachusetts Boston after the building went into foreclosure.
History.
Bayside Mall was built in 1967 by Family City Development in 1967. Originally featuring Zayre, Almy's, Woolworth, and Stop & Shop as its major tenants. The center suffered greatly from high crime and poor sales among its stores, causing Almy's and many of the other stores to close in 1972, and the rest to close in 1973. A $15 million development plan launched in 1982 began converting the property to Bayside Expo Center. Bayside Expo Center officially opened for business in January 1983.
UMass Boston's eventual plan was to demolish the center, and redevelop it into space for the campus. It had been proposed as the site for the Olympic Village as part of the Boston bid for the 2024 Summer Olympics. The property is located near the JFK/UMass station on the MBTA Red Line, which would have been renovated under the Olympics plan. On 4 March 2015, part of the roof of the building collapsed under the weight of snow during Boston's record-setting winter of 2015.
In April 2016, demolition of the building began in order to expand the parking area, to build new pedestrian walkways connecting Mount Vernon Street with the Dorchester Shores Reservation and the Boston Harborwalk, and to improve the lighting, landscaping, bike racks, and security. UMass officials and the Kraft Group had discussed constructing a stadium for the New England Revolution at the Bayside site, which was ultimately cancelled. In January 2018, the UMass System put the property up for sale, with initial estimates indicating that the university could receive $200 million or more from such a sale.
In May 2018, the U.S. Treasury Department approved a request submitted by Massachusetts Governor Charlie Baker that the Columbia Point census tract, which includes the Bayside Expo Center, be designated as an opportunity zone under the Tax Cuts and Jobs Act of 2017. In February 2019, the UMass Board of Trustees unanimously approved a 99-year final lease agreement for the Bayside Expo Center with Accordia Partners for $235 million.


Liz Ross

Liz Ross is a long-term socialist activist and author based in Melbourne, Australia. She has campaigned for Women's Rights and Gay Liberation since 1972 and was a union delegate in the Department of Social Security for ten years during the Hawke era. Notably, she has contributed detailed accounts of industrial struggle in Australia, with militant workers in the both defunct Builders Labourers Federation and the Royal Australian Nurses' Federation. She is also a member of the Trotskyist organisation Socialist Alternative, as well as its electoral alliance party Victorian Socialists and a founding and life member of the Australian Lesbian and Gay Archives.
Writing.
In 2013, Ross wrote "Revolution is for us: The Left and Gay Liberation in Australia", published by Interventions, which refutes claims that Marxism has no tradition of dealing with sexual oppression. Victorian Equal Love Convenor and fellow member of Socialist Alternative, Ali Hogg said of the book: "Ross's provocative book challenges conventional views about the origins of modern Lesbian and Gay movements. Her insights are sure to spark debate among fighters for equal rights and liberation."
In 2004, Ross wrote "Dare to struggle, dare to win! Builders Labourers fight deregistration, 1981-94", published by Vulgar Press, which outlined the history of the militant Builders Labourers Federation. David Renton of "Labour History" called the book "a wonderfully partisan account that takes seriously the challenge of understanding the past through the eyes of the people who realised that strong trade unions of unskilled workers are a rare and precious thing, the men and (very often) women who fought against the bosses and the courts."


Delchamps

Delchamps was a chain of supermarkets along the central Gulf Coast of the United States, headquartered in Mobile, Alabama. At the time of its acquisition in 1997, the company had 118 supermarkets in Alabama, Louisiana, Mississippi, and Florida and its stock was public traded on NASDAQ under DLCH.
History.
The chain was founded by Alfred Frederick Delchamps in November 1921 at the corner of Lawrence and Canal streets in Mobile, which he operated along with his brother, Oliver.
In 1927, Delchamps opened its first warehouse at the intersection of Commerce and St. Anthony Streets in order for the company to carry higher quality merchandise and a larger variety of foods. The warehouse was moved to a larger facility at the foot of Dauphin Street four years later, and a larger, more modern warehouse was built at the intersection of Water and Adams Streets. Additional warehouse space was utilized in the Happy Hills community north of Downtown Mobile and at the Alabama State Docks.
Delchamps opened its first supermarket at the intersection of St. Louis Street and Washington Avenue in 1928. This was the largest grocery store in Mobile and, moreover, the largest food store in Alabama. Three years later, in 1931, Delchamps opened its first out of state location in Pensacola, Florida. A rival grocery chain, the Coleman Grocery Company, was acquired in 1937, making Delchamps the largest grocery chain in the city, with ten stores. In 1941, Delchamps opened its first store in Montgomery. In order to make future expansions possible, Delchamps incorporated in 1946. This incorporation allowed employees to own stock in the company as well.
In 1985, Delchamps unveiled its Super Store supermarket concept. This format featured a bakery, delicatessen and salad bar in addition to conventional grocery store amenities. The Delchamps Super Stores operated on a 24-hour basis. The first Delchamps Super Store opened at the North Gate Shopping Center, now known as Dauphin Square, on Dauphin Street in west Mobile. Over the next decade, Delchamps Super Store supermarkets were constructed, replacing outmoded Delchamps grocery stores in markets along the Gulf Coast.
In 1997, the chain was purchased by Jackson, Mississippi-based Jitney Jungle, itself a well-known brand name in its home state and neighboring Louisiana, for $213.6 million in cash. At the time of the acquisition, Delchamps had 118 supermarkets and 10 liquor stores in Louisiana, Mississippi, Alabama and Florida. A total of 114 Delchamps stores were purchased, with a handful being closed and another small group being re-branded as Jitney Jungle. However, the purchase and Jitney's takeover by an investment firm proved to be ill-advised, and by 1999 the combined chains went into bankruptcy. The next year some stores were sold off to competitor Winn-Dixie; most of those locations have since closed in the wake of that chain's own troubles and retrenchment toward its northern Florida base. Nineteen other locations were sold to Bruno's Supermarkets and converted to their brands. At least one location in Hoover, Alabama reopened as a Publix Super Markets. This was after the location sat vacant for several years.


Oak Hollow Mall

Oak Hollow Mall was a regional shopping mall which had over 80 working stores. At the time of its closing in 2017, occupancy was down to 11 stores. Most of the former mall building is owned by High Point University. Oak Hollow Mall was located in High Point, North Carolina, United States at the intersection of Eastchester Drive and East Hartley Drive.
History.
Oak Hollow Mall opened on August 9, 1995. At nearly , Oak Hollow was the second-largest mall in Guilford County and the third-largest mall in the Piedmont Triad after Winston-Salem's Hanes Mall. When Oak Hollow Mall opened, it effectively led to the demise of Westchester Mall, which had opened in 1970 on High Point's west side off Westchester Drive just south of Phillips Avenue. After its closure, Westchester Mall was converted into Providence Place which includes First Wesleyan Church and several businesses.
Oak Hollow Mall saw a decline in the 2000s as many of its interior stores began shuttering, as did its anchors. The mall lost much of its traffic to retail centers in Greensboro and Winston-Salem in addition to facing challenges from the economic downturn. The Dillard's anchor closed one of its two levels and turned the remaining open area into an outlet for the chain. Another anchor, JCPenney, closed on June 1, 2011, as it was unable to meet the company's new profitability threshold. Steve & Barry's, which was originally Goody's Family Clothing, went out of business and was replaced by a Sears call center.
On February 24, 2011, CBL & Associates announced the sale of Oak Hollow Mall to High Point University for $9 million, although CBL continued to manage the mall. The university stated that the mall was to remain open as a retail complex for the time being.
On December 27, 2011, Sears Holdings Corporation announced that Sears in Oak Hollow Mall would close sometime in 2012. Liquidation sales began in February 2012, with the final closure occurring in the last weekend of April.
Belk left Oak Hollow in 2014 for a newer store at the Palladium shopping complex, located away.
In January 2017, High Point University stated that it would be shutting down the mall, which at the time had 11 remaining stores, on March 10, 2017. 1924 Holdings, the limited liability company that operated the mall for the university, issued a statement that the closure of the Sears call center scheduled for the end of February rendered continued operation of the mall "unsustainable". After the closing, a community center would continue to operate in the former JCPenney space, as would the Dillard's Clearance Center, since the last remaining anchor still owned its space outright. The outer parcels, such as Target and Barnes & Noble, would also continue operation.
Major stores.
Outparcels


Highland Superstores

Highland Superstores was an American consumer electronics and home appliance chain. It was founded in 1933 as Highland Appliance by Harry Mondry in Highland Park, Michigan. By the end of the 1970s, the chain had 18 stores throughout the midwest with headquarters in Plymouth, Michigan.
The chain went public in 1985, at which point it was the second-largest American electronics retailer behind Circuit City. Despite its number of locations, the chain began to experience financial troubles in the late 1980s and early 1990s. In 1990, Highland hired an investment firm to decide the chain's future. At this point, it had also expanded into New York and Texas. Upon fierce competition in Texas, they left the area in 1991 and announced they would concentrate on keeping their remaining 50 stores in the Midwest.
Highland filed for Chapter 11 bankruptcy in August 1992, and liquidated its last 30 stores in 1993.


Anatolian Tigers

Anatolian Tigers () is a term internationally used in the context of the Turkish economy to refer to and to explain the phenomenon of a number of cities in Turkey which have displayed impressive growth records since the 1980s, as well as to a defined new breed of entrepreneurs rising in prominence and who can often be traced back to the cities in question and who generally rose from the status of Small and medium enterprises.
Where particular cities are concerned, the term is most often used for the capitals or depending centers of Denizli, Gaziantep, Kayseri, Bursa, Konya, Kocaeli, Kahramanmaraş. Within Turkey, the accent is laid on cities that have received little state investment or subsidies over the years. Ordu, Çorum, Denizli, Gaziantep and Kahramanmaraş, in particular, are cited among the cities who "made it themselves". In time order, while Denizli in Turkey's Aegean Region was the early hour precursor for rapid growth in an Anatolian Tiger pattern, Gaziantep, Malatya, Konya and Kayseri are the most recently cited prominent Tigers on the basis of the number of companies they have among Turkey's 500 biggest. These largest are the forerunners of further large companies and a multitude of smaller ones.
Aside from their production units, the definition generally excludes companies who have their headquarters in the largest cities of Turkey; namely İstanbul, Ankara, İzmir, Bursa and Adana, as well as companies constituted with public capital. The term is also echoed, in the form "Anatolian Lions" (Turkish: "Anadolu Aslanları"), by the name of the private sector association Askon that brings together businessmen from a number of other cities who have found common grounds between each other. This association has branches in Ankara, Burdur, Bursa, Gebze, İzmit, Konya, Malatya and Trabzon. These lions are less often cited among the tigers for several reasons. Other variations of the term, such "Turkey's Tigers" or "Turkish Tigers", as used by the PBS without excluding the most commonly used form of "Anatolian Tigers" have also been pronounced.
Beyond their shared characteristics in an economical perspective, references have also been made, especially in international media, to different political connotations within the term, including by associating this capital with Islamic values or extending its whole under such definitions as "Islamic capital" or "green capital". The political choices and the voting trends of the cities and of particulars in question may differ widely between each other. A 2005 study by the European Stability Initiative that was focused on Kayseri uses the term "Islamic Calvinists" to define the entrepreneurs and their values.
Several business awards or conferences in Turkey draw reference from the term "Anatolian Tigers" or its variants. The term was copied after the "Asian Tigers".
Geographical distribution.
According to the 2005 Istanbul Chamber of Industry's annual ranking of Turkey's top 1000 industrial enterprises, the adjacent table contains cities which best fit the definition of Anatolian Tigers. Among these cities Trabzon has one company in top 25.


D H Evans

D H Evans was a department store located in Oxford Street, London, which later became part of House of Fraser. The store was rebranded as House of Fraser in 2001.
History.
D H Evans was opened in 1879 by Dan Harries Evans at 320 Oxford Street. Evans was a Welshman who had trained as draper and had moved to London in 1878. This store quickly grew and by 1885 he had taken on three of the adjoining stores.
In 1893, the store moved into further new premises at 290-294 Oxford Street and became a limited liability company. The new company was listed as having capital of £202,000. The store was grown again with the purchase of 296-306 Oxford Street in 1895 and 308 in 1898. In 1897, Dan Evans resigned as Managing Director but stayed on the board, and was replaced by Harrods manager Ernest Webb on the advice of Harrods and D H Evans director Richard Burbridge.
The business continued to expand by purchasing the business of neighbors James Goodman and Arthur Saunders, and in 1906, announced the rebuilding of the collection of buildings on the west side of Old Cavendish Street. In 1915, Dan Evans retired from the board and was replaced by Ernest Webb's son William Wallace Webb.
By 1928, however, DH Evans realized they could not expand without further investment, and due to the relationship with Harrods agreed a merger with Harrods being the senior partner, with William Burbridge becoming the chairman. Burbridge realized that the business could not continue to operate from two buildings, and so, in 1935, land bounded by Oxford Street, Old Cavendish Street, Henrietta Street and Chapel Place was acquired and demolished for a new store. The architect chosen was Louis Blanc and the new store fully opened in 1937 after being built in two phases. The former East block of the store was sold to John Spedan Lewis, of the John Lewis Partnership for £848,500.
After the war, D H Evans purchased the Devon business of J F Rockhey, and D H Evans was run as a wholly owned subsidiary of Harrods. In 1954, Harrods was purchased by House of Fraser, and D H Evans become a trading arm within the Harrods group. A second D H Evans store was added in Wood Green, London in 1980, and the Oxford Street store was refurbished twice between 1982 and 1985.
In 2001, the store was rebranded under the House of Fraser name.


Quality Markets

Quality Markets was an American supermarket chain, with stores in Western New York and northwestern Pennsylvania. It was a subsidiary of Penn Traffic, but is now a division of Tops Markets LLC.
History.
The first Quality Markets store opened in Jamestown, New York in 1913, and spread into Pennsylvania by the 1930s. They became a subsidiary of Penn Traffic in 1979. They opened their first stores in Buffalo, New York in 1993.
According to their website, they were the first chain store in Western New York to use barcode scanners at the checkout.
After the parent company's third bankruptcy and sale to Tops Markets LLC, Quality stores were converted to Tops by the end of August 2010, along with sister stores P&C and BiLo/Riverside.
Litigation.
For much of the mid-to-late 1990s, Quality Markets was embroiled in antitrust litigation with its eventual successor, Tops Markets. The lawsuit against Quality was based on allegations that they conspired with a local developer to prevent Tops from entering the local Jamestown market.


2006 Chicago Big Box Ordinance

On July 26, 2006 the Chicago City Council voted to approve an ordinance which for 7 weeks made Chicago the largest United States city that required big-box retailers to pay what the ordinance's sponsors characterized as a "living wage." Formally entitled "AMENDMENT OF TITLE 4 OF MUNICIPAL CODE OF CHICAGO BY CREATION OF NEW CHAPTER 404 ENTITLED "LARGE RETAILERS"", the ordinance was popularly known as the "Living Wage Ordinance" or "Big Box Ordinance." The ordinance defined "Large Retailers" as those with annual gross revenues of $1 billion or more or with stores of 90,000 square feet or more. "Large retailers" were required to pay $9.25 per hour in wages and $1.50 per hour in benefits, with a schedule of cost of living increases. (At the time, the minimum wage was $6.50 per hour state and $5.15 federal).
The ordinance was sponsored by Aldermen Moore, Flores, Tillman, Preckwinkle, Hairston, Lyle, Beavers, Stroger, Beale, Pope, Balcer, Cardenas, Olivo, Theodore Thomas, Coleman, Latasha Thomas, Murphy, Troutman, Munoz, Chandler, Ocasio, Ed Smith, Reboyras, Matlak, Austin, Colon, Allen, Laurino, Levar, Shiller, Schulter, Maryanne Smith and Stone.
This legislation was widely reported in the national press. More than two dozen publications, including the "Fort Worth Star-Telegram", "Houston Chronicle", "The Kansas City Star", "Rocky Mountain News", "The Seattle Times", and "Philadelphia Daily News", carried the story.
Mayor Richard M. Daley vetoed the ordinance on September 11, 2006, and two days later the City Council sustained the veto.


Saipan Katori Shrine

The is a Shintō shrine in Sugar King Park, Garapan, Saipan. The main festival of the shrine is held annually in October. Ceremonies are conducted by the Japanese Society of Northern Marianas and presided over by priests of the Katori Shrine in Chiba Prefecture, Japan. The shrine is a place of prayer for peace and prosperity.
It is listed on the Garapan Heritage Trail, a project of the Northern Marianas Humanities Council with financial support by the National Endowment for the Humanities and the Office of Insular Affairs, United States Department of the Interior.
History.
The shrine was built by the Imperial Japanese Navy in 1914 after it bloodlessly captured the island in the Asian and Pacific theatre of World War I. It was named after the battleship "Katori", which was used to capture Saipan and named in honor of the Katori Shrine in Chiba Prefecture, Japan. The portable shrine aboard the"Katori" housed a sacred repository object (goshintai) where the spirit of Futsunushi resided. A piece of the goshintai was taken from the battleship after a "dividing of spirit" rite and was enshrined on the island. It burned down during the Battle of Saipan in 1944.
The Katori Shrine Association of Japan, with the support of the CNMI government, rebuilt the shrine in 1985. The shrine was damaged by typhoons in the past. In October 2016, it was vandalized. The CNMI government and non-profit organizations have funded the restoration the shrine over the decades.
Structures.
The shrine has torii, komainu, tōrō, a chōzuya, and a honden.


Warehousing Act

The Warehousing Act of 1846 was a commercial law that allowed merchants to warehouse their imports into the United States and thus delay tariff payments on those goods until a buyer was found. It established the bonded warehousing system at American ports and spurred the influx of commerce, particularly in New York City.
The bonded warehousing system was advocated by Adam Smith and permits merchants to increase their shipping capabilities as they no longer had to carry large sums of cash on hand to make the revenue payments. Prior to the system, merchants often had to sell their cargo on short notice and at reduced prices to obtain the necessary funds for assessed duties.
The American Warehousing Act had as a direct model a similar system proposed in England by Sir Robert Walpole a century earlier and implemented in both London and Havana with much success in the early 19th century. Walpole's recommendation was rejected at the time but adopted into British law in 1803.
Adoption and implementation in the United States.
United States Treasury Secretary Robert Walker proposed the establishment of a bonded warehousing system based on the one employed by Britain in his 1846 report to Congress. The bill was adopted following the Walker Tariff of 1846 and implemented in 1847. During the Zachary Taylor administration members of the Whig party predicted the system would amount to failure and urged its repeal. The system quickly flourished however and produced a rapid increase in reexportation commerce through American ports. The impact was particularly strong in New York City where an established warehousing industry facilitated its rapid implementation.
Repeal and restoration.
The American Warehousing Act remained in place until 1861 when the original version of the Morrill Tariff attempted to repeal it. An amendment to the Morrill Tariff in the Senate, adopted shortly before it passed, briefly preserved the Warehousing Act. The system was repealed when Congress returned only a few months later. A modernized version of the bonded warehousing system using the same principles was later restored by Congress at a later date. The current version, which operates on the same principles, was adopted in the Smoot Hawley Tariff of 1930 and remains in effect today.


Marketside

Marketside was a chain of grocery stores owned by Walmart in the metro Phoenix area. The stores were opened in October 2008 and closed in October 2011. Only four locations operated, in Chandler; Gilbert; Mesa; and Tempe. Each store was about 16,000 square feet in size. The brand was created in response to Tesco's Fresh & Easy stores, which were in a similar format.


Dominion (supermarket)

Dominion was a national chain of supermarkets in Canada, which was known as the Dominion of Canada when the chain was founded. The chain was founded in 1919 in Ontario and was later acquired by the Argus Corporation. It was later sold to The Great Atlantic & Pacific Tea Company (A&P), which restricted the chain to the Greater Toronto Area. Stores outside Ontario were converted to the A&P banner or sold to third parties. A&P's Canadian division was later acquired by Metro Inc., which rebranded the remaining Dominion stores to its namesake banner in 2008.
History.
Dominion started from one Toronto store on May 23, 1919. The store was founded by American businessmen Robert Jackson of New Hampshire and William J. Pentland of Connecticut. Pentland was manager of A&P stores in Connecticut and was hired by Jackson. By the end of 1919, they had a 20-store chain of which 18 were acquired from rival Loblaws. A year later, they had 61 stores. In 1929, Dominion tried to acquire a stake in Loblaws, but the stock market crash ended the growth. During the Depression, Dominion lost both founders: Jackson went bankrupt and Pentland was killed in an auto accident in 1933.
Dominion's leadership was not resolved until 1939, when J. William Horsey became president. He in turn sold Dominion Stores to Argus Corporation. Smaller stores were consolidated from 574 to 195 by 1954. In the 1950s, Dominion began to build large stores with airy ceilings and large glass fronts. The chain also expanded beyond Toronto to other parts of Ontario, Quebec, Alberta, Manitoba, Saskatchewan and Atlantic Canada.
In 1978, Conrad Black took control of the Argus Corporation. Moving the Dominion holdings into the Hollinger Inc. portion of Argus, Dominion was stripped of cash from the daily flow. Dominion Stores were acquired by A&P's Canadian division, A&P Canada, from Hollinger in 1985, the final year of Black's sell off of virtually all previous holdings of Argus Corporation. Some Dominion locations, rebranded "Mr. Grocer" in an attempt to break union contracts and convert company-owned stores to franchise locations, were not part of the A&P transaction. These were sold to National Grocers, which phased out the "Mr. Grocer" brand and signage.
In the 1990s, A&P rebranded all of its stores in the Greater Toronto Area as Dominion stores, absorbing Miracle Food Mart, while Dominion locations elsewhere in Ontario took the A&P or Food Basics name.
The territory of Dominion stores was approximately the following: Toronto; York Region, excluding Stouffville; Mississauga and Oakville; and Pickering and Ajax.
In northwestern Ontario, Safeway acquired at least two stores in Thunder Bay. (Safeway's presence in Thunder Bay prevents Metro from offering Air Miles at its Thunder Bay locations.)
In Western Canada, Dominion stores were closed, leaving many suburban shopping malls scrambling to fill large, now-vacant sections. This event, coupled with the subsequent collapse of several department store chains, sparked a wave of mall renovations in many parts of the country. Alberta stores were acquired by Safeway in the late 1960s.
The remainder of the chain in eastern Canada was acquired by Loblaw Companies, through several unrelated transactions:
Demise.
 Metro, which had operated solely in Quebec and the Ottawa area, acquired A&P Canada from the U.S.-based parent company effective August 15, 2005. A&P retained a minority ownership share of the combined company for a time.
On August 7, 2008, Metro announced it would invest $200 million consolidating the company's conventional food stores under the Metro banner. Over a period of 15 months, all stores were converted to the Metro name, beginning with the Dominion stores in the Toronto area.
Dominion's distribution centres in Toronto and Mississauga retained the old Dominion banner until 2009.


Small Firms Loan Guarantee

The Small Firms Loan Guarantee (SFLG) was a UK government loan support scheme for small businesses that ran from 1981 to January 2009.
Under the scheme, participating banks could lend up to a maximum of £250,000 to eligible UK companies trading less than five years with a turnover of less than £5.6 million, and have 75% of the loss at default met by the government.
The SFLG was replaced by the Enterprise Finance Guarantee (EFG) on 14 January 2009.


Food City (Canada)

Food City or Food Town were Canadian supermarkets operated by the Toronto-based Oshawa Group. The stores were often paired with department store chain Towers.
A typical Food City store had:
The stores employed a plastic numbered basket system at the checkout that would be placed onto rollers and/or a conveyor and then is loaded by staff at a drive-through. This system, which is becoming increasingly rare, is commonly referred to as parcel pickup or car order.
Smaller stores were re-branded as Food Town; the Food City name disappeared after the sale of the parent company to Sobeys in 1998. Many of the locations became Price Chopper stores, currently known as FreshCo.


Mohave Trail

The Mohave Trail was a Native American trade route between Mohave Indian villages on the Colorado River and settlements in coastal Southern California.
History.
Starting from Mohave villages along the Colorado River in the upper Mohave Valley, the Mohave Trail ran westward between springs across the Mojave Desert, from Piute Spring to Indian Well, to Rock Springs, then to Marl Spring and Soda Spring on the west side of Soda Lake. From there the trail led to the mouth of the Mojave River southwest of Soda Lake. It then followed the river up stream, finding oases of water and vegetation where the river came to the surface at various places along its course.
At what is now Summit Valley, the trail turned upward into and over the San Bernardino Mountains at Monument Peak, then descended into the San Bernardino Valley at the mouth of Cajon Canyon.
Spanish and American era.
The Franciscan missionary Francisco Garcés was the first European to travel and report on the route in 1776. The Mohave Trail later became the route of raiders, preying on the herds of the California missions and ranchos. Spanish (and later, Mexican) soldiers pursued the raiders along the route.
The Mohave Trail was later used by the first Americans to reach Alta California by land, the expedition of fur trappers led by Jedediah Smith in November, 1826. Subsequently, from 1829 to 1848, New Mexican and American merchants used much of the length of the trail westward from Piute Spring as part of the main route of the Old Spanish Trail trade routes.
In 1847 - 1848, Mormons from Salt Lake City and from Los Angeles opened up a wagon road route between the Mormon settlements near Salt Lake City, Utah and Los Angeles in Southern California, This route intercepted and then followed the Old Spanish Trail from Utah. It met the old Mojave Trail where the Mormon Road joined it at "Fork of the Road" on the Mojave River and followed the trail along the river upstream until its Last Crossing before leaving the old trail and crossing 17 miles of desert to Cajon Pass. From 1849, the Mormon Road became heavily traveled winter road to California by Forty-niners seeking to avoid the fate of the Donner Party, and subsequent travelers, post riders and commercial wagon freighters.
In 1857, the route of the old trail was part of the route that linked Beale's Wagon Road route, across the Mojave Desert from Fort Tejon, to where they met at Beale's Crossing on the Colorado River. This ran from the Colorado crossing to where it left the Mojave River, west of the vicinity of modern Barstow. In 1858, during the Mohave War the old native footpath and pack trail between Fork of the Road and the Colorado River was converted into the Mojave Road, a wagon road to supply the newly established Fort Mohave from Los Angeles. During the Colorado River Gold Rush from 1862 it became one of the major roads to the gold and silver mining regions on the upper river and linked by the Hardyville - Prescott Road in 1864 to the mining regions in northern and central Arizona.
In the 21st century.
The eastern Mojave Desert route of the Mohave Trail, from Manix Wash east to the Colorado River is now closely followed by a jeep trail called the Mojave Road.