Broadway Plaza (Denver)

Broadway Plaza, also known as Broadway InterPlaza, located near Broadway and Alameda in Denver, Colorado, was a retail complex most notable as the only North American location of the French department store Printemps. The store was open for approximately 16 months before failing, and the building is now the Denver laboratory for the medical testing company Quest Diagnostics. The multi-use complex of buildings is now re-purposed under various ownership entities.
Early days.
In its earlier days, the land on which the shopping center was built had two incarnations: Beginning in 1922, Merchants Park sports arena, home of the Denver Bears baseball team; and then later Merchants Park Shopping Center, which opened in 1951, with an appearance by Hopalong Cassidy The shopping center had a Walgreen Drugs, Miller's Supermarket, and a Joslin's Department Store, which opened on March 21, 1952. North of Merchants Park was a huge warehouse and retailing operation of Montgomery Ward. The Denver Tramway Company's South Division Car Barn was located at Broadway and Alaska Pl. near the Montgomery Ward's site, and was the scene of some of the violent events of the Denver streetcar strike of 1920.
Development.
Broadway Plaza Shopping Center was the idea of Allan S. Reiver, a Denver real estate developer, who had redeveloped a number of historic buildings in downtown Denver. Influenced by the high-flying 1980s, he envisioned Broadway Plaza as a high-end shopping destination, despite it being built in a working class and industrial neighborhood. Reiver's company Realities, Inc. signed a contract to develop Printemps locations around the United States, the first being at Broadway Plaza. Reiver's partner at Broadway Plaza, former Atlantic Richfield Co CEO Robert O. Anderson, played a major part in convincing Printemps to locate in Denver. Land for the giant project was purchased in 1984 with financing from Red Hill Savings, a division of Hill Financial of Red Hill, Pa.
The shopping center was to have three components: Printemps and the International Collection of boutique stores; the Denver Design Center, and an office building renovated from the Montgomery Ward complex. The shopping center opened in late 1986, and by late 1987, numerous smaller stores were closing in the International Collection, despite being offered free rent before the opening of Printemps.
Printemps.
Printemps opened November 6, 1987, and saw much traffic for its beginning months. As business slowed, a double-decker bus was put into operation to shuttle shoppers from downtown. The department store closed in April 1989. Before closing, the owners attempted to sell the Denver franchise itself as well as rights for future stores in the United States. Retailing experts saw the failure of the store as being due to the price point of the merchandise and its location; Cherry Creek Shopping Center, which was being rebuilt at that time, might have been a better location for Printemps; this was a common opinion even before Broadway Plaza was built.
Restructuring.
In mid-1988, during the decline of Printemps and high vacancies in the project, Reiver lost control of Broadway Plaza and the Printemps store. Hill Financial forced Reiver to sell his interest in the project to a new partnership, Western Equities, which renamed the project Broadway InterPlaza. The investment at Broadway Plaza was one investment that led to the 1980s S&L failure of Hill Financial.
Today.
After the department store closed, the space was used for a short period as an event center, before being occupied by Quest Diagnostics. Part of the International Collection is now used by the culinary arts program of the Art Institute of Colorado. The Montgomery Ward building was torn down on February 14, 1993, and replaced by a development called Broadway Marketplace, a collection of big-box retailers, such as Kmart, Office Max, Sam's Club, and an Albertson's (now Safeway) grocery store. Broadway Marketplace was initially developed by Homart (the real estate development arm of Sears), along with the Denver Urban Renewal Authority (DURA). Kmart closed in March 2017.
Future.
In 2009 the Denver City Council approved a General Development Plan for the Denver Design District, by which D4 Urban LLC will create a large transit-oriented development in the original Broadway Plaza area and adjacent properties southwest of Broadway and Alameda Ave. The name "Denver Design District" is already in use for the Denver Design Center portion.
Sculpture.
A signature sculpture named Articulated Wall by artist Herbert Bayer is located at the complex, bordering highway I-25. The work was dedicated in July 1995, and belongs to the Denver Art Museum.
External links.
Picture of Merchants Park with Montgomery Wards building beyond it.


List of defunct retailers of the United States

Across the United States, a large number of local stores and store chains that started between the 1920s and 1950s have become defunct since the late 1960s, when many chains were either consolidated or liquidated. Some may have been lost due to mergers, while others were affected by a phenomenon of large store closings in the 2010s known as the retail apocalypse.
Below is a list of defunct retailers of the United States.


Acacia Life Insurance Company

The Acacia Life Insurance Company was established in 1867 as a mutual insurance company, owned by its policyowners. Its headquarters were in Washington, D.C., United States . In 1997, it formed a mutual insurance holding company, Acacia Mutual Holding Company of Washington, D.C. In that process, Acacia Life became a stock life insurance company wholly owned by its parent holding company. Organizationally, Ameritas Acacia Mutual Holding Company became the parent company with ownership of Ameritas Holding Company. The latter company, in turn, became the owner of 100% of the stock of both Ameritas Life Insurance Corporation and Acacia Life Insurance Company, which became stock life insurance companies.
History.
Ameritas Life Insurance Corp. merged with Acacia Mutual Holding Company in 1999.
On January 1, 2006, Ameritas Acacia Mutual Holding Company merged with the Union Central Mutual Holding Company of Cincinnati, Ohio and became UNIFI Mutual Holding Company. Union Central Life was originally established as a mutual life insurance company in 1867 and had formed its own mutual insurance holding company in 2005. In 2006, The Ameritas Acacia Cos. merged with Union Central Life Insurance of Lincoln. In 2014, Union Central, still part of Ameritas, was being sued for allegedly overlooking an agent's ponzi scheme.
Ameritas rebranded in 2012 and in 2013, it changed its name back from Summit Investment Advisors to Ameritas.<ref name="www.journalstar.com/name"></ref> Also in 2013, Ameritas Life Insurance Corp. sold Acacia Federal Saving Bank to Stifel Bank & Trust.<ref name="www.journalstar.com/acacia"></ref>
Acacia Life merged into Ameritas Life in 2013.<ref name="www.journalstar/affiliated"></ref>


Max Warburg

Max Moritz Warburg (5 June 1867 – 26 December 1946) was a German-Jewish banker and scion of the wealthy Warburg family based in Hamburg, Germany.
Early life.
Max Warburg was one of seven children born to Moritz Warburg, the director of the family's Hamburg bank, and his wife Charlotte Oppenheim of the Oppenheim family, another prominent German-Jewish banking family.
His siblings were art historian and cultural theorist Abraham Warburg; chief architect of the Federal Reserve Board of the United States Paul Warburg; Felix, son-in-law to Jacob Schiff and partner at Kuhn, Loeb & Co.; Fritz; Olga; and Louisa.
Career.
He apprenticed in Frankfurt, Amsterdam, Paris, and London. From 1910 until 1938, he was director of M. M. Warburg & Co. in Hamburg, Germany. As head of that firm, he advised Kaiser Wilhelm II prior to World War I.
In the 1930s, despite the rise of the Nazi Party, Warburg felt there was hope for the future in Germany and tried to wait out the Nazi crisis. From 1933, he served on the board of the German Reichsbank under governor Hjalmar Schacht. He sold the bank because the 1935 Nuremberg laws set the framework and campaign of Aryanization. He then emigrated to the United States in 1938.
Personal life.
Max Warburg married Alice Magnus in 1899, and together they had four daughters (including Lola Helene Nina Hahn-Warburg, who instigated the "Kindertransport" initiative to the United Kingdom) and a son, Eric Warburg (1900–1990), who served during WW2 and was later involved with the OSS, along with founding E.M. Warburg & Co, later known as Warburg Pincus. His company did deals on Wall Street with help of people like Alan Dulles, and he maintained a close relationship with John J. McCloy over the years.<ref>


Gould Amendment

The Gould Amendment sponsored by Rep. Samuel W. Gould (D) of Maine, amended the Pure Food and Drug Act of 1906 by requiring that the contents of any food package had to be “"plainly and conspicuously marked on the outside of the package in terms of weight, measure, or numerical count and ingredients"”


List of NewsGuild-CWA Locals

The NewsGuild-CWA is composed of 46 U.S. locals and 17 Canadian locals, based largely on geography. Some locals represent the staff of a single publication, organization or company, while others represent the employees of multiple workplaces, with each considered a “unit” within the local.
United States locals.
Albany Newspaper Guild – 31034
Founded in 1936 as the Newspaper Guild of Albany, NY, with its first bargaining agreement with Albany Times Union newspaper.
Bakersfield – 39202
Boston – 31245
Buffalo – 31026
Founded in 1934 as the Buffalo Newspaper Guild, representing employees of Buffalo News.
California Federation of Interpreters – 39000
Chicago – 34071
CWA (Los Angeles) – 9003
Dayton – 34157
Denver – 37074
Detroit – 34022
Erie – 38187
Eugene – 37194
Florida – 3108
Hazleton – 38216
IAPE – 1096
The Independent Association of Publishers' Employees represents 1,300 employees of Dow Jones & Company, including the Wall Street Journal.
Indianapolis – 34070
Kenosha – 34159
Kingston – 31180
Knoxville – 33076
Lexington – 33229
Maine – 31128
Media Guild of the West – 39213
Memphis – 33091
Milwaukee – 34051
Minnesota – 37002
New Hampshire – 31167
NewsGuild of New York – 31003
News Media Guild – 31222
Northeast Ohio – 34001
Pacific Media Workers – 39521
Pacific Northwest – 37082
Philadelphia – 38010
Pittsburgh – 38061
Providence – 31041
Puerto Rico – 33225
Rochester – 31017
Scranton – 38177
Sioux City – 37123
Southern California – 9003
Southern California – 9400
Terre Haute – 34046
Toledo – 34043
United Media Guild – 36047
Utica – 31129
Washington-Baltimore – 32035
WashTech – 37083
Wilkes-Barre – 38120
CWA/SCA Canada locals.
CWA/SCA Canada
Alberta – 30400
Canadian Media Guild- 30213
Halifax – 30130
Kingston Typographical – 30204
Moncton – 30636
Montreal – 30111
New Brunswick – 30664
North Bay – 30241
Northern Ontario – 30232
Ottawa – 30205
Peterborough – 30248
Saskatchewan – 30199
Sault Ste Marie – 30746
Sydney – 30460
Thunder Bay – 30044
Victoria-Vancouver – 30223
Windsor – 30553


Brights (department store)

Brights was a small group of department stores based in the South and South West of England.
History.
Frederick John Bright was born in Castle Hedingham, in Essex in 1832 and went onto work for the London Missionary Service in India. During his time in India, his son Percy was born by his wife June in 1864. They returned to England due to the ill health of Frederick's mother, firstly moving to Poole, then Lymington where Frederick ran a small haberdashery business for 6 years.
In 1871 he opened a store at no. 9 Bournemouth Arcade selling needlework and Berlin Wool, before quickly adding a bookshop and a printers which by 1894 were located at 8-11 Bournemouth Arcade. From 1886 F J Brights printed the Brights Illustrated Guide to Bournemouth. The store expanded again by adding a new stationery and fancy goods department at 14-26 Old Christchurch Road, and moving into the new art of photography.
The business continued to be run by Frederick until the 1920s when his son Percy took over. In 1923 he took over Flora Ltd, a Gown & Millinery shop in Southsea renaming the business Brights (Southsea) Ltd, however by 1928 the business was no longer operational. He sold off the photography and printing business in 1924 to partner Frank Higby Oliver. In 1925 he purchased the Exeter department store Colson & Co. rebranding the store Colsons of Exeter, and in 1932 bought the Clifton department store of Bobby & Co. In 1941, however, Percy was hit by a coal lorry and died at the age of 78.
After the war the Exeter store was rebuilt in 1953 and the business continued to operate as an independent company until 1960 when J J Allen took over the Brights brand. The Brights brand continued to be operated after the purchase of J J Allen by House of Fraser in 1969, however after the purchase of Dingles by House of Fraser in 1971, the Brights and Colsons brands were dropped and replaced by Dingles in 1972.


Old America

Old America Stores was an arts and crafts retailer as well as a Framing and custom Floral store founded in 1980 by Wayne Brush, and was based in Howe, Texas with most of its stores located in the south. It was at one time owned by Campbell Taggart. Old America carried a variety of crafts, home decor, floral and framing products. After change of upper management with the departures of Wayne Brush and John Hightower in 1994 and 1995 respectively, Old America began a quick decline in sales and profit. As a result of this decline, Old America started closing stores and filed for bankruptcy in 1999 and liquidated all of its 59 remaining stores.


VPS Convenience

VPS Convenience Store Group was an American convenience store chain headquartered in Wilmington, North Carolina that could trace its roots to the founding of the first Village Pantry convenience store in 1966. VPS was sold in two parts in 2013 and 2015 to GPM Investments.
History.
Village Pantry.
Village Pantry was founded as a convenience store chain division of Marsh Supermarkets, founded in Yorktown, Indiana. The first "Village Pantry" location opened in 1966 in Muncie, Indiana.
In September 2006, Sun Capital Partners purchased Marsh and its divisions, including Village Pantry, $325 million.
In May 2007, Sun announced that they were splitting Village Pantry from Marsh, making it its own company reporting directly to Sun Capital.
In October 2007, Village Pantry acquired Imperial Company, Inc., which operated 33 "Next Door Store" locations in Michigan and Indiana.
In March 2008, Village Pantry acquired nine "AmeriStop Market" convenience stores in central Ohio from Petro Acquisitions, Inc., and were rebranded "Village Pantry".
In two separate transactions that were completed in March 2008, Sun Capital acquired Li'L Cricket Food Stores Inc., which operated 88 convenience stores in South Carolina under the "Li'L Cricket" name, and Worsley Operating Companies, which operated 124 convenience stores in North and South Carolina under the "Scotchman", "Youngs"' and "S-E" names. Worsley also owns its private gas label "Carolina Petro", which Sun Capital inherited as well.
Formation of VPS Convenience Store Group.
In Spring 2009, Village Pantry and three other Sun-owned convenience store chains—"Young's", "Li'l Cricket", and "Scotchman"—began reorganizing to consolidate accounting and administration with Young's and Scotchman parent company Worsley Operating Corporation. As part of the consolidation, VPS relocated its headquarters from Indianapolis, Indiana, to Wilmington, North Carolina. As of May 2013, the combined operation ran a total of 430 convenience stores as VPS Convenience Store Group.
In January 2011, VPS Convenience Store Group acquired 22 former Appalachian Oil (Appco) c-stores in northeastern Tennessee and southwestern Virginia and were rebranded "Scotchman".
GPM Investments (operator of the Fas Mart and Shore Stop convenience stores) acquired the Southeast operations of VPS in August 2013 and the remaining Midwestern division in June 2015.


Oklahoma City Assembly

Oklahoma City Assembly was a General Motors automobile factory in Oklahoma City, Oklahoma.
History.
Construction on the plant started in 1974, and it opened in 1979 to produce the newly designed X-body cars for the 1980 model year. After X-body cars came A-body cars (1985-1996) and then the plant began producing the Oldsmobile Cutlass through 1999 and Chevrolet Malibu through 2001. The company spent $700,000,000 to convert the plant from building the Chevrolet Malibu to building the all-new GMT360 SUVs (Chevrolet TrailBlazer, GMC Envoy, Oldsmobile Bravada) in 2001 for the 2002 model year. The plant was damaged by a tornado on May 8, 2003, but the company repaired the damage and returned the plant to operations just 53 days later.
On December 6, 2005, General Motors alerted the United Auto Workers local 1999 that the plant would be closed in February 2006 as part of a cost-savings measure. The last vehicle produced at the plant, a white Chevrolet TrailBlazer EXT, rolled out on February 20, 2006. The Oklahoma City Assembly plant was the first of 12 GM manufacturing plants that GM planned to permanently close by 2008, to match production with market demand. An estimated 521,400 GMT360 trucks were built at the Oklahoma City Assembly plant.
The Oklahoma City plant employed 2,400 people — 2,200 hourly and 200 salaried — but economists estimated that as many as 7,500 jobs in the area could be affected, including those at GM suppliers and secondary jobs, like hotel and restaurant workers.
Laid-off employees had the option of retiring or enrolling in GM's Jobs Bank, which allows workers to collect full pay and benefits as they attend classes or volunteer at community agencies. Some workers would continue to be paid through September 2007, when GM's UAW contract expired.
On May 13, 2008, the voters of Oklahoma County approved the purchase of the plant, which was to be leased to neighboring Tinker Air Force Base, which borders the north side of the plant.
See also.
List of GM factories


Anglo-Moroccan alliance

The Anglo-Moroccan alliance was established at the end of the 16th century and the early 17th century between the kingdoms of England and Morocco. Commercial agreements had been reached by Queen Elizabeth I of England and the Moroccan Sultan Ahmad al-Mansur on the basis of a common enmity to Philip II of Spain. The arms trade dominated the exchange, and numerous attempts at direct military collaboration were also made.
The alliance was maintained for some time by their successors.
Background.
The alliance between the two states developed during the 16th century on the back of regular commercial exchanges, largely thanks to the work of the Amphlett family of merchants. European trade with Morocco had been at the command of Spain, Portugal and Genoa, but in 1541 the Portuguese suffered the loss of Safi and Agadir, loosening their grip on the area.
Following the sailing of "The Lion" of Thomas Wyndham in 1551, and the 1585 establishment of the English Barbary Company, trade developed between England and the Barbary states, and especially Morocco.
Sugar, ostrich feathers and saltpeter from Morocco were typically exchanged for English fabrics and firearms, in spite of the protests of Spain and Portugal.
Elizabeth I had numerous exchanges with Sultan Abd al-Malik to facilitate trade and obtain advantages for English traders. The sultan could speak Spanish and Italian as well as Arabic. In 1577 he wrote to the queen in Spanish, signing himself "AbdelMeleck" in Latin script. That same year, the queen sent Edmund Hogan as ambassador to the Moroccan court.
Alliance.
Elizabeth was initially reluctant to develop an arms trade with Morocco, for fear of criticism by other Christian powers, as was communicated by Hogan to the Sultan in 1577. Contacts however soon developed into a political alliance as a result of further diplomatic exchanges between Elizabeth I and Sultan Ahmad al-Mansur, after the defeat of Portugal at the Battle of Alcácer Quibir in 1578.
Anglo–Spanish War.
Relations intensified with the acclamation of Philip II of Spain as King of Portugal in 1580, and the advent of the Anglo–Spanish War in 1585. In 1581, Elizabeth authorized the exportation of naval-grade timber to Morocco in exchange for saltpeter, a necessary ingredient in gunpowder. The establishment of the Barbary Company in 1585 further gave England a monopoly on Morocco trade for 12 years. In 1585–1588, through the embassy of Henry Roberts, Elizabeth tried to obtain the Sultan's help in backing Dom António. In 1588, Al-Mansur granted special privileges to English traders.
In her letters to Al-Mansur, Elizabeth, over a period of 25 years, continually described the relationship between the two countries as "La buena amistad y confederación que hay entre nuestras coronas" ("The great friendship and cooperation that exists between our Crowns"), and presented herself as "Vuestra hermana y pariente según ley de corona y ceptro" ("Your sister and relative according to the law of the Crown and the Scepter").
In January 1589, Al-Mansur through his ambassador to the Queen, Marzuq Rais (Mushac Reyz), requested the supply of oars, carpenters and shipwrights, as well as transportation on English ships, in exchange for his contribution of 150,000 ducats and his military help for an Anglo-Moroccan expedition against Spain in favour of the Portuguese claimant. He also requested English military assistance in case of a conflict with neighbouring non-Christian countries. Elizabeth could not meet these demands completely, especially the transportation of Moroccan forces, and negotiation drew on until the death of Dom António in 1595.
The 1589 English expedition to Portugal moved ahead nonetheless, and ended in failure with the English fleet hoping in vain for reinforcements from England or Morocco. Only the Moroccan ambassador Marzuq Rais was accompanying the expedition, on board the flagship of Dom António, disguised as a Portuguese nobleman, and stayed until summer 1589.
1600 embassy.
Diplomatic relations continued to intensify between Elizabeth and the Barbary states. England entered in a trading relationship with Morocco detrimental to Spain, selling armour, ammunition, timber, metal in exchange for Moroccan sugar, in spite of a Papal ban, prompting the Papal Nuncio in Spain to say of Elizabeth: "there is no evil that is not devised by that woman, who, it is perfectly plain, succoured Mulocco (Abd-el-Malek) with arms, and especially with artillery".
In 1600, Abd el-Ouahed ben Messaoud, the principal secretary to the Moroccan ruler Mulai Ahmad al-Mansur, visited England as an ambassador to the court of Queen Elizabeth I. Abd el-Ouahed ben Messaoud spent 6 months at the court of Elizabeth, in order to negotiate an alliance against Spain. The Moroccan ruler wanted the help of an English fleet to invade Spain, Elizabeth refused, but welcomed the embassy as a sign of insurance, and instead accepted to establish commercial agreements. Queen Elizabeth and king Ahmad continued to discuss various plans for combined military operations, with Elizabeth requesting a payment of 100,000 pounds in advance to king Ahmad for the supply of a fleet, and Ahmad asking for a tall ship to be sent to get the money. Elizabeth "agreed to sell munitions supplies to Morocco, and she and Mulai Ahmad al-Mansur talked on and off about mounting a joint operation against the Spanish". Discussions however remained inconclusive, and both rulers died within two years of the embassy.
James I and Charles I.
Morocco had been falling into a state of anarchy following the death of Ahmed al-Mansur in 1603, and local warlords had been on the rise, making the alliance with the Sultanate less and less meaningful. James I also made peace with Spain upon his accession in 1603, with the Treaty of London. Relations continued under James I however, who sent his ambassador John Harrisson to Muley Zaydan in 1610 and again in 1613 and 1615 in order to obtain the release of English captives in Morocco. English privateers such as Jack Ward continued to prosper in collaboration with the Barbary states, including Morocco.
During the Thirty Years' War under the rule of Charles I, England sought Moroccan military help against Spain in Tetouan and Salé. England had hoped to obtain Moroccan cooperation after the 1625 English attack on Cadíz, but the campaign proved disastrous and ruined the prestige of England.
On 10 May 1627, England passed an agreement with one of these local warlords, the Mujahidin leader Sidi Al-Ayyashi to obtain his help in releasing English captives, in exchanges for the supply of provisions and arms. England and Al-Ayyashi collaborated for a period of about 10 years, as in the attempted coordinated liberation of Al Ma'mura.
In 1632, the city of Salé, a major harbour to piracy, was jointly taken by an English squadron and Moroccan forces, permitting the pacification of the city and the release of Christian prisoners.
On May 13, 1637, a Convention was signed between Charles I and Sidi Mohammed el-Ayachi, master of Salé, allowing for the supply of military armament to the Sultan.
Embassies of Mulay Ismail.
Relations continued under the Moroccan ruler Mulay Ismail. In 1682, he sent Mohammed bin Hadou as Moroccan ambassador sent to the English court of Charles II. Mohammed spent six months in England, in a highly commented visit. He visited Oxford, Cambridge and the Royal Society among many other places. These exchanges forty years of shifting alliances between England and Morocco, related to European conflicts, trade issues, Barbary Coast pirates and the exchange of captives.
One of the high points of these contacts occurred in 1720–21, when English ambassadors John Windus and Commodore Hon. Charles Stewart visited Morocco. They succeeded in signing a diplomatic treaty with Morocco for the first time, and returned home with 296 released British slaves. Moroccan ambassadors were again sent to England in 1726 ("Mahomet" and "Bo-ally"), and in 1727 a new treaty was signed by John Russel with Mulay Ismail's successor. A further treaty was signed by John Drummond-Hay in 1865.
Impact on literature.
These intense relations between England and Morocco are thought to have had a direct impact on the literary productions of the age in England, especially the works of Shakespeare, or "The Battle of Alcazar" by George Peele.
These contacts possibly influenced the creation of the characters of Shylock, or the Prince of Morocco in "The Merchant of Venice". It has even been suggested that the figure of Abd el-Ouahed ben Messaoud may have inspired the character of Shakespeare's Moorish hero "Othello".


Messerschmitt

Messerschmitt AG () was a German share-ownership limited, aircraft manufacturing corporation named after its chief designer Willy Messerschmitt from mid-July 1938 onwards, and known primarily for its World War II fighter aircraft, in particular the Bf 109 and Me 262. The company survived in the post-war era, undergoing a number of mergers and changing its name from Messerschmitt to Messerschmitt-Bölkow-Blohm before being bought by Deutsche Aerospace (DASA, now part of Airbus) in 1989.
History.
Background.
In February 1916, the south German engineering company MAN AG and several banks purchased the unprofitable aircraft builder Otto-Flugzeugwerke, starting a new company, "Bayerische Flugzeugwerke AG" (abbreviated "B.F.W."). The articles of association were drawn up on 19 and 20 February, and completed on 2 March 1916. Details of the company were recorded in the Commercial Register with an equity capital of RM 1,000,000 on 7 March 1916. 36% of the capital was provided by the Bank für Handel und Industrie, Berlin, 30% by MAN AG and 34% by Hermann Bachstein, Berlin. The first Chairman of the Board of Management was Peter Eberwein, who had previously been employed at Albatros Flugzeugwerke.
Due to the need for immediate aircraft production for the ongoing war, there was no time for development work and BFW manufactured aircraft under licence from Albatros Flugzeugwerke. Within a month of being set up, the company was able to supply aircraft to the war ministries of Prussia and Bavaria. However, major quality problems were encountered at the start. The German air crews frequently complained about the serious defects that appeared in the first machines from BFW. The same thing had happened with the aircraft from the predecessor company run by Gustav Otto. It was only organizational changes and more intensive supervision of the assembly line that succeeded in resolving these problems by the end of 1916. BFW then started turning out over 200 aircraft a month, with their workforce growing to 3,000 and becoming one of the largest aircraft manufacturers in Bavaria.
The end of the war hit BFW hard, since military demand for aircraft collapsed. The company's management were forced to look for new products with which to maintain their position in the market. Since World War I aircraft were largely built from wood to keep their weight down, BFW was equipped with the very latest joinery plant. The company still held stocks of materials sufficient for about 200 aircraft, and worth 4.7 million reichsmarks. The machinery and the materials were then used for the production of furniture and fitted kitchens. In addition, from 1921 onwards, the company manufactured motorcycles of its own design under the names of Flink and Helios.
In the autumn of 1921, Austrian financier Camillo Castiglioni first announced his interest in purchasing BFW. While most of the shareholders accepted his offer, MAN AG initially held on to its shareholding in BFW, but Castiglioni wanted to acquire all the shares. He was supported in this by BMW's Managing Director Franz Josef Popp who, in a letter to the chairman of MAN, described BFW as a "dead factory, which possesses no plant worth mentioning, and consists very largely of dilapidated and unsuitable wooden sheds situated in a town that is extremely unfavorable for industrial activities and whose status continues to give little cause for enthusiasm". Apparently Popp was still in close contact with Castiglioni and was perhaps even privy to the latter's plans for merging BMW with BFW. It was probably in the spring of 1922 that Castiglioni and Popp persuaded MAN to give up its shares in BFW, so that now the company belonged exclusively to Castiglioni. Then, in May of the same year, when the Italian-born investor was able to acquire BMW's engine business from Knorr-Bremse AG, nothing more stood in the way of a merger between the aircraft company BFW and the engine builders BMW.
Reestablishment.
Bayerische Flugzeugwerke (BFW) (Bavarian Aircraft Works) was reformed in 1926, in Augsburg, Bavaria, when Udet Flugzeugbau GmbH was changed into a joint-stock company. In the early stages, BMW AG held a stake in this company and was represented by Josef Popp, who held a place on the Supervisory Board.
Willy Messerschmitt joined the company in 1927 as chief designer and engineer and formed a design team.
One of the first designs, the Messerschmitt M20, was a near-catastrophe for the designer and the company. Many of the prototypes crashed, one of them killing Hans Hackmack, a close friend of Erhard Milch, the head of Deutsche Luft Hansa and the German civil aviation authorities. Milch was upset by the lack of response from Messerschmitt and this led to a lifelong hatred towards him. Milch eventually cancelled all contracts with Messerschmitt and forced BFW into bankruptcy in 1931. However, Messerschmitt's friendship with Hugo Junkers prevented a stagnation of the careers of him and BFW, which was started again in 1933. Milch still prevented Messerschmitt's takeover of the BFW until 1938, hence the designation "Bf" of early Messerschmitt designs.
Messerschmitt promoted a concept he called "light weight construction" in which many typically separate load-bearing parts were merged into a single reinforced firewall, thereby saving weight and improving performance. The first true test of the concept was in the Bf 108 "Taifun" sports aircraft, which would soon be setting all sorts of records. Based on this performance the company was invited to submit a design for the Luftwaffe's 1935 fighter contest, winning it with the Bf 109, based on the same construction methods.
From this point on Messerschmitt became a favorite of the Nazi party, as much for his designs as his political abilities and the factory location in southern Germany away from the "clumping" of aviation firms on the northern coast. BFW was reconstituted as "Messerschmitt AG" on 11 July 1938, with Willy Messerschmitt as chairman and managing director. The renaming of BFW resulted in the company's RLM designation prefix changing from "Bf" to "Me" for all newer designs that were accepted by the RLM after the acquisition date. Existing types, such as the Bf 109 and 110, retained their earlier designation in official documents, although sometimes the newer designations were used as well, most often by subcontractors, such as Erla Maschinenwerk of Leipzig. In practice, all BFW/Messerschmitt aircraft from the Bf 108 four-seat touring monoplane, to the Bf 163 light observation aircraft (which competed unsuccessfully for the government contract won by the rival Fieseler Fi 156 design) were prefixed "Bf", all later types with "Me".
World War II.
During the war Messerschmitt became a major design supplier, their Bf 109 and Bf 110 forming the vast majority of fighter strength for the first half of the war. Several other designs were also ordered, including the enormous Me 321 "Gigant" transport glider, and its six-engined follow on, the Me 323. However, for the second half of the war, Messerschmitt turned almost entirely to jet-powered designs, producing the world's first operational jet fighter, the Me 262 "Schwalbe" ("Swallow"). They also produced the DFS-designed Me 163 "Komet", the first rocket-powered design to enter service. Messerschmitt relied heavily on slave labour to produce much of the parts needed for these aircraft during the second half of World War II; these parts were assembled in an enormous tunnel system in Sankt Georgen an der Gusen, Austria. Slave labour was provided by inmates of the brutal KZ Gusen I and Gusen II camps, and by inmates from nearby Mauthausen concentration camp, all located near the St. Gorgen quarries. 40,000 inmates from Spain, Italy, Poland, Slovenia, France, Russia, Hungarian Jews and twenty other nationalities were murdered during the production of these aircraft at KZ Gusen. Messerschmitt officials maintained barracks at the concentration camp to oversee the work being done by the inmates. Messerschmitt, and its executive Willy Messerschmitt also occupied the famed Villa Tugendhat in Brno, Czech Republic, designed by Mies van der Rohe and Lilly Reich in the 1920s; the Messerschmitt aircraft factory office and the Gestapo occupied the property during the war.
Messerschmitt had its share of poor designs as well; the Me 210, designed as a follow-on to the 110, was an aerodynamic disaster that almost led to the forced dissolution of the company. The design problems were eventually addressed in the Me 410 "Hornisse", but only small numbers were built before all attention turned to the 262. Later in the war, in competition with the Junkers Ju 390 and the unbuilt, February 1943-initiated Heinkel He 277, Messerschmitt also worked on a heavy "Amerika Bomber" design, the Me 264, which flew in prototype form — with three prototype airframes built, the first of which flew in December 1942 — but was too late to see combat.
Post-war.
For ten years after World War II, the company was not allowed to produce aircraft. One alternative the company came up with was the three-wheeled motorcycle/bubble car or Kabinenroller (cabinscooter) KR175 / KR200, designed by an aircraft engineer, Fritz Fend.
The cars were actually made by Fend's own company in the Messerschmitt works at Regensburg, and Willy Messerschmitt had very little to do with the vehicles other than ruling that they carried his name. Production of the KR200 ceased in 1964.
The Messerschmitt factory also produced prefabricated houses, which were designed as "self-building-kits" mainly based on an alloy framework.
Return to aviation.
On 6 June 1968, Messerschmitt AG merged with the small civil engineering and civil aviation firm Bölkow, becoming Messerschmitt-Bölkow. The following May, the firm acquired Hamburger Flugzeugbau (HFB). The company then changed its name to Messerschmitt-Bölkow-Blohm (MBB). In 1989 MBB was taken over by DASA. DASA later operated as "EADS Germany", which is now Airbus.
Aircraft.
! scope="col" | Model
! scope="col" | Name
! scope="col" | First flight
! class="unsortable" scope="col" | Remarks


Saint Louis Assembly

Saint Louis Assembly was a Chrysler automobile factory in Fenton, Missouri. The "South" plant opened in 1959, while the "North" portion opened in 1966. Saint Louis North was the home of minivan production from 1987 through 1995, when it was converted to build the Dodge Ram pickup truck. Minivan production was switched to the South plant (shut down from 1991–95) in 1995 and continued there through the 2007 model year.
On 13 December 2005, DaimlerChrysler announced that it would spend US$1 billion upgrading the two Saint Louis plants to be more flexible and efficient. This process was expected to occur between 2006 and 2010. On 30 June 2008, Chrysler, LLC announced plans to shutter the South plant, consolidating all minivan manufacture in Windsor, Ontario, Canada.
Production at the North plant was shut down, along with other Chrysler factories, when the company filed for bankruptcy on 30 April 2009. Although production briefly resumed the last week of June 2009, the plant was later closed for good in early July 2009. Both plants were razed in 2011.
In 2013 the 300-acre site was floated as a possibility for the site for a new stadium for the St. Louis Rams if plans to renovate Edward Jones Dome did not materialize. But the Rams chose to return to Southern California. The team formally filed its request to leave St. Louis for Los Angeles on 4 January 2016. On 12 January 2016, the NFL approved the Rams' request for relocation to Los Angeles for the 2016 NFL season.
In October 2016, groundbreaking began for the $222 million Fenton Logistics Park by KP Development. It will include two million square feet of office, warehouse, and industrial space.
Products.
Some of models produced at the North and South plants included:


Gild Fryske Mounders

The Gild Fryske Mounders () is an association of volunteer millers operating windmills in the Dutch province Friesland. Its goal is to preserve and spread miller knowledge and skills to ensure the availability of enough millers who can responsibly operate all functional windmills in Frisia.
For this purpose it offers a volunteer miller training program. Furthermore, it organises the "Frisian mills day", excursions and together with De Fryske Mole () publishes a quarterly magazine "De Utskoat" .
History.
The "Gild Fryske Mounders" (Frisian Guild) was founded in 1975 when it broke away from the Gilde van Vrijwillige Molenaars (), mostly out of discontent with the education and exam procedures of the "Gilde van Vrijwillige Molenaars" (Dutch Guild) and the exam committee of De Hollandsche Molen.
After some years of internal turmoil and discussion with the Dutch Guild it became clear that consensus could not be reached and the Frisian Guild existed independently with its own training program and exam. The number of members gradually increased from 30 at the start to 150 in 1994 though with a constant worry about the low number of millers in training. In 1998 a merger was attempted between the two volunteer miller guilds. The Frisian Guild merged with the Frisian branch of the Dutch Guild and all Frisian diplomas were converted to Dutch certificates. In the end disagreement about the contents of education program and the exam procedures turned out to be too great and in 2003 the Frisian Guild became independent again.
Volunteer miller training.
On average half a day per week prospective millers are taught the theory and practice of operating a windmill by a miller at an appointed training mill. The training takes at least one and a half years (though often longer) so the apprentice miller experiences all types of weather common in the Netherlands. The examination committee consists of the teaching miller and two independent experienced millers.
The volunteer miller certificates of the Frisian and Dutch guilds are not officially recognised. There are plenty of active millers without a certificate, however mill organisations do often require it.


Six Flags Mall

Six Flags Mall was a shopping mall that opened in August 1970 in Arlington, Texas. Arlington's first enclosed shopping center, it was named after the nearby Six Flags Over Texas theme park. When it opened, it was the largest shopping center in Tarrant County and the area's first regional shopping facility. A new owner acquired roughly one-third of the mall in December 2012 and announced plans to redevelop it as a Hispanic-oriented shopping mall called "Plaza Central" and, after resolving legal issues, reopened in October 2014, but closed again in February 2016. Demolition began in summer of 2016, but was slowed by a lawsuit filed by Cinemark. Two separate two-alarm fires occurred on February 6 and March 2 during demolition. The site was rebuilt as industrial space to accommodate suppliers to the GM auto assembly plant.
History.
Six Flags Mall opened in August 1970 at 2831 East Division Street (SH 180) and SH 360 in Arlington, Texas, between Fort Worth and Dallas. The mall flourished through the 1980s until The Parks at Arlington, a new regional mall, opened in South Arlington in 1988. It struggled into the 1990s; the JC Penney anchor store closed in 1997.
Decline.
Both Dillard's and Sears closed in 2002. Foley's (originally a Sanger-Harris location), the fourth and final anchor, closed in January 2005, but the Dillard's anchor reopened as Dillard's Clearance Center in March 2005 after the closure of Forum 303 Mall.
By 2008 when the mall fell into foreclosure, only a dozen stores remained in its interior. When the property was placed up for auction in December 2011, the only remaining stores were the Dillard's Clearance Center and a Cinemark movie theater named Cinemark Tinseltown 9 which showed first-run movies at bargain rates. , American Motorcycle Trading Co. continues to operate on one of the out-lots.
End of the mall.
In early December 2012, private investor G.L. "Buck" Harris purchased the former JC Penney anchor store and announced plans to redevelop it into a Hispanic-oriented shopping center named Plaza Central. He revealed plans to bring new tenants into the mall and return it to profitability over the following two years then donate the property to Youth With A Mission, a Christian outreach organization. However, the project was put on hold due to zoning issues with the City of Arlington; Harris filed a lawsuit in federal court against the city. On September 20, 2013, the Arlington Planning and Zoning Commission approved plans to overhaul the 22.5 acre property. The mall reopened as Plaza Central in October 2014, but closed a year-and-a-half later. Demolition began in 2016; the mall was completely demolished by mid-year 2017, around which time the city announced that the property would become an automobile parts supplier park to serve the nearby GM Arlington Assembly plant.


Richman Brothers

Richman Brothers was a retail men's clothing chain in the United States, It was a subsidiary of the F. W. Woolworth Company.
Richman was founded in Ohio in 1853. It came to be known as a men’s fine clothing store, and though initially the stores would sell only men’s suits, coats, and hats, During the last years of its existence it also sold women’s clothing. There were several stores across the United States, including Nebraska and Indiana.
Richman closed in the early 1990s.


The Argosy Group


South Gate Assembly

South Gate Assembly was a General Motors automobile plant located at 2720 Tweedy Boulevard in the Los Angeles suburb of South Gate, California. It opened in 1936 to build B-O-P (Buick-Oldsmobile-Pontiac) cars for sale on the west coast. It was the first GM plant to build multiple car lines, resulting from a Depression-spawned move to cut production costs by sharing components and manufacturing. South Gate was the second of several B-O-P "branch" assembly plants (the first being the Buick-operated Linden plant), part of GM's strategy to have production facilities in major metropolitan cities. Engine block and cylinder heads were cast at Saginaw Metal Casting Operations, internal engine components were created at Bay City Powertrain and the engines were then assembled at assembled at Tonawanda Engine and Romulus Engine.
During World War II the plant built Stuart M-5 and M5A1 Light Tanks at 500 per month.
The location was under the management of GM's newly created Buick-Oldsmobile-Pontiac Assembly Division created in 1945.
These "branch" plants would build cars for distribution to a specific region. By 1949 it was producing full size cars from the Chevrolet, Pontiac, Oldsmobile, Buick and Cadillac brands. During the mid-1950s it was General Motors' highest-output plant. Vehicles included the Oldsmobile 98, Pontiac Streamliner, Buick Special, and the Cadillac Series 61.
It added production of the Pontiac Tempest, Oldsmobile F-85, and Buick Special alongside the fullsize cars for 1961. When the compacts became intermediates for 1964 their production ceased at South Gate, and Chevrolet Impala fullsize production was added, after the Buick-Oldsmobile-Pontiac Assembly Division was renamed GM Assembly Division (GMAD) in 1965.
The plant was converted from full-size car production to the subcompact Chevrolet Vega for 1975. This arrangement was short-lived, and GM returned the factory to building full-size Chevrolet, Oldsmobile, and Buick B-body vehicles for 1977. The Oldsmobile and Buick were dropped and the Cadillac DeVille added for 1979. However, due to decreasing sales of the Chevrolet B-body cars, the plant was idled in March 1980. It was then retooled once again for subcompacts, building the 1982 Chevrolet Cavalier and Cadillac Cimarron. Slow sales and efforts to reduce air quality issues resulted in the closure of the plant, with production ending on March 23, 1982.
The plant site was later environmentally remediated and used as the location for new schools, including South East High School (opened 2005), which were built by the Los Angeles Unified School District to relieve severe congestion in the existing schools of South Gate.


De Pinna

De Pinna was a high-end clothier for men and women founded in New York City in 1885, by Alfred De Pinna (1831 - 1915), a Sephardic Jew born in England. They also sold menswear-inspired clothing for women that was finely tailored. The flagship store was located at 642-50 Fifth Avenue and 52nd Street. Alfred De Pinna retired from the company in 1912, and turned operations over to his son, Leo S., who ran the store until his retirement in 1939. In 1950, De Pinna was bought by the Washington, D.C.-based store, Julius Garfinckel & Co. Branch locations operated at Eastchester, New York and Sunrise Center at Fort Lauderdale, Florida. In 1969, the retail conglomerate Garfinckel, Brooks Brothers, Miller & Rhoads, Inc. closed the unprofitable De Pinna chain.


AGC Inc.

, formerly Asahi Glass Co., Ltd.'(旭硝子株式会社), is a Japanese global glass manufacturing company, headquartered in Tokyo. It is the largest glass company in the world and one of the core Mitsubishi companies.
The company is listed on the Tokyo Stock Exchange and is a constituent of the TOPIX and Nikkei 225 stock indices.
Asahi Glass was named one of Thomson Reuters Top 100 Global Innovators in 2013.
On July 1, 2018, it was renamed to AGC Inc.
Overview.
Asahi Glass was founded on 8 September 1907 by Toshiya Iwasaki, the second son of the second president of the original Mitsubishi zaibatsu. It was the first Japanese producer of sheet glass. Asahi Glass Co. is one of the largest flat glass producing companies in the world, owning Glaverbel glass plants across Europe and AFG Industries in North America. It purchased AFG Industries in 1992.
Products.
Its main areas of production are:
Price-fixing scandal in Europe.
AGC Flat Glass Europe was one of the four flat-glass manufacturers involved in the 2007 price fixing scandal uncovered by the EU Competition Commission. The European Commission said that the firms had raised or stabilised prices in 2004 and 2005 through illicit contacts. Neelie Kroes, the EU's competition commissioner, said that the EU would "not tolerate companies cheating consumers and business customers by fixing prices and depriving them of the benefits of the single market".
Asahi India Glass Ltd (AIS).
Asahi India Glass Ltd. (AIS) was incorporated in the year 1984. The company was formed by a JV agreement between the Labroo family, Asahi Glass Co. Ltd. (AGC), Japan, and Maruti Suzuki India Ltd. It is the largest Automotive glass manufacturing company in India and manufactures a wide spectrum of glass products including automotive safety glass, float glass, and architectural processed glass.
As of 2017, Asahi India Glass Ltd. has 77.1% market share in the passenger car glass segment in India.
SBUs & products.
Asahi India Glass Ltd has 3 Strategic Business Units (SBUs) – Automotive Glass, Architectural Glass, and Consumer Glass. Asahi India Glass Ltd also manufactures uPVC, aluminium and wooden profile windows.
PT Asahimas Flat Glass Tbk.
() is one of the largest automobile glass makers in Indonesia.
In 1970s, Asahi Glass Co. Ltd. went into a joint venture with PT Rodamas, a merchant company turned consumer and industrial product manufacturer. Both established Asahimas Flat Glass in April 1973. It produced simple clear glass using the traditional Fourcault Process. Ownership (2014):
NordGlass (Poland).
One of the largest Polish manufacturers of windshields for the repair of passenger cars and trucks, working machines, railways, ships, construction and military (armored glass), NordGlass was acquired by AGC in 2015. 2 plants, in Koszalin and in Słupsk, with annual production exceeding one million panes, NordGlass employs over 1000 employees. NordGlass has a nationwide network of repair and replacement of car windows.
The recipients of the main NordGlass product - windshields for motor vehicles, are the companies dealing with professional car glass replacement are all over Europe, as well as in South America (Brazil) and North Africa. Among them, a prominent position is held by Belron, the Belgian operator of Europe's largest international glass replacement network. NordGlass is one of the main windscreen suppliers for this customer.
In 2014 NordGlass manufactured the set of bulletproof windows for Cadillac 355D Fleetwood Special made in 1934 in the USA on the special order for Marshal Józef Piłsudski. The completion of the vehicle glazing constituted the essential part of the thorough vehicle renovation project. The original windows showed traces of bullets, most probably fired in the post-war period by the Communist Security Service officers who were testing the resistance of glass. It is currently possible to see the renovated vehicle in the Royal Baths Park (Polish: Łazienki Królewskie) in Warsaw.


Michael Honey

Michael K. Honey (born 1947) is an American historian, Guggenheim Fellow and Haley Professor of Humanities at the University of Washington Tacoma in the United States, where he teaches African-American, civil rights and labor history.
Early life.
Honey is a graduate of Northern Illinois University (Ph.D.), Howard University (M.A.) and Oakland University (B.A.).
Career.
Honey served as the Harry Bridges Chair of Labor Studies for the University of Washington, and as President of the Labor and Working-Class History Association.
Honey is best known for his scholarly research on the history of the American civil rights activist Martin Luther King, Jr., and on the labor history of the United States. In 2011 he was awarded a Guggenheim Fellowship, "on the basis of his prior achievement and exceptional promise", from a field of almost 3,000 applicants from the United States and Canada. He has also received research grants and fellowships from the American Council of Learned Societies, the National Endowment for the Humanities, the National Humanities Center, the Rockefeller Foundation's Bellagio Research and Conference Center, the Huntington Library, and the Stanford Humanities Center.
In 2008 his book "Going Down Jericho Road: The Memphis Strike, Martin Luther King's Last Campaign" won the Liberty Legacy Foundation Award, awarded annually for the best book written by a professional historian on the fights for civil rights in the United States anytime from 1776 to the present. It also received the Robert F. Kennedy Center for Justice and Human Rights 2011 Book award given annually to a novelist who "most faithfully and forcefully reflects Robert Kennedy's purposes - his concern for the poor and the powerless, his struggle for honest and even-handed justice, his conviction that a decent society must assure all young people a fair chance, and his faith that a free democracy can act to remedy disparities of power and opportunity."
His current work is on the oral history of John Handcox, a Great Depression-era tenant farmer from Arkansas and advocate for the Southern Tenant Farmers Union, known for his political songs and poetry.


Bloom (store)

Bloom was a chain of mid-grade American grocery stores operated by Food Lion established in 2004. The parent company of Food Lion, The Delhaize Group, announced in January 2012 that it was discontinuing the Bloom brand. Bloom's headquarters were in Salisbury, North Carolina.
History.
In 2002, after realizing that customers' needs, expectations, and behaviors were changing and becoming more diverse, Food Lion created a cross-functional "concept" team whose mission was to examine customer and retail trends, identify opportunities for growth, and develop retail concepts to capture those opportunities. Soon after came the idea of Bloom.
Bloom (then called Bloom, A Food Lion Market) was first test marketed in Charlotte, North Carolina, through five test stores, the first of which opened on May 26, 2004. The concept was based on the idea of using a slightly unconventional layout to maximize shopper convenience. This layout included a TableTop section at the entrance to the store (where the shopper can purchase ready-to-eat foods), wider aisles, and convenient groupings of foods. In most locations, customers could buy milk at the front of the store. This eliminated the need to walk to the back, where milk is normally located.
One of the ways Bloom tried to differentiate itself from competition was through the addition of consumer-friendly technology. Self-checkout stands, PAT (Personal Assistant Technology) the revolutionary touch screen computer that used a wireless in-store network, and produce scales with printers that let customers create bar-coded tags were placed in most stores to maximize customer convenience.
In March 2011, Delhaize America and its Bloom banner announced that it would convert 15 of its stores in the Charlotte, North Carolina, and Greenville, South Carolina, markets into Food Lion stores. In some areas, this resulted in two Food Lions being within a mile of each other.
In January 2012 Delhaize announced that, as part of a restructuring of its US operations, the Bloom banner would be retired and the remaining stores either converted to Food Lion or closed.


Isabella (slave ship)

Isabella was a slave ship that brought the first 150 African slaves to the American port of Philadelphia in 1684. The majority of these slaves were purchased directly by Quaker settlers – who themselves had only arrived 3 years earlier to city – to be laborers.
This would result in approximately 2,500 people of African descent living in the city by the year 1720.


Club Libby Lu

Club Libby Lu was an experiential/experience-based retailer for young girls ages 4 to 12. Founded by Mary Drolet, a former executive at Claire's and Montgomery Ward, in August 2000, the store chain employed 98 stores in 28 states in the United States before closing in 2009. The stores were named after founder Mary Drolet's childhood imaginary friend.
A makeover cost between $25–$60, depending on the package of choice, and included a full hair updo, nail polish, and makeup. In addition to playing dress-up for the day, Club Libby Lu VIPs (Very Important Princesses) were guided by their Club Counselors over to various sites including a "potion bar" where a VIP could make their own lotion, perfume, fairy dust, or lip gloss, and a Pooch Parlor, where the guests could own stuffed animals of their choice. At the end of every experience, each VIP was encouraged to join the free club, and was given a friendship bracelet.
History.
Club Libby Lu was opened in 2000 by Mary Drolet and her two partners in a suburban Chicago mall based on the three partners' concepts. In 2003, Saks, Inc. purchased Club Libby Lu when it had 11 stores. 50 locations were opened in 2004. With a bit of advertising by 2005, revenues were about $46 million, a 53% increase over 2004. In 2006, the chain had 87 locations.
Club Libby Lu was the subject of controversy in late December 2007 when Priscilla Ceballos of Garland, Texas made her 6-year-old daughter Alexis Menjivar write a fake essay about her father named Jonathon Menjivar as part of a contest held by the company where the winner would receive a Grand Prize of four tickets to a Hannah Montana concert in Albany, New York. In the essay, Priscilla explained that her husband Jonathon died in Iraq via a roadside bomb while serving in the army. While Alexis was getting a makeover in preparation for the concert at the Club Libby Lu store in Garland, reporter Byron Harris of ABC affiliate WFAA in Dallas went to the store as part of an investigation for the station and informed Ceballos that there was no man by that name who had ever served in the military or died in Iraq. After the story surfaced and gained national attention, Alexis was disqualified and the tickets were awarded to another winner, who was not identified.
In early November 2008, parent company Saks Incorporated announced that due to the dismal state of the economy they would be closing all 98 locations.


Miles baronets

The Miles Baronetcy, of Leigh Court in the County of Somerset, is a title in the Baronetage of the United Kingdom. It was created on 19 April 1859 for the banker and Conservative politician William Miles. His son, the second Baronet, was also a banker and Conservative politician. The family's bank, founded in 1750, eventually became part of NatWest.
Philip John Miles, father of the first Baronet, was Mayor of Bristol and sat as Member of Parliament for Westbury, Corfe Castle and Bristol. The first Baronet was an uncle of Philip Napier Miles, Frank Miles and Christopher Oswald Miles.
Miles baronets, of Leigh Court (1859).
"Currently, the baronetcy is considered Vacant as the presumed 7th baronet has either not laid claim to the title or it has not yet been processed by the Standing Council of the Baronetage."


ARCO Plaza


Virginia Regiment

The Virginia Regiment was formed in 1754 by Virginia's Royal Governor Robert Dinwiddie, as a provincial corps. The regiment served in the French and Indian War, with members participating in actions at Jumonville Glen and Fort Necessity in 1754, the Braddock expedition in 1755, and the Forbes expedition in 1758. Small detachments of the regiment were involved in numerous minor actions along Virginia's extensive wilderness frontier.
History.
The conflict over the Ohio country led to raising of the first provincial regiment in Virginia. In 1754, the General Assembly of Virginia voted to raise a regiment of 300 men and send it to the confluence of the Alleghany and Monongahela rivers. After the battle of Fort Necessity, the Assembly voted to increase the size of the regiment from five companies to ten. The Virginian provincial troops who participated in the Braddock Expedition of 1755 and suffered defeat at the Battle of the Monongahela were unregimented: at the behest of General Braddock, they had been organized into two companies of carpenters, six companies of rangers, and one troop of mounted rangers, about 450 men in all. The remaining 350 men from the original ten companies of the Virginia Regiment had been allocated to the two regular regiments of the expedition.
After Braddock's defeat, the Virginia Regiment was immediately reformed, with the Assembly voting in 1755 to increase its size again, to 1,500 men organized in 16 companies. The actual strength of the Regiment in 1756 was 1,400 men, but in 1757 it was reduced to 1,000 men. In 1758, Virginia raised two additional regiments of a thousand men each for the Forbes Expedition. The enlistment period for the first regiment expired in May 1759, and for the second in December 1758. After the fall of Fort Duquesne, the Assembly voted in 1759 to fill the one regiment still in service, and to raise a force of another 500 men that would remain in the province for its immediate defense. The regiment would remain in service until May 1760.
With the outbreak of the Cherokee War, the Assembly prolonged the Regiment's service, adding 300 men in three companies as frontier guards. It remained on the Cherokee frontier until early 1762, when the governor disbanded it. When, later in 1762, the British government wished Virginia to raise a regiment which would be put on the regular British establishment, the General Assembly instead voted to re-raise the Virginia Regiment. This re-raised Regiment was finally disbanded in May 1763, just before the outbreak of Pontiac's War, as the province could not maintain it without a supply of paper money, which the Board of Trade had disallowed.
Recruitment.
Most recruits were characterized by Washington as "loose, Idle Persons ... quite destitute of House, and Home." Hampered by frequent desertions because of poor supplies, extremely low pay and hazardous duty, Virginia Regiment recruiters went to Pennsylvania and Maryland for men. Washington said of them, " and not a few... have Scarce a Coat, or Waistcoat, to their Backs ..." Later drafts pulled only those who could not provide a substitute or pay the £10 exemption fee, ensuring that only Virginia's poor would be drafted. White males between 16 and 50 were permitted to serve, although the regiment's size rolls report men as young as 15 and as old as 60 in the ranks, along with references to a small number of drafts with partial African and Native American ancestry.
Legacy.
The First Virginia Regiment is memorialized in a statue in Meadow Park, a triangular park in Richmond’s (VA) Fan District by sculptor Ferruccio Legnaioli. Dedicated on 1 May 1930, to commemorate the regiment for fighting in seven American Wars, including the Civil War when they served in the Confederate Army. The statue is a seven foot high bronze standing figure of a colonial infantryman that lists the founding date of the Regiment (1754) at its base. The figure is mounted on a pedestal eight feet high which is lined with bronze plaques describing the history and service of the Regiment through seven wars.
The statue was pulled down from its pedestal during the night of 19 - 20 June 2020. It was the fifth statue toppled in Richmond during a series of civil rights protests.
Uniforms.
Source:


Oshawa Truck Assembly

Oshawa Truck Assembly was a General Motors Canada truck factory in Oshawa, Ontario, Canada. It opened in its original location in downtown Oshawa in 1918 in order to build ambulances for World War I and Chevrolet vehicles before it merged with GM. The plant later moved to the GM Autoplex facilities south of the city, and closed in 2009. GM Autoplex also included Oshawa Car Assembly and a now-closed battery plant.
Closure.
General Motors announced on June 3, 2008 that this plant would close permanently May 14, 2009, with no plans for new products. The closure was due to high gasoline prices in much of the world, as well as a deep recession caused by the financial crisis. These dramatically decreased demand for fuel-inefficient light trucks and truck-based vehicles, especially in the crucial market of the United States. GM itself had been in a precarious financial situation for several years, which dramatically worsened as a result of the 2008 economic problems, eventually forcing it to seek government aid and potentially filing for bankruptcy. At the time of the announcement, the Oshawa Truck plant was manufacturing the Chevrolet Silverado and GMC Sierra.
Three weeks prior to the announcement of the closure, General Motors and the Canadian Auto Workers union reached a tentative agreement on a new collective bargaining contract on May 15, 2008, a full four months before the existing contract was due to expire. As part of the agreement, GM pledged to maintain production at the Oshawa truck plant and made other production commitments. On June 3, 2008, less than three weeks after ratification of the new contract, GM announced that, due to soaring gasoline prices and plummeting truck sales, it would close four additional truck and SUV plants, including the Oshawa truck plant. In response, the CAW organized a blockade of the GM of Canada headquarters in Oshawa. The blockade was ended by an Ontario Superior Court order after 12 days. Further discussions between GM and the CAW resulted in an agreement to compensate workers at the truck plant and additional product commitments for the Oshawa car assembly plant.
The last truck off the line, a black 2009 GMC Sierra 1500 Crew Cab, was raffled off to an employee and the proceeds went to the Hospital for Sick Children. It marked the end of 44 years of production.
Models manufactured at Oshawa.
Some of the models produced at the plant included:


Farmer Jack

Farmer Jack was a supermarket chain based in Detroit, Michigan. At its peak, it operated more than 100 stores, primarily in metropolitan Detroit. In its final years, the chain operated as the Midwest subsidiary of the New Jersey-based A&P Corporation. A&P closed the Farmer Jack chain on July 7, 2007.
Farmer Jack stores were typically in suburban neighborhoods, usually anchoring strip malls. In addition to offering groceries, each store operated full-service produce, floral, delicatessen, bakery, pharmacy, meat, and seafood departments, with some locations including a bank.
History.
Farmer Jack's beginnings were in 1924, when Jewish-Russian immigrants Tom Borman and Sam Burlak opened a neighborhood grocery store, Tom's Quality Meats, at 12th and Forest in Detroit. In 1927, his brother Abraham "Al" Borman opened a store on Kercheval on the city's east side. The brothers eventually formed a partnership, which ended in 1945, with Tom developing Lucky Stores, and Al developing Food Fair markets. In 1955, the two operations merged into Food Fair, operating under the corporate entity Borman Food Stores Inc. Four years later, the renamed Borman's Inc., sold more than 400,000 shares of stock, with the brothers retaining control. Proceeds from the stock sale fueled a buying binge: Borman's bought State Super Markets of Ferndale; American Stores Inc., acquired nine Lipson-Gourwitz Co. markets in Detroit, planning an expansion to 46 stores.
In 1966, Borman announced the opening of three suburban shopping centers that would contain gas stations, car washes, garden supply stores, Yankee discount stores, and food stores, operating under the new moniker of "Farmer Jack". By 1972, Detroit became a major zone of grocery store competition, with six chains competing in the region, including Chatham and Great Scott! In a speech, Paul Borman claimed A&P's move to discount-type stores had nearly destroyed the supermarket industry.
Borman acquired the 13-store Arnold Drug pharmacy chain in 1965, but dissolved this division in 1981 in order to cut financial losses.
In 1987, Borman's was flush with cash, and took advantage of Safeway's troubles as an opportunity to diversify its store base beyond Michigan when it bought that chain's 60-store Salt Lake City division. Those stores were throughout Utah, southern Idaho, and in adjacent towns in Nevada and Wyoming. The Safeway stores were renamed "Farmer Jack"; the company planned to remodel and update them, as Safeway had not invested much in the division. The expansion was short-lived and by the end of 1988, Farmer Jack sold the 60-store division to various retailers including 29 stores to Boise, Idaho-based retailer Albertsons. Later in 1987, a lengthy strike by Detroit-area clerks and cashiers, who were not supported by meat cutters or Teamsters, depleted Borman's cash reserve and forced the company to buy out 800 workers at the cost of $12.9 million. The 1987 strike started a period of losses that would prompt the sale to A&P.
In 1989, beginning a decade of merger mania in the supermarket business, A&P paid $76 million for 79 Farmer Jack stores operated by Borman's. The buyout made A&P the top player among grocery stores in southeastern Michigan, with a 36% share. By 1994, all A&P stores in metro Detroit had been converted to Farmer Jack stores.
In the mid-1990s, A&P rebranded select stores within the East (mostly in Virginia and South Carolina) to the Farmer Jack banner; while they shared the same name, these stores were not controlled by the Midwest division. These stores were closed or sold by 1999.
In September 2003, a newly built Farmer Jack opened in Milford, Michigan; a new store opened in Waterford, Michigan, in 2005. The company planned a new store for Dearborn Heights in 2004, but it opened as Food Basics instead. After A&P discontinued the Food Basics brand locally, the company converted it into a Farmer Jack.
Decline and demise.
After initial merger pains, Farmer Jack rose to prosperity, becoming A&P’s most profitable division through the 1990s. But in 2002, the chain began losing money. Former executives attributed this to several reasons:
Market Scope projected that Farmer Jack led metro Detroit in market share with 27.5% at year end 2001. It began a free fall in 2002; by the end of the year, Kroger led the market while Meijer climbed to 16.1% from 10.1% in just one year.
In 2003, Farmer Jack announced its first round of store closures and that it would seek voluntary buyouts among its most senior employees. In June, in a move made by the company to ‘get its consumer base back,’ but attributed by the media as a marketing gimmick, each store was closed for 37 hours so that they could be thoroughly cleaned; when the stores reopened, employees debuted with new uniforms and the loyalty card and weekly sales were discontinued in favor of everyday low pricing. Additionally, a new marketing program titled "We’re Thinking Fresh" promoting ‘it’s fresh or it’s free - guaranteed’ was launched. An analysis by the "Detroit Free Press" among a basket of commonly purchased items concluded that Farmer Jack's price had indeed went from most expensive to least expensive among its peers; however, the paper also noted that "in spite of the surface shine, some areas of the store (where the paper shopped) needed a scrubbing. The coolers looked old, a frozen food area had bent and crooked shelves, and some inner cooler door frames were dusty and dotted with bits of paper." The paper speculated that competitors would match Farmer Jack's prices and it would suffer from the same problems it had before the makeover.
In early 2004, ten Farmer Jack locations were converted into A&P's Food Basics format in an attempt to compete with discount chains such as Save-A-Lot. Less than a year later, nine were closed while the other—a new-build store in Dearborn Heights—was converted into a Farmer Jack. Simultaneously, the closure of 15 Farmer Jacks was announced; four more closures were announced later in the year.
In early 2005, A&P placed Farmer Jack for sale, seeking an estimated $250M for 71 core stores; the remaining locations were offered individually. Later that year, workers approved wage cuts conditional on a sale to Spartan Stores—which was led by several former Farmer Jack executives, including its CEO Dennis Edison who led Farmer Jack until his dismissal in 2002, but the deal fell through. Workers then approved a similar package of cuts in exchange for A&P guaranteeing to keep the stores open through May 2007. A&P, which was unable to find a buyer for Farmer Jack, said the chain would break even for the year and therefore A&P—which had just received a cash injection from the sale of its Canadian division—was in no hurry to sell it. A&P also admitted that because it had anticipated a quick sale, Farmer Jack had been poorly managed for over a year; therefore, the company was returning to loyalty cards and "It's Savings Time" marketing.
By April 2006, Farmer Jack was once again profitable.
In August 2006, Farmer Jack announced it would convert three stores into a prototype mixed discount-upscale market featuring warehouse-type shelving, fewer product offerings and higher stacking in the produce department while featuring lower prices. Plans were scrapped by October, with then A&P CEO Eric Claus saying "we're not pleased with our lack of sales momentum in Michigan".
In March 2007, A&P announced plans to sell or close Farmer Jack by July. In May, its distribution warehouses closed. The remaining Farmer Jacks closed on July 7. "For all practical purposes, those stores were closed anyway," supermarket analyst David Livingston told the "Detroit News". "Farmer Jack was doing such a low volume. The existing stores were barely even doing that -- existing." "Farmer Jack was stuck in the past in terms of quality, merchandising and pricing," said Ken Dalto, a Farmington Hills-based retail consultant. "A&P never gave its Michigan stores the type of attention they needed to do well. Customers noticed they didn't move beyond 20 years ago." While Kroger was aggressively remodeling or rebuilding its stores with designer interiors, full service meat & seafood counters, sushi and extensive prepared food bars, most Farmer Jacks retained A&P's late 1980s/early 1990s interior design package.
Of the remaining 66 Farmer Jacks, the company announced that it sold 20 to Kroger, 10 to smaller local chains and 15 to independent grocers. However, some of the deals with the independent grocers collapsed. In an October 2007 SEC filing A&P revealed that it received approximately $110 million for 41 former Farmer Jack sites, and that 2 warehouses and 25 stores remained for sale.
In June 2010, A&P ended lease payments at vacant Farmer Jack stores; affected property owners responded with 24 lawsuits against A&P. In December 2010, A&P filed for bankruptcy citing dark leases from discontinued operations like Farmer Jack as a factor in its decision.
Marketing.
Farmer Jack is remembered in metro Detroit for its "It's Always Savings Time" jingle, which was used in the 1990s and again in the mid-2000s. Its most famous advertising mode was the 10-second "Farmer Jack savings time" plugs where the radio personality would give a quick special while in the background would play a sound similar to a teletype that began and ended with a low "boinnng" sound.
Another famous slogan was "Made in Michigan, Sold at Farmer Jack", which was used to promote Michigan brands and agriculture products.


William Low

William Low (popularly referred to as Willie Low's; latterly marketed as Wm Low) was a chain of supermarkets based in Dundee, Scotland, until it was bought out by Tesco for £257m in 1994.
As a group it was smaller than most of its competitors and often served small towns, although it still had several large supermarkets, including two in Dundee, and two in Perth. Most towns in the Tayside region had at least one large William Low store and it had branches throughout Scotland, North East England, Cumbria and Yorkshire. Tesco had to compete with a rival takeover bid from competitor J Sainsbury for the chain and, following the takeover, 57 of the William Low stores were converted to the Tesco fascia. Prior to this, there were only around 17 Tesco branches in Scotland.
At one stage, the company also ran a chain of frozen food stores known as Lowfreeze. Lowfreeze was sold in 1987 to Bejam, with Bejam being sold to rival Iceland in 1989.
History.
Early years.
The company was founded by William Rettie and James Low in 1868 ("The name consists of both the founder's names, one's first name and the other's surname"). James's brother, William, joined the shop in 1870, taking over the business some years later.
William Rettie's grandson, Philip, joined the company in 1948, becoming managing director in 1958 and chairman in 1980.
1976-1984 Expansion.
Wm Low almost doubled in size between 1976 and 1984 with sustained expansion and increased store sizes. In 1976, Wm Low had a total of of floor space which by 1984 had become . Wm Low also rose to be included as number 400 in the Times 1000, a list of top UK Companies in 1984, whereas in 1976 it was not even listed.
Takeovers and mergers.
In 1984, Wm Low attempted but failed to take over Hintons, which later became part of Safeway. In 1985, Wm Low took over Laws Stores at a cost of £7.1 million. Laws had a group predominantly based in the north-east of England with a portfolio of smaller stores than Wm Low. Wm Low proceeded to close unprofitable Laws stores in 1986.
In 1989, Wm Low attempted to take over Budgens, a move described by Budgens as a friendly merger and which had looked to be a done deal. This deal ultimately collapsed.
Also in 1989, James Millar of Wm Low approached John Apthorp, owner of Bejam Freezer Centres to explore the possibility of merging the two brands. John Apthorp explains that he could not see the idea going ahead as Wm Low were losing market share and the store portfolio did not lend itself well to the possibility of conversions to freezer centre formats. In 1987, Wm Low had sold its frozen food chain, Lowfreeze, to Bejam for £3.8 million.
1993-1994 Expansion.
It was Wm Low's aim to achieve a total of 61 stores and of sales area by the end of the 1994 financial year.
Expansion into the north and midlands of England was a priority, with the £12 million, Loughborough store opening in 1993. Amid huge publicity for price cuts on over 500 items, customers took their sleeping bags to await the opening of the store and claim their hamper, champagne and flowers. This was the company's foray into direct competition with Sainsbury.
Market share.
Wm Low was one of the market leaders in Scotland in terms of market share, which was 7.4% in 1981, rising to 10.4% in 1984 and then 12.7% in 1986. It then started to fall until the 1994 takeover by Tesco.
History of the takeover.
Competing bids.
The takeover battle for William Low started on 14 July 1994, when Tesco announced its formal bid of £156 million for the company to dramatically improve its Scottish portfolio and an assurance it would not cherry pick the best stores. J Sainsbury launched a counter-bid of £210 million but this would have led to a break up of the Wm Low portfolio as they had intended to maintain the best stores and dispose of the rest.
The Scottish market leader at the time, The Argyll Group - Safeway - announced in July 1994 that it would not be making a bid for Wm Low. Sainsbury was keen to gain a stronger foothold in Scotland, having only 3 stores in Scotland at the time of the bid. Tesco reacted with an improved offer of £247 million and Sainsbury's withdrew from the battle.
Tesco formally took over Wm Low on 2 September 1994 for a total sum of £257 million. Analysis at the time suggested that the Sainsbury bid was possibly a spoiler tactic as opposed to a serious takeover attempt.
The company had been independent for 126 years, having been founded in 1868. The purchase of Wm Low doubled Tesco's Scottish market share from 7.6% to 15.3% in 1995.
Financial performance: before and after.
Prior to the take over, sales had been falling at a rate of 6%, a figure that Tesco reversed to a growth of 20% by February 1996 and the former Wm Low stores contributed £11 million profit to the Tesco group.
Tesco quotes pre-tax profits prior to the takeover as being £17m in 1993 and £15m in 1994. The Scottish Business Insider quotes similar yearly figures:
Staff numbers prior to the takeover had been reasonably static, from 8799 employees in 1991 to 8981 in 1994.
Conversion to Tesco-formatted stores.
A re-fit programme followed and Tesco scanning tills were installed at every store by August 1995, with the refit being completed by the end of 1996 at a cost of £35 million.
Although the vast majority of old Wm Low stores have now been replaced with all-new Tesco stores, some branches retain some Wm Low format fixtures (e.g. open grid false ceilings and blue / pink tiling in toilets). This is evident in stores such as Inverness Metro, Campbeltown, Fort Willam, Helensburgh, St Andrews, Dalgety Bay, Rosyth, Monifeith, Kilmarnock and Haddington. This is despite the stores having undergone a couple of internal refits since the takeover. Tesco Banff is the last obvious Wm Low style store left in the portfolio, having not undergone any refit since immediately after the takeover in 1996. This store is due to be replaced by a new purpose built store in 2010. In 2014 Tesco scrapped plans to replace the Banff store along with other projects due to a huge loss in profits. Dundee Lochee which was the last large Wm Low superstore closed on 7 February 2009, being replaced by Dundee South Rd, which is spread out over 3 floors. Wishaw Tesco moved to a purpose built store in November 2007 across from its original Wm Low store.
Remaining stores.
Most of the remaining Wm Low stores have been converted to the Tesco "Metro" format, in line with their smaller size. Such stores can be found in Grangemouth, St Andrews, Campbeltown, Monifieth, Inverness, Fort William, Helensburgh and Stranraer.
Planned Wm Low store expansion.
At the time of the Tesco take over, a number of new Wm Low Stores were earmarked for development. These were ultimately launched as Tescos but had been planned by Wm Low. This included Aviemore, Cupar, Falkirk and Dunblane, opened between 1995 and 1996.
Redundant stores.
Some of the now redundant sites have gone on to find new owners after Tesco relocated in nearby areas. The former Wm Low stores in Dalkeith and Dingwall have now become branches of Lidl, Wm Low Blairgowrie became M&Co, whilst Wm Low Elgin became TK Maxx after the construction of a new Tesco store on the site of the former fire station. Wm Low Keith became The Original Factory Shop, Wm Low Forres remained empty until it was demolished in 2014.
Wm Low Bathgate West Lothian became Tesco which relocated to a new purpose built store on the outskirts of Blackburn, West Lothian, the former Wm Low unit then became B Wise and Qs which both have since closed down. The site was a fairly large charity shop until December 2020 which has also since closed and the unit now remains empty.
Wm Low Dundee Lochee has now become The Range after Tesco relocated to Dundee South Road.
Wm Low in Perth (Victoria St branch) lay empty for almost a decade before half of the premises was refitted and operated as a Matalan Store and the other half (what used to be the supermarket warehouse) a store selling floor coverings and living-room furniture. As of July 2020, Matalan now occupies the entire building.
In 2007, the former Wm Low store in Forfar closed, with Tesco moving to a new site at the northern end of the town centre. The old site was subsequently sold to Focus DIY, whose store opened there in early 2008. The site has a garden centre, built on part of the old car park, and very little exists to suggest it was a former supermarket. As of 2016 the store is a now a branch of Home Bargains which now occupies the entire floor space and has re-opened the garden centre.
The former Wm Low store in Goole, East Yorkshire, was taken over by Tesco, but this was relocated to a larger site on Boothferry Road in the late 1990s. The store was split into four units and is now home to a branch of Home Bargains, Farmfoods and Sports Direct.
The store in Berwick-upon-Tweed became a Kwik Save, which in turn has closed and stood empty for years. It has now been demolished (2016) and controversial offices have been built on the site
The store in Consett (County Durham) was converted into Tesco, then Tesco relocated in the town to a larger store and the store now trades as a B&M home store.
The store in Felling, Gateshead, which was one of the newest store in the chain, became a Kwik Save store and closed in 2007 following the liquidation of the national chain in 1997. It remains empty as of 2021.
Distribution centres.
The Wm Low warehouse in Gateshead was closed in March 1995. The head office and Distribution Centre at the Dryburgh Estate in Dundee became the Tesco Customer Service Centre and one of two Scottish Distribution Depots for Tesco.
Wm Low Dryburgh Distribution Centre was built in the mid 1970s by Wm Low with an expected 25 years life span. In 2006, Tesco announced the closure of the Dundee depot to create a brand new centre in Livingston on the site of the former NEC factory, which would also replace the current distribution centre already based in Livingston (now open as of October 2007). The adjacent customer service centre was unaffected by the closure. The warehouse at Dundee was demolished in 2019.
Store portfolio.
The following is a list of Wm Low stores in existence immediately prior to the takeover by Tesco.
Scotland.
Banff, Bathgate, Blairgowrie, Bo'ness, Campbeltown, Carnoustie, Coatbridge, Craigmarloch, Crieff, Cumbernauld, Dalgety Bay, Dalkeith, Dingwall, Dumfries, Dunbar, Dundee (two), Dunfermline, Edinburgh (two), Elgin, Forfar, Forres, Fort William, Galloway, Govan (Paisley Road West), Grangemouth, Greenock, Haddington, Helensburgh, Inverness, Inverurie, Keith, Kilmarnock, Kirkcaldy, Kirkintilloch, Kirriemuir, Lanark, Linlithgow, Milngavie, Monifieth, Montrose, Oban, Perth (two: one on Victoria Street in the city centre and one on the Crieff Road; the original store was on South Street), Rosyth, St Andrews, Stranraer, and Wishaw.
In 1999, Tesco agreed to swap the Carnoustie, Dunbar and Kirriemuir stores with Lothian Borders & Angus Co-operative Society to gain a larger superstore in Galashiels.
England.
Consett, Driffield, Gateshead (Rowlands Gill), Goole, Ilkeston, Jesmond, Loughborough, Northallerton, Sleaford, Thirsk, Whitehaven, Workington.
Typhoid outbreak.
On 6 and 7 May 1964, the Aberdeen branch delicatessen used a tin of Argentinian corned beef that had not been processed properly (and was infected with typhoid). Due to the fact that the meat was sliced using a communal deli slicer, approximately 500 people were diagnosed in Aberdeen in 1964 with suspected typhoid. William Low was never successful in the city again with their branch closing in the city three years later.


Edmonton City Centre

Edmonton City Centre is a shopping mall in downtown Edmonton, Alberta, Canada, across the street (west) from Churchill Square.
History.
In 1974, the City Centre Place office tower (Oxford Tower) was completed within the larger Edmonton Centre development; TD Tower was added in 1976. In 1978, Oxford Tower (now MNP Tower) and the Four Seasons Hotel (now) Sutton Place Hotel were built on the north edge of the site. Across the street a new development was in planning by Triple Five Corporation. The original plan for what was then called Eaton Centre, announced in 1980, called for several large office and apartment towers. None of the originally designed five towers was ever built but the multi-level Eaton Centre mall and the Delta Edmonton Centre Suite Hotel were salvaged from the project by heavy civic tax subsidies.
After the demise of the Eaton's department store in 1999, Eaton Centre and Edmonton Centre, formerly two independent malls, were redeveloped into one shopping complex connected by a newer and larger pedestrian bridge spanning 101 Street (that itself contains a number of shops).
On June 27, 2013, Empire Theatres announced that it would be selling this theatre location along with 22 others in Western Canada and Ontario to Landmark Cinemas. On October 29, 2013, Empire Theatres closed and reopened as Landmark Cinemas on October 31, 2013.
On November 18, 2015, Edmonton City Centre announced that it planned to relocate and significantly upgrade its food court as part of a $41.3-million redevelopment investment that would revitalize the entire retail experience of the downtown property. Construction was scheduled to begin in November 2015. The new food court opened on November 1, 2016, and the property revitalization project would be complete by November 2017.The former food court area and stores on the lower level were converted to parking.
Business.
ECC is home to two office towers and one unique office conversion property located on the site of the original Woodwards: TD Tower, Oxford Tower and Centre Point Place are all connected to the shopping centre by way of integrated pedway. These office properties combine for a total of approximately 665,000 square feet with the towers ranging from 24 to 28 storeys in height.
CBC.
The Canadian Broadcasting Corporation's English and French services in Edmonton are located at Edmonton City Centre. CBC operations based at ECC include television stations CBXT-DT and CBXFT-DT; as well as the radio stations CBX, CBX-FM, and CHFA-FM.


Waltons (department store)

Waltons was an Australian department store chain, founded by John Walton (1904–1998).
History.
Walton bought a menswear store in 1951, located on George Street, Sydney, opposite the Queen Victoria Building and Sydney Town Hall and near Town Hall station. Over the years it was expanded along Park Street with adjoining properties purchased.
In 1955, Walton formed an alliance with the American retail giant Sears, Roebuck. In the early 1960s, he started a finance company in partnership with Citibank, and also moved into insurance. That part of the business was sold to Norwich Union in 1980.
There were changes in the retail scene in Australia in the 1960s and Waltons Limited bought out Marcus Clark & Co in 1966, and then Anthony Hordern & Sons, merging its country store operation into the Walton's store group. That excluded the Brickfield Hill store in the south of the Sydney central business district, which by 1969 had already closed. Waltons then acquired McDowells in 1972. By 1972, the Waltons chain had expanded to 96 department stores before Walton retired as executive chairman. Sir John severed his ties with the company in 1976, and his son John took over.
Alan Bond bought Waltons in 1981, but the purchase became a financial disaster, with Bond losing $199 million in 1983. The Waltons department store name disappeared when Bond sold Waltons in 1987 (and closed its employee superannuation fund), to interests associated with the Cooke family. The Cooke family re-branded the remaining stores as Venture and Norman Ross outlets. In 1994, Venture went bankrupt.
The flagship Waltons department store on George Street, Sydney, was demolished, and employees and the media were informed that Bond Corporation intended to build Australia's tallest building, including a brand new Waltons store, on the same site. Due to the above-mentioned losses, that didn't happen. The piece of prime real estate remained nothing more than a huge hole in the ground for years. It was finally replaced by the Citibank office tower, which includes the Galeries Victoria retail space. The main Melbourne store, on Bourke Street, was remodelled into a Village Cinemas complex, which closed in 2006.
The Waltons store in Fortitude Valley, Brisbane, still has a Brunswick Street Mall store-front with "Waltons" signage, but with blacked-out door glass since the store closed around 1987. The street entrances or exits to the bottom level, which are occupied by Asian novelty product stores, still have the word "Walton" screwed into the wall, with the S possibly having been removed as a souvenir.
Store locations.
Victoria.
Nearly all these stores closed in 1983
South Australia.
Miller Anderson Limited was acquired by Waltons Limited, as a result over its 1966 takeover of Marcus Clark & Co. Miller Anderson Limited had stores in the following locations:


Kessel Food Markets

Kessel Food Markets was an American supermarket chain based in Michigan. It began in 1981 when Owosso, Michigan, native Al Kessel, a former executive vice president of Hamady Brothers supermarkets, purchased Kroger locations in Corunna and Saginaw. Kroger closed these stores due to Michigan's poor economy at the time, and failure to reach union agreements. After Kroger closed all five of its Flint locations in 1982 for the same reasons, Kessel purchased them as well, followed by 13 Hamady stores after that chain filed for bankruptcy in 1991. At its peak, Kessel Food Markets comprised 24 stores. Kessel filmed his own television commercials for the chain, in which he would throw items into a grocery cart and state, "Save at Kessel this week. Why? Because we're with you."
The Kessel chain was frequently targeted by workers' unions in Saginaw. By 1999, four of the Kessel stores had been converted to Save-A-Lot or closed, while the rest were sold to Kroger, which briefly continued to operate them under the Kessel name before converting them. Kessel's company, Kessel Enterprises of Grand Blanc, Michigan, continued to operate the Save-a-Lot stores and local Pet Supplies Plus stores.
Kessel died December 28, 2012 at age 74 of esophageal cancer, in Naples, Florida.


Arado Flugzeugwerke

Arado Flugzeugwerke was a German aircraft manufacturer, originally established as the Warnemünde factory of the Flugzeugbau Friedrichshafen firm, that produced land-based military aircraft and seaplanes during the First and Second World Wars.
History.
With its parent company, it ceased operations following the First World War, when restrictions on German aviation were created by the Treaty of Versailles. In 1921, the factory was purchased by Heinrich Lübbe, who is said to have assisted Anthony Fokker in the creation of the pioneering "Stangensteuerung" synchronization gear system during 1914-15, and re-commenced aircraft construction for export, opening a subsidiary, Ikarus, in Yugoslavia. Walter Rethel, previously of Kondor and Fokker, was appointed head designer.
In 1925, the company joined the Arado Handelsgesellschaft ("Arado trading firm") that was founded by the industrialist Hugo Stinnes Junior for covering up illegal trade with military equipment. When the Nazi government came to power in Germany in 1933, Lübbe took control of the company. Just prior to that, Walter Blume, formerly of Albatros, replaced Rethel.
Arado achieved early prominence as a supplier to the Luftwaffe with the Arado Ar 66, which became one of the standard Luftwaffe trainers right into World War II. The firm also produced some of the Luftwaffe's first fighter aircraft, the Ar 65 and Ar 68. In 1936, the RLM ("Reichsluftfahrtministerium" – "Reich Aviation Ministry") insisted that, as a show of loyalty, Lübbe should join the Nazi party. When he refused, he was arrested and forced to sell the company to the state. It was renamed to the more specific (and accurate) Arado Flugzeugwerke GmbH, and was placed under the direction of Erich Serno, and Felix Wagenführ, himself a former IdFlieg officer in World War I.
When Germany invaded Poland, instigating World War II, two more Arado products rose to prominence, the
Ar 96, which became the Luftwaffe's most used trainer, and the Ar 196 a reconnaissance seaplane that became standard equipment on all larger German warships. Unfortunately for Arado, most of their other designs were passed over in favour of stronger products from their competitors, such as Germany's only heavy bomber fielded during the war, the Heinkel He 177, for which Arado was the primary subcontractor. Perhaps Arado's most celebrated aircraft of the war was the Ar 234, the first jet-powered bomber. Too late to have any real effect on the outcome of the conflict, it was nevertheless a sign of things to come.
Until their liberation in April 1945 by the Soviet army, 1,012 slave laborers from Freiberg, a sub-camp of the Flossenbürg concentration camp, worked at the Arado factory, beginning with the first trainload of 249 prisoners arriving in August 1944. The prisoners were mostly Polish Jewish women and girls sent to Freiberg from Auschwitz.
Arado also licence-built various versions of, and components for the Focke-Wulf Fw 190.
In 1945, the company was liquidated and broken up.
The Ar 96 continued to be produced in Czechoslovakia by Zlin for many years after the war as the C.2B.
Aircraft.
Arado aircraft include:
Major internal World War II projects under the RLM:


Interstate Hosiery Mills

Interstate Hosiery Mills was started in 1932 by two brothers, Harold and Lawrence Greenwald. In a legal settlement, they received an unlimited license to produce a patented pointed toe stocking in a patent held by a company, Gotham Gold Toe Hoisery. Gotham marketed their product with a gold threaded toe so Interstate used a coral band around the top of the stocking. Interstate grew to be the largest hosiery finisher in the United States until the accounting discrepancy was uncovered in 1937.
The company operated until 1954 at which time Harold retired and Lawrence brokered an employment agreement with the purchaser of the assets, Burlington Industries. Lawrence went on to be president of Burlington's division, Patentex, and later founder and chairman of Hurst Performance Products, Inc., the company which invented the jaws of life, a patent which they gave to the public domain at no cost.
Interstate Hosiery Mills was a company involved in a case of fraudulent stock manipulation in the 1930s. Raymond Marien was an accountant for Homes & Davis in charge of the accounting of Interstate Hosiery. He inflated assets by $1.9 million, about 40% of the book value. He was exonerated for financial gain but was convicted of a minor check-cashing forgery.
The resulting scandal, among others, led to reform of accounting standards and increased SEC oversight.