Robinson Crusoe, the Making of a Universal and Versatile Myth

Posted on by E Curb Nottus
Biographical, Creative Writing, Geography, Literary & Linguistics, Popular Culture, Travel

Robinson Crusoe Tercentenary, 1719-2019

3451C32D-A5EC-4678-A59E-FC9A8DB57BB4Three hundred years ago this coming April, London merchant-cum-journalist Daniel Defoe published his debut novel anonymously✱ – it was to become one of the most iconic and most imitated literary works ever…it began with a title page descriptor that read in full:

The Life and Strange Surprising Adventures of Robinson Crusoe, Of York, Mariner: Who lived Eight and Twenty Years, all alone in an un-inhabited Island on the Coast of America, near the Mouth of the Great River of Oroonoque; Having been cast on Shore by Shipwreck, wherein all the Men perished but himself. With An Account how he was at last as strangely deliver’d by Pyrates.

74E3659A-FFFB-42DA-B2B0-FCCA848D2F79Once “cast on Shore by Shipwreck”, Crusoe, isolated and alone, is forced to make the best  of a perilous predicament in an alien and challenging environment. His solitary, epic struggle in the face of hardships and the existence of threats from wild animals and the unknown elevates the story to mythic proportions. The myth is complete when Crusoe ultimately succeeds in conquering all impediments and fashions the island into his own “miniature Great Britain”.

A multiplicity and diversity of readings
Robinson Crusoe is a multifaceted work of fiction, viewable from a number of different perspectives. On a straightforward level its an adventure novel and a travel book (rather than a guide) tantalising the 18th century Englishman and woman with a sense of faraway “new worlds” which were still undergoing a process of discovery and exploration.

The personality of the protagonist Crusoe himself is an Everyman figure, representing a cross-spectrum of contemporary English societal types – above all he is the archetypical survivor prompting untold numbers of readers to identify with the despair of his plight and “embraced his myth of struggle, survival and triumph against all odds” [Crusoe: Daniel Defoe, Robert Knox and the Creation of a Myth, Frank, K (2011)].

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⍐ One of the numerous screen adaptations of the ‘Robinson Crusoe’ tale


Crusoe as “economic-imperialist” and coloniser
There is the hero of romantic, bourgeois individualism, the Englishman who turns his dire circumstance to his ultimate financial advantage. When others appear on the island (Friday, the boy slave Xury, the ‘savages’, the Spanish sailors and English mutineers), Crusoe reacts with a sensibility typical of the “natural superiority” of a coloniser and uses the others as ‘commodities’✥. James Joyce described Robinson Crusoe as the “true symbol of the British conquest”, embodying “the whole Anglo-Saxon spirit” [quoted in ‘An introduction to Robinson Crusoe’, (Stephen Sharkey), 21-Jun-2018, www.bl.uk].

A spiritual voyage
On another level Robinson Crusoe can be read as a kind of spiritual autobiography (popular in Defoe’s time). Crusoe’s journey from one exotic land to another can be seen as the “spiritual voyage” of Bunyanesque Puritan Christianity. Crusoe’s long, long sojourn on the island is a test of his faith. Being alone with infinite time on his hands he devotes himself to intense self-scrutiny, questioning the Providence that landed him in his predicament (ie, his relationship with God). Some critics have noted that Crusoe’s thought processes on the island entailed a progression from rebellion, acknowledgement of mortal sin, atonement and religious conversion [‘Robinson Crusoe Theme of Religion’, (shmoop), www.shmoop.com].

DIY Robinson Crusoe and the Conduct book
Defoe provides a very detailed description of how his hero goes about making the most of his enforced stay on the island. As Katherine Frank observes, DeFoe’s novel is the “ultimate how to book: a step-by-step guide on how to live in a particular tricky situation”, ie, a method for surviving alone on a desert island◘ [Frank, op.cit.]. On the ship and again on the island Robinson spends copious amounts of time cataloguing items and making lists of everything that comes into his head.

The novel’s preoccupation with DIY touches on something else close to Defoe’s heart, the “Conduct book”✪ (a kind of user’s guide for life in the 18th century). The self-help component in Robinson Crusoe gives a sample of the writer’s broader interest in instructional works…Defoe spilled a lot of ink in writing a series of published texts telling people how they should live their lives – with titles like The Family Instructor, The Compleat English Tradesman and The Compleat English Gentleman.

A Defoe conduct book on the Robinson Crusoe theme

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Always look on the bright side of life
Defoe’s faith in the individual’s capacity for self-improvement comes through in his novels as much as in the didactic Conduct books. In Robinson Crusoe Defoe’s central character refuses to give up and submit to his fate no matter how glum his prospects look. With each new challenge he faces on the island, Crusoe time and again evokes the “power of positive thinking”…in his solitude he learns “to look more upon the bright Side of my Condition and less upon the dark Side” (Defoe imbues the protagonists of his later novels like Moll Flanders with this same positive disposition) [ibid.]. Defoe really had to be a glass half-full kind of guy to keep bouncing back from all the reversals life was lobbing on him (viz. a succession of self-inflicted, calamitous business ventures he managed to embroil himself in, doing gaol time for failure to pay his debts, etc).CA6103A9-E02F-4B27-B46E-DCD1A6029538

PostScript: Cashing in on the “golden egg”
The Life and Strange Surprising Adventures of Robinson Crusoe was an instant commercial success with four editions printed in 1719. Defoe, always with his mind fixated on how to enrich himself, was quick to follow-up Robinson Crusoe with a sequel. The Farther Adventures of Robinson Crusoe, published in the same year, proved to be almost as much a hit with the public. The Farther Adventures (usually today called the Further Adventures) was intended to be Robinson Crusoe’s swan-song, but Defoe couldn’t resist going to the well one time too many with a third book in 1720 entitled Serious Reflections During the Life and Surprising Adventures of Robinson Crusoe: With his Vision of the Angelick. Serious Reflections ‘bombed’ badly and the less said about it the better⊡.
═══════════════════════════════―═══════════════════════════════
✱ it was commonplace for 18th century texts to be published either anonymously or using a pseudonym…Defoe was especially inclined to obscure textual ownership to try to cover himself when raising polemical questions [‘Anonymity in the Eighteenth Century’, (Gillian Paku), (Literature, Literary Studies – 1701 to 1800: Aug 2015 DOI: 10.1093/oxfordhb/9780199935338.013.37 www.oxfordhandbooks.com]
✥ Crusoe’s mercenary nature (equating with that of the money-obsessed Defoe) is best illustrated with Xury who Crusoe is happy to sell back into slavery when he is no longer required and by so doing fetch a tidy sum for himself
◘ novelist EM Forster once remarked that Robinson Crusoe reminded him of a “Boy Scout manual”
✪ Conduct books, today’s self-help guides, in Defoe’s day took the form of sermons, devotional writings, familiar letters, chapbooks and instruction manuals offering advice on social mores and manners, spiritual guidance and practical information on state and household duties, [Batchelor, Jennie. “Conduct Book”. The Literary Encyclopedia. First published 09 July 2004
https://www.litencyc.com/php/stopics.php?rec=true&UID=216, accessed 29 December 2018.]
⊡ the Farther Adventures had the same trademark derivative framework as the original novel – Defoe borrowed heavily once again from Robert Knox’s autobiography and seems to have modelled the last part of Crusoe’s journey on a 17th century Moscow Embassy secretary’s travel journal (Moscow – Peking), The Farther Adventures of Robinson Crusoe, Wikipedia, http://en.m.wikipedia.org; Frank, op.cit.]

John Lewis, Senior and Junior: A Contrast in Pathways Up the Retailing Ladder

Posted on by E Curb Nottus
Biographical, Commerce & Business, Local history, Retailing history

The path taken by John Lewis in scaling the heights of retail commerce was typical of many embryonic and aspiring owner-drapers in mid-Victorian Britain. Somerset born and raised, Lewis started his first modest shop in Nº132 (later re-numbered) Oxford Street, London, in 1864 (taking the sum of 16s & 4d on opening day). His first twenty years in business for himself were far from glamorous, a period dominated by hard and dreary ‘yakka’ and slow piecemeal accumulation and consolidation.

The tortoise approach – slow and steady
Lewis took a conservative, uncomplicated (“keep it simple”) approach to retailing and only slowly moved his lines from silks, woollens and cotton fabrics to dress fabrics and clothing and later to furnishing fabrics and household supplies like China and ironmongery (but never food!). His philosophy was sell cheap and no ads (for nearly a century the John Lewis company continued a practice of minimal advertising!)✱. Unsurprisingly for a man described as “a Victorian curmudgeon” [‘John Lewis (1836-1928)’, Geoffrey Tweedale, Oxford Dictionary of National Biography, 06-Jan-2011, www.oxfordnb.com], his management style was rigidly autocratic, he often had abysmally poor relations with his staff and was prone to effecting arbitrary and sometimes wholesale dismissals. In 1920 Lewis’ “pig-headedness” and anti-union stance triggered deleterious industrial conflict…in 1920 the unaddressed grievances of Lewis’ shop-girls led to a strike by 400 staff. Lewis simply sacked the strikers and replaced them, but his arbitrary action brought him discredit and caused commercial ruptures adversely affected the company’s competitiveness vis-à-vis its retailing rivals in the long-term. ‘How John Lewis was the original store wars: As the retail empire celebrates 150 years, we tell its fascinating story’, (Brian Viner), The Daily Mail (UK),, 04-Jul-2014, www.dailymail.co.uk]

ef=”http://www.7dayadventurer.com/wp-content/uploads/2018/11/image-1.jpg”> Flagship store 1939 (Source: John Lewis Memory)[/cap
Lewis adopted an habitually “penny-pinching” stance when it came to running the store’s finances. In this he was the diametrically opposite of his Selfridges contemporary, the ostentatious, big spending, big advertising Harry Gordon Selfridge. In the eyes of Lewis, Selfridge must have seemed absolutely criminally profligate! Nonetheless Lewis did earn “brownie points” with London consumers for his straight dealing and commitment to the purveyance of quality goods, and profits grew accordingly. Sales for the ‘John Lewis’ stores rose from an underwhelming £25,000 in 1870 to a commendable £921,000 in 1921.

http://www.7dayadventurer.com/wp-content/uploads/2018/11/image-2.jpg”> Peter Jones[/caption
Another instance of Lewis’s circumspect approach was his reluctance to expand the business. It was not until 1906 that he made a move in this direction, purchasing the ailing Peter Jones store in Chelsea after the death of the store’s original Welsh owner✧. During his long lifetime John Lewis made no further expansionary attempts. The company during this period was clearly hamstrung by a lack of dynamic vision under its founder – losing vital retail ground to the likes of Whiteleys and Owen Owen [Tweedale, loc.cit.].

Father v son
Lewis’s innate caution also showed itself in his hesitancy in passing even a portion of control of the firm over to his sons, especially his eldest son John Spedan Lewis. When Lewis’s sons came of age, he gave them a limited role only…Spedan (as he was universally called) was put in charge of the newly acquired Peter Jones store (presumably to keep him from interfering with the central operation of the business). Spedan increasingly clashed with Lewis Senior over their fundamentally different approaches to business, with Spedan in charge of Peter Jones and JL Senior holding sway in Oxford Street HQs, relations between father and son deteriorated alarmingly (characterised in some quarters as equating to intra-family “store wars”) [Viner, loc.cit].

After the founder’s death in 1928 Spedan was free to fully implement his more progressive management ideas – in the area of staff relations these were often light years away from his father’s outmoded views and intransigent bellicosity…once at the helm Lewis Junior started by cutting working hours and introduced tea-breaks for the staff…Spedan envisaged further, more radical, plans for modernising ‘John Lewis’ and propelling it forward in the Thirties.

Under Spedan’s watch – JLP up and away!
Spedan wasted no time in taking ‘John Lewis’ in a very different direction to his late father’s ultra-cautious, steady-as-it-goes approach. In 1929 he reformed the enterprise into a public limited company, John Lewis Partners (JLP). Staff were rebranded ‘partners’ and made shareholders in the firm. Spedan diversified and pursued an expansionary route that Lewis Senior had so long doggedly eschewed. Smaller, less profitable chains were acquired – from 1933 on Spedan widened the John Lewis Partnership dramatically, adding purchased stores for the first time outside of London – Nottingham, Weston Super-Mare, Portsmouth and Tyrrel, Southampton, etc. [‘The 1930’s; a period of growth’, (Johnathan Blanchford), (‘John Lewis Memory Store’), www.johnlewismemorystore.org.uk]. One of JL Junior’s ideas was to create a chain of John Lewis hotels, and to supply these hotels he bought a chain of grocery shops, known as Waitrose, in the Thirties. Waitrose proved a spectacularly profitable acquisition for John Lewis’⊛. As of 2016 there were some 353 Waitrose supermarkets across the UK, collectively worth more than £1B (one of only five such successful food and drink brands in Britain) [‘Waitrose’, Wikipedia]http://en.m.wikipedia.org.

In the Forties John S Lewis bought up some of the failing Selfridge business concerns after the former high-flying company plummeted and Harry Selfridge was forced out to pasture and into retirement. Other (overseas) business moves into South African draperies however turned out to be unsuccessful ventures [‘John Lewis’, Wikipedia, http://en.m.wikipedia.org].

▼ Spedan Lewis

Although Spedan was less autocratic, and certainly less confrontational✣, than his father, he was no democrat when it came to running the John Lewis business empire. Some observers (including insiders), recognising an inherited family trait, saw Lewis Junior as a “my way or the highway” type of business leader. Recollections of some ex-staff and associates point at a Spedan inclination to public losses of temper and the arbitrary and unfair treatment of staff on occasions, with a suggestion of a peculiar bias against staff (including managers) with ginger hair [‘Memories of Spedan – not all sweetness and light’, (Margaret Cole), (‘John Lewis Memory Store’), www.johnlewismemorystore.org.uk].

Today JLP remains an employee-owned British company (consistent with the “worker-cooperative” entity (the ‘Partnership’) as initiated by Spedan Lewis in 1929). According to the Sunday Times it is the third largest private UK company by sales – £3.78B revenue in 2017 [“The Sunday Times HSBC Top Track 100 league” (2016)]. As a retail operator JLP maintain its traditional market position as a chain of high-end✫ department stores⊡, competing with its historic, equally upscale rivals in the merchandising field, Harrods and Selfridges.

FN: the corporate colours of retailing
John Lewis’s store colours have traditionally been green and white – supposedly because Spedan Lewis wrote his memos exclusively in green ink (the auditor’s colour!) on white paper [Tweedale, loc.cit.]. Interestingly, green seems to be the preferred colour of successful London-based retailers…Selfridges’ salient business colour is also green, and both Harrod’s and Marks and Spencer’s traditional hues are green and gold.

2013: John Lewis presence in Westfield’s Shepherds Bush mall ∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸∸
✱ the John Lewis motto (dating from 1925) characteristically is “never knowingly undersold”
✧ the sale was the stuff of legend in London retailing – Lewis reportedly walked the distance from Oxford Street to the Sloane Square, Chelsea, Jones premises, with bank notes in his pocket to the value of £20,000 to complete the purchase in person. Today, Peter Jones is the ‘posher’ sibling of the John Lewis store
⊛ Waitrose is an upmarket grocer in line with the general emphasis of John Lewis merchandising
✣ JL Senior’s quarrelsome, confrontational nature was often fraught with consequences – a protracted turn-of-the-century legal dispute with Lord Howard, Baron de Walden, saw Lewis being sentenced to three weeks in gaol in 1903 for contempt of court [‘How John Lewis ended up in prison. A new century same old Mr Lewis’, (J Blanchford), (‘John Lewis Memory Store’), www.johnlewismemorystore.org.uk]
✫ a monumental departure from the early days of JL Senior’s “sell cheap” strategy
⊡ currently around 30 JL stores in England, Scotland and Wales and concessions in the Republic of Ireland and Australia

The Selfridges Story: The Making and Unmaking of Harry (or Several Lessons in Cultivating Customer Satisfaction)

Posted on by E Curb Nottus
Biographical, Built Environment, Commerce & Business, Local history, Retailing history, Travel

“People will sit up and take notice of you if you will sit up and take notice of what makes them sit up and take notice.”
~ HG Selfridge

⊹⊹⊹ ⊹⊹⊹ ⊹⊹⊹

Before I ever visited the UK I wasn’t at all familiar with Selfridges. I knew about Knightsbridge and Harrods and its preciously preserved pedigree all right…we’ve done that! My first time in London I was on a bus travelling (make that crawling) down Oxford Street heading towards the West End when I was enlightened as to the existence of the second-best known upmarket London department store. As the bus idled stationary I spotted a sign in front of a building that said ‘Selfridges’, my first thought, I remember, was “strange name!”…but when I think about it now I vaguely recall that I had previously heard the name Selfridges, but without inquiring further at the time I sort of formed the literal impression that it was a store as the name sounded that “sold fridges”, ie, a purveyor of domestic white goods! So when I did eventually get my beak inside the store’s doors at 400 Oxford Street I was surprised to see lines and lines of (pricey) fashion wear, shoes, accessories, skin care products, bags and more – but not one refrigerator in sight! (in its time it has apparently sold most everything!)

Even without visiting Selfridges’ flagship Oxford Street store, you may well be aware of it or of its US-born founder Harry Gordon Selfridge thanks to the recent ITV television series Mr Selfridge (first aired in 2013). The series was a period drama about the flamboyant, visionary retailer and the interactions that take place around him in his eponymous London department store✱.

A Marshall Field blueprint for London
Wisconsin-born Harry Gordon Selfridge initially earned his business ‘spurs’ working for Chicago department store Marshall Field & Company (right), this segued into him purchasing his own department store in Chicago. In hardly any time at all the mercurial Selfridge abruptly re-sold the business, making a quick profit and retired to play golf. In 1906 while holidaying in London, Selfridge sensed a new retail opening for his entrepreneurial talents in the British capital. For £400,000 he purchased land and surrounds for a novel custom-built, mega-department store in the then unfashionable, western end of Oxford Street [‘Harry Gordon Selfridge’, Wikipedia, http://en.m.wikipedia.org].

“The American Invasion of London”
The London press was not initially warm to the notion of the American’s incursion into the world of London commerce. The City’s daily and drapery trade press described it as an “American Invasion of London” [Lawrence]. Selfridge’s loud in tone and bombastic approach to selling the project didn’t help in endearing him to the newspapers (described in some publications as being “aggressively big in scale”). Selfridge’s efforts to make the store a reality were driven by an unwavering vision: creating a “monumental retail emporium” was in his eyes the key to elevating “the business of a merchant to the Dignity of Science” (as he grandiosely put it). Selfridge believed to achieve that, he had to construct a gigantic “technologically advanced department store”, hence the massive amount of money, time and effort he put into the project [LAWRENCE, J. (1990). ‘Steel Frame Architecture versus the London Building Regulations: Selfridges, the Ritz, and American Technology’. Construction History, 6, 23-46. Retrieved from http://www.jstor.org/stable/41613676].

A ground-breaking, landmark modern steel-framed building
Construction of the Selfridge store was something of an architectural coup in itself. It won praise in its day from British building journals for its innovative construction methods…built with steel frames and reinforced concrete allowing for much narrower than usual walls, the frames permitted a far greater window area, so very large plate-glass windows could be installed (12 of which were the largest sheets of plate-glass then in the world!) – making for much more interior natural light and brightness (designed by famed US architect Daniel Burnham and associates). Originally comprising a 250′ x 175′ site, Selfridge’s had nine Otis passenger and two service lifts and six staircases. 100 separate departments were spread out over eight floors. While the physical construction of the Oxford Street store took only 12 months, Selfridge had first to overcome London City Council’s raft of objections (unprecedented size of the commercial structure, fire danger, etc). Selfridge and his engineers’ lobbying of the LCC Committee eventually resulted in the passing of two local building acts – LCC (General Powers) Acts of 1908 and 1909 – necessary for the Oxford Street project to be completed [Lawrence, ibid.]☯.

Rigid building regulations weren’t Selfridge’s only impediment to making his dream store a reality. Half-way through the project funding became a pressing issue when his partner and main backer Sam Waring, frustrated by Harry’s “grandiose and reckless approach” to the venture (Selfridge had grievously underestimated the complications of the project), withdrew his financial backing. The economic downturn in London (and in the US) at the time made alternative sources of funding a very grim prospect, and disaster was only narrowly avoided when a new backer, millionaire tea tycoon John Musker stepped in to rescue Selfridge [Gayle Soucek, Mr Selfridge in Chicago: Marshall Field’s, the Windy City and the Making of a Merchant Prince, (2015)]. After the big opening Selfridge remembered to make sure the store’s product lines included everything to do with tea-making (teapots, cups and saucers, sugar bowls, etc) [‘Selfridges: 7 things you (probably) didn’t know about the department store’, (History Extra), www.historyextra.com].

Selfridge, customer-centred strategies ahead of the curve
Harry’s approach to retailing was characteristically innovative on many fronts. Selfridge placed tremendous faith in advertising, the 1909 campaign leading up to the store’s opening cost a reported $500,000 in 1909 money [‘Selfridge Dies: Ripon Lad Who Jolted Empire’, The Milwaukee Sentinel, 9-May-1947 (online fiche)] (Britain’s biggest ever ad bill to that point) and he used it imaginatively together with ingenious publicity campaigns. Selfridge was the first retailer to make popular the idea of “shopping for pleasure”, rather than it being solely a functional task undertaken for necessity (as people conceived of it prior to Harry’s advent). In-store activities and arrangements often were original and novel (eg, displaying the monoplane used by aviator Louis Blériot in the first cross-English Channel flight at Selfridge’s (1909)✜). Another interest-generating feature in the store was Logie Baird’s television prototype shown on display in 1925.

Those specially designed wide windows were put to optimal use, Selfridge was the first to utilise window dressing where he could show off the latest fashions and utensils in open display [‘Selfridges 7 things’, loc.cit.]. The staff at Selfridge’s Oxford Street store (initially comprising 1,400 employees) were instructed to assist customers in their purchases, not to pester or use any “hard-sell” tactics on them⊟. Harry’s philosophy was “first get them in, then to keep them there. Thereafter they would buy” (Woodhead). One of Selfridge’s more forward-thinking moves was to locate the goods where they were visible and accessible to customers all around the store’s interior (a practice he devised while at Marshall Field’s in Chicago), rather than hiding them away from sight under counters (as had been the practice in most retail stores hitherto). He also introduced the concept of the “bargain basement” to retailing, a section where shoppers could find regularly discounted commodities [‘Innovation Lessons From The World’s First Customer Experience Pioneer — Infograph’, (Blake Morgan), Forbes Magazine, 26-Jun-2017, www.forbes.com ; Lindy Woodhead, Shopping, Seduction & Mr Selfridge, (2012)].

A visceral, holistic experience
Selfridge’s vision was to make the department store more than just a shop where you went to buy goods, he continued to introduce new features to Selfridges…elegant (moderately priced) restaurants, a library, reading and writing rooms and special reception rooms for French, American and ‘Colonial’ clientele. There were cookery demonstrations in the kitchenware section. All this marked a radical departure from the practices of other department stores which employed floorwalkers to ‘shoo’ people out of the store who were just hanging around and not actively engaged in buying an item! Even the store’s roof was put to productive if curious usage (a shooting range for an all-girl gun club as well as an ice rink✧) [Lawrence, loc.cit.].

The female shopper as an identified demographic
Selfridge saw the role of the department store in macrocosmic terms – “the store should be a social centre, not merely a place for shopping”. Unlike the conservative establishment of the day and much of the mainstream, Selfridge endorsed the Suffragette Movement…the new store was (in part) “dedicated to woman’s service”. In a 1913 advertisement Selfridge described the store thus: Selfridge and Co: The Modern Woman’s Club-Store” [‘Suffrage Stories/Campaigning for the Vote: Selfridge’s and Suffragettes’, Woman and her Sphere, (Elizabeth Crawford), 16-May-2013, www.womanandhersphere.com; ‘Selfridge Lovers: The Secret behind our house’, www.selfridge.com]. Astute businessman that he was, Harry popularised shopping as a leisure activity specifically for women…to make it a more welcoming and conducive place for them to spend time (and money!), he displayed freshly scented floral arrangements and had open vistas in the store, he employed musicians to perform and added beauty and hair salons (Paris-inspired) and art galleries. And he introduced public restrooms for women to the store (the first time ever done!)❅
[Forbes, loc.cit.].

The H.G.S. leadership style
As retail magnate go, Selfridge went against the grain for his day by not being an authoritarian business leader. He was temperamentally inclined towards fairness with regard to remuneration, increasing the wages of his staff, elevating them above “wage slavery”, treating them as employees as opposed to ‘servants’ (cf. Harrods) [ibid.]…not to overstate it, Selfridges shop floor staff were still exposed to long, long hours of drudgery but they were paid a livable wage for their arduous labours. A sample of the quotes attributed to Selfridge reflect his anti-dictatorship approach to business and interpersonal relations: “The boss drives his men, the leader coaches them” ; “The boss depends on authority, the leader on good will” ; “The boss says ‘I’, the leader says ‘We'” ; “The boss inspires fear, the leader inspires enthusiasm” ; “The boss fixes the blame for the breakdown, the leader fixes the breakdown” ; etc.✥ [‘Harry Gordon Selfridge’, Wikipedia, op.cit.]

Tower folly
Selfridge’s thrived, prospered and grew after the Great War (the store size doubled). Things didn’t always go the Wisconsin-born retail magnate’s way however…a couple of commercial reversals suffered by Harry during the decade concerned his plans for erecting a massive tower from the building which was rejected by the LCC Committee because of excessive height, and possibly also because it would have vied with the iconic St Paul’s Cathedral for attention (a fortunate outcome perhaps as the model drawings for the tower suggest the result would have been an incongruous coupling of architectural forms and a hideous eyesore!) [Lawrence, op.cit.]. The other setback was Selfridge’s proposal for a tunnel between the store and the nearest tube station, Bond Street, the plan ultimately got kiboshed!

Harry on the downslide
By the late Twenties Selfridge & Co was at the top of its game, the name was synonym with quality merchandise and Selfridge took its place as a stellar institution on the London commercial scene. Some time after the onset of the Great Depression things started to turn badly pear-shaped for Selfridge, as for businessmen as a whole. Harry Selfridge contributed to his own decline however by persisting in his flamboyantly extravagant spending. He squandered money on his womanising ways for which he earned a certain notoriety, for instance, $4M was wasted on his dalliances and affairs such as with the Dolly Sisters (Hungarian jazz dancers) – a part of his story that the TV series was quick to focus on) [Forbes, loc.cit.. By 1940 the company owed £250,000 in taxes and Selfridge was deep in debt to the bank, forcing him to sell out and retire from the business (retaining a modest annual consultancy stipend) [‘Harry Gordon Selfridge’, Wikipedia, op.cit.; Milwaukee Sentinel, op.cit]

Selfridges’ Birmingham Bullring store ▼Selfridges post H.G.S.
Selfridge & Co’s reversal of fortunes signalled a move from its circling competitors…rival department chain John Lewis & Partners acquired some of Selfridges’ provincial stores in the Forties, which was a preliminary move to John Lewis’ eventual takeover of the flagship Oxford Street store (1951). In turn John Lewis was itself acquired by the Sears Group in 1965. Its current owners, the Anglo-Canadian Galen Weston company bought Selfridges in 2003 for a reported £598M. Today the store name ‘Selfridges’ survives on the Oxford Street building, and in the three other regional branches in the counties (Trafford Centre and Exchange Square, both in Manchester, and the Bullring in Birmingham).

FN: Harry Selfridge from when he first arrived was perceived widely as a Trans-Atlantic “blow-in”, splashing his (and his wife’s) money around, vociferously determined to show the established home-grown retailers what a ‘superior’ type of modern department store looked like. Selfridge displayed a talent for polarising opinion…to his dazzled admirers he was “the Earl of Oxford Street”, the flashy Midwest American merchant was “as much a part of the sights as Big Ben” (as one columnist waxed lyrically), but to his detractors (including many of his competitors and much of the London press) he was merely a “vulgar American tradesman” or worse [Milwaukee Sentinel, loc.cit ; Woodhead, op.cit.].

PostScript: ‘Selfridges gets Sixties hip
In 1966, Selfridges, by now under Sears Holdings boss Charles Clore, recognised the youth market with a separate outlet for young women, Miss Selfridge (forming a link back to Harry Selfridge’s traditional focus on female customers). The new store in Duke Street signalled Selfridges’ wholesale embrace of the Sixties’ fashion revolution. Miss Selfridge used mannequins based on the straight line form of 1960s iconic model Twiggy and sold the latest in Mary Quant and Pierre Cardin fashions. In the early 2000s Miss Selfridge was acquired by the Arcadia Group [‘Selfridges 7 things’, op.cit.].

“The Queen of Time” AKA Ship of Commerce Statue ▼
⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎⁎

✱ described as “Downton Abbey with tills” [” ‘Mr Selfridge’: It’s ‘Downton Abbey’ with tills…”, The Telegraph, (Daphne Lockyer), 15-Dec-2012, www.telegraph.co.uk]
☯ the impressive Selfridge facade, personifying power and permanence, was later complimented by the addition of a decorative Art-Deco motif – the ‘Queen of Time riding her Ship of Commerce’ (clock-statue by Gilbert Bayes)
✜ around 12,000 visited the store to view the displayed history making French monoplane…no doubt plenty of these visitors also made spontaneous purchases while they were in Selfridge’s premises [Forbes, op.cit.]
⊟ Selfridge possibly was quite consciously also trying to make his front-line staff as unlike Harrods’ staff – who had a reputation for ‘snootiness’ and stiff formality – as he could! [Milwaukee Sentinel, loc.cit]
✧ recently the roof was again used in idiosyncratic fashion, by being turned into a “boat lake” and a “putt-putt” mini-golf course for customers
❅ in return, when protesting suffragettes smashed shops windows in Oxford Street, Selfridge’s was one of the few left unscathed
✥ other (very famous) attributed ‘Selfridgeisms’ are “the customer is always right” and “only xx shopping days till Christmas”

John Wanamaker, Evangelical Retailer and Innovator

Posted on by funambulator@live.com
Biographical, Regional History, Retailing history

Wanamaker’s department stores were an innovative 19th century prototype of American retail enterprise best remembered today for the drive and vigour of its founder in establishing the company regionally on the Atlantic Seaboard. John Wanamaker’s humble origins in the retail trade began with the small menswear store known as “Oak Hall” (Philadelphia) he started up in partnership with his brother-in-law in the early days of the American Civil War.

From the get-go Wanamaker exhibited a flair for innovation, demonstrating an aptitude for thinking outside the box in retailing. Wanamaker introduced concepts in his business that were quite radical in retailing of the day. One of the earliest, which seems self-evident to us today, was to establish the principle of price-setting. Before Wanamaker started putting price tags on his goods, the practice in shops was that the price of an item would be determined by haggling between the customer of the salesperson. Wanamaker, as a devout Christian imbued with the Protestant work ethic, espoused the principle of price equality…as he liked to say (repeatedly), “if everyone was equal before God, then everyone should be equal before price”✱[1]. Wanamaker also allowed customers the option of returning the goods (within a specified time period) and receiving a refund, a practice that was unusual in retailing at that time.

Truth (and volume) in advertising
From the time he was a teenager Wanamaker developed an appreciation of the value of publicity. One of his early publicity stunts for the store was to release 20 foot balloons and reward those who retrieved them with a free suit from Wanamaker’s. From as early as the 1860s the Philadelphia merchant relied on advertising to propel his business forward. Wanamaker took out large size ads in newspapers, which proved expensive, but nonetheless generated a large volume of sales. During the War between the States the store was kept afloat by being able to supply Union Army officers’ uniforms to the Northern side. By 1909 the retailer was placing ads daily in the press. Wanamaker assiduously built consumer trust…when he placed retail ads offering low prices for wares, he kept his word to the public[2].

Wanamaker usually didn’t miss a business opportunity when it came along. In 1876 he purchased Pennsylvania Railroad property and turned it into what would become Wanamaker’s flagship store, named the Grand Depot. Located on the corner of 13th and Market Streets, Philadelphia, Wanamaker promoted it as a “New Kind of Store”, adding women’s clothing and dry goods to the existence outlet for menswear, arguably making it one of if not the world’s first department store. The original building (architect: Daniel Burnham) boosted an exotic Moorish-style facade, the building that he erected much later on the same site had a classic Florentine facade.

Other Wanamaker retail innovations
The Pennsylvanian merchant was ahead of the curve in many ways, pioneering marketing strategies as well as being an early proponent of advertising. Other firsts for the Wanamaker stores included:

◗ the first department store to include a restaurant inside its complex
◗ the first department store with electrical illumination
◗ the first department store to have telephone communications
◗ the first department store to use pneumatic tube transit (to internally move cash and documents around the store)
◗ the first department store to have an elevator
◗ the first department store to have a wireless station
◗ the first department store to engage buyers to travel to Europe to acquire the latest fashions[3]

Wanamaker also pioneered a series of individual benefits for his staff members – free medical care, profit-sharing, pensions (all ahead of his competitors). Wanamaker implemented measures for staff training that were in advance of their time…establishing an in-house college, the Wanamaker Commercial Institute, providing his workers with skills and tuition in bookkeeping, finance, English and maths◘. He also initiated summer camps for young men and women on the payroll – in keeping with Wanamaker’s characteristic intertwining of religion and business, this was to equip them with moral instruction and development[4].

Wanamaker’s continued to grow into a small chain of stores…by the early 20th century Wanamaker had 16 department stores operating, mainly regionally, but the network included a showcase store in New York City (1896), between East 9th and 10th streets (in the ‘NoHo’ neighbourhood of Manhattan). Later Wanamaker built a second building opposite and connected them via an overhead walkway he called the “Bridge of Progress”.

Grand Depot mega-store
Wanamaker’s most ambitious store project was a massive transformation of the Philly retail store in 1910. The store was radically re-shaped in the form of a wheel with a 90 foot circular counter and 129 smaller sales counters installed in concentric circles. Wanamaker claimed that he had created “the largest space devoted to retail selling on a single floor”[5]. And, to give his new City Center flagship store a touch of imperial grandeur, the store contained a “Grand Court”, to which he added a Grand Court organ and a large bronze eagle⊙ (both of which had featured in the 1904 St Louis World’s Fair).

Wanamaker died in 1922 and his successor (his second son) in 1928, but the business continue to thrive and expand until the 1960s and 1970s. Increasingly though Wanamaker as a regional player wasn’t able to match it with national retail chains. Even in Philadelphia it was losing its market share to Bloomingdale’s and Macy’s. In 1978 Wanamaker’s was sold to California’s Carter Hawley Hale Stores, which tried to revive its fortunes but failed. Still trading as Wanamaker’s, it was then on-sold to Alfred Taubman’s Woodward and Lothrop. Under Woodward and Lothrop it again declined, then downsized to five stores, and eventually went into bankruptcy. In 1995 they were further sold to retail giant Macy’s, bringing to a close 133 years of Wanamaker’s retail history[7]. Despite the sense of inevitability, for many Philadelphians, the end of Wanamaker’s was a heartfelt moment, the loss of “a unique public institution and a powerful symbol of Philadelphia’s commercial viability”[8].

PostScript: Wanamaker’s diversified interests
Wanamaker at one point founded a bank (First Penny Savings Bank) to encourage Americans to embrace thrift. He also established a trades school in Elwyn, Pa. Between his business activities Wanamaker found time for a (four-year) stint as a civil servant…President Benjamin Harrison appointed him Postmaster-General in 1889. Wanamaker initiated some reforms (eg, brought in parcel post, erected a pneumatic tube system to US post offices), but his term was not without controversy (mass sacking of 30,000 postal workers, accusations of having ‘purchased’ the post of PMG).

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✱ Wanamaker conceivably got the idea of fixed prices from the English Quakers, “fixed prices made everyone equal in the eyes of God”, Mary Pilon, The Monopolists, (2015). As befits someone with a bent for religious proselytising, Wanamaker had quite a penchant for pet mottos and maxims in business
◘ not as altruistic as it first sounds, there was a strong element of self-interest on Wanamaker’s part, the business ‘titan’ had an abhorrence of the labour movement and his generosity was insurance against the prospect of his workforce ever becoming unionised (Hingson)
⊙ Wanamaker’s Eagle became such an institution that Philadelphians would conveniently use it as a meet-up point when coming to the city (‘Wanamaker Organ’)

Source: Smithsonian (Postal Museum)


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[1] ‘John Wanamaker, Innovator’, (Who Made America?), www.pbs.org
[2] ‘Wanamaker, John, (1838-1922), Ad Age, 15-Sep-2003, www.adage.com
[3] ‘Wanamaker’s’, Wikipedia, http://en.m.Wikipedia.org; ‘Facts and Figures about the Wanamaker Organ’, www.wanamakerorgan.com
[4] ‘Thirteen Things You Might Not Know About John Wanamaker’, (Sandy Hingson), Philadelphia Magazine, 11-Jul-2016, www.phillymag.com
[5] ‘John Wanamaker A retailing innovator’, The Philly Inquirer, 22-June-1995, (Andrew Maykuth Online), www Maykuth.com; ‘Who Made America?’, loc.cit.
[6] ‘John Wanamaker’, Wikipedia,http://en.m.Wikipedia.org
[7] ‘Wanamaker’s’, Wikipedia, op.cit.
[8] Sarah Malino, review of Herbert Ershkowitz’s John Wanamaker: Philadelphia Merchant, (Pennsylvania Magazine of History and Biography, Vol.125, No 1/2, Jan-Apr 2001)