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The company began to expand its retail outlet operations based on lines from its catalogs. In spite of these innovations, the company's growth stagnated due to the national economic recession, and earnings declined sharply in Eddie Bauer performed particularly well, having grown to stores.

In August Spiegel announced its purchase of Newport News formerly Avon Fashions , a catalog company specializing in moderately priced women's clothing.

Later that year, Spiegel unveiled a new specialty catalog, E Style, featuring a clothing line aimed at African-American women.

That same year, Sears discontinued its Big Book catalog sales operation and Spiegel and other specialty catalog retailers scurried to pick up the leftovers and increase their own share of the market.

Between Spiegel and Eddie Bauer, 81 different catalogs, with a total circulation of more than million, were distributed in In Spiegel formed a joint venture with Time Warner Entertainment to create two home shopping services for cable television.

One of the services was named "Catalog 1," and was planned as a one-channel showcase for a roster of numerous upscale catalog retailers, each of which would sell its goods using innovative entertainment-style shows.

Around this time, Spiegel seriously began considering an entrance into the electronic shopping market through an online service such as America Online AOL.

In Spiegel did just that—but at the expense of its year-old Catalog 1 venture. Accordingly, they scaled back their cable television operation and began working on a home page through Time Warner 's popular Pathfinder site.

Spiegel also initiated an entrance into the Canadian market in and planned to distribute its catalog there by the spring of Previous strong Eddie Bauer business in Canada aided the company's decision to move in on a larger scale, as did the company's good distribution agreements in Canada.

Meanwhile, Eddie Bauer was doing extremely well in Japan, where the company had placed numerous retail stores throughout the previous few years.

The year marked the most profitable year in Eddie Bauer's history, and Spiegel's revenues benefited. Eddie Bauer's merchandise was so popular that year, in fact, the company suffered through many delays in shipping and out-of-stock merchandise occurrences that were direct results of increased consumer demand.

Eddie Bauer also made headlines in when it introduced "Balance Day" to its employees, which was an extra day off per year to do anything they wanted.

The addition demonstrated the company's commitment to providing innovative benefits to its workers, and employees began referring to it as "call in well day.

Regardless of Eddie Bauer's huge contribution to its parent company, however, the subsidiary had a very rough year. In addition, the new Eddie Bauer merchandise offerings did not hit home with consumers; thus the company was left with too much stock and no means of selling it all.

In the August 17, , issue of the Puget Sound Business Journal, Eddie Bauer's president and CEO, Rick Fersch, commented on the company's problems: "We were overplanned, overstocked, overstyled, overcolored--and it was overwarm last winter and that meant trouble.

The year , however, brought additional challenges for the Eddie Bauer enterprise and, subsequently, for Bauer's parent company.

Warmer than usual winter weather, brought about by a highly publicized weather phenomenon known as El Nino , [30] once again hurt Bauer's sales figures.

Spiegel set out to halt its downward spiral and achieve profitability again. The company redesigned its Spiegel catalog , [33] which had become something of an amalgam of differing—and often conflicting—items and images.

Eddie Bauer also launched efforts to get itself back on track. By the end of the year, Spiegel announced that its efforts had been fruitful and that the company had achieved earnings once again.

Although its revenue dipped during , the company inked a profit and achieved positive cash flow, according to a fiscal year-end document released by Spiegel in early Eddie Bauer's performance, unfortunately, disappointed again during the year, but Spiegel's other lesser-known subsidiary catalog, Newport News, posted solid results.

Late in the year, rumors surfaced that the company's positive results had led to numerous unsolicited purchase offers, including one from Arizona-based IG Holdings.

As the new millennium approached, Spiegel had many obstacles to overcome. Relying on its past proven ability to adapt to changes in customer tastes and trends in competition, the company was attempting to maintain this status.

After years of economic decline the company suffered large financial losses and changed ownership three times within ten years.

The inability to stabilize management and its infrastructure crippled the billion-dollar empire. As a result, Speigel underwent numerous ownership and leadership changes.

In , Spiegel filed for bankruptcy and reorganization under the bankruptcy code. At the same time, the reorganizing company retained its Eddie Bauer unit and eventually assumed the name.

In , Spiegel was sold to an investment group led by Granite Creek Partners. Spiegel's headquarters were moved to New York City.

In , the leadership at Spiegel was replaced. The creative direction of the company was shifted to focus on digital media. In , Spiegel claimed it would become the first American fashion catalog to feature a transgender model on its cover when Arisce Wanzer was selected.

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Modie J. Spiegel Business Week. The People Get the Credit. Spiegel Inc. The Credit Merchants. Carbondale: Southern Illinois University Press.

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Joseph Spiegel. Chicago, Illinois , United States. Hier gibt er Tipps. Ein Interview von Lea Wolz. Aber woran erkennt man einen fähigen Juristen, was kann er leisten - und was darf die Beratung kosten?

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Moreover, a shortage of labor affected the company's operations, and when buying on credit was officially discouraged by the US government, Spiegel management had to discard its "No Charge for Credit" policy.

That year, Spiegel acquired 46 Sally dress shops in Illinois. Several other chains were purchased over the next few years, and by Spiegel was operating retail stores featuring a wide range of merchandise, including clothing, furniture, and auto supplies.

After an initial success in retail, the costs of retail operations began to outweigh the benefits. By the mids, Spiegel was again concentrating on its former mainstay, mail order sales on credit.

Although nearly all of the company's retail outlets were sold off by , several catalog shopping centers were retained so that customers could ask questions and place orders with company representatives.

The idea was to add as many names as possible to the Spiegel customer list. The company also began to include a widening range of products in its catalogs.

In addition, Spiegel was selling pets. In , after a century of operation as a family business, Spiegel was purchased by Beneficial Finance Company.

Spiegel stockholders received shares of Beneficial stock, and Spiegel became a wholly owned subsidiary of Beneficial. Spiegel benefited from television exposure and advertising in the form of prizes given away on several game shows, most notably The Hollywood Squares and Let's Make a Deal.

Announcers emphasized Spiegel's large catalog offerings in on-air promotional announcements and included Spiegel's Chicago zip code, Often these programs would award contestants gift certificates of a certain dollar amount toward catalog items, giving winners the flexibility to choose their own prize.

During the early s, several charges were leveled against Spiegel by the Federal Trade Commission FTC regarding some of the company's marketing tactics.

In , the FTC accused Spiegel of failing to adequately disclose credit terms in some of its statements and catalog ads.

The company also was cited for its handling of credit life insurance policies, as well as for offering free home trials without informing customers that credit approval was required before a product would be shipped.

Most of the complaints brought by FTC during this period were settled by changes in company practices, and serious action by the government was generally avoided.

Rising interest rates in the mids made financing credit accounts costly. Also during that time, Spiegel began to feel the pressure of competition from discount stores such as Kmart , which were rapidly establishing a national presence.

In , to help turn the company around, Beneficial hired Henry "Hank" Johnson, a veteran of the mail order operations of Montgomery Ward and Avon.

One of Johnson's first moves was to streamline company management. Dozens of executives were let go, and overall employment was cut in half over the next five years, from 7, in to 3, in Johnson also closed Spiegel's remaining catalog stores.

Johnson changed Spiegel's image to that of a "fine department store in print. Merchandise bearing designer labels began appearing in , when the company introduced a line of Gloria Vanderbilt products.

Spiegel soon became a trendsetter in the catalog business, which was booming as a whole during the early s. The company's sales grew at an impressive pace of 25 to 30 percent a year.

Although Spiegel still ranked fourth in catalog sales during this time, trailing Sears , J. Penney , and Montgomery Ward , the company's strategies were being followed closely by its larger competitors.

Under its new ownership, Spiegel's transformation into an outlet for higher-end products continued. In Spiegel began distributing specialty catalogs in addition to its four primary catalogs; 25 of these specialty catalogs were in circulation by , featuring Italian imports, plus-sized clothing, and other specialty items.

In six million shares of nonvoting stock was sold to the public, marking the first time since that Spiegel was not completely privately held.

In the first year following the acquisition, the chain was expanded from 60 to 99 stores. By Spiegel had become the number three catalog retailer in the United States, with a total circulation of about million catalogs, including 60 different specialty catalogs, and an active customer base of five million.

The company began to expand its retail outlet operations based on lines from its catalogs. In spite of these innovations, the company's growth stagnated due to the national economic recession, and earnings declined sharply in Eddie Bauer performed particularly well, having grown to stores.

In August Spiegel announced its purchase of Newport News formerly Avon Fashions , a catalog company specializing in moderately priced women's clothing.

Later that year, Spiegel unveiled a new specialty catalog, E Style, featuring a clothing line aimed at African-American women. That same year, Sears discontinued its Big Book catalog sales operation and Spiegel and other specialty catalog retailers scurried to pick up the leftovers and increase their own share of the market.

Between Spiegel and Eddie Bauer, 81 different catalogs, with a total circulation of more than million, were distributed in In Spiegel formed a joint venture with Time Warner Entertainment to create two home shopping services for cable television.

One of the services was named "Catalog 1," and was planned as a one-channel showcase for a roster of numerous upscale catalog retailers, each of which would sell its goods using innovative entertainment-style shows.

Around this time, Spiegel seriously began considering an entrance into the electronic shopping market through an online service such as America Online AOL.

In Spiegel did just that—but at the expense of its year-old Catalog 1 venture. Accordingly, they scaled back their cable television operation and began working on a home page through Time Warner 's popular Pathfinder site.

Spiegel also initiated an entrance into the Canadian market in and planned to distribute its catalog there by the spring of Previous strong Eddie Bauer business in Canada aided the company's decision to move in on a larger scale, as did the company's good distribution agreements in Canada.

Meanwhile, Eddie Bauer was doing extremely well in Japan, where the company had placed numerous retail stores throughout the previous few years.

The year marked the most profitable year in Eddie Bauer's history, and Spiegel's revenues benefited.

Eddie Bauer's merchandise was so popular that year, in fact, the company suffered through many delays in shipping and out-of-stock merchandise occurrences that were direct results of increased consumer demand.

Eddie Bauer also made headlines in when it introduced "Balance Day" to its employees, which was an extra day off per year to do anything they wanted.

The addition demonstrated the company's commitment to providing innovative benefits to its workers, and employees began referring to it as "call in well day.

Regardless of Eddie Bauer's huge contribution to its parent company, however, the subsidiary had a very rough year.

In addition, the new Eddie Bauer merchandise offerings did not hit home with consumers; thus the company was left with too much stock and no means of selling it all.

In the August 17, , issue of the Puget Sound Business Journal, Eddie Bauer's president and CEO, Rick Fersch, commented on the company's problems: "We were overplanned, overstocked, overstyled, overcolored--and it was overwarm last winter and that meant trouble.

The year , however, brought additional challenges for the Eddie Bauer enterprise and, subsequently, for Bauer's parent company.

Warmer than usual winter weather, brought about by a highly publicized weather phenomenon known as El Nino , [30] once again hurt Bauer's sales figures.

Spiegel set out to halt its downward spiral and achieve profitability again. The company redesigned its Spiegel catalog , [33] which had become something of an amalgam of differing—and often conflicting—items and images.

Eddie Bauer also launched efforts to get itself back on track. By the end of the year, Spiegel announced that its efforts had been fruitful and that the company had achieved earnings once again.

Although its revenue dipped during , the company inked a profit and achieved positive cash flow, according to a fiscal year-end document released by Spiegel in early Eddie Bauer's performance, unfortunately, disappointed again during the year, but Spiegel's other lesser-known subsidiary catalog, Newport News, posted solid results.

Late in the year, rumors surfaced that the company's positive results had led to numerous unsolicited purchase offers, including one from Arizona-based IG Holdings.

As the new millennium approached, Spiegel had many obstacles to overcome. Relying on its past proven ability to adapt to changes in customer tastes and trends in competition, the company was attempting to maintain this status.

After years of economic decline the company suffered large financial losses and changed ownership three times within ten years.

The inability to stabilize management and its infrastructure crippled the billion-dollar empire. As a result, Speigel underwent numerous ownership and leadership changes.

In , Spiegel filed for bankruptcy and reorganization under the bankruptcy code. At the same time, the reorganizing company retained its Eddie Bauer unit and eventually assumed the name.

In , Spiegel was sold to an investment group led by Granite Creek Partners. Spiegel's headquarters were moved to New York City. In , the leadership at Spiegel was replaced.

The creative direction of the company was shifted to focus on digital media. In , Spiegel claimed it would become the first American fashion catalog to feature a transgender model on its cover when Arisce Wanzer was selected.

From Wikipedia, the free encyclopedia. This article has multiple issues. Please help improve it or discuss these issues on the talk page.

Learn how and when to remove these template messages. This article contains content that is written like an advertisement. Please help improve it by removing promotional content and inappropriate external links , and by adding encyclopedic content written from a neutral point of view.

November Learn how and when to remove this template message. This article needs additional citations for verification.

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Erst gab es für Deutschlands Wirtschaft in der Coronakrise immer neue historische Absturzrekorde. Jetzt vermelden Auguren plötzlich Rekordanstiege.

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Samira El Ouassil.

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