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The article focuses on the history of Sears, Roebuck & Co., an American chain of department stores, from its beginnings as a mail order catalog company in the late 19th century to its rise as a major retail giant in the 20th century. It highlights Sears' innovative business model, the growth of its catalog, and the eventual challenges it faced from competitors, including the impact of online shopping.

The article explores the history of the department store chain Sears through their bankruptcy filing in 2018. Noted are the economic upturns and downturns of the company, including how the company was once listed as a Fortune 500 company. Other topics include how the company is opening three small stores in 2019, how Sears Holdings is suing businessman Eddie Lampert for stripping the company of billions when he was CEO, and a look at the company's board of directors including Gen. Robert E. Wood.

This article highlights several homes that were built using kits from Sears, Roebuck and Co. in the early 20th century. The homes feature various architectural styles and have been updated and expanded over the years. Each property has unique features such as original flooring, stained-glass windows, modern kitchens, and outdoor spaces. The homes are located in different areas, including Austin, Texas; Chevy Chase, Maryland; Lancaster, Pennsylvania; Marblehead, Ohio; Morgantown, West Virginia; and Bisbee, Arizona. Prices range from $347,000 to $1,800,000. [Extracted from the article]

Sears, Roebuck and Co. sold many of its assets during its Chapter 11 bankruptcy. However, the sale did not include its very generous lease at the Mall of America—$10 rent per year. When Sears sought to assign the lease to Transform, the mall objected. The bankruptcy court approved the assignment, but the district court vacated it, ruling it violated Section 365 of the code. Transform appealed, and the Second Circuit held that Section 363(m) deprived the court of jurisdiction over the appeal. The court of appeals affirmed. The circuits are split over whether Section 363(m) is jurisdictional. [ABSTRACT FROM AUTHOR]

The Depot on First is a newly opened farm-to-table restaurant in downtown Knightdale, North Carolina. The restaurant is located in a revitalized historic home, offering a unique dining experience that combines vintage architecture with modern elements. The menu features seasonal and locally sourced ingredients, with dishes such as lobster sliders, dry-rubbed ribeye steak, and pecan-encrusted rainbow trout. The bar offers a diverse selection of spirits, including a growing bourbon collection and craft cocktails. The restaurant is open for dinner Tuesday through Saturday, with plans to introduce Sunday brunch in the future. [Extracted from the article]

This article profiles investor Eddie Lampert. Lampert engineered a takeover of Sears Roebuck & Co. The fact that the vehicle to his acquisition was discounter Kmart was a source of unease to top executives of Sears. A year later, many of those Sears executives are out of the picture and Sears stocks are up 30%. Lampert thinks differently, acts differently, and gets extraordinary results. His hedge fund, ESL Investments, has delivered annual returns of nearly 30% after fees. INSETS: LAMPERT'S SHOPPING SPREE;PLUGGED IN;HOW LAMPERT PICKS HIS STOCKS;EDDIE'S RULES

Focuses on five retailers and how Judy and Ray Lugo, a typical middle-class American family of Highland Lakes, New Jersey, comparison shop in them. Discussion of financial data and market share of Sears, J.C. Penney, Target, Kohl's, and Kmart; Outlook for each store and mention of stores the Lugos would invest in.

Discusses the success of The Great Indoors, a home improvement store owned and operated by Sears, Roebuck and Co. Problems with Sears in the 1990s, including a decreasing stock price and several failed ventures; Advice for chief executive Alan Lacy, including discontinuing Sears' clothing line and focusing on selling and servicing hard goods; Quality of Sears' hard goods, including Craftsman tools, DieHard batteries and Kenmore appliances. INSET: Dismantling an Empire, by Stephanie Fitch.

Focuses on United States Justice Department charges against retailer Sears Roebuck and Co. and Sears' response to the charges. The letter that revealed the company's reaffirmation deals with bankrupts to Boston, Massachusetts bankruptcy judge Carol Kenner; Charges against the company; Chief executive Arthur C. Martinez' response and the investigation of the practice; Cost of the scandal to Sears; The company's plea bargain with the Justice Department. INSET: Profit--And Loss.

The article discusses about two small startups indistinguishable from most Sears Roebuck & Co. and Amazon.com Inc. turning into retail giants with similar pasts & divergent futures succeeding by offering a diverse inventory, low prices and revolutionizing delivery services. It states that Sears and Amazon both had a crucial year in 2018 as Amazon earned highest-ever profits, Sears delivered near-fatal financial reports

The article presents a trial of sex discrimination in employment in which Sears, Roebuck & Co. offered a novel defense. Scholar Rosalind Rosenberg told the court that history shows women don't want the better-paying jobs at Sears because those positions conflict with deeply held values centering on home and family. Kessler-Harris, who was enlisted by the Equal Employment Opportunity Commission, rebuted Rosenberg's testimony and argued that despite the existence of an ideology of domesticity, women have consistently taken better-paying jobs when those have been available.

Reveals the behind-the-scenes story of how Arthur Martinez has rescued United States retailer Sears, Roebuck from oblivion in only one year. The losing streak Sears was coming off when chairman Edward Brennan brought in Martinez; The new CEO's strategy in turning Sears around; Profits of $441 million so far in 1993 over last year's $8 million loss; Whether only an outsider can revive troubled business in corporate America. INSET: Bland central: A decade of missteps..

Examines the efforts of the American firm Sears Roebuck & Co. to use the civil rights issue in its fight against the enforcement of federal equal employment opportunity laws. Sears' filing of a lawsuit to seek affirmation of its claim that corporations have a constitutional right to be regulated only by agencies and rules that are consistent; Claim that corporations have a right not to held liable for employment discrimination; Legal representation of Sears by civil rights lawyer Charles Morgan Jr.; Questions on Sears' employment practices related to the promotion of women employees; Claim that the lawsuit was filed in anticipation of an employment discrimination lawsuit against Sears by the United States Equal Employment Opportunity Commission.

Examines the reasons for the decline of International Business Machines Corp., Sears Roebuck & Co. and General Motors Corp., three of the biggest companies that were successful from the 1960s to the 1980s in the U.S. Ways in which complacency and size of these companies hampered their growth; Dearth of management capabilities in these firms; Presence of a culture in these corporations that is not conducive for their future growth.

Looks at the efforts of Sears Roebuck & Co. Chairman and CEO Arthur Martinez to revive the retail company. Speculation that the 1996 holiday season will be kind to retailers; Sears' attempts at a wholesale repositioning of its merchandising and image; The shift in focus, led by Martinez, toward concentration on women customers; Merchandising chief Robert Mettler's role in the revival; Plans for the future.

Discusses the financial status of Sears as of 1997. The leadership of Chief Executive Arthur Martinez; The status of the retailing industry; The plans of Martinez to reinvent Sears; His copying of key strategies from Coca-Cola, Walt Disney, General Electric, and General Motors' Saturn division.

The article discusses the use of customer list by Sears, Roebuck & Co. to continue its revenue and profit. Chairman Edward Brennan encouraged some executives to talk to one another, share their lists, and proclaimed that the All state insurance think tank in California is the central collection point. The company started to massage the names and numbers in the Sears Household Files and tested new and sophisticated target marketing. INSETS: The brains behind the market muscle;Sizing up Sears.

It is no longer news that over the past five years. Sears, Roebuck and Company has radically changed the way it does business and dramatically improved its financial results. But the Sears transformation was more than a change in marketing strategy. It was also a change in the logic and culture of the business. Led by CEO Arthur Martinez, a group of more than 100 top-level Sears executives spent three years rebuilding the company around its customers. In rethinking what Sears was and what it wanted to become, these managers developed a business model of the company--the employee-customer-profit model--and an accompanying measurement system that tracks success from management behavior through employee attitudes to customer satisfaction and financial performance. The basic elements of the model are not difficult to grasp. In retailing, there is a chain of cause and effect running from employees' behavior to customers' behavior to profits, and it is not hard to see that behavior depends primarily on attitude. Still, implementing the model is not easy. One problem is measuring such soft data as customer and employee "satisfaction." Not surprisingly, many companies do not have a realistic grasp of what their customers and employees actually think and do. By means of an ongoing process of data collection, analysis, modeling, and experimentation. Sears does. Moreover, the work of creating the model and the measures has made such demands on managers that it has changed the way they think and behave. And now that cultural change is spreading throughout the company. INSET: A NEW DAY ON RETAIL STREET. [ABSTRACT FROM PUBLISHER]

More and more companies struggle with growing competition by introducing improvements into every aspect of performance. But the treadmill keeps moving faster, the companies keep working harder, and results improve slowly or not at all. The problem here is not the improvement programs. The problem is that the whole burden of change typically rests on so few people. Companies achieve real agility only when every function and process--when every person--is able and eager to rise to every challenge. This type and degree of fundamental change, commonly called revitalization or transformation, is what many companies seek but rarely achieve because they have never before identified the factors that produce sustained transformational change. The authors identify three interventions that will restore companies to vital agility and then keep them in good health: incorporating employees fully into the principal business challenges facing the company; leading the organization in a different way in order to sharpen and maintain incorporation and constructive stress; and instilling mental disciplines that will make people behave differently and then help them sustain their new behavior. The authors discovered these basic sources of revitalization by tracking the change efforts of Sears, Roebuck & Company, Royal Dutch Shell, and the United States Army. The organizations used these interventions to alter the way their people experienced their own power and identity, as well as the way they dealt with conflict and learning. As at Sears, Shell, and the U.S. Army, any major shift in those four elements will create a landmark shift in any organization's operating state or culture. [ABSTRACT FROM PUBLISHER]

The article lists the top 500 U.S. companies by total number of employees, assets per employee, and profits per employee for the year 1976 including American Telephone and Telegraph, department store Sears, Roebuck, and computer company International Business Machines (IBM).

The article reports on the confidence that management of U.S. multinational department store chain Sears, Roebuck and Co. Sears continues to have in the company's future. Topics covered include the stock, sales and overall financial performance of the company in 1974, the response of the company's Chairman Arthur Wood about the suggestion that Sears is slipping and the two major segments of Sear that are reportedly growing. INSET: Sears And Who?.

The article reports on the new strategic goal of Sears Roebuck and Co. aside from being the top retailer of consumer goods in the U.S. It states that the company wanted to become the leading provider of consumer financial services by grabbing large positions in the stock brokerage, real estate and money market funds. It notes the launch of additional financial services prepared by Sears including a debit card, automated teller machines in its retail stores and personal lending.

This article offers a look at the operations of Sears, Roebuch & Co. It explains that the company is reputed as the biggest and best and has been the envy of many business. However, the company is seems to be losing its reputation as it becomes one of the most high-cost mass merchandiser in the U.S. Its operating cost siphons 29% of its sales revenues as opposed to 23% for J.C. Penney Co. and 19% for K Mart Corp., two of its rivals.

The article reports on the growth of consumer banking in the U.S. as of April 1979. It discusses in the shift in the commercial banks' emphasis toward consumers and the emergence of near-banks such as Sears Roebuck, American Express and brokerage firms led by Merrill Lynch. The article also examines the impact of near-banks on the financial markets and the increased competition between large banks and near-banks.

The article reports on the new marketing strategy of Sears, Roebuck & Co. led by its chairman Edward R. Telling in the U.S. in January 1979. It says that Sears will return to stocking more staple goods for middle class U.S. citizens, which will be geared more to function rather than fashion. The author adds that Sears plans to cut its advertising and promotions sharply and to focus more on field operations in order to implement a more consistent pricing. The defensive stance of Sears and the addition of its third major earnings base are also discussed.

The article focuses on the performance of Sears Roebuck and Co., its operations and challenges it faced. It mentions that in December 1975, Sears has earned quarterly profit increase by 12.6 percent and sales increase by 4.2 percent. It informs Sears subsidiary Allstate Insurance Co. who contributed a third of company's net income in 1974, has been hit hard by inflation and the resistance of regulators to rate increases. It highlights Sears' cost cutting layoffs to recover from recession.

Reports that Sears Roebuck and Co. chairman Edward Brennan faces the challenges of cost control in its chain stores in order to complete a turnaround. Layoffs; Eliminating bureaucracy; Relocation of headquarters.

The article focuses on the reasons behind the success of Sears Roebuck & Co. which is the largest retailer in the U.S. It outlines two fundamental concepts which attributed the growth of the company, innovation and organization. It states that the company reported one billion dollars in retail sales in December 1967. It presents the photographs of the executives of the company which include chairman Gordon M. Metcalf, president Arthur M. Wood and vice chairman Crowdus Baker.

The article reports that Sears, Roebuck & Co. has opened its first store in Barcelona, Spain. As stated, the company is getting good response from the consumers here as was evident on the store's first day. The store has adopted different business tactics to attract customers including elegant setting, broad lines of merchandise, credit availability and underground parking facility.

The article discusses the management recruitment and training methods being utilized by the U.S. retail industry. The need for advanced long-range manpower planning is noted, adding that there has been an increased demand for competent executives that can work with the growing industry. If necessary, retail stores have opted to cut the conventional system of promoting executives from within the organization. Information on the recruiting program developed by Sears, Roebuck & Co. is also presented.

The article reports that Spain is offering attractive deals in subsidies, credit facilities, and tax to investors in its drive for modernization and foreign capital. As stated, for U.S. and other foreign investors, the Spanish four year development called EI Plan is offering more incentive than ever before to invest in Spain. Several companies including Chrysler Group LLC, Dow Chemical Co., and Sears Roebuck & Co. are stated to have invested in recent months in various projects in Spain

The article reports on the plan of big retailers in the U.S. to combine growth with fragmented selling. Data on the biggest retailers in 1963 are presented. Some of these biggest retailers include First National Stores, Inc., Sears, Roebuck & Co., and Great Atlantic & Pacific Tea Co. Inc. Rich's Inc. has added parking facilities while both Allied Stores and Macy's are involved in urban renewal programs.

The article discusses developments in the retailing industry, particularly in the U.S., as of September 1961. It focuses on the operation of major retailer Sears, Roebuck and Co., which is led by its chairman of the board, Charles H. Kellstadt. It claims that in 1960, the retailer sold more than four billion dollars worth of merchandise and netted 192 million dollars in after-tax profits. The company's performance put it behind Federated Department Stores, which is the top retailer in 1960.