An examination of how the A&P food stores dominated American retailing decades before Wal-Mart.
Levinson (The Box: How the Shipping Container Made the World Smaller and the World Economy Bigger, 2006, etc.) delves into the origin and growth of the Great Atlantic & Pacific Tea Company, known informally at "the A&P." It began as a little tea shop in New York City in the mid 1860s, the brainchild of businessmen George Gilman and George Huntington Hartford. But as the shop grew into several and then many, with far more diverse merchandise than tea, the Hartford family became identified as the scions of the A&P, eclipsing the Gilman name and accumulating massive personal wealth. Throughout the narrative, Levinson demonstrates how innovative retailing strategies and price-cutting to force out mom-and-pop competitors hurt local economies while simultaneously making food more convenient and affordable to purchase for individual consumers. The end result, the supermarket, counted as the fourth retailing revolution through which the Hartfords guided the A&P. In the 1890s, they had altered a tea company into a grocery-store chain. In the second stage, just before World War I, they changed the grocery business from a haphazard enterprise of uncertain profitability into a large-scale operation with costs and prices carefully monitored. The third stage began in 1925, as they instituted the concept of vertical integration to benefit from economies of scale and raise profit margins by increasing sales volume. Mom-and-pop businesses, championed by Texas Congressman Wright Patman, fought the increasing domination of the A&P, and President Roosevelt's antitrust lawyers also sought to diminish the giant retailer's oligopoly. But it was not until the deaths of the Hartford brothers that the A&P began a decline that Levinson considers surprisingly precipitous. The decade of the 1960s sealed the company's unhappy fate, as other supermarket chains, plus Wal-Mart, became ascendant. A well-conceived, lively history with obvious contemporary relevance.
Pub Date: Sept. 6, 2011
ISBN: 978-0-8090-9543-8
Page Count: 384
Publisher: Hill and Wang/Farrar, Straus and Giroux
Review Posted Online: July 5, 2011
Kirkus Reviews Issue: July 15, 2011
BOOK REVIEW
BOOK REVIEW
The author's youthfulness helps to assure the inevitable comparison with the Anne Frank diary although over and above the...
Elie Wiesel spent his early years in a small Transylvanian town as one of four children.
He was the only one of the family to survive what Francois Maurois, in his introduction, calls the "human holocaust" of the persecution of the Jews, which began with the restrictions, the singularization of the yellow star, the enclosure within the ghetto, and went on to the mass deportations to the ovens of Auschwitz and Buchenwald. There are unforgettable and horrifying scenes here in this spare and sombre memoir of this experience of the hanging of a child, of his first farewell with his father who leaves him an inheritance of a knife and a spoon, and of his last goodbye at Buchenwald his father's corpse is already cold let alone the long months of survival under unconscionable conditions.
Pub Date: Jan. 16, 2006
ISBN: 0374500010
Page Count: 120
Publisher: Hill & Wang
Review Posted Online: Oct. 7, 2011
Kirkus Reviews Issue: Jan. 15, 2006
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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