carl bennett caldor
Still, Caldor’s problems proved greater than May had anticipated, and income growth was slower than expected. Changes achieved during the late 1980s significantly improved Caldor’s performance. The 1960s and 1970s were good years for Caldor. The traditional mom-and-pop shop located in the town square was rapidly becoming a memory.

Telephone: (920) 429-2211 Flyers were distributed weekly to advertise sales that ran from Sunday through Saturday. Caldor only had one store in New Hampshire, in Bedford near Manchester. In fact, Caldor surpassed its $2 billion revenue goal in 1992. '', See the article in its original context from. Throughout these changing times and varied economic climates Caldor continued to show healthy profits and expansion. L'approbation du PDG est basée sur 17 notes, Les salaires min. 19 Oct. 2020 . In 1995, Caldor filed for Chapter 11 bankruptcy protection. Through its chain of Caldor discount stores, the company sold nearly $2.5 billion worth of goods and employed a work force of more than 20,000 in 1994. During 1992, Caldor added a total of eight new stores to its chain, bringing its total to 136. Halverson, Richard, “Discount Pioneer Caldor Blazing Upscale Trail in the Northeast,” Discount Store News, August 16, 1993, p. 88.
In September of 1995 the company filed for Chapter 11 bankruptcy, it’s stock had fallen from $32.37 at the start of the year to $3.75 at the time of its bankruptcy.
Malgré une équipe professionnelle et sympathique, il y a un manque de management et de communication. During 1986, Clarke liquidated Caldor’s bloated inventory—at a cost of $30 million—and began to reestablish a profitable mix of goods. Discount giants Kmart and Wal-Mart, for instance, both began aggressively vying for market share in Caldor’s traditional stomping grounds. Wal-Mart Stores, Inc. While Caldor’s growth during the early 1980s seemed impressive, ADG failed to profit from the acquisition as it had hoped, and Caldor became a drag on its bottom line. [citation needed]. Clarke planned to step up expansion with the addition of 100 new stores by 1999, as well as to complete the renovation of all of its existing outlets.

They revamped Caldor’s pricing system, for example, by instituting a two-tier pricing system that helped to reduce overall mark-ups by about two percent. A major U.S. retail powerhouse headquartered in the Midwest, May Department Stores had a reputation as an aggressive, profitable retailer. https://www.encyclopedia.com/books/politics-and-business-magazines/caldor-inc, "Caldor Inc. As a result of improvements, the company’s stock price more than doubled between 1991 and 1994 to about $30 per share. In October of 1989, the investment group Odyssey Partners purchased Caldor for $500 million in cash and the assumption of $52 million in debt and lease obligations. Jordan, Hope A., “Up Against the Malls,” Business Worcester, December 25, 1989, p. 70. ADG, a diversified conglomerate, was already active in the upscale retail sector through other retail holdings, such as its chain of Lord and Taylor stores, and it sought to round out its In its key geographic areas, it maintained a dominant role in the upscale end of the discount market, which included brand- and quality-conscious consumers. Furthermore, Caldor’s inventory and sales tracking systems had become obsolete compared to many of its technically advanced rivals. [2] Its stores were earning over $1 billion in sales by the time Mr. Bennett retired in 1985, by which time Caldor was a subsidiary of Associated Dry Goods.[3]. In 1958 Caldor expanded to a second location, and by 1961 it had grown to four locations and went public as Caldor Inc with Carl Bennett serving as President, Director, and Chairman of the Board, and Dorothy as Treasurer and Director. Caldor contended that the law was unconstitutional as it violated the Establishment Clause of the First Amendment to the United States Constitution. Revenues rose to a record $2.4 billion in 1993, and earnings hovered near a healthy $34 million. [12] A report written that same year by The Value Line Investment Survey, one of Wall Street's most influential investment advisory services, recognized Caldor as a company growing at a rate of advance faster than that of Xerox Corporation. Finally, in 1999, Caldor threw in the towel and filed for Chapter 7 bankruptcy and began the process of liquidation. He also shaped up Caldor’s advertising and promotional programs and developed a plan to renovate Caldor’s older stores. (510) 505-4400 [2] They featured wide aisles, bright lighting, and large, colorful display treatment,[20] and were typically remodeled every six years. Caldor also had trouble meeting its financial goals, and losses mounted. Within the “Cite this article” tool, pick a style to see how all available information looks when formatted according to that style. The New York Times ran an article in 1999 headlined “ New Jersey; As Caldor Fades, Retail Market Is Unfazed” talking about how little it mattered that Caldor was going bankrupt. Specializing in name-brand hard goods[6] such as appliances, electronics, home furnishings, jewelry, and sports equipment[7] for middle to upper income yet bargain-conscious consumers. In 1985 Carl Bennett retired from Caldor, which had grown to 100 stores and 1 billion dollars in sales. He instituted routine training sessions not only for sales staff, but for department managers, and traveling supervisors, as well. Attracted to its growth potential and low debt, the 63-store Caldor chain was ADG's first entry into the realm of discount retailing. This meant if they paid the vendors within 10 days of receipt, Caldor got 2% off or a net payment within 30 or 60 days. For the former company town in California, see. Sibley's, with 15 stores, projects sales of about $150 million. In addition, Eugene Ferkhauf had started his chain of Korvette discount stores just a few years earlier. According to Bennett, those stores became "immediately profitable" for Caldor.[14].

ADG wanted Bennett to stay as long as possible. BUSINESS PEOPLE; ASSOCIATED NAMES PRESIDENT OF CALDOR. Caldor focused on a few differentiating factors, including specializing in name-brand goods, and in its early days positioned itself a more of a way of life brand with it’s long standing slogan “Where Shopping is Always a Pleasure.”, Carl Bennet described their customers as such in a 1980, article in the N.Y. times: “middle to upper income, a customer who wants better-quality merchandise and appreciates showing in a pleasant atmosphere with knowledgeable, trained personnel.”. Carl Bennett and his crew were determined to see the fledgling Caldor chain become successful. Caldor was successful through several business practices which were distinct in their industry. Combien les employés sont-ils rémunérés chez CALDOR ? Despite the recession, revenues jumped more than five percent in both 1990 and 1991 before rising more than ten percent during 1992.

''We were in the process of negotiating for some time and he waited. At the time of this announcement, Caldor had 100 stores and over $1 billion in sales. U.S.A. That venture became hugely successful and elevated Ferkhauf to star status in the industry. Caldor cited two primary problems in 1995: first, competition from financially weakened rivals that used deep discounts to try and drive sales, this was particularly acute with the failure of Bradlees who went bankrupt in June of 1995.

Sadly that was the last of the good news for Caldor. Indeed, as consumers became aware of the improvements, Caldor’s sales and profits escalated. Voir les 21 salaires bruts estimés chez CALDOR, Équilibre vie professionnelle / personnelle, Sécurité de l'emploi/Évolution de carrière. Their credo, "the best available merchandise at the lowest possible price", remained true throughout their history. [4], During the remainder of the 1960s and the 1970s, the economy saw years of booming consumer consumption, as well as contraction and recession. Importantly, he initiated an emphasis on soft lines, particularly clothing, thus diminishing the chain’s extreme concentration on hard goods. P.O. [5] A second Caldor was added in 1958, a 70,000 square foot store in Norwalk, CT. “Caldor Celebrates Successful Store Openings, Healthy Outlook,” Discount Store News, November 5, 1990, p. 2. [8], With business growing steadily, the original store was replaced in 1953 with an expanded location in Port Chester, NY that also provided more modern amenities.
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Still, Caldor’s problems proved greater than May had anticipated, and income growth was slower than expected. Changes achieved during the late 1980s significantly improved Caldor’s performance. The 1960s and 1970s were good years for Caldor. The traditional mom-and-pop shop located in the town square was rapidly becoming a memory.

Telephone: (920) 429-2211 Flyers were distributed weekly to advertise sales that ran from Sunday through Saturday. Caldor only had one store in New Hampshire, in Bedford near Manchester. In fact, Caldor surpassed its $2 billion revenue goal in 1992. '', See the article in its original context from. Throughout these changing times and varied economic climates Caldor continued to show healthy profits and expansion. L'approbation du PDG est basée sur 17 notes, Les salaires min. 19 Oct. 2020 . In 1995, Caldor filed for Chapter 11 bankruptcy protection. Through its chain of Caldor discount stores, the company sold nearly $2.5 billion worth of goods and employed a work force of more than 20,000 in 1994. During 1992, Caldor added a total of eight new stores to its chain, bringing its total to 136. Halverson, Richard, “Discount Pioneer Caldor Blazing Upscale Trail in the Northeast,” Discount Store News, August 16, 1993, p. 88.
In September of 1995 the company filed for Chapter 11 bankruptcy, it’s stock had fallen from $32.37 at the start of the year to $3.75 at the time of its bankruptcy.
Malgré une équipe professionnelle et sympathique, il y a un manque de management et de communication. During 1986, Clarke liquidated Caldor’s bloated inventory—at a cost of $30 million—and began to reestablish a profitable mix of goods. Discount giants Kmart and Wal-Mart, for instance, both began aggressively vying for market share in Caldor’s traditional stomping grounds. Wal-Mart Stores, Inc. While Caldor’s growth during the early 1980s seemed impressive, ADG failed to profit from the acquisition as it had hoped, and Caldor became a drag on its bottom line. [citation needed]. Clarke planned to step up expansion with the addition of 100 new stores by 1999, as well as to complete the renovation of all of its existing outlets.

They revamped Caldor’s pricing system, for example, by instituting a two-tier pricing system that helped to reduce overall mark-ups by about two percent. A major U.S. retail powerhouse headquartered in the Midwest, May Department Stores had a reputation as an aggressive, profitable retailer. https://www.encyclopedia.com/books/politics-and-business-magazines/caldor-inc, "Caldor Inc. As a result of improvements, the company’s stock price more than doubled between 1991 and 1994 to about $30 per share. In October of 1989, the investment group Odyssey Partners purchased Caldor for $500 million in cash and the assumption of $52 million in debt and lease obligations. Jordan, Hope A., “Up Against the Malls,” Business Worcester, December 25, 1989, p. 70. ADG, a diversified conglomerate, was already active in the upscale retail sector through other retail holdings, such as its chain of Lord and Taylor stores, and it sought to round out its In its key geographic areas, it maintained a dominant role in the upscale end of the discount market, which included brand- and quality-conscious consumers. Furthermore, Caldor’s inventory and sales tracking systems had become obsolete compared to many of its technically advanced rivals. [2] Its stores were earning over $1 billion in sales by the time Mr. Bennett retired in 1985, by which time Caldor was a subsidiary of Associated Dry Goods.[3]. In 1958 Caldor expanded to a second location, and by 1961 it had grown to four locations and went public as Caldor Inc with Carl Bennett serving as President, Director, and Chairman of the Board, and Dorothy as Treasurer and Director. Caldor contended that the law was unconstitutional as it violated the Establishment Clause of the First Amendment to the United States Constitution. Revenues rose to a record $2.4 billion in 1993, and earnings hovered near a healthy $34 million. [12] A report written that same year by The Value Line Investment Survey, one of Wall Street's most influential investment advisory services, recognized Caldor as a company growing at a rate of advance faster than that of Xerox Corporation. Finally, in 1999, Caldor threw in the towel and filed for Chapter 7 bankruptcy and began the process of liquidation. He also shaped up Caldor’s advertising and promotional programs and developed a plan to renovate Caldor’s older stores. (510) 505-4400 [2] They featured wide aisles, bright lighting, and large, colorful display treatment,[20] and were typically remodeled every six years. Caldor also had trouble meeting its financial goals, and losses mounted. Within the “Cite this article” tool, pick a style to see how all available information looks when formatted according to that style. The New York Times ran an article in 1999 headlined “ New Jersey; As Caldor Fades, Retail Market Is Unfazed” talking about how little it mattered that Caldor was going bankrupt. Specializing in name-brand hard goods[6] such as appliances, electronics, home furnishings, jewelry, and sports equipment[7] for middle to upper income yet bargain-conscious consumers. In 1985 Carl Bennett retired from Caldor, which had grown to 100 stores and 1 billion dollars in sales. He instituted routine training sessions not only for sales staff, but for department managers, and traveling supervisors, as well. Attracted to its growth potential and low debt, the 63-store Caldor chain was ADG's first entry into the realm of discount retailing. This meant if they paid the vendors within 10 days of receipt, Caldor got 2% off or a net payment within 30 or 60 days. For the former company town in California, see. Sibley's, with 15 stores, projects sales of about $150 million. In addition, Eugene Ferkhauf had started his chain of Korvette discount stores just a few years earlier. According to Bennett, those stores became "immediately profitable" for Caldor.[14].

ADG wanted Bennett to stay as long as possible. BUSINESS PEOPLE; ASSOCIATED NAMES PRESIDENT OF CALDOR. Caldor focused on a few differentiating factors, including specializing in name-brand goods, and in its early days positioned itself a more of a way of life brand with it’s long standing slogan “Where Shopping is Always a Pleasure.”, Carl Bennet described their customers as such in a 1980, article in the N.Y. times: “middle to upper income, a customer who wants better-quality merchandise and appreciates showing in a pleasant atmosphere with knowledgeable, trained personnel.”. Carl Bennett and his crew were determined to see the fledgling Caldor chain become successful. Caldor was successful through several business practices which were distinct in their industry. Combien les employés sont-ils rémunérés chez CALDOR ? Despite the recession, revenues jumped more than five percent in both 1990 and 1991 before rising more than ten percent during 1992.

''We were in the process of negotiating for some time and he waited. At the time of this announcement, Caldor had 100 stores and over $1 billion in sales. U.S.A. That venture became hugely successful and elevated Ferkhauf to star status in the industry. Caldor cited two primary problems in 1995: first, competition from financially weakened rivals that used deep discounts to try and drive sales, this was particularly acute with the failure of Bradlees who went bankrupt in June of 1995.

Sadly that was the last of the good news for Caldor. Indeed, as consumers became aware of the improvements, Caldor’s sales and profits escalated. Voir les 21 salaires bruts estimés chez CALDOR, Équilibre vie professionnelle / personnelle, Sécurité de l'emploi/Évolution de carrière. Their credo, "the best available merchandise at the lowest possible price", remained true throughout their history. [4], During the remainder of the 1960s and the 1970s, the economy saw years of booming consumer consumption, as well as contraction and recession. Importantly, he initiated an emphasis on soft lines, particularly clothing, thus diminishing the chain’s extreme concentration on hard goods. P.O. [5] A second Caldor was added in 1958, a 70,000 square foot store in Norwalk, CT. “Caldor Celebrates Successful Store Openings, Healthy Outlook,” Discount Store News, November 5, 1990, p. 2. [8], With business growing steadily, the original store was replaced in 1953 with an expanded location in Port Chester, NY that also provided more modern amenities.
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carl bennett caldor


Then, copy and paste the text into your bibliography or works cited list. Fax: (414) 703-6255 In 1997 Caldor closed my local store as it continued to struggle to leave bankruptcy and by the end of 1997 was down to 157 stores in 10 states. [6], In 1961, with four locations, Caldor Inc. went public with Carl Bennett serving as President, Director, and Chairman of the Board, and Dorothy as Treasurer and Director. Refer to each style’s convention regarding the best way to format page numbers and retrieval dates. Clarke replaced the short-term successor to Bennett, who had left Caldor when his contract expired in 1985; Bennett and his wife, Dorothy, subsequently started a real estate consulting firm in Stamford, Connecticut. He will succeed Carl Bennett, 61, who will continue as chairman and chief executive of Caldor. Bennett credits his father for teaching him the retail sensibilities that he used to guide his company throughout the years. Carl and his late wife, Dorothy, are known in business and philanthropic circles as the founders of the discount store chain Caldor, which they coined by combining both of their first names. “Buyers, every Monday morning, have on their desks reports on the merchandise that was sold in their departments as of the previous Saturday night,” reported Bennett. Menomonee Falls, Wisconsin 53051-5660 [citation needed], Many Caldor stores eventually were purchased by retailers such as competitors Kmart, Target, and Walmart, and many metro New York Caldor stores were bought by Kohl's as part of Kohl's entry into the New York retail market. Almost immediately, things start to get shaky for Caldor. At a deeper level, Caldor shows the business risk of courting price-sensitive customers as they rarely develop loyalty to a brand and will follow the lowest prices, a strategy Walmart perfected to the dismay of thousands of other retailers. ''It's very easy to understand the difference between $1 and $2. Tesla risks being overtaken by the competition. This is a digitized version of an article from The Times’s print archive, before the start of online publication in 1996. . We're just building the organization up a little more.''. In contrast to some of its debt-laden peers, however, Caldor was buoyed both by its regional dominance and by its healthy balance sheet, both of which reflected Bennett’s management style. The Caldor Corporation itself continued to exist until December of 2001 to wrap up legal issues after which the company closed its doors for good. Chain sto…, Walton, Sam By this point, they were down to 145 stores in 9 states. Carl Bennett and his crew were determined to see the fledgling Caldor chain become successful.

He and his late wife, Dorothy, started the discount-store chain Caldor. Iris Rosenberg, editor of Discount Store News, said: "Carl Bennett typifies the successful entrepreneur who from an inconspicuous start made a dream grow into a major force in the world of mass merchandising".[25]. First Amendment to the United States Constitution, "Business – Department Store Apologizes For Flap Over Scrabble Ad", "Caldor, in Bankruptcy, to Shut Its Stores", "Caldor Founder Hailed As Discounter of Year". [24], In 1983, Bennett was elected into the "Discounting Hall of Fame" by the same industry poll, making him the sixth retail executive to receive the honor. In November 1998, the company suffered a public relations embarrassment when its sales flyer featured a prominent photograph of two grinning boys playing the board game Scrabble, with the word "rape" spelled out in the center of the board, buried amongst nonsense words.

Still, Caldor’s problems proved greater than May had anticipated, and income growth was slower than expected. Changes achieved during the late 1980s significantly improved Caldor’s performance. The 1960s and 1970s were good years for Caldor. The traditional mom-and-pop shop located in the town square was rapidly becoming a memory.

Telephone: (920) 429-2211 Flyers were distributed weekly to advertise sales that ran from Sunday through Saturday. Caldor only had one store in New Hampshire, in Bedford near Manchester. In fact, Caldor surpassed its $2 billion revenue goal in 1992. '', See the article in its original context from. Throughout these changing times and varied economic climates Caldor continued to show healthy profits and expansion. L'approbation du PDG est basée sur 17 notes, Les salaires min. 19 Oct. 2020 . In 1995, Caldor filed for Chapter 11 bankruptcy protection. Through its chain of Caldor discount stores, the company sold nearly $2.5 billion worth of goods and employed a work force of more than 20,000 in 1994. During 1992, Caldor added a total of eight new stores to its chain, bringing its total to 136. Halverson, Richard, “Discount Pioneer Caldor Blazing Upscale Trail in the Northeast,” Discount Store News, August 16, 1993, p. 88.
In September of 1995 the company filed for Chapter 11 bankruptcy, it’s stock had fallen from $32.37 at the start of the year to $3.75 at the time of its bankruptcy.
Malgré une équipe professionnelle et sympathique, il y a un manque de management et de communication. During 1986, Clarke liquidated Caldor’s bloated inventory—at a cost of $30 million—and began to reestablish a profitable mix of goods. Discount giants Kmart and Wal-Mart, for instance, both began aggressively vying for market share in Caldor’s traditional stomping grounds. Wal-Mart Stores, Inc. While Caldor’s growth during the early 1980s seemed impressive, ADG failed to profit from the acquisition as it had hoped, and Caldor became a drag on its bottom line. [citation needed]. Clarke planned to step up expansion with the addition of 100 new stores by 1999, as well as to complete the renovation of all of its existing outlets.

They revamped Caldor’s pricing system, for example, by instituting a two-tier pricing system that helped to reduce overall mark-ups by about two percent. A major U.S. retail powerhouse headquartered in the Midwest, May Department Stores had a reputation as an aggressive, profitable retailer. https://www.encyclopedia.com/books/politics-and-business-magazines/caldor-inc, "Caldor Inc. As a result of improvements, the company’s stock price more than doubled between 1991 and 1994 to about $30 per share. In October of 1989, the investment group Odyssey Partners purchased Caldor for $500 million in cash and the assumption of $52 million in debt and lease obligations. Jordan, Hope A., “Up Against the Malls,” Business Worcester, December 25, 1989, p. 70. ADG, a diversified conglomerate, was already active in the upscale retail sector through other retail holdings, such as its chain of Lord and Taylor stores, and it sought to round out its In its key geographic areas, it maintained a dominant role in the upscale end of the discount market, which included brand- and quality-conscious consumers. Furthermore, Caldor’s inventory and sales tracking systems had become obsolete compared to many of its technically advanced rivals. [2] Its stores were earning over $1 billion in sales by the time Mr. Bennett retired in 1985, by which time Caldor was a subsidiary of Associated Dry Goods.[3]. In 1958 Caldor expanded to a second location, and by 1961 it had grown to four locations and went public as Caldor Inc with Carl Bennett serving as President, Director, and Chairman of the Board, and Dorothy as Treasurer and Director. Caldor contended that the law was unconstitutional as it violated the Establishment Clause of the First Amendment to the United States Constitution. Revenues rose to a record $2.4 billion in 1993, and earnings hovered near a healthy $34 million. [12] A report written that same year by The Value Line Investment Survey, one of Wall Street's most influential investment advisory services, recognized Caldor as a company growing at a rate of advance faster than that of Xerox Corporation. Finally, in 1999, Caldor threw in the towel and filed for Chapter 7 bankruptcy and began the process of liquidation. He also shaped up Caldor’s advertising and promotional programs and developed a plan to renovate Caldor’s older stores. (510) 505-4400 [2] They featured wide aisles, bright lighting, and large, colorful display treatment,[20] and were typically remodeled every six years. Caldor also had trouble meeting its financial goals, and losses mounted. Within the “Cite this article” tool, pick a style to see how all available information looks when formatted according to that style. The New York Times ran an article in 1999 headlined “ New Jersey; As Caldor Fades, Retail Market Is Unfazed” talking about how little it mattered that Caldor was going bankrupt. Specializing in name-brand hard goods[6] such as appliances, electronics, home furnishings, jewelry, and sports equipment[7] for middle to upper income yet bargain-conscious consumers. In 1985 Carl Bennett retired from Caldor, which had grown to 100 stores and 1 billion dollars in sales. He instituted routine training sessions not only for sales staff, but for department managers, and traveling supervisors, as well. Attracted to its growth potential and low debt, the 63-store Caldor chain was ADG's first entry into the realm of discount retailing. This meant if they paid the vendors within 10 days of receipt, Caldor got 2% off or a net payment within 30 or 60 days. For the former company town in California, see. Sibley's, with 15 stores, projects sales of about $150 million. In addition, Eugene Ferkhauf had started his chain of Korvette discount stores just a few years earlier. According to Bennett, those stores became "immediately profitable" for Caldor.[14].

ADG wanted Bennett to stay as long as possible. BUSINESS PEOPLE; ASSOCIATED NAMES PRESIDENT OF CALDOR. Caldor focused on a few differentiating factors, including specializing in name-brand goods, and in its early days positioned itself a more of a way of life brand with it’s long standing slogan “Where Shopping is Always a Pleasure.”, Carl Bennet described their customers as such in a 1980, article in the N.Y. times: “middle to upper income, a customer who wants better-quality merchandise and appreciates showing in a pleasant atmosphere with knowledgeable, trained personnel.”. Carl Bennett and his crew were determined to see the fledgling Caldor chain become successful. Caldor was successful through several business practices which were distinct in their industry. Combien les employés sont-ils rémunérés chez CALDOR ? Despite the recession, revenues jumped more than five percent in both 1990 and 1991 before rising more than ten percent during 1992.

''We were in the process of negotiating for some time and he waited. At the time of this announcement, Caldor had 100 stores and over $1 billion in sales. U.S.A. That venture became hugely successful and elevated Ferkhauf to star status in the industry. Caldor cited two primary problems in 1995: first, competition from financially weakened rivals that used deep discounts to try and drive sales, this was particularly acute with the failure of Bradlees who went bankrupt in June of 1995.

Sadly that was the last of the good news for Caldor. Indeed, as consumers became aware of the improvements, Caldor’s sales and profits escalated. Voir les 21 salaires bruts estimés chez CALDOR, Équilibre vie professionnelle / personnelle, Sécurité de l'emploi/Évolution de carrière. Their credo, "the best available merchandise at the lowest possible price", remained true throughout their history. [4], During the remainder of the 1960s and the 1970s, the economy saw years of booming consumer consumption, as well as contraction and recession. Importantly, he initiated an emphasis on soft lines, particularly clothing, thus diminishing the chain’s extreme concentration on hard goods. P.O. [5] A second Caldor was added in 1958, a 70,000 square foot store in Norwalk, CT. “Caldor Celebrates Successful Store Openings, Healthy Outlook,” Discount Store News, November 5, 1990, p. 2. [8], With business growing steadily, the original store was replaced in 1953 with an expanded location in Port Chester, NY that also provided more modern amenities.

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