LOWENSTEIN’S IN MEMPHIS, TENN.
Famous Store Sells Fieldcrest Textiles
Rich in tradition is
the 91-year-old history
of Lowenstein’s, and
mellow with the flavor
of the Old South, out
of which this modern
institution has grown.
Yellowed newspaper
files and faded photo
graphs tell its storj’-
during Memphis’ pre-
Civil War days, the
terrible conflict, the
rigors of Reconstruc
tion, the battles against
yellow fever, the lush
Twenties, the current
Fifties,
It is interesting to
note that only 12 Mem
phis firms in existence
today share with Low
enstein’s the honor of
being “first in Mem
phis”, and that Low
enstein’s is the only
department store,
women’s wear or men’s
store in the entire
group.
Benedict Lowenstein
foresaw a great future
for the Mid-South. As
an early peddler, in
1855, he invested his
savings in a limited stock of merchan-
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V-^'MILL WHISTLE
Copyright, 1951, Marshall Field & Company
Issued Every Two Weelss By and For
the Employees of Fieldcrest Mills, Divi
sion of Marshall Field & Company, Inc.,
Spray, North Carolina
OTIS MARLOWE Editor
No. 7 Monday, Oct. 15, 1951 Vol. X
How Did Business Get
Ready To Pill History’s
Biggest Order?
It didn’t happen yesterday or the day
before.
America’s power to produce has been
a long time growing. Year by year, the
most successful businesses have had to
prove and strengthen themselves in
competition. The managers of business
have had to demonstrate their resource
fulness during each day of so-called
normal times.
Now the country calls confidently on
business for a greater torrent of pro
duction than the world has ever known.
It isn’t enough that we can already
produce more of the vital things—more
steel and rubber and petroleum and
electricity—and that communications
and transportation are at the highest
levels in our history.
That’s only the start. Where we go
from there depends in great degree on
management. Fortunately, there is a
spirit in the men of management which
welcomes the difficult and denies the
impossible.
Does today’s emergency call for mak
ing new products and improving old
ones? Management has been doing that
for years. It wouldn’t be good manage
ment if it hadn’t bettered output stead
ily to meet public needs.
Does it mean creating new machines
and new methods, training new work
men and supervisors' in new jobs? It has
long been management’s responsibility
to develop more efficient ways of mak
ing things.
Does it require modern plants? Good
managers have been wise in distributing
earnings, ploughing back funds to ex
pand plants, to install more machinery.
America can count itself fortunate
that business is ready to fill history’s
biggest order.
—Courtesy N. W. Ayer & Son, Inc.
★
A man telephoned his doctor, asking
him to come as quickly as possible. “My
wife has appendicitis.”
The doctor retorted, “Nonsense! I
took your wife’s appendix out three
years ago, and I never heard of any
one having a second appendix.”
To which the husband replied, “Ever
hear of anyone having a second wife?”
2
dise, housed in an unpretentious room.
His capital was limited, but this dis
advantage was more than offset by his
ability, as a merchant and his honesty of
principle.
His business grew by leaps and
bounds. Benedict Lowenstein saw his
store becoming more than a “one-man”
stand. There was soon a need for larger
quarters, and the entire building was
occupied.
In 1873 and again in 1878 Memphis
was scourged by the dreaded epidemics
of yellow fever. Many firms were forc
ed to give up or face destruction. But
not Lowenstein’s; this' business emerg
ed virile and strong with a volume of
business that called for more space. This
resulted in the acquisition of the Good-
lett Building in 1883.
Within a few years, the Rogers Build
ing was added, giving the store much
more space.
On New Year’s Day in 1906, the
store Was' practically destroyed by fire.
Hurried conferences brought about the
purchase of the Hunter Building on the
corner of Main and Court Streets. No
expense was spared to make the new
Lowenstein store the South’s finest. In
1910, the Arnold Building on Front
Street, immediately to the rear of the
store was added. The present home of
Lowenstein’s was built in 1924, em
bodying every modern detail in archi
tecture and equipment. Time had
changed the building from a single'
story room to a huge department store
of ten great floors.
Lowenstein’s is an institution dedicat
ed to service to the great Mid-South’
Continually on the alert to show th®
new, the unusual, the different to
patrons, the store maintains constant
contacts with all market centers i^
America and throughout the world.
It is a source of pride to Fieldcrest
men and women that the products mad®
in our mills reach the consumer through
famous stores such as Lowenstein’s if*
Memphis.
^
Electric Blanket Man
Receives Jaycee Honor
—★—
Elwood Edwards of the Electric
Blanket Mill has been appointed merw'
bership chairman of the fourth Jayce®
district and vice chairman for the State
Jaycee organization, according to
announcement by Carson Bain, Vic®
President of the fourth district.
The North Carolina Junior Chambe*’
of Commerce has over 5,000 members
at the present time. It is hoped to foriJ’
a number of additional Jaycee groups
the State this year and to boost th®
membership in the present clubs.
★
Postpone M-Day—the day of ths
millionth traffic death—by careful driV'
ing, the National Safety Council urges-
FIELDCREST MILL WHISTL^