Podcasts about City Creek

This is Derek Miller, Speaking on Business. Eclair French Pastry has been delighting the Salt Lake Valley with their signature eclairs for over five years. With locations in Sandy and now City Creek, they're making it easier than ever to enjoy their delicious treats. Managing Partner, Jacque Newman, joins us with more. Jacque Newman: At Eclair French Pastry, we're passionate about creating classic French desserts that bring a little indulgence to your day. Since opening over five years ago, we've been proud to serve the Salt Lake Valley with handcrafted pastries made fresh daily. From rich, creamy éclairs to delicate macarons, buttery croissants and elegant fruit tarts, every treat is made with care, using only the highest quality ingredients. We believe dessert should be an experience — something that delights your senses and brings a moment of joy. That's why everything we make is rooted in tradition, crafted by hand and beautifully presented. With our original location in Sandy and our newest spot at City Creek, we're excited to share our love of French pastry with even more of our community. Whether you're celebrating something special or just craving something sweet, we invite you to stop by and taste the difference. Derek Miller: Supporting small businesses like Eclair French Pastry helps bring unique flavors to the community. By choosing their delicious treats, you're not just satisfying your sweet tooth, you're helping a local business thrive. Learn more and explore the menu at eclairfrenchpastry.com. I'm Derek Miller, with the Salt Lake Chamber, Speaking on Business. Originally aired: 5/7/25

An Australian tourist found with a mostly assembled rifle was taken into custody after a City Creek employee expressed concerns. Officers with SLC PD seized the weapon. Dave and Maura discuss what happened and speak to the questions this brings up within society.

The Pete Hegseth grilling: are we focusing on the wrong questions? Ceasefire agreement reached between Hamas and Israel No land grabs! CA Governor issues order to protect fire victims from predatory real estate investors Red flags to look for when browsing home listings Utah lawmaker proposes to reduce signature threshold Australian tourist experiences gun seizure at City Creek mall

Chunga sent Chris on a special mission in downtown SLC this week! He was on a quest to find the new Toys R Us location in City Creek!!! Did he find it? Unfortunately, yes.Disneyland has had a rough few days! First a lighting pole injures 3 people and then some dude jumps out a his boat and get nekked on Small World!!!! No, it wasn't Chunga.Speaking of Walt Disney, theres a brand new Christmas special that's just released on Disney + that's shows never before seen home movies of Walt and his family celebrating Christmas through the years. Get your kleenex ready!Rolling Stone Magazine published a list a few weeks ago, that made all 4 Ronin so furious, they couldn't even talk about it until now!! Chandler has the full list! WOW! That magazine REALLY sucks!!!You know what doesn't suck!?! SPINAL TAP is getting a sequel!!!! YES!!!!!!!PLUS, Gregg has a classic Ski and Snowboard movie shout out!!! LISTEN NOW!!!

Chunga sent Chris on a special mission in downtown SLC this week! He was on a quest to find the new Toys R Us location in City Creek!!! Did he find it? Unfortunately, yes.Disneyland has had a rough few days! First a lighting pole injures 3 people and then some dude jumps out a his boat and get nekked on Small World!!!! No, it wasn't Chunga.Speaking of Walt Disney, theres a brand new Christmas special that's just released on Disney + that's shows never before seen home movies of Walt and his family celebrating Christmas through the years. Get your kleenex ready!Rolling Stone Magazine published a list a few weeks ago, that made all 4 Ronin so furious, they couldn't even talk about it until now!! Chandler has the full list! WOW! That magazine REALLY sucks!!!You know what doesn't suck!?! SPINAL TAP is getting a sequel!!!! YES!!!!!!!PLUS, Gregg has a classic Ski and Snowboard movie shout out!!! LISTEN NOW!!!

What's in Salt Lake County's budget? Lead producer Emily Means joins host Ali Vallarta to break down Mayor Jenny Wilson's proposal. Plus, four heroes ran an entire marathon around the 9th and 9th whale, tricks for avoiding the wait at Urgent Care, and City Creek Canyon closures. Subscribe to our daily morning newsletter. You can find us on Instagram @CityCastSLC. Looking to advertise on City Cast Salt Lake? Check out our options for podcast and newsletter ads. Learn more about the sponsors of this episode: Tecovas at City Creek Mall Learn more about your ad choices. Visit megaphone.fm/adchoices

The true story of City Creek Canyon's Witch House.  Sources: Rachel's SLC History Utah Division of State History Digital Archives Utah Stories Salt Lake Herald-Republican 1883-05-23 Cold Bonus 1: Satanic Panic Grimm Ghost Tours Follow us on social media: Instagram Facebook Threads Twitter/X  YouTube

Need to return something at City Creek? Don't do it this weekend! Downtown will be crowded for the Church of Jesus Christ of Latter-day Saints' General Conference. Architectural designer CJ Hellige tells host Ali Vallarta about the storied history of City Creek, and how Salt Lake City is still reckoning with its future over one sky bridge. This episode originally aired Dec. 12, 2023. Subscribe to our daily morning newsletter. You can find us on Instagram @CityCastSLC. Looking to advertise on City Cast Salt Lake? Check out our options for podcast and newsletter ads. Learn more about your ad choices. Visit megaphone.fm/adchoices

Scriptures in City Creek, the Sundance Queen, snow shoveling trauma triggered, Meredith Marks boutique stories, and a snowball fight no one wants to have. --- Send in a voice message: https://podcasters.spotify.com/pod/show/hivemindhq/message

It's the 40th Anniversary of the 1983 City Creek flooding causing the formation of the "State Street River." the cause-- was the result of abnormally high precipitation totals for several months and culminated into weeks of issues. The 1981 and 1982 precipitation totals were off the charts, according to the Utah Department of History. Jamie Huff, Risk MAP Floodmaps Program Manager and Tracie Harrison, State Floodplain Program Manager discuss how the state has improved efforts from 1983.See omnystudio.com/listener for privacy information.

Referencias: - Artículo de Mormon Defender sobre las fortificaciones: http://mormondefender4biblia.blogspot.com/2016/11/libro-de-mormon-fortificaciones-pruebas.html - Video, 50 problemas con la Iglesia Mormona: https://www.youtube.com/watch?v=H5pgcSLNOh4 - Respuesta de Santiago a ese video: https://www.youtube.com/watch?v=i2rHY7yE2g0&t=366s  - Presidente Nelson dice que el LdM no es un libro de historia, pero tiene algunos elementos históricos: https://www.ldsliving.com/president-nelson-shares-what-the-book-of-mormon-is-not/s/82550 - José encontró el esqueleto de Zelf, un lamanita, en Illinois: https://www.churchofjesuschrist.org/study/ensign/1979/04/zions-camp-march-from-ohio-to-missouri-1834?lang=eng - Recién a mediados del siglo XX se empezó a pensar que los mayas eran pacíficos: https://www.smithsonianmag.com/history/secrets-of-the-maya-deciphering-tikal-2289808/ - Más específicamente en 1943: https://en.wikipedia.org/wiki/J._Eric_S._Thompson - El sitio apologista FAIR admite que los indios del área de José eran considerados salvajes: https://www.fairlatterdaysaints.org/answers/Question:_Did_Joseph_Smith_believe_that_the_Book_of_Mormon_explained_local_legends_associated_with_the_%22Mound_Builders%22_of_the_Eastern_United_States%3F - Libro View of the Hebrews en PDF: https://archive.org/details/ViewOfTheHebrews1823EthanSmith - Ensayo que resume las comparaciones entre el Libro de Mormon y View of the Hebrews en el libro de B. H. Roberts: https://www.dialoguejournal.com/wp-content/uploads/sbi/articles/Dialogue_V26N03_87.pdf - La única fuente para el artículo de Mormon Defender es este blog: https://es.paperblog.com/la-guerra-entre-los-antiguos-mayas-quinta-parte-arquitectura-belica-2628144/ - Nuevos estudios demuestran que esas supuestas fortificaciones bélicas eran en realidad lechos de arroyo para cultivo: https://www.jstor.org/stable/26309489 - La creencia racista de que los montículos de tierra indígenas fueron construidos por europeos: https://www.thoughtco.com/moundbuilder-myth-history-and-death-171536 - El artículo que Santiago dice vincula el ADN de los cherokees con los hebreos no menciona a cherokees ni hebreos una sola vez: https://www.nationalgeographic.com/science/article/131120-science-native-american-people-migration-siberia-genetics - El consenso científico dice que los cherokees recibieron ADN hebreo luego de la llegada de Colón: https://jeannetteaustin.medium.com/are-the-north-carolina-cherokee-indians-separdic-jews-a232c49015f3 - John A. Witsoe, apologista mormón, reconoce que había más hombres que mujeres en Utah cuando se practicó la poligamia: http://www.wivesofjosephsmith.org/Why.htm - Mark Hofmann no le vendió documentos al congreso, como afirma Santiago: https://www.deseret.com/utah/2021/3/1/22307305/who-is-mark-hofmann-what-did-he-do-forgery-murder-among-mormons-lds-church-netflix-documentary - Santiago dice que la Iglesia no le compró documentos a Hofmann. La misma Iglesia reconocé que sí lo hicieron: https://www.churchofjesuschrist.org/study/history/topics/hofmann-forgeries?lang=eng#:~:text=Hofmann%20deceived%20not%20only%20Church,scholarly%20inquiry%20and%20public%20discussion. - José quiso vender los derechos del Libro de Mormón en Canadá: https://www.churchofjesuschrist.org/study/history/topics/printing-and-publishing-the-book-of-mormon?lang=spa - José no escribió que había recibido el sacerdocio en 1829 hasta 1832: https://www.josephsmithpapers.org/site/priesthood-restoration - José no tuvo un diario personal hasta ese mismo año: https://www.churchofjesuschrist.org/study/ensign/2007/12/the-joseph-smith-journals?lang=eng - No, el City Creek no vale cinco mil millones: https://www.fairlatterdaysaints.org/answers/Question:_How_much_did_the_development_of_the_mall_cost%3F_Did_it_really_cost_5_billion_dollars%3F#:~:text=The%20%22%245%20billion%22%20dollar%20figure,be%20viewed%20at%20Downtown%20Rising. - Packer: No compartan verdades que no promueven la fe: https://www.churchofjesuschrist.org/study/manual/teaching-seminary-preservice-readings-religion-370-471-and-475/the-mantle-is-far-far-greater-than-the-intellect?lang=eng#subtitle2  

Nothing says the holidays like the bustle at City Creek mall, where last-minute shoppers and casual mall walkers unite on the shopping center's iconic sky bridge. But the story of City Creek and its place in our skyline goes deeper than American consumerism. As architectural designer CJ Hellige tells host Ali Vallarta, it's about a vision for a beautiful and grand Salt Lake City — and the power and influence it took to look the part. Subscribe to our daily morning newsletter here. You can find us on Instagram @CityCastSLC and Twitter @CityCastSLC. Looking to advertise on City Cast Salt Lake? Check out our options for podcast and newsletter ads at citycast.fm/advertise. Learn more about your ad choices. Visit megaphone.fm/adchoices

Urban legends tell of the “Witch's Cabin” in downtown Salt Lake's City Creek Canyon, but is it really haunted? Learn its real history.

This is Derek Miller Speaking on Business. The Salt Lake Chamber will soon host its day-long Diversity Summit on Friday, October 28th. One of our great speakers will be Stacy Bernal, the owner of See Stacy Speak. Here's Stacy with more. STACY BERNAL: As a biracial businesswoman and mother to an autistic son, I am passionate about teaching others about neurodiversity, disability, and how we can work to create safe, welcoming, and inclusive spaces for all. I work with businesses and organizations spanning all industries, from nonprofits to Fortune 500s and everything in between. I challenge people to think about their biases, the thoughts we don't think we think. I pride myself on facilitating what can often be uncomfortable conversations in an approachable, and dare I say ‘fun,' way. I'll be offering this kind of session at the upcoming Diversity Summit on October 28th at the Marriott Downtown at City Creek. I'm also available to schedule a training for your company. During my presentations, I share personal stories to help you understand yourself, and help build a better, more inclusive culture at your company. Learn more at SeeStacySpeak.com. DEREK MILLER: Stacy Bernal is an author and TEDx speaker who has overcome tremendous personal challenges. Contact the Salt Lake Chamber today for tickets to hear her and others at the October 28th Diversity Summit. I'm Derek Miller with the Salt Lake Chamber, Speaking on Business. Originally aired: October 4, 2022.

David LaCaro from Paso Public works checked in on First Look with Andy Morris to talk about the Creek to the Coast Cleanup day.

This is Derek Miller Speaking on Business. March is Women's History Month, and we're featuring women business leaders. Linda Wardell is General Manager of City Creek Center, Salt Lake's upscale shopping and dining destination. On March 22, City Creek is celebrating its 10th Anniversary, and Linda is here with the details. LINDA WARDELL City Creek Center is the centerpiece of one of the nation's largest mixed-use downtown redevelopment projects. The Center, celebrating its 10th anniversary on March 22, is over a million square feet and offers more than 100 stores and 15 restaurants nestled in a beautiful, pedestrian-friendly environment. Our retractable glass roof and rambling creek are just a few of the special amenities that provide a welcoming setting for our customers and brands that include Louis Vuitton, Tiffany & Co., and Nordstrom to name a few. The Capital Grille is opening on March 25, and we encourage everyone to try this steakhouse that carries our commitment to bringing our shoppers the best tenants. On behalf of our team, we are grateful to the millions of visitors to City Creek Center, and to everyone who has and continues to shop, dine, and make memories with us. DEREK MILLER As we celebrate City Creek Center's 10-year anniversary, take time to also celebrate the incredible women in your life – mothers, wives, daughters, business leaders, and co-workers. Together, we can make the future for women in Utah brighter. I'm Derek Miller with the Salt Lake Chamber, Speaking on Business. Originally Aired: March 15, 2022

Fifth generation business owners of UWM Men’s Shop, Bart, Brandon and BJ Stringham discuss how they have been able to weather recessions, depression and other challenges over the last 100 years! UWM Men’s Shop was established in 1905 and continues strong today providing men’s fashion in Salt Lake City, Utah. Action Items: Access our FREE Resources Subscribe to The Biz Sherpa Newsletter Follow The Biz Sherpa on LinkedIn Follow The Biz Sherpa on Instagram Follow the Biz Sherpa Facebook Page Subscribe to The Biz Sherpa Youtube Channel Subscribe to The Biz Sherpa Podcast on Apple Podcast, Spotify, Google Podcast or Stitcher. Connect with Craig on LinkedIn TRANSCRIPTION: Speaker 1: From his first job flipping burgers at McDonald’s and delivering The Washington Post, Craig Willett counts only one and a half years of his adult life working for someone else. Welcome to The Biz Sherpa podcast with your host, Craig Willett. Founder of several multimillion-dollar businesses and trusted advisor to other business owners, he’s giving back to help business owners and aspiring entrepreneurs achieve fulfillment, enhance their lives, and create enduring wealth. Craig Willett: This is Craig Willett, The Biz Sherpa. I’m excited to have you join me today for this episode. I’ve got some really good people that I’d like you to meet. They own UWM Men’s Shop in Salt Lake City, Utah, at the City Creek Center. The Stringham family, BJ, Bart and Brandon. They’re fourth- and fifth-generation business owners and I hope that today you’re able to take from what they teach us and from their experiences a lot about marketing, sales, customer service and also, how to get along in business and stay family. Welcome, guys. BJ Stringham: Thank you. Brandon Stringham: Thank you. Bart Stringham: Thank you. Craig Willett: Grateful that you’d join The Biz Sherpa podcast. It’s really rare and I have to give you great recognition and commend you for being fourth- and fifth-generation business owners. Do you guys realize how rare that is? Brandon Stringham: Yes, actually, we do realize how rare that is. Craig Willett: Really? What makes you realize that? What— Brandon Stringham: Actually, I was curious, so we’ve googled it before just to see what the percentages are and from what I could find, less than 3% of family businesses make it to fourth-generation, and I couldn’t find any statistics on fifth-generation. So yes, we know it’s very rare. Craig Willett: That is very rare. Recently, I interviewed a sixth-generation— Brandon Stringham: Wow. Craig Willett: —but it was a harness maker, very skilled practice, very niche market. And I’m sure this has migrated from what it first started out as. UWM Men’s Shop was formerly known as Utah Woolen Mills. What was that about five generations ago? Bart, do you want to share with us what that was like? Bart Stringham: Our business in the old days— that was great-grandpa and grandma. It was direct-to-consumer sales. We had over 400 salesmen at one time canvassing the United States and Alaska, and we made things. We went around to farmhouses, set up in hotel rooms and the people would come to us. From where that was to what it is today, as a high-end men’s retail shop, some big changes. Craig Willett: What was it that they made in that— Bart Stringham: Well, they specialized in coats, outerwear, underwear, suits, sweaters. Clothing. Everything— Craig Willett: Wow. Bart Stringham: —people needed at the time. Back in those days, they didn’t go to malls and the cars were—I mean, there was no central place to buy so they got everything. Craig Willett: The store went to them, basically? Bart Stringham: The store was there. We had sample cases. We still have the sample cases around the store here because that’s our heritage of what we used to do. Now, people come here and we just lay it all out. Craig Willett: Well, we’re going to get some video of that to make sure we’re showing that during this podcast to show that. That’s amazing that you had preserved that kind of heritage. What are some of the key principles that have led to the success for the generations of the Utah Woolen Mills-UWM Men’s Shop legacy? BJ Stringham: I think one of the core principles is just we have a set of cultural beliefs, and one of them is “Own it.” I own our results and consistently ask what else I can do to achieve them? I think from my perspective growing up, seeing my dad and my grandfather work just insane hours to make sure the business got taken care of, not seeing my dad all December because he was here at the shop. Craig Willett: It’s true that, in retail, December’s the biggest month of the year? Brandon Stringham: By far. BJ Stringham: But for me—and I don’t want to speak for them—but for me, just owning what the responsibility is, not waiting for somebody else to do it I think is probably the core principle that’s kept us in business. Craig Willett: Get in, get it done and— BJ Stringham: No excuses. Craig Willett: Get it done and be accountable. BJ Stringham: Be accountable. Craig Willett: “Be accountable,” I love that. Great. How was it to be accountable, Bart, to your father? Bart Stringham: Kind of the same. I just figured he would do everything unless I stepped in and tried to take some responsibility off his shoulders because he wasn’t waiting around for other people to do it, it was for him to do. For me, I liked being able to relieve a little bit of that burden, be here, help him, and take over and not have him having to micro-manage because he knew if I said I would do it, I would get it done. Craig Willett: That’s great. That’s good DNA for your family. How did it go from going on the road to becoming a premiere men’s high-end retail shop today? What was the next step from having 400 salespeople to manage on the road? That’s a big deal. Bart Stringham: Well, I think what happened is just history. The automobile, malls and stores, the accessibility for people to travel, be where they want to be, get what they want, so the traveling salesmen aspect kind of changed. It wasn’t as viable. Our business—we became more centralized in the things that sold the best, like clothing, suits, sport coats, slacks. We still did do blankets but those were the things that sustained us, these items that people would come to us for that kind of quality because they were used to it and as the salesmen started doing less and less on the road, we did more and more in the store. The store became the focal point. Craig Willett: How long has the store been here? Bart Stringham: Well, we had a store even back in the day, so 115 years. Craig Willett: 115 years. Wow. What a legacy— Bart Stringham: Yeah, 115 years is a long time. Craig Willett: —to have. Not a lot of businesses make it that far, like you said. What are some of the other principles? I like what BJ said but Brandon, do you have any ideas that you’d like to share about principles that have guided you as you stepped into more responsibility here? Brandon Stringham: It’s interesting. I hadn’t thought too much about it. Bart was mentioning he had to take over roles that my grandfather was doing and I think that’s—without him saying that, that’s what I did and that’s what BJ did. I looked at how our books were being done and it was all done by hand. It was correct, it just—we wanted to know where we were at today and we never knew, we always had to wait. I was like “Well, why is that the case?” It seems crazy but about— I don’t even know how long ago—maybe 10 years ago is when I got us computerized and got us onto inventory and constant, consistent spreadsheets of “We know exactly where we’re at, at any one time.” It was just one of those things that wasn’t there. It was creating opportunities for myself for a full-time job because I didn’t see myself being on the sales floor forever. Sales isn’t my thing. BJ’s great at sales, my dad’s great at sales, but that’s never been my thing, so I wanted to create something that I’m good at, which is numbers. I think it’s just a way of being able to see something that needs to be done, creating it for yourself and do it. I think that’s the principle I’m trying to get at there is you need to create it. Craig Willett: If you have to create it, I’m interested in the 10 years that you’ve automated the accounting system. Are there some things that you’ve changed your pattern of as a company from the information being more timely and maybe more in detail? Brandon Stringham: Oh, man, yeah. Definitely. Bart Stringham: Regarding every aspect of our business. Just— Craig Willett: Really? Bart Stringham: Inventory, for example. We know exactly what we have at any time. “Oh, we need more of this, we need more of that.” We can anticipate, and “This isn’t selling very well.” Craig Willett: So you just don’t go based on feel, you have to really be honest. The numbers don’t lie. Bart Stringham: Yes, and let’s face it, like blankets. My dad had to have blankets, everybody had blankets. We sold tons and tons of blankets. I’ll never forget, we got the computers, the boys came to me and says “Hey, you know, blankets are 2% of our volume. It’s taking up 20% of our space. This makes no sense, does it Dad?” I go “No, it doesn’t make sense.” Blankets were gone. Craig Willett: Wow. That’s pretty good information. Bart Stringham: Yep. Craig Willett: What other things besides blankets? What else did you find in that process? BJ Stringham: I think for me, because it’s such a personal business for us, having accurate data about what happened last year at this time on this date sales-wise—it gets very easy to get down. Anybody who’s in sales understands how it is when sales are not what they were the year before, so you’re always comparing yourself. You’re never satisfied. Having accurate data changed the game, at least for me, to be able to say “Wait a sec. This is normal. It’s okay.” To be able to step back a little bit and be able to see that this is just how business is. It fluctuates. Having the data to show it really eases a lot of those fears and “Oh, what’s going to happen?” Anyway, I just think for a good mental state, to be able to see the numbers was important. Craig Willett: I think that’s great. It goes back to the accountability principle, too, but also, I like that because numbers on their own without some understanding don’t really mean anything. It’s probably nice to have Brandon’s strength— Brandon Stringham: Awesome. Craig Willett: —to help with the business. What was it like and is there a formal passing of the baton? When does the father know it’s time to hand it over to the son? BJ Stringham: That’s the best question ever. Brandon Stringham: Let Bart handle that. BJ Stringham: Yeah. When do you know that? Bart Stringham: That’s really interesting. My role has changed here. It’s been rather difficult because I’ve been so hands-on in every aspect, every aspect: the numbers, the buying, the selling, the relationships, the advertising—everything, everything. I think Brandon just hit it. You start looking and they start looking at how could they relieve some of the pressures or the weight that I was carrying? And they did. For me, it’s been so easy because my goal now is to coach and to help our guys see what there is, see the vision and give some enthusiasm towards our goal, which is to satisfy the needs of our customers. Craig Willett: That’s great. So you knew when it was time? Bart Stringham: Well, I’m still involved on a different basis, but the time is they’re running the business and have been for several years, so it’s—yeah. Craig Willett: That’s great. You mentioned something really important and that is relationships. How do you pass relationships that you’ve had for 40 years to the next generation? Bart Stringham: Well, you’re a perfect example. You come in here, right, and— Craig Willett: Well, I call you up and make sure you come in. I track you down. Bart Stringham: Right, except if I’m not here, you’re with Brandon, you’re with BJ or with any of our guys. It’s so easy. I had a guy call me yesterday. He says “Hey, I’m in town.” I wasn’t here. I says “Don’t worry about it, the tailor will know you and take care of you.” Spent a lot of money, but he was so happy. Calls me, he says “This is amazing.” It’s pretty easy because our goal is the same: let’s take care of the customer and there’s no ego involved here. BJ Stringham: I think it’s also different because I think we visualize the business differently. Growing up in the business, it was every relationship was handled by a Stringham, full stop. That’s how business is done. Craig Willett: Right. Well, that’s how I came to know the business 30 years ago. It was your grandfather or your dad. BJ Stringham: Well, one of the big changes that we’ve made is looking at this more as “Well, wait a sec, is this something we can scale? Is this something we can grow?” If it’s up to me to be here, or Brandon or Bart to have those relationships, there’s only so many relationships, there’s only so many hours in the day and at what cost? We’ve made a lot of changes and they’ve been difficult to implement, both from a traditional standpoint, from the feelings that we have inside about what we should do because we’ve— you know, I’ve seen my dad work— Craig Willett: Because it’s your baby. BJ Stringham: I’ve seen my dad work Christmases my entire life, and I haven’t worked nearly the time in December, but we chose to do it differently. What we have chosen to do is we’ve hired more guys and we’ve said, “Wait a sec. The relationship is key. How can we teach other people what we know how to do so that we’re basically multiplying Stringhams so that people can have the same great relationship and the same experience, but it’s not necessarily me?” Can I use my skills that I’ve learned from watching my dad for 40 years—and I’ve been doing it for 20 years—can I use those skills to teach them how to do it so that maybe not only this location but can we do another location? Could we do another location and not lose that feel? Taylor, for instance, has been with us for 10 years and he has people that have just as strong a relationship that you and my dad have with him and his customers. As far as they’re concerned, UWM Men’s Shop— Craig Willett: Is Taylor. BJ Stringham: —is Taylor. Brandon Stringham: Right. Bart Stringham: Is Taylor. BJ Stringham: Taylor Hawkins. He’s not a Stringham but, as far as they’re concerned— Craig Willett: That’s amazing. You’re onto something here. I really want to talk about this more. This is a really interesting concept because so often as business owners, we feel like we have the magic formula and it resides with us as entrepreneurs. It’s difficult to try to train that, I think. For many of us, one, it makes us feel like “Oh, I have to give something up,” and “I’m giving up something and I’m really risking that they’re going to offend one of my prized customers.” How did you go about transitioning that? Your philosophy is “Take care of the customer and their needs.” How do you teach people to know the needs of the customers and then take care of them? You’ve been able to successfully do that. And you’ll see video of the story, you’ll be able to know that it’s not just Stringham-dependent. BJ Stringham: Well, we’re doing that but it hasn’t been easy. It’s been a challenge for us. We met with a great coach. What, it’s been about a year ago? Was it a year? Over a year ago. Tom Smith. He wrote Change the Culture, Change the Game. He lives in Provo. He is a great customer of ours, for years. I mean, he’s been shopping with us for a long time. I was talking to him one day about “Well, how do we do this? How do we grow?” I said, “How do we hold people accountable? How do we teach them how to do it how we want them to do it?” He says “Well, I wrote the book on that.” I was like “Really? Tell—” Bart Stringham: Yeah, read the book first. BJ Stringham: So anyway, we went down to his house and we spent a Saturday, no less, which for us was a big step because Saturday’s our biggest day, but we were not at the store. At his house, we wrote all the things that we feel like could be better in our business, that we didn’t like about ourselves and our business and it was a really brutal, honest evaluation of our business. And then, it was really fun because, then, we wrote the other side of, What do we want it to be? That’s where we came up with our cultural beliefs and there’s some fundamental beliefs that we have that we work with our entire team every day. When COVID hit, we did training videos. Now, we literally are sitting down with our guys and we say “Okay, look, when this situation happens, how do we want you to handle it?” I had to watch him for 20 years to really be able to effectively handle— Craig Willett: Experience is a great teacher. BJ Stringham: Experience, right? All of a sudden, we’ve tried to put all those experiences on videos, we’re walking our guys through those videos and we’re saying “Okay, look, this is what happens with that, this is what happens with this.” Anyway, that’s— Craig Willett: Through those experiences- BJ Stringham: —been that transition was sharing those experiences. Craig Willett: —and they understand principles that they can apply. Bart Stringham: Well, they can watch him. Watch him over and over again, pause it and just say, “Oh, this is what’s happening here, this is what’s happening there. Why did he do that in that situation?” Then, we explain it and they go, “Oh, I get it.” Everything makes sense because it does make sense because now, we’re in our 115th year. We know it’s successful, we just have to show others how to do it. Craig Willett: Now, I’m really curious: are you willing to spill some of the beans of the success? How do you know when you say, “People do this. Why did they do that?” You certainly understand customer behavior. BJ Stringham: Sure. Craig Willett: Is that right? BJ Stringham: You were going to say something. Did you— Brandon Stringham: Well, this is a little bit of back to what we were talking about with the experience, so it’s just real quick. One of the things that forced us to do this is they built City Creek next to us. This very big, successful mall, and we had to change our store hours. Well, we didn’t have to, we chose to change our store hours to compete with the mall. We’d always been open from 9:00 AM until 6:00 PM and we wanted to do— Craig Willett: Right, because you were an inner-city retail store. Brandon Stringham: Right, an independent store. We thought we should compete with the mall and they were open until 9:00 PM. That’s a huge change for a store that’s always been open until 6:00— Craig Willett: Right, and if you’re the family doing it, how do you get home for dinner? BJ Stringham: Ever. Brandon Stringham: We were trying it and after a couple weeks, “I can’t do this. I can’t work 12-hour days, five, six days a week. It doesn’t make sense. I don’t care if I’m making money, it’s not worth it to me.” BJ actually reached out to our—Tyler was the first part-time— BJ Stringham: Yeah. Brandon Stringham: —employee, right? BJ Stringham: Yeah. Brandon Stringham: It was a guy that just happened to walk in the store and BJ just offered him a job. Then, Taylor came on very soon after that and we were saying Taylor’s the one that’s been here for 10 years. We, after a little while, trusted them to run the store from 6:00 PM until 9:00 PM, so they were forced to learn it and I think that was a really good thing for them to get those experiences and have to have it, but it took them a little bit longer than this new training process, where it’s been a lot better than, “Hey, go figure it out,” it’s, “This is how you can do it. Now go figure it out.” Craig Willett: Hire out of necessity here, help us fill in the gap— Brandon Stringham: That’s what started it is City Creek moving in and us being forced to adapt to it, more or less. Craig Willett: He must know what he’s doing because I know the last time I was here—then, I want to get into this customer behavior thing because, and this might be the key to it. I was buying a few things and we were getting ready to leave. I’m usually trying to tell Bart “No, I have enough.” Bart Stringham: I never listen. Craig Willett: Somebody—and it must’ve been Taylor—came up to me and I ended up with this jacket at home. I had it in my closet for almost a year. I put it on the other day, my wife said, “Oh, that’s the coat that—” my wife said, “That guy needs a promotion down there. You were ready to leave, and he pulls this coat off and you bought it. You didn’t wear it for a year.” Now, I wear it a lot but it was kind of an interesting experience for me. Anyway, enough on that. How do you understand customer behavior? How does it help you with your sales and how do you train people to recognize that? BJ Stringham: That’s everything. It’s everything. What we’ve learned is men don’t like to shop. Men, if they’re going to shop, they want it to be fun. They— Craig Willett: That’s why you have a ping-pong table in here? BJ Stringham: We have two. We’ve got all types of ping-pong tables. Bart Stringham: Pool table, too. Brandon Stringham: And a pool table. Craig Willett: A pool table, okay. BJ Stringham: In our new shop, we’ve got a punching bag just to get out the stress before you shop. We’re men, so we know what we like, we know how we want to be treated, so as far as our training’s concerned, it’s just addressing those things. I always tell our guys the minute a man walks in the store, there’s a stopwatch. You’ve got a limited amount of time to make it a good experience for him so be on it. If he likes the jeans, you make sure you know what model he’s in so, if he wants another couple colors, he doesn’t have to try them on, it’s just there, just done. Make it easy because guys hate to shop, and that’s— Craig Willett: Oh, now I get it. That’s why I have three pair of the same thing. BJ Stringham: Exactly why. We’re giving you the inside scoop. Yet, you’ve been shopping with us for how long? Craig Willett: 30 years. BJ Stringham: Do you enjoy your experience? Craig Willett: Oh, always. BJ Stringham: That is because of the behind the scenes things that you don’t see that I’ve learned and we’ve taught our guys. It’s, “Hang on, there’s a reason why people like shopping with us. These are the reasons.” Make it quick, make it painless, take all the hassle out of it, make it easy. That’s it. Bart Stringham: And make it right. One of the first things we tell our guys: don’t sell stuff to sell stuff. Make sure it’s going to actually work for the customer. Find out what the customer does and have it work. You just said you had a coat for a year. Now, you’re wearing it all the time but, if we sell you the wrong thing, Craig, you’re never going to come back. If we sell you the right thing, maybe one thing, two things or 20 things. If they’re right, you come back, you have a great experience. It has to be the right thing. Craig Willett: Well, that’s great. There’s no high pressure? Bart Stringham: No. BJ Stringham: No high pressure. Bart Stringham: It’s just fun. The more you spend, the happier you are. Craig Willett: That’s an interesting philosophy. Let’s put that into business books. Let’s put that in writing. Don’t tell everybody’s family budget about that one but okay. You mentioned another location. How did you evolve to another location? BJ Stringham: You want to take that one? Brandon Stringham: Sure. We’ve talked about it for quite some time and part of the problem with Utah Woolen Mills and leading us to change to UWM Men’s Shop was the perception of what we were. The second location is actually called Tom Nox Men’s Shop. It’s a completely different name, it’s a different business, it’s also a different price point. It’s not even true, but people just assume that our suits are $8,000 here. We have $8,000 suits but we also have $800 suits. That gets missed somewhere in translation so, basically, we wanted a clean start to be able to go and really tell people what it is that this Tom Nox brand can do. We have suits at Tom Nox that range anywhere from $495 up to maybe $4,000, but the bulk of them are $900 to $1,000. It really was a way for us to get a clean start. We’ve been renting downtown for a long time. We wanted to not have a landlord, to be able to do our own thing so we decided to buy the building in a high-traffic area. That’s what we did. Craig Willett: I love it. I love the idea of owning the real estate behind it. Now, you basically own this. I know you have a rent, but you have such a long-term lease— Brandon Stringham: Very long-term lease. Craig Willett: —that it’d take somebody a lot of money to move you out of here. Bart Stringham: Yes. Craig Willett: To buy your interest out because a long-term lease is as if owning it, but I do like the fact that you own your second location. What a brilliant idea. Who came up with the price point and how’d you figure out that people lost track that you had the $800 to $1,000 suit lines? BJ Stringham: Well, I just think generally, when people come in for the first time, that’s part of our sales process. We’re asking “How’d you find out about us? Where’d you find out about us? Who told you about us?” That’s just kind of a theme that we’ve found. We also think that demographic that Brandon was talking about, that price point, is just something that we could actually replicate in more places, something that, with this level of quality and luxury in our downtown location, it’s hard to envision opening up multiples because there’s only—you don’t see— Craig Willett: You cannibalize your own market. BJ Stringham: Yeah. Craig Willett: You make it closer to home to your customer, but you don’t add any more sales. BJ Stringham: You don’t see a lot of Ferrari dealerships in the same city, and that’s kind of how I look at this. Craig Willett: Interesting. Very smart. You mentioned that your customers—when they come in—how do you go about marketing and advertising your business? BJ Stringham: Well, we talked about this. That’s something we had not done well. I mean— Bart Stringham: It’s been word of mouth, basically. Craig Willett: What’s wrong with that? Bart Stringham: Nothing, it’s just kind of a slow process and we like that, except the masses don’t have a clue. People— Craig Willett: For the Tom Nox, it’s probably more important? BJ Stringham: Well, I think it’s important for both of the stores to—we’ve been on that. We’ve been— Craig Willett: I used to see Bart on TV 20 years ago. BJ Stringham: Yeah, that’s true. Craig Willett: Doing commercials. Brandon Stringham: Well, I think that’s the truth. We’ve tried— Bart Stringham: We’ve tried— Brandon Stringham: — just about everything. Bart Stringham: —lots of things and we thought that maybe the name’s—Utah Woolen Mills—connotation was, as Brandon says, we shear sheep or something. They had no idea until they walked in. Even being here in the mall, people walked in and said, “Oh my gosh, I had no idea. Been here for 30 years, had no idea that you actually had this quality.” I’ve been to Nordstrom’s and they go there, they don’t—they stay here. They don’t go back because of our quality. It’s unsurpassed in the country. We have very high-end, nice stuff. Craig Willett: Well, on that note, you have two stores right next to or near Nordstrom and two locations in Utah. They just pulled their suits out of Utah. Maybe you guys had something to do with that? BJ Stringham: We just found out about it yesterday and we’re still in shock because it’s still—with the epidemic and all, it’s still a business. We’re still doing business. Brandon Stringham: We still sell a lot of suits. There are still weddings and plenty of other occasions to wear suits. Craig Willett: Great. Let’s talk about how do you get word of mouth. What does it take—in addition to just selling them what they need and selling them quality so that they want to come back, and not selling them something they won’t use—what is it about service after the sale, what is it about the relationship that makes people want to tell other people about you? BJ Stringham: Well, for me, I can just speak for me. I pride myself on the relationships I’ve built here with the men that have shopped with us, and it’s not just the men, it’s the wife that comes in and knowing their names. I send my family’s Christmas card to all my favorite customers and my wife gives me grief because I’ll tell her about this interaction I had with today and she said, “Oh, is he your favorite customer?” That’s just kind of how I feel. I’ve established some really great friendships, just like I see with you and my dad. It’s about friendship, it’s about relationships, and I think that is why the repeat business and that is why the word of mouth is so strong, because I’m not just a suit salesperson to somebody, I’m BJ. I’m somebody that they text, they ask about this or we talk about water skiing, we talk about basketball, we talk—the suits are just the clothing. Craig Willett: You become part of their life. BJ Stringham: The clothing’s just something that we connect on but we connect on a lot of deeper levels, and I think that’s what leads to them telling people about me or telling people about Taylor, Brandon, or Bart. That’s what does it, I think. Craig Willett: Great. As you look at it, you mentioned that you’ve been asking yourselves the question, “How do you go about marketing and advertising?” Are there some things you’re considering that you might want to share that might benefit our audience about how you’re going to analyze it, what you’re looking to do, what are some of the avenues that are best? BJ Stringham: Well, I can take this one. We actually reached out to a data collection service, Experian. They collect all sorts of data. We’ve never been data-driven, honestly. We’ve been— Craig Willett: Except for the last 10 years. BJ Stringham: Except for Brandon bringing us in. Brandon Stringham: Well, it’s getting us started with it. BJ Stringham: We’re learning to be more data-driven and finding out what is the common thread between our best customers? Not even best customers, what is the common thread through our customers? Then, how do we find more people like that, that would enjoy what we do? That’s really what it is, it’s about connecting a product that people like with the people who would like it. Craig Willett: Finding who’s in your area or market that would be potential customers to then getting— BJ Stringham: Finding mirror images— Craig Willett: —information in front of them. BJ Stringham: Mirror people of the people who love our business. Between talking to customers and also looking at data, that’s kind of where we’re trying to go. Craig Willett: When you identify them, what’s the best way to reach them? I mean— BJ Stringham: That’s what we’ve got to figure out, but that’s what we’re working on, honestly. It seems like we’re a 115-year old business and maybe that’s the lesson: we still haven’t got everything figured out. Every day, we’re still trying to get better. We’re still trying to evaluate what we’ve done, what has worked, what hasn’t worked. That’s not necessarily going to work tomorrow. Craig Willett: Magnify your strengths, then look at your challenges and then take on that opportunity. That’s great. How have you been able to survive some different inflection points over a 125-year history? I would imagine during that time there’s been the Great Depression, there’s been the Financial Crisis, there’s been wars. How did the family business react to those things and what’s key? Bart Stringham: They’re both looking at me, so— BJ Stringham: Well, you’ve been here for most of those 100 years. Craig Willett: They say “Hey, we’re in the pandemic, we know a little about the Financial Crisis,” so Bart, you’ve been through it all. Bart Stringham: It’s interesting. I think back and one of the biggest challenges we had, when they decided to put the light rail in front of our business and close us down. I happened to one day be talking to an attorney who happened to be the personal attorney for the mayor. He called the mayor for me and I got a little audience with her. She said, “Oh, hey, don’t worry about it. When this is done, your business will thrive,” and I says, “That may be true but how do we get to that point?” I think that idea of surviving anything and just doing what you’ve got to do to get through it. I remember getting up early and coming every morning—because it’d always be closed off. The city couldn’t deny us access so I had huge banners made, I had banners everywhere around us directing traffic into our building parking area. It was tough but we did well. When they constructed City Creek, we were basically closed down and we had to negotiate. We did all kinds of things with banners and signs to try to let people know. We’d stop traffic because they’d have to come in here. There’s been so many roadblocks and I think the common denominator that we all feel—and I know BJ and Brandon are feeling the same—we’re not exactly sure what to do, but we figure out a way and then we try it and we do it. Some work, some don’t, but we keep trying. We’ve never said, “Nope, we’re done.” Can-do attitude. Craig Willett: That’s probably why when the statistics say 3% of businesses make it to the third or fourth generation and there’s none saying all the way to the fifth, it’s easy to give up. Sometimes, it’s easy to rest on your laurels and sometimes, it’s easy to say that. How do you take that attitude and make something? BJ Stringham: Well, I wanted to add the reasons why we’ve been able to weather those things is because of just very wise financial decisions from my grandfather, dad saying “Hang on a sec, we could be doing all sorts of things. We could be spending money here, here, here, here,” but the principle of, “If we can’t pay cash, we can’t afford it.” Craig Willett: You’ve never financed buying inventory or paying operating costs? BJ Stringham: It’s a very different animal. I remember when in December of 2008, when that hit, we said, “Okay, we’ve just got to—let’s pull back and let’s reduce our buys, let’s be smart about what we have.” We just changed everything and the next year, 2009, was very profitable. We made wise decisions but it was because we had this base from which we could make— Craig Willett: You had financial discipline already in place. BJ Stringham: Yeah, so that, I think, is a huge key to the ups and downs. Even right now, the epidemic, it’s a rough time. People aren’t running out and buying suits left and right, but— Craig Willett: They’re all working from home. BJ Stringham: I mean, we’re lucky people get out of their sweatpants. We’re okay and we will be okay. Craig Willett: You carry that, too. BJ Stringham: We do that, too, yeah. Craig Willett: Just higher-end. BJ Stringham: But I think that financial security, the wise decision to be conservative on how we spend our money and not getting in debt is what has enabled us to overcome. Craig Willett: I think that’s great and it’s a wonderful principle, but I could imagine it’s still tough as generation passes to generation, the older generation’s still holding on to those purse strings a little bit and the younger generation, I would imagine, would want to go out and try all kinds of new lines, want to appeal to their generation and the old generation’s going, “But we used to sell these suits, we have this relationship, these are more expensive and it’s going to take more of our money tied up in inventory.” How’d you make it through that kind of transition? Were there any experiences you’d like to share that might help enlighten how to deal with that? BJ Stringham: I feel like I’m talking too much—but we had one instance in particular was a shirt company that we brought in. It was high-end, great shirt. They retailed at $265 a shirt. Brandon and I fell in love with these shirts and we said, “We should have these.” Bart’s experience had been, to the time, that it’s a pain. It’s a pain to stock them. If you don’t sell them, they get shop-worn. It’s a losing venture and custom shirts was really where our business was at, which was a great business but Brandon and I felt strongly about it. The difference was they had a tremendous stock selection that we could draw on constantly. He advised— Craig Willett: You were able to convince him. BJ Stringham: He advised against it but the thing is, to his credit, he’s always been supportive. Whatever those crazy moves have been that we wanted to make, he’s been supportive, even if he’s like, “That’s terrible. Don’t do that.” Craig Willett: What’s that like? BJ Stringham: It’s been a great— Brandon Stringham: The trust is there. Craig Willett: The trust is there. Brandon Stringham: The trust. Craig Willett: And has there been times where it hasn’t worked out? Has there been any, “I told you so?” Bart Stringham: No. Brandon Stringham: I don’t think so. BJ Stringham: I just know with him, you made a lot of changes that grandpa wouldn’t have approved of. Bart Stringham: It was the same with my dad because our goal was to make this the best men’s shop in the country and for sure in Utah. We did. There’s nobody like us and he just kind of backed off. He says “Well, whatever.” I traveled the country and picked out lines. I did things that this city had never seen and he just says “Okay, let’s go for it.” We always were able to pay for it and when BJ and Brandon come and say, “Hey, I think we ought to do this,” I’m going, “Well, I don’t know. That didn’t work before,” he says “Yeah, but if we do it this way, it can work. We have the money to do it, let’s do it.” I’m very supportive, obviously, because the success is right there in front of us. Craig Willett: Wow. Brandon Stringham: That particular example makes us look really good because it was very successful and that was one of the best things we’ve ever done for the business. Craig Willett: That shirt decision? Bart Stringham: Yeah. Brandon Stringham: Thousands and thousands. We became their biggest specialty store in the country. Craig Willett: Did it grow your overall shirt sales, too? Brandon Stringham: Oh, tremendously. BJ Stringham: Like not even— Craig Willett: Really? BJ Stringham: And also— Craig Willett: No comparison to the custom shirts? BJ Stringham: It also helped us sell other items because they looked so good, you throw a jacket on top of it, that looks great, too. It also gave us the confidence to go after a couple other big moves that were big, that really helped us. Craig Willett: So small successes, calculated risk, and it works out, then you continue to expand. I think one of the things that you shared with me might be the secret to the Stringham success of five generations is the other generation’s willing to trust the next after a certain apprenticeship in here and support that. Especially in retail, you have to change with the times or you become outmoded. Bart Stringham: You’re out of business, basically. Craig Willett: Wow. That’s great. That’s a compliment to you. Well, one of the things you can never escape on The Biz Sherpa podcast is to explain one of your greatest failures and what did you learn from it. I don’t know who— BJ Stringham: Are we going one at a time? Craig Willett: One at a time or if one of you wants to be the spokesperson for— Brandon Stringham: Well, we actually talked about this because we actually hinted at it a little bit earlier—and they can finish up what I’m starting to say here—but you asked about advertising. We’ve been in business for 115 years and if you go ask a random person on the street, they probably don’t know who we are. That’s a problem. It’s a big problem, and we’ve tried different things. We’ve tried billboards, we’ve tried playbills, newspaper, radio, TV, like you mentioned, but we’ve tried them all. There’s got to be something else that we’re missing and I feel like that is our biggest failure is that we’re a 115-year old business and I bet 5% of Utah knows who we are. If you’re talking country-wide, less than a percent knows who we are. We’re doing something wrong there, and that’s something that BJ and I have been focusing on a lot, and Bart’s always been trying it, too. We don’t have that answer and I still don’t know what to do with that. We’re trying different things. Craig Willett: Clothing has to be hard online, especially at the level and the quality that you do, but what kind of online presence have you considered? Is that one of the solutions to—? BJ Stringham: It’s tricky. That’s a tricky thing. We’ve— Craig Willett: Not necessarily sales but at least an online presence of— BJ Stringham: Well, we do online—we have a weekly mailer email that highlights some products and we’re active on Instagram, we’re active on Facebook and all those outlets, but we’ve also seen as—I don’t know. If you look at the retail environment in total, especially in our space, a lot of the stores that went heavily into online business, they’ve really alienated their associates in the store, selling things online then having them come in and having their associates try to service it, whether it’s been discounted or whatever. Those associates can’t make a living servicing products that have been sold online. You look at a lot of the big box stores and even acquisitions of—maybe even Nordstrom acquiring Trunk Club and Trunk Club was—that’s a digitally native brand that’s online that’s sent to you, brought back. The jury’s out on how smart it is to really dive into online sales. Of course, online sales, if it’s something that doesn’t need to be serviced, that’s one thing. The things that need to be serviced, it’s tricky. It’s tricky. I think I’m with Brandon on our biggest failure: just the fact that people don’t really know who we are until they walk in the store and we educate them. I’d agree. Craig Willett: Wow. That’s hard to admit after 115 years. Bart, did you have any thought of other experiences you remember that you’ve stubbed your toe and you learned something from? Bart Stringham: Not really. I mean yeah, I’ve stubbed my toe many times and I think it’s usually on purchases, thinking “This should be amazing, why don’t people see this?” They don’t, so you think, “Oh, well, earlier, we were late to the game.” I remember Dad and I sometimes buying a suit, a particular maybe, color or something, thinking “This is unbelievably great,” and nobody liked it. Then, if you keep it for a little while, then somebody comes in, “Man, that’s cool.” Then, they’re gone within a couple of weeks. You never know. I think when I’m listening to BJ and Brandon talk about our greatest failure, the interesting thing is, Craig, and I don’t know if you’ve picked up on that because you don’t look at us as, maybe, failure in any way because your experiences here have been incredible, but they’ve been incredible because you got to know us, you supported us and you tell everybody you know about us. That’s probably our biggest success is you and guys like you. Because it isn’t a matter of all the stuff you buy, it’s the relationship that we’ve developed, so for us, our biggest failure is also maybe our biggest success because that failure, and I think BJ’s kind of touching on it, but we don’t really have the relationship with people when we’re online and things. Our business has been so relationship-oriented that we want to do that but we want people to know us because once they know us, they’re with us. That’s really true. Craig Willett: You earn their trust, you earn their respect. Bart Stringham: We want them that way. We want that. It’s kind of interesting. Craig Willett: I’m glad you said that. I almost said it. I didn’t want to be the one taking a guess at it but my guess is some businesses don’t lend themselves to spending a lot of money on advertising when you’re after such a small niche in the market that not everybody needs to know about you but, like you said earlier, what you’re researching with the credit bureaus and the information that you can get from the data out there are find the people in the niche that you want and those are the people that need to know you. If that’s only 5% of the people out there, then that’s all you need. Bart Stringham: Yeah. BJ Stringham: So true. Bart Stringham: Good point. Craig Willett: You can’t be all things to all people and that’s good. I think that’s been important. I think it’s important for survival in this. I have one last question and I’ve always wondered this because, sometimes, I’ve talked to my wife sometimes about doing business with our family and certain members of our family. Lately, I’ve brought them in on a few things, my children, and she always says “You know, business and family doesn’t mix.” Carol said that. I just wonder what are family reunions like, what are family get-togethers like? When you have the business that you’re operating in and have to get along, you have a great relationship, but there’s also other members of the family. How have you been able to survive and what has that been like? Brandon Stringham: Man, that’s a tricky one because obviously, with any relationship, whether it’s family or not, even if it’s a strictly work relationship, you’re going to have issues and I think the biggest thing for us has been trying to figure out boundaries of family versus work, being somebody’s boss at work, trying to be the boss at home and trying to figure out those boundaries of, “Okay, this is my life outside of work, I’m going to do what I feel is best for me and my family, and you have no say in this. This is my life, this is my family,” and just creating, I think, boundaries is what I want to get at there. Craig Willett: I think that’s a great concept and I think maybe it’s helped to hire more people so you’re not working the 9:00 to 6:00 or having to be open 9:00 to 9:00, training others so you’re not here all the month of December and you’re able to spend time with family and evolve that so that it’s not fully consuming your life as to why other people are going, “Why is he never here? We’re having a party and they’re down tending the shop.” BJ Stringham: Well, there’s a couple things for me. Building the trust, having open and honest conversations—it’s another one of those cultural beliefs we have. I think open and honest conversations between us. “Hey, this doesn’t work. Hey, I need to be understood here. This doesn’t work.” Having those open and honest conversations, understanding that we love each other, because we do. There’s a lot of love in this room. We have very different personalities, different skill sets, different problems. I mean, I’m as forgetful as they come. We had a staff meeting this morning and it’s 7:20, I was supposed to be here at 7:30, “Oh. Anyway.” Craig Willett: “Hey, where are you?” BJ Stringham: That would never happen to these guys but I’m also really good with our people. Establishing the trust in our relationship to be able to set those boundaries is really important. Another thing I’d like to say just when it comes to family: I’ve got four kids. Brandon has a kid, too. I want to make sure that—I’m very fortunate to be in this position that I am because Christmas, I can be with my kids. Family business is tricky, so I don’t know what I’ll say to my kids if they want to do it. It’ll be a different business going forward anyway, so— Craig Willett: That’ll be interesting to see, the sixth generation come along. It’ll be exciting. I’m grateful that you would spend the time today. What I really love about what you shared today and probably what is most important, and that is your understanding of who’s most important: the customer. You certainly put them first. You certainly build those relationships. I think that one-on-one contact is something that is more and more rare in the world that we live in. It’s becoming more and more of a digital age, but I think the businesses that can understand that and can get beyond having a digital presence but still have that feeling of closeness, feeling of trust—when you can capitalize on that like you have, you’ll have a successful business, not only for years to come but also in continued generations. I appreciate your honesty to be able to come on here and put your dirty laundry on our episode but also to share your secrets to success. I admire your business. I hope people will look you up and not only frequent your store but more importantly, that they’ll come to understand the principles that you have put in place and how they can benefit from those, too. You’re great examples to me that I see as I know your family. I appreciate the time that you took. This is Craig Willett, The Biz Sherpa. I’m grateful that you joined me today at UWM Men’s Shop in Salt Lake City. Speaker 1: Be sure to go to our website to access the resources related to this episode at www.BizSherpa.co. If you enjoyed this show, tell your friends about us and be sure to rate our podcast. Craig would like to hear from you, so share your thoughts in the Facebook community @BizSherpa.co. Follow us on Twitter @BizSherpa_co and on Instagram @BizSherpa.co.

Wrong hotel, lost wallet and wild and crazy kids. Just another day on the Pombo's Road Trip. https://www.youtube.com/watch?v=E0O8K8Nj-g8 Transcription Patience is magical. Hi I'm Brian Pombo, welcome back to Brian J. Pombo Live. I'm going to talk with you real quick here about patience. Because I am sitting here just above the lobby of the Marriott Hotel in Salt Lake City. And this is the one in city Creek downtown at City Creek is what it's called. There are multiple Marriott's if you happen to ever stay at a Marriott in Salt Lake City, be sure and remember that there are multiple Marriott's and with very similar names. I already knew this coming into town, I'm looking right now at this is the directory of this city Creek center which is like the outdoor mall here. And there's multiple Marriott's have very similar names. So this is city Creek center. There's also a Marriott at City Center. This is the Marriott downtown at City Creek. This is this gets kind of confusing, then there's other Marriott's. But I had been telling my friends who I knew were going to be coming to town there's a conference going to be happening in town here. I told them about this and to be very careful that we are staying at Downtown City Creek. After all, that I've got my whole family loaded up. We've been traveling for days, if you've been following, we've been traveling, and we get to Salt Lake City and I had I put specifically the right hotel into the GPS to get us right where we needed to go. I get there. I go in and they can't find my reservation. And they say is it under a different name? I said not everyone that's in my room has the last name, Pombo. This is the place. Do you mean to be at one of the other places, I'm going oh my gosh, I did it. I went to the wrong hotels. So sure enough, I went to the wrong hotel, I said no problem happens all the time. They give me a way out of the parking. I leave, get to the right hotel. And I realized that I was sitting there at the reservation desk with my wallet out and I left my wallet right there. And so I go all the way back there side isn't it's only a few blocks away. But blocks in Salt Lake City are big. And they take a while to get between when you're driving. So had to drive all the way back go and get that but we had kind of this crazy day. And you have to remain calm and patient you have to laugh off when you're when you do silly things because it's just a stupid, silly thing and there's just nothing else to it. That's life, right? And that's patience. And it's not something that I've come to easily. But you either get more and more patient with time or you get bitter and angry and you hold on to things too much. You got to go one direction or the other. Eventually, you got to get to the point where you were so frustrated that you're done with being frustrated. You realize that frustration gets you absolutely nowhere. Okay. The only reason why I'm bringing this up is I was at the lobby of the actual hotel had some friends there that I was meeting with. And my kids are just running all over the place like just mad crazy people like they're raised out in the middle of the country, which they are, but they're not always that crazy, but they've been locked up in a car for five hours. And so they're running around like crazy. I'm just it's no big deal. You can't control it. You gotta yell, roll with the chaos. And my friend Elsa, you know, I noticed you're really patient. That's really good. That's good. You're patient with kids. I'm like, there's no other way to be. When it comes to business. There's the business lesson here. If you can capture it for yourself if you can notice that about yourself, wherever you get frustrated, is where you need to watch and start trying to test out being patient versus getting upset. Being patient versus getting resentful over a situation. Because in the end, it's a control move.

Chef Casey Bowthorpe joins our hosts Chef Lesli Sommerdorf and Brandon Young to discuss his career with Harmons. In an interesting journey, he joined Harmons as an associate in 2007. But he held many positions, including dairy manager and café manager, before he took a job as the cooking school coordinator in 2013. It was then that the “chef” fire was lit. Chef Casey took a three-month sabbatical from Harmons to work as an intern at a New York restaurant. But when he was ready to return to his position as cooking school coordinator, he was instead offered a job as sous chef. After that, he ended up attending culinary school. As a 14-year Harmons employee, you'll want to tune in to learn about his fascinating career path, and his love for food. Chef Casey specializes in many things, but he is known for his meat-based meals and also desserts. 

This is Derek Miller Speaking on Business. Once again, Salt Lake City will host Open Streets to help support businesses, strengthen our economy, and welcome people back to the heart of our community. Dee Brewer, head of the Downtown Alliance, is here to tell us how you can participate. DEE BREWER Open Streets is an invitation to enjoy 150 restaurants and bars and more than 100 local and downtown-only retailers. Main Street from 400 South to South Temple will be Closed to cars and open to pedestrians every Thursday, Friday and Saturday from Noon to Midnight, beginning May 27. Businesses will be extending their service areas onto the sidewalks for more outdoor dining and shopping, and a mix of musicians, buskers and artists will bring a spirit of creativity and celebration on Main Street, from Exchange Place to the City Creek. The opening weekend of Open Streets will be augmented by the Salt Lake City Arts Council's Busker Fest, featuring 30 nightly performances on Main, Regent Street, Gallivan and Exchange Place. Per CDC guidelines, masks are welcome but not required outdoors. However, some restaurants and shops require face coverings within their premises. So come downtown and join us any weekend evening to celebrate Open Streets. DEREK MILLER The Downtown Alliance works to building a dynamic and diverse community, making Salt Lake the center for culture, commerce, and entertainment. For more information, visit downtownslc.org. I'm Derek Miller, of the Salt Lake Chamber, and this is “Speaking on Business.” Originally aired: May 28, 2021.

In a fascinating episode of the Taste of Harmons Podcast, recurring guest Chef Aaron Ballard joins our hosts Chef Lesli Sommerdorf and Brandon Young in a lively discussion focusing on the history of one of America’s favorite meals: the hamburger. You won’t want to miss this episode, which includes not only the history of the hamburger, but Chef Aaron discusses the origin story of Just Burgers, our amazing hamburger restaurant at the City Creek Harmons location. As he talks about creating the perfect burger and fries, you’ll probably realize you can jump into your car to drive to Just Burgers at our City Creek location. Or if you have some hamburger at home, like our Bob’s Burgers, you can grill those up. Or try some of the amazing hamburger recipes our chefs’ have cooked up. For more information please visit https://www.harmonsgrocery.com Follow us on Facebook: https://www.facebook.com/HarmonsGroceryStores/ Follow us on Instagram: https://instagram.com/harmonsgrocery?igshid=6ir2kf3qy3jy For our podcast blog directory: https://www.harmonsgrocery.com/podcast-archive/ About Aaron Ballard Experimenting with new tastes and flavors is second nature to Chef Aaron Ballard. He started playing in the kitchen at a young age and immediately began cultivating his love of cooking and fine food. Chef Aaron started his journey of food exploration with his parents inviting him to try new foods. If you offered him food, there were few things he refused—he tasted everything from Pacific Northwest oysters fried fresh at Pikes Place Market to pungent durian from the local Asian Market. Taste was an adventure he rarely passed up. Chef Aaron worked in the food manufacturing and beverage industry for a decade before following a lifelong dream that eventually led him to attend culinary school at the Culinary Arts Institute at Utah Valley University. Chef Aaron’s first lessons however were at the foot of his grandfather who was a chef. “Watching my grandfather cut open a loaf of bread was a lesson in gratitude and delight. You could see him honoring the process, savoring the ingredients, and deconstructing the method before the food even hit his lips.” Chef Aaron has carried on that tradition creating “life changing” moments for his students. Chef Aaron has worked as a Kitchen chef, cooking school chef, and now serves as Harmons Executive Chef. When he is not cooking or writing new recipes, Chef Aaron immerses himself in fine food, brewing, music, and family. “Nothing spells joy in my life like being outside on a late summer evening with a sizzling grill, a glass of wine, and a guitar in my hand singing with my family and friends.”

It can sometimes feel like Earth Day, April 22, gets overlooked or pushed aside, and yet the day is extremely important, especially for a sustainable future. Here at Harmons, Kate Whitbeck, director of sustainability, thinks about the earth every day, and pretty much all day. Her job at Harmons is to help us reach our goals as a sustainable company, keeping in mind all the ways we take steps to be earth-friendly, and bringing up places where we can do better. Kate joins our hosts Chef Lesli Sommerdorf and Brandon Young to discuss how Harmons is aiming for a green future. Leave us a rating and review! For more information please visit https://www.harmonsgrocery.com  Follow us on Facebook: https://www.facebook.com/HarmonsGroceryStores/ Follow us on Instagram: https://instagram.com/harmonsgrocery?igshid=6ir2kf3qy3jy For our podcast blog directory: https://www.harmonsgrocery.com/podcast-archive/ For information on B-Corp, please visit: https://bcorporation.net/ Harmons has always focused on being green, creating a cardboard recycling program in 2000; a food waste diversion program in 2008; and a food rescue program in 2010, among other things. In 2020 we recycled 3,270 tons of cardboard. That means 55,590 trees didn’t have to die. We also have a food rescue program, donating edible food to the Utah Food Bank. Unlike many other grocers, Harmons pulls fresh food from the shelf before it’s expiration date, so that it won’t be sold close to its expiration, and will offer fresher nutrient content for all the Utah families it feeds. And our food waste diversion program means we send tons of food—around 847 tons a year—to an animal feed organization, and whatever is left over is sent to an anaerobic digester that turns the waste into pipeline grade natural gas. Kate talks about other ways we are working for a green, sustainable future, such as using LED lighting in our new stores and solar panels on the roof of our Santa Clara store, which provides 40 percent of the store’s electricity. Our Mountain View and Traverse Mountain stores have sky lights to take advantage of natural light, which means less electricity is used. With today’s knowledge on the troubles with plastics in landfills and oceans, it’s good to know that Harmons is looking for a way to use compostable packaging whenever possible. We even use bowls made from fiber-based sugarcane in our Kitchen, and paper straws in our cafés. We are also planning for the future, as we plan to put recharging stations at our stores that will quickly replenish electric cars and other forms of electric transportation. We currently have one at our City Creek location, and three more are planned to be installed this summer. One way that everyone can help reduce our carbon footprint on the earth is to use reusable bags for your grocery shopping, and in April, in celebration of Earth Day and Earth Month, Foodie Club members are rewarded for bringing in their reusable bags, receiving 10 points every time they use a reusable bag. In addition, from April 18-24, 2021, all the proceeds from every reusable bag purchased will be donated to UCAIR, an organization that focuses on improving Utah’s air. One program that is near and dear to Kate’s heart is B-Corp, a certification program that evaluates businesses according to the highest standard of social and environmental performance, transparency, and accountability. You can find over 500 B-Corp certified products in Harmons, and the knowledge can help you to shop responsibly. All you have to do is look for the B-Corp logo. Kate goes into a lot more detail in the podcast, explaining the differences green efforts make in very relatable terms. We hope you listen to blog and find new ways to reduce your carbon footprint and ensure a safe and healthy future for all. Kate Whitbeck is Harmons’ director of sustainability. She is a profound believer in the powers of the plant-based diet as a solution to climate change. Unfortunately, her bacon habit continues to thwart her ability to embrace plants for every meal.  

You guys Lexi is so much fun, come learn from her about starting and growing a small business! We also talked about your guys' business ideas and hope this episode inspires you! Kaxi Co sells locally handmade hair accessories (that are SO cute) and you can find them at shopkaxi.com. You can also follow Kaxi on Instagram @kaxi.co or on their Facebook page. They are also doing 2 more pop ups this year if you are in Utah and want to go, they will be December 17th at Albion Fit at Fashion Place Mall in Murray and December 18th at Albion Fit at City Creek in Salt Lake City. Check their Instagram for exact times as it gets closer :) As always, you can follow us on Instagram @everyonesinvitedpodcast to participate in upcoming episodes and to see what's coming next :)

U.S. Retail is bouncing back faster than expected in the last month. Lee will ask for listeners' reactions and will also give his own. Spencer Christensen Mr. Mac President (Son of Mr. Mac Founder) runs the City Creek location and joins Lee to discuss how his business has been affected by the pandemic and other recent events.

This is Derek Miller Speaking on Business. The pandemic hit American consumers and the small business community hard. Our restaurants and shopping centers took the brunt the attack. Currently, retail stores across the state are seeing consumer traffic cut in half and need shoppers to return for viability. Malls have stepped up cleaning and offer larger spaces to shop for social distancing. For example, City Creek shopping has returned with over 50% of its stores now open, including Nordstrom, Macy's and The Cheesecake. Other Utah favorites such as lululemon and Albion are also open. Malls and Retail centers are focusing on safety and cleanliness while still maintaining an enjoyable customer experience. Some stores are limiting occupancy and others may require masks. To keep customers safe during the pandemic, retailers are: • Cleaning and disinfecting throughout the day, and after-hours, with a focus on high-touch, high-traffic surfaces; • Using signage and decals to help customers with social distancing; • Closing the children's play areas; • Encouraging the use of masks, as appropriate; • Removing furniture and/or resetting seating areas in common areas and food court to allow for greater social distancing; and, in the case of City Creek, • Keeping the retractable roof, end walls and doors open as often as possible to promote air circulation. As you return to retail please know that they are working to keep you safe. I'm Derek Miller, with the Salt Lake Chamber, and this is “Speaking on Business.” Originally Aired: May 28, 2020.

This is Derek Miller Speaking on Business. As Utah moves into the stabilization phase of the coronavirus, the economy is beginning to reactivate. One significant milestone is the reopening of City Creek Center, and we have General Manager Linda Wardell here to give us the details. LINDA WARDELL I will never forget the joy of reopening City Creek. It's symbolic of our resolve to beat the coronavirus and represents what we can do when we work together. We are operating on a reduced daily schedule – Monday through Saturday, 11 a.m. to 7 p.m. We are committed to putting health and safety first, working with health officials and following all local, state and federal requirements. We are cleaning and disinfecting the center throughout the day, focusing on high-touch and high-traffic surfaces. We encourage the use of masks for customers and employees, and we have placed signs and decals to assist with social distancing. There will be other safeguards, like removing trays from our food courts to reduce high-touch surfaces, turning off drinking fountains, and closing the children's play area. For now, this is necessary, but well worth it, as we are delighted to be open and to welcome our friends back to City Creek Center. DEREK MILLER With City Creek Center now open, we're reminded of Utah's resilience. We have led together to get through the urgent phase of this pandemic, and now we can work together to reactivate our economy. I'm Derek Miller, with the Salt Lake Chamber, and this is “Speaking on Business.” Originally aired: May 7, 2020.

The Zone Sports Network is featuring several partners each day to showcase how these local businesses are helping the state and surrounding areas cope and manage through the COVID-19 pandemic. Nick Reynolds of Chick-fil-A (City Creek, Vivint Smart Home Arena) joined 'The Big Show' on Wednesday afternoon.

Noticias- Misionero mexicano muere en accidente automovilístico en República Dominicanahttps://bit.ly/3bQkx3x  - Los comerciantes del centro comercial City Creek dijeron que deben pagar alquiler durante el cierre del coronavirushttps://www.sltrib.com/news/2020/03/30/city-creek-mall-merchants/  Artículo de FairMormon, “el City Creek no es un negocio”: https://bit.ly/3495Rtq  Mensajes- La cobardía fatal de José Smith- La supuesta profecía de YoungForo en inglés que habla de esta “profecía”: https://www.ldsfreedomforum.com/viewtopic.php?f=1&t=54156 Discurso completo de Young en el Journal of Discourses: https://jod.mrm.org/8/121  El tema del día- Los negros y el sacerdocio: Un origen de la doctrina Ramas del mormonismo - La Iglesia de Cristo (Terreno del Templo)

In the Salt Lake Chamber podcast called "CEO Success Stories," Derek Miller, president and CEO of the Salt Lake Chamber and Downtown Alliance, sits down with a top leader from across the state to hear from them their leadership philosophy, best practices and lessons learned. We are pleased to be joined with Linda Wardell, General Manager of City Creek Center.

JP Chunga pokes fun at the Knicks as they lose out on Zion, what's Ricky Rubio's fate this offseason, and in honor of the Utah Sports Hall of Fame opening today at City Creek he and James Peterson debate who the best team in Utah Sports history is.

In honor of the Utah Sports Hall of Fame opening today, JP and James debate who's the best team in the history of the state.

John Edward called in to give a reading to our listener Rachel!John Edward has brought a fresh, honest and thought provokingattitude to the world of psychic phenomena. As a medium, author andlecturer, he has, over the last three decades, helped thousands withhis uncanny ability to predict future events and communicate withthose who have crossed over to the Other Side. Deeply compelling,often startling and occasionally humorous, John's down-to-earthapproach has earned him a vast and loyal following.See John on October 11th at the Salt Lake Marriott Downtown at City Creek!

The balance between the LDS Church’s operation of its non-profit and for-profit endeavors has always come with both benefits and repercussions. Censure of the City Creek building project reignited this divisive topic as critics contended that more funds should be directed toward humanitarian pursuits and less towards financial ones. It’s an ongoing discussion layered with complexities as the church decides how best to generate the funds necessary to fulfill the mission of the church. The example of the Utah–Idaho Sugar Company is a micro study in the costs and benefits of for-profit ventures. Historian Matthew C. Godfrey is an expert on the church’s involvement in the sugar industry. In this episode, he discusses with Laura Harris Hales some of the challenges that face the church when it becomes involved in business. The sugar business in Utah began in earnest in the late 1880s when there was interest on the part of some individuals to produce sugar from beets. Needing capital in order to finance the construction of a factory, they approached Wilford Woodruff and asked if the church could provide some funding. Wilford Woodruff was already interested in getting the church involved in more businesses. And as he thought more about getting the church involved in the sugar industry, he said he received a revelation that it was the Lord’s will that the church become involved in the sugar business. From that revelation, he met with the Quorum of the Twelve Apostles, and he instructed several of them, including Heber J. Grant and Joseph F. Smith, to go out among Utah businessmen and raise money for the sugar factory. The apostles raised the necessary funds, and in 1889 the Utah Sugar Company was formed. The church didn’t have a financial interest in the company, but simply boosters for it. But as the 1890s wore on and as the company got into some financial difficulties, Wilford Woodruff, again believing that God wanted this industry established, got the church involved financially in the industry. Woodruff’s interest in the business was two-fold: to provide the Saints with economic opportunities and allow the Saints to be self-sufficient in sugar. Woodruff and Joseph F. Smith both talked about the need to provide some labor opportunities for the Saints in the Great Basin. The labor could come as employees working in the factory to actually extract the sugar or as farmers growing the sugar beets for cash. The fact that Wilford Woodruff said it was the mind and will of God that the church become involved in the sugar industry set it apart from other business ventures. It carried with it a level of commitment and compelled the church to seek for outside funding after the panic of 1893 to keep it afloat. At that time, the Utah Sugar Company became tied to the eastern Sugar Trust, and the company ceased producing sugar only on a regional basis. Now, eastern businessmen were investing in something the church started because of a revelation. With outside investment, the Utah Sugar Company had to be very concerned about business practices so they could make a profit. Having received financial backing from the Sugar Trust, those involved in Utah Sugar expanded into other areas in Utah and into Idaho, leading to the formation in 1907 of the Utah–Idaho Sugar Company. Utah–Idaho leaders wanted the company to make money and tried to keep costs down and prices to consumers up. But beet growers, most of whom were Mormon, wanted as much as they could get for their beets. This was no longer the mutual cooperative economy characterized by Zion’s Cooperative Mercantile Institution; this was for-profit capitalism. That’s a huge transition from how the church had participated in businesses in the past. Thomas Alexander referred to this time period as “Mormonism in Transition.” Social, political, and economic transitions were all occurring as polygamy ended, Utah became a state, and the church became involved in more solely for-profit enterprise...

The Interview: The balance between the LDS Church’s operation of its non-profit and for-profit endeavors has always come with both benefits and repercussions. Censure of the City Creek building project reignited this divisive topic as critics contended that more funds should be directed toward humanitarian pursuits and less towards financial ones. It’s an ongoing discussion layered with complexities as the church decides how best to generate the funds necessary to fulfill the mission of the church. The example of the Utah–Idaho Sugar Company is a micro study in the costs and benefits of for-profit ventures. Historian Matthew C. Godfrey is an expert on the church’s involvement in the sugar industry. In this episode, he discusses with Laura Harris Hales some of the challenges that face the church when it becomes involved in business.  The sugar business in Utah began in earnest in the late 1880s when there was interest on the part of some individuals to produce sugar from beets. Needing capital in order to finance the construction of a factory, they approached Wilford Woodruff and asked if the church could provide some funding. Wilford Woodruff was already interested in getting the church involved in more businesses. And as he thought more about getting the church involved in the sugar industry, he said he received a revelation that it was the Lord’s will that the church become involved in the sugar business. From that revelation, he met with the Quorum of the Twelve Apostles, and he instructed several of them, including Heber J. Grant and Joseph F. Smith, to go out among Utah businessmen and raise money for the sugar factory. The apostles raised the necessary funds, and in 1889 the Utah Sugar Company was formed. The church didn’t have a financial interest in the company, but simply boosters for it. But as the 1890s wore on and as the company got into some financial difficulties, Wilford Woodruff, again believing that God wanted this industry established, got the church involved financially in the industry. Woodruff’s interest in the business was two-fold: to provide the Saints with economic opportunities and allow the Saints to be self-sufficient in sugar. Woodruff and Joseph F. Smith both talked about the need to provide some labor opportunities for the Saints in the Great Basin. The labor could come as employees working in the factory to actually extract the sugar or as farmers growing the sugar beets for cash. The fact that Wilford Woodruff said it was the mind and will of God that the church become involved in the sugar industry set it apart from other business ventures. It carried with it a level of commitment and compelled the church to seek for outside funding after the panic of 1893 to keep it afloat. At that time, the Utah Sugar Company became tied to the eastern Sugar Trust, and the company ceased producing sugar only on a regional basis. Now, eastern businessmen were investing in something the church started because of a revelation. With outside investment, the Utah Sugar Company had to be very concerned about business practices so they could make a profit. Having received financial backing from the Sugar Trust, those involved in Utah Sugar expanded into other areas in Utah and into Idaho, leading to the formation in 1907 of the Utah–Idaho Sugar Company. Utah–Idaho leaders wanted the company to make money and tried to keep costs down and prices to consumers up. But beet growers, most of whom were Mormon, wanted as much as they could get for their beets. This was no longer the mutual cooperative economy characterized by Zion’s Cooperative Mercantile Institution; this was for-profit capitalism. That’s a huge transition from how the church had participated in businesses in the past. Thomas Alexander referred to this time period as “Mormonism in Transition.” Social, political, and economic transitions were all occurring as polygamy ended, Utah became a state, and the church became involved in more solely for-...

Today we have something slightly different, an interview with Mountain States Property Management. https://www.mountainstatespm.com/ https://www.seasonsforrent.com/Salt-Lake-City-Apartments What makes this one different is that these folks are co-workers and employers with a hard working and very joyful young man, who happens to be labeled with Autism. He has his current position with them as a result of an investment in the social capital of a co-worker of mine, named Celesta. As a result of her just reaching out and asking a question, Brady has now been gainfully employed for some time. We will discuss several of the numerous positive effects this has had on Brady’s life, as well as the great impact he has made on his current work culture. Also, we get some history of the company and some insights into what makes them such a stand out, people-first orgnaization. Finally, our primary goal is to build the community of Salt Lake and it’s surrounding areas. We believe in an Employment First Mantra, which states that employment is the first and preferred outcome in the lives of everyone we know. We are always on the lookout for incredible organizations like Mountain States property management who would like to work with us in creating win win employment opportunities for those we serve. If you know of anyone, please reach out! We would love to talk with you.

Time to celebrate 25 goddamn episodes of VERY COOL! my friends. How freakin rad is that??? Shower me with gifts and praise if you must. But how about we celebrate finally getting my friend Erica on??? I've been trying to track down Harrycatt for awhile now and we actually made it happen. We're gonna sit down and talk about growing up in Cedar Hills, watching that whole area of Utah Valley grow before her eyes, jumping between living in Provo and SLC, making hot chocolate at City Creek, discovering her passion for all things hair, going to Japan and getting into playing music. Sorry we've been away, but we're back and I swear to blog this is a good one. SOOOOOO..... LET'S FREAKIN GO!

How safe is downtown SLC? Do you feel safe living or working in the city? Chunga, Kenny & Spinari don't! Not at all! The drugged out, tweaker they dealt with at City Creek didn't help that opinion much! So here's this week's Chunga Poll... Have our elected city officials completely failed the citizens of SLC? Post your opinion below! The Golden State Warriors wish they didn't have to play the Jazz. Why? No nightlife in Utah! WHAT?!!?! Clearly, they've never been to Olive Garden! It's good to see they've got their priorities straight.... GO JAZZ!!! Johnny Depp makes a surprise appearance at Disneyland as Jack Sparrow! PEOPLE WENT CRAZY!!!! Spinari turns 21 years old! To celebrate he went to 2 bars in one day and didn't drink a single drop of alcohol... He just wanted to go. Kenny didn't go, he was too scared but he did see Guardians of the Galaxy 2! Is it any good!?! Listen NOW to find out!

How safe is downtown SLC? Do you feel safe living or working in the city? Chunga, Kenny & Spinari don't! Not at all! The drugged out, tweaker they dealt with at City Creek didn't help that opinion much! So here's this week's Chunga Poll... Have our elected city officials completely failed the citizens of SLC? Post your opinion below!The Golden State Warriors wish they didn't have to play the Jazz. Why? No nightlife in Utah! WHAT?!!?! Clearly, they've never been to Olive Garden! It's good to see they've got their priorities straight.... GO JAZZ!!! Johnny Depp makes a surprise appearance at Disneyland as Jack Sparrow! PEOPLE WENT CRAZY!!!!Spinari turns 21 years old! To celebrate he went to 2 bars in one day and didn't drink a single drop of alcohol... He just wanted to go. Kenny didn't go, he was too scared but he did see Guardians of the Galaxy 2! Is it any good!?! Listen NOW to find out!

How safe is downtown SLC? Do you feel safe living or working in the city? Chunga, Kenny & Spinari don't! Not at all! The drugged out, tweaker they dealt with at City Creek didn't help that opinion much! So here's this week's Chunga Poll... Have our elected city officials completely failed the citizens of SLC? Post your opinion below! The Golden State Warriors wish they didn't have to play the Jazz. Why? No nightlife in Utah! WHAT?!!?! Clearly, they've never been to Olive Garden! It's good to see they've got their priorities straight.... GO JAZZ!!! Johnny Depp makes a surprise appearance at Disneyland as Jack Sparrow! PEOPLE WENT CRAZY!!!! Spinari turns 21 years old! To celebrate he went to 2 bars in one day and didn't drink a single drop of alcohol... He just wanted to go. Kenny didn't go, he was too scared but he did see Guardians of the Galaxy 2! Is it any good!?! Listen NOW to find out!

How safe is downtown SLC? Do you feel safe living or working in the city? Chunga, Kenny & Spinari don't! Not at all! The drugged out, tweaker they dealt with at City Creek didn't help that opinion much! So here's this week's Chunga Poll... Have our elected city officials completely failed the citizens of SLC? Post your opinion below!The Golden State Warriors wish they didn't have to play the Jazz. Why? No nightlife in Utah! WHAT?!!?! Clearly, they've never been to Olive Garden! It's good to see they've got their priorities straight.... GO JAZZ!!! Johnny Depp makes a surprise appearance at Disneyland as Jack Sparrow! PEOPLE WENT CRAZY!!!!Spinari turns 21 years old! To celebrate he went to 2 bars in one day and didn't drink a single drop of alcohol... He just wanted to go. Kenny didn't go, he was too scared but he did see Guardians of the Galaxy 2! Is it any good!?! Listen NOW to find out!

Salt Lake City has it's own Broadway theater, The Eccles Theater, Downtown at City Creek! Taylor Powers and Ethan Millard explore all the upcoming shows for 2017 and give some details of the beautiful building itself. Still want to get some skiing in? The Ski City Super Pass might be an option for you. Great for tourists and people visiting Utah or locals who want to get some turns in within 2 weeks! Major Discounts there. Finally, the Cupid Undies Run. A run in your underwear; it supports a good cause.

Manuel habla de la historia del mall multibillonario de la iglesia, el City Creek Mall. Lea el ensayo completo en formato PDF cliqueando aquí.

It is the holiday season and we are loving it! The great state of Utah has a lot to offer when it comes to holiday themed events and attractions and in this episode we discuss a few. Want to see Utah's tallest christmas tree? at 75 feet tall, Traverse Mountain Outlets hosts this site worth seeing! Next, head Downtown to some wonderfully decorated areas including Temple Square, City Creek, The Gateway and Capitol Theater. Best part is that you can get to all 4 on the festive Jingle Bus, running every night from 5pm - 10pm until Christmas Eve!