logo

51 pages 1 hour read

Julie Satow

When Women Ran Fifth Avenue: Glamour and Power at the Dawn of American Fashion

Nonfiction | Book | Adult | Published in 2024

A modern alternative to SparkNotes and CliffsNotes, SuperSummary offers high-quality Study Guides with detailed chapter summaries and analysis of major themes, characters, and more.

Part 3, Chapter 13-AfterwordChapter Summaries & Analyses

Part 3, Chapter 13 Summary: “Hortense on Her Own”

Four years after resigning as president, Hortense Odlum left the board of directors and Bonwit Teller permanently. She repeatedly and vigorously renounced her own career and the idea of women in the workplace. Her arguments reflected a post-war cultural pendulum swing against working women, as the ethos of the 1950s emphasized mothers as the heart of the nuclear family. Geraldine also struggled with her new status as a divorced woman, continuing to use the last name Odlum and referring to Floyd as her husband even after Floyd remarried. After the death of her son Stanley, Geraldine’s health declined significantly, and she went to live with her son Bruce in California. Although she was less than a mile from Floyd, he never went to see her. Hortense died in 1970 at the age of 78.

In Hortense’s final year at Bonwit Teller, the store reported its highest sales ever; in the next decade however, competition from discount stores drove down profits. In 1956, Maxey Jarman, Geraldine Stutz’s mentor, took ownership of Bonwit Teller and appointed Mildred Custin as president. Mildred transformed the store, resulting in even higher profits than in Hortense’s era. When Mildred left in 1970, the store began a gradual decline that ended when it was purchased in 1979 by then-real estate developer Donald J. Trump, who demolished it to build Trump Tower.

Part 3, Chapter 14 Summary: “Geraldine Meets Her Match”

In 1964, Geraldine Stutz met and fell in love with British art dealer David Gibbs. Geraldine had long attributed her lack of romantic success to her strict Catholic upbringing, but she also resented the patriarchal attitudes of men who saw her only as either a sex object or competition at work. She was immediately attracted to David, who quickly divorced his wife in order to marry Geraldine. The couple were married in 1965, and soon became fixtures among New York City’s fashionable elite. They divorced 12 years later, and Geraldine remained unmarried for the rest of her life.

Despite her increasingly rarified social status and influence, Geraldine still wanted Bendel to appeal to a youthful, avant-garde crowd. She hired the artist Robert Currie to transform Bendel’s window displays into so-called “street theater,” elaborate tableaus that changed weekly and drew crowds at their unveiling. The film director Joel Schumacher also got his start as a Bendel artist, and introduced Geraldine to the designer Stephen Burrows, whose clinging dress helped define the fashion of the 1970s. Burrows was the first of many designers to sign an exclusivity contract with Bendel only to abandon the store once they achieved success. The department store Bergdorf Goodman actively encouraged designers to break exclusivity contracts with Bendel. Although the lack of exclusivity hurt, Geraldine’s personal connections reified Bendel’s reputation as the hippest department store in New York.

Part 3, Interlude 6 Summary: “The Friday Morning Lineup”

In the early 1960s, Henri Bendel buyer Jean Rosenberg began a weekly open call for designers, known as the Friday Morning Lineup. Young designers, jewelry makers, hatmakers, home goods creators, and textile makers lined up outside the store for the chance to pitch their designs to Jean and the other Bendel buyers, who heard up to ten pitches an hour. Jean and Bendel executives, including Geraldine Stutz, believed that bringing in new designers to make exclusive products for the store was essential in distinguishing Bendel from its competitors. The Friday Morning Lineup was the antithesis of the increasingly consolidated retail industry: as department store corporations got larger, Bendel’s practice focused on bringing small designers without capital into the public eye. Designers discovered through the Friday Morning Lineups included Mira de Moss and Carlos Falchi. In later years, institutions like Paper Magazine tried to replicate the idea, bringing designers to a mobile home in Union Square to pitch new designs. Lacking Jean and Geraldine’s unique eye, however, these replications largely failed.

Part 3, Chapter 15 Summary: “Geraldine, Department Store Owner”

In 1973, Maxey Jarman was ousted as president of the retail conglomerate that owned Bendel. As the new leadership began to sell off smaller businesses, Geraldine Stutz was granted right of first refusal in the selling of Bendel, giving her the ability to buy the store herself rather than have it sold. In 1980, Genesco announced plans to sell the store and gave Geraldine 30 days to match the offer. Along with investment banker Linda Beltramini, Geraldine raised $8 million to buy the store, becoming the first female owner of a major department store.

While her competitors were expanding in the suburbs, Geraldine insisted that the Bendel look was not marketable outside of New York. Rather than opening branches in the suburbs, she developed an extensive catalog business which sold Bendel’s gifts and small goods to a larger market. Despite this success, Bendel could not compete with the growing mall culture of the 1980s, and in 1985 Geraldine’s partners moved to sell the store. Because she could not buy her partners out, Geraldine agreed to sell to Leslie Wexner, whose company owned popular brands such as the Limited and Victoria’s Secret.

Despite promises to the contrary, Wexner began to make changes to Henri Bendel immediately. He closed the profitable catalog division and brought in consultants to update the store without Geraldine’s approval. His sexist manner caused many female executives to leave the store, and in ten months, he never responded to a message from Geraldine. In 1986, less than a year after Wexner bought Henri Bendel, Geraldine sold her ownership shares and left the store, never to return.

Afterword Summary

Geraldine Stutz died in 2005. Henri Bendel was never profitable after Wexner bought the company. After downsizing significantly and ceasing to sell clothing, Bendel closed in 2019, the same year that Lord & Taylor sold its flagship store to WeWork. In 2021, Lord & Taylor closed all retail locations, transitioning to an online-only model. Satow speculates that, although they might mourn the loss of their grand department stores, Hortense Odlum, Dorothy Shaver, and Geraldine Stutz would celebrate the democratization of fashion in 21st-century America, pointing to online retailers like Etsy as evidence that anyone can build a career in design.

Part 3, Chapter 13-Afterword Analysis

This section of When Women Ran Fifth Avenue continues to position protagonists Hortense Odlum and Geraldine Stutz as foils for each other, highlighting The Changing Roles of Women in 20th-Century America. Hortense treasured her role as a wife and homemaker and insisted she didn’t want a career even as she made Bonwit Teller a profitable success. In contrast, Geraldine vocally encouraged women to pursue careers over romantic relationships. This section of the book juxtaposes these two opposing perspectives on women in the workplace while highlighting the similarities in Hortense and Geraldine’s personal lives. In describing the aftermath of Hortense’s divorce and Geraldine’s marriage and eventual divorce, Satow suggests that, despite their differing views, both women battled the sociocultural expectations for women in their time.

Satow frames Hortense’s views as attempts to grapple with the sexism and misogyny that defined her experiences in the workplace and, ultimately, the need to lay blame for the pain and betrayal she experienced in her marriage. The author suggests that the tension between Hortense’s career and her public assertions that “a woman’s greatest contribution to the world is to stay at home and rear her children right” caused an identity crisis that was exacerbated by her divorce (267). Hortense believed that she was responsible for the downfall of her marriage, telling reporters that “no woman who works can take proper care of her home, her husband, and her children” (264). This passage suggests that Hortense believed her career prevented her from appropriately filling the role expected of her in mid-century America. She later argued that “when a woman takes a job, she gets too cocky and independent” so that her husband “loses confidence in himself, and begins to think: ‘Well, she doesn’t need me anymore’” (266 Hortense’s vocal adherence to patriarchal views of women in the workplace reflects traditional mid-century gender roles which position men as active providers and women as caretakers and nurturers in the domestic sphere.

Satow represents this internalization of patriarchal values as evident in Hortense’s work at Bonwit Teller, where she frequently compared running a department store to being a gracious hostess. Satow suggests that she made these comparisons in order “to ease the discomfort that she felt at being depicted as a career woman” (265). Eliding the roles of president and housewife enabled Hortense to “recast the job so that it fit neatly within a paradigm that made sense to her, one that was consistent with her self-image” (265). This passage highlights the painful tension between Hortense’s identity, which was deeply influenced by expectations for women of the period, and her role at Bonwit Teller, which publicly identified her as a career woman. Satow suggests that her inability to fully reconcile her identity as a woman with her identity as an executive underscores The Benefits of Women in Leadership, revealing the need to establish a new legacy that shifts an inequitable and oppressive gender paradigm. When her marriage to Floyd Odlum ended in 1935, Hortense’s self-image took another hit as she became not only a career woman, but a divorcee. Satow points to the fact that Hortense continued to use the last name Odlum as evidence that “she clung to her failed marriage to Floyd and to the idealized domestic version of herself that she remembered” (264). This passage suggests that Hortense mourned not only the end of her marriage but also the end of her self-image as a mid-century housewife. Hortense’s desire to uphold this image was the source of deep emotional pain throughout her life.

Although Geraldine Stutz publicly rejected the notion that women of her day remain in the domestic sphere rather than pursuing profession careers, Satow demonstrates the ways in which traditional sociocultural expectations negatively impacted her life. For most of her career, Geraldine rejected romantic relationships because the men she met in the business world made her feel like a “second-class citizen” (277). In 1965, she married the artist David Gibbs, who claimed that he “didn’t feel threatened by her work” (295). However, Satow also points to the fact that “around town and among their friends, David was known as Mr. Jerry Stutz,” highlighting the mounting tension between her growing professional influence and status and the perception of her success as emasculating to her husband.

blurred text
blurred text
blurred text
blurred text