Hubbry Logo
Liberty House (department store)Liberty House (department store)Main
Open search
Liberty House (department store)
Community hub
Liberty House (department store)
logo
7 pages, 0 posts
0 subscribers
Be the first to start a discussion here.
Be the first to start a discussion here.
Liberty House (department store)
Liberty House (department store)
Liberty House (department store)
View on Wikipedia
from Wikipedia

Liberty House, headquartered in Honolulu, Hawaii, was a department store and specialty store chain with locations throughout the Hawaiian Islands and on Guam, as well as several locations on the United States mainland.

Key Information

History

[edit]

Tracing its antecedents to Hackfeld's Dry Goods formed by German trader Heinrich Hackfeld in 1849, in 1852 the retail location was renamed for Hackfeld's nephew, B. F. Ehlers. Hackfeld continued to maintain an interest in the store, while he concentrated on his trading, shipping and real-estate interests. In 1881, Paul Isenberg (1837–1903) became half partner in the business. In 1898 the Hackfeld and Isenberg family interests in Hawaii were officially reorganized as H. Hackfeld & Co.[1]

In 1918 at the height of World War I, H. Hackfeld & Co. was seized by the American government as alien property (since many of the Hackfeld and Isenberg heirs still lived in Germany), and was sold to a newly formed consortium, American Factors. At the same time the B.F. Ehlers store was renamed The Liberty House in response to anti-German sentiment. With Hackfeld's huge sugarcane plantations and land interests, American Factors (later known as Amfac) became one of Hawaii's Big Five landowners.[2]

Liberty House mainland division final logo

In 1969 Liberty House expanded onto the mainland with Amfac's purchase of the Rhodes Western department stores, a long-time consolidator of department stores. The former Rhodes' stores were renamed Liberty House between 1971 and 1974. The mainland operation eventually included stores in Arizona, California, Nevada, Oregon, Texas, New Mexico and Washington. This expansion culminated with the construction of a new San Francisco flagship store in 1974 at Stockton and O'Farrell streets. Poor results and a scattered footprint caused the rethinking of future investment, and in 1978 Liberty House began winding down the mainland stores, with the remaining ten being sold in 1984.

Liberty House closed nine of its ten California stores in 1984 due to poor sales. The only one not closed at the time was San Mateo Fashion Island in San Mateo, California, which stayed open until 1986.[3]

In 1988 Amfac was acquired in a leveraged-buyout by JMB Realty Corp., a Chicago real estate investment company, under whose ownership Liberty House expanded to Micronesia Mall in Guam in 1994. In 1998 Liberty House filed Chapter 11 bankruptcy, under which it closed most of its resort store business, which had totaled over 40 stores at one point. In 2001, after emerging from bankruptcy, the company was acquired by Federated Department Stores and merged into Macy's West. Macy's currently maintains a common law trademark by using the LibertyHouse.com domain which forwards to the Macy's website. The San Francisco Liberty House would become the Men's Store of Macy's Union Square until 2017, when Macy's would close it and it would be renovated for mixed-use.[4]

See also

[edit]

References

[edit]
[edit]
Revisions and contributorsEdit on WikipediaRead on Wikipedia

Liberty House (department store)

View on Grokipedia
from Grokipedia

Liberty House was a chain headquartered in , , operating primarily in the from its founding in 1849 until its acquisition in 2001. Originally established as H. Hackfeld & Co., a store by German trader Heinrich Hackfeld, the business underwent name changes, including to B.F. Ehlers & Co. after a 1862 sale, before being seized by the U.S. government in 1918 amid anti-German measures and reorganized as Liberty House. Known as Hawaii's kamaaina (longtime resident) and nicknamed "Hale Kilika" for its silk imports, it expanded to multiple locations including Waikiki, Ala Moana, and outer islands like and , while briefly entering the U.S. mainland market in the 1970s through acquisitions before divesting those operations by the 1980s. The chain filed for in 1998 due to competitive pressures and was purchased by Federated Department Stores in 2001, with remaining stores converted to by 2006 and the historic flagship closing in 2013.

Origins and Early Development

Founding as H. Hackfeld & Co.

H. Hackfeld & Co. was established in , , on October 1, 1849, by German Heinrich Hackfeld, who had arrived in the port on September 26 aboard his ship with his wife Marie and her 16-year-old brother Johann Carl Pflüger. Hackfeld, previously engaged in trade between , , , and , opened a small general merchandise store on Queen Street in a wooden building purchased from Charles Barstow, initially stocking imported goods such as , , crockery, and to serve the North Pacific industry and prospectors during the (1848–1855). The venture capitalized on 's role as a provisioning hub for whalers, trading and bone while importing European and American commodities. By 1850, the business relocated to Fort Street, operating under the Hawaiian name “” and expanding into retail sales alongside its trading operations. In 1852, Hackfeld formalized a retail branch on Fort and Broadway streets with partners Lyman Swan and O.G. Clifford, marking an early shift toward retail targeted at whalers and local residents. Pflüger joined as a partner in 1853, leading to the adoption of the name H. Hackfeld & Co., which reflected the firm's growing mercantile scope, including supplies for sugar plantations and shipping services. This period established the company's foundation in Honolulu's commercial landscape, blending import-export with nascent department-style retailing of hardware, , and provisions. The firm's early success stemmed from Hackfeld's maritime expertise and the economic boom in Hawaii's ports, though it faced challenges from the whaling industry's decline by the 1860s. In 1862, Hackfeld sold the retail operations to B.F. Ehlers, renaming it B.F. Ehlers & Co., while retaining broader trading interests; Hackfeld retired in 1886 after selling his remaining stake. H. Hackfeld & Co. reentered retail in 1878 by acquiring a half-share in B.F. Ehlers & Co., setting the stage for later reorganization in 1897–1898 with a new building at Fort and Queen Streets, which solidified its role as a precursor to modern operations. These developments positioned H. Hackfeld & Co. as one of Hawaii's prominent German mercantile houses amid the islands' transition from monarchy to U.S. territory.

Transition to Liberty House and Pre-WWII Growth

In 1918, amid anti-German measures, the U.S. government seized H. Hackfeld & Co. under the Trading with the Enemy Act due to its German ownership and the fact that many heirs resided in . The firm's retail operations, previously operated under the B.F. Ehlers name after an earlier sale, were auctioned and acquired by American Factors Ltd. (later ), a of American investors. This marked the transition to Liberty House, with the renamed entity focusing on retail in while Amfac handled broader factoring and plantation interests. The new Liberty House constructed a Beaux-Arts style flagship store in in , consolidating operations on Fort Street and establishing a modern retail presence amid Hawaii's growing economy. Under Amfac's management, the store emphasized , apparel, and household items, capitalizing on interwar population growth and tourism in the . Pre-World War II expansion included physical enlargements of the Honolulu flagship, with a King Street annex added in 1925 and a third building extension in 1929 to accommodate rising demand. By 1937, Liberty House had grown to seven stores on Oahu and additional locations across the , including a new 30,000-square-foot branch in Waikiki at 2314 Kalakaua Avenue on , targeting the area's emerging resort trade. This period solidified Liberty House as a leading local retailer, adapting to economic shifts like prosperity and pre-war military buildup.

Expansion Within Hawaii and Guam

Key Store Openings and Infrastructure

Liberty House's expansion within Hawaii involved strategic openings to serve growing suburban and tourist areas. The chain opened its second store in Waikiki in 1937, capitalizing on the area's emerging status as a hub for fashion-conscious shoppers. In 1946, a small branch store debuted in Kailua, initially comprising modest selling space to cater to Windward Oahu residents; this was replaced by a larger facility on November 11, 1953, at 537 Kailua Road, spanning 1,200 square feet of retail area on a 31,000-square-foot lot. By the mid-1960s, infrastructure investments supported further growth amid Hawaii's post-statehood economic boom. In 1966, Liberty House anchored Phase II of with a new store, integrating into one of the nation's largest open-air shopping complexes at the time. The Kailua location underwent expansion planning in April 1960, aiming to double its size to accommodate the burgeoning local population. Additional stores followed on other islands, including Hilo and later Makalapua in Kona, which opened in 1997 as the chain's largest outlet with enhanced facilities for big-ticket items. Expansion extended to Guam in 1994, when Liberty House acquired and opened a store at , marking the chain's first venture beyond to serve Pacific military and civilian markets. This outlet featured adapted for the island's , including broader apparel and home goods selections suited to remote retail dynamics. Overall, these openings emphasized scalable , such as modular expansions and mall integrations, to align with regional tourism and population shifts while maintaining centralized supply chains from .

Adaptation to Local Market Demands

Liberty House tailored its product offerings to Hawaii's tropical climate and cultural preferences by prioritizing apparel and accessories suited to island living, including extensive selections of aloha shirts, muʻumuʻu dresses, men's Hawaiian wear, and Hawaiian fabrics. Dedicated sections like the Polynesian Shop featured local-inspired gifts and clothing, such as Polynesian-themed items, to appeal to both residents and tourists. Store interiors adapted to environmental demands, incorporating pastel "island colors" and shaded marquees in renovations, such as the 1953 downtown Honolulu update, to provide relief from intense sunlight. The chain positioned itself as "Honolulu’s Kamaʻāina ," emphasizing service to long-term local residents () through culturally resonant merchandising and expansions into resort areas like Waikiki in 1937 and Kona in 1975, where it catered to tourism-driven demand for leisure and outdoor goods. By the late , amid competitive pressures, Liberty House intensified sourcing from Hawaii-based vendors to stock merchandise explicitly "tailored to island lifestyles," including home goods and apparel featuring local motifs, as part of a strategy to differentiate from mainland chains. In , where Liberty House opened its single at on August 4, 1994, adaptation mirrored Hawaii's approach by providing a broad range of imported consumer goods in a remote Pacific with limited retail options, focusing on everyday essentials, apparel for humid conditions, and items appealing to the U.S. military population and Chamorro locals, though specific product emphases remain less documented than in . This expansion addressed local demands for accessible variety amid Guam's reliance on imports and .

Mainland United States Operations

Acquisition and Renaming of Rhodes Stores

In 1969, Amfac Inc., the Honolulu-based parent company of the Liberty House chain, acquired Rhodes Western Stores Inc., a department store operator with locations primarily in Washington, California, and other western states, marking Liberty House's initial expansion onto the U.S. mainland. The deal integrated Rhodes' portfolio, which included established chains like Rhodes Brothers in the Pacific Northwest and Rhodes in Northern California, into Amfac's retail division. This move leveraged Rhodes' existing infrastructure of approximately 14 stores at the time, focusing on mid-tier department store offerings in urban and suburban markets. Post-acquisition, the stores retained the Rhodes name alongside Liberty House branding in promotional materials during a transitional period, allowing time for operational alignment and customer familiarity. Renaming efforts began in earnest around 1971, with full conversion to the Liberty House name completed by 1974 across most locations, coinciding with a shift toward mall-based operations and closures of older downtown sites. For instance, the Rhodes store at in , reopened as Liberty House in September 1974. This rebranding aimed to unify merchandising and management under the Liberty House identity, though it faced challenges from regional competition and varying local brand loyalties.

Challenges and Wind-Down of Continental Expansion

Following the acquisition of Rhodes Western stores in , Liberty House's mainland operations expanded to include locations across , Washington, , , , , and , but these faced persistent underperformance amid intense from entrenched regional chains. The Hawaii-originated branding and strategies, tailored to island and local tastes, proved ill-suited to diverse continental demographics and urban retail environments, resulting in stagnant customer traffic and inventory mismatches. By the late 1970s, sales declines prompted initial retrenchment efforts, including store rationalization and cost-cutting measures. Amfac, Liberty House's parent company, publicly identified the mainland division as a drag on overall profitability in , announcing divestiture plans for underperforming assets like the Liberty House stores to refocus on higher-margin Hawaiian agribusiness and . This decision reflected broader corporate challenges, including high operational costs from legacy infrastructure and failure to capture against rivals such as and J.C. Penney, which offered deeper local penetration and aggressive pricing. Amfac's aimed to shed non-core retail exposures amid rising interest rates and economic slowdowns affecting . Closures accelerated in , with nine of the ten stores shuttered due to sustained poor sales, exemplified by the Santa Rosa location's exit after minimal viability in a saturated market. Remaining operations, including outliers in Washington and , underwent piecemeal liquidation or sales, culminating in the full wind-down of continental presence by the mid-1980s as prioritized fiscal stabilization over further retail experimentation. This retreat underscored the risks of geographic overextension for a regionally specialized chain, with cumulative losses contributing to 's conglomerate-wide pressures.

Financial Decline and Bankruptcy

Factors Contributing to Economic Pressures

Liberty House faced mounting economic pressures in the late 1990s, exacerbated by a substantial burden originating from the 1988 of its parent company, Inc., by Corporation for $920 million. This acquisition imposed heavy financial obligations on Amfac's subsidiaries, including Liberty House, which culminated in $248 million in debts by the time of its 1998 Chapter 11 filing. Lenders' refusal to renegotiate terms further constrained liquidity, forcing the retailer into proceedings despite operational attempts to restructure. A key exacerbating factor was Hawaii's tourism-dependent economy, which experienced a prolonged slump that directly eroded Liberty House's sales. Visitor arrivals, peaking at nearly 7 million in 1990, declined sharply to 6.1 million by 1993 amid the and subsequent regional disruptions, with further deterioration from the that curtailed Japanese tourism—a critical driver for Hawaii's retail sector. Liberty House's extensive network of over 40 resort-oriented stores, tailored to tourist spending, proved particularly vulnerable, leading to widespread unproductivity and necessitating closures during the . Compounding these external shocks were internal operational challenges and a disconnect from local , as the chain struggled to adapt amid slowing core sales in . Post-acquisition shifts under JMB ownership appeared to prioritize mainland and expansions over maintaining relevance in the Hawaiian market, resulting in outdated merchandising and eroded among residents. Broader retailing dynamics, including intensified from discount chains and evolving preferences toward value-oriented , further pressured margins in a where traditional department stores like Liberty House faced declining foot traffic and pricing power.

Chapter 11 Filing and Initial Restructuring

On March 19, 1998, Liberty House, Inc., filed a voluntary for reorganization under Chapter 11 of the U.S. Bankruptcy Code in the United States Bankruptcy Court for the District of Hawaii in . The filing disclosed total assets of $284.2 million and liabilities of $248.4 million, positioning it as one of the largest cases in Hawaii's history at the time. The retailer, owned by JMB Realty Corporation, cited lender refusal to renegotiate terms amid operational cash flow shortfalls as the immediate trigger, though underlying pressures included a sharp decline in Japanese tourist spending following the , unproductive store locations, and elevated debt from prior expansions. To sustain operations during the proceedings, Liberty House secured court approval for $50 million in debtor-in-possession (DIP) financing from its existing lenders, providing essential liquidity for inventory purchases, employee wages, and vendor payments. This financing arrangement allowed the company to avoid immediate liquidation while initiating cost-cutting measures. Initial restructuring efforts focused on rationalizing the store portfolio; shortly after filing, Liberty House closed a Liz Claiborne specialty store at Pearlridge Center and began shuttering additional underperforming units, particularly in the resort shop segment that had expanded to over 40 locations at its peak. By mid-1999, these closures totaled around 10 resort-oriented outlets, reducing the network to 11 core department stores and 6 smaller resort shops, aiming to concentrate resources on higher-volume sites in Hawaii and Guam. Negotiations commenced promptly with key stakeholders, including a lending group headed by and committees representing unsecured creditors. Competing reorganization proposals emerged by April 1999, with lenders advocating for asset sales or operational divestitures to recover funds, while management and equity holders pushed for debt reductions to preserve the brand. Complications arose from an claim contesting tax treatments in the proposed plans, prompting further creditor disputes over priority payments. These early maneuvers emphasized debt reprofiling and expense controls over aggressive expansion, setting the stage for extended proceedings that prioritized viability in a tourism-dependent market.

Acquisition, Conversion, and Brand Cessation

Sale to Federated Department Stores

Federated Department Stores Inc., the parent company of and , announced on June 19, 2001, that it had agreed to acquire Liberty House, encompassing 11 s in , one in , and seven resort and specialty stores. The transaction, valued at approximately $50 million to $60 million excluding one-time integration costs of about $50 million, was expected to close in July 2001 and added roughly $275 million in annual sales to Federated's Macy's West division. This acquisition followed Liberty House's emergence from Chapter 11 bankruptcy in March 2001, under majority ownership by investment firms and DDJ Capital, which had restructured the chain after its 1998 filing amid financial pressures from mainland expansion failures and Hawaii's economic downturn. The deal represented Federated's strategic entry into the Hawaiian market, where Liberty House had operated as the dominant department store chain since 1872, though earlier attempts to purchase it in 1997 were abandoned due to high pricing and local economic weakness. Post-acquisition, the stores were slated for conversion to the brand, aligning with Federated's broader consolidation in regional retail; by July 2001, reports confirmed the sale's completion for around $200 million, including assets and operations. This move effectively ended Liberty House's independent operations, transferring its infrastructure and customer base to a national retailer better positioned to leverage against imported and fluctuations.

Integration into Macy's and Final Closures

Following the acquisition by Federated Department Stores in July 2001, Liberty House's 12 department stores—11 in and one in —were integrated into the Macy's West division. The rebranding process commenced in November 2001, involving the conversion of 18 locations (including smaller specialty outlets) at a cost of approximately $15 million for renovations, merchandising updates, and signage changes to align with standards. This integration was described in Federated's 2001 annual report as "virtually flawless," with the stores retaining local operational elements while adopting national inventory systems, private-label brands, and customer loyalty programs. By 2006, all remaining Liberty House-branded operations had fully transitioned to , marking the end of the standalone Liberty House identity under Federated's ownership. The converted stores continued operating as outlets, benefiting from the parent's in and , though they faced ongoing challenges from Hawaii's high operational costs, including shipping expenses and tourism-dependent foot traffic. Subsequent closures of these former Liberty House sites occurred piecemeal amid Macy's broader portfolio rationalization. The store at Fort Street Mall shuttered in 2013 due to declining urban retail viability. The Kailua location closed in early 2016 after its lease expired without renewal, citing underperformance relative to lease obligations. The smallest outlet, at Hyatt Regency Maui Resort (originally opened as Liberty House in 1983), ceased operations in early 2021 as part of cost-cutting amid pandemic-related sales drops. These closures reflected strategic shift away from smaller, resort-adjacent formats in favor of larger flagship stores and digital channels, effectively concluding the physical legacy of Liberty House locations by the early 2020s.

Retail Operations and Business Practices

Merchandise Offerings and Sourcing

Liberty House department stores carried a wide range of merchandise typical of mid-20th-century American retail, with adaptations for Hawaiian markets including dedicated sections for aloha attire, Polynesian gifts, and Hawaiian fabrics. Apparel formed a core offering, encompassing men's suits, sportcoats, Hawaiian wear, active , and contemporary clothing on the first floor of flagship locations like the Honolulu downtown store; women's departments on upper levels featured mainland and patio dresses, better , bridal salons, salons, junior and misses' lines, maternity wear, and under the private label "Private i." Children's sections included shops for infants, toddlers, boys, girls, and juniors, with accessories and shoes. Accessories and personal care items were prominent on ground levels, including fine and fashion jewelry, handbags, small leather goods, , gloves, cosmetics, notions, and men's toiletries; shoe salons served women, men, and children. Home and gift categories occupied third floors or ground levels in mall stores, stocking housewares, small electrics, , crystal, silverware, barware, lamps, pictures, mirrors, luggage, table linens, draperies, fashion and Hawaiian fabrics, domestics, blankets, bath items, toys, and sporting goods; furniture, , and rugs were added in expansions like the 1966 Ala Moana store. Specialty areas highlighted local culture with Polynesian and Oriental shops, arts and gifts, and a Liberty House Gallery of Art. Food-related offerings included gourmet shops, wine cellars, candy shops, soda fountains, and tea rooms. The chain emphasized exclusive and private-label products to differentiate from competitors, such as "Trade Wind Fashions" labels on Hawaiian shirts produced through partnerships with manufacturers like those associated with retailers' prestige lines. Services complemented sales with beauty salons, optical shops, travel centers, and custom-sizing options. Resort and specialty stores focused on beachwear, casual apparel, and suntan products tailored to tourism. Specific sourcing details remain limited in available records, but as a subsidiary of Amfac Inc., a diversified conglomerate, Liberty House likely relied on centralized procurement from mainland U.S. vendors for national brands alongside contracts for private-label manufacturing, enabling economies of scale during its 1970s mainland expansion via acquired chains like Rhodes. No primary documents detail supplier relationships, though the inclusion of Hawaiian-specific fabrics and aloha wear suggests incorporation of local textile producers.

Management and Employee Relations

Liberty House management emphasized hierarchical structures typical of mid-20th-century operations, with centralized decision-making under Inc. ownership from 1960 until the late 1990s, focusing on store expansion and operational efficiency across and select mainland locations. Employee training programs were implemented to maintain service standards, contributing to reports of friendly managerial oversight and collaborative work environments in stores. Long employee tenures, such as one executive serving from 1970 to 2017, underscored stable relations during prosperous periods. Employee loyalty was evident in post-closure reunions, where former staff described the company as a "family" environment fostering camaraderie among sales and support roles, with over 200 participants gathering in 2019 to reminisce about shared experiences despite the chain's 2001 demise. No major efforts or strikes were recorded in Hawaii operations, contrasting with contemporaneous labor actions in other local industries like . However, isolated legal disputes arose, including appeals over claim processing timelines, as in Alvarez v. Liberty House (1997), where the addressed procedural deadlines under state labor law without broader implications for systemic relations. Financial distress prompted workforce reductions, with 462 positions eliminated in early 1998 amid Chapter 11 filing, reflecting cost-cutting measures rather than relational breakdowns. Following the 2001 acquisition by Federated Department Stores ( parent), management transitioned involved interviewing all 3,000 employees, leading to unspecified layoffs and the closure of a key Oahu distribution center impacting 200 workers by November 2001. Reorganization stabilized staffing at nearly 2,000 without additional cuts, prioritizing continuity in core retail functions. These actions aligned with economic pressures, including competition from national chains, rather than documented mismanagement of personnel.

Cultural and Economic Legacy

Role in Hawaiian Retail History

Liberty House originated in 1849 as H. Hackfeld & Co., a trading firm founded by German sea captain Heinrich Hackfeld in , marking it as Hawaii's inaugural and longest-operating with over 150 years of continuous retail presence until its 2001 closure. Renamed Liberty House in 1918 after U.S. government seizure during amid , the store reestablished itself under local ownership and expanded to embody kama'aina (long-term resident) retail traditions, offering diverse merchandise from apparel and housewares to jewelry while integrating Hawaiian cultural elements to appeal to both locals and visitors. Its strategic branch openings tracked and spurred suburban retail development, including a 30,000-square-foot Waikiki store in 1937, a 75,000-square-foot Waialae-Kahala location in 1958, and the 240,000-square-foot flagship in 1966, positioning Liberty House as a dominant anchor in emerging shopping districts and malls across Oahu and the outer islands. By providing innovations like charge accounts, , and ordering early on, alongside culturally attuned events and sales such as the annual "Zooper Sale," it set benchmarks for and seasonal shopping rhythms that influenced competitors including and J.C. Penney to adopt similar professional standards, such as formalized employee dress codes in the 1980s. As Hawaii transitioned from territorial status to statehood in 1959, Liberty House's mainland expansion in 1969 via acquisition of stores briefly diversified its footprint but reinforced its core Hawaiian dominance until economic pressures led to 1998 bankruptcy and 2001 sale to Federated Department Stores for integration into . Its legacy persists in community memory, evidenced by former employee reunions and preserved artifacts like shopping bags, highlighting its role in fostering a localized retail identity amid growing national chain incursions.

Long-Term Impact on Local Commerce

The 1998 Chapter 11 bankruptcy of Liberty House resulted in the closure of over 40 resort and specialty stores across , contributing to short-term disruptions in local commerce through job losses estimated in the hundreds and strained vendor relationships, as unsecured creditors faced payment delays during reorganization. These closures exacerbated pressures on tourism-dependent retail sectors amid a decline in Japanese visitor spending, which had previously bolstered island-specific merchandising. However, the retention of core department stores mitigated broader economic fallout by preserving retail footprints in key malls. The acquisition by Federated Department Stores, followed by conversion of 18 locations to West with a $15 million investment, maintained operational continuity and stabilized employment for many frontline roles, though approximately 400 upper-level positions—often held by local executives—remained uncertain during integration. This shift to national oversight standardized inventory and pricing, reducing autonomy in sourcing Hawaiian-made goods despite initial commitments to local buyers, which may have diminished support for regional artisans and suppliers over time. In the ensuing decades, the transition symbolized a broader consolidation trend in Hawaiian retail, where local chains yielded to national operators, influencing consumer patterns toward uniform big-box formats and online alternatives; select former Liberty House sites, such as the Kaneohe Macy's in , faced closure amid portfolio rationalization, further eroding department store-centric commerce in favor of diversified centers. Recent strategies spared locations from 2025 closures, underscoring resilience in high-tourism areas but highlighting dependency on mainland-driven decisions over localized economic adaptation.

References

  1. http://departmentstoremuseum.blogspot.com/2011/12/liberty-house-honolulu-hawaii.html
  2. https://vintagefashionguild.org/resources/item/label/liberty-house/
  3. http://donch.com/lulhlatyrs9.htm
  4. https://imagesofoldhawaii.com/h-hackfeld/
  5. https://www.immigrantentrepreneurship.org/entries/hackfeld-heinrich/
  6. https://archives.starbulletin.com/2001/06/20/business/index.html
  7. https://www.hawaiipublicradio.org/business-news/2018-05-18/a-new-look-in-kailua
  8. https://alexanderbaldwin.com/liberty-house-to-lau-hala-shops/
  9. https://m.facebook.com/HonoluluHistory/photos/liberty-house-ala-moana-was-part-of-phase-ii-built-in-1966/743836014903103/
  10. https://www.lightfantastic.org/imr/places/libertyhouse/
  11. http://the.honoluluadvertiser.com/article/2001/Jun/19/br/br01p.html
  12. http://the.honoluluadvertiser.com/article/2001/Jun/21/op/op01a.html
  13. https://www.facebook.com/groups/991769744861686/posts/1512013616170627/
  14. https://www.sfgate.com/business/article/Macy-s-owner-buying-Liberty-House-2907331.php
  15. https://www.historylink.org/File/23202
  16. http://departmentstoremuseum.blogspot.com/2010/06/rhodes-oakland-california.html
  17. http://www.pdxhistory.com/html/olds_-_king.html
  18. https://bigmallrat.blogspot.com/2011/05/liberty-house-southland-mall-grand.html
  19. https://archives.starbulletin.com/2001/09/02/business/index.html
  20. https://www.nytimes.com/1983/04/10/business/amfac-at-a-tropical-crossroad.html
  21. https://www.pressdemocrat.com/article/news/photos-liberty-house-in-santa-rosa-for-four-years/
  22. https://www.nytimes.com/1984/04/25/business/new-profitability-at-leaner-amfac.html
  23. https://www.nytimes.com/1988/07/27/business/jmb-to-pay-920-million-for-amfac.html
  24. https://archives.starbulletin.com/1999/05/06/business/index.html
  25. https://www.wsj.com/articles/SB920240102123647500
  26. https://wwd.com/fashion-news/fashion-features/feature/article-1081924-1814445/
  27. https://www.wsj.com/articles/SB897344731983090000
  28. https://archives.starbulletin.com/1998/03/19/news/story1.html
  29. https://archives.starbulletin.com/2001/03/01/news/story1.html
  30. https://wwd.com/fashion-news/fashion-features/article-1091802/
  31. https://wwd.com/fashion-news/fashion-features/article-1089349/
  32. https://www.latimes.com/archives/la-xpm-2001-jun-20-fi-12508-story.html
  33. https://archives.starbulletin.com/2001/06/20/news/story2.html
  34. https://wwd.com/fashion-news/fashion-features/article-1182047/
  35. http://the.honoluluadvertiser.com/article/2001/Jul/10/bz/bz07a.html
  36. https://www.nytimes.com/2001/06/20/business/company-news-federated-agrees-to-buy-chain-of-hawaiian-stores.html
  37. https://www.hometextilestoday.com/industry-news/federated-confirms-plan-to-acquire-liberty-house/
  38. https://www.bizjournals.com/pacific/stories/2001/11/12/story3.html
  39. https://www.annualreports.com/HostedData/AnnualReportArchive/m/NYSE_M_2001.pdf
  40. https://www.forbes.com/sites/michaellisicky/2021/01/08/macys-closing-list-includes-stores-of-various-types-and-plenty-of-opportunities/
  41. https://www.staradvertiser.com/2015/08/13/business/macys-to-close-kailua-store-next-year-2/
  42. https://www.macysinc.com/newsroom/news/news-details/2025/Macys-Inc.-Confirms-Planned-Macys-Store-Closures/default.aspx
  43. https://thealohashirt.net/brands/liberty-house/
  44. https://www.indeed.com/cmp/Liberty-House/reviews
  45. https://www.staradvertiser.com/2019/08/14/hawaii-news/lee-cataluna/cataluna-liberty-house-employees-hold-family-reunion/
  46. https://www.hawaiinewsnow.com/2019/08/13/years-later-employees-liberty-house-reunite-reflect-time-together/
  47. https://law.justia.com/cases/hawaii/supreme-court/1997/19472-2.html
  48. http://the.honoluluadvertiser.com/article/2001/Jun/30/bz/bz01a.html
  49. https://www.honoluluadvertiser.com/article/2009/May/22/ln/hawaii905220338.html
  50. https://www.bizjournals.com/pacific/stories/2008/10/13/story1.html
  51. https://files.hawaii.gov/dbedt/economic/data_reports/hawaii-econ/he8-98.pdf
  52. https://wwd.com/fashion-news/fashion-features/article-1174697/
  53. https://www.hawaiinewsnow.com/2020/01/09/macys-close-dozens-stores-including-one-hawaii-2/
  54. https://www.kitv.com/news/business/macy-s-to-close-66-stores-none-in-hawaii-set-to-shut-down/article_07aea088-cee8-11ef-bf2f-1f4bcd28a63c.html
Add your contribution
Related Hubs
User Avatar
No comments yet.