Société des alcools du Québec
The Société des alcools du Québec abbreviated and referred to as SAQ, is a provincial Crown corporation in Quebec responsible for the trade of alcoholic beverages within the province. The official legislation governing the SAQ's operations and management is the Act respecting the Société des alcools du Québec; the sole share-holder is the Minister of Finance of the Quebec government. The Société des alcools; the symbol of the SAQ represents 3 aspects of SAQ stores: The white letter "Q" represents the province of Quebec The red wine glass The image of a store frontThe SAQ operates 406 stores( under six different banners throughout Quebec: SAQ: varied selection, in towns and villages where there is only one SAQ branch SAQ Express: top-selling products, in large urban centres, extended business hours SAQ Sélection: extended selection, professional service and counselling SAQ Signature: high-end products, 2 exclusive stores SAQ Dépôt: warehouse-style stores, wholesale packages SAQ.com: WebstoreSome wines and low-alcoholic-content beverages are sold in Quebec in supermarkets.
Georges-A. Simard L.-B. Cordeau Arthur Savoie J.-Édouard Tellier Édouard Archambault Lorne G. Power Roger Laverdure Jacques Desmeules Daniel Wermelinger Jean-Guy Lord Jocelyn Tremblay Gaétan Frigon Louis L. Rocquet Sylvain Toutant Philippe Duval Alain Brunet As the provider of alcohol in Quebec, the SAQ's market data gives an overview of alcohol consumption in the province. In its 2015-2016 annual report, the Corporation states that 79.3% of sales through the SAQ stores and grocery stores were table wines. The remainder was shared among various products: 14.8% were spirits, 3.9% coolers, 1.7% beers and 0.3% ciders and other products. The legal drinking age is 18 in Quebec and there are restrictions as to who can purchase alcoholic beverages. By law, SAQ stores can not sell alcohol to adults intent on distributing to minors. Nonetheless, underage persons are not restricted from SAQ stores. Official policy is to ask for photo identification from any customer who looks under 25; the opening hours of most SAQ stores are dictated by the provincial law, which forbids sales of all alcohol before 9 AM and after 11 PM.
However most stores close at 6 PM on Monday through Wednesday, 9 Thursday and Friday, at 5 PM on Saturday and Sunday. There are however SAQ Express outlets which carry a smaller range of products are open from 11 AM to 10 PM daily. Another 10-20 franchises exist that allow to sell SAQ products until 9 PM, all belong to Quebec-based grocery chain L'Inter-Marché, whose stores all open at 9 AM and close at 9 PM, every day. In late 2017, some eight months before the expected legalisation of marijuana for recreational use across the country, the Province was planning to have the SAQ manage the sale of the product. 20 stores would be opened. The Société des alcools. In 1961, it became. In 1921, an Alcoholic Beverages Act was passed and the Quebec Liquor Commission was established to conduct the trade of beer and cider, spirits too; this provincial-owned corporation would on exercise a legal monopoly on all distribution of alcohol in Quebec. In its first year, the commission establishes a quality control laboratory, opens 64 stores selling 383 products, employs 415 people and grosses $15 million in sales.
In Canada the struggle for the total ban of alcohol began in the 1898 national referendum, asking people if they wished total prohibition which included importation and sale of all types of alcohol beverages. Although the national results were close with Yes leading by 2%, regional disparities were wide. In Quebec, 81% of voters ended up rejecting the prohibition proposal in contrast to the rest of Canada. In fear of splitting the country on a sharp divide between Catholic French and Protestant English Canada Prime Minister Wilfrid Laurier decided not to act upon the vote results. By 1917, every province except Quebec implemented a complete ban on alcohol. A year a law was proposed in Quebec calling for complete prohibition in 1919; the law was never enacted due to opposition from the Catholic Church. Quebec did prohibit spirits, such as scotch, which came to be called partial prohibition; the government invoked illegal distillation. The Alcoholic Beverages Act abolished partial prohibition in 1921.
This act created the Quebec Liquor Commission as a monopoly in retail of alcohol. The government stated control of alcohol abuse as the official reason to create this new agency. Over the years, the SAQ increased its profits; the Régie des alcools du Québec was created in 1961 in order to promote business growth, which opened its first self-service branch soon afterward. With the opening of other branches, the government began to focus on different aspects of alcohol sales in Quebec. “The government commissions a new study into the alcoholic beverage trade, creating the Thinel Commission for the purpose”
Cityplace is an office and retail complex situated in Downtown Winnipeg, Canada. It consists of the former Eaton's company mail-order warehouse building that occupies the block bounded by Hargrave and Donald Streets, Graham and St. Mary Avenues; the warehouse was designed by John Woodman, a Winnipeg architect, constructed in 1916. Eaton Place opened on October 11, 1979 as Downtown Winnipeg's first indoor shopping mall, after Eaton's closed down its catalogue and mail-order operations in 1976/77, it capitalized on its location adjacent to the downtown Eaton's department store, the largest and busiest store in the city, now demolished. The former Eaton's store site is now the city's arena, Bell MTS Place MTS Centre. Eaton Place was purchased by Osmington Inc. a owned Toronto-based real estate company in 1998 for $35 million. Israeli investors purchased the building in 2003 for an undisclosed sum; the building was purchased by Huntingdon Real Estate Investment Trust in 2005 for $75 million. In 2009, the building was purchased by Manitoba Public Insurance for $81.5 million from Huntingdon Real Estate Investment Trust.
At the time of the purchase, MPI occupied 80% of the office space in the building and had been leasing space there since 1980. MPI's expectation was to save $3 to $5 million annually by owning instead of renting, as well as a 10% annual return on the property investment after the costs of retaining the realty group for property management; the 337,000-square-foot main complex includes two levels of retail and food court space totalling 115,000 square feet, as well as seven levels of office space. Cityplace operates several surface parking lots and parkades. In 2012, the mall opened a rooftop terrace, accessible from the food court on the second level. Cityplace is connected by elevated skywalks to the Winnipeg Walkway System, acting as a hub connecting the Portage and Graham segments, with a link connecting the RBC Convention Centre segment; the 625-foot connection from cityplace to the Delta and Convention Centre cost $6.2-million and opened in 2010. $4.5 million in funding for the 2010 connection addition came from the Winnipeg Partnership Agreement and a combined $1.7 million came from cityplace, the Delta Winnipeg and LaSalle Investment Management.
Forever 21, stylized as FOREVER 21, is an American fast fashion retailer headquartered in Los Angeles, California. Forever 21 began as the store called Fashion 21 with 900 square feet in Highland Park, Los Angeles, in 1984, has grown into the clothing lines Forever 21, XXI Forever, Love 21 and Heritage with over 700 stores in the Americas, the Middle East and the UK. Forever 21 is known for low pricing; the average store size is 38,000 square feet. The company sells accessories, beauty products, home goods and clothing for women and girls; the company has been involved in various controversies, ranging from labor practice issues to copyright infringement accusations to religion. The clothing is sold from toddler to adult. Known as Fashion 21, the store was founded in Los Angeles on 21 April 1984 by husband and wife, Do Won Chang and Jin Sook Chang from Korea; the store is located at 5637 N. Figueroa Street in the Highland Park district of Los Angeles and is still in operation, bearing the chain's original name.
Designs similar to those seen in South Korea were sold to and targeted at the Los Angeles Korean American community. In its first year in operation, sales totaled $700,000 and, by 2013, there were more than 480 stores and a revenue of $3.7 billion. In February 2014, Forever 21 generated a revenue of $3.8 billion and in 2017, Forever 21 generated a revenue of $3.4 billion. Forever 21 only sold clothes for women but expanded to sell menswear. Most Forever 21 stores now sell clothes for women, including plus size clothing for women. On its website, it sells girls' clothing and home/lifestyle products. In September 2001, the Asian Pacific American Legal Center and the Garment Worker Center, workers’ advocacy groups, filed a lawsuit against Forever 21, charging them of violating labor practice laws, they claimed that 19 contracted employees received less than the minimum wage, that the hours on time cards were reduced, that workers who complained to the state were fired, that the employees faced sweatshop-like working conditions.
Forever 21 denied the accusations, asserting its commitment to fair labor practices and that "none of the workers named in the suit were directly employed by the company". A three-year boycott of Forever 21 was held throughout the United States by the garment workers and this movement was captured in the Emmy Award-winning documentary, Made in L. A. Although the charge was dismissed by U. S. District Court Judge Manuel Real, Forever 21 responded with a defamation suit in 2002. Attorney Robin D. Dal Soglio asserted that both Forever 21's reputation and its sales were impacted by the allegations and protests. On the other hand, Kimi Lee, the director of one of the advocacy groups that represented the workers, maintained that the lawsuits were justified due to complaints from 20 workers. Both cases ended in a settlement in December 2004. Five Forever 21 employees filed a class action lawsuit in January 2012, declaring they were not compensated for the time they worked during their lunch breaks and the time spent on bag checks.
After the Labor Department found that some of Forever 21's suppliers had violated various federal laws on wages and record keeping, a subpoena was ordered in August 2012. U. S. District Court Judge Margaret Morrow ordered Forever 21’s compliance after the retailer failed to provide the documents; the retailer claimed that it tried to meet with the Labor Department and that it had provided the requested information. In July 2014, the U. S. Department of Labor's Occupational Safety and Health Administration recommended fines in excess of $100,000 for three different retail locations in Northern New Jersey and Manhattan in New York City for "serious safety hazards", for which they had been cited since 2010. According to Forbes, 50 copyright violation lawsuits have been placed against Forever 21. Diane von Fürstenberg sued the retailer insisting it copied four of her dresses. Gwen Stefani, Anna Sui and Trovata are among the designers who have taken action against the retailer. During the Trovata case in May 2009, the jury agreed with Trovata.
The two sides reached a settlement. Critics such as Susan Scafidi, a professor of copyright law at Fordham University, question Forever 21’s design process and argue that it is replicating the designs of others. Forever 21’s Vice President of Merchandise, Lisa Boisset, was quoted in 2007 as saying that Forever 21 works with merchant designers and not with designers, but would not make those merchants available for comment. CEO Chang said. Forever 21 has never been found guilty and the majority of cases have been resolved through settlements. On 8 January 2015, Canadian media reported on a local, family-owned business in Richmond, British Columbia, Granted Clothing, whose designer noticed that their sweater designs had been stolen and mass-produced for sale on Forever 21's website. In April 2015, both parties resolved the matter on "amicable terms". On 28 January 2015, the software developers Adobe and Corel filed a joint lawsuit against Forever 21 for using unlicensed copies of Photoshop, AutoCAD and PaintShop Pro, respectively.
Forever 21's clothing has been criticized in the media due to the slogans printed on some of its shirts. The Daily Mail, The Huffington Post and others insisted that the company was "…pushing a Christian agenda" because it sold tops with phrases such as "Holy", "Love, faith, Jesus", "Thank God". Forever 21 has received attention in the media for printing the Bible verse "John 3:16" on the bottom of its trademark yellow bags; the corporation maintains that it is not influenced by the religion of its founders, who are born-again Christians
Eaton Centre is a name associated with shopping malls in Canada, originating with Eaton's, one of Canada's largest department store chains at the time that these malls were developed. Eaton's partnered with development companies throughout the 1970s and 1980s to develop downtown shopping malls in cities across Canada; each mall contained an Eaton's store, or was in close proximity to an Eaton's store, the mall itself carried the "Eaton Centre" name. These joint ventures were a significant retail development trend in Canada during that period. With the demise of the Eaton's chain in 1999, the retiring of the Eaton's name as a retail banner in 2002, most of these malls have been renamed, most of these Eaton's location have been converted to Sears Canada stores; as of today only the Toronto and Montreal Eaton Centres retain the Eaton name. Some malls in smaller urban areas, which were the least successful of all the Eaton Centre developments, have been demolished or converted to other, non-retail uses.
In 2014, Sears announced. In 2016, the location was converted into a Nordstrom. Sears Canada's head office in the upper levels of the former Sears was closed in 2018 when all liquidation finished of Sears Canada. Toronto Eaton Centre, Ontario: Opened in 1977, it is the largest of the Eaton Centres and one of Toronto's most visited tourist attractions; the mall sits on the site of the original store operated by Eaton's founder, Timothy Eaton, the related Eaton's factories and mail order buildings. Montreal Eaton Centre, Quebec: Opened in 1990 on Sainte-Catherine Street, it is Downtown Montreal's largest shopping mall, it is situated next to Eaton's former Montreal flagship store. The mall owner, Ivanhoe Cambridge, announced in March 2014 that it will merge the Montreal Eaton Centre with the neighbouring Complexe Les Ailes, however contrary to a made statement, will preserve the "Montreal Eaton Centre" name; the merger and renovation, to be completed by 2020, will restore the Eaton name to the former flagship store building.
The Core Shopping Centre, Alberta: This downtown mall was constructed in the late 1980s, required the demolition of the historic Eaton's store. Two facades of the old Eaton's store were preserved, incorporated into the new retail podium; the "Calgary Eaton Centre" name was retained until 2010 when it was dropped from marketing and branding efforts and renamed The Core Shopping Centre. Edmonton City Centre, Alberta: After the demise of Eaton's, the Edmonton Eaton Centre and Edmonton Centre, two independent malls, were redeveloped into one shopping complex, The Bay, a former Eaton's competitor, moved into the former Eaton's store; the Bay Centre, British Columbia: When Eaton's went bankrupt, the former Eaton's store in this mall was occupied for a short time by Sears Canada's "eatons" experiment, afterwards by a Sears store. When Sears vacated the mall, the "Victoria Eaton Centre" was renamed to reflect the mall's new department store tenant, the Bay. Metropolis at Metrotown, British Columbia: The Eaton Centre Metrotown opened in 1989.
With the departure of the Eaton's store a decade the Eaton Centre and the adjacent Metrotown Centre were incorporated into one megamall complex. Cityplace, Manitoba: Formerly "Eaton Place", this shopping and office complex occupies the former Eaton's mail order warehouse, is located behind the city's new arena, the MTS Centre. Although neither has carried the Eaton name, these two malls were developed by the Eaton's chain and its partners, both are "Eaton Centres" in all but name. Pacific Centre, British Columbia: Constructed in phases from 1971 to 1973, this mall contained Eaton's flagship Vancouver store. Rideau Centre, Ontario: Prior to its construction in 1981–1982, Ottawa's "Rideau Centre" project had been subject to many years of planning. Prior to the mall's opening, Eaton's attempted to rename the mall the "Rideau Eaton Centre", but the chain was forced to back down due to the local outcry generated by the "eleventh hour" proposed name change. Nonetheless, Eaton's added an "E" to the mall's logo.
Commencing in the early 1970s, Ontario's provincial government poured millions of dollars over the course of a decade into the ODRP program in order to revitalize the downtown retail areas of smaller communities throughout the Province. This involved the construction of new downtown malls to compete with growing suburban shopping opportunities. However, there was no business case or market analysis to justify the construction of these downtown malls. Many residents noted that the enclosed facilities represented the antithesis to the one unique aspect of downtown shopping, street-related stores; the new downtown mall had a "vacuum cleaner" effect of attracting the stronger street boutiques away from their neighborhoods to become tenants in unstable shopping centres. The lack of free parking in the downtown area was the number one impetus for residents flocking to suburban malls which had free parking, which did not help the cause of the downtown malls whose garages charged fees, collected by the municipalities who financed the construction mall garages.
Nonetheless, in a criticized business decision, Eaton's became a partner in the program, its stores served as the anchor tenant in many of these malls. As stated in The Globe and Mail newspaper, "The history of retailing is f
An orchestra is a large instrumental ensemble typical of classical music, which combines instruments from different families, including bowed string instruments such as the violin, viola and double bass, brass instruments such as the horn, trumpet and tuba, woodwinds such as the flute, oboe and bassoon, percussion instruments such as the timpani, bass drum, snare drum and cymbals, each grouped in sections. Other instruments such as the piano and celesta may sometimes appear in a fifth keyboard section or may stand alone, as may the concert harp and, for performances of some modern compositions, electronic instruments. A full-size orchestra may sometimes be called philharmonic orchestra; the actual number of musicians employed in a given performance may vary from seventy to over one hundred musicians, depending on the work being played and the size of the venue. The term chamber orchestra refers to smaller-sized ensembles of about fifty musicians or fewer. Orchestras that specialize in the Baroque music of, for example, Johann Sebastian Bach and George Frideric Handel, or Classical repertoire, such as that of Haydn and Mozart, tend to be smaller than orchestras performing a Romantic music repertoire, such as the symphonies of Johannes Brahms.
The typical orchestra grew in size throughout the 18th and 19th centuries, reaching a peak with the large orchestras called for in the works of Richard Wagner, Gustav Mahler. Orchestras are led by a conductor who directs the performance with movements of the hands and arms made easier for the musicians to see by use of a conductor's baton; the conductor sets the tempo and shapes the sound of the ensemble. The conductor prepares the orchestra by leading rehearsals before the public concert, in which the conductor provides instructions to the musicians on their interpretation of the music being performed; the leader of the first violin section called the concertmaster plays an important role in leading the musicians. In the Baroque music era, orchestras were led by the concertmaster or by a chord-playing musician performing the basso continuo parts on a harpsichord or pipe organ, a tradition that some 20th century and 21st century early music ensembles continue. Orchestras play a wide range of repertoire, including symphonies and ballet overtures, concertos for solo instruments, as pit ensembles for operas and some types of musical theatre.
Amateur orchestras include those made up of students from an elementary school or a high school, youth orchestras, community orchestras. The term orchestra derives from the Greek ὀρχήστρα, the name for the area in front of a stage in ancient Greek theatre reserved for the Greek chorus; the typical symphony orchestra consists of four groups of related musical instruments called the woodwinds, brass and strings. Other instruments such as the piano and celesta may sometimes be grouped into a fifth section such as a keyboard section or may stand alone, as may the concert harp and electric and electronic instruments; the orchestra, depending on the size, contains all of the standard instruments in each group. In the history of the orchestra, its instrumentation has been expanded over time agreed to have been standardized by the classical period and Ludwig van Beethoven's influence on the classical model. In the 20th and 21st century, new repertory demands expanded the instrumentation of the orchestra, resulting in a flexible use of the classical-model instruments and newly developed electric and electronic instruments in various combinations.
The terms symphony orchestra and philharmonic orchestra may be used to distinguish different ensembles from the same locality, such as the London Symphony Orchestra and the London Philharmonic Orchestra. A symphony orchestra will have over eighty musicians on its roster, in some cases over a hundred, but the actual number of musicians employed in a particular performance may vary according to the work being played and the size of the venue. Chamber orchestra refers to smaller-sized ensembles; the term concert orchestra may be used, as in the BBC Concert Orchestra and the RTÉ Concert Orchestra. The so-called "standard complement" of doubled winds and brass in the orchestra from the first half of the 19th century is attributed to the forces called for by Beethoven; the composer's instrumentation always included paired flutes, clarinets, bassoons and trumpets. The exceptions to this are his Symphony No. 4, Violin Concerto, Piano Concerto No. 4, which each specify a single flute. Beethoven calculated the expansion of this particular timbral "palette" in Symphonies 3, 5, 6, 9 for an innovative effect.
The third horn in the "Eroica" Symphony arrives to provide not only some harmonic flexibility, but the effect of "choral" brass in the Trio movement. Piccolo and trombones add to the triumphal finale of his Symphony No. 5. A piccolo and a pair of trombones help deliver the effect of storm and sunshine in the Sixth known as the Pastoral Symphony; the Ninth asks for a second pair of horns, for reasons similar to the "Eroica".
Archambault, is the largest music retailer in the province of Quebec, Canada, as well as a major retailer of books, DVDs, musical instruments, sheet music, games and gift ideas. Its e-commerce site, www.archambault.ca, is the largest French-language retail site in North America. Archambault operates 14 stores in Quebec. Paragraphe Bookstore, an English-language bookstore, is part of Archambault Group. Archambault was founded in 1896 by Edmond Archambault, who had wanted to open a sheet music store. In partnership with J. A. Hurteau, a major retailer of pianos and music accessories, Mr. Archambault opened his first store on the corner of Saint Denis and Sainte Catherine streets in Montreal. In 1919, Edmond Archambault became the store's sole owner, in 1930, he decided to move to the corner of Berri and Sainte Catherine streets, where he built a seven-storey building, which he dubbed the "House of the Future" and served as the home of Archambault Group's main office. Mr. Archambault's died in 1947 and nephews, Rosaire Sr. and Edmond Sr. took over the reins of the business.
In the 1980s, the son of Rosaire Sr. Rosaire Jr. became President. Began a period of expansion during which many new Archambault stores opened across Quebec; the 1984 saw the creation of Distribution Select, the largest distributor of music in Quebec. The Archambault family sold the family-owned company to Quebecor in 1995. Rosaire Archambault Jr. was kept on as president of the Quebecor subsidiary Archambault Group Inc. until his retirement in 2000 when he was replaced by Natalie Larivière. Larivière replaced by Pierre Marchand. Marchand served as president of Archambault until 2013. Camelot-Info, a computer bookstore, was acquired by Archambault in 2000. Started in 1978, at its peak, Camelot-Info had six stores and an online shopping site, with 10,000 titles in its inventory. By 2007, however, in face of competition from large chain stores and the Internet, only the original flagship Phillips Square store remained. Camelot-Info's last store closed in January 2009. On May 19, 2015, Quebecor announced the sale of 14 stores Archambault and the single store Paragraph Anglophone bookstore to Renaud-Bray Group.
The sale of the retail stores was completed in September 2015. For decades, the flagship store of Archambault was located at 500 Sainte-Catherine Street east, it extended on adjacent infrastructures at 510 Sainte-Catherine Street east and 1275 Berri street, forming one big store that allowed customers to go from one interconnected building to another without the need to go outside. In early 2018, the total size of the flagship store was reduced by 25 percent due to decrease in sales attributed to the rise of e-commerce. Among the portion of the store, shut down was the historic 500 Sainte-Catherine east building, home to Archambault since 1930; the store remains open on Berri Street. Official website Institutional and Corporate services web page
Guess is an American clothing brand and retailer. In addition to clothing for both men and women, Guess markets other fashion accessories such as watches, jewelry and shoes. Guess began in 1981 as a book of styles by Georges Marciano. Maurice, Georges' brother, was first sought by Georges to help with product development. Armand and Paul Georges' brothers, were in charge of distribution and advertising, respectively. Armand ran distribution. Paul created all of it in-house. Georges designed the clothes, burnishing Guess' signature style: stonewashed denim, lighter in color and more form-fitting than the competitors; this initial chain of command led to the earlier break-up of the brothers' cooperation with Georges selling his share of the Guess company to his other brothers due to a disagreement in a choice of product distribution strategy. Georges wanted to keep Guess such as Bloomingdales; the remaining brothers in the disagreement wanted a larger distribution in KMart. Georges hated the idea. Different camps formed within the company, with each pledging allegiance to either Georges or the other three.
Georges gave in and sold his stake to his brothers in September, 1993 for $214.2 million. To finance the purchase, they had to borrow $210 million, $105 million was still outstanding three years later. To raise money, the brothers decided to take Guess public. Paul was the only remaining brother to lead Guess on his own; when Georges Marciano and his brothers were much younger, they opened a series of stores in France under the name MGA before launching Guess in America in 1981, after Georges Marciano first came to America in 1977. Their top seller: unisex jeans. Georges Marciano and his brothers moved to Los Angeles to see if they could pull off a similar feat, borrowing a mottled wash Georges had noticed on jeans in an Italian laundromat he had taken note of; the founder, Georges Marciano, his brothers moved to Los Angeles in 1981 and opened the first store in upscale Beverly Hills area. Armand and Paul joined his brother in California. Georges came up with the company name after driving past a McDonald's billboard asking drivers to "guess" which eatery had the biggest cheeseburger.
Maurice Marciano said, "Georges said, ` I think I found our name. Guess.' " Maurice Marciano tossed up ideas until he got exasperated, his brother, clarified himself. The Guess name was born. Guess, with its red triangle patch, stonewashed denim and signature zipper sliding up each ankle, was launched in late 1981. In just one year, sales through Bloomingdale's and Guess's Beverly Hills store hit $6 million. Guess soon began advertising, in 1985, introduced some black-and-white ads; the ads have won numerous Clio Awards. Their fashion models have included a number of supermodels, many of whom, such as Claudia Schiffer, Anna Nicole Smith, Eva Herzigova, Valeria Mazza, Kate Upton, Julia Lescova, Laetitia Casta, first achieved prominence via these ad campaigns. In the 1985 Robert Zemeckis movie, Back to the Future, Marty McFly wore distinctive Guess denim clothing, designed for the film. During the 1980s, Guess was one of the most popular brands of denim jeans; the company was one of the first companies to create designer jeans.
While the first jeans were for women, a men's line debuted in 1983. In 1984, Guess introduced its new line of watches known as "Guess", "Guess Steel", the "Guess Collection"; the watch line is still in existence today and has been joined by a number of other accessory sidelines. In 1984, they introduced a line of baby's clothes, called "Baby Guess"; the line is now incorporated with clothing for kids called GUESS kids. In the 1990s, Milica and Milos had a division called Guess Home, which featured youthful, upscale bedding collections as well as a number of towel collections. By the end of the decade, sales Guess discontinued their home division. In the 2000s, the controversy that surrounded the company during the nineties was forgotten; the clothing and accessories company has redesigned itself, offering several new aspects. Since Guess was looking to make its impact once again on the fashion market, the Marciano brothers called upon random celebrity Paris Hilton to feature in a new series of ads back in 2009.
On January 26, 2001, Guess Inc. restated previous results for fiscal 2000 after deciding to write down impaired inventory. In 2004, Guess celebrated the 20th anniversary of its watch collection, issuing a special-edition Guess watch; the accessories department was greatly expanded and several stores across the United States were redesigned. Guess created a lower priced collection sold through its outlet locations. Guess introduced its first brand extension, the up-scale female line of clothing and accessories, named Marciano. In 2005, Guess began marketing perfume; the company introduced Guess for Women in the spring of 2005. Guess introduced the Guess for Men line in the spring of 2006. Guess has continued its Guess Kids clothing line into the 2000s, in 2006, Guess began promoting the clothing line for girls and boys through its factory retail stores. Guess continued to be guided as co-chairmen and co-CEOs. Maurice Marciano has overseen the design and its sales growth, while Paul managed the image and ad