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Joined 1 year ago
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Cake day: June 13th, 2023

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  • The one I have is from REI and made of modal (similar to rayon, made from wood pulp), it’s the only one I’ve used but it feels very nice, soft, and lightweight. I don’t ever feel like I’d be better off not wearing it if I’m in direct sunlight, and sweat dries from it fairly quickly. I’ve been hot while wearing it but not any hotter than I would have been standing in the sun to begin with, you know? I’ve also never had it fail and result in a burn, and my dermatologist was enthusiastic about it when I brought up that I’d been using that instead of sunscreen.

    The main reason I went with that brand was because I couldn’t find any non-polyester options anywhere else. There’s nothing wrong with them functionally, I just try to avoid polyester in general.








  • They probably would have been fine regardless of Amazon if they hadn’t been run into the ground by a libertarian econ major.

    In 2008, Sears CEO Eddie Lampert decided to restructure the company according to Rand’s principles.

    Lampert broke the company into more than 30 individual units, each with its own management and each measured separately for profit and loss. The idea was to promote competition among the units, which Lampert assumed would lead to higher profits. Instead, this is what happened, as described by Mina Kimes, a reporter for Bloomberg Business:

    An outspoken advocate of free-market economics and fan of the novelist Ayn Rand, he created the model because he expected the invisible hand of the market to drive better results. If the company’s leaders were told to act selfishly, he argued, they would run their divisions in a rational manner, boosting overall performance.

    Instead, the divisions turned against each other — and Sears and Kmart, the overarching brands, suffered. Interviews with more than 40 former executives, many of whom sat at the highest levels of the company, paint a picture of a business that’s ravaged by infighting as its divisions battle over fewer resources.

    A close-up of the debacle was described by Lynn Stuart Parramore in a Salon article from 2013:

    It got crazy. Executives started undermining other units because they knew their bonuses were tied to individual unit performance. They began to focus solely on the economic performance of their unit at the expense of the overall Sears brand. One unit, Kenmore, started selling the products of other companies and placed them more prominently than Sears’ own products. Units competed for ad space in Sears’ circulars…Units were no longer incentivized to make sacrifices, like offering discounts, to get shoppers into the store.