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own business in a very different way. For seven years she worked for a wedding studio, helping to establish its reputation for excellence. She was the mainstay of the business, training the new photographers, running to as many as three weddings a day, and covering the most difficult parts of the service. Her reputation grew, and people called specifically for her.

Her boss, however, refused to recognize her importance to the studio. After seven years, she had no share in the company she had helped to start, and was still given work only on weekends. In addition, her family was in a serious financial bind. As a last straw, Gloria trained a new photographer, who after only a year was made manager of the studio. When Gloria confronted the owner, he told her the job was too big for a woman. This was the final indignity, and despite her tentative finances, Gloria turned in her resignation.

"He became vindictive when I left him. He went to all the professional photographers in town and told them I'd stolen weddings from him. He bought the developing lab that I used, and 1 was afraid my negatives would mysteriously disappear.'

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When Gloria left her former boss, she had no intention of going into business for herself. However, her reputation wouldn't let her stop. She had 25 weddings in the year after she quit, even though her telephone number was unlisted. She worked out of her home, hoping that clients could ignore the two boys racing around and her husband watching TV in the next room. Apparently, this didn't hurt business significantly. In the second year, her business tripled to 80 weddings, and, naming her studio Saturday in the Park, she listed herself in the phone book. Over the years, Saturday in the Park has been financed completed by revenue from her wedding engage-

ments..

Three years ago, Saturday in the Park finally opened a small studio at 455 E. 200th and Euclid,

(continued on page 13)

Tish's Shoe Repair and Emporium

Tish's Shoe Repair and Emporium, 15603 Madison, is a huge, high-ceilinged shop. The front area is filled with handicrafts: purses, jewelry, wallets and belts, 'many hand-made by Tish. In the back is the shoe repair area, where she and her assistant fix shoes either brought in by customers, or transported from her east-side drop-off at Coventry Books. A strong odor of glue and shoe polish pervades the back. Baskets of old shoes and huge buffing and sewing machines cover all available space.

Tish has many loyal customers who come from as far away as Bay Village and Avon Lake. They come because of Tish's reputation for fine craftswomanship. "I take the shoes no one else will take. I repair shoes that are hopeless."

Still, after five years, Tish's business is not booming. She attributes this to several factors. For one, the shoe repair business is not a high yield business, especially on a small scale. Also, she performs all of the business functions alone. She repairs the machines, orders the supplies, develops new markets, answers the phone, heels shoes, mends purses, and creates leather crafts. "As a single person, living alone, I have very little help, either financial or psychological. It's all me. It'd be better if I could devote all my energy to one thing. Then I think I'd do it better."

Tish first learned the shoe repair business in Atlanta. "I answered an ad calling for a master shoe repairman. I had no experience, but I'd always worked with tools. When I showed up, the owner saw I wasn't shy of the machines, and he agreed to give me a chance. Then he brings out this little black dress for me to wear. I told him, 'No way, I want an apron!"".

Like many entrepreneurs, Tish always wanted her own business. In 1976, she bought a shoe repairman's business. Looking back, she says, "I paid too much; J. had no one to advise me. Since I

had no collateral, I had to get the loan through my uncle.'

Two years ago, in an attempt to increase her business dramatically, she took the risk of moving from her original tiny space to the bigger building she now occupies. She fixed up the shop herself, with help from many friends, including some of her devoted customers.

Tish seems to enjoy very open, friendly relationships with her customers. She knows their names and tells them exactly what she can and can't do. Because of the excellence of her work, they come back.

"I know it's not good business, but some days I just put a note on the door and take the day off. 1 have fun with customers. I let them know I'm human, I forget things, I need days off. Mostly, they understand. I let my customers know I'm fallible." Tish is-firm-about-the-vital link between the women's community and women-owned businesses. "The most important thing about women's businesses is that women need to get out and support them, especially when they support WSW. If you believe in WSW, you have to believe in its advertisers. It's not just financial support, but moral support as well.*

Le Melange

The hum of sewing machines, the sweet smell of imported chocolate, and rainbow colors of stained glass introduce us to Le Melange, 12725 Larchmere Paulette and Dominique, the mother and daughter owners, are tending a client in the fitting room while Dominique's 3-year-old plays among spring dresses

on mannequins, silk flower arrangements, and antique jewelry.

Nestled between Hungarian pastry shops and Italian restaurants, Le Melange fits right into the culturally rich and diverse Buckeye area neighborhood. Le Melange is French for "a mixture of things".

"I've been doing altering and dressmaking for years," says Paulette from the fitting room, "and always wanted my own business."

Paulette and her daughter Dominique opened the store last December. Three generations of women keep it running: Paulette's mother, Maria, helps with sewing; Paulette does tailoring and dressmaking; and Dominique creates stained glass pieces and flower arrangements in her studio located in the basement.

Paulette and her mother came to the United States in 1956. "Mother always had a grocery store in Belgium as far back as I can remember," says Paulette. "I really grew up in the store. Perhaps this is what made us feel so sure about starting a store here."

Dominique and Paulette dreamed about a store for years, spending a lot of their free time visiting other stores and reading about business. Last summer, when Dominique's husband entered medical school and she wanted a job where she could be with her son, they decided to try it. They consulted lawyers, formed a partnership, and located a building. Mother and daughter combed thrift shops and bankruptcy sales, finding clothes racks, mannequins, fixtures, and other necessities for the store.

"When we first opened we worked seven long days a week sewing to build up a clientele," Dominique says. "We were both new to running a business. We had a large overhead, few contacts, and a lot to learn."

In the six months it's been open, Le Melange has -made just enough to meet its initial expenses. This is significant, as most businesses don't see a profit until their third year of operation. Statistics show that 60 percent of all small businesses fold in their first year, and 90 percent close in the first three years of operation.

"If we were to give advice to other women, we (continued on page 14)

If you know of any women-owned businesses or own a business yourself and would like to share information with our readers, contact WSW at P.O. Box 18465, Cleveland Heights, Ohio 44118.

June, 1980/What She Wan