187th Semiannual LDS General Conference Guide

187th Semiannual General Conference

The Mormon Market

Businesses catering to LDS culture’s needs flourish in modern days A special product of

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Table of contents 6

The Mormon market The history of LDS business ventures and their inception

Zion’s Co-operative 8 Mercantile Institution Take a look at ZCMI’s grand past

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Mission prep

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Longstanding revelation, new amenities Emergency preparedness industry finds modernization

As the missionary force grows, so does the need to outfit them

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A Life with Church Every Day APRIL WILKEY Community Service & Outreach Editorialist

A Mortuary is one of the most peaceful places on Earth. There is an intimate insight into the Plan of Salvation that permeates every facet of our service here: it is felt immediately after taking a deceased person into our care, and while preparing the body for disposition, the veil thins and an understanding of death extends into our cores.

It is nearly impossible to fully portray the overflowing, concentrated love that lives at our Funeral Home in an article such as this but I would like to try with this as a start…

Divine impressions are unmistakably etched in our souls, hearts are humbled, and minds shift toward the eternal aspects of life continually until it defines us and we truly live a life with church every day.

We attribute the special feeling in our Funeral Home to the eternal power that follows when someone passes away which then lends a deep reverence regarding their life lived, and death, to all who work in or visit our Home.

Working here is like partaking daily of the spirit that can only reveal itself when we serve in a way our Creator needs us to, tenderly in His behalf.

Questions are posed regularly to each of us, while at work as well as in our personal lives. We appreciate this opportunity to share the uniqueness of our “calling in life”…

How do you endure the emotional burden that comes with death day in and day out?

Reflecting on the numerous people we influence for good over the years and given that the worth of all souls is great, we are not the ones in charge. Led by the Creator of us all, He takes any burden that may come to us while we use our skills to help His hurting children. There is a tangible clarity felt when it comes to the caring for the living and the dead.

In many aspects, what we do here is about helping the living. Simply listening, we discern the needs and become aware of what we can do to strengthen individuals to emotionally deal with their trial at hand.

Our funeral directors are known across Utah County for their sharp ability to restore a person’s appearance so they look as if they are peacefully sleeping. This especially benefits our families

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we serve. Many of the families that come to us tell us they chose to come here because their “friend’s loved one looked so good after death.”

Not all death is taken as distressing, however - Joyful times can abound here as well, as many families feel a deep gratitude at their loved one’s passing, especially when they have lived a full, long life or have fought a long battle of illness. A rejoicing expression of love enriches our Funeral Home during these times.

How do you remain encouraging while helping a family with a sudden death?

A sudden death brings about the opposite of the above-mentioned joy. Hearing of a family’s devastation, we immediately take them under our wing and give them our full, heart-felt love and attention.

Having empty, questioning, and floundering hearts, the shattering by this untimely death and understanding oftentimes escapes them. We have endless opportunities to reach out with words and deeds portraying the Plan of Salvation’s peace. Our commitment to the care of their loved one as well as for the survivors is unmatched.

Personally, I hold dear to my heart when I can sit with someone, holding their arm or hand, and let them know, with or without words, the sorrow I would readily take from them if only I could.

Why would you ever choose to work at a mortuary?

The work we all take part in is further than the here and now.

We are here solely to lighten the burdens of all who come to us through our offerings of peaceful influence.

Many in our profession can develop a disconnect to the considerable task at hand. To be successful in this line of business it needs to not be about “business” but about serving others. Each interaction needs to matter because each time someone dies there is a different story.

I would guess that in at least a small way we all have an innate desire to work in a career where we make a difference or we don’t truly feel productive. Living a life “in” church every day is not the goal, but living in a manner where His countenance is shown in ours through our words and deeds, is the essential goal to transform any career into a calling.

A final question we reflect upon each day…

How could we NOT choose to serve in this way?

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Marketing to Mormons, from Joseph Smith to David O. McKay GENELLE PUGMIRE

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F

rom CTR Rings to Lion House cookbooks, and missionary malls to food storage, members of The Church of Jesus Christ of Latter-day Saints are targets for a good deal.

Marketing to Mormons has burgeoned in the 21st century. In the early days of the church goods sold and accounts receivables went directly to growing the church coffers. Now, as a worldwide church, the product outreach has grown substantially.

It’s not just products; the church is marketing itself to the nations. Examples include the I Am A Mormon campaign, the Christmas and Easter campaigns of the past few years and even advertising in the play bill of “Book of Mormon,” the musical – “You’ve seen the musical, now read the book.”

The early days

The moment Egbert B. Grandin finished printing and binding the first Book of Mormon at his Palmyra, New York printing company in March of 1830, members of the LDS Church have been in the marketing and mercantile business.

Some of those early Grandin printings were sold by Martin Harris to recoup the money he donated for their printing, but they were also sold so there would be money to help build Zion, according to Matthew Godfrey, Managing Historian of the Joseph Smith Papers.

From the earliest days of the LDS Church, the need for supporting funds to build the kingdom, aside from tithing, thrust the church and its members into for-profit enterprises.

In the beginning it was marketing to the saints themselves. In fact selling to “gentiles” was discouraged.

Over the years, that has changed with large enterprises like the Utah-Idaho Sugar Company and Zions Co-operative Mercantile Institution. There were also major investments in the salt, iron, and cotton industries. All of them, but particularly the sugar industry, helped the church become financially stable and successful, according to Godfrey.

In more recent years the Deseret Management Corporation, owned by the church, is the for profit mother ship for church media and hospitality businesses including: Deseret Book, Deseret News, Deseret Digital Media, Bonneville International, Beneficial Life and Temple

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Sugar, along with salt, iron and cotton, became revenue making commodities that helped the LDS Church become financially stable.

Square Hospitality.

Hundreds of LDS businessmen and women have become successful over the decades. In many cases their work ethic and training can be traced to Mormon ancestors who followed a philosophy of making money to build the church and Kingdom of God first, and then thier own family. This gave the church financial footing as it move west, sought statehood, and eventually became a financial strong organization to be reckoned with.

Each time the church would find its bearings financially, mobs would come and the Saints would be forced to move on and start over again, building up storehouses, shops and edifices to the Lord including the Kirtland and Nauvoo temples.

According to Godfrey, with all he tried to do and hoped for, Joseph Smith was dogged by debt nearly all of his adult life.

In 1842 the prophet declared bankruptcy.

Just two years after the church was established, the prophet was instructed to build a storehouse.

Doctrine and Covenants Section 78 preamble states the prophet and other leaders assembled to discuss church business and were instructed to organize the church’s mercantile and publishing endeavors and be creating a “firm.”

This firm, known as the United Firm,

was organized in April 1832 and disbanded in 1834. Sometime after its dissolution, under the direction of Joseph Smith, the phrase “the affairs of the storehouse for the poor” replaced “mercantile and publishing establishments” in the revelation, and the word “order” replaced the word “firm”.

Godfrey noted the replacement of the word firm with the word order should not be confused with the United Order in Utah. It is not the same.

“The firm had so much bad debt it couldn’t finance a printing office,” Godfrey said.

In 1834 Joseph Smith relied on donations to fund the Kirtland temple and from 1836-37 he set up the Kirtland Safety Society, but a national panic caused a banking system failure.

This is the place

Brigham Young was the driving force for self-sufficient mercantilism and had a clear vision of what needed to happen to build the kingdom.

“He didn’t want the saints to rely on non-Mormons, but to be self-sufficient,” Godfrey said.

Young asked the women of the church to play a big part in marching the mercantile forward. Through ZCMI, many

LDS wards set up mercantile systems of their own.

Women opened their own Women’s Co-operative Store Exchange from Ogden to St. George. Eliza R. Snow, following Young’s orders, opened one in 1876.

It stayed open through 1890.

“Our Female Relief Societies are doing immense good now, but they can take hold and do all the trading for these wards just as well as to keep a big loafer to do it,” Young said at the April 1869 General Conference, quoted in “Building the City of God” by Leonard J. Arrington. “It is always disgusting to me to see a big, fat, lubberly fellow handing out calicoes and measuring ribbon; I would rather see the ladies do it.”

Brigham Young continued in the address and said, “The ladies can learn to keep books as well as the men; we have some few, already, who are just as good accountants as any of our brethren.

Why not teach more to keep books and sell goods, and let them do this business, and let the men go to raising sheep, wheat or cattle.”

President John Taylor, who also wanted self-sufficiency, started Zion’s Central Board of Trade to help promote different professions, according to Godfrey. It was then they started marketing goods out-

side of Utah to produce jobs.

However, by the 1880s the church was in trouble again, according to Godfrey.

Church leaders wanted statehood and polygamy stood in the way. Church and business leaders who practiced polygamy went underground and were imprisoned. The economy took a dive.

Sweet success

In 1890 Woodruff released the Manifesto on polygamy, thus giving the church statehood, and leaders the ability to resume economic enterprises.

Woodruff lead the church’s involvement in the sugar industry, again. In an earlier attempt the sugar idea was a bust. This time leaders and business entrepreneurs learned they could make sugar out of beets. Beets grow well in Utah and Idaho.

“They went to Wilford Woodruff for money,” Godfrey said. “He said it was inspired by the Lord. The church needed to be in the sugar business. It created jobs, cash and crops for farmers. Wilford Woodruff then assigns apostles to raise money for the Utah Sugar Company.”

The Idaho Sugar Company was also making money.

By 1907 Utah and Idaho amalgamated the sugar companies and it became Utah-Idaho Sugar.

The church felt the sweet success of the sugar business. However, because of the church’s involvement in sugar and its hefty profits, it received negative attention from Washington D.C. The Department of Justice and the Federal Trade Commission accused the church of profiteering

Daily Herald September 24, 2017 7

2018 Church History Symposium The 2018 Church History Symposium, March 1-2 at Brigham Young University will feature “Business, Wealth, Enterprise, and Debt: The Economic Side of Mormon History, 1830-1930.”

The symposium will explore the intersection of finance and religion in the LDS Church.

In 1958, Leonard J. Arrington published “Great Basin Kingdom,” a seminal study in Mormon economic history. Arrington followed this work with several other studies pertaining to the economic history of The Church of Jesus Christ of Latter-day Saints and of the State of Utah.

Other scholars have examined in detail financial operations of the church in Ohio, Missouri, and Illinois, including explorations of the law of consecration (first revealed to Joseph Smith in 1831) and its implementation, enterprises such as the United Firm and the Kirtland Safety Society, and the economic impact of creating new communities throughout the Great Basin. during World War I. The FTC said the church was involved in unfair trading. In the 1920s the church received a cease and desist order on the sugar company. There was an appeal.

In 1927 the Supreme Court overturned the case on a technicality. U&I Sugar continued through 1970.

Joseph Smith and Brigham Young thought as prophets nothing was out of their purview. Both felt they were in charge of the spiritual and temporal well-being of the church.

Picking up where Arrington and others left off, there are new developments in the study of gender, society, race, and the environment that can enlighten the financial aspects of Mormon history.

In doing so, scholars will take a fresh look at Mormon history through the vantage point of economics and finance. Organizers hope this symposium will add to, complicate, or even revise portions of the standard economic history narratives mentioned above, while also exploring other areas of Mormon history through an economic and spiritual lens.

Co-Chairs for the event include Michael Hubbard Mackay, BYU; Matthew C. Godfrey, Church History Department; with committee members Mary Ann Woodger, BYU and Elizabeth Kuehn, Church History Department.

This event is sponsored by the Religious Studies Center at Brigham Young University, BYU Continuing Education, BYU Church History and Doctrine, the Church History Library, and the Church History Museum.

“They were all wrapped up in trying to provide for the church,” Godfrey said. “To the detriment of our spiritual growth we put leaders on a pedestal, when they are not perfect. Brigham Young and Joseph Smith never claimed to be perfect. The saints who knew them weren’t perfect.”

According to Godfrey, it wasn’t until after World War II and the presidency of David O. McKay that the church really began looking outside of itself to market to the world and finally gained a firm financial foundation.

8 LDS GUIDE

ZCMI: the mercantile kingdom with a mission GENELLE PUGMIRE

Daily Herald

M

ost LDS women over 50 might remember eating lunch at the Tiffin Room at ZCMI. For many young Utah girls (and boys) having their first Tiffin room meal was almost a rite of passage, along with a first Gold and Green Ball and dating when you turn 16.

Zion’s Co-operative Mercantile Institution was the largest department store in the Intermountain West at one time.

Members of the LDS Church who shopped there financially helped build the ZCMI kingdom.

ZCMI opened for business on March 1, 1869.

“ZCMI was a wholesale and retail merchandise operation founded by Brigham Young based in Salt Lake City (with additional branches for distribution in Provo, Ogden, Logan, and Soda Springs, Idaho), said “ZCMI, as a wholesaler, collected goods made in the Utah territory and imported other goods from the East and sold them to the retail outlets.”

Thompson said the “cooperative” nature of the organization came in the form

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Workers at the Provo Cooperative Woolen Factory made much of the fabric that was sold at ZCMI and used to make ZCMI-brand clothing. of the 150-plus independent stores that bought their retail inventory from ZCMI. These stores, created and operated by local communities and LDS wards, were financially independent of the parent ZCMI. ZCMI became one of the biggest wholesale/retail organizations in the West.”

ZCMI was created by Brigham Young for four main reasons: first, to stop the price gouging by “gentile” merchants who were selling goods at outrageous prices to the Saints in the early Utah Territory in the 1850s and 1860s. Second, it was created to provide goods at fair and uniform prices

to rural communities. Third, ZCMI’s purpose was to encourage and promote the local manufacture and consumption of those goods in order to obtain economic self-sufficiency in the Utah territory and be independent of the national market.

Finally, and most importantly, it was seen as a preparatory step in fostering economic equality among the Saints so that there was “no poor among them” so that they could live the Law of Consecration and Stewardship that the Saints had failed to live previously in the 1830s and 1850s, Thompson said.

“Brigham Young was a champion of ‘home manufacture’ hoping that everything that the Saints needed could be created in Utah by Utahns,” Thompson said.

“Shortly after ZCMI was established, it was making its own line of shoes, boots, overalls, coats, men’s pants, vests, shirts, and undershirts (most of the cloth was supplied by the Provo Cooperative Woolen Factory). Furniture, food, and livestock were also produced and sold through ZCMI.” Products that could not be produced in Utah were imported from the East.

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Interior view of the ZCMI building from the upper floor. Brigham Young insisted on using large skylights which were large enough to provide light to the floors below.

It should be mentioned that ZCMI was viewed as a monopoly by the “gentile” merchants (many of whom were forced out of business), but several of them focused their marketing to the mining and other non-Mormon communities and were very successful such as the Walker Brothers and the Auerbachs.

The cooperative stores were set up by local communities or wards (the Tenth Ward in Salt Lake was the first such to sponsor a store) and though they received goods from ZCMI, their finances and operations were kept separate. As a member of the cooperative, a store would carry a sign inscribed with “Holiness to the Lord, Zion’s Co-operative Mercantile Institution” to let consumers know their affiliation.

Over the years stores were founded throughout the west including several in Salt Lake, throughout Utah, Wyoming, Idaho, and, surprisingly, even in Deadwood, South Dakota,” Thompson said.

In the 1970s, ‘80s and ‘90s ZCMI became a higher end department store and catered to a wealthier clientele.

There are several reasons ZCMI closed.

Beginning in the early to mid-1990s, the national retail industry was going through a period of transition with the proliferation of big-box stores, the invention of internet shopping, and the preference for specialty store and catalog shopping.

“The introduction of Dillard’s into the Utah market also impacted their business,” Thompson said. “ZCMI had had a bit of a monopoly for many years on the middle class market filling the merchandise gap between JCPenney and Nordstrom’s. When Dillard’s built two huge stores at South Towne Mall and Provo Towne Centre in the mid-1990s they lured many of ZCMI’s customers away with great sales and brands not available at ZCMI.” In an address given at the October 1999 General Conference, President Gordon B. Hinckley hinted that ZCMI was nearing its end when he indicated that the church was pulling out of businesses not “central to its mission.”

Later that month, it was announced that ZCMI would be taken over by the St. Louis-based May Company.

ZCMI was not alone: during this period iconic department stores in San Francisco and Los Angeles crumbled including I. Magnin, The Emporium, Bullock’s, and The Broadway (incidentally, Weinstock’s, which had stores at Crossroads Plaza and Fashion Place Mall, was part of the company that owned The Broadway).

The May Company retained the ZCMI name for two years before rebranding them as Meier and Frank stores. A few years later, the May Company was bought out by Federated Department Stores and all of the former ZCMI stores became part of Macy’s.

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A look at the development of LDS literature ‘Mormon literature helps us figure out what it means to be Mormon’ LAURA GILES

Correspondent

T

he written word has been an important part of the culture of members of The Church of Jesus Christ of Latter-day Saints and text that is designed to appeal to the LDS reader began its published life over 100 years ago.

Deseret Book had its beginnings in 1866 with the first edition of “The Juvenile Instructor,” published

by George Q. Cannon. Elder Cannon was troubled by the rise of what he considered trashy magazines and books. To solve the problem, he launched the semiweekly magazine. The cost was $3 per year, to be paid in cash or produce.

At that time, George Q. Cannon & Sons was established as a retail bookstore and publishing business. In 1871, Deseret News Publishing Company began publishing books. In 1901, When George Q. Cannon died, the bookselling division of George Q. Cannon & Sons was sold to Deseret News and “The Juvenile Instructor” was sold to the Deseret Sunday School Union. Eventually, the two companies merged and, in 1920, the First Presidency and Quorum of the Twelve of the LDS Church approved

the name “Deseret Book Company.”

Now, Deseret Book publishes about 70 to 80 book and audio titles each year, according to Haley Lundberg, Communications Manager. Some of the company’s best-selling authors include Thomas S. Monson, Gordon B. Hinckley, John Bytheway, Sheri Dew, Gerald Lund and Neal A. Maxwell, according to Lundberg.

Literature in Utah County

Since that first magazine came out in 1866, many more books have been published, geared toward the LDS reader.

Covenant Recordings was founded in 1958. At that time, the company sold gold LP records of the Book of Mormon door-to-door, according to Managing Director Robby Nichols. In the late 1970s, the company changed ownership and expanded its offerings to include talk tapes and other audio products. The company began publishing books in the mid-1980s and changed its name to Covenant Communications in the early 1990s. Covenant was sold to Deseret Book in late December 2006.

Several authors and artists that are published through Covenant Communications have sold more than one million copies, including Chris Heimerdinger who writes the Tennis Shoes Adventure Series. Another author who has sold more than one million copies is Anita Stansfield, who writes LDS romance.

Covenant Communications publishes 90 to 100 books each year and almost that many audio books.

Covenant publishes about 10 children’s books every year. According to Nichols, physical book sales have decreased since the advent of digital publishing roughly a decade ago, but the company is selling many more e-books.

“Fiction continues to sell well, with Regency romance being a very popular genre,” said Nichols.

“When I started working at Covenant 28 years ago, it seemed like almost all of the LDS fiction had a conversion element in the plot,” said Nichols. However, that is no longer the case. “Now we are publishing about as many wholesome historical romance novels as LDS-themed novels,” he said.

Inspired by his desire to publish virtuous and praiseworthy content into the world, Lyle Mortimer began Cedar Fort Publishing in 1986 in Springville, Utah. Cedar Fort currently publishes about 120 books each year. This is a decrease from previous years when the company published about 150 to 180 titles yearly, according to Vikki Downs, Marketing Manager. In order to follow the evolving industry trends, Cedar Fort has begun to offer self-publishing services as well as publishing manuscripts.

“While we still enjoy publishing both adult and children’s national content, we respect our unique role in meeting the demand for LDS content,” she said.

12 LDS GUIDE

LDS missionary clothing refined and perfected by its industry RYAN THORNE

Correspondent

A

ccording to the LDS Church, there are 70,946 missionaries serving in 422 missions around the globe. These missionaries are trained in various languages and church doctrine at 15 global locations, one of which is located in Provo.

But before these young men and women can embark on two years of service and proselytizing, they must gather the necessary clothing and daily essentials that they rely on back home. These include durable suits and dresses that can weather climate extremes and the rigors of days filled with walking and biking.

To help these young people prepare, outfitters like MissionaryMall and SisterMissionaryMall sprang up to meet the needs of Utah Valley residents.

MissionaryMall and SisterMissionaryMall spokesperson Melissa Clark said that MissionaryMall was started back in July of 1997. SisterMissionaryMall was started in 2006.

She said the businesses were founded and are still owned and operated by Jon & Jenni Theobald.

“They actually started right out of college out selling water purification systems for missionaries, but soon realized that there was a greater need for an all-inclu-

RYAN THORNE PHOTOS

SisterMissionaryMall sales associate Kaitlyn Williams.

She said there are three locations, all located in Utah County.

“Our men’s store is located in Orem, with a store dedicated to sisters just across the parking lot,” Clark said. “In January, we opened up an outlet store in Springville that has both men’s and women’s items as well as our large clearance

From left, Modern Missionary Store manager Rod Staples, sales associates Josh Brown, Cody Till and Jeffrey Robison. sive missionary store,” Clark said. “Having both served missions themselves, Jon and Jenni both have a strong desire to help missionaries prepare for their missions and serve to the best of their abilities.”

selection. Our outlet store has allowed us to centralize our clearance and discontinued items, and gives us more room in our stores to bring in new products.”

She said the Theobalds pay attention to

what fabrics, styles, fits and colors work best for the unique demands of a mission and the specific mission guidelines.

“We have a full alterations department at all of our stores, we do women’s alterations too, with alterations completed within 24 to 48 hours,” Clark said. “This allows us to customize pieces to the missionary.”

“We also offer daily delivery to the Provo MTC daily and can ship items to missionaries while they are out in the field,” she added.

Preparing for a mission can be an expensive and stressful, and because of that MissionaryMall and SisterMissionaryMall offers a two-year clothing guarantee.

“The MissionaryMall two-year guarantee is one of our most recognizable benefits,” Clark said. “This guarantee is a service and benefit designed to help the full-time missionary who originally purchased items from our store, so that they do not have to re-purchase missionary clothing in the mission field.”

She said MissionaryMall and SisterMissionaryMall products have been refined by tried and true tests in the field.

“If we see that something does not last, we stop selling it,” Clark said. “Everything in our store has been tested by real missionaries serving all over the world.”

Another missionary outfitter in the

Utah Valley, Modern Missionary, which outfits male missionaries geared up for proselytizing around the world, carries the CTR Clothing product line.

“Thousands of missionaries around the world are currently wearing our completely non-iron athletic fit CTR shirts and our Drymax socks,” said Orem store manager Rod Staples.

Staples said the CTR Clothing line was developed 14 years ago by a group of retailers with privately owned businesses with “the desire to bring a superior product at a fair price to missionaries.”

“There are 10 privately owned stores that carry CTR Clothing with original names located throughout the intermountain west,” he said. “Modern Missionary itself is a split partnership with the 10 owners. Orem is the flagship location.”

Staples said that Modern Missionary customers should expect to find missionary clothing that is modern both in technology and fit without sacrificing the durability and comfort needed to withstand the rigors of missionary work.

“We manufacture our products with the rigors of missionary work in mind,” he said. “They include features not found in other brands. Also, our staff includes recently returned missionaries that understand the demands of the Modern Missionary.”

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LDS GUIDE

Counsel for preparedness has not changed, but emergency essentials are different BARBARA CHRISTIANSEN

Correspondent

F

or decades, members of The Church of Jesus Christ of Latter-day Saints have been urged to keep a year’s supply of food, even fuel if possible, to be prepared in the event of an emergency.

“Let us again encourage each individual and family to be fully prepared in the elements of personal and family preparedness,” Elder Thomas S. Monson, then of the Quorum of the Twelve Apostles, reiterated in 1981.

Generations ago, preparedness meant buckets of wheat and a grinder in the basement, packages of yeast in the cupboard or refrigerator, and bread making skills learned in youth. Even very young children picked fruit and snipped beans for home canning. Rows upon rows of sparkling fruits and vegetables graced the shelves of many a home.

Since those early years, businesses have sprung up to help families in their quests for preparedness. Initially the companies sold those basic supplies. Eventually some added freeze dried fruits or vegetables to their offerings. Some created basic bases, such as chicken- or beef-soup base. Feeding a family with the items stored was still a matter of knowing how to combine those ingredients and having the necessary appliances or other methods to cook them.

Today, the variety of retailers offering storage items has broadened and so have their goods. You can find an emergency blanket at local bookstores or a no. 10 can of powdered eggs at a big box retailer.

Some Utah County companies specialize in emergency supplies and even ship them around the country. Family Storehouse in American Fork and Emergency Essentials with four stores, one in Orem, are two of those.

Even since their establishment, the trends regarding the needs and wants of the public have changed.

“For years the preparedness groups told us to store corn, beans and wheat,” said Josh Baum, president of Family Storehouse. “For the past two or three years people have really gotten into doing premade meals. A lot of the younger genera-

tion — they don’t even know how to cook.

They are not storing the individual items.”

“Some of the people just getting started don’t know where to start,” he said. “It becomes daunting. Pre-made meals make it easy to shop and they already know what they like.”

“Two or three generations ago, people stored dry milk and grains, in no. 10 cans,” said Kevan Allbee, marketing director of Emergency Essentials. “Now people like ready-made meals in buckets. They can have between a three- and 30-day supply of meals. Right now we are seeing a lot of people who are looking at a ‘one-anddone’ kind of solution.”

The most important essential

The two also agreed that the most important thing to store is water.

“We like to think it is food, but really, if you don’t have three to five days’ worth of clean water, you are in trouble, Allbee said. “A contamination issue in the city could really set you back. In Houston now the number one commodity is water.”

“Look at the natural disasters going on right now,” Baum said. “They are talking about water. It becomes an immediate need.” He said in some places in Houston water was selling for $45 a case.

“Water is the easiest and most inexpensive part of your preparedness plan,” Allbee said. He suggested adding a quarter-cup of bleach to an 80 gallon container of water. It doesn’t affect the taste, but helps maintain its purity. Another way to make stored water more palatable is to pour it back and forth between containers before drinking, which restores some of the aeration that naturally occurs in water.

Reports of an earthquake, flood, hurricane, fire or other natural disaster can cause an upsurge in the sales of emergency preparedness food and related items. However, those do not last too long.

“Three days later and we are right back to normal,” Baum said.

Fear is a short-term motivator to encourage people to prepare for emergencies, Allbee said.

“We try to educate and inform and let that motivate people to get ready,” he said.

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