How a Single Mom Created a Plastic Food-Storage Empire

John Ueland
John Ueland

On an unseasonably warm day in April 1954, hundreds of women in cowboy hats gathered outside Tupperware™’s Florida headquarters to dig for buried treasure. There, in a nearby swampy area dubbed the “Forest of Spades,” 600 shovels stood at the ready. The excitement was palpable. At the appointed signal, the women raced for the roped-off soil, grabbed shovels, and began to hunt frantically for loot.

It was the pinnacle of the inaugural Tupperware™ Jubilee, a five-day, gold-rush-themed affair celebrating all things Tupperware™. No expense was spared: To give the event a Western feel, frontier-style buildings with false fronts had been erected and bulls and horses were trucked in. The women, and a smattering of men, had traveled from all across the country to participate. A collection of Tupperware™ dealers, distributors, and sales managers, they made the pilgrimage for the motivational speeches, sales instruction, and especially for the bizarre bonding rituals.

For five hours that day, they prospected for mink stoles and freezer units, gold watches and diamond rings. One of them, Fay Maccalupo of Buffalo, New York, dug up a toy car. When she saw the real Ford it represented, she planted her face against the hood and began to weep, repeating, “I love everybody.” Four women fainted and had to be revived with smelling salts. It was understandable, considering that the total cash value of all the prizes buried in the Florida dirt was $75,000.

Presiding over the treasure hunt was the general sales manager of the Tupperware™ Home Parties division, a 40-year-old woman named Brownie Wise. For hours, she cheered on the ladies from a loudspeaker with an air of royalty. As she watched them hop on shovels and unearth the rewards of their labors, she couldn’t help but feel proud. Wise took satisfaction in seeing her hard work pay off—once again. The jubilee, which she had organized, had all the pizzazz and spirit expected of an official Tupperware™ event. The media agreed: Network news was there to cover it, and Life magazine ran a photo essay highlighting the excitement and glamour.

Clearly, there’s more to Tupperware™ than leftovers. The story of the ubiquitous plastic container is a story of innovation and reinvention: how a new kind of plastic, made from an industrial waste material, ended up a symbol of female empowerment. The product ushered women into the workforce, encouraging them to make their own money, better their families, and win accolades and prizes without fear of being branded that 1950s anathema, “the career woman.”

Digging in the dirt for a gold watch may not mesh with today’s concept of a successful working woman, but at the time, the near-religious fervor seen at the jubilees and other Tupperware™ gatherings demonstrated just how ground-breaking the company’s sales plan was—the product became a multimillion dollar success not by exploiting women, but by embracing and boosting them. All of this was because of Brownie Wise. The story of Tupperware™ is her story.

Brownie Wise, named for her big, brown eyes, was born in rural Georgia. Her parents divorced when she was young, and as a teen she traveled with her mother, who organized union rallies. While touring the Deep South, Brownie started giving speeches at her mother’s rallies and soon proved to be a gifted and motivating orator. She “awed people,” writes Bob Kealing in his biography Tupperware™ Unsealed. “[They] were surprised that someone so young could deliver a speech like a pastor.”

Wise was married briefly, but by 27, she was a divorced single mom in suburban Detroit. During World War II, she worked as a secretary at Bendix Aviation, a company that made parts for navy torpedo planes. It was a decent but unfulfilling job. On the side, Wise penned an advice column for the Detroit News, writing under the alter ego “Hibiscus.” A housewife who led an idyllic life with her child and husband in a home called “Lovehaven,” Hibiscus had everything Wise did not. But what Wise did possess was an endless fountain of determination. As she wrote in a journal at that time, “I wanted to be a successful human being.”

It all started with a bad door-to-door salesman. When a Stanley Home Products salesman knocked on her door and proceeded to deliver a terrible sales pitch for cleaning supplies, Wise scoffed that she could do better. At the time, Stanley was experimenting with a peculiar sales model: home parties. A New Hampshire mop salesman had watched his numbers fly through the roof after he invited a bunch of women over for a party that included a mop demonstration. The company encouraged other salesmen to try the strategy, but many of them delegated the party-hosting to their wives. Thinking it’d be a fun job on the side, Wise started selling Stanley products at parties too. Before long, she was making enough money to quit her job at Bendix.

Wise was blessed with the gift of gab, and her special blend of folksy real talk and motherly encouragement helped her rise through Stanley’s ranks. Soon she was in management and hoping to ascend even higher. But those illusions were quashed at a meeting with Stanley head Frank Beveridge, who told Wise she’d never become an executive. Its halls were “no place for a woman,” he said. Wise returned home furious. The rejection lit a fire in her—she vowed that someday, somehow, she would prove Beveridge wrong.

She didn’t know that the key to fulfilling this dream would be in plastic food-storage containers. Wise first glimpsed Tupperware™ at a sales meeting. One of her coworkers had seen the products gathering dust in a department store and decided to bring them in. At first, Wise didn’t think they were anything special. But when she accidentally knocked a Tupperware™ bowl off the table, she realized its full potential: Instead of breaking, it bounced.

It seemed like magic. Tupperware™ was unlike any home product she’d seen before. It was attractive, coming in pastel colors and flexible shapes, almost like art. More importantly, it was functional—no other competing product even came close. Convinced of its potential, Wise traded in her Stanley brooms in 1949 and started throwing parties to sell Tupperware™. What she didn’t intend, exactly, was to kindle a revolution.

AP

The most amazing thing about Tupperware™ wasn’t that it extended the life of leftovers and a family’s budget, although it did both remarkably well. It was, above all, a career maker. When women came to one of Wise’s parties, they were more than just convinced to buy the product— Wise was such a charming host that she persuaded many buyers to also become Tupperware™ salespeople. The more parties Wise hosted, the more tricks she learned to convert women into Tupperware™ faithful. Putting people on waiting lists, for instance, made them more eager to buy, so she signed them up regardless of whether the product was available. She also discovered that throwing containers full of liquid across the room made customers reach straight for their checkbooks. Amassing more and more saleswomen, Wise encouraged her followers to do the same. By October 1949, she had 19 recruits, enough to move her supplies out of her house and into a larger warehouse. Driven by the idea of making money simply by throwing parties for friends and neighbors, the women in Wise’s workforce ballooned in number. Soon, other Tupperware™ parties were taking place across the country. Wise’s team in Detroit was selling more Tupperware™ than most department stores. This soon attracted the attention of the no-nonsense founder of the Tupperware™ Corporation, Earl Silas Tupper.

Tupperware™, true to its name, was Tupper’s masterpiece, and he was counting on it to make his dreams come true. Having grown up in a poor Massachusetts farm family, he had vowed to make a million dollars by the time he was 30. He hadn’t. He did have a host of esoteric inventions—among them, a fish-powered boat and no-drip ice cream cone—under his belt. But with a wife and family to support, he’d concentrated on a practical career in plastics, first at DuPont and then at a company of his own, which made parts for Jeeps and gas masks during World War II. When the war ended, Tupper decided to buy cheap surpluses left over from wartime manufacturing. He figured he’d be able to do something with them.

That’s how he ended up with a glob of greasy black polyethylene, a smelly waste product left behind when metal is created from ore. Tupper took it and, after months of trial and error, wrangled the slag into submission, creating a light-weight plastic that refused to break. Tupper dubbed it “Poly-T,” and, taking inspiration from the way paint cans sealed, created a flexible container with a noiseless lid that snapped on. He called the box Tupperware™. He patented the seal in 1949 and rolled out 14 products he called the “Millionaire Line.” The only problem? He couldn’t get anyone to buy it.

At least not until Wise came along. Her sales record was remarkable—in 1949, she’d rung up $150,000 in orders and was offered a promotion: distribution rights to the entire state of Florida. In the spring of 1950, she moved south with her son, Jerry, and her mother. She found a store space, and by May she’d opened her business and was scouting for new salespeople.

Still, not everything was going smoothly. Along with disputes over turf with other distributors, she was constantly contending with botched orders, shipping delays, and product shortages. In March of 1951, Wise had had enough. She called Tupper in a fury. It was the first time they’d spoken, but she was too livid for niceties; she ripped into him immediately. This was hurting not just her bottom line, but also his. Did he not understand how crucial it was that the problems be fixed immediately? Tupper assured her that he’d fix any issues and then asked a favor: He wanted to hear her sales secrets.

The next month, the two met at a conference on Long Island and Wise explained her selling technique. It was pointless, she explained, to think that people would see Tupperware™ on store shelves or in catalogs and want to buy it. Instead, people had to touch it, squeeze it, drop it, seal it. They had to experience Tupperware™ from a trusted friend or neighbor. She gave a bold prescription for saving Tupper’s business: Ditch department stores altogether and focus entirely on throwing home parties.

Tupper took the advice to heart. So much, in fact, that the day after their meeting, he created a new division just for home parties and asked Wise to be the general manager. Wise had reached her goal: She had become an executive. It was a perfect fit, too. She had a stellar track record—she was selling more Tupperware™ than anyone anywhere—and Tupper was bowled over by her charm. “You talk a lot and everybody listens,” he said.

“She was the yin to Tupper’s yang,” Kealing writes. “Where he was fussy and reclusive, Wise lived to mingle with and inspire the dealer workforce.” They were a match made in sales heaven. Or so it seemed.

AP

In 1952, the first full year of Wise’s watch, Tupperware™ sales rocketed. Wholesale orders exceeded $2 million. During the last half of the year, sales tripled. Tupperware™ parties did exactly what Wise promised they would, and she became the company’s shining star. That year, Tupper gave her a salary of $20,933.33, more than she had ever made. For her birthday in 1953, he presented her with a gold-dyed palomino horse. Even more remarkably, he gave her the freedom to do practically whatever she wanted. So Wise traveled the country recruiting, presiding over sales conferences, and announcing contests and doling out prizes for incentive—including, sometimes, her own clothes.

By the looks of it, most of Wise’s Tupperware™ recruits fit neatly into the stereotypical role of a proper housewife. But, in reality, they surreptitiously represented a new kind of female empowerment. During World War II, many women had no choice but to enter the workforce. At its end, many of them had no choice but to leave it. Suddenly, selling Tupperware™ at parties allowed women to straddle both worlds. They were employed, yet they didn’t appear to challenge their husbands' authority or the status quo. This pioneering entrepreneurial model allowed them to inhabit a workforce outside of the one the hustling salesman inhabited, and, in many cases, to do even better than he did. And that power relied specifically on a network of female friends and neighbors.

The parties weren’t just a way for women to keep occupied—it was a way they could contribute to their family’s bottom line. Most women who worked outside the home had low-paying jobs in fields like light manufacturing, retail, clerical work, and health and education. The money—committed dealers could bring in $100 or more per week—was a revelation. The opportunity for success was so great that the husbands of some Tupperware™ ladies left their own jobs to work with their wives.

Wise was something of an early Oprah, giving away fantastic prizes, operating in a grass-roots, word-of-mouth fashion and showing rather than telling other women how to succeed in the comfort of their own homes. The fact that she made many women understand the benefits of becoming salespeople, building the brand further, simply made her a fantastic executive.

Wise embraced the spirit of female entrepreneurship wholeheartedly. In her prime, she wrote a morale-boosting newsletter called Tupperware™ Sparks, published a primer called Tupperware™ Know-How, and had a 52-minute film, A Tupperware™ Home Party, made as a training tool. She even convinced Tupper to move the company headquarters to Florida. When Tupper bought property in Kissimmee, Wise turned it into a Mecca-like pilgrimage site for Tupperware™ devotees.

Part of the power of Wise’s sales technique, which at times seemed more faith than business, was that it gave the impression that the sky was the limit, and it relied on collective power. This wasn’t just the traditional salesperson’s dog-eat-dog world: Instead, the group was a “family” that helped one another climb to the top. Women who had previously only had their names in print upon birth or marriage were being recognized for their success, with their names, photographs, and accomplishments appearing in Wise’s newsletters. Along with making their own money, they received rewards—top distributors got cars—and the chance to collaborate with other women in a friendly but competitive environment. Wise increased the fervor with her annual jubilees, which had their own rituals, like candlelit graduation ceremonies and group sing-alongs featuring choruses of “I’ve got that Tupper feeling deep in my heart.”

“No woman got praised for scrubbing floors,” Elsie Mortland, who became Tupperware’s™ Home Kitchen Demonstrator, told Kealing in an interview in 2005. “But when they got praised for selling Tupperware™, they had something to be proud of.”

Wise was the head of the household, and the Tupperware™ ladies all wanted to be a part of her extended family. Success was limited only by how hard a person was willing to work, a belief that Wise preached passionately. Unfortunately, she had been duped into thinking her boss shared that opinion.

Alamy

As Wise became the face of Tupperware™, sales and press continued to skyrocket. In 1954, she was the first woman to appear on the cover of Business Week. But as glowing as the magazine’s profile was, it contained warning signs about the future of her partnership with Tupper. The piece credited Wise and her sales technique with Tupperware’s™ estimated $25 million in retail sales and seemed to downplay Tupper’s role as president of the company he had created.

Tupper had never craved the spotlight; in fact, he was known to use the back door of his office to avoid attracting attention. But he was keen to ensure that his product, not an employee, received the lion’s share of any attention. And somewhere along the way, Wise had started to upstage the plastic containers she helped make famous. After the Business Week article, Tupper wrote a note to Wise that contained a glimmer of the storm that was to come: “However, good executive as you are, I still like best the pictures ... with TUPPERWARE!”

The good press continued but, in 1955, after several powerful distributors left the company, sales began to lag. Hard times strained Wise and Tupper’s relationship. By 1956, angry letters were flying back and forth between them, and at one point, Tupper stopped taking Wise’s calls. Her complaints and frank criticisms, previously helpful, had become jabs he couldn’t endure. He also started to believe that she was costing him money, irked that she had her own side business selling self-help books at company events. More to the point, he started to suspect that if he tried selling the company—which he was planning to do—having a female executive would get in the way.

Finally, in 1958, Tupper flew to Florida and fired Wise. After a heated legal battle, she received only $30,000 as a settlement. She didn’t own her house and was ordered to vacate. She had no stocks in the company; she didn’t even own many of the clothes she wore. The man she’d helped make a millionaire didn’t seem to care: Tupper ordered her name expunged from the company history and buried the 600 remaining copies of her book in an unmarked pit behind Tupperware’s™ Florida headquarters. Later that year, he sold the company to Rexall Drug for $16 million, divorced his wife, and bought an island in Central America. He died in Costa Rica in 1983. Wise, on the other hand, tried starting new companies but never achieved the same success she had with Tupperware™. She led a quiet life with her horses, pottery, and her son until she died at her home in Kissimmee in 1992.

Her influence, however, has not waned. Today, according to the PBS American Experience documentary Tupperware!, the product is sold in about 100 countries, while “every 2.5 seconds, a Tupperware™ party is held somewhere in the world.” In this respect, the Golden Age of Tupperware™ hasn’t ended so much as it has solidified. When was the last time you stored food in a plastic container with a sealing mechanism? Tupperware™ is so much a part of our food culture that we don’t even think about its continuing influence, and yet we still rely on it daily.

This story is one of reinvention too: a useless plastic reimagined into something needed, of food being stored in wholly new ways, of women emerging from their kitchens to showcase their worth and proclaim their identities, of sales techniques evolving to embrace the customer, and of the singular character of Brownie Wise, who changed what it meant to be a woman in the workforce. Because of that, as Houston Post writer Napoleon Hill wrote in 1956, “It has been estimated that Brownie Wise has helped more women to financial success than any other single living person.”

Early in Wise’s tenure at the company, Tupper presented her with a piece of the raw polyethylene he’d used to make Tupperware™. She saw it as poetic proof of his vision: He had created something beautiful from this unappealing glob of plastic, using nothing but imagination and persistence. It was “the best sales story I have ever heard in all my life,” she wrote. She considered “Poly,” as Tupper called it, a prized possession and would have her women touch it for good luck, telling them, “Just get your fingers on it, wish for what you want. Know it’s going to come true, and then get out and work like everything ... and it will!”

5 Weird American Cemetery Legends

iStock/grandriver
iStock/grandriver

These strange, spooky cemetery tales of vampires, ghosts, and bloody headstones will keep you up at night. (If you're not too scared, add them to your next cemetery road trip, and keep this guide of common cemetery symbols handy for when you visit.)

1. The Vampire of Lafayette Cemetery

Perhaps it's not surprising that a grave with "born in Transylvania" etched on it would invite vampire comparisons. Local legends say that a tree growing over this grave in Lafayette, Colorado, sprung from the stake that killed the vampire inside, and that the red rosebushes nearby are his bloody fingernails. There are also reports of a tall, slender man in a dark coat with black hair and long nails who sometimes sits on the tombstone. It's not clear what the man who bought the plot—Fodor Glava, a miner who died in 1918—would have thought of all these stories, especially since he might not have actually been buried there.

2. The Green Glow of Forest Park Cemetery

The abandoned Forest Park Cemetery (also known as Pinewoods Cemetery) near Troy, New York, is known for several urban legends. One of the strangest concerns local taxi drivers, who say they pick up fares nearby asking to go home, only to have the passenger mysteriously vanish when they drive by the cemetery. Others tell of a decapitated angel statue that bleeds from its neck—although the effect may be attributed to a certain kind of moss. But one of the eeriest parts of the grounds is a dilapidated mausoleum said to be home to a green, glowing light often seen right where the coffins used to be located.

3. The New Orleans Tomb That Grants Wishes

Famed "Voodoo Queen" Marie Laveau is buried in arguably the oldest and most famous cemetery in New Orleans, St. Louis Cemetery No. 1. (Or said to be, anyway—some dispute surrounds her actual burial spot.) For years, visitors hoping to earn Marie's supernatural assistance would mark three large Xs on her mausoleum; some also knocked three times on her crypt. However, a 2014 restoration of her tomb removed the Xs, and there's a substantial fine now in place for anyone who dares write on her tomb.

4. Pennsylvania's Bleeding Headstone

The Union Cemetery in Millheim has one of the nation's weirder headstones: It's said to bleed. The grave belongs to 19th-century local William (or Daniel) Musser, whose descendants tried to replace the tombstone repeatedly, but the blood (or something that looked like blood) just kept coming back—until they added an iron plate on top.

5. Smiley's Ghost in Garland, Texas

A single plot in the Mills Cemetery is home to five members of the Smiley family, who all died on the same day. Rumor has it that if you lie down on the grave at midnight (especially on Halloween), you'll find it very difficult to rise back up, as the ghost of old man Smiley tries to pull you down, hoping to add one more member to the family's eternal resting place.

16 Soothing Facts About Muzak

Keith Brofsky/iStock via Getty Images
Keith Brofsky/iStock via Getty Images

Whether you know it as background music, elevator music, or, as Ted Nugent once called it, an “evil force causing people to collapse into uncontrollable fits of blandness,” Muzak has ruled speakers for the better part of a century. Press play on your favorite easy-listening album and scroll on for some unforgettable facts about the most forgettable genre of music.

1. Muzak is a brand name.

Much like Chapstick, Popsicle, and a certain type of vacuum-sealing plastic food container, Muzak is a registered trademark. It began as the name of the company that first produced the easy-listening instrumental tunes that played in factories, elevators, and department stores. As its popularity grew, people started to use Muzak as a generic term for all background music.

2. Muzak was invented by a U.S. army general.

Major General George Owen Squier
Library of Congress // Public Domain

During World War I, Major General George Owen Squier used electrical power lines to transmit phonograph music over long distances without interference. He patented this invention in 1922 and founded Wired Radio, Inc. to profit from the technology. The company first devised a subscription service that included three channels of music and news and marketed it to Cleveland residents for $1.50 per month. When Squier and his associates realized their product was a little too close to regular (free) radio, they started pitching it to hotel and restaurant owners, who were more willing to pay for a steady broadcast of background music without interruptions from radio hosts or advertisements.

3. The name is a portmanteau of music and Kodak.

In 1934, Squier changed the name of his business from Wired Radio to Muzak, combining the first syllable of music with the last syllable of Kodak, which had already proven to be an extremely catchy, successful name for a company.

4. Muzak has been releasing instrumental covers of pop songs since its inception.

The first-ever original Muzak recording was an instrumental medley of three songs performed by the Sam Lanin Orchestra: “Whispering,” by John and Malvin Shonberger, “Do You Ever Think of Me?” which was covered by Bing Crosby, and “Here in My Arms,” by Lorenz Hart and Richard Rodgers from the 1925 Broadway musical Dearest Enemy.

5. Muzak was briefly owned by Warner Bros.

The sound of Muzak was wafting across the country by the end of the 1930s, which caught the ears of Warner Bros. The company bought Muzak in 1938, fostered it for about a year, and then sold it to three businessmen: Waddill Catchings, Allen Miller, and William Benton (Benton would later publish the Encyclopaedia Britannica and serve as a U.S. senator for Connecticut).

6. Muzak was designed to make factory workers more productive.

Muzak manufactured soundtracks, based on a theory called “stimulus progression,” that consisted of 15-minute segments of background music that gradually ascended in peppiness. The method was meant to tacitly encourage workers to increase their pace, especially during the productivity lulls that often occurred during the late morning and mid-afternoon.

7. Muzak helped calm anxious elevator passengers.

Since more advanced electric elevators diminished the need for elevator operators in the mid-20th century, passengers were often left alone with an unsettling silence that made them all too aware that they were hurtling upward or downward in a steel box. Soft, calming Muzak played through speakers offered the perfect distraction.

8. There’s a reason Muzak's tempo is slower in supermarkets.

Just like factory workers might move faster while listening to fast-paced tracks, you might slow down while shopping to slower-tempo Muzak—which is exactly what supermarket owners want you to do. The more time you spend in a store, the more likely you are to toss a few extra snacks in your cart. (It's unclear whether the slower music might inhibit the productivity of supermarket workers.)

9. More than one U.S. president endorsed Muzak.

Muzak was installed in the White House during Dwight D. Eisenhower’s administration, but he was arguably only the second biggest presidential fan of the genre. Lyndon B. Johnson actually owned Muzak franchises in Austin while serving as a U.S. Senator from Texas.

10. Andy Warhol was also a fan of Muzak.

Andy Warhol
Graham Wood/Evening Standard/Hulton Archive/Getty Images

Pop culture aficionado Andy Warhol supposedly said, “I like anything on Muzak—it’s so listenable. They should have it on MTV.”

11. Ted Nugent offered to buy Muzak for $10 million to “shelve it for good.”

In 1986, the Whackmaster put in a bid to purchase Muzak from parent company Westinghouse just to shut it down. According to the Ottawa Citizen, he called it an “evil force” that was “responsible for ruining some of the best minds of our generation.” Westinghouse rejected the bid.

12. Muzak didn’t formally introduce vocals until 1987.

As part of a rebranding campaign to modernize Muzak, the company started adding voice-accompanied tunes in 1987. Before that, Muzak broadcasts had only featured voices twice. The first was an announcement that Iran had freed American hostages in 1981, and the second was as part of a worldwide radio broadcast of “We Are the World” in 1985.

13. 7-Elevens blared Muzak in parking lots to chase off loiterers.

7-Eleven storefront at night
Mike841125, Wikimedia Commons // Public Domain

In 1991, 7-Eleven parking lots in Southern California became well-trafficked watering holes for youth who evidently had no place else to go. To deter them from loitering with skateboards, beer, and lots of teen angst, the stores blared Muzak—and it worked. “It will keep us away,” one young loafer told the Los Angeles Times. “But they’re torturing themselves more than us because they have to sit inside and listen to it.”

14. Seattle is the capital of Muzak.

Though it's well known as the birthplace of grunge, Seattle also had a thriving elevator music scene. Muzak based its corporate headquarters there in the 1980s, and three other leading background (and foreground) music corporations opened in the city over the years: Yesco Foreground Music, Audio Environments Inc., and Environmental Music Service Inc.

15. Kurt Cobain wanted Muzak to cover Nirvana songs.

When an interviewer told the Seattle-based rock star that Muzak didn’t recreate Nirvana tracks because it found them too aggressive for its purposes, an amused Cobain said, “Oh, well, we have some pretty songs, too. God, that’s really a bummer. That upsets me.”

16. It’s no longer called Muzak.

In 2013, an Ontario-based sensory marketing company called Mood Media acquired Muzak. The company, which provides music, smells, signs, lights, and interactive displays to businesses to achieve a certain mood, consolidated all of its services under the Mood brand, effectively killing the Muzak name (at least officially).

SECTIONS

arrow
LIVE SMARTER