Kay: Kay has a full page of store-sponsored coupons right on their website. They correlate to seasons, holidays, and popular items. They also offer special deals and coupons through Groupon.

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While these Vault Values are good, Kay has a clearance page with similar product deals in addition to their coupon page. Jared does, though, offer discounts and coupons through Groupon as well. But in all seriousness, if you purchase a lot of jewelry, it makes sense to get something in return. Although keep in mind that the rewards are toward a second purchase and not the current one. Still, this is a great deal if you plan on returning to Kay for other gifts.

Additionally, you can potentially qualify for a Kay credit card that offers benefits like free jewelry cleaning and inspection, special financing, and promotional pricing on certain items.

Jared: Unlike Kay, Jared has a rewards program that you can sign up for, one that gives cash back for purchases of certain amounts. Also, Jared, like Kay, offers a credit card with almost the exact same benefits, so you can get that free cleaning, special financing, and promotional pricing here too. Advantage: Jared — while Kay might have better rewards from time to time, Jared offers a more consistent reward system that will give you cash back on regular purchases. Kay: Kay stores are traditionally inside shopping malls.

Jared: Unlike Kay, Jared stores are often freestanding or part of a strip mall. The only stipulation is that you must bring the stone in for inspection every six months to qualify. Jared: Jared and Kay have identical policies when it comes to guarantees, warranties, and replacements. It all seems to come down to your buying habits. Often, independent jewelers have their own promotions, rewards, and deals. Sterling and its parent company, Signet, own the jewelry stores that dominate the malls and strip malls, with brands like Kay, Jared the Galleria of Jewelry, Osterman, J.

Robinson, Zales and a dozen others. Often a set of two or three jewelry stores that appear to be competing in a mall are all owned by Signet, its own hall of mirrors. It is the largest jewelry retailer in the United States. In , Le Vian, which sells in Sterling stores, marketed them not as brown but as chocolate. Chocolate diamonds are now a thing. The employment lawyer Dawn and Marie eventually contacted in , Sam J. Smith, knew that Sterling was a large company with stores across the country.

He realized that the things they were saying indicated what might be a systemic problem. The lawyers told Dawn and Marie to tell their colleagues who had worked at Sterling properties to contact them if they had a similar complaint. But all the employees had signed a mandatory arbitration agreement in the flood of paperwork that accompanied their hiring at Sterling — everyone did at the time. The first step of Resolve was an internal investigation.

If the employee was still dissatisfied, the case was sent to arbitration. Sterling paid the arbitrator. Afterward, if there was a settlement, the employee often had to sign a nondisclosure agreement that prohibited the employee from speaking about the case again. The benefit of arbitration to the employee was that the claim was usually resolved more speedily. The benefit to the company was that it was resolved in secret. The secrecy was the point. Hundreds of women called. But then, almost incidentally, the lawyers started to hear about other things.

Women contacting them talked about groping and sexual coercion and sexual degradation and rape. Some men gave statements, too, haunted by what they had seen at the company and what they had participated in. There was Diane Acampora, in Lancaster, Pa. On a shuttle bus back to the resort, she was pulled onto the lap of a manager, who held her tightly as he fondled her. At the same meeting, a district manager tried to kiss her. At a later meeting, she had to leave a hot tub because discussion turned uncomfortably sexual. She was later told that the hot-tub scene turned into an orgy.

And Susan Ballard, an experienced store manager in Savannah, Ga. She refused. There was Amanda Barger, a sales associate who made her way up to assistant manager — who, after five years of employment, complained that she was still making her starting salary but was brushed off by her manager; who watched the new guy who previously worked at a cellphone-cover kiosk be promoted ahead of her; who dared to complain to H.

The sworn statements, when read from beginning to end, are shocking, first for the consistency of horrors across cities and regions. Then for the egregiousness and audacity of the abuse they detail. But as you make your way through the declarations — to that of a woman in Missouri who, upon finding her store manager with his penis exposed, was asked if she wanted to join in, or another woman, whose manager felt her up while her boyfriend, also a Sterling employee, was facing another direction — they become shocking simply for their volume.

When you finally get to the end — Tammy Zenner, who was called Texas Tammy by her colleagues because of the size of her breasts and who complained to her store manager that an executive visiting the store had rubbed himself against her from behind but was told when she complained that she should be flattered — another wave of shock hits you.

Hot-tub orgies? The pay-and-promotions case went on for years.

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There were appeals. Then more appeals. There were motions. There were more motions. Back and forth, back and forth. In , the arbitrator, a retired judge, granted the women class certification, bringing the number of claimants to 69, She had thought this was just a simple wage-gap case. But now the black box of private arbitration was open, and the light shone on the ugliest abuses of power she could imagine, and she could barely stand it. Dawn read those statements and cried. Sterling successfully appealed part of the class certification, reducing the number of women in the case by tens of thousands.

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The women have appealed the decertification ruling in federal court and have been awaiting a decision since last May. Whichever side loses can petition for review by the Supreme Court.



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All this to say: After all these years, the case has progressed only up to the part that determines how many women are part of it. When several of the case files became public following class certification, The Washington Post and The New York Times ran a handful of articles on the case , as did the TV news. But as the women wait for a decision in the appeal, the story has faded. Sterling says that the original suit that was filed was about pay-and-promotion inequity, and that harassment has nothing to do with it. Sterling has, since Dawn and Marie first met with their lawyer, instituted a gender-blind algorithm for determining pay and an intranet program that allowed employees to post their interest in promotion, and says it has eliminated Resolve for any complaints that occurred after In , Sterling hired its first female chief executive, Virginia Drosos, and has worked to achieve gender equity on its board and in the highest levels of the company.

The first female board director was named in ; now there are six. The documents that were made public were heavily redacted, but sometimes those redactions were incomplete enough for me to figure out who was implicated. I spoke with women who were not included in the lawsuit, and to men who were witnesses and also to men who were not witnesses. I spoke to former Sterling employees and some current ones, around the country — more than three dozen in all. What emerged was not just a list of individual horrors and degradations but an accounting of the systems put in place that allowed the abuse to proliferate and kept it from ever becoming known either to the other women at the company or to the public.

The thing is, it was a good job. So many of the women I spoke with said it was glamorous. It was fun. The Sterling workers ruled the malls. Malls were alive; they were where everyone was. And the Sterling women — you could spot them in an instant by their swagger.

They were the public face of what was becoming the biggest jewelry company in the world.