As a 100 store chain, we looked very good indeed." In addition to dozens of store closures, warehouse operations were consolidated and new distribution centres built. Galen Weston next brought in Toronto designer Don Watt. Known for his innovative product packaging and use of photography, Watt proposed a complete makeover of Loblaw's corporate image and retail space. Although Watt had little experience in supermarket design, Weston gave him the go ahead to remodel one of the stores. Weston reportedly told Watt that, "Loblaws is in such trouble that if it doesn’t work, it doesn’t matter. If it works - good." On a budget of only $30,000, the renovations took place at night so the store could stay open during the day. Along with a complete redesign inside and out, that included new colours and a new repeating 'L' Loblaws logo, Watt made changes to traditional grocery store layout. He doubled the floor space of the produce department and moved it from the back of the store to the front. He also introduced new design elements such moveable bins and huge photo enlargements of fresh fruits, vegetables and meats to graphically convey quality and freshness. Wood panelling covered over old walls and broken mirrors to give the interior a fresh, contemporary feel. Within the first few months of the remodelling, sales increased 60 percent. Meanwhile, on the promotional side, a new advertising campaign was rolled out which featured Canadian actor William Shatner of "Star Trek" fame. TV viewers were told that, "More than the price is right...but by gosh, the price is right." Other changes involved the introduction of basic managerial techniques, such as profit and loss statements at the store level. But as the company slowly regained market share in Ontario, it began bleeding red ink when it came to its U.S. operations and in particular its National supermarket chain. The company initiated a similar program of rationalization and renewal which saw hundreds of stores closed and others remodelled. In 1976, Loblaw suspended the dividend on both its Class A and B shares as management cited "anticipated large extraordinary loses" by year’s end. The company also sold its Chicago Division of National supermarkets, purchased by A&P, after continued losses. In Canada, Nabob Foods Limited was also sold off. Meanwhile, parent George Weston Limited injected an additional $29 million into Loblaw through a purchase of treasury shares. By the end of the decade, through rationalization of both its retail stores and various businesses, Loblaw Companies Limited, as well as George Weston Limited, had returned to profitability.