Lingering Gottschalks vacancies in California and other states -- at freestanding stores or in shopping malls -- may prove advantageous for Levy, said James Tensor of Arizona-based VSN Strategies, a retail consulting firm.

Because the commercial and retail real-estate market "has been slammed" in the recession, Tensor said, Levy "could be in a position to negotiate some real favorable leases."

Levy said he's counting on customer goodwill from Gottschalks' 104-year history to bring people back. He declined to speculate on whether something could have saved Gottschalks, opting instead to look forward. But he did say he believes a "new" Gottschalk can avoid the same fate as its predecessor by staying small, concentrating on what its customers want, and providing solid customer service.

The old Gottschalks, Levy said, was burdened with a "top-heavy bureaucracy that was too big to support." It had about 5,200 employees spread among its 58 stores, and about 300 people working at its corporate headquarters in northeast Fresno.

"We're going to be very thin," Levy said. "Our executives are going to be doing multiple jobs, and we won't have five assistants helping us."

Robert Wiser, tabbed by Levy to be the chief executive officer and top merchandising manager, reinforced the austerity theme. "There's not going to be any jet planes, no big perks," said Wiser, who was with Gottschalks for 22 years, working as a senior vice president and general merchandising manager when it closed last year. "We're going to be leaner and meaner."

The executive who is shepherding Gottschalks through its bankruptcy case said Levy's new enterprise isn't a surprise.

"I know Joe has expressed interest in trying to resurrect the company in one form or another," said Greg Ambro, Gottschalks' executive vice president and chief operating officer. "But I'm not part of that group, so I don't know anything about the particulars.

Ambro said he didn't anticipate that Levy's use of the Gottschalk name would be a concern for the defunct company.

While a small company doesn't have the volume-buying power of larger competitors, "we have friends out there [among vendors] who are looking for distribution for their products," Levy said. "They will help us get products at the right price."

Wiser said he and his core of former Gottschalks merchandise buyers "know what our customers want, we how to negotiate ... and we have some well-established relationships" with vendors.

Because of the lackluster retail economy, vendors may also be more aggressive to get their products in the hands of more people through smaller chains, said consultant Tensor.

"He may be able to find some buying leverage," Tensor said. "Even if it's nowhere near the volume clout of Macy or JCPenney."