Word: chain
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Dates: during 1940-1949
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...climbed into his plane last week and flew down to San Diego, where Atlas Corp.'s Floyd Odium was inspecting Consolidated Vultee Aircraft Corp., one of Atlas' properties. Hughes was interested in another Atlas Corp. property: RKO. Since the dark days of 1935 when RKO and its chain of theaters were deep in the red, Atlas had gradually bought up 929,020 RKO shares, a controlling (24%) interest. Atlas Corp.'s management, and the war, had put RKO healthily into the black. Now Odium wanted to get out and take his profit...
...buyer eying RKO last week who had never lacked nerve, and usually found the money. Railroader Robert R. Young had not been too pleased with his Eagle Lion Films Inc. His films, mostly Bs, had not impressed either the critics or the public. Young thought the cure was a chain of theaters, better production and a better distributing organization. (All this may also help British Cinemogul J. Arthur Rank, who now has a distributing agreement with Eagle Lion.) Last week, Young liked the idea of buying RKO enough to announce...
...impresses some people," he said deprecatingly, when I pointed to the Phi Beta Kappa key attached to the chain of a fancy Swiss pocket watch he kept lying on the desk to time our progress through History 32. "It's what a man knows that counts, not just the marks he can get"--a rather starting bit of philosophy to hear from a professional tutor. When I read him a list of six topics which Professor Ropp had given out as probable exam questions, Cramer said, "We don't want to aim for any particular topics. This man Ropp fooled...
...Daisy Chain. By mid-1947, the daisy chain of wage and price boosts had yanked up break-even points of many a corporation to the danger point. Warned the National Industrial Conference Board: "Many executives express great concern over the much higher break-even points today than in prewar years. Instances are reported where a moderate sales decline would wipe out all profits and result in deficit operations...
There were only a few examples of the kind of industrial statesmanship that was needed to break the chain. Gambling that business would continue good, young Henry Ford II and International Harvester's Fowler McCormick both tried to help by reducing their prices. Both were forced to put their prices up again. It was not till year's end that another potent hand was laid on the chain. General Electric's Charles Edward Wilson announced that G.E. was cutting prices from 3 to 10% on about half its consumer products, an estimated saving...