Word: corp
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Dates: during 1960-1969
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...into a $1.2 billion firm, Weinstock will repeat the renovation he carried out at G.E.C. He is expected to phase out unprofitable manufacture of heavy generators and transformers, concentrate on telecommunications and electronics, in which the company can compete against such foreign firms as ITT and General Telephone & Electronics Corp. of the U.S., Europe's Philips and Siemens A.G. and Japan's Nippon Electric Co. Ltd. "The future," insists the young executive, "lies with the giants." And Arnold Weinstock obviously classes himself with the giants...
...time he was 29, William Colvin had studied economics at Cornell and business administration at Colum bia; he had worked for three companies to get seasoning for a career in management. He was doing well at his latest job in the corporate planning department of Olivetti-Underwood Corp., where he was involved in efforts to ac quire new companies. Then, one morning, while staring moodily out the window of a New York Central commuter train, Colvin had an idea. Instead of making mergers himself, why not teach other people how to make them...
...rumors of Simon's interest in his company, Reneker claims that he does not plan to let Swift go the way of other meat packers such as Wilson & Co., which was acquired by Ling-Temco-Vought, and John Morrell, which is expected to become the property of AMK Corp. by year's end. Says Reneker: "If you think I'd like that idea for Swift, you are hearing me wrong...
After 34 hours of round-the-clock bargaining, negotiators for the United Auto Workers and Chrysler Corp. one night last week reached weary agreement on a new contract-less than four hours before the strike deadline. Though Chrysler was hardly happy with the generous settlement it had been forced to accept, Company Negotiators John D. Leary and William E. O'Brien greeted the accord with relief. The smallest of the Big Three automakers has been enjoying a sales spurt fueled partly by the strike at Ford. Last month was Chrysler's best October ever-and only by averting...
...Quarrel. When Atlas Credit Corp., a Philadelphia-based investment company, offered $77.50 a share to gain control of Detroit's fourth-largest Commonwealth Bank, Parsons cancelled a business trip to Chicago, huddled for 24 hours with his partners. It would have been ambitious enough just to try for a slice of the bank, but the young partners decided that nothing could be quite so satisfying as complete control. They bettered Atlas' offer by fifty cents a share, organized a public relations campaign that stressed the advantages of hometown ownership. Within three days, after tender offers were counted, Parsons...