Word: distributor
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...difference between the raw-material cost and the selling price of the product. This would be above and beyond his regular sales and income taxes. Then the wholesaler of the chairs would also pay a 3% VAT on the amount that he added to the selling price; the distributor and the retailer, too, would pay value-added taxes. These extra costs would ultimately be passed on to the consumer as increased prices...
Moxie and Mink Oil. Only five years ago, Turner gave up selling sewing machines to poor Southern rural blacks and became a distributor for a small cosmetics concern, but he soon wound up broke. He then got a $5,000 bank loan and started his own cosmetics firm, Koscot Interplanetary Inc., in Orlando, Fla. Even before he had a product, Turner had a small staff out recruiting distributors, who were asked to advance up to $5,000 to get in on the ground floor of a great proposition. Amazingly, the recruiters found people willing to pay. The money began...
...foreign cars and Christmas supplies of everything from toys to tree ornaments, which dealers can now sell at prefreeze prices. Even so, the main worry is about dwindling inventories. "Some of our dealers are faced with taking on a second line of products like lawnmowers or tractors," says Datsun Distributor Karl Henning. "You can't keep the store open without any beans on the shelf...
Once the filming was finished, Van Peebles and Sweetback had another round of problems: no distributor would take a chance on the film. Only two theaters in the country would book it. When the talk shows blacked him out, and newspapers ignored Sweetback, Van Peebles took to the street corners "with friends, and chicks I was sleeping with," and passed out handbills touting the film. Van Peebles' fast talk, plus audience word of mouth, made it a limited success. But that was enough. Sweetback will reopen next month in 60 theaters in the greater New York area alone; another...
...Idea and $1,000. While he was still at N.Y.U., Sanford singled out the food-service industry as ripe for consolidation. He noted that restaurants, hotels, hospitals and other institutions that serve food often have to buy their supplies from a number of sources-meat from one distributor, fish and seafood from another, produce from still another. Sanford sensed the need for an all-in-one service that would provide a complete line of foods-from goose to mousse. To get a grasp of the gossip and personalities in the industry that he had chosen, he bought three years...