Word: mergers
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Dates: during 1960-1969
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...Midwest, where the railroad map is incredibly tangled, several efforts are under way to unsnarl it. The aggressive Chicago & North Western, run by Ben Heineman, has merger agreements worked out with the Chicago Great Western, and would like to include the Milwaukee Road. The Illinois Central and Gulf, Mobile & Ohio, with 9,200 miles of frequently parallel track, hope to merge too. The Missouri Pacific is anxious to take over the Atchison, Topeka & Santa Fe. The three "Northerns"-the Great Northern, the Northern Pacific and the Burlington-have been given tentative ICC permission to combine lines that cover most...
Sustained Sentiment. The man who is slated to preside over the Penn Central, fittingly enough, is the man who started the merger trend. It was Saunders, as president of the Norfolk & Western, who arranged for the takeover of the Virginian Railway in 1959 and laid the groundwork for the N. & W. to acquire the Nickel Plate and the Wabash. Born in McDowell, W. Va., Saunders grew up in Bedford, Va., within sight and sound of the N. & W.'s main line through the coal fields. He attended college in the town where the N. & W. has its headquarters. Even...
...advantages of diversification, Saunders always looked upon consolidation with the New York Central as his most important project. The two lines were in the process of beating each other into bankruptcy. As early as 1957, merger talks had started between Saunders' Pennsy predecessor, James M. Symes, and the Central's Robert Young. Then, after Young committed suicide in 1959, he was succeeded at the Central by Perlman, an M.I.T. graduate who was with the Denver & Rio Grande before Young brought him back East. As it happened, Perlman was most reluctant to couple with the Pennsy, and Saunders...
Without Illusions. While Saunders was maneuvering so skillfully toward merger, an unexpected problem arose: the New York Central began making noises about backing out of the deal. Elated by rising profits in 1966, Perlman announced that the Central appeared to be "recession-proof" and might not have to merge in order to prosper. Saunders paid calls on Central directors, pointed out that their line, unlike the Pennsy, was not widely diversified; he warned that a dip in the general economy would cause the Central painful headaches. Last year's mini-recession proved Saunders right. Rail returns for the less...
More than 3,000 major merger problems have been discussed. One of the first projects was to take an inventory of all the equipment on both roads, from diesel engines down to dining-car flatware. A unified purchasing system for 180,000 kinds of hardware should save $750,000 a year. Altogether, eventual savings from combined operations should be at least $80 million a year. Plans have been made to eliminate about 1,000 miles of duplicate tracks, and computers were called into service to help decide upon the best routes. With a choice of two main lines from Chicago...