Word: millions
(lookup in dictionary)
(lookup stats)
Dates: during 1960-1969
Sort By: most recent first
(reverse)
...found your article on astrology [March 21] merely gently cynical. Why was it not aggressively antagonistic, as any honest investigation should have been? Take the zodiacal list of careers. I observe that they are all professional; is there no place for a few million Indians who are destined to careers as peasants...
...U.A.W. originally brought up inverted seniority during contract talks in both 1964 and 1967 but got nowhere. The auto companies, which pay most of the bill for unemployment benefits (Ford's fund totals $80 million), fear that the idea would make production cut-lacks so costly as to be self-defeating. In effect, they complain, inverted seniority could force the industry indirectly to pay two men for one job. They also worry that the scheme might destroy incentive and strip plants of experienced workers...
...been using for acquisitions in such areas as Playtex underwear, B.V.D. shorts and, most recently, Schenley Industries. The company had been under the rather tenuous control (14%) of McCrory Corp., a retailing outfit that is 51%-owned by Rapid-American. Thus, by exchanging Rapid securities worth more than $200 million for 62% of Glen Alden's stock, Riklis consolidated his position. "We have come full circle," he said...
...full circle" Riklis means that he has fully recovered from the 1963 disaster-heavy losses and plunging stock prices-that almost cost him his empire. The maneuver strengthens his hand against possible attacks by other acquisition artists. It will also allow Rapid-American, which Riklis estimates earned about $10.9 million last year on revenues of $925 million, to report 62% of Glen Alden's earnings. Last year Glen Alden made a $22 million profit (up from $18 million in 1967) on sales of $788 million...
Riklis is not swearing off mergers entirely, but he is showing an unusual interest in such mundane goals as cutting costs and expanding markets. By internal growth alone, he figures that in five years he can more than double his profits, which he estimates will come to about $47 million in 1969. Since he took over Schenley (1968 sales: $550 million) last fall, he has shaved its operating costs by $10 million. He did it partly by firing surplus executives and partly by setting up inventory procedures that, he says, are at last forcing wholesalers "to learn how to order...