Word: mobilize
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Dates: during 1980-1989
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Recent events nationwide have heightened theurgency of the South Africa question, according tomany associated with the University's investmentoperations. Just last week Mobil OilCorporation--which has already divested but stillretains strong economic ties throughsubsidiaries--announced that it intended to sellits remaining franchises in South Africa...
...plastic garbage around, the most notorious is polystyrene foam. Besides helping clog landfills, some kinds of foam contain chlorofluorocarbons, which seep into the atmosphere and deplete the ozone layer. But this month two companies that have already removed CFCs from their production process -- Mobil Chemical, a subsidiary of the oil company, and Genpak, a food-packaging manufacturer -- will open the first plant in the U.S. to recycle polystyrene foam...
...that has grown inattentive or slothlike in responding to the needs of its far-flung divisions. Some 1,100 units of U.S. companies have been acquired by their managers since 1982, and it is a blue-chip list: the Montgomery Ward department-store chain, bought by its executives from Mobil; the former ITT subsidiary that makes Scott lawn products; the onetime Unisys unit that produces Nu-kote ribbons for typewriters and computer printers. "Management buyouts create powerful incentives for entrepreneurship, risk taking and long-term planning," says Martin Dubilier, chairman of a New York City investment firm that bankrolls many...
...million drop reflects the fact that Harvard decided during the previous fiscal year to sell its holdings in six companies--Mobil, Texaco, Chevron, Royal Dutch Petroleum, Ford Motors and Phelps Dodge. The CCSR announced that decision last year...
While Wal-Mart was going big-time, Montgomery Ward was taking a tumble. Bought by Mobil for $1 billion in 1976, Ward saddled the oil company with losses that exceeded $100 million a year in the early 1980s. From 1983 to 1987 Ward fell from No. 6 to No. 12 in the retail rankings as its sales declined 30%, to $4.6 billion. But in 1985 Mobil brought in Bernard Brennan to turn things around. Brennan slimmed down the company, selling its catalog operation and a troubled discount division. He transformed many of the remaining stores, filling them with attractive specialty...