Word: profitable
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Dates: during 1970-1979
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...basic standard, which calls for companies to limit price rises over the next year to half a percentage point below their average annual rises in 1976-77. Still higher increases may be made by companies with special problems, like rapidly rising raw material costs, so long as their pretax profit margins do not go above the average for the best two of the past three years. The trouble is that more and more corporations intend to take this profit-margin approach, which is extremely difficult to monitor...
Firestone has lived this year with slumping profits, a falling stock price and bad publicity over alleged defects in its 500-series radial tires. Last week it signed a pact with the National Highway Traffic Safety Administration promising to recall and replace up to 7.5 million of the radials, which are no longer being manufactured. After tax write-offs, the company expects the recall to cost $135 million, or more than its $110 million profit last year...
...problems of little staff and no turf are compounded because Kahn does not want to serve as the Administration's major jawboner or supervise the day-to-day monitoring of wages and prices. He prefers to leave the handling of 7% wage guidelines and the figuring out of profit margins to Barry Bosworth, the Council on Wage and Price Stability director, another academic who is temperamentally unsuited for the job. Instead, Kahn sees his role as an inflation ombudsman. He says that he wants to restrain Government activities that foster inflation. Kahn plans on cutting regulation, loosening up building...
...financial side of the business was often overlooked by the original entrepreneurial managers, who relied on high profit margins to cover up sloppiness. Under Charles Revson, Revlon ground out products in huge volumes, took long risks with new lines and often wound up getting piles of merchandise returned from stores. Many other cosmetics makers still do, but at Revlon, Bergerac has put in tight inventory controls and persuaded customers to pay bills more promptly. He figures that if the company were still being run the way it was when he arrived, it would have...
About a third of Revlon's sales come from its health-care business: drugs to control high blood pressure, antiacne soaps, diagnostic laboratories. Revson began diversifying into this field; Bergerac has pushed much further, mostly by acquisition. The products are related, he notes, and Revlon's pretax profit margins in health care (25.5%) are even higher than in beauty products...