Word: retailing
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Dates: during 1940-1949
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...same size shirt. Some of New York City's 280 local boards deferred policemen and firemen while others did not. Some gave deferment to such "necessary" workers as the manager of a meat store, an executive of a firm making babies' bonnets, the manager of a retail linoleum store, an advertising production executive, a stylist for a textile firm. One board gave occupational deferments to an average of one in 191 registrants; another deferred one in 18. Meanwhile Colonel Arthur V. McDermott, supervisor of the New York City area, instructed his boards to consider deferments even...
...rolls bounced from one merchant's cash register to another; although retail trade was up all over the U. S., the in crease was greater in the South (12-20%) than anywhere else. In some places, the South had almost more prosperity than it could stand. But was it building up a permanent industry? Or was it a retail trade jag, with only a hangover to look forward...
...inactive, empty post of president. But 1939's statement (for year ended Jan. 31, 1940) was worse: net profits had dribbled to a mere ?21,093. Harry Selfridge, who had called Hitler a great patriot in 1937, could now blame him for part of his troubles, since retail sales have collapsed since the war. But as stockholders wandered into their 32nd Annual Ordinary General Meeting last week, they knew there were other reasons too: 1) an ill-timed ?5,000,000 expansion scheme of eight years ago, 2) a 25% yearly dividend on ?450,000 of William Whiteley...
With their fattest year since 1930 digested, 4,500 U. S. retailers last week gathered in Manhattan to get a taste of things to come. It was the 30th annual convention of the National Retail Dry Goods Association, most potent of all retail groups. Last year its 5,700 member stores sold $4,500,000,000 worth of goods more than 15% of all U. S. retail sales. President Frank McConnell Mayfield's keynote was grim. Said he: ". . . the waving of flags and singing of God Bless America will not solve the problem. . . . The principal concern of retailing...
From Alexander Pollock, General Manager of Montreal's Henry Morgan & Co., Ltd., came front-line support for McNair's prognosis. He said that while retail sales in Canada had increased 12% in 1940, profits had become "very much less," that "mark-on [i.e. markup] is becoming more and more difficult to maintain." Some Canadian retailers have had to hire 50% more employes to take the place of experienced help drafted...