Word: retailing
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Dates: during 1950-1959
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Like his father, Ed Rand believes that the company's success is due to its flexibility of operation and concentration on sales to independent jobbers and retailers. Though fully half the U.S. shoe industry has set up its own retail outlets, Ed Rand still intends to rely on the independents as well as such chains as Sears, Roebuck and J. C. Penney. But he hopes to make some changes. Where his father carefully avoided any razzle-dazzle, Ed Rand hopes to step up sales with a louder blast on his advertising horn...
...Matais grew into the largest non-ferrous rolling mill in South America, employing 20 times as many men and doing 40 times as much business as in his father's day. Soon Baby was making the army's machine guns, buying copper and bauxite mines, opening retail stores to sell the pots & pans his factories made. When friends brought him their planes to repair, he began building light aircraft...
...Most celebrated was Su Tung Po (1036-1101), who was exiled for three years to Hainan. Poet, painter, engineer and herbalist, Su fought against the state socialism of Premier Wang An-shih, who favored government monopoly of retail and wholesale trade, government control of transport (horses) and credit (loans to farmers). After eight years, Wang's statism reduced China to economic and political chaos...
...into Seven? There were signs last week that these and other attacks on the trustbusters, notably the newspaper campaign of the Great Atlantic & Pacific Tea Co., had gotten under the Justice Department's skin. Before the National Retail Dry Goods Association in Manhattan, Attorney General J. Howard McGrath loudly denied-as he has before-that he is prosecuting bigness as such. Even in the case of the A. & P., McGrath said the question was not size but the company's "illegal gains at the expense of the American public and their competitors." The A. & P. is guilty...
...plant turned out household refrigerators and butcher's display cases, pioneered in freezers and air-conditioning equipment. By the end of World War II, Amana's leading line, a $500 home freezer, was being sold in nearly 5,000 retail outlets, backed by national advertising. By last year, the refrigerator plant, still run by Foerstner, employed 350 workers in the peak season (including non-Amanists), and grossed nearly $3,000,000. Such capitalistic prosperity proved too frightening to the 1,500 Amanists...