Search

The article focuses on the business of shoe manufacturer and retailer Melville Shoe as of February 1, 1969 with attention paid to the popularity of company's shoes among teenagers. Topics include the interest of the U.S. stock market on the firm, the practice of the firm to sell shoes in the 1930s in stores with white facades, known as retail chain Thom McAn, under the name of the company's brand shoes, and comments from Melville Shoe's president Frank Rooney on shoe marketing.

The case study reports on the influence of management's previous decisions and the institutional environment on companies' decision-making process in a New England community. Problems in the shoe industry around Brockton, Massachusetts are a concentration of manufacturing, a "grade system" that relates labor costs to product price, piece rates that affect productivity and wage structure, and the decision-making process in industrial relations. Topics include the independent union, Brotherhood of Shoe and Allied Craftsmen (BSAC), and the manufacturers' group, Associated Shoe Industries of Southeastern Massachusetts Inc.

The article attempts to comprehend the mortality of the boot and shoe manufacturing industry by compiling data, analyzing its significance, determining the general causes of the decline, and offering suggestions for industry control. The data shows that the loss of shoe manufacturers in most towns can be attributed to migration westward and the difficulty of large-scale production. Additionally, many of the current manufacturers rent equipment, the cost of which leaves little room for reinvestment or expansion. The author raises the question of social control over the renting of equipment, presently dominated by the United Shoe Machinery Company.

The article features U.S. financial genius Floyd B. Odium and how he made money during the Depression. Odium specialized in picking up investment trusts whose stocks have suffered unusual declines that owners are willing to sell at prices even below their securities' market value. Starting with 15 million U.S. dollars in 1929, he reportedly controls 100 million U.S. dollars as of July 1933 and spreads risk by diversifying his portfolio that includes banks, utilities and shoe companies.

The article relates the story of how Edwin H. Kroms started in business and how he rose to become president of a shoe merchandise chain as of April 1, 1931. It notes that he and boyhood friend G. R. Kinney attracted part-owners for expanding the country stores of G. R. Kinney Company, Inc., and that they favored low gross profit and large turnover in offering shoes with a reliable standard. Krom is reportedly a hard worker, but manages with kindness and has faith in his fellow men.

The article focuses on retail shoe merchant Frank Melville Jr. and his ideas in retail merchandising. Topics discussed include his previous jobs such as copying legal documents at his barrister uncle's office, the recognition of shoe making as an honorable and profitable trade and his development of shoe business on a basis of honest dealing. Also mentioned is his purpose of marketing quality shoes at the lowest possible price.

Comments on the high prices of shoes in the U.S. Percentage of the cost of shoes added by shoe dealers in fixing the retail price based on their financial statements; Investigation conducted by the Federal Trade Commission to the show business; Analysis of the manufacturers' costs, selling prices and profits; Description of the retail merchandising business; Deterioration of the quality of shoes of the same nominal grade caused by high prices; Suggestion that regulation or community operation of business should begin with distribution rather than with production.

The article reports on the impact of the Czechoslovakian government's takeover of the network of shoe factories managed by Thomas Bata Jr. on the international structure of the business. It states that the translation of the business ownership from private to public became a big problem because of its international links. Moreover, it discusses the life of Bata, his accomplishments and the shift of the factories' ownership to the Nazis.

The article presents a case study on a New England shoe company which was successful in the past, but has experienced difficulties since the First World War. The author gives an overview of the inner workings of the Harlow Shoe Co. The company refused to accept war orders during the World War, and found success in the domestic market. However, it refused to lower its prices during the depression following the War. The policies and practices of the company are analyzed, and the author looks at some methods for its improvement.

The article presents a case study pertaining to U.S. corporate purchasing options. The study focuses on a New England-based shoe manufacturer. The company had trouble procuring supplies after a U.S. economic depression in 1923. The company's purchasing agent decided to get supplies from multiple sources. Analysts say under certain conditions spreading purchasing options among several bidders is advantageous. When a premium is placed on quick delivery or when it is inadvisable to manufacture for stock this approach is effective.

The article describes the policy of a shoe manufacturer with regard to special orders. The cost accounting schedule of the Darrow Shoe Co. is presented, with details related to the determination of the selling prices of its branded shoes. The production and marketing processes are examined, and consideration is given to conflicts arising between the two departments concerning the additional services required for special orders. The advantages of mass production capabilities in a competitive product market are also discussed.

The article presents a case study of the Childers Shoe Company, which had abandoned the use of wholesalers and was frustrated with the results of selling directly to retailers, and decided to open its own retail chain. Faced with a competitive market, the company decided to match a deal made by another shoe retailer and sell all of its shoes for $6 a pair. This strategy would realize a average 32% profit margin on all shoes sold. The article presents and analyzes the details of the plan, which only applies to their own retail outlets, not to those retailers to whom it also supplies shoes. The author suggests that the company has chosen to favor its retail business over its manufacturing business. The article suggests and discusses three possible remedies to the situation.

The article presents the case study of the Randolph Shoe and Leather Company, which, responding to a forecast of decline in the prices of shoe and leather, instructed its sales force to only accept orders for immediate requirements. In spite of the instructions, retailers were buoyed by the optimism of their customers and disregarded the directive, only to encounter a business collapse. The result was a cancellation of retail orders and the return of shoes by retailers. Executives found the actions of the retailers unjust and urged the company president to enforce the sales contracts. The company president decided to pursue legal action against the three most flagrant offenders in an effort to show that these contracts were enforceable. The article debates the wisdom of that decision.

The article discusses factors to the success of International Shoe Co., the largest shoe company in the world. International Shoe was founded by its chairman, Jackson Johnson. Johnson believes that permanent business growth can only be achieved by giving full value to a merchant's particular field. The company has a price policy of setting prices. In 20 years, International Shoe also did not pass a dividend.

The article predicts an increase in shoe production in the U.S. in 1959. Problems faced by the industry include seasonal overcapacity, seasonal production and low profits. As a result of low returns from production, big companies are reportedly looking for outlets. Sales figures last year are said to reveal the importance of retail outlets to the big producer.

Focuses on political and social developments at various parts of the world with emphasis on the U.S. Labor dispute that called a strike last week at the textile industry; Pickets killed during strike at Honea Path, South Carolina; Investigation of the marine tragedy involving the ship Morro Castle; Possible candidature of wife of the present Governor of Pennsylvania Mrs. Gifford Pinchot to success her husband; Foreign policies of Prime Minister of Italy Benito Mussolini; Use of cattle hides for shoe manufacturing by the Federal Emergency Relief Administration.

The article highlights several high grade industrial stocks as of August 1927. As the largest manufacturer of shoes, International Shoe Co. has been producing an average of 168,000 pairs with most of its factories located in the Middle East and the company has no funded debt, only 10 million U.S. dollars of 6 percent cumulative preferred and 940,000 shares of no par value common. National Biscuit earned more money in first half 1927 and continued growth means higher stock prices.

The article focuses on new federal rules and regulations affecting price control and transportation in the U.S. in 1943. It notes an amended War Production Board (WPB) move allowing greater degree of flexibility to shoe manufacturers in adjusting their civilian production quotas. It also mentions the Office of Price Administration (OPA) ruling allowing rental car agencies to buy new passenger automobiles as well as the move of the Office of Defense Transportation to address gasoline shortage.

The article focuses on the increase in the shoe servicing business amidst the rationing in 1943 in the U.S. To take care of emergency orders, shoe repairmen ask the public to keep overnight orders at a minimum in Hollywood, Los Angeles, California. It is believed that shoe rationing makes consumer realize the value and economy of having shoes which are repaired regularly.

The article reveals that the shoe designs displayed by U.S. shoe manufacturers at the National Shoe Fair in Chicago, Illinois during the first week of November 1942 had to be approved by the U.S. War Production Board (WPB) due to the latter's restrictions on women's wardrobes. It says that the WPB's conservation order M-217 prohibited the execution of new patterns, banned two-tone and leather-on-leather styles and even specified the thickness of soles in order to conserve on leather and labor. Shoe models at the trade fair were simple and serviceable.

The article reports on the move of the Canadian government to standardize canned goods and men's clothing industries. The canned packaging industry received orders to pack a limited variety of vegetable and fruits and to market them at fixed prices, while makers of men's clothing and custom tailors were prohibited to manufacture standardized clothes and other apparels. Moreover, the shoe industry was required to lower its outputs down to a minimum of standardized colors and styles.

The article reports on the development of shoe factories and other business establishments by refugees in Canada. It reveals that some of the refugee industries that scatter all the way across Europe to Vancouver, British Columbia look for supplies of special raw materials. It also cites factors that help Ontario and Quebec get most of the new industries including a wealth of labor and good transportation facilities.

The article discusses the impact of the new economic program that was introduced by U.S. President Richard Nixon in various industries in the country as of August 1971. In the shoe industry, the program could result in improved sales due to the 10% surcharge imposed on exports. According to American Footwear Manufacturers Association president Mark Richardson, the scheme is a welcome development in the sector. The other industries that were also examined include the tire, food and metals sectors.

The article discusses economic issues in the U.S. as of July 1954. The Surpass Leather Co., a tannery for the shoemaking industry, had to close shop due to a shortage of imported goat and kangaroo skins. Apart from the goat and kangaroo skins, U.S. exports and imports have been brisk, according to the Census Bureau. It mentions President Dwight Eisenhower's legislative program focusing on the economy, a rule of reason policy in adjudicating anti-trust violations, and further tax cutting.

The article focuses on the seasonal patterns in the U.S. in various industries. There is a heavy demand for the household refrigerators. The output for tires is expected to remain high through the summer when tires are in demand. The toy trade spends all year building up for the Christmas. The shoe industry also seems to be getting back into a seasonal swing.

The article discusses federal rules and regulations affecting allocations and price control in the U.S. in 1944. The Office of Price Administration (OPA) ruling which permit meat retailers to provide adequate supplies of meat to hotels and restaurants in sparsely settled areas and the OPA ruling concerning shoe manufacturers of rationed shoes are tackled. The War Production Board (WPB) order prohibiting the use of moisture vapor barrier material for the Army and Navy is also noted.

The article reports on the confusion over who will buy Regal Shoe Co., a show manufacturer. Reports came out that Brown Shoe Co. and General Shoe Corp. took control of Regal. James F. Whitehead Jr., president of Regal, recalled that General Shoe officials have approached him with the news that the company acquired about a third of the 512,000 shares of the outstanding stocks of Regal. An overview of the competition in the shoe industry is given.

The article focuses on the economic instability in New England and discusses the recommendations by the Council of Economic Advisers (CEA) on improving the condition. According to a study by CEA's Committee on the New England Economy, the business recession of 1949 and early 1950 adversely affected the economy, with increase in unemployment. As stated, the two major industries in the area that are worst affected are the shoe and textile industries, which need modernization and diversification.

The article reports on the tour of U.S. companies by managers of the shoe company Bata to study U.S. management techniques. The structure of large U.S. companies were also studied by the shoe company's executives by visiting the American Management Association Academy, Brown Shoe Co., and Melville Shoe Corp. The executives found that U.S. executives are more concerned with dealing with competitors.

The article features the use of the pocket mirror as a handy means of promoting a product. The use of the pocket mirror as a medium for advertisement was very effective since the advertisement was on one side, and the customer on the other. They were distributed at shops and department stores to men and women alike, and featured ladies at the backs of the pocket mirrors together with the advertisements for shoe companies, candymakers, and softdrink products.

Focuses on the peculiarity of the styles of footwear worn by people from different nations. Description of the footwear worn by early civilizations; Materials used for the footwear; Emergence of shoe factories.

The article reports on the revival of synthetic leather Corfam, which was pioneered by E.I. du Pont de Nemours & Co. in 1964 as a material for the production of shoes in the U.S. It states that the sales of Corfam did not meet the expectations of Du Pont causing the company to ceased the production of the synthetic leather by 1971. It highlights the acquisition of a license by George Newman & Co., a wholesaler of Corfam, to manufacture the synthetic leather in which the sales amounted to 12 million dollars in 1972. It also underlines the production of Jentra, a substitute of Corfam developed by Tenneco Inc., which is exported by Marubeni Corp., the largest manufacturer of poromerics.

The article features Swiss outfit Bally Shoe as it hopes to build the largest chain of high-quality men's shoe stores in the U.S. with Melville Shoe. It notes that Bally Shoe is one of Europe's strongest shoe companies while Melville is the U.S.' fifth largest but most profitable. It adds that Bally Shoe has been in the U.S. market since 1961 but has only 15 stores to date due to limitations in merchandising which is said to be Melville's strongest suit.

The article discusses shoe industry in the U.S. as of October 15, 1970, with attention paid to European import of shoes. The author suggests that U.S. manufacturers produce old fashioned shoes and points out the popularity in 1968 of a kind of British ladies' shoes. Topics include the ignoring of European trends by U.S. manufacturers, a decrease in the revenues for 1969 of U.S. shoe makers such as Genesco and Brown Shoe, and comments from Eli Rousso of New York-based apparel maker Russ Togs.

The article focuses on Genesco Inc., the collection of shoe, apparel and retailing outfits put together by W. Maxey Jarman. Topics include its growth through acquisitions, the impact of these acquisitions on the company, and the significance of the 1956 ruling of the Justice Department blocking further expansion-by-acquisition in shoes. Its decision to move to retailing is explained along with its continued acquisitions and foray into other apparel.

The article looks at Corfam, a substitute for leather developed by chemicals company Du Pont. It discusses the increasing popularity of the product, which is being used by 45 shoe manufacturers in the U.S. It looks at a promotional campaign by the tanning industry which persuades consumers not to use synthetic leather. An overview of the national advertising strategy to be used by Du Pont to launch Corfam is also provided.

The article discusses U.S. shoe manufacturer United States Shoe Corp. as of January 15, 1964. The author focuses on the company's financial performance in 1963, president Joseph S. Stern, and Stern's marketing strategy to produce comfortable shoes. Also commented on are the different brands of the company aimed at older, rich, or young women. Further discussed are the company's production of children's shoes, acquisition of a shoe importer, and men's shoes.

The article reveals that the formation of an "International Shoe Bureau" to be based permanently in Zurich, Switzerland by shoe manufacturers of Holland, Switzerland, France, Belgium, Austria and Yugoslavia was precipitated by the aggressive plans of Czechoslovakia's T. A. Bata shoe manufacturer to introduce the idea of traveling repair shops in rural districts to repair shoes at prices against which the shoe trade cannot compete.

The article reports on the rise of shoe sales in the U.S. in 1936. Shoe manufacturers posted sales increases of 20% to 60% over 1935. The average actual sales of companies which participated in exhibitions rose by 50%. The National Volume Shoe Manufacturers Association held an opening in Chicago, Illinois to take advantage of the good business condition.