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seat of the new Avanti sports model. He can, too. But the aims of the management team at Studebaker are pointed at other targets than automobiles, al- though auto division success is the major current objective. The goal of more military busi- ness has been achieved in two short years and is being steadily expand- ed. One production line of military trucks ran almost without halt dur- ing 1962 and enough military truck orders are in the house to keep this line humming through 1963. In the 26 months of Mr. Egbert?╟╓s steward- ship, more than $100 million worth of military orders have been tallied. Mr. Egbert?╟╓s objectives on the international scene have also been successful. An International Divi- sion, staffed with talent from some of the nation?╟╓s most successful world marketing teams has been put together. One indication of Studebaker?╟╓s direction overseas came a few weeks ago with the pur- chase of 80% of Domowatt, S.p.A., Italian refrigerator and home appli- ance manufacturing and sales group, headquartered near the man- ufacturing city of Turin, in North- ern Italy. Arrangements are being tied to- gether on a half dozen world mark- ing fronts for assemblers, marketing agents and distributors of the many products of Studebaker. Strength Through Diversification The final objective of Mr. Eg- bert?╟╓s four guide lines is the con- tinued expansion of strength through diversification. Additions to the Studebaker corporate family during the Egbert regime include such diverse establishments as Pax- ton, the supercharger-product eval- uation division; Schaefer, maker of commercial low temperature cabi- nets; Franklin, one of the nation?╟╓s major builders of refrigerators, freezers and other household appli- ances; Chemical Compounds, a pe- troleum products manufacturer of engine lubricants and additives; Trans International Airlines, a Cali- fornia-based supplemental airline and Domowatt, the Italian appliance builder. To these successful enter- prises, which are currently return- ing some 20% on investments, are added the sales and profits of pre- Egbert acquisitions by Studebaker, including CTL, a research and de- velopment establishment which specializes in such items as plastic heat shields for nose cone space capsules; Clarke Floor Machines division, an important manufactur- er of building maintenance equip- ment and Gravely Tractor Division, Reprinted From May, 1963, Issue a long-established name in multi- purpose light farm equipment for country estates and small farms, and Onan electric generators, sold around the world under the Stude- baker banner. The bulk of Studebaker?╟╓s acqui- sitions have been in the manufactur- ing field, since Studebaker is pri- marily a manufacturing company. Theory in making these acquisi- tions has been based on two pre- cepts ?╟÷ the acquiring of existing management teams of proven com- petence and the existance of proven profit records, plus development plans which tend to assure contin- uing profitable operation. One full portion of Studebaker?╟╓s manage- ment team today is devoted ex- clusively to reviewing and analyz- ing prospective members of the Studebaker family. Finally, it is the concept of Studebaker management today, as enunciated by Sherwood Egbert, that the Indiana-based automotive division must be made to operate competitively and profitably. The concept further states that this can be done, done effectively and done at an early date under the frame- work of the plumb lines that the architect and his new team of car- penters have blueprinted.