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Show The National Enterprise . March 2 , 1977 Page ten TMs was ounce a famcMoad Corporate Earnings off gairlbaage. For 15 years, the Clear Air Solid Waste Disposal System has been reducing garbage volume by 90, converting it to a valuable energy resource, and doing it more efficiently than any other system on the market today. never be a shortage of garbage, only a shortage of space to put it. As this problem becomes increasingly acute. Clear Air, Inc. will continue to pioneer the most efficient systems of solid waste disposal and materials recoueiyrecycling-wi- th energy generation in the bargain. EPA standards? We exceed them all. Clear Air, Inc. .'..meeting the needs of the future. There will He!? dir. Dne. Construction of Apartments Could Lead To a Better Year Continued from page nine as well as furniture inventory permitting the opening of rental return sales stores in the four cities. The companys expansion plans also call for 12 new rental showrooms and 12 retail furniture stores in 1977. Six rental showrooms and eight retail stores are planned for cities in which GranTree currently operates. The others are planned for new geographic markets and will be incorporated in the new locales via a marketing principle designed by Treece and used by GranTree for some 20 years, (long before the company entered the furniture business). The expansion formula calls for the opening of a combined rental and return sales store in the same city Each rental outlet requires a lengthy "break even" period of six to nine months. Quite the opposite, a retail store begins to realize a profit within 60 days, Treece claims, and thereby supports the operation of the rental facility until both outlets are making a profit. Since the two, sales and rentals, go hand in glove, (or table and chair), the predominant notion at GranTree is that by increasing sales the company can likewise increase rentals. That idea is being launched through GranTree's advertising campaigns in the 25 cities where the company operates. Most of the ads stress sales to begin with, Treece said, and later develop rental ideas as the company and product name become familiar with the people. Already the national leader in furniture rental, GranTree has set a long- . range goal of increasing revenues by 30 percent an- nually. In 1976, when multifamily dwelling construction increased by 40 percent nationally, the company easily surpassed their "30 percent" objective by increasing monthly rental revenues 62 percent. In October, 1976, when apartment construction faltered, GranTree relied on e another facet of its business. Sales of new and rental return furniture doubled that month (in comparison with sales of October multi-revenu- Going public is tough. Keep ing your seat is even tougher. Going public can be a great opportunity for growth (stock can often facilitate acquisitions) . . . but its not much consolation if youre left on the outside looking in. We can make your company public and keep you in control. No need to worry about months of delays, either. We move quickly and precisely. Talk to us before you give your company away to a board of directors. You built it; you should keep it. - 1975). In regard to GranTrees expansion, Treece believes the apartment construction industry will have only a slight bearing on furniture sales and rental. "Weve already got a lot of apartments to fill with furniture," he said, "and if more are built, so much the better." flUjatlpmt j&cniritirs (Corporation 747 E. South Temple Salt Lake City, Utah 84103 (801) 531-623- 6 Contact Richard L. Chatham, President Salt Lake City (801) 6 531-623- |