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Show 2F The U Lake Tribune, Sunday, January 19, I'M I Lawyer Builds Good Defense For Exporting Doughnuts Continued From F-- l Hawaii, Mr. McGuigan decided he was too fond of Shane O'Niel, president of RKO General Inc New York, serves as an independent member of the board , Utah. Ron Collins, former general sales manager of Foods Co., Denver, has been named director of Oro-whe- Hence, he started looking around for a food business to buy. Previous clients had been in the food business. The demands of baking business, he contends, are not much different from the demands of the legal prac- marketing Mr. McGuigan also claims the venture has a major assets in the experience its general manager Dennis Dahle, who spent 15 years with another doughnut manufacturer, and George Carter, who has been in the doughnut business for 55 of his 74 years and who did the for the new operation. plant lay-oMr. Carters time in doughnuts exceeds Mr. McGui-gan- s time on earth, which began in 1944 in Manhattan where he was born the son and grandson of lawyers. He earned a degree in English and Amerian literature from Brown University in 1966 and a juris doctor in 1969 from the University of Minnesota. tice. Simply put. Hellishly long hours." And an investment of about $750,000. And while Mr. Mr McGuigan is the principal investor, he has been joined by substantial fellow investors all acquaintances of his law days. They are: David DuPont, New York, head of commercial paper activities for Drexel Burnham Lambert; Donald Greene and Ronald Jones, senior partners at LeBoeuf in New York, Bernard Kennedy, president of National Fuel Gas Supply Co., Buffalo, N. Y.; John Brown, president of National Fuel Gas Distribution Corp., Buffalo; Charles Reynolds, an account executive with the Salt Lake office of E. F. Hutton, and retired Air Force colonel Tim Timmermans Doughnut maker McGuigan maintains contacts with his former profession through wife JoEllen, a former professor of law at the University of Pacific, Sacramento, Calif, whom he married in April and who is a now with a Salt Lake City law firm. Tribune Stott Photo bv Fronk Porschotts The proof is ia the taste for Navistar Begins Where IH Left Off Continued From F-- l a new name. I figured a couple .'of us would sit around a table and do it. ; Boy, was I naive! There were 300 possible names. It was a tedious process and very time consuming. Lennox admits he doesn't know what Navistar" means. It was generated by a computer. I dont know, he said. "Reach for the stars maybe. Asked what he thought Cyrus the inventor of the reaper and founder of International Harvester, would think of it, Lennox replied: Ive had a seance or two and couldnt reach him." Harvester began its comeback in May 1981 when it agreed to sell its Solar turbine division to rival Caterpillar Tractor Co. In June, dividends on common stock were suspended and in September the company reached an agreement in principle with its 225 lenders for restructuring more than $4 billion in debt. Losses hit $297 million in fiscal 1980, $351 million in fiscal 1981 and $1.7 billion in fiscal 1982. No one realized what impact those interest rates would have, McCardell said. Before, if the agriculture industry was bad, we were carried by the truck business. If the truck business was bad, the agriculture section would come through. Wed never been hit with a downturn in both at the same time. In fiscal 1983, the losses were cut to $485 million and in fiscal 1984 to $55 million. to pick ' Harvester sold its construction equipment division to Dresser Industries and its axle and transmission business to Dana Corp. in 1982. In 1983, plants were closed in Wagoner, Okla.; Fort Wayne, Ind.; West Pullman, 111., and Louisville, Ky. Op- erations were consolidated at plants in Springfield, Ohio, and Chatham, Ont. Foundry operations also were consolidated. The components plant in Canton, 111., was closed in early 1984 and foundries were reduced to two. The three agriculture equipment plants in the United Kingdom were consolidated into a single facility. The Harvester farm equipment heritage ended in January 1985 with the sale of its operations to J.I. Case. The sale included the Harvester name and the IH logo. The new corporate symbol is described in company literature as a double diamond split by the road to the future" but it actually looks like two orange triangles standing on their tips. Lennox estimates the companys break-eve- n has been chopped by 50 percent and although he said company analysts have looked carefully at the market, growth is not necessarily assured. Analysts estimate 1986 sales will be down 8 or 9 percent from'1985. "In the last few years exports have been small because of the strong dollar, Lennox said. We are knocked out of the box. Were operating under a 30 percent handicap. The company, which is in the top 25 percent of the Fortune 500, has seven remaining manufacturing plants in Ohio, Indiana, Illinois, Wisconsin and Ontario. Parts distribution centers and offices for its financial sales subsidiary remain scattered throughout the country. Changes Seen for Future Shopping Centers - NEW YORK (UPI) The four of successful shopping center development in the 1990s will be re- "Rs" modeling, renovation, reworking and repackaging, two top housing experts say. Suburban shopping malls will have to reshape their strategies to attract maturing baby boomers, who tend to prefer older downtown areas, said George Sternlieb and James Hughes, in a report published in American Demographics magazine. Shopping-cente- r sales will be g dominated by married couples aged 35 to 54 who will be more potent in earnings than in offspring, they said. To be a success, the housing specialists said centers will have to attract customers by offering an interesting mix of occupants, as well as showmanship in merchandising. Location will not do the trick, nor will the pulling power of any one tenant. In the future, they said, a centers food court may be a more important draw than its anchor store. home-ownin- IP3 president Palmer McGuigan, left, and gener- - 10-- 9 ' Saturday 10-- 6 al manager Dennis Dahle, who plan to come the biggest doughnut maker in state. be-Phil- ip Softwares Chips Are Down , But Future Is Upbeat Continued From F-- l saying that puces on some of the more popular packages probably will go up. To observers of the industry, this all has a familiar ring to it; the personal computer industry has been going through the DTs of withdrawal from years of what Adam Osborne, one of its victims, called "hypergrowth. The shakeout of personal-compute- r makers turned into the slump of 1985, when sales of PCs failed to keep up with past growth rates. Orders for semiconductors, the amazingly tiny circuits that are the brains of the computer, dropped. And computer makers and chip makers alike began reporting losses, laying off workers and closing plants many of them the same companies that just a year before swaggered from a full stomach of record profits and expansion. Like the third climber roped for a mountain trek, software companies also stalled. Venture capital for software developers dried up, leaving many enterprises Lke Garnetts Lightyear stuck halfway between success and failure. But this year, most segments of the industry are expecting better times. Analysts predict 20 percent to 25 per cent growth in business for companies that sell microcomputer software the kinds of programs that a department head might use in a desktop computer to put together a budget, or that enable a salesman to keep track of his customers orders, or that make it easier for authors to write and secretaries to correspond. That means revenues approaching $3.1 billion, just in this segment of the market, according to Robert Lefkowits, director of software research at InfoCorp. (The segment excludes the much more costly software used by mainframes, the big computers that cost $1 million or more apiece.) That is about 19 percent higher than last years sales of $2.6 billion of applications software, including specialized niche pro- grams, such as for lawyers or funeral parlors. Fewer companies will be counting the profits from those sales: 1985 was a record year for mergers and acquisitions in the software business. According a survey by Broadview Associates and ADAPSO, an Arlington, Va., trade group for computer services and software companies, there were 203 mergers and acquisitions in 1985 among the businesses that the trade group tracks, which encompass services software, g and consulting, training and education. That is a 43 percent increase from the year before. Of those mergers, 59 percent were in the software-product- s with more than category half of those among microcomputer software companies. Meanwhile, two other forces are combining to separate the software companies pricing tactics and market targets. A price structure seems to be settling over the market. Prices remain high for the most popular titles in word processing, spread sheets and data-basmanagement. Challengers have found products such as WordStar and MultiMate, Lotus and dBase III difficult to oust from the corporate office, regardless of price. But a new crop of inexpensive (less than $100 a package) software has been winning over customers from the ranks of students, home users and businesses. small, Analysts say that for now the big money is in selling software to Fortune 1000 companies, which buy computers and software in quantity. 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