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Starting in 1963, Figgie had acquired dozens of small companies and had merged them into Figgie International, the Ichabod Crane of American corporations.
Harry E. Figgie, Jr., its chairman and chief executive officer, launched Figgie in 1963 with the purchase of a failing Youngstown, Ohio, fire sprinkler company, Automatic Sprinkler Corp. of America.
By 1970 sales were at $365 million; profit was $8.6 million.
The company expanded its international business, acquiring Fred Perry Sportswear, a British firm, in 1973.
The company's data processing department became its Systems Management Group; its insurance department became Waite Hill Holdings--both free-standing profit centers still responsible for internal service but expected to take on outside clients too. Its domestic divisions exported more and by 1980 offshore sales were almost $150 million.
But while other conglomerates reduced themselves to a few top performers, Figgie International (so renamed in 1981) stayed the diversified course.
By 1987 revenues had topped $919 million and profits were more than $42 million, for a four-year rise of over $200 million and $17 million, respectively.
To thousands of his employees at the Ohio conglomerate near Cleveland, Harry Figgie had earned his place in the February 1989 pages of Fortune for a piece on America's Toughest Bosses.
Ahead was another "sobering year" which Figgie International was entering "buttoned down with a very cautious approach." One could only hope, said Harry Figgie in his usual pointed fashion, that in the election year 1992 "the politicians [would] not do too much damage to the weak recovery."
Despite spending more than $75 million for advice, Figgie International had barely escaped bankruptcy in 1994.
Fifteen more divisions and more employees would go by the end of 1995, all to raise money to pay off its debt.
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