JDA Software

JDA Software is a private American software consultancy firm founded in 1985 by Fredrick M. Pakis and James Donald Armstrong. With its headquarters in Scottsdale, Arizona, the business entity offers its services to various industries including the transportation, manufacturing, distribution, retail and services industries. JDA Software has since then developed from a mid-range software provider to one of the most reputable companies, working with international brands like DHL, DELPHI, Asian Paints, Unilever, Vineyard Vines and Walgreens among others.

Going by the slogan “plan to deliver” the company offers its products to more than 4,000 clients worldwide. Additionally, it has some subsidiary companies under it. Some of these are i2 Technologies, RedPrairie, Intactix, E3, and Arthur.

JDA started as a mid-range software provider in Calgary, Alberta. He later sold the business and joined forces with Fredrick M. Pakis to form JDA Software Inc. based in Ohio, U.S. In 1987, JDA Software signed a contract with an Arizona-based automotive retailer, prompting the need for all eight employees to shift to Arizona. The company operated as a private business for more than ten years, before registering to become a corporation in March 1996. They went on to re-purchase the original JDA Company in Canada. The year 1998 marked the successful completion of JDA’s first acquisition of Arthur Retailers, a dealer of planning and allocation software.

Two years late, JDA Software announced the completion of an acquisition contract with Intactix, a software provider, supplier and manufacturer of retail management with more than 3,000 clients. JDA later acquire E3 Corporation, gaining a further 500 customers and a wholesale-distribution stretch to more than twenty countries. In July 2006, JDA Software acquired Manugistics, which enabled them to expand their product line with supply, demand management & pricing as well as transport and logistics applications. In late 2009, the company further expressed its intent to acquire i2 Technologies, which was successful by the end of January 2010. Six months later, Dillard’s Department Stores won a $246 million case against i2 Technologies, demanding damages for the misuse of two supply chain store management systems. JDA Software tried to appeal this judgment contesting that the Complainant had been using the said system to the said date for more than ten years.

RedPrairie, a privately owned supply chain workforce later bought JDA Software for $1.9 billion on December 21, 2012. The company’s release of JDA 8 was announced in April 2013. This was a cloud-based version of the supply-chain software flagship product. The company claimed that this was the only platform that could connect the critical supply chain functioning from transportation to forecasting, with inbuilt business analytics. The slogan “Plan to deliver” was thus unveiled in the following year on October 28.

As at May 2016, JDA Software had idled three software solutions, JDA CRM, JDA Store and JDA Win/DSS. Veras Retail, therefore, resolved to acquire all three entities and renaming the CRM to Veras Reach. JDA late opted to sell the company to Honeywell International Inc., but The Blackstone Group chose to challenge Honeywell’s exploration on August 16, 2016. They felt it wise to offer JDA Software a financing plan as an alternative.


Match.com is a commercial online dating service owned by IAC. The company aims at connecting adults in search of relationship partners. This online service was developed more than 22 years ago (1995), and is active to date. To access their services, one needs to be over the legal age. Additionally, the site requires that you go through a registration process.  Presently, the site offers its services to more than 25 countries translated into more than eight languages. With its headquarters in Dallas, Texas, Match.com has its offices in West Hollywood, Dallas, San Francisco, Rio de Janeiro, Beijing, and Tokyo.

Founded by Gary Kremen, Peng T. Ong and Fran Maier in 1993, the company started as a proof-of-concept aimed at providing a classified advert system for newspapers. Peng helped Gary in designing the initial system. Simon Glinsky enhanced the development of the first Internet business plan for Match.com, offering technical management and marketing expertise. The first business model developed by this team included an inclusion of diverse communities with massive first trial and market leaders’ status. This included technology professionals, women, as well as the lesbian and gay community. The subscription model, which is now very common among personal services, was also included.

In late 1994, Fran Maier joined the team to lead the business unit. She considerably strengthened the strategy to make Match.com accessible and friendly to women. Men would then follow these women. In 1995, Match.com went live as a free beta, initially profiled in the Wired magazine. In a bid to develop a user database for the other paying clients, the initial users of this service were offered free lifetime charter membership upon signing up. Match.com was purchased by Cendant in 1998 and later resold to IAC. IAC moved the service to Dallas, Texas, and merged it with One & Only networks that had been bought the same year by IAC (then called TicketMaster).

Match.com was brought to the public by joining it with Love@AOL and collaborating with MSN and AOL. By this time, membership at Love@AOL was no longer free but shifted all the names to allow a greater audience to access Match.com services. The monthly subscription cost was $24.95. Jim Safka served as the Chief Executive Officer of Match.com from September 2004 to April 2007. Thomas Enraght-Moony later succeeded him from April 2007 to February 2009. Upon his departure, Gregory R. Blatt joined Match.com and served as the CEO from February 2009 to December 2010.

Match.com launched a mobile app that used the same algorithms as Tinder. This app was named “Steam.” The app matched individuals upon photographs using geotags.

Matthew Evans filed a class action against Match.com on November 10, 2005. Matthew claimed that Match.com secretly employed people to send fake emails and go for up to three dates a day, and more than a hundred dates a month in a bid to increase their clientele. IAC repudiated the suit as baseless and later dismissed by the Courts. Match.com subsequently received various lawsuits that challenged the quality of services they offered. These suits were however turned down on merit that Match.com had not violated any of its user agreements. In 2011, a woman claimed someone she met on Match.com raped her. Her lawyer demanded that the company conducted background checks on every user to prevent sex offenders from using this platform.

The company has however made an assurance that all their registered subscribers are legitimate and any form of misbehavior is intolerable.

Haggar Clothing Co.

Born in 1892, J. M. Haggar established Haggar Clothing in 1926 at the age of thirty-four.  At the age of thirteen, he migrated from his home in Mexico and later moved to the United States some years later. Haggar started as a dish and window washer, but gradually advanced into the sales industry due to his prowess and interaction skills. By 1921, he was selling overalls in Louisiana, Texas for a company based in Missouri. During this period, he realized that selling similar products at a fixed price was more profitable, as opposed to selling different products for varying profit margins. J. M. Haggar had saved enough funds to enable his establish his own business. He, therefore, set up shop and begun producing and selling high-quality pants for men. Haggar Clothing Co. started from a one-room office, steadily growing from a men’s dress pant manufacturer to become the most renowned brand in the market. The company had its headquarters in Dallas, Texas.

His first son Ed joined the business in the early 1930s. The enterprise’s products were then sold to numerous chain stores with no brand name attached. As at 1938, Haggar Clothing commanded a greater portion of the market specializing on menswear. During this period, the company introduced wash & wear pants, pre-cuffed pants, forever-prest pants, elastic waist pants and wrinkle-free cotton casual pants. This led to the need for a brand, of which the company began introducing brand names under E.R. Haggar’s direction. Haggar Clothing Co. went the extra mile to advertise their products on national TV and magazines, making it the first company to adopt UPC and IDE technologies, as well as invent the size strip sticker, ship pants pre-hung, and even sell pants and jackets as suit separates. Under their brand, this company also developed the highly successful eco-friendly khaki outfits.

One of the first advertisements ever done by Haggar Clothing on television showed a pair of the forever-prest slacks crumpled and then run over by a steamroller. The pants were then picked up and shaken. They showed no sign of wrinkles, selling off as the first ever wrinkle-free men’s pants. The success of this advert led to a full-time commitment to advertising on television. The business entity became a sponsor to shows like Bronco, Naked City, Sugarfoot and Twelve O’clock High.

Haggar went on to popularize his newly invented polyester-and-wool permanent press pants in the late 1960s. The company then introduced the new popular leisure tops to match with its slacks in the 1970s. At the age of 50, the company’s sales rose during this year when the industry witnessed a general drop-off. Haggar’s competitor Levi Strauss took advantage of a gap in the market and applied the same strategy as Haggar. It introduced Dockers line, which filled the existing gap between casual and dressy. This snatched a substantial percentage of the market commanded by Haggar, who then responded by introducing a line of all-cotton pants.

Presently, Haggar Clothing Co. is the proud leading manufacturer of men’s dress pants in the entire United States for more than eighty-five years. The company currently has an active employee count of six thousand and generating $437.9 million in sales as at 1996.

Greyhound Lines

Going by the slogan ‘Go Greyhound and leave the driving to us!’, this company is headquartered in Dallas, Texas. Greyhound Lines was founded more than 103 years ago (1914), offering intercity coach services in alliance with some reputable organizations like Indian Trails, Trailways, Peter Pan Bus Lines, Jefferson Lines and others. Presently, the company has an operational fleet of 1,229 motor coaches. Most of these coaches are the G4500, MCI 102DL3, D4505 as well as the Prevost X3-45.

Traveling to more than 2,700 destinations across North America, Greyhound Lines has 230 company-operated stations that serve 123 routes including Greyhound express routes. Greyhound Lines began its operations in 1914 with its first route in Hibbing, Minnesota. Fifteen years later, the company adopted the name Greyhound Corporation. This intercity motorcoach service provider and its sister company in FirstGroup have been a subsidiary of FirstGroup, holding the position of largest motor coach operators in Canada and The United States.

Starting as a sales representative, Carl Eric did not have much success in marketing his cars; he opted to use his remaining 7-seater car to establish a Bus Andy and transporting iron ore miners to Alice from Hibbing at only 15 cents a trip. He later joined masses with Ralph Bogan, who operated a similar service. As a result, their organization made an annual profit of $8,000 in the initial year. By 1918, Eric was a proud owner of eighteen buses with a yearly profit of $40,000. In 1926, Wickman bought the Pickwick Lines and the Pioneer Yelloway System, both of whom conducted their operations in the west coast. This led to the development of the first National Intercity Bus Company. The name Greyhound was first adopted to the Blue Goose Lines segments. This name gained much popularity that it was later applied to the entire network of buses. By 1928, Greyhound was generating an annual gross income of $6 million.

In 1946, Wickman retired from the position of president to the company, being replaced by Orville Ceaser, his long-term partner. Coincidentally, Wickman died in 1956 when the construction of the Interstate Highway System begun. This development drastically reduced the prices of air travel to make it more affordable, at the same time making road transport the preferred mode of transportation in the United States. Greyhound and other travel carriers begun experiencing problems.

The company later had to deal with numerous cases that tarnished the name of the carrier. Greyhound began witnessing a drop in the number of clients in the 1960s. This led to the introduction of drastic changes within the entity, prompting the management to use this profitable motor operation to invest in different industries. The company later experienced a major driver’s strike in 1983, leading to one fatal incident when one of the buses ran over a worker at a picket line. The drivers, however, agreed to get back to work after the ratification of a new contract.

The spin-off, merger, and bankruptcy between 1986 and 1990 let another driver’s strike in the early 1990s. This was topped up by the expiration of the 1987 three-year contract. Greyhound was forced to drop its low-demand rural stops to concentrate on the denser inter-metropolitan routes, cutting close to 37% of its road network.

Scottish transport FirstGroup acquired Laidlaw International for $3.6 billion, exporting the Greyhound brand back to the United Kingdom naming it Greyhound UK. Currently, the company has 1,229 buses that travel more than 5.5 billion miles and serving 3,800 destinations within North America.

FedEx Office

FedEx Office, previously Kinko’s, is a subsidiary business entity that offers various office services including office print and shipping services. Founded in 1970 as Kinko’s, FedEx Office has its headquarters in Dallas, Texas. Presently, the company offers printing, photocopying, binding and shipping services to clients all over the world through the different chain of stores the operate. The entity rebranded its name more than three times, starting as Kinko’s, before renaming to FedEx Kinko’s, and now officially going by the name FedEx Office.

Because of his curly hair, FedEx Office founder Paul Orfalea acquired the name Kinko. Paul established the first copy shop in the college community of Isla Vista with a sidewalk copy machine. He was however forced to leave the company due to disputes that emerged regarding his decision to sell off a greater portion of the company in 1997. The issue was further enhanced by Paul’s actions whereby he did not adopt the conventional franchising model; he developed the business entity as loosely connected partnership agreements between the various store owners and himself. He had managed to establish more than 120 kinko outlets by 1997 using this technique.

This prompted the need to carefully dismantle the various stores to come up with one S corporation that would turn the company into a centralized corporate business model. This made it simpler for the investment firm Clayton, Dubilier & Rice to gradually eliminate him from his business. Paul claimed that he had to make great efforts to disentangle himself from the attorneys at Gibson, Dunn & Crutcher. It is not until 2002 that the company relocated its headquarters from Ventura, California to Dallas, Texas. FedEx later acquired the company in early 2004 for $2.4 billion, changing the name to FedEx Kinko’s Office & Print Centers.

The company currently relies on home office clients and small business owners, with close to 2,000 operational facilities. As at 2006, FedEx Office had an active employee count of 19,000 servicing these outlets. During rebranding on June 2, 2008, there was considerable confusion among many clients. This is because some stores still had the name FedEx Kinko’s. The management, therefore, opted to put up enormous signs on various store windows stating that there’s “Kinko’s printing inside.” The next Chief Executive Officer, Amanda Gulotta came in after Ken May left the company on March 7, 2008.

Being the seventh largest company in the North America region, the company nets slightly more than $2 billion in revenues even with the high competition rate from other similar service providers. FedEx Office also strategized their service delivery techniques to expand into the international market during the late 1990s and early 2000s. They acquired great reception in various countries including South Korea, Lebanon, the United Arab Emirates, and Canada. Additionally, the company conducted its operations in the Netherlands, Mexico, and Australia, but was forced to withdraw from these countries because of low demand.

To date, every FedEx Office outlet offers additional services including fax machines, photo printer kiosks, monochrome and color photocopiers as well as numerous desktop computer rentals. Clients can also find a selection of business book and office supplies in some stores.

Dave & Buster’s

A public entertainment and restaurant business headquartered in Dallas, Texas. Founded in 1982 by James Corley and David Corriveau, the company had a net worth of more than $541.5 million as at 2011, and an active employee count of 8,000. Serving in more than eighty-four locations in areas around Canada and the United States. Every outlet has a full-service restaurant, as well as a video game arena. In 1989, Edison Brothers Stores invested in this business by purchasing a majority ownership to fund further expansions into some other cities.

Dave & Buster’s left Edison Brothers in 1995 and went public with Andy Newman as the new chairperson. It later acquired nine locations from Jillian, after it filed for bankruptcy. Two of these sites were closed due to the acquisition, and the remaining seven rebranded to Dave & Buster’s. An announcement made in December 2005 revealed that the company was to be acquired by Wellspring Capital Management, a private equity firm. However, this was not made to last long as Dave & Buster’s again filed with SEC to regain its publicly traded company status. The acquisition process was completed in 2010, in partnership with Oak Hill Capital Partners.

Dave & Buster’s offers operations from early lunch and late night services, featuring a wide range of food products. The company’s menu is often updated to depict the guest’s favorite pics as well as current trends in the food industry. The options include burgers, seafood, pasta, chicken and another dessert. Only selected outlets offer Sunday brunch. Additionally, private parties and events can receive various special buffets upon booking.

In the gaming section, Dave & Buster’s offer both custom and contemporary high-tech gaming options. They have power cards that replace traditional tickets and tokens. One needs these cards to activate every midway game, with the possibility of reloading for additional pay. With these power cards, gamers are encouraged to play more, which in turn increases the overall profits for the company. This has helped to eliminate the technical difficulties, as well as maintenance complications associated the widely used coin activated equipment.

The restaurant side of this company experiences various obstacles. Dave & Buster’s, therefore, is well informed of any issues that may be arising. It was thus emphasized that the company needs to focus more on a strategy to lead with entertainment. The management felt that there is need to sell every client the entire experience, including food and beverage. However, nothing was being done that would transfer revenues at the expense of entertainment to food and beverage. Dave & Buster’s records a huge margin between the entertainment sectors in the company, and the restaurants. Fun and games end to be the single operational aspect that generates revenue for the entity in the highly competitive industry.

Even so, the growth prospects of this company are high, operating in more than 90 outlets. The management, therefore, expects to establish eleven extra outlets towards the end of 2016. Additionally, shares trade in a tight range, counting 19% in December.

Corner Bakery Café

Corner Bakery Café is an established American chain of cafes that has its headquarters in Dallas, TX. The café has maintained significant specialty in offering the best breakfast dishes, homemade soups, bread, pastries, gourmet sandwiches, pasta, and salads. The Lettuce Entertain You Enterprise from Chicago initially founded the eatery and ran it for four years before selling it off to Brinker International in September 1995. Upon inception, the Corner Bakery Café offered freshly baked bread, espresso, and coffee. It also continued to provide its services to Lettuce Entertain You Enterprise, which brought about a constant growth in the number of clients and guests. This is when the eatery began serving homemade soups, salads, bread and sandwiches due to greater demands from customers. As the guests continued popping in, the menu expanded further, and there was a need to find an investor that was willing to help grow the business.

Corner Bakery Café has been able to gain much popularity by offering an enhanced experience to every guest visiting the café. The quality and breadth of the restaurant are well-known thanks to the successful catering program incorporated by the management team. Corner Bakery Café has steadily moved up the ladder to become the industry’s segment leader, with more than twenty percent of the brand’s sales being attributed to catering.

In early 1996, Corner Bakery Café stretched its outlets to some cities around the country, easing the congestion that begun to pile up at the Chicago outlet. The company started outsourcing for an investment partner that could further complement the brand, as well as increase capital base for expansion. II Fornaio turned out to be the best fit and purchased Corner Bakery Café assets together with Rosser, Sherrill & Co., Bruckman and LLC of New York. The change in ownership and managements encouraged the development of an aggressive growth strategy aimed at assisting the brand in growing successfully.

Presently, the franchise operates numerous outlets in various parts of the country including Central, Southern and Northern California, Florida, Colorado, Idaho, Kansas, Illinois, Maryland, Kentucky, Indiana, Montana, Mississippi, Oregon, Oklahoma, Pennsylvania, Virginia, Washington, Wisconsin, Utah, Rhode Island, New Jersey, Montana, Kansas, Georgia, Arizona as well as various locations in Texas. In all these locations, clients receive a casual atmosphere, where they can gather meet up and relax with friends and family.

Under the executive leadership of Frank Paci the CEO, Mike Hislop, the chairman of the board, Blake Bernet the Chief Legal Officer, Denise Clemens the vice president of HR and Ric Scicchitano the vice president of food and beverages, Corner Bakery Café has been able to retain a proper standing in every neighborhood they operate. This has improved fast-paced as well as efficient in-line ordering, with the comfort of table service delivery.

The outlet has to deal with many issues concerning the provision of services. Numerous clients often raise complaints lamenting on how they experience frequent interruptions from the staff. In some instances, customers complain of receiving wilted salads. The management, therefore, takes it upon themselves to offer an apology and even compensate these customers whenever necessary. Even so, a greater percentage of customers leave Corner Bakery Café with complete satisfaction.


Essilor International S.A.

Founded more than 167 years ago, Essilor offers its exceptional services to clients in the medical industry. Essilor International S.A was founded in 1849, as a small network of eyeglass manufacturing workshop in Paris. The workshop the after developed through the acquisition of some developing factories within its vicinities, equally introducing frame glasses that are used to date. Essilor International S.A came to being because of a grand merger between two ophthalmic firms, Essel ad Silor.

The nylon system introduced a thin nylon thread that holds the lens, fixed to the frame. Essilor International S.A experienced a great breakthrough with the invention of Varilux in 1959, the first ophthalmic progressive lens. The company started as a retailer of these frames and lenses, before ac repair to become a manufacturer of the same.

The merger between Essel and Silor came to be after numerous years of conflicts between the two entities, making it the third largest optical firm in the world. Presently, the company has a total count of 61,000 active employees. Towards the end of 2015, the company was able to register a net revenue of 6.72 billion pounds, and a net profit of close to 757 million pounds. The first two years of this company were marked by two major events. The purchase of Benoist-Bethiot, a lens manufacturer based in France, which specializes in the manufacture of progressive lenses. The other major event is the creation of Valoptec, a company composed of stockholder managers that held close to half the company’s capital stocks.

Later in the mid-1970s, Essilor International S.A focused on becoming a genuine optical group that specialized in the manufacture of progressive plastic lenses. The company was the listed for stock exchange in 1975. Many of these events conducted by Essilor International S.A’s predecessors brought about the launch of Varilux Orma. Essilor’s management opted to adjust their operational strategies to favor its growth to international markets. The company achieved this by signing some acquisition contracts with various firms located in Ireland, the United States and the Philippines. This turned Essilor International S.A from a mere exporting company to international business.

The year 1980 started with stiff competition, and Essilor International S.A had to take drastic measures that would enable them to cut costs, while at the same time improving the quality of services delivered. The company purchased four new plants within a period of four years. These were in Puerto Rico, Mexico, Thailand, and Brazil. Meanwhile, the plants in France were facilitated with new advanced technology, which automated the entire manufacturing process. Essilor International S.A also saw it fit to withdraw its frame operations gradually, and focus more on the corrective lenses.

In the 1980s, Essilor International S.A collaborated with the American company, PPG, to offer photochromic transitions. With reference from the company’s 2015 registration document, more than 87% of revenue for the company came resulted from the sale of ophthalmic lenses. An extra 10% came in through reader and sunglasses, while the final 3% came from additional activities like the sale of various equipment.


Ensco is a Public Limited Company that offers well drilling and offshore drilling services. An American fund manager and investor founded the company in 1975. Ensco plc founder, Richard Rainwater made a great fortune from this investment that he was listed as one of the top 1000 richest individuals worldwide in 2010. This company focusing on the petroleum industry is headquartered in London, United Kingdom. It also has its operational headquarters in San Felipe, Houston, Texas. The current Chief Executive Officer, Carl Trowel managed to generate a net revenue of $4.063 billion as at 2015. To date, Ensco PLC has an active employee count of 6,400.

Initially, the company had the name Blocker Energy Corporation. The contractor is now the second largest drilling contractor, with an operational base in 11 semi-submersible drilling rigs, 40 offshore jack-ups, and nine drillships. The contractor avails quarterly updates on the progress of every rig within its fleet, with the year 2015 recording 14% of its income coming from Petrobras; 18% recorded from BP.

Blocker Energy Corporation was incorporated as a Public Limited Company in 1975 after graduating from Texas A&M in 1948. Initially, the company focused its operations on the Gulf of Mexico, and then set up a South Texas drilling in 1954 with his father. The company was dissolved when an oversupply of oil in the market paralyzed the oil-drilling contractor. Blocker resolved to work with Dresser Industries as the oil-equipment division operations manager, steadily advancing to the level of senior vice-president.

Blocker purchased Choya Energy and renamed it Blocker Energy, using his South American experience to place the company in the international market strategically. A market he believed was less competitive than the local markets that had more than 900 similar drilling contractors. The demand for Blocker Energy’s services drastically rose, driving the company into a debt of $44 million. This prompted the management to put the business public and source further funds.

Thinking that oil prices in the country were set to shoot up, Blocker energy resolved to borrow heavily so as to expand their oil rigs capacity to 54. The company was set for disappointment when the prices of oil plunged drastically. To counter this, the company resolved to restructure the organization and surrendering 64% of the contractor’s assets to its banks. This helped by raising a net amount of $240 million in debt forgiveness, but leaving behind six rigs. The number of employees dropped to 500, even though the number of rigs rose to 24 in 1984.

The contractor acquired Golden Gulf Offshore Inc., together with ten boats, which distributed four vessels to its rigs. It further purchased Penrod Holding Corporation after it filed for bankruptcy, adding nineteen more rigs to its fleet. ENSCO further acquired Pride International for $7.3 billion, gaining instant access to the West African and Brazilian markets. This diversifies the contractor’s asset base to semi-submersibles and drill ships from large jack-up rigs.

ENSCO encountered bribery claims when signing a contract with Pride International in 2015. This, therefore, prompted the need to terminate this contract for the rig.

Dal-Tile Corporation

The company’s products hit the market in the mid-1990s, receiving affiliate company-operated sales via a network of more than two hundred Centers to architects, contractors, builders, design professionals, developers as well as individual clients. This is also extended to different floor dealers and reputable home center retailers like Home Depot.

Dal-Tile Corporation currently has an active employee count of more than 7600, all of whom are dedicated to growing the business by offering the best value to every client.

The company started experiencing problems that led to a drastic reduction in its general performance. A sharp decrease in commercial construction reduced the net earnings of this company from an average of $470 million to less than $350 million. This was barely enough to cater for the interest AEA paid in 1991 amounting to $43 million. On top of that, the company has an imposed fine of $1 million for dumping hazardous and lead-contaminated wastes into various gravel pits in Dallas. The Texas Water Commission stated that the company had for more than twelve years dumped these wastes in various pits that were not licensed by the state. In 1993, the founder and president, Robert Brittingham was found guilty of more than seventeen criminal counts, including the conspiracy to dumping hazardous wastes. He was fined and sentenced to five years’ probation. The overall fines accumulated to $16.5 million, which included the costs of cleaning up these dumpsites.

The company resolved to establish an additional $18 million regional warehouse and an extra 30% more sales outlet. The company was soon operating seventy-six showroom stores that served as its primary outlets. This led to a drastic drop in the sales by up to 30% within this period. Dal-Tile Corporation was then offered a poor rating due to the high recurring debts and the cyclic environment of the construction industry. The company’s chairperson retired after working with the Dal-Tile for more than 34 years and was the replaced by Pilliod, who started by postponing every construction process that was in place. He attributed this to the great reduction in sales. The revenues rose to $506.3 million in 1994. Dal-Tile Corporation then improved the quality of their products, which increased sales drastically. By the end of 1994, the company as able to net a profit of $6.9 million after taxes.

Presently, Dal-Tile Corporation has outlets in Conroe, New York, Kentucky, El Paso, Alabama, Fayette, Pennsylvania, Jackson, Tennessee, North Carolina, Lewis port, Gettysburg, Olean, and Dallas.