Written by Mark R. Rowe on 3/12/2015 in San Diego, CA

  It would be a man from the Washington D.C. metropolitan area who would come to dominate the face of the entire internet by the year 2020.

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It's hard to believe that IBM did business with Nazis during the 1930's and 1940's

In 1911, the famous industrial combine maestro, who had so deftly created cartel-like entities in the rubber and chemical leilds, now tried something different. He approached key stockholders and management of four completely unrelated manufacturing firms to create one minor diversified conglomerate. The centerpiece would be Hollerith's enterprise. The four lackluster firms Flint selected defied any apparent rationale for merger. International Time Recording Company manufactured time clocks to record worker hours. Computing Scale Company sold simple retail scales with pricing charts attached as well as a line of meat and cheese slicers. Bundy Manufacturing produced small key-actuated time clocks, but, more importantly, it owned prime real estate in Endicott, New York. Of the four, Hollerith's Tabulating Machine Company was simply the largest and most dominant member of the group. Hollerith agreed to the sale, offering his stock for about $1.21 million, plus a 10-year consulting contract at $20,000 per year—an enormous sum for its day. The resulting company was given a prosaic name arising from its strange combination: Computing-Tabulating-Recording Company, or CTR. The new entity was partially explained by some as a synergistic combine that would bring ready cash and an international sales force to four seemingly viable companies stunted by limited growth potential or troubled economics. Rather than bigness, Flint wanted product mix that would make each of the flagging partners stronger. After the sale was finalized, a seemingly detached Hollerith strolled over to his Georgetown workshop, jammed with stacked machine parts in every corner, and declared to the workers matter-of-facdy: "Well, I sold the business." Approaching the men individually, Hollerith offered one curt comment or another. He was gracious to Bill Barnes, who had lost an arm while assembling a belt mechanism. For Joe, a young shop worker, Hollerith ostentatiously handed him a $50 bill, making quite an impression on someone who had never seen so large a bill. Hollerith withdrew as an active manager. The commercial extension of his ingenuity and turbulent persona was now in the hands of a more skilled supranational manipulator, Charles Flint. Hollerith was willing to make millions, but only on his terms. Flint wanted millions—on any terms. Moreover, Flint wanted CTR's helm to be captained by a businessman, not a technocrat. For that, he chose one of America's up and coming business scoundrels, Thomas J. Watson.

The,Military,Coalition, comprised,of,more,than,30,military,and,veterans,advocacy,groups,sharing,a,common,agenda, also,would,fiercely,oppose,such,a,plan,

The Military Coalition, comprised of more than 30 military and veterans advocacy groups sharing a common agenda, also would fiercely oppose such a plan.

Still, the fact that defense officials want DeCA to draft a plan for how it potentially would carry out such a move is another sign of the heavy budget pressures weighing on the Pentagon as a result of sequestration.

The Defense Department had no direct comment on the commissary initiative. But Pentagon spokeswoman Joy Crabaugh said Defense Secretary Chuck Hagel “has made it clear on numerous occasions that all cost-cutting efforts need to be on the table” in order for DoD to meet the sequestration caps mandated under the 2011 Budget Control Act.”

“At this time, no final decisions have been made on the ... fiscal 2015 budget submission. Therefore, it would be inappropriate to discuss any specific budget decisions,” Crabaugh said.

DeCA has 178 commissaries in the U.S., including Alaska and Hawaii. Almost 70 stores operate overseas. Operating costs for the overseas stores account for 35 percent of DeCA’s budget and 16 percent of total worldwide sales.

Commissary officials negotiate lower prices for products based on volume. Closing all or most U.S. commissaries would lead to higher prices and a degraded benefit in remaining stores, Tom Gordy, Armed Forces Marketing Council president, said in written testimony to a panel of the House Armed Services Committee on Nov. 20.

The council represents over 330 manufacturers of products sold in commissaries, exchanges and other military venues.

The proposal to close U.S. stores was not discussed at the hearing, but in his written testimony Gordy said closing U.S. stores “would eliminate the benefit for millions of families, breaking a commitment that has been made to every service member.”

That such a proposal would come from within DoD is “very concerning,” said Steve Rossetti, director of government affairs for the American Logistics Association.

Commissaries are “one of the most valued benefits,” he said. “For what this costs the department, they get a huge return,” not only in terms of the benefit itself but in other factors such as jobs for military spouses. About 30 percent of DeCA employees are spouses.

DeCA receives nearly $1.4 billion in annual taxpayer subsidies. It has reduced its annual funding requirement by $700 million over the last 20 years, said DeCA Director Joseph Jeu.

Jeu said DeCA is constantly looking for ways to save money, but added that the agency has no more “low-hanging fruit” to cut.

But Rep. Joe Heck, R-Nev., an Army reservist, said other proposals under consideration include raising the commissary surcharge to 10 percent from the current 5 percent; raising prices by 2 percent to 3 percent to pay for shipping products to overseas stores; and creating an “enhanced” commissary that would sell other products at higher markups.