° MANAGEMENT companies—W inchester and Remington—lead the field in guns and ammunition, but their management philosophies are at opposite poles. In today’s competition, it means neither company can miss a trick. Two Gun Makers Two With Opposite Views HE TWO HUNTERS pictured on this page have a great deal in common. They’re both executives of arms and ammunition companies—W. Miller Hurley, left, is vice-president and general manager of Wiainchester-Western Div. of Olin Mathiesen Chemical Corp., and Max R. Warden (right), is presi- dent of Remington Arms Co., Inc. Both then reached the top rung two years ago; both worked their way up, without ‘benefit of college degrees, through production and _ engineering - ranks. They’re in the same age bracket: Warden is 52 and Hurley, 47. Their companies run one-two as the biggest in the field.. Both are controlled by giant chemical companies (Remington by du Pont), and they are neighbors in Connecticut, Winchester in New Haven and Remington in Bridgeport. Yet with all these similarities, man to man and company to company, the two managements have utterly different philosophies. The contrast in approaches both extends all the way organizations—from through product de- sign to advertising theme. e The Difference—In talking to Miller Hurley or Max Warden, you quickly learn where the difference lies. It’s in the mind’s-eye picture that each company has of its customer: e At Remington, management believes the customer is primarily inter- ested in “the best possible product at the lowest possible cost.” So everything is geared to simplicity, speed, efficiency, mass production. e At Winchester, management fol- lows the theory that the shooter doesn’t buy a gun like a tool. It wraps up ro- mance and pride of possession—the Cadillac idea—with every. gun. Everything is geared to craft quality and custom touches, even at extra price. e Both Ideas Work—Together the two companies blanket a big market. This year, at least 18-million hunters will be licensed, and gunners will spend some $200-million on rifles, shotguns, and— most important—ammunition. Winchester, as an Olin Mathiesen division, doesn’t publish separate sales figures, but its 1955 volume is estimated around $95-million. Remington WINCHESTER’S manager, W. Miller Hurley, thinks a rifle or shotgun should be made and marketed with loving care. 60 Management expects to wind up the year around the $69-million mark it hit last year. Savage Arms Corp...of Chicopee Falls, Mass., REMINGTON’S president, Max R. Warden, believes the buyer is most interested in the best quality for a price. BUSINESS WEEK ¢ Noy. 19, 1955