Hodges Had House Beautiful Features American Treasure
Long Career
(Continued from Page One)
Commerce in 1961 and he served
under Presidents Kennedy and
Johnson until 1964. He was a
leader in the establishment of
the Research Triangle and later
was chairman of the Research
Triangle Foundation.
Born March 8, 1898 in Pittsyl
vania County, Va., Mr. Hodges
moved to Leaksville (now a part
of Eden) when he was two years
old. He worked in the mills part-
time while going to school. He
entered the University of North
Carolina at Chapel Hill in 1915
and worked his way through. In
World War I he was com
missioned a second lieutenant in
the Army and served at Camp
Grant, 111.
After receiving his A.B.
degree in 1919 he became
secretary to the late L. W. Clark,
who was general manager of the
Marshall Field & Company mills
in the Eden and Fieldale, Va.
areas.
He became manager of the
Blanket Mill in 1927, production
manager of all mills in the area
in 1934 and general manager of
all 29 of the Marshall Field mills
in the United States and abroad
in 1938. He was elected vice
president of Marshall Field &
Company in 1943.
Mr. Hodges headed the textile
division of the Office of Price
Administration in 1944. He was a
special consultant to Secretary
of Agriculture Clinton P.
Anderson in 1945.
After his retirement as
Secretary of Commerce, Mr.
Hodges was elected chairman of
the board of Financial
Consultants International, S.A.,
a mutual fund to invest in United
States stocks to be sold
worldwide. He was president of
International Rotary in 1967-68.
He was the author of
“Businessman in the State
House” and “The Business
Conscience.”
His first wife, the former
Martha Elizabeth Blakeney,
died in 1969. Surviving are his
widow, the former Louise B.
Finlayson; a son, Luther H.
Hodges Jr. of Charlotte; two
daughters, Mrs. D. M. Bernard
of Houston and Mrs. John C. Fin
lay of New Delhi; two sisters,
Mrs. Ethel Edwards and Mrs.
Beulah Haizlip, both of Eden;
and nine grandchildren.
A funeral service was held at
noon October 8 at the University
Methodist Church in Chapel Hill
with graveside rites following at
4 p.m. at the Overlook Cemetery
in Eden.
One of the most exciting
editorial layouts in Fieldcrest’s
history is now appearing in the
November issue of House Beau
tiful magazine.
It is an exceptional editorial
statement by a national
magazine — four full pages
consisting of ten magnificent
color photographs of the
American Treasures Collection.
Not only is it a tribute to
Fieldcrest styling, but also to the
collaboration of the Smithsonian
Institution and Fieldcrest in
bringing these timeless designs
to the American consumer and
her home.
Additionally the magazine has
further merchandised the
Collection in a full page in their
Advance Retail News which is
prepared especially for home
furnishings salesmen in House
Beautiful’s one hundred top
pace-setter stores, an
affirmation of their belief in the
Collection.
The designs shown in the
editorial are Aimee’s
Patchwork, Hempfield
Railroad, Federal Bouquet,
Patience Rose, Oak Chest
Flower and Double Bowknot, a
most impressive representation
of our American Treasures
Collection.
Fieldcrest’s national advertis
ing promotion of the American
Treasures Collection, seen on
pages three, four and five of this
issue, will be appearing in the
Organization Changes
C. H. WIGGONTON
W. F. CRUMLEY
(Continued from Page One)
ministration, joined Fieldcrest
Mills, Inc. in 1971. He first
served as plant manager of the
Alexander Sheeting Mill at
Forest City and in April, 1973,
became division vice president
and general manager - sheet
manufacturing.
Mr. Crumley joined Fieldcrest
as a management trainee in 1960
following his graduation from
Georgia Tech with a B.S. degree
in textiles. He served as shift
foreman in the Weave Room and
foreman of the Carding and
Spinning Departments at the
Bedspread Mill, and as plant
manager of the Mount Holly
Spinning Mill. Beginning in 1966
and until his latest promotion, he
was superintendent and later
plant manager of the Blanket
Greige and Non Woven Mills.
W. F. ROBERTSON
Mr. Robertson, a graduate of
East Carolina University with
an A.B. degree in mathematics.
joined Fieldcrest in 1970 as
assistant superintendent of the
Blanket Greige Mill. He was
named general superintendent
at that mill in 1970 and continued
in that capacity until his latest
promotion.
Grant Applications Are Due In November
(Continued from Page One)
of 1972. The individual grants
range upwards to $1,000 per year
and may be given at any stage of
a student’s career beyond high
school, whether it be at a college
or university or a technical
school.
The grants differ from the
Fieldcrest Scholarships, also
given by the Fieldcrest
I'oundation, in that grants are
primarily for aiding employees’
children in line with their
financial need as well as their
2
desire and ability to complete a
given course of study. The
scholarships are based on
academic achievement as well
as need.
In order to clear up any
confusion which might exist as
to the qualifications for both the
grants-in-aid and the Fieldcrest
Scholarships, these are
explained below:
Grants-In-Aid
1. Applications taken twice per
year, usually during June and
November.
2. Employee (parent) must
have one-year continuous
service as of date of application.
3. Applicant normally plan
ning to attend college for less
than 4-year program, but 4-year
programs also eligible.
4. Applicant can have prior
college or may be presently
enrolled.
5. Grants primarily awarded
on basis of financial need with
consideration of scholastic
aptitude for college work.
(Continued On Page Eight)
following magazines: House &
Garden, November, circulation,
1,050,000; House Beautiful,
December, circulation 840,000;
Smithsonian Magazine, October,
circulation 525,000; The New
Yorker, October 21, circulation.
460,000; Sunset, Novetii
circulation, 1,035,000;
Angeles Times Home Ma’ga
October 6, circulation l,i8s
and New York Times Su
Magazine, October
circulation 1,433,908.
Battle Discusses
Business Condition
(Continued from Page One)
temporary curtailment, shorter product lines, ai
belt tightening all along the line — all difficult decisioi
However, we are more fortunate so far than a 1
of other industries and indeed some other textile coi
panies who have had to lay off thousands of people f
indefinite periods. We have experienced some period
standing of mills for one-week periods but, so fe
there have been only a handful of indefinite layol
and most of these employees have been offered wo
at other jobs.
Q. Specifically, what steps are being taken fc
the company to offset all these things that yo
just talked about?
A. We have already discussed the steps beii
taken to keep inventories in line with requiremeni
based on incoming orders. In addition, as a sk
term measure we are analyzing our capital expenditui
program to make sure that only those projects abs
lately essential are implemented. As a result of tl
energy crisis and the high cost of fuel, energy surve;
have been made at each mill, office thermostats hai
been lowered, and lights turned off — all essential i
the conservation of fuel.
In addition, non-productive overhead at all location
including the General Offices, is being reduced wherevi
possible. This program was started over a year af
because we realized that historically the textile indi
try has been a low profit industry and that to prote
the long-term interests of our employees, stockholdet
and customers, we had to take a look at every ei
penditure we make.
Q. Could you comment on the outlook for FieM
crest for, say, the next six months?
A. Well, it is very difficult to guess what is goir
to happen in the future, and I would be reluctant i
predict mill operating levels for the next seveii
months. However, once inventories reach manageab
levels, any pickup in retail business will be felt ve(
quickly by Fieldcrest.
Q. Well,^you would say that the company
ally is strong ?
A. Yes, definitely strong. The -strength of
crest is represented by its well-styled, high-c
product lines well placed in retail stores plus
I cannot overemphasize) the some 12,000 well-t
and loyal employees at all levels in both Manufac
and Sales. I can share our employees’ conceri
periodic slowdowns, but I hope they understan(
these hard decisions are best for the long-ran
terests of the company and, in turn, for them
Q* Would you say that we had a good i
this year?
A. Yes. However, as many of you who ow
in our company and see the financial resu
toow, our earnings, while they compare favoral
the teidile industry, are still lower on a pei
basis than in many other industries.
Q. Then, would you say that your oui
the coming months would be optimistic, g
A. Certainly, for the long range. I doi
anybody in his right mind would try to pre(
IS going to happen immediately, but I am not 1
a pessimist. We will not only adjust to th
economic recession, but in the long run will
to ^ow and provide regular employment
employees.
THE MILL