AMWAY brought in new personnel to clean house. The result was improved training procedures, new product lines, and a renewed dedication to the company's success. In 1989 sales rebounded to $1.5 billion and a $2.1 billion buyout offer from Avon was rejected. AMWAY has grown very successfully in China, Eastern Europe, and Pacific Rim countries. This appears to be because of the small startup fees. Starting at grass roots level and growing larger is what AMWAY does best (Hoover's Guide To Private Companies, 19941995, p. 26).

Arthur Anderson formed his first accounting firm, Anderson, Delany & Company in 1913. The implementation of the Federal reserve and the federal income tax helped to increase the demand for competent accounting services. Between 1913 and 1920 the firm gained well known clientele, including ITT, Briggs and Stratton, Parker Pen, and Colgate-Palmolive (Hoover's Guide To Private Companies, 19941995, p. 29).

During the 1920s Anderson's firm added more financial services and was in position to flourish during the Depres

Hoover's Guide to Private Companies, (19941995). AMWAY Corporation, p. 26.

sion years while other similar businesses failed. Between 1947 and 1963 the Anderson firm opened 18 new offices in the United States and expanded to 26 other countries. Broadening its base, the Anderson company opened Anderson University in the 1970s, transferred its headquarters to Geneva Switzerland in 1977 and began to issue worldwide financial reports (Hoover's Guide To Private Companies, 19941995, p. 26).

Hoover's Guide to Private Companies, (19941995). Bechtel Group, Inc., p. 37.

Throughout the 1980s and 1990s fiscal and legal tensions changed the shape of the Anderson company. Restructuring has broken the company into Anderson Consulting and Arthur Anderson & Co. Legal wrangling has cost the company millions of dollars, claiming improprieties during the failed savings and loan scandals. Other legal maneuvering has brought into question the Anderson company's competency in establishing the worth of several limited partnerships (Hoover's Guide To Private Companies, 19941995, p. 26).

In the 1930s the Bechtel corporation managed the Hoover Dam project and the building of the San Francisco Bay Bridge. During World war II Bechtel won many contracts, including one contract to build over 570 ships. In more recent decades Bechtel has built many pipelines and numerous power projects. In 1960 Bechtel Group, Inc. was operating on 6 continents (Hoover's Guide To Private Companies, 19941995, p. 37).

Because of waning profits in construction projects, Bechtel Group, Inc. began to concentrate on mining projects in New Guinea and China. The economic recession of the 1980s caused Bechtel to retrench further, firing almost half its work force (22,000 workers) and taking on smaller projects such as plant modernizations (Hoover's Guide To Private Companies, 19941995, p. 37).

Bechtel Group, Inc. ha