Brunswick Corp.

National Labor Relations Board - Board Decisions

Jun 15, 1964

147 N.L.R.B. 428 (N.L.R.B. 1964)

428 DECISIONS OF NATIONAL LABOR RELATIONS BOARD
WE WILL notify William R. Parker and the said Employer in writing that
we have no objection to the employment of Parker in any capacity satisfactory
to the said Employer.
UNITED BROTHERHOOD OF CARPENTERS AND JOINERS
OF AMERICA, AFL-CIO, LocAL 743,
Labor Organization.
Dated------------------- By-----------------------=-------------------
(Representative ) ( Title)
This notice must remain posted for 60 consecutive days from the date of posting
and must not be altered , defaced, or covered by any other material.
Employees may communicate with the Board 's Regional Office, 849 South Broad-
way, Los Angeles , California, Telephone No. 688-5204, if they have any question
concerning this notice or compliance with its provisions.
Brunswick Corporation and Amalgamated Clothing Workers of
America, AFL-CIO, Petitioner. Case No. 10-RC-5464. June 15,
1964
SUPPLEMENTAL DECISION, ORDER, AND DIRECTION
OF SECOND ELECTION
Pursuant to a stipulation for certification upon consent election, ap-
proved February 12, 1963, an election by secret ballot was conducted
on March 14, 1963, under the direction and supervision of the Re-
gional Director for the Tenth Region among the employees in the
agreed unit. At the conclusion of the balloting, the parties were fur-
nished a tally of ballots which showed-that, of approximately 144
eligible voters, 21 cast valid votes for the Petitioner, none east valid
votes for the Intervenor, Local 3265, United Brotherhood of Car-
penters and Joiners of America, AFL-CIO, 115 cast valid votes
against the participating labor organizations, and 3 cast challenged
ballots. The challenges were insufficient in number to affect the elec-
tion results. Thereafter, the Petitioner filed timely objections to con-
duct affecting the results of the election.
In accordance with the Board's Rules and Regulations, the Re-
gional Director conducted an investigation and served upon the parties
his report on objections, in which he recommended that objections
Nos. 3 and 4 and certain unnumbered objections be sustained and that
the election be set aside and a new one held. The Employer filed
timely exceptions to the report.
Pursuant to the provisions of Section 3(b) of the Act, the Board
has delegated its powers in connection with this case to a three-
member panel [Chairman McCulloch and Members Fanning and
Brown].
147 NLRB No. 56.
BRUNSWICK CORPORATION 429
Upon the entire record in this case, the Board finds:,'
- 1. The Employer is engaged in commerce within the meaning of the
Act and it will effectuate the purposes of the Act to assert jurisdiction
herein.
2. The labor organizations :involved. claim to represent certain em-
ployees of the Employer.
3. A question affecting commerce exists concerning the representa-
tion of employees of the Employer within the meaning of Section
9(c) (1) and Section 2(6) and (7) of the Act.
4. We find, in accordance with the parties' stipulation, that the
following unit is appropriate for the purposes of collective bargaining
within the meaning of Section 9(b) of the Act:
All production and maintenance.'employees, including club machin-
ing, club finishing, club gripping, club assembly, club packaging, and
club repair employees and shipping and receiving employees while
employed at the Employer's Albany, Georgia, operation, but exclud-
ing all office clerical employees, plant clerical employees, professional
employees, confidential employees, technical employees, guards, and
supervisors as defined in the Act.
5. The Board has considered the Regional Director's report on ob-
jections and the exceptions thereto, and makes the following findings :1
Beginning February 19, 1963, the Employer's plant manager con-
ducted an active campaign to persuade employees,to vote against rep-
resentation by the participating labor organizations. - He made
speeches to massed assemblies of the employees in the plant on Febru-
ary 19, 22, and 27 and March 6, 11, and 12,2 and he mailed letters to
employees at their homes on February 22 and March 8 .1 In addition,
the Employer distributed a number of leaflets. One of the leaflets 4
comprising two sheets 20 by 14 inches in size, was captioned "Strike
in Moultrie." The first sheet contained reproductions of newspaper
stories relating to incidents of violence in a strike called by a union
not a party to this proceeding and stating in the caption, "Will These
Headlines Tell the Albany Stoiy In '63 !" The second sheet contained
reproductions, in the forxta:,naontage, of newspaper headlines and
stories pertaining to strikes and strike-violence involving other unions.
The caption of the sheet read, "A Different Time ... A Different
Place . . . But Will the Story Be the Same?" The leaflet urged the
employees to "Protect Your Job," "Protect Your Family," "Vote
Against Strikes," and "Vote Against Lost Pay" and to vote "Neither."
i In the absence of exceptions filed thereto, we adopt pro forma, the Regional Director's
recommendations to overrule objections Nos. 1 , 2, 5, 6, and 7 , and an unnumbered objection
relating to the Employer's speecb-given 2 days before the election.
2 Appendixes K, L, M, N, and 0 of the Regional Director 's report. All but K and 0 are
attached hereto.
3 Appendixes A and B of the Regional SDirector 's report, attached hereto.
The leaflets, Appendixes C, D, E, F, G, and I to-the'Regional Director's report, are not
attached hereto.
430 DECISIONS OF NATIONAL LABOR RELATIONS BOARD -
In a speech delivered in the plant on February 19,5 Plant Manager
Plummer stressed to the assembled employees the themes that he "will
not accept any union with open arms"; that "this company does not
pay any more or am y less because a factory is . . . or isn't organized
by a union"; that "if a union were to get in here . . . there would
still be only one way it could try to force us to do something that we
were unable or unwilling to do. And that way would be by pulling
you out on strike!" and that "everybody knows that where unions
are, strikes occur." In a letter to employees on February 22,6 Plummer
raised a number of questions for them to think about, including the
possibility of, a strike if the Employer "cannot meet all [the Peti-
tioner's] demands." In the next speech delivered in the plant lunch-
room on February 22,° Plummer stated, in the same vein, that with
respect to union promises, "your company and I will do everything
that is fair and right. No more and no less! And we will do so with
or without a union in the plant!" and that "if this union promises
you more ... how else can they get it except by resorting to economic
force? In other words, except by calling a strike!" In his next
speech, on February 27, Plummer urged employees to submit written
questions. On March 6 he gave a speech in which he answered a num-
ber of written questions.8 One question was:
If a'union came into Brunswick and the plant closed up for
any reason and you joined that union, would it be difficult to
find work in another plant after being [in] a union? And don't
most factories have restrictions against hiring people who have
belonged to a union ?
Answer: That's a tough question for me to answer because I
don't know what another company will or won't do. I just don't
know what standards they use in deciding who they will hire .. .
and who they will not hire. The best thing for you to do to get
an 'answer to this question, is to ask some of the older or more
experienced employees-let them tell you of their past experiences.
Another question was :
Other than strikes, why does this company not want a union?
Answer: Because we sincerely believe that there is nothing
a union can do for us ... or for our employees ... that to-
gether we cannot do better for ourselves. The aim of this factory
has always been to do what is right because it is right ... no
more and no less ... and we intend to continue dealing with our-
employees in this manner. - '
° Appendix. J.
Appendix A.
v Appendix L.
8 Appendix M.
BRUNSWICK CORPORATION 431
The last question was :
Will we be offered u raise? Are you going to give us a raise
or not? We want a raise ! If the union demands more money
and the company refuses, will there be a strike until the company
and union can decide?
Answer: I wish I could tell you straight out that the company
will grant you a raise ... or that the company will not grant
you a raise. But the law prevents me from making any comment
like that. Let me explain.
During the period just before the election the law is very strict
on what I can say. The law prohibits me from making any kind
of a promise to you about what we will ... or what we will not
do .... Because according to the law, such a promise might
influence your vote ... and the Government considers that
unfair.
On the other hand, the law puts no such limitation on the
union. The union can say what it pleases ... and it can pro-
mise what it pleases. The sky is the limit. Now to get to the
other question. I can't tell you folks whether there is going to
be ... or there isnt going to be a strike if this union wins.
Only the union bosses know that answer.
But remember this ... although the union bosses can make
cheap and easy promises, they cannot provide any wages or
benefits of and by themselves. All they can do is make demands on
the company. And if the company can't meet their demands ...
because of competitive conditions ... the union bosses have only
two choices left. They must either settle for less than they have
promised . .. or call a strike! And if a strike is called, then
everybody loses. We lose business during the shutdown ! You lose
your steady income ! Worse yet, if the strike goes on long enough,
the company may have to close its doors. And then who gains
... and who loses. You lose . . . I lose ... your families lose !
In fact, we all lose except the union bosses. They risk nothing.
In the end, they just shrug their shoulders and go off in search
'of another plant to organize.
On March 7 and 8 the Employer distributed two leaflets containing
excerpts from the files of the Senate Investigating Committee on Labor
setting out charges ('by unnamed persons) of corruption by (un-
named) labor organizations, and one leaflet, presenting figures on
strike costs, i.e., how long it would take a person with $60 take-home
pay to make up for pay lost depending on length of strike and amount
of hourly gain.
432 DECISIONS OF NATIONAL LABOR RELATIONS BOARD
On March 8, Plummer sent a letter to employees in which he em-
phasized the danger of a strike.' In the letter, he stated :
The union bosses would have you believe that a strike just
couldn't happen here. It happened in Moultrie . . . and IT
MOST CERTAINLY COULD HAPPEN HERE!"
So don't be misled when the union tells you it won't strike.
No union can guarantee you that it won't force you out on strike !
This was followed on March 10 with the posterlike leaflet depicting
the Moultrie strike and strikes in general , above described.
On March 11 Plummer delivered another speech 10 in which he
presented to the employees some "basic facts about the golf-club busi-
ness," in which the Employer is engaged at the Albany plant. He
characterized the competitive state of affairs in the Employer's busi-
ness as one of "fierce, dog-eat-dog competition." At another point in
the speech, he said :
One of the dark clouds which appear on the horizon which could
affect our whole effort-and our whole future is the union ...
and its bosses ! This company cannot meet the challenge of com-
petition, if it is torn apart by internal strife and bickering. It
cannot survive in the face of unreasonable demands forced by some
union boss. With the hot, smouldering breath of competition on
our necks, we are not in position to pay Cincinnati rates ...
and certainly not the rates which the union alleges are in effect at
Cincinnati ! We cannot and we will not price ourselves out of the
dealer-club business! If we are forced to increase our costs, we
don't have a chance of staying alive ! ...
Two days before the election, Plummer gave his final' speech, in
which he announced the necessity of a production cutback and a layoff.
The Regional Director, construing the statements made in the speech
alone, found that the motivation for the contemplated layoff was
economic."
The Board has carefully examined and evaluated the Employer's
campaign statements in the context of the entire election campaign and
has concluded that its campaign exceeded permissible bounds. In
its campaign, the Employer sought to convince employees of four basic
points : (1), the Union's demands were unreasonable and competitive
conditions were such that the Employer could not meet them, a point
which was dramatically underscored by a production cutback and
layoff of employees 2 days before the election; (2) the employees did
0 Appendix B.
10 Appendix N.
11 As above indicated , no exceptions were filed to this finding or to the recommendation
that the unnumbered objection relating to this speech be overruled.
13RUNSWICK CORPORATION ; 433
not need a union, for the Employer's policy was to give employees
,everything that was reasonable, union or no union, and the Union
therefore could not obtain more than the Employer would voluntarily
give; unless it struck; (3) strikes are generally violent, therefore a vote
for the Union was avote for strikes and violence; and (4) unions are
corrupt, irresponsible, dictatorial, and not concerned with the welfare
of employees and therefore a vote for the Union was a vote for such
unsavory leadership. In developing the last two points the Employer
relied on information, charges, and allegations relating to conduct of
strikes and union affairs by unions other than the Union involved in
this case. As a sort of counterpoint to all of the above, the Employer
.stressed the fact that it recognized the employees' individual rights to
discuss matters with management, but that it wanted to keep the "dues
collectors" out of the plant. -
In our opinion the Employer's campaign exceeded ' permissible
bounds in at least two respects. First it was calculated to convince
employees of the futility of voting for the Union for the purposes of
achieving changes in their conditions of employment, not because of
any incapacity or incompetence on the part of the Union, nor merely
because of harsh economic realities, but because of the Employer's
indicated unwillingness to accord the Union a legitimate role in
representing employees. Secondly, it repeatedly stated that the
Union would have to strike to achieve its demands, and it sought to
,convince employees that the Union was strike-happy, prone to use of
violence, irresponsible, and even corrupt, not by reason of any evidence
as to the Union's own shortcomings in these respects, but by reason
of the conduct of certain other unions. While we recognize an em=
ployer's right to inform employees of relevant economic realities and
factual matters relating to the conduct of the union or unions involved
in a particular election contest, we do not believe that the policies of
the Act are effectuated by permitting an employer to ring the changes
on the sins of commission and omission of unions not involved in the
contest, while at the same time, informing employees that the Union
involved cannot obtain anything for employees that the Employer
is not willing to grant' them without the Union. Such argument and
statements tend to foreclose the possibility that the election issues will
be decided on the basis of the employees' judgment as to whether the
Union involved, will, if it achieves majority status and is accorded
its statutory role as the employees' representative, be able to represent
employees effectively in the light of existing economic realities. By
its campaign, the Employer demonstrated that it was not interested in
such a determination, rather it sought to convince employees that se-
756-236-65-vol. 147-29
434 DECISIONS OF NATIONAL LABOR RELATIONS BOARD
lection of the Union was at best a futile act, and would in any event
necessarily involve employees in strike violence and subject them to
irresponsible and corrupt leadership.
`Ve conclude that by such tactics the Employer destroyed the atmos
phere which the Board seeks to preserve for its elections in order that
employees may exercise freedom of choice on the representation ques-
tion." Accordingly, we adopt the Regional Director's recommenda-
tion that the election be set aside and a second election be directed.
[The Board set aside the election held on March 14, 1963, among
the employees of Brunswick Corporation, at its Albany, Georgia,
plant.]
[Text of Direction of Second Election omitted from publication.]
]2 General Industries Electronics Company, 146 NLRB 1139; Stork-line Corporation,
142 NLRB 875.
APPENDIX A
BRUNSWICK CORPORATION,
Albany Plant, February 22, 1963.
DEAR FELLOW EMPLOYEE: You and your family have some important decisions
to make between now and March 14th . Here are some vital questions you will want
to ask yourself before you make those decisions.
Just who is it that is trying to bring in the unions Aren't they just a bunch of
strangers who have slick-talked a small group into expecting a lot of things that the
unions have no way of delivering? Who is putting up the money for this union
campaign? Who is paying the salaries and expenses of these high -paid and high-
living organizers ? Who is paying the costs for printing and circulating propaganda?
Why would outsiders spend their money this way? Is it because they expect to collect
a lot more in initiation fees and membership dues from our employees?
And what about all those promises of more pay for less work-and more of
everything else? How can any union deliver these things? What if the company
cannot meet all these demands ? Then what does a union do ? IT CALLS A
STRIKE! And what happens to the people and their families? How do they
pay their bills and buy their groceries ? How do they protect themselves against
illness and tragedy while the plant is shut-down?
And in the meantime , what do our customers do? Buy Wilson or Spaulding or
some foreign-made golf clubs? Do they keep on buying other brands of golf clubs
even after the strike is over . If so, how many jobs will there be here in Albany?
Who runs the union ? Is it the rank and file membership? Or is it an officer
who wants power and control over everybody else . . . no matter who gets hurt?
Suppose the union causes the plant to close down and puts people on strike? Whom
can you trust ? Your company or the union? Who wants to keep the plant operat-
ing, producing golf clubs . . . and meeting payrolls?
Why should you take a chance on strangers who know little or nothing about
you or your affairs? What can they do that you can 't do BETTER for yourself?
Do unions help the conscientious , hard-working folks . . . or are they more often
fighting for the marginal ones . . . the incompetents and the trouble -makers?
These are questions you will want to think about very carefully before you mark
your ballot on March 14th.
Sincerely,
VOTE AGAINST STRIKES
Neither
. . . VOTE [XI
1601 SOUTH SLAPPEY DRIVE, ALBANY , GEORGIA 436-5763.
(S) R. W. Plummer, Jr.,
R. W. PLUMMER, Jr.,
Plant Manager.
BRUNSWICK CORPORATION
APPENDIX B
435
BRUNSWICK CORPORATION,
BRUNSWICK SPORTS March 8, 1963.
1601 S. Slappey Drive,
Albany, Georgia,
436-5763
DEAR FELLOW EMPLOYEE : You've heard a lot these past months . from union
organizers . . . about labor peace . and harmony. But a brief look at our daily
newspapers tells a different story . We see headlines which say "STRIKE CLOSES
PLANT!" "SHOTGUN BLAST HIT NON-STRIKERS ' CAR!" "STRIKE TALKS
DEADLOCKED !" Family hardships and untold suffering are written throughout
these headlines . They show that when a strike is called, unionization may well
produce serious penalties for us all.
The union bosses would have you believe that a istrike just couldn't happen here.
It happened in Moultrie . . . and IT MOST CERTAINLY COULD HAPPEN
HERE!
Let me illustrate . A union can promise you more wages and many benefits.
BUT A UNION CANNOT PROVIDE ANY WAGES OR BENEFITS FOR YOU!
It can only make demands on a Company . Now, if a Company cannot meet those
demands because of competitive conditions , the union has only two choices. It
must withdraw its demands . or to save face. IT MUST CALL A STRIKE!
And a strike means hardship , lost time . and lost wages ! Wages which are
lost forever and cannot be made-up . And if the strike continues long enough, the
Company could have to close its doors for good. Then who gains and who loses?
The employees lose their jobs. The Company loses its business . But the union-
it risks nothing!
So don't be misled when the union tells you it won't strike . No union can
guarantee you that it won't force you out on strike! Here at Brunswick you have
never lost a minute's wages because of a strike. You have never had to walk a
picket line. But can you be dead-sure that you won't have a strike, if the union wins?
Your day of decision is drawing near. Thursday , March 14th is just a few days
away. Some folks may feel they shouldn 't vote in this election , because they don't
want to "get involved ." THAT'S THE WORST MISTAKE YOU CAN EVER
MAKE ! By not voting , you will place your jobs . and your whole future .
in the hands of outsiders . These elections are decided by the majority of the people
voting and not by a majority of those eligible to vote . If only a part of those who
are eligible to vote . . . actually do vote , it is possible for a minority group to bring
the union in . . . even though a greater number of people were actually against it.
So don 't be a NON-VOTER ! Have a voice in your own future . Be sure to
vote on Thursday . And if you believe we deserve your vote of confidence ...
then place your "X" in the center box . . . the one marked "NEITHER."
Sincerely,
(S) R. W. PLUMMER, Jr.
VOTE NEITHER ON
q xq q
MARCH 14TH
APPENDIX J
SPEECH AT ALBANY, GEORGIA, DELIVERED BY R. W. PLUMMER, ON TUESDAY,
FEBRUARY 19, 1963, AT 3:00 P.M.
FELLOW EMPLOYEE-Three weeks from today-on March 14th-you will vote
in the most important election of your life. Your decision on that day will not
only affect your future-but the future of your family as well. Because the decision
you make will be for "keeps" . and cannot be changed once you made it . . . I
think its time for some plain talk and facts.
Up until now, you've heard only one side of the story-the other side. You've
heard that side from a group of highly paid union salesmen who make their living
by sweet-talking people into joining their unions, well, I don't hope to compete
with them when it comes to slick talk. I'm just an ordinary straight torward proauc-
tion man. I don't deal in dreams and I can't sell promises. All I can talk about
is what I know and what I believe. You all know me . and you know that
when I speak, I speak the truth . . . I don't butter it up with a lot of soft soap.
436 DECISIONS OF NATIONAL LABOR RELATIONS BOARD
I am given to understand that these union salesmen have been going around
telling everyone that your management and I will welcome the Union with open
arms. If this weren't so serious a matter, that statement would be funny. How-
,ever, just so that I can clear any doubt that may exist in some minds, let me go on
record as saying that I certainly will not accept any union with open arms. I have
told you before, and I say again .. . I am neither for nor against unions. I am
for our employees and their best interests!
I want you know that I do not propose to deliver our employees to this or any
other union. I believe that a man or a woman should have the right to work without
-paying tribute to an organization, and union or no union, you must know that it is
-my intention to manage the affairs of this company honorably, honestly, and in the
best interest of all concerned.
You may have noticed that I'm referring to my notes very closely . and won-
,dered why. The reason I am . is because the law (puts very strict limits on
`what I can say to you . So I've got to be careful what I tell you because I
;might violate the law. The law says I mustn't promise you anything if you vote
for yourselves and the company . and against the union. The law says a com-
pany may not tell the employees of any plans it may have for improving working
conditions . . . or benefits=or anything else.
But on the other hand, the law puts no such limitations on the unions. Their
salesmen can make all sorts of promises regardless of how wild or phoney they may
be. The union can promise to get the sun and the moon and the stars . . . and as
far as the law is concerned, its okay.
However, when the company makes a promise . . . you can bet your life it keeps
it! But does a Union? No! Of course, the union boss always finds a way when
he can't make good. He always has a ready made answer, he says, "well fellas, I
tried to get it for you-but I just couldn't get the company to agree."
It's an easy thing for these union sharp-shooters to promise to give you something
which they hope to take away from somebody else, but delivering on that promise is
a horse of a different color. I understand that these salesmen are saying that they
will get your [sic] more money. But did they ever mention how they expect to get it?
Certainly, this company does not raise wages just because some outsiders demand
it! Wages must be raised in direct proportion to the efficiency and output of the
plant. And output and efficiency of the plant is increased only after everybody learns
the special skills needed to do the job. As everybody develops the skills for doing
the job, they then are worth more nand become entitled to more. When we increased
our wages by 7% just recently, we didn't do it because some union boss demanded it.
We did it because you folks . . . our employees . . . showed us that through your
efforts and greater efficiency you merited the increase and were genuinely entitled
to it.
Let me say to you . . . very positively .. that this company does not pay
any more or any less because a factory is . or isn't organized by a union. We
pay on the basis of the kind of work that is being done and the wage pattern of
the community in which we operate.
The truth is that these unions have no magic power to make things go the way they
promise. Sometimes people have the idea that all they have .to do is vote for a union,
and then automatically higher pay and benefits of all kinds will immediately take
place. This idea is absolutely false. Voting for a union does not automatically
bring any increase or benefit to you whatsoever. And if a union were to get in here
... there would still be only one way it could try to force us to do something that we
were unable or unwilling to do. And that way would be by pulling you out on
strike! Now, without intending to seem too abrupt, I hope you realize and understand
in advance, that we have no intention of yielding to any unreasonable pressures at
this plant . ever!
Everybody knows that where unions are, strikes occur. These same unions which
are asking you to follow where they lead, have in the past pulled people out on some
completely useless and needless strikes. Just one year ago, one of these unions
pulled a strike in one of our northern plants which lasted over 3 months-13 weeks to
be exact. That strike produced nothing but trouble, strife and misery for the people.
It caused them to lose time and to lose pay. They will never recover the money they
lost . . . even if they work until they are 100 years old.
There are any number of cases I could cite in which people have voted for a
union . . . and then soon after they voted for a union, the union bosses pulled
them out on strike. While they were on the picket lines, other people came in and
took their jobs. The latest example of this is in Moultrie at .the Bridgeport Brass
Company. What did the strike gain for the people? What did the union gain for
these people? The answer is obvious. Instead of gaining-they lost everything,
including their jobs.
BRUNSWICK CORPORATION 437
Here's another important thing to think about. If one of these unions were to get
in, who would be the people who run it? Who would be the shop steward? Who
would handle the union treasury ? Who would run the affairs of everybody else?
Look around you and see who is actively pushing the union . Are they the kind
of people you would consider capable of handling your problems? Are they the kind
into whose hands you are ready to trust your affairs and your very future?
Up until now you have always been free to come in and settle your problems
personally with us. But if this union gets in here, this freedom and this right-
(which you now have)-will be severely curtailed . This is because you and I will be
prevented from settling anything together under the law, it makes no difference
whether you belong or don 't belong to a union. If the union wins, you cannot deal
directly with us as individuals or have the right to settle your own problems with us
without union intervention . If this union wins your rights and freedoms as indvidual
persons are lost to you-and given over to the union! {
I urge you to think carefully before you throw away your rights , your freedom
and your future . Think carefully before you decide to give your money, your name
and your support to this union 's organization which are led by men who are strangers
and will remain . . . strangers to you . You should ask yourself-just what is
it that these strangers want you to buy . and whether or not you need their brand
of merchandise . And even if you're willing to buy . . . can these slick talking sales-
men-these strangers-deliver the goods?
Bear in mind that all of you who are against these unions are entitled-by law-to
oppose the union. You are entitled to talk and work against the union, if you
wish to do so. It makes no difference what you pledged-or what you said in the past.
Even if you have signed a union card . . . (and I can understand and sympathize
with you for the pressure that might have been . brought to bear ) . even if you.
signed . a card, you can turn your back on the union . The only thing that counts will
be your vote on March 14th . I hope that for the sake of. yourself and your family
you will mark the middle box on your ballot . the box which says "neither."
I hope you will think carefully about the things I have tried to bring out in this
talk. As matters now stand, you have a steady job at good wages and a good place
to work and we hope to make things even better . When you really think about it-
is there any reason to bring a union . to pay your money to it . and at the
same ,time run the risk of tearing apart everything that you now have?
I'm sure, that in your own good judgment, you will conclude : "That you stand to
lose if a union gets in and that You stand to gain by keeping the union out."
APPENDIX L
FELLOW EMPiOYEES-Far 10 iiionths noW, these union peddlers have been
desperately trying to drive a wedge between you and me, they have left no stone
unturned in their effort to sow their seeds of half-truths and propaganda . It has al-
ready cost the union a small fortune to keep these organizers in plush hotels and
to pay their high-living expenses , in the future they'll spend even more to rent large
meeting halls and to pay for the printing of leaflets.
Have you ever wondered why these unions are spending such vast sums of money?
Have you ever asked why these trouble-makers are trying to drive us apart? Why
they are so determined to unionize you folks? Why they are spreading their seed of
doubt, suspicion and distrust? Why?
Believe me its not really you they're interested in . . . they're only looking out
after themselves! There is only one thing they want . . . Money . . . your money!
They're looking for your initiation fees and your monthly dues . month after
month. Do you believe for one moment that this union would spend the dues of their
other memberis i to organize . us if it weren 't for the money they hope to collect from
your pay check? .
Do you know how much of your grocery money they 'll take from you if they
unionize this plant?--over $9,000 in the first year alone! Think of it, $9,000 out of
your pockets . -. . out of your family's food budget . Is it any wonder they are
interested in you?
With that kind of a guaranteed return on their investment , these unions can well
afford to spend large sums of money to pay the salaries and expenses of their door-
to-door peddlers . They can well afford to spend money printing circulars and to pay
for the expenses of their organizers at Fancy Hotels. You folks here represent a real
"gold mine" to these ."professional dues collectors." And once they have you in
their grasp, they stand to recover a hundred times over on their investment. Once
they get in, then your "pay-out" begins.
Some of you may figure that you might gas- well pay the union a. few dollars and
find out if it can do more . for you that the company has already done; or will do,
438 DECISIONS OF NATION AL LABOR RELATIONS BOARD
That would be alright if you could be sure that the money you paid-in would be
the last. But I assure you it won't be . its just the beginning! If the union
leaders need more money in the "til"-all they have to do is increase the dues, or
if that becomes too involved, they can always slap some ridiculous fine on you, or they
can use their newest "money-making" gimmick . . . the one they call "special as-
sessments." These special assessments are always in addition to the regular dues and
can be established for practically any purpose and in any amounts, ranging from
32.00 to $10.00 a month . . . and even higher.
Here's a specific example of what I'm talking about. (Note: hold uli news.clipping
for audience to see.) This news item appeared just last Wednesday in the Atlanta
Constitution,it states the International Office of the Printers Union just announced
that it was slapping a special assessment of 3% on the pay of all working members in
the United States in order to support a strike against the New York city newspapers.
(I'm sure you've all heard and read about the newspaper strike that has been going on
for over 3 months in New York against 6 newspapers.) Well, this article goes on
to say . . . and I'm quoting now:
"The Union said the 3% assessment, which is expected to raise up to one
million dollars a month, would take effect on February dues of members."
(end of quote)
$1,000,000 a month! Think of that! By slapping a special assessment of 3%
on the pay of every union member all over the country the union expects to collect
$1,000,000 a month. At the end of a year, that amounts to $12,000,000! And
besides the 3%, the people also have to pay their regular dues each month.
Who says that the Unions aren't a big money-making business?
I know of one union that has accumulated over 40 million dollars in its "strike
fund" by charging all its members a $6.00 a month special assessment, in addition to
regular monthly dues. Today, most of that money is surplus . because they've
used very little of it. But the union isn't giving it back to the folks they collected
it from; that 40 million is just sitting in the fund. Or is it? We all know that idle
money of this kind is a real source of temptation to some people. We all know how
the Jimmy Hoffa's and the Dave Beck's have dipped their greedy hands into funds
of this kind ,and just helped themselves. Senator McClellan's investigation proved
that.
Now do you see what I mean when I say that you folks represent a "real gold mine"
to these unions.
If your money wasn't so attractive why would two unions . not one, but two
unions, be working so hard to organize you? Why would they be fighting each other,
if it wasn't because of the money each hope to get from you?
I've heard that the unions are offering you folks bargain basement rates, if you join
now! If you sign up now, they'll give you a charter membership and they will agree
to skip the initiation fee charge,'and'as a final plum, the union says that your monthly
dues won't begin until after the election. Why would any union offer such pre-election
discounts? Why? Because your future pay-checks are their promised land of op-
portunity! Their own ready-made Fort Knox.
I understand that this union has promised you a lot of things-more of this and
more of that. In fact, they've promised to get you a list of at least 10 or 12 things.
But I haven't heard them say where this is all coming from . . . or who is going to
pay for it! I can tell you this . your company and I will do everything that is fair
and right. No more and no less! And we will do so with or without a union in the
plant!
If this union expects more . or if this union promises you more . how else
can they get it except by resorting to economic force? In other words, except by
calling a strike! And my friends, strikes are terrible horrible things. Next to a war,
I can think of nothing more disastrous! Nobody gains from a strike . . . everybody
loses. You've read, seen and heard about the terrible chaos that can result from a
strike. We have had a more recent example of it in our neighboring city of Moultrie.
at the Bridgeport Brass Co. You are all familiar with the shocking accounts of
violence and bloodshed that took place there. I know there isn't a person among you
who wants to see that kind of thing haveen here in Albany.
We all know of case after case where a company . . . unable to meet the
extravagant and unreasonable demands of an irresponsible union . has been
driven to the wall-and forced out of business,-causing the employees to lose their
jobs and leaving their families destitute. It happened right here in Albany not too
many years ago. You all remember the case of the Albany Manufacturing Company,
some of you even worked there!
I understand these door-to-door peddlers are saying they will provide greater job-
security for you . . . and that they will stabilize employment for you here in the
BRUNSWICK CORPORATION 439
plant. Well, that 's a lot of hog-wash! The fact of the matter is, that stable employ-
ment-and greater job security depend on good job performance and successful sales
... not on union membership! Unions never have . . . and unions never will
provide jobs for anyone. Well-that's not quite right, either. Unions do provide jobs
for one special group-the unions bosses ! And these bosses have to be paid .
well paid, I might add. (I just read where a local union president up north has raised
his salary to $95,400 dollars a year. When I first read it I just couldn't believe
my eyes. I thought it was a misprint. But it's true. He gets $95,400 a year.) Where
does the money for such salaries come from? It comes from the pay checks of hard
working folks like you. So I guess the unions are right when they say they provide
jobs and greater security. Only, theyre talking about themselves . . . and not about
you!!!
Now, let's look at this another way. The well-being of your family, yourself and
this company are tied together, each of us needs the other. I honestly believe that
the things you want from our company are peace , security, fair earnings , trust,
confidence and our genuine interest in you and your family's welfare. Your vote for
the company will assure you of this. On the other hand, I believe the things that
you don't want are unemployment, strikes, confusion and uncertainty . . . a vote
for the union could very well lead to this.
Your supervisors and I respect the right of our employees to speak and act for
themselves without some "paid" third party. We respect your ability to make your
own decisions. We want to keep out the dues-collectors so you can continue to deal
directly with your supervisors and me. We want you to continue to have the
opportunity to speak freely on your own behalf as you have done so ably in the past.
Let us close ranks and work together as a team . Let us continue in the future,
as we have in the past, trusting one another . . . person to person. I know we can
and I know we will make Brunswick Sports an even better place to work and south-
west Georgia an even better place to live.
Let me remind you that no one will ever know how you vote on March 14th.
It's a secret ballot election, so no one can know. Please remember . No matter
what you may have signed . . . and no matter what you may have said, you are free
to vote as you think best. The way you vote will chart the future course for you
and your family . so don't make a mistake! In your own interest . . . and in
your family's interest-vote "neither."
Thank you.
(This speech was delivered by R. W. Plummer, Jr., in the lunchroom of Brunswick
Sports in Albany, Georgia, on Friday, February 22, 1963. The speech began at
3:15 p.m. and ended at 3:27 p.m.)
APPENDIX M
SPEECH DELIVERED BY R. W. PLUMMER, MARCH 6, 1963, TO BRUNSWICK SPORTS,
ALBANY, GEORGIA, EMPLOYEES
Today, we are going to have the answer session we told you we would have after
we were able to gather and review your questions you put into the question boxes.
A few of you signed your questions and we plan to discuss your specific problems
with you individually. The other questions we plan to answer now-
The first question is:
Q. Will going to Albany Technical Vocational School help you to advance in
Brunswick?
A. If this question means do we favor Albany Technical Vocational School above
any other competent technical school-the answer is no!
If this question means do we favor people who have gained additional skills and
knowledge from vocational training the answer is yes!
Q. When do the employees of the Albany plant get their vacation period?
A. This year we plan to announce the annual plant shutdown the end of March-
advance information is the one week shut down will take place some time in August.
The exact week will be announced at the end of March.
Q. If an employee is hurt on the job, how many times is he or she supposed to re-
port it to the foreman before anything is done?
A. Just once-as soon as the accident happens-no matter how small the injury
is, it should be reported to the foreman so you can get immediate medical treatment.
So there can be no misunderstanding about our policy in regard to reporting acci-
dents, I'd like to read to you what we say on page 24 of the employee handbook.
The Booklet you were given on your first day here at Brunswick.
440 DECISIONS OF NATIONAL LABOR RELATIO\TS BOARD
Quote: "Past experience proves that no matter how safely people work.some
accidents do occur: Any accident regardless of how minor, should be reported
to your supervisor and should receive first aid treatment . In case of a more
serious accident , notify your supervisor who will make arrangements for you to
see a company doctor. All injuries-large and small must promptly [be] re-
ported . Such reporting will be to your advantage-particularly in the case of
injuries to be handled through workmen 's compensation." (unquote.)
In reviewing this question , I get the feeling that the writer has some special case'
in mind and feels that he or she was not given proper attention . If that is the case,
please come and see me . I consider employee safety one of my most sacred re-
sponsibilities and if someone didn 't get proper treatment or care, I want the details
so I can take necessary steps to correct the actions and attitudes of the deficient
supervisor , if that is the case.
We had two similar questions on the following subject so I have combined them:
into one question and answer.
Q. If you have machine break -downs , need some advice, tooling aids or just plain
help in learning your job, should the foreman help or just walk away showing no,
interest?
A. There is no excuse for the supervisor not helping an employee get his or her
job done to the best of his ability . If a situation of noncooperation is developing.
and properly asked questions and/or problems are not being taken care of by the
supervisors , use the procedure set forth on page 17 of your employee handbook.
Both Mr. Kemper and myself want this plant and its people to work as a team and
on a team each must do his job correctly-effectively and to the best of his ability-
without this teamwork, we will fail-with this teamwork , we will be the best in the
business.
The next question is a 3 point question-
Q. (1) What is the highest paid woman 's job and the highest paid man 's job at the
Brunswick plant? ( 2) Why are they paid more than anyone else ? ( 3) If the union'.
doesn't come in, what is the best wage they can make?
A. The answer to part one-the highest paid production workers are as follows:
Women-$ 1.55 base pay per hour
Men-$1.75 base pay per hour
The -answer to part two-the reason these jobs are paid at those rates is simple-all:
job classifications have been put through a "job evaluation study" here at Albany.
Each and every classification was described and evaluation factors studied and meas-
ured. Some of the factors are:
Physical Demands Equipment or tool knowledge
Mental Demands Skill required
Dexterity
When all the factors are valued , this then places the jolt classification in the
proper and fair position on the wage scale. We feel that we have done a tried and
proven job evaluation study here , and over and above our feelings, we have checked
them with competitive positions both within and without the local area and found
them to be fair and just.
The answer to part three-as I have told you all before-I cannot discuss this.
problem-Quote-"If the union doesn't come in, what is the best wage they can
make?" (unquote ). I can promise nothing, suggest nothing, my hands are tied, by
the law!
Q. Why is it that production is set so high on some jobs that the employee can't
make production ? And on some jobs it is set low enough that the employee can,
make a good salary?
A. We all know that some people are capable of superior performance and some'
are only capable of average performance . Without incentive plan the standards are
calculated so as to allow the average employee to earn a good salary. The above
average . employee, because he or she is above average and can perform faster,
quicker and better, can earn above average salary . Let me say here and now that
our standards are set by tried and proven methods , our job classification rates are
set by tried and proven methods and here at Albany , the efficiencies of the people at
present show few exceptions to this situation . For example : Last week one of the'
girls asked me if her standard could be changed , so I told her that in my experience
in this business standards were usually pretty fair, therefore , there must be some
reason that she couldn't make out . I suggested that I have the industrial engineer
BRUNSWICK CORPORATION 441
come out to her work station and check what she was doing. She agreed to this and
we studied her way of doing the job. Motion by motion-movement by movement-
and lo and behold, we found some differences.' The differences were not with the
standard, they were with her work movements-on some of the things she was doing,
that kept her from making standard-things she didn't even know she was doing-
things that she added to the work content were unnecessary wasted work. These we
pointed out to her and helped her eliminate-a few days later, I saw her daily effi-
ciency rate-over 120%-that's what we both wanted and I'm happy we both are
getting what we want. I feel that with a little thinking, question asking, coopera-
tion and patience, you will find the standards are tried and proven and attainable to
all of you.
Q. If the union comes into effect, will we have to join it if we continue to work
here?
A. The answer is no. The State of Georgia has a "right to work" law which
guarantees that you don't have to join a union to get a job-and what's more, you
don't have to join a union to continue to hold your job here. In other words, no
union can force you to lose your job because you aren't a member.
But hold on-there's another side to this story. If a union comes in, they immedi-
ately become the "sole and exclusive" bargaining representative for all employees.
That's the law! If the union wins, it represents everybody in the factory-union
members and non-union members alike. This means you are no longer a free agent.
Under the law, only the union can bargain for you-and represent you in all matters
which affect your wages, fringe benefits and working conditions! The company
cannot bargain with you as an individual in respect to these matters regardless of
whether you belong-or don't belong to the union! That is the penalty you must
pay, if a union wins!
Q. Are there any better job opportunities in the Cincinnati plants where one could
be transferred-and then in a year or two be transferred back to the Albany plant?
A. As you know, the plant up in Cincinnati is organized by a union-and that
union contract doesn't, permit'the transfer of people from one building to another,
much less from one state to another. Of course, any one can apply for a job in the
Cincinnati factory as a new employee. But I understand they wouldn't have a prayer
of getting hired-because there are presently over 60 employees laid off from work
in that plant.
Q. If a union came into Brunswick and the plant closed up for any reason and
you joined that union, would it be difficult to find work in another plant after being
in a union ? And don't most factories have restrictions against hiring people who
have belonged to a union?
A. That's a tough question for me to answer because I don't know what another
company will or won't do. I just don't know what standards they use in deciding
who they will hire-and who they will not hire. The best thing for you to do to get
an answer to this question, is to ask some of the older or more experienced em-
ployees-let them tell you of their past experiences.
Q. Other than strikes, why does this company not want a union?
A. Why? Because we sincerely believe that there is nothing a union can do for
us-or for our employees-that together we cannot do better for ourselves. The
:aim of this factory has always been to do what is right because it is right-no more
and no less-and we intend to continue dealing with our employees in this manner.
I have been giving these little talks so as to acquaint you with both sides of the
story. I want you to have all the facts in front of you before you make up your
minds to vote for or against these unions. I'm sure some of you are thinking,
"What can I lose if the union gets in? If, later on, I don't like it, I can always vote
the union out." If this thing were that simple, it might be well worth the risk. But,
my friends, it is not that simple. Believe merit is easy to vote a union in-but next
to impossible to vote the union out! ! !
I'll take a minute to explain. Let's say a union was voted in here. Do you have
any idea how long it could take before you would have an opportunity to get them
-out? Under the law, you could wait no to three years, before you even get the
chance to vote on it. That's a might long time to live with a condition you can't
stand.
But hold on-that's only part of the complications. The first thing is how do you
get an election started so you can have a vote? Well, somebody has to circulate a
special petition and get at least 1/3 of all the employees to sign it. They call it a
"Decertification Petition." Now the law won't even listen to a Decertification Peti-
tion which has, less than 1/3 of all the signatures on it. But the signatures are only
442 DECISIONS OF NATIONAL LABOR RELATIONS BOARD
the beginning. The petition has to be filed with the Government, but it can't be filed
at just any time-it must be filed within a very limited 30 day period of time. The
law calls it an "escape period." (And I think "escape" is a very good name for it.)
Now this limited 30 day "escape period" begins 90 days before the end of a labor
contract and ends 60 days before the end of the labor contract. If the "decertifica-
tion petition" isn't filed in exactly that 30 day period, and there is a contract, then
the Government won't allow an election. This means that the employees will have
to possibly wait another three years for the next "escape period" to the union out.
And during all this time the Company is powerless to help the employees. Under
the law, the company is absolutely prohibited from giving any assistance to the em-
ployees who want to get rid of the union.
Now do you see why unions dominate so many members in the United States?
Why people like Jimmy Hoffa and Walter Reuther are still in control in spite of all
the corruption we read about in the newspapers? Under the law, it is almost im-
possible for the employees to get the unions out. That's why we've been spending
time in these get-togethers-to lay all of the facts before you-to be sure that you all
know what you're getting yourselves into before it is too late-and before you
reached the point of no return.
Now the last question-which is a group of questions on the same subject.
Q. Will we be offered a raise? Are you going to give us a raise or not? We want
a raise! If the union demands more money and the company refuses , will there be
a strike until the company and union can decide?
A. I wish I could tell you straight out that the company will grant you a raise-
or that the company will not grant you a raise. But the law prevents me from mak-
ing any comment like that. Let me explain.
During this period just before the election the law is very strict on what I can
say. The law prohibits me from making any kind of a promise to you about what
we will-or what we. will not do. Because according to the law, such a promise
might influence your vote-and the Government considers that unfair.
On the other hand , the law puts no such limitation on the union. The union can
say what it pleases-and it can promise what it pleases. The sky is the limit. Now
to get to the other question. I can't tell you folks whether there is going to be-or
there isn't going to be a strike if this union wins. Only the union bosses know that
answer.
But remember this-although the union bosses can make cheap and easy promises,
they cannot provide any wages or benefits of and by themselves. All they can do is
make demands on the company. And if this company can't meet their demands-
because of competitive conditions-the union bosses have only two choices left.
They must either settle for less than they have promised--or call a strike! And if
a strike is called, then everybody loses. We lose business during the shut-down!
You lose your steady income! Worse yet, if the strike goes on long enough, the
company may have to close its doors. And then who gains-and who loses. You
lose-I lose-your families lose! In fact, we all lose except the union bosses. They
risk nothing. In the end, they just shrug their shoulders and go off in search of
another plant to organize.
APPENDIX N
SPEECH BY R. W. PLUMMER DELIVERED ON MONDAY , MARCH 11, 1963
Today, I want to discuss with you some of the basic facts about the golf-club busi-
ness. I want to talk about where this company is going, and the kinds of problems
it will have to face . . . and solve . in the future.
However, before I do, let's look briefly at the history of our company.
As you know this company . . under the brand-name of MacGregor . has
been in the business of making golf clubs for many years . In fact , over 100 years.
And over those years, the MacGregor golf club has earned the reputation of being
one of the finest and best built clubs made in the world . However, this didn't
just happen! It was not a freak accident! It took long years of hard work and
sweat . it took planning and experimentation . . . imaginative designs and tough
aggressive salesmanship . And above all, it took people . . . a team of loyal and
industrious people.
Sure , they had set-backs and failures . . . and plenty of heartaches. But in spite
of the obstacles , MacGregor became an established and highly respected name in the
golf club business . We concentrated on the "pro-club" line and battled our way from
the bottom of the heap . In time , our clubs became,known as the "Cadillac" of the
industry. The name of "MacGregor" became to golf what the name "Cadillac" is to
automobiles.
BRUNSWICK CORPORATION 443
But all this happened at a time when golfing was still considered a "rich man's
game" . a game which only the very wealthy . with plenty of time and money
could afford and enjoy. MOST ALL OF THE GOLF COURSES WERE LOCATED
in exclusive areas, with limited memberships. Public golf courses . . . where just
anyone could play . . . were rare indeed! And as a result, there were relatively few
people in this country who played golf . . . and even fewer golf courses on which
they could play. In addition to that, the price of a set of golf clubs was high .. .
darn high . . . generally out of the reach of the average guy's pocketbook!
This is the way things stood for a long time. Then '... in the period following
World War II, an exciting thing happened! Golf became a popular sport! Especially
in the years after 1952. New golf courses began springing up everywhere. The
average American became golf-conscious. Suddenly, it was no longer a "rich man's
game!" Overnight, it became everybody's sport-regardless of their income level or
social status! AND WHEN THAT HAPPENED, it opened the door wide to a whole
new market of customers. Millions upon millions of people became potential buyers
of golf clubs.
As the demand for more golf clubs grew, so did the number of golf club manu-
facturers. Every Tom, Dick, and Harry got into the business of making clubs. New
golf club plants arose all over the nation . . . and even in many foreign countries!
The reason for this, was the market had changed radically. The market now became
divided into two major groups, the high grade "pro-club" market which was made up
of the more experienced golfers who demanded high quality clubs and were willing
to pay the price . and the lower grade "dealer club" market which was made up
of less experienced golfers and people new to the sport who were interested in a
cheaper priced club.
As I said before, this condition attracted dozens of new companies into the golf
business. And for a long time, no one in the golf business seemed too concerned
about the number of competitors. After all, the country was enjoying a period of
prosperity at the time . . . there seemed to be enough business in both the "pro"
and "dealer" lines for everybody. At least, we at MacGregor were satisfied. After
all, we were selling our expensive top "pro" line clubs like hot cakes. And although
we only had a very small portion of the "dealer" club market, we weren't too
worried. We figured that as the new golfers gained more experience in the sport,
they would eventually move up to and buy the better quality, more expensive "pro-
golf club" line. That appeared to be a real mistake on our part! ! !
Suddenly, like a bolt out of the blue . . . two things happened! First the supply
caught up with the demand, especially in the dealer club market. And second, the new
weekend golfers failed to move up to and buy the more expensive "pro line" clubs.
Instead, he demanded the best possible club at the lowest possible price. In other
words, the customer became "price conscious!" And that is when this dealer-club
business became fiercely competitive. Retail prices of clubs started to go down, and
down . and the quality began going up and up. Every company began searching
desperately for ways of cutting their costs in order to stay alive. Some of the com-
panies found those ways and stayed in business, others did not and went out of
business.
Fortunately, we are one of the companies who have managed to survive. But in
the process of surviving, we lost our leadership in the golf business and have not been
able to regain it since.
Today, the competitive state of affairs in our business is one of fierce, dog-eat-dog
competition. There are more than 250 companies engaged in the golf business . . .
in the United States alone . . . 250 competitiors . . . big and small . . . all strug-
,gling to sell to the same customers! And as if that weren't enough, we now have to
fight competitors from foreign countries, especially from Japan where the Japanese
have now learned to make good quality clubs at dirt-cheap prices.
Every company in this business . . . and especially us here in Albany . . . are
in a competitive fight to stay alive! There is only so much business to be had .
so someone will lose. I don't want it to be us! Our only chance of survival is to build
a high quality club at the best competitive price.
This means we have to become more and more efficient , it means we must learn
to make our clubs at less cost . . . and sell them at prices equal to our competitors
. or even lower.
If we are to survive , we must do it now. Before it is too late. Remember, "the
competitors want our business . . . and your jobs!
I'd like to show just ia few of the many examples of what we are up against.
Here are examples of what our competitors are doing: [At this time Mr. ,Plummer
went into an extemporaneous explanation of the charts].
444 DECISIONS OF NATIONAL . LABOR RELATIONS BOARD
SOME OF YOU MAY WONDER HOW IT IS POSSIBLE FOR THESE COM-
PETITIVE COMPANIES TO MAKE GOLF CLUBS AT SUCH CHEAP PRICES.
WELL, A GOOD PART OF THE ANSWER IS RIGHT HERE . . . ON THIS
MAP. EVERY STAR YOU SEE ON THIS MAP REPRESENTS THE LOCA-
TION OF SOME MAJOR GOLF CLUB MANUFACTURER . (Not all of them
of course . . . just the major ones who gives us the stiffest competition.)
When we were making dealer clubs in our Cincinnati plant, we found we just
couldn't compete with these companies . These companies and foreign competition
enjoyed a competitive advantage over us which was too great to overcome . That's
why we decided to locate here in Albany . Because of their locations , these competi-
tors enjoyed lower taxes . On the other hand, in Cincinnati , our tax burden was
tremendously higher. By moving to these towns , our competitors build brand-new
modern and efficient plants. At the same time, in Cincinnati , we occupied an out-
dated multi-story building which is inefficient by today's standards. In their new
plants, our competitors installed new modern machinery and equipment . In Cincin-
nati , our machinery and equipment dated back to the horse and buggy days . Because
of their new locations , our competitors found lower labor costs. In Cincinnati,
we were committed to.higher costs. All these things added together , meant that
these companies were able to produce and . sell their clubs at prices substantially under
what it cost us to make them at our Cincinnati plant. So, yin order to close the price
gap which had existed for many years between MacGregor and these other companies
. we decided to establish our operations here in Albany.
I understand that the union has said that the only reason we opened a plant here
in Albany was to get "cheap labor rates." Now, how ridiculous can they get! Sure,
I agree the lower labor costs of the south was a factor in our deliberation. But to
say that we were interested in "cheap labor rates" is fantastic ! If we wanted "cheap
labor rates" we would never have , located in Georgia. If that were the case, we
would have gone to Mississippi or to Arkansas , or to Louisiana . or even Japan!
Those are places to:go for cheap rates! . but not Albany , Georgia!
We located here because this city, had excellent distribution facilities , lower taxa-
tion, a modern plant building and a good supply of capable employees . Our studies
showed of all the possible locations in the south , only Albany met our specific needs.
As.I said earlier , we are here in Albany because this . location offered us a chance
to become competitive in the dealer club market . We have only been in operation
a short time but already there are signs that we are beginning to close the gap. We
still have a long way to go . but I am confident that together , as a team . . .
and without any outside interference . . . we will lick our competitors.
One of the dark clouds which appear on the horizon , which could affect our whole
effort-and our whole future is the union . . . and its bosses ! This company cannot
meet the challenge of competition , if it is torn apart by internal strife and bickering.
It cannot survive in the face of unreasonable demands forced by some union boss.
With the hot , smouldering breath of competition on our necks, we are not in posi-
tion to pay Cincinnati rates . . and certainly not the rates which the union alleges
are in effect at Cincinnati ! We cannot and we will not price ourselves out of the
dealer-club business! If we are forced to increase our costs , we don't have a chance
of staying alive! Brunswick ' s only chance of survival . . . and your only chance
for continued job security . . . hinges on our collective ability to reduce costs-
through greater efficiency.
Now, you may reasonably ask-if this is true, Mr. Plummer , how can you afford
to pay higher rates in Cincinnati and still stay in the golf-club business?"
Let me make clear at the outset that in Cincinnati we make the "pro-club" line.
And when you try to compare, these two lines , its like trying to compare Cadillacs
with Volkswagens . Both are automobiles . but that's where the similarity ends!
The pro-club is ahigh-priced , expensive club. It sells for considerably more than
the dealer-club. It is sold only through "pro-shops" to an exclusive group of
customers.
Now the pro-club differs from the dealer club in that it is a custom built, precision
tool. A tool which is made according to very exacting standards of quality. The
employees who make the pro-club have developed their art and craftsmanship over
many, many years . Some as long as 30 years , over these long years , these employees
have acquired the specialized skills and learned the peculiar knacks of making pro-
clubs. And because they have' developed these skills and proficiencies over many
years . . . their output is higher and their earnings are higher . . . just as your
output and your earnings are higher today than they were back when you first
started to work. And just as you can look forward to even higher output and higher
earnings in the coming years.
BRUNSWICK CORPORATION 445
Longer job experience and greater craftsmanship are not the only factors behind
the higher earnings in Cincinnati. There is one other significant reason . . . the
area wage rate! In other words, the going wage rate in effect in a particular city.
As you know, rates of pay necessarily vary from city. to city and from town to
town . in the same company and even in the same union! There isn't much we
can do about it. Its an established economic fact-of-life.
Now these trained union organizers have come along to tell you the same thing.
They've played up the fact that the earnings at Cincinnati are higher than Albany.
Well, I'm not going to deny it. They are right! Cincinnati earnings are higher . . .
Why? Because the Cincinnati area wage rate is higher.
I could play this numbers game too. I could point out that the New York
area wage rate is higher than Cincinnati. That Chicago is higher than New
York . . . or San Francisco is higher than Chicago, and to top it off, that the area
wage rate in Anchorage, Alaska, is twice as high as San Francisco. No area wage
rate is the .same in any of these cities. That's the way it is .
If these unions were honest they would point out frankly that even they
the unions . recognize this difference in area wage rates. Believe me, when
these unions bargain in Oxford, Mississippi, they do not insist nor do they expect
a company will pay in Oxford, Mississippi, the same amount of money that a
company will pay in Cincinnati . or in Albany.
. I'm not fooling when I say that! Let me show you some real proof of that fact.
I have here in my hand a copy of a union contract negotiated at the Wilson Athletic
Manufacturing Company in Kansas City (Wilson Company is one of our stiffest
competitors on dealer-clubs). This is a 3-year union contract. It expires in 1965!
And do you know what union negotiated it? The Amalgamated Clothing Workers
Union.
Do you know what the job rates are in this contract? $1.25 an hour to start.
That's the starting rate . . . $1.25 an hour! and that starting rate applies to
everybody-men and women alike! Now after the employee has worked there for
awhile, he's entitled to one increase-and only one. The employee gets 60 an hour
more after he or she has worked there for 120 days. This boosts the job rate to
$1.31 an hour where it freezes.
See what I mean when I say that rates vary from city to city even in the same
union! A company, to stay competitive, must pay -a rate for a job that is paid by
other companies for the same or similar job. The unions recognize this . other-
wise why would the Amalgamated Clothing Workers Union have signed this labor
contract? Why didn't they insist on getting the same area rates which are paid in
Cincinnati? Why? . . . because the Clothing Workers union knew they couldn't
get the Cincinnati area wage rates at Kansas City!
It's easy for these unions to say to you, "Come, join our union and we will get
Cincinnati area wage rates for you in Albany, Georgia." It's easy because prom-
ises are cheap! And these unions will promise anything to get your dues money!
But the unions .won't get it for you and they can't get it for you. The Clothing
Workers union didn't get Cincinnati rates at Wilson Company . they didn't
even get Albany rates. " If you were a member of the Clothing Workers Union at
Wilson Company wouldn't you be. asking the union why they couldn't get Cincinnati
rates . at least Albany rates for you?
Well, my friends, that's the story. You've heard it all. You've heard about our
problems and about our competition. You now know why we located our factory
in Albany . . . you know why the Cincinnati rates are higher. You know of our
struggle to survive.
Now, we are fast approaching the time when you must decide who and what
is right. You must decide. If you want to risk your future on the shallow promises
of some union . _ , or if you want to continue believing in your company and your
management.
The final decision rests in your hands. No one can make that decision but you.
And after you make it next Thursday . . . There will be no turning back .. .
no second chance!
Make your judgment carefully . . . Your future ... and the future of your
family . . . now rests squarely in your hands.
[This speech was delivered by Mr. R. W. Plummer, Jr., to the employees of
Brunswick Sports, Albany, Georgia, on Monday, March 11, 1963, at 3:30 p.m. in the
plant lunchroom.]