department store chain. In 1955, investor Louis Wolfson waged a high-profile proxy fight to obtain control of the board of Montgomery Ward. The new board forced the resignation of Avery. This fight led to a state court decision that Illinois corporations were not entitled to stagger elections of board members." In 1961, company president John Barr hired Robert Elton Brooker to lead Montgomery Ward as president in its turnaround. Brooker brought with him a number of key new management people, including Edward Donnell, former manager of Sears' Los Angeles stores. The new management team achieved the turnaround reducing the number of suppliers from 15,000 to 7,000 and the number of brands being carried dropped from 168 to 16. Ward's private brands were given 95 percent of the volume compared with 40 percent in 1960. The results of these changes were lower handling costs and higher quality standards. Buying was centralized but store operations were decentralized, under a new territory system modeled after Sears. In 1966, Ed Donnell was named company president. Brooker continued as chairman and chief executive officer until 1976. In 1968, Brooker helped engineer a friendly merger with Container Corporation of America; the new company was named MARCOR. In 1974, Mobil oil company bought MARCOR. During the 1970s, the company continued to struggle. In 1973, its 102nd year in business, it purchased a small discount store chain, the Miami-based Jefferson Stores, renaming these locations Jefferson Ward. Mobil, flush with cash from the recent rise in oil prices, acquired Montgomery Ward in 1976. By 1980, Mobil realized that the Montgomery Ward stores were doing poorly in comparison to the Jefferson stores, and decided that high quality discount units, along the lines of Dayton Hudson Company's Target stores, would be the retailer's future. Within 18 months, management quintupled the size of the operation, now called Jefferson Ward, to more than 40 units in the Delaware Valley and Richmond metropolitan areas, and planned to convert one-third of Montgomery Ward's existing stores to the Jefferson Ward model. The burden of servicing the new stores fell to the tiny Jefferson staff, who were overwhelmed by the increased store count, had no experience in dealing with some of the product lines they now carried, and were unfamiliar with buying for northern markets. Almost immediately, Jefferson had turned from a small moneymaker into a large drain on profits. The company sold the chain's 18-store northern