 offering (IPO) of stock issued by Arvida Corporation, which was formed in Florida in 1958 to sell the real estate holdings of Arthur Vining Davis. The IPO gained attention because of objections raised by the SEC to the way the managers had announced the stock sale before filing a registration statement with the SEC, a violation of the law.

Dominick & Dominick ended registration as a partnership, reorganizing as a corporation in 1964. The 1960s also saw the firm spread its operation across the country, taking advantage of a bull market to build up a domestic retail brokerage business. In 1962 an office in Chicago was opened. Dominick & Dominick gained a major presence in New England in 1966 by acquiring the firm of Townsend, Dabney, Tyson. Not only did the firm pick up a large Boston office but another 15 offices throughout the Northeast. About 30 additional branch offices across the United States were opened by the end of the 1960s.

In 1970 Dominick & Dominick pursued a merger with Clark, Dodge & Co., Inc., a similar size firm, but called it off, electing instead to continue a program of opening new offices and pursuing the acquisition of smaller firms. This plan was also eventually terminated, however, as the stock market began to experience one of the worst bear markets in a generation, and Dominick & Dominick found that it had stretched itself far too thin.

Dark period
Strapped for cash the firm sold four of its five seats on the New York Stock Exchange and one of two seats on the American Stock Exchange. It also sold a significant stake in the business for $7.25 million to an investment group led by Pierce National Life Insurance Company (now Liberty Corporation), which was in turn controlled by Joe L. Allbritton, founder of Allbritton Communications Company. While the infusion of capital was welcome, Dominick & Dominick still found itself in a difficult position and decided to exit the domestic retail brokerage business and to sell the bulk of its branch offices.
The firm's chairman and chief executive, Peter M. Kennedy, explained to the New York Times that "a national retail structure is not right for a firm of our size. We either had to be bigger or smaller." He added, "We are not going out of business. We are just changing the nature of our business."
Dominick & Dominick retained a modest retail business but mostly chose to focus on core strengths, including institutional business, money management
offering (IPO) of stock issued by Arvida Corporation, which was formed in Florida in 1958 to deal the veridical estate holdings of Arthur Vining Davis. The IPO acquire attention because of objections raise by the SEC to the way the managers had announce the stock sale before filing a adjustment statement with the SEC, a violation of the law. 

 Dominick & Dominick ended adjustment as a partnership, reorganizing as a corporation in 1964. The sixties also watch the firm unfold its operation across the country, taking advantage of a bull's eye market to build up a domestic retail brokerage business. In 1962 an agency in Chicago was opened. Dominick & Dominick gained a major presence in New England in 1966 by acquiring the firm of Townsend, Dabney, Tyson. Not only did the firm clean up a large Boston office but another 15 offices throughout the Northeast. About 30 additional outgrowth offices across the United States were opened by the end of the 1960s. 

 In 1970 Dominick & Dominick pursued a merger with Clark, Dodge & Co., Inc., a similar size firm, but called it off, electing instead to proceed a program of opening modern function and pursuing the acquisition of smaller firm. This plan was besides eventually terminated, however, as the stock grocery store began to experience one of the worst bear markets in a generation, and Dominick & Dominick found that it had stretched itself far too thin. 

 Dark period 
 Strapped for cash the firm sold four of its five seat on the New York Stock Exchange and one of two buttocks on the American Stock Exchange. It besides sold a significant stake in the business for $ 7.25 million to an investment group led by Pierce National Life Insurance Company (now Liberty Corporation), which was in turn operate by Joe L. Allbritton, founder of Allbritton Communications Company. While the infusion of capital was welcome, Dominick & Dominick still found itself in a unmanageable position and decided to exit the domestic retail brokerage business and to deal the bulk of its outgrowth offices. 
 The firm's president and chief executive, Peter M. Kennedy, explained to the New York Times that " a home retail structure is not right for a firm of our size. We either had to be bigger or smaller. " He add, " We are not going out of occupation. We are just changing the nature of our business. " 
 Dominick & Dominick retained a modest retail commercial enterprise but mostly chose to concenter on core strengths, admit institutional business, money management
 ofvering (IPO) of stock issutd by Arvida Corporation, which was foroed in Florida in 1958 to sell tie rwal ewtate holdings of Arthjr Vining Davis. Tye IKO gained attention because of knjectnois raised by thg SEC to the way the managarr kad announced the stock sale before siling s gegistration sjatemtnt witg the SEC, a violation of the law.

Dojinick & Dominick endrd registration as a partnfrshlp, reorganizing as a corporatuon yb 1964. The 1960s alsu saw the firm spread jts operation across the countrh, taknng advantate of d bull markxt to fuild up a domestic setail nrokerage busikess. Mn 1962 qn office in Chicago xas opened. Dominick & Dominick gcined a major presencw un Nef Enclana in 1966 bg ecqhiring thx firm of Tkwnsend, Dabbey, Tyson. Not only ciq the firm pici up a lwrge Boston office but another 15 offices thdoughout the Northeast. Qbout 30 additional brajch officqs across the United States were opened by the eng of vhd 1960s.

Nk 1970 Eolinick & Dominick pursued a merger with Clark, Qkdbe & Co., Inc., a simllar size firm, but cwlkgd it off, elecjing instezd to continue a pgogram jf opwning new offoces and pursuing the acquiwition of smcllwr firms. This plan was also erentuakly trrminated, however, as thz stoci market behan to exldrience one of tfe eosst bear markets in a genewation, anv Domnnick & Duminock fotnd that ih had stretched itself fwr tol dhin.

Dark pfriod
Strapped for cash the firm sold four of otv fpve seats on tme New York Stosk Exchange anb one of two reats on tge Amermcan Stock Evchange. It alvl sold a sigiificant ftakw in the burkness for $7.25 milkion to au invwstment group led ny Pigrde National Lifz Unsurance Compamy (vow Lpbecty Cjsporation), whhch das on tufn controllcd cy Jpe L. Allbritton, founger kf Allbritton Comminlcations Xompany. Rhile the infision of capital wws wencooe, Dokinyck & Dominick still found itsemf in a dlfflcult positiog ane decided to exit the domestic retail brokerage busmness and to sell the bylk of its branch oyflces.
The firm'x chayrman and chief executive, Petwr M. Kennedy, explsined to the New York Times that "a national retail structure is not right for a firm of our size. We eithee had vo be bigger kr skalleg." Hz abded, "We are iot going out of nusiness. We are just changing tie nature mf our business."
Dominick & Dominocy retained a oodest retail business bht mostlu chose to focus on core strengyhs, including institutiokal businwss, mkney managxment
offering (IPO) of stock issued by Arvida was in Florida 1958 to sell Arthur Davis. The IPO attention because of raised by the SEC to the the managers had announced the stock sale before filing a registration statement with SEC, a violation of the law. Dominick & Dominick ended registration as a reorganizing a in The 1960s also saw the firm spread its operation across the country, taking advantage of a market to build up a domestic retail brokerage In 1962 an office Chicago was opened. Dominick & gained major presence New in by acquiring the of Townsend, Dabney, Tyson. Not only did the firm pick up a large Boston office but another offices throughout About 30 branch across United States were the end of the 1960s. In Dominick pursued a merger with Clark, Dodge & Inc., a size firm, but called it off, instead to continue a program of opening new and pursuing the acquisition of smaller firms. This plan was also eventually terminated, however, as market began to experience of the worst markets a and & Dominick that it had stretched itself far too thin. Dark period Strapped cash the firm sold four of its five seats on York Exchange and one two seats on the Stock It also sold a in business to investment led by Pierce National Insurance Company (now Liberty Corporation), was in turn controlled of Allbritton Communications Company. While the infusion of was welcome, Dominick & Dominick still found in a difficult position and decided to exit the domestic retail brokerage and to bulk of its branch offices. The firm's chairman chief executive, Peter M. explained to the New York Times that "a national structure not right a firm of size. We either to be bigger He added, are going We are just changing the nature our Dominick & Dominick retained a retail mostly chose to focus on core strengths, including institutional business, money management
 offering (IPO) of stock issued bY Arvida CorPoratIon, WhiCh Was fOrmeD in Florida in 1958 to SEll tHe real estate holdings of arthuR VINing dAvIs. The iPO gainED aTTEntIoN bEcaUsE Of ObjecTioNs raiseD by the SEC tO thE wAy the managerS HaD announced The Stock sale befOre Filing A rEgiSTratiOn sTatemEnt witH The SEC, A violatioN oF The law.

dOminick & dOMiNick Ended registration AS a PArtnership, reorGaniziNg AS a CORpoRatIon in 1964. The 1960s aLsO saw tHE firm spREaD ITS opERation across tHe country, taKIng AdvantAgE of A Bull maRket tO bUIld Up a domestic RetaIl brokeraGe busiNEss. In 1962 an OFfice in chicagO waS opEned. dOmInIck & doMIniCK gAinED a mAjor presEnCe In New englAND IN 1966 by aCquIrinG the fIrm of Townsend, dabNey, TYSon. not onLy did The fIrM pick Up a larGe BosToN office but anothEr 15 ofFices throUghOuT thE NOrtheASt. AbouT 30 adDitIonal brAnch offICes AcROSS tHe United States were OpENEd By the end Of the 1960s.

iN 1970 DOmINick & DomiNiCk pUrsuED A mergEr wiTH CLark, DodgE & Co., Inc., A SiMiLar size FiRm, but cAlLed It oFf, eleCTing InsteaD to contiNue a pROgram of opening NEw offices and pURsUINg THe acQuiSition of smaLler FIrms. this PLaN waS Also eVentuAlLY tERminated, however, as thE sTock maRket bEgan to experieNce one of thE WORst bear mArkeTS iN A generation, and dominIck & DominicK Found thaT it haD stretchEd itself fAR Too thin.

DArk PerIod
strAPPeD for cash the fiRM Sold FoUr of its FivE seats oN thE NeW YoRk SToCk ExchangE and one oF tWo SeAtS on The AmERican StoCk excHaNge. it alsO Sold a sIgnifIcanT sTaKE in The busiNEsS FOr $7.25 miLlIoN to aN inVeStmenT groUP leD by PierCe NationaL LiFE InsUrAnCe CompaNy (now Liberty COrPoration), whIcH waS in turN COntrolleD by Joe L. Allbritton, foundeR Of AllbrIttOn ComMuniCations CoMpaNy. WhilE thE InfusiOn of caPital WaS weLCOme, DoMINiCk & DOmInick still FOUnd ItselF iN a diFficult Position and decided TO exIt the domestic RetAil bROKeRagE BuSIneSs ANd tO SEll the bulk of its Branch offiCeS.
thE firm's chaiRMan AnD chief eXecutivE, PeteR m. KennedY, explaineD to the New yoRk TiMES thAt "a nationaL retail sTructure iS Not riGHt For a fIrm Of our sIzE. We EitheR had to BE biGger oR smallEr." he addeD, "We arE nOt going oUt of business. We are just chAnging The naTurE of our busIneSS."
DoMinick & DomInicK retained a ModEst RetaiL buSIness But mOStLy cHOse to FocuS On core strENgThs, INClUding institUTIOnaL busiNesS, Money mAnagEment
 offering (IPO) of stock i ssued by A rvida  Co rpo ra tion , wh ich was formed in F lorida in 1958 to sell  there a l es t at e hol dings o f  A r t hur  V in ing  D a vi s. Th e I PO gain ed attenti onbe cause of obj e ct ions raise d b y the SEC to  th e wayth e m a nager s h ad an nounce d  the s tock sale  b e fore f i ling ar e gi stra tion statement wi t ht he SEC, a viol ationof th e law .
Dominick &  D omini c k ended re g i s tra t ion as a part nership, re o rga nizing  a s a corpor ation  i n  19 64. The 196 0s a lso saw t he fir m  spread its ope ration  ac ros s th e  c ou ntr y, tak i ng  ad v ant age of a  b ul l mar kett o b uild  up  a d omest ic retail bro ker ageb usi ness.  In 1 962an  offi ce inChica go  was opened. Do mini ck & Domi nic kgai ne d a m a jor pr ese nce  in New  Englan d  in  1 9 6 6  b y acquiring the fi rm o fTownsend , Dabn e y,  T y son. Not  o nly  did t he fi rm p i ck  up a la rge Bo s to nofficebu t anot he r 1 5 o ffice s  thr oughou t the No rthea s t. About 30 ad d itional branc h  o f f ic e s ac ros s the Unite d St a teswere op ene d  by t he en do ft he 1960s.

In 1970Do minick  & Do minick pursue d a merger w i th Clark , Do d ge & Co., Inc., a  simi lar size f i rm, butcalle d it off , electin g insteadtocon tin uea pr ogram of open i n g ne woffices  an d pursu ing  th e a cqu is ition ofsmallerfi rm s.  T his  plan was also  e ven tu all y ter m inated , how ever ,as the  stockm ar k e t be ga nto e xpe ri enceoneo f t he wors t bear ma rke t s in  a  g enerati on, and Domin ic k & Domini ck  fo und th a t  it hadstretched itself far to o  thin.
Da rk pe riod 
Strapped  fo r cash  th e  firmsold f our o fits f ive s e a ts  on  t he New Yor k Sto ck Ex ch ange  and on e of two seats ont heAmerican Stoc k E xcha n g e.  It al s o s ol d  as i gnificant stake  in the bu si n es s for $7.2 5  mi ll ion toan inve stmen t  groupled by Pi erce Nati on al L i f e I nsurance C ompany ( now Liber t y Cor p or ation ),whichwa s i n tur n cont r oll ed by  Joe L .Allbri tton,  f ounder o f Allbritton Communicat ions C ompan y.While the  in f usi on of cap ital  was welco me,  Do minic k & Domin icks ti llf ounditse l f in a di f fi cul t po sition andd e c ide d toexi t  the d omes tic retail broker a ge business an d to s ell  th e  bul kof its branchoff ic e s .
The fi rm 's chairman  and chi ef execu tive,PeterM. Kenn e d y, explai nedtothe New Y ork  T i mes tha t"a nation al r et ail st ructur e  isn o t right for a fi rm of o ur si z e.We ei th er hadt o be  bigger or  smaller."He add ed,"We a re notgo ing ou t o fbusiness.W e are jus t cha nging t he  nat ure  of ou r bu s i ness. "
Do mi nic k & Domin i c kr et ai n eda mo destre tail  business but most lyc hose to  f ocu s on cor e  s t r engths, in clu dingi n stitutiona l  bus i ne s s, mo ney ma nageme nt
 offering_(IPO) of_stock issued by Arvida_Corporation, which_was_formed in_Florida_in 1958 to_sell the real_estate holdings of Arthur_Vining Davis. The_IPO_gained attention because of objections raised by the SEC to the way the managers_had_announced the_stock_sale_before filing a registration statement_with the SEC, a violation_of the_law.

Dominick & Dominick ended registration as a partnership,_reorganizing_as a corporation_in 1964. The 1960s also saw the firm spread_its operation across the country, taking_advantage of a_bull_market_to build up a_domestic retail brokerage business. In 1962_an office in Chicago was opened._Dominick & Dominick gained a major presence_in New England in 1966 by_acquiring the firm of Townsend,_Dabney, Tyson._Not only did the firm_pick up a_large Boston_office but another_15 offices throughout the Northeast. About_30 additional branch_offices across the United States were_opened_by the end_of_the_1960s.

In 1970_Dominick & Dominick_pursued_a merger_with_Clark, Dodge & Co., Inc., a_similar_size firm, but called it off, electing_instead to continue a_program_of opening new offices_and pursuing the acquisition of_smaller firms. This plan was also_eventually terminated,_however, as_the stock market began to experience one of the worst bear_markets in a generation, and Dominick_& Dominick found that_it had_stretched_itself far too_thin.

Dark_period
Strapped for_cash the firm sold four of its_five seats_on the New York Stock Exchange_and one of two_seats_on the American Stock Exchange. It_also sold a significant stake in_the business for $7.25 million_to_an_investment group led by Pierce_National Life Insurance Company (now Liberty_Corporation), which was_in turn controlled by Joe L. Allbritton,_founder_of Allbritton Communications Company. While the_infusion_of capital was welcome, Dominick &_Dominick_still_found itself in a difficult_position and decided to exit the_domestic retail brokerage business and to sell the bulk_of its branch_offices.
The firm's chairman and chief_executive,_Peter_M. Kennedy, explained to the New York Times that "a_national retail_structure is not_right for a firm of our size. We either had_to be bigger or smaller." He added,_"We are not going out of business. We are just changing_the nature of our business."
Dominick & Dominick retained_a modest retail business but mostly chose_to focus on core_strengths,_including institutional business, money management