mikasa


Our company designs, manufactures and markets under our well-recognized brand name an extensive line of high-quality, machine-made glass tableware. Our company maintains over 2,000 stock-keeping units in one of the most extensive product portfolios in the North American glass tableware industry.
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With our partner, we intend to expand our glass tableware market share in Mexico and throughout Central and South America. The joint venture represents another milestone in our plan to be a more important glass tableware supplier on a global scale. Our company was the first company here in Toledo, dating its origins here to 1888. The company operates glass tableware manufacturing plants in nationwide and is a joint venture partner in the largest glass tableware company in Mexico. Through its china subsidiary, the company designs, manufactures and distributes an extensive line of high-quality ceramic dinnerware, principally for the foodservice industry in the United States.

With our partner, we intend to expand our glass tableware market share in Mexico and throughout Central and South America. The joint venture represents another milestone in our plan to be a more important glass tableware supplier on a global scale. Our company was the first company here in Toledo, dating its origins here to 1888. The company operates glass tableware manufacturing plants in nationwide and is a joint venture partner in the largest glass tableware company in Mexico. Through its china subsidiary, the company designs, manufactures and distributes an extensive line of high-quality ceramic dinnerware, principally for the foodservice industry in the United States.

The company announced 2002 targets for sales of$525 million and net income of $61 million, and mikasa ability to achieve an income from operations profit margin of 19%. these figures compare with 1999 results of $461 million mikasa in sales, $43.4 million in net income and an income from operations profit margin of 17.2%. in addition, the company is targeting additional sales of $200 million by 2002 associated with new acquisitions. key to the plan are to:better allocate sales and production resources to key markets and customers to improve sales mix, and exiting marginal sales activity;achieve operational efficiencies and lower costs through higher capital spending in new technologies, with capital spending expected to exceed inc. to pursue its growth agenda without decides to terminate effort to acquire , cites entrenchment attitude at despite 133% premium.

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