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Sales Representative

Venice, Florida, United States
December 24, 2018

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William McWade

***** ******* *****

Venice, FL **292

Phone #941-***-****.

Screen Name;

Self Employed. Active participant in the Stock Market. August 1994 - present.

● Monitor / Evaluate / Forecast stock market trends.

● Procure and sell stocks, ETF's and mutual funds.

The stock market is volatile. It is unwise to continue participation.

Vice President Sales. KMT, Warwick, RI. August 1988 - July 1994.

KMT provided department store systems threshold price point jewelry.

● Increased sales 46% during my tenure.

● Augmented salesforce membership and support staff by13%.

* Developed substantial relationships with notable department store systems;

• Hecht’s, Baltimore, MD.

• Kaufmann’s, Pittsburgh, PA.

• Bon-Ton, Harrisburg, PA.

• Filene’s Basement, Burlington, MA.

• Marshall Fields, Chicago, IL.

• Ames, Rocky Hill, CT.

Sales Representative. Napier Co. - Meriden, CT. May 1976 - July 1988.

Napier created fashion jewelry, respected by department stores, nationwide.

• Consistently achieved quotas; increasing sales by 7% to 9% annually.

• Established an eleven member staff to market Napier at the branch level.

• Promoted units sales via promotions, i.e., ear piercing clinics at branch

locations so to increase sales volume and inspire consumer allegiance.

* Developed relationships with regional department store systems;

* G.Fox, Hartford, CT.

* Sage Allen, Hartford, CT.

* Steigers, Springfield, MA.

* Porteous, Mitchell and Braun, Portland, ME.

Sales Rep. Cummins Allison - New York, NY July 1975 - May 1976.

Provider of check scanners, coin and money counters, ticket counters,

and paper shredders to corporations that transact business in cash.

• Sale of coin counters to Bell Telephone, NYC, NY. $1,125,000.00.

• Sale of check scanners to J.P. Morgan, NYC, NY. $ 625,000.00.

Sales Trainee. Coro. Providence, RI. May 1974 - June 1975.

Resource of costume jewelry to department store systems.

As a sales trainee my duties included;

• Merchandising product selection at the branch level.

• Conduct inventory of product selections at the branch level.

* Provide management monthly sales reports per branch.

• Present management with product reorders to maintain inventories

of key selling stock keeping units (SKU) so as to enhance turnover.

Efforts allowed the Sales Representative to accomplish his mission;

• Realize / achieve seasonal quotas established by Coro mgmt.

• Honor commitments to the account base; store management.

• Expertly select / maintain products which were volume sellers.

• Eliminate less productive SKU’s which were less productive.

• Maintain the allegiance of the account base.


Realized success by focusing on the objectives of the account base;

my obligations. Provided viable solutions, crucial in the development

of their operations.


BA; Political Science. King’s College - Wilkes-Barre, PA 09/70 - 05/74.

Diploma. Watchung Hills Regional H.S. - Warren, NJ 09/66 - 06/70.

Explanation -Departure from the jewelry business.

The industry was decimated due to labor costs and tariffs. In addition,

consumers developed an appetite for QUALITY selections. No longer

sought products which were pieces of base metals, coated in precious

metal solutions, providing a limited shelf life, that had no intrinsic value.

Products created to be flashy and inexpensive.

An eighteen year old news article presented below provides reasons why

the U.S. based costume jewelry industry is virtually non-existent today;

Jewelry industry no longer dominant.

Rick Thurmond / Sun Chronicle Staff. March 25, 2000

The announcement that Swank, Inc. was leaving Attleboro, concentrating

its manufacturing overseas is another death knell for the area's once

dominant jewelry industry.

‘’There was no choice but to leave,’’ said Jerry Kassner, Sr. VP and CFO.

“ We needed to be more price sensitive, To satisfy market requirements,

we could not make goods here anymore. A sad state of affairs, but from

a practical standpoint, we had no choice.”

Pawtucket-based Monet, a major manufacturer of costume jewelry,

announced its plan to layoff 200 workers, moving all of its production

to Asia in January.

L.G. Balfour Co., an Attleboro institution, moved most of its manufacturing

to plants in Texas and Mexico, following a merger three years ago.

Half of the domestic jewelry industry was concentrated in the Providence-

Attleboro area two decades ago. Today, the area is home to one-third of U.S.

jewelry manufacturing, the decline largely a result of offshore competition.

In Bristol County, the number of jewelry workers; silverware and plate ware fell;

from 7,231 in 1980 to 4,011, the second quarter of 1999. For costume jewelry

workers, their numbers fell; from 1,812 to 362, during the same period.

Worker reduction may be the result of sophisticated technology, but increased

mechanization doesn't account for all of the shift in employment.

In 1969, Swank employed 1,300 workers in Attleboro. The number was reduced

to 300 last year, 150 to be laid off when the plant closes this summer. Those

remaining left will be transferred to the company's administrative offices in

Taunton, MA.

Swank's shrinking workforce paralleled its growing reliance on factories in

Asia and Costa Rica. A few years ago, less than 25% of women's jewelry

was made here.

Last year, only 15% was made in this building. Labor costs and the expense

of maintaining the sprawling, century-old Pearl Street plant in Attleboro

were factored into the decision to leave the city.

Jewelry is vulnerable to foreign competition because of low wage scales in

Asia and Latin America and because of high tariffs on U.S. goods abroad.

Jewelry manufactured in Asia is subject to a 5% tariff in this country.

The tariff on U.S. goods in Asia is as high as 50% to 100%.

U.S. firms have an advantage in the high-end segment of the industry,

where manufacturing standards are more exacting. Customers want

things right the first time, and on time. They're willing to pay for the



Today, retailers are attempting to renegotiate leases with Mall Management to survive. PROGRESS doesn’t always mean prosperity for everyone, does it?

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