siness was losing market-share, and needed full attention, while the products manufactured in Lexington, which had been so profitable, especially after the introduction of the Selectric, were now a drag on company profit performance. So, Lexmark became a reality, an investors' group having paid IBM some $1.5 billion for 90 percent of the company. The "new" Lexmark had some 4,000 employees and about $1.5 billion in world-wide revenues. The future lay in doubt somewhat because negotiations between Lexmark and IBM about future sales, about inventory, and the right to market under the IBM name for se
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