![]() “So it was this entire other brand that Gibson – or its parent company, CMI, effectively – could use to sell products and into dealers. ![]() They would also be able to sell Epiphones to dealers that Gibson was not present in because of proximity or other reasons. Basically, there would need to be very little investment in the material cost. So the strategy with all these instruments was to use up some of the Epiphone parts that they had inherited. “I think it was 30-some instruments in all. Ward directed the portfolio for Epiphone, and in February 1958 had basically presented the final portfolio with prices. He ran the parts cage and worked with people that I work with today, which is pretty cool. “Ward Arbanas was the de facto leader of the Epiphone group, and Ward continued to work at Gibson into the ’90s. How did Gibson rationalise owning two guitar brands with such overlap? When Gibson made an offer for Epiphone’s upright bass business, it unexpectedly got the guitar business into the bargain.
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