Word: goodyear
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Dates: during 1990-1999
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Often, though, an administrator cannot be flexible enough. In those cases, Coleman suggests that a company make a rigid schedule more appealing by offering an attractive trade-off. For companies such as Corning and Goodyear, his consulting firm has created schedules that include 10 to 20 weeks of time off each year or that offer a seven- or eight-day break a month. Another way to make dismal shifts more appealing is to pay better. Coleman has found that many nightworkers will accept a difficult schedule if they can also work predictable overtime hours. "They could have a schedule," says...
Tuesday was the day we finally said good-bye to the old Wall Street. In the morning, the Dow Jones Company announced it was dumping four underperforming stocks from its Industrial Average in favor of four darlings of the new economy. Out were old-school companies Sears, Goodyear, Chevron and Union Carbide. In their place the 30-company index added Intel, Microsoft, SBC Communications and Home Depot. If nothing else, adding four high-flying stocks will be good medicine for an index mired for the past month in the Dow-drums...
...bagged groceries at the supermarket where she worked and brought her roses nearly every week. He gave her a nice diamond when he proposed. Her parents loved him. They kept a neat home in spite of small salaries (she worked a cash register; he retreaded tires at a Goodyear plant). Now they had three bedrooms: one spare, one sheltering the shards of a marriage, one painfully bereft of a baby...
...tourism game. Four giant alliances, led by Star (United, Lufthansa, SAS, Air Canada, Thai, Varig, Ansett Australia and Air New Zealand), account for more than 60% of world airline traffic today. "Alliances give airlines the advantage of retaining their own identity while getting a global marketing reach," says Tim Goodyear of the International Air Transport Association, based in Geneva. Star is run by a management board and boasts integrated check-ins and sales forces. Other alliances allow partners to sell seats on one another's flights...
...studied Japanese industry for 30 years. Once unthinkable, the idea that foreigners might "save" Japanese companies is becoming commonplace. Witness Merrill Lynch and its absorption of Yamaichi Securities, or General Electric Capital Corp. and its $6.5 billion takeover of one of Japan's biggest leasing companies. Or Goodyear's bid to control Sumitomo Rubber Industries. If it is shameful to be acquired by foreigners, at least Nissan president Hanawa is far from alone...