Word: profitable
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Dates: during 1980-1980
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...their standard of living. Sacrifice is an emotional thing--people won't do it unless their hearts are in it and they can see everyone is sharing the burden. Drivers won't want to pay huge gas taxes when they read about the obscene end-of-year oil company profit figures that helped double the price of gas in the first place. The poor will hardly understand the need for them to sacrifice the programs that keep them above the poverty line when they see their government spend $60 billion on a giant shell-game for its missiles. Families will...
...little ado, indicating that the unions considered the 10-9-8 the best they could hope for. Union leaders and Powers alike concede that all the unions had reservations about agreeing to a three-year deal in an uncertain economic climate. "I think the unions realized that a non-profit institution such as Harvard has a very difficult time reacting to severe inflation. We cannot easily pass the cost increases along, the way a car company can, for example," Powers says. All in all, he adds, "It was a good year for bargaining...
Dedicated Detroit automen have learned a single purpose in life: to design, build and sell cars that will reap the highest return on the company's investment. Profits traditionally have come from volume and from trading customers up to larger, more expensive "prestige" models. Traditionally a Cadillac cost several hundred dollars more to make than a Chevrolet, but it returned GM a profit of several thousand dollars more. Detroit denies that it rejects new ideas because they are "not invented here," but the industry has been slow to adopt such innovations as disc brakes and radial tires, both extensively...
...reasons of profit and tradition, GM, Ford and Chrysler for years could see little incentive to build small cars. In failing to do so, they ignored a market niche that was first taken advantage of by tiny American Motors Corp. (which commands only 1.5% of the auto market vs. GM's 48%) and increasingly exploited by aggressive foreign manufacturers. First the Germans and then the Japanese found it relatively easy to divert to the U.S. autos built for smaller roads and with more expensive energy markets in mind...
Though the details are still sketchy, CBS plans an aggressive campaign to capture part of the rapidly growing cable market. It will not compete with pay TV networks like Time Inc.'s Home Box Office, but will make its profit by selling the new CBS channel to cable systems around the country and to advertisers...