Word: boom
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Dates: during 2000-2009
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...involves reintegrating suburbs and populations victimized by racial and economic disadvantage into more affluent French society--a remedial move the rest of the country must also make. But that challenge carries with it a considerable opportunity for Paris-area authorities figuring out how to keep up with an expected boom in tourism over the next two decades...
Twenty years after revolution swept communism from Eastern Europe, the region is in the middle of another maelstrom. The global economic crisis has hit countries like Latvia, Hungary and Poland particularly hard. Eastern Europe's boom over the past few years was fueled in part by heavy borrowing from Western banks and easy access to foreign currency denominated loans. Now, with credit dried up, huge debt loads to pay and Eastern European currencies in free fall, the good times are truly over...
...This affluent mindset will have to change. The boom did raise the national homeownership rate from 60% to more than 67%, but the bust is bringing it right back down again - probably to less than 60% by the end of the year. As a result, demand for affordable rental units (meaning less than $1,000 a month for two bedrooms in South Florida) is bound to rise. And no amount of empty five-bedroom, three-bath dream houses is going to satisfy...
Business cycles can be capricious, as officials for Tata Motors are discovering. During India's economic boom, the country's largest automobile manufacturer burst onto the international stage by acquiring fabled British luxury marques Jaguar and Land Rover for $2.3 billion. The company grabbed more attention last year when it unveiled the Nano, a potentially revolutionary sedan designed for emerging markets with a pricetag less than some laptop computers. Tata Motors, it seemed, was a carmaker in high gear...
...Some even say the setbacks may provide a valuable learning experience. During the boom years, Indian companies sought legitimacy through the acquisition of overseas trophies, without paying enough attention to the long-term viability of the companies being acquired, according to a senior analyst with Crisil, an Indian debt-rating agency. Differences in culture, managerial norms and regulatory environments were improperly understood. "The past few months reflect that [India] became overconfident," the analyst says. "The Indian story became the gospel truth and vulnerabilities were not recognized." Those vulnerabilities are readily apparent...