Word: burrs
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Dates: during 1980-1989
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President Derek C. Bok, sporting a crimson-colored bow tie, Sissela Bok, and Francis H. Burr '35, chairman of the 350th Anniversary Cooutsideon, met the Prince and then proceded into Memorial Hall. The president greeted the Prince with a slight bow and flashed a wide grin in response to media requests for a smile...
...want details, Steve Stephenson is the man to see. He tackles the nitty-gritty details of the job," says Francis H. Burr '35, former senior fellow of the Corporation and one of the celebration's chief organizers...
...half of the year, People was believed to have less than $50 million in cash on hand, and is still losing about $4 million a week. Even so, the decision to sell off some of the company's assets was not made voluntarily by People Founder and Chairman Donald Burr. The move was forced on Burr by the remaining board members. The insurgents were led by Venture Capitalist William Hambrecht of San Francisco, whose firm raised $23.5 million in the early development of People, and by Charles Phillips, a managing director of Morgan Stanley, People's investment banker. Said...
People might have stayed out of financial trouble had it not been for Burr's $305 million purchase last November of Denver-based Frontier Airlines. Frontier, a conventionally priced, full-service carrier, was already battered at its hub by competition from Texas Air subsidiary Continental and from United. Burr's Denver foray violated one of the initial ingredients in People's formula for success: offer no-frills travel in areas away from heavy competition. Says Burr in retrospect: "When we bought Frontier, our competitors decided Denver was going to be a battleground. It still...
...final sign that People Express was feeling the competitive squeeze came last month. Suddenly and without forewarning, the airline seemed about to drop its entire spartan philosophy. Burr announced that People would upgrade all its services, install leather seats in its aircraft, and offer --horrors!--luxury flying in newly installed first-class seating. At the same time the determinedly upscale VIP lounge was set up in North Terminal. The counterrevolutionary campaign was a clumsy attempt to woo the slice of the airline market that People had never served, the business traveler. The change in style came on the heels...