Word: carly
(lookup in dictionary)
(lookup stats)
Dates: during 1980-1989
Sort By: most recent first
(reverse)
...good economic policy. The Administration and some Democrats argue that protectionist barriers cost more to maintain than they are worth. By the estimate of the U.S. International Trade Commission, the voluntary import restraints on Japanese autos that were recently lifted cost U.S. consumers $89,250 a year in higher car prices for each U.S. autoworker's job saved. Furthermore, free-traders argue, a protectionist cocoon would discourage manufacturers from reaching for greater operating efficiencies...
...probably expected a brief, understated thank-you. Instead they got fun-loving, full-of- himself, jabbery Iacocca for much too long. He does not take criticism well; a campaign entails incessant criticism. And he frets about physical danger. Some years back, when he bumped his head getting into a car, he thought he had been shot. Two years ago, when he was to appear with Reagan at a Chrysler factory in St. Louis, a White House limousine met Iacocca at the airport. Arriving at the plant, he discovered the door could not be opened from the inside, and it shook...
...later he was intent on the Mustang's exceeding the Falcon's all-time one-year auto sales record of 417,000 ("417 by 4/17"); still later, he introduced his "shuck the losers" plan to winnow out unprofitable departments. In 1960, Iacocca took over as head of the Ford car division...
...April 1964, Ford introduced the Mustang. It is difficult to overstate the attendant hoopla. The car and its principal corporate patron, Lee Iacocca, appeared on the cover of both TIME and Newsweek. Iacocca, TIME declared, "is the hottest young man in Detroit," brilliant, an "ingenious automotive merchandising expert." Twenty-one years later, a metal sculpture of a Mustang hangs over Iacocca's desk at Chrysler, and a 1964 Mustang convertible, a gift from his wife in 1981, sits in his garage in suburban Detroit. "I'm generally seen as the father of the Mustang," he says in his book...
...still glories in the hurly-burly of his factory floors, in the sheer quantities of capital ($2.8 billion) and steel (1.3 million tons) and humans (110,000 employees) that he must commit to producing 2 million vehicles a year. Iacocca likes it best when he can make managing a car company seem like a martial task, urgent and vast and possibly heroic...