Word: cash
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Dates: during 1960-1969
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...Broadway NOBODY LOVES AN ALBATROSS, by Ronald Alexander, is a cynical, funny, abrasive comedy about the frauds who cultivate the TV wasteland for the cash crop. As the biggest phony of them all, Robert Preston is full of roguish charm, and as magnetic...
...Give No Cash. Sometimes, because of the sales, customers exchange a return for one or two cheaper items, but stores depend upon commission-conscious clerks to lure customers into trading up to a more expensive gift, or buying a yellow shirt to go with the yellow sweater they were given. Giving refunds in cash is avoided wherever possible; Houston stores have joined together in a pact against giving cash refunds unless, says one merchant, "a customer carries his protest to lying on the floor and kicking his feet." Since few customers have enough post-holiday energy left, they are usually...
...Trudy Novak seemed to remember most vividly was the way Bobby Baker tossed bundles of money about like so much laundry. Frequently, she said, she would stop by Baker's Capitol office to pick up sizable sums for the Carousel's operating expenses. It was always in cash. Once, she said, she found his desk stacked with nearly $15,000 in $100 bills. Baker himself rushed off to the Senate floor, leaving Trudy and his secretary to count out $13,300 for the motel. "That's where I lost some faith in Mr. Baker," she said...
...eagerness to win African support for Peking's side in the Sino-Soviet conflict, however, Chou could offer little cash to the underdeveloped countries. In some areas that the Chinese have cultivated, they may even end by making more enemies than friends. By lending Somalia $20 million to buy arms for its campaign to grab adjacent territory, Peking has angered neighboring Kenya, where it has also spent heavily to woo the new nation. It may succeed at least in raising Russia's ante in Africa and Asia. At week's end, as Chou left for Algeria, Nikita...
...from Detroit to enable the company to move quickly with all the industry's new trends, and Studebaker's ancient plant there was hopelessly inefficient. The company's dealer organization was too small, haphazard and ineffectual. Efforts to revitalize the company were snarled by lack of cash and a series of incredible production snafus. In the past five years, Studebaker has lost at least $40 million in automaking; this year, despite the introduction of pleasantly restyled 1964 models, sales for the first eleven months fell to 59,742 cars. Last month Studebaker's directors fired President...