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These same quotas have, in turn, kept Japanese auto manufacturers from competing in the U.S. market with less-established manufacturers from other countries such as South Korea and Yugoslavia. Honda and Toyota, not just G.M., Chrysler and Ford, have thus been able to keep their prices artificially high. Where the money consumers have spent "protecting" these businesses might have gone, in the free market, is anyone's guess. In any case, it would have gone to other productive enterprises, or even into savings or investment...
...American icon. The sneaker is not so much an object as an idea, a symbol of values that America has always taken pride in: social and physical mobility, practicality, informality, even rebellion (such as when Woody Allen wore a pair of Converse high-tops to escort First Lady Betty Ford to the ballet in 1975). It has only been since the 1960s that sneakers have become the shoe of everyday life, the U.S. form of mass transportation. Worn by bums and billionaires, All-Stars and klutzes, the sneaker is a quintessentially democratic shoe, the rubber soul of America...
Under particular scrutiny, naturally, were the salaries and perks of the three U.S. auto-company chiefs -- Chrysler's Lee Iacocca, Ford's Harold Poling and GM's Robert Stempel -- all of whom accompanied the President to Tokyo. The three were paid a total of $7.3 million-plus in 1990, including more than $4 million in stock incentives...
...problems have not been felt as severely at the other two Detroit automakers. Ford and Chrysler went through their own major retrenchments in the 1980s and have been able to make stronger commitments to team-production techniques. In terms of corporate structure, "size guarantees you nothing anymore," says Chrysler president Robert Lutz. "It's not necessarily the small buildings that are the most affected by earthquakes. Skyscrapers are just as vulnerable...
America's automakers realized last year that none of the Big Three had the resources to invent on its own the car battery of the future, explains John Wallace, director of electric vehicles for Ford. But each company had at least one poorly funded battery research project under way, which, if linked with the others, could be coordinated to eliminate overlap and speed a breakthrough. So Ford, GM and Chrysler joined forces and asked the government to match their efforts dollar for dollar. "We agreed to cooperate on batteries," added Wallace, "but compete on vehicles...