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Incredibly, it is beginning to look as if he might. Five years ago, lacocca was president of Ford Motor Co., and Chrysler's profits were about to careen off a cliff. In November 1978, four months after he got the ax at Ford, lacocca joined Chrysler as president. From that year through 1981, the company lost nearly $3.5 billion, easily the biggest bloodbath by any American company in history. In 1979, the company was so close to bankruptcy that only an act of Congress saved it, and despite the bailout, Chrysler has almost collapsed several times since. It is therefore...
...Calligraphers say that it is wrong to expect the resulting letters to resemble the modern sans-serif type faces that the children are simultaneously learning to read. Young hands can rarely produce the subtle but important nuances of printed type. The so-called ball-and-stick method requires exceptional motor coordination, and the effort spoils the handwriting of many youngsters for life...
Borgman has been a Spartan devotee for more than six years, and has missed very few of their games during that time. In order to catch this game. Borgman left East Lansing. Michigan early Thursday night in his motor home and reached Massachusetts sometime Friday after-noon. Despite the long hours he has put in on the road. Borgman plans to leave Cambridge after tonight's game...
...apiece, but design changes began almost as soon as the weapon was proposed. The weight, it was decided, must be reduced to less than seven pounds This meant the warhead had to weigh less than a pound, which sharply limited its potential destructive power. The size of the rocket motor was also reduced to cut blast noise. By the time the contractor finished redesigning it, the Vipers cost not $75, but $787 apiece. Worse yet, the scaled-down warhead could no longer penetrate the front armor of modern battle tanks nor stop Soviet tanks headon. The Kafkaesque solution...
...billion, and narrowly avoided bankruptcy thanks to $1.2 billion in loans that it was able to get only because the Federal Government guaranteed their repayment. Since 1978, when he came to Chrysler after a falling out with Henry Ford II that cost him the presidency of Ford Motor Co., Iacocca has kept his company alive by radical surgery: he closed 16 of its 52 plants and slashed its work force from 151,000 to 85,000. As a result, barring strikes, Chrysler can now turn a profit by selling just 1.2 million vehicles a year. Before Iacocca, the company...