Word: product
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Dates: during 1960-1969
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...those who claim London is dead; and the ultimate five points for pinning my father and his colleagues on the count that there is no guidebook for second-time travelers. But let it be noted that a guide writer thrives on those experienced travelers who do not need his product-for I know of at least one such author who diligently checks out every one of the scores of tips that come to his desk daily...
Ackley's prime point was that, in the five years of the U.S. prosperity explosion, profits have climbed twice as fast as the gross national product, personal income or wages, and they should not continue to do so. Such a profitable performance, said Ackley, means that "either prices have been raised more than costs, or prices have not been reduced where costs have fallen." And so, if businessmen continue to raise prices to increase their profit margins, then labor will make far more extravagant demands-and inflation will take off unfettered...
...countless versions ago as a literal adaptation of the novel. The late Ben Hecht had three bashes at it. It was then completely rejiggered by Billy Wilder, who in turn got rewritten by Joe (Catch-22) Heller. To no avail. By last week the script du jour was the product of Terry Southern, Wolf Mankowitz and John Law. Except that Peter Sellers has winged most of his scenes, John Huston is redoing his, and Woody Allen is working up an altogether new concept...
Normally, the news that the U.S. economy scored its biggest spurt in 15 years would be cause for rejoicing. Now, nothing is normal, and last week's report that the gross national product jumped $16.9 billion in the year's first quarter, to a record annual rate of $714 billion, gave Washington's economy watchers an acute case of the jitters. It heightened fears that the economy is inflating too fast and that President Johnson may have to hike taxes to slow things down...
...draws up an annual "opportunity review," which looks five years ahead at technologies, situations and companies that the firm ought to be getting into. The managers of the fastest-growing firm in U.S. business history judge potential merger mates by three measures, in order of importance: 1) Does the product line fit with ours? 2) Is the management right? 3) Is the price right? One company that seemed made to measure was well-managed and profitable Diebold, Inc., the nation's largest manufacturer of banking equipment, with 1965 sales of $77 million from safes, depositories, pneumatic tubes, etc. Last...