Word: product
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Dates: during 1960-1969
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...scientist defends what he believes the United States to be doing at the disarmament conference in Geneva as a useful and effective maneuver in the cold war. "We can afford the luxury of spending the top ten per cent of our Gross National Product on armaments," he said. "The Soviet Union can't do this and increase consumer services at the same time. It just isn't rich enough...
...Russians. Both Du Pont and Arnav are as secretive as Russians about their processes, but both achieved breakthroughs by finding a method of putting thousands of microscopic holes into synthetics to enable them to "breathe." Both firms shy away from calling the synthetics plastics; Du Pont is calling its product a "poromeric material" (meaning full of microscopic holes) until it can decide on a trademark name. The shoe material is made in two or three layers: outside is a polyvinyl chloride film that can be treated to look like any leather, from cordovan to suede; next is either a layer...
Probably Inevitable. By mating, the two German companies can offer a complementary product line: Thyssen (pronounced Tiss-en) makes mostly sheets and beams; the strength of Phoenix is in tubes and heavy plate. Merger was probably inevitable anyway: despite the postwar decartelization attempts of the Western Allies, the majority ownership of both companies still rests with the descendants of August Thyssen, who was Germany's Andrew Carnegie...
Tribute to Vigor. In many ways, the short, happy life of new products is a tribute to the vigor of free competition, but it inevitably means a harder life for companies. Big companies often suffer a profit cut or even a loss on a new product that is quickly copied or improved upon, and even the copiers frequently cannot recover the expense of tooling and production before the product succumbs to newer, better or flashier things. The race to get to the consumer first has forced companies to shorten their product development time, and in some cases has actually made...
With his heavy reliance on computers to cut costs and to show the direction a product should take, McNamara made Ford into a case study of the possibilities and the limits of electronics logic. He and his staff were right when they predicted a big market for the four-passenger Thunderbird. They were dead wrong when they helped the cost cutters overrule Ford auto men who felt that the public would soon get tired of the same styling of such Ford makes as the Falcon, Comet, and Thunderbird, none of which has been drastically changed in three or four years...