Word: productions
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Dates: during 1980-1989
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...Blue's problems are as stubborn as they are unfamiliar to the company. From the personal computers at one end of its vast product line to the large mainframes that have been its backbone, the huge Armonk, N.Y.-based firm faces growing competition in the industry it used to call its own. Though IBM has sold more than 3 million personal computers since 1981, its share of that market has slipped substantially during the past year, from an estimated 35% of total sales to less than 29%, as consumers turned to other U.S.-made machines and cheap imports, or "clones...
Unfortunately, the answer is none of the above. The Girl in the Picture has its funny moments, but writer-director Parker's Forsyth clone doesn't measure up to the original product...
...accomplish that, Gorbachev knows, he must reduce the oversize portion of the annual gross national product carved out by the military -- as much as 14%, by some estimates -- and devote more money to domestic economic growth. If he genuinely wants to modernize Soviet society and produce goods that can compete with Western products in world markets, he will have to divert more young men from military service to computer and technical training...
...both Ford and GM, NHTSA Administrator Diane Steed said that a "higher standard would have resulted in the loss of jobs for tens of thousands of workers." Chrysler Chairman Lee Iacocca attacked the decision, calling it a "mockery of the law" and "unfair to manufacturers who have based their product plans on federal standards." Chrysler spent $4.8 billion in redesigning its cars, in part to get fuel consumption down to the mandated level. Now, notes the frustrated Iacocca, the Government is changing the rules in the middle of the game...
...industrial failure is the theme of Halberstam, Pulitzer prizewinner and author of The Best and the Brightest and The Powers That Be. The product of five years of research, his latest book attempts to dissect the double whammy suffered by the U.S. auto industry at the hands of OPEC and Japanese automakers. Much of Halberstam's rambling 752-page work is devoted to a dramatic recapitulation of the dynastic and bureaucratic maneuvering at two firms, Ford of Detroit and Nissan of Tokyo, before and during the great U.S. auto crisis of the late '70s. But the moral that Halberstam...