Word: profitably
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...gradually gave factory managers limited freedom from the tyrannies of rigid central planning. Among other things, they could make more decisions about production quotas without the approval of state authorities. Small-scale entrepreneurs were al lowed to open everything from private bakeries to boutiques and restaurants. In the countryside, profit-oriented cooperatives sprang up alongside Soviet-style collective farms. Vendors were allowed to set the prices of vegetables, clothing and many consumer goods freely...
Airline executives fear that increased competition and discounting will badly damage the industry's profitability. After suffering record operating losses of $800 million in the recession year of 1982, the airlines racked up a profit of $2.2 billion in 1984 and $1.6 billion in the first nine months of 1985. But the industry is expected to report heavy losses in the fourth quarter, and 1986 may also be disappointing. Speaking last November to a group of Wall Street analysts, United Chairman Richard Ferris predicted that fare wars will produce a "bloodbath...
Weak earnings have diluted the company's profit-sharing payments and hurt employee morale. Many pilots have left because they were dissatisfied with their pay and disliked being assigned extra jobs on the ground. Between 1984 and 1985, the number of pilots dropped from 1,100 to about 950. "We're having a family crisis," says Philip Rogers, a 727 captain who has stayed on. Burr says the remaining pilots are enough to fly the fleet, and new ones are being hired...
...Paley is a weak-willed and rather distracted chief executive, hardly the sort of man who founded and built a broadcasting empire. And Stanton, as played by John McMartin, is a cardboard corporate foil, forever jabbering about ratings, opinion polls and bottom lines. "Stanton is fascinated with numbers . . . profit statements . . . power," says Paley, trying to persuade Murrow to accept a vice-presidential position. "You know what I want? A conscience. Integrity...
Peter Peterson, the Greek hash-house owner's son who rose to the presidency of Bell & Howell before he was 35, and Lewis Glucksman, the Manhattan lamp manufacturer's son who scrapped his way up through Lehman's unprestigious but increasingly profitable stock-and-bond-trading department, might have been born enemies. Peterson emerges as cold, almost oblivious to the people around him. A close associate who may have saved his life during a seizure recalls that Peterson never thanked him. Glucksman was mercurial, an "emotional volcano" in the phrase of a colleague, who might kiss or curse fellow employees...