Word: profitted
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Dates: during 1950-1959
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...marmalade, coffee), and, as the Soviet Union's chief dispenser of consumer goods, studied with fascination a popcorn maker, gum and cigarette vending machines. At Perryville, Md., the cars stopped at the pink stucco Oakcrest Motel. Through an interpreter Mikoyan braced the astonished owner: Did he make a profit? ("That's what we're in business for.") Why did the units have two doors? ("One's a storm door.") Did his family help? ("Just my wife and I.") Did he "have servants, cleaners...
...profit was by no means confined to the poor boy who made good; it also blessed many a well-to-do heir apparent. Among those whom service helped equip for heavy jobs waiting back home: Armour's President William Wood Prince (artillery captain), Ford's Vice President Benson Ford (Air Corps captain), IBM Boss Thomas Watson Jr. (Air Corps pilot). While an aircraft-carrier deck officer in three Pacific battles, Indiana's J. Irwin Miller, 49, gained the confidence it took to build the family owned Cummins Engine Co., Inc. into the largest U.S. maker of truck...
Centered in Bombay, Indian moviemaking is a montage of pomp, profit and speculation. The size of the market is fantastic : 730 million annual Indian moviegoers, plus Southeast Asia, the Middle East and many countries behind the Iron Curtain. But Bombay also has trouble: a severe star shortage. For all of Bombay's 20 studios, which make some 300 pictures yearly (in 19 Indian languages), there are only twelve top stars. They work in as many as 15 movies simultaneously, dashing from studio to studio in limousines, and often a hero and heroine do their parts in so many scattered...
...their 1957 record. But the man of the year in autos was American Motors President George Romney, who had staked the fate of his company on the small Rambler and won. As sales soared, he turned American Motors' $11.8 million loss in 1957 into a $26 million 1958 profit, and at year's end sales and profits were still climbing fast...
Innovate & Profit. For the businessman with something truly different, new buying patterns promise fabulous profits. The sales magic in planned obsolescence has worn thin; consumers are increasingly wary of "new" models whose only visible changes are reshuffled buttons and knobs, especially if the old models still work. Today's consumer demands something really different, and in 1958, industry responded by spending $10 billion on research and development in the hope of creating a benign circle of economic activity: the exciting demand for new products creates employment, which in turn results in more money for more workers to buy still...