Word: reap
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Dates: during 1980-1989
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...Masson brand. Its distilled liquor sales have been flat or falling, in part because Americans are drinking more wine. Former Bendix Executive Mary E. Cunningham, who joined the company in 1981 as a vice president of strategic planning, presented a report last year suggesting that Seagram's could reap larger profits in wine. The study mentioned three potential acquisitions, one of which was the Wine Spectrum. When Seagram's began hearing industry talk that the Wine Spectrum might be available, it approached Coca-Cola to express its interest. After the formal offer was made on Sept...
...average inventor has a hard life and it is a rare instance for him to reap the rewards of his invention as I have done." So said one Anatol Josepho of New York last week, a few moments after pocketing a slip of paper upon which were written the idyllic figures $1,000,000. His invention was a "quarter-in-the-slot" machine. Out of it comes, not gum or hairpins, but a strip of eight sepia photographs, each 2 in. x 1½ in., showing the quarter-dropper in whatever eight poses it has pleased him to strike...
National Public Radio should be as fiscally responsible as any organization but, if this spring is any indication, undue financial pressure can only reap disaster. National Public Radio does an exceptional job of what it knows how to do: produce news and arts programs. The network proved less adopt as a business enterprise. The two functions, it would seem, are contradictory almost by definition (at least judging by the bulk of commercial radio). Free enterprise has fostered a lot of developments, but artistic quality has never been one of them. It's why artists found patrons, why scholars seek tenure...
...back to the banks, and they shouldn't be rewarded for getting us into this mess." Nader took a similar tack. Said he of the IMF'S activities: "The net effect is to allow large banks to pass off loan risks to public institutions while continuing to reap high loan profits...
...many years, MITI has tried to keep competition within bounds. The agency generally believes that an industry functions best if it is dominated by a few big firms that can reap the benefits of large-scale production. Nonetheless, Japanese businessmen have frequently ignored MITI'S philosophy and advice. In the early 1960s, MITI tried to persuade the then ten Japanese automakers to merge into two companies: Toyota and Nissan. Only one complied, joining Nissan. Later in the decade, MITI wanted to keep Honda, the motorcycle firm, out of the auto business But Soichiro Honda, the company's legendary...