Word: suds
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...Governor Stevenson by Robert Boulay I June 61 correspond to nothing anyone else has ever heard Stevenson say publicly or privately. Governor Stevenson is fully and explicitly on record on the question of Ber lin. It might conceivably strain the credulity even of TIME to suppose that he would sud-denlv choose to confide to an itinerant French newspaperman views on Berlin which are incompatible with everything else he has said on the subject...
...work, and the reports soon come to the attention of the big boss (Fred MacMurray) himself. "Baxter," he confides to the hero, "as far as I'm concerned, you're executive material"-he wants the key too. Before long the hero is an assistant to the boss. Sud denly he discovers that he has outsmarted himself: the girl (Shirley MacLaine) that the boss takes to his apartment is the girl of his dreams, the girl he cannot enjoy his illgot gains without...
...costs of its DC-8, has thus taken its licks early and is in a good competitive position to profit on jet sales from now on. The company also has plenty of cash ($35 million) and working capital ($154 million), and recently tied up with France's Sud-Aviation (TIME, Feb. 22) to market the twin-jet Caravelle, thus enabling itself to cover both the long-and short-range jet field...
...building the right plane at the right time for the right price. While U.S. planemakers sewed up the market for big, long-range jets (441 orders worth $2.2 billion), no one was producing a smaller jet for routes of less than 1,000 miles. Starting in 1951, Sud got to work on a transport that could operate economically between cities only null apart. Price: between $2,500,000 and $3,000,000-about half the cost of a DC-8 or Boeing 707. The first flights of the new plane with engines placed near the tail were so successful that...
...gets credit for the Caravelle, and for turning Sud-Aviation into France's biggest planemaker (22,000 employees), is Georges Hereil, 50, a bluff, breezy businessman who operates his nationalized company with a free-enterprising flair. "Private or public company," says Hereil, "I've got the same philosophy -to make money for our shareholders." When Hereil took over in 1946, he knew little about planes beyond how to fasten the seat belt. He had started out as a liquidator of ailing companies, by World War II had dealt with 800 sick businesses ranging from a concert hall...