Word: volvo
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Dates: during 1970-1979
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...that he rose to the top because he has the right relatives. In 1969, at the age of 34, the trim, handsome lawyer replaced his father as head of Skandia, Sweden's largest insurance company. Two years later he succeeded his father-in-law as managing director of Volvo, the country's biggest industrial concern. Nepotism or not, the selection has certainly paid off. Under Gyllenhammar's leadership, Volvo has not only increased its sales by 70% (to more than $2 billion in 1973), but has also made some far-reaching labor-relations reforms...
...sporty red beard dripping with perspiration. To underscore that feeling, Bork has remained in his Solicitor General's office and declined both the Attorney General's more sumptuous quarters and his official limousine. The professor from New Haven continues to drive himself to work in his 1968 Volvo...
...nearly decided to go into journalism as a FORTUNE writer when Yale Law offered a teaching position. After ten years in New Haven, Bork had settled happily into the standard scholarly clutter of his office, a roomy faded yellow stucco house with his wife and three children, a 1968 Volvo to get back and forth between them, and faint daydreams of some day chucking it all for isolation in Vermont. Then one evening, in the middle of a martini and a TV episode of The Avengers, Washington called...
Advertisements in the U.S. for Sweden's Volvo heavily stress not only the car's design but also its high-quality Swedish workmanship, which purportedly helps drivers survive the rigors of Scandinavian winters and tough traffic laws. That ad campaign is soon destined for a trip back to the old drawing fjord. Last week Volvo announced plans to build a $100 million assembly plant in Chesapeake, Va., that will turn out some 30,000 cars annually by 1976 and 100,000 a year after 1980−all that it will need for the U.S. market (1972 U.S. sales...
...Volvo President Pehr Gyllenhammar, the jaunty 38-year-old lawyer who took over command of Sweden's biggest industrial concern (annual sales: $1.5 billion) from his father-in-law in January 1973, insisted that his company had been considering the U.S. plant for many months and had not been influenced by the current world monetary disarray. However, Volvo may well profit from the money tangle. As the value of many currencies (including Sweden's krona) has continued to rise against the dollar−and as foreign labor costs have continued to mount−the once huge gap between...