It was a time of eat or be eaten
I began my academic life as a historian. In those years, one of the topics I studied was automation in North America.
I was in the process of creating a few databases on the history of it since 1980 to 1998, when I joined the Immigration and Refugee Board and had to stop researching.
One of them is a database called Killing for Market Share, a page of which I reproduce here. The book itself is available in the Downloads area or online (see below).
I post these so that we can see what a tumultuous time it was in that period, which saw the fall of so many people into unemployment and misery as a result of the ruthless introduction of automation, without any plan like NESARA to take care of the affected people.
The jobless recovery/recession of 1982 marked the beginning for me of the demise of the post-war honeymoon with the North American worker. From them on it was “Replace them!” (1)
Our future is bright however. NESARA will do away with poverty, starvation, homelessness, etc. If it doesn’t we lightworkers who participate in the Reval will. I know everything I have will be bent to the task.
This database can be downloaded as a searchable .pdf here: https://goldenageofgaia.com/wp-content/uploads/2021/07/Killing-for-Market-Share.pdf
For an online version, see: https://goldenageofgaia.com/wp-content/uploads/2022/11/Killing-for-Market-Share-2.pdf
(I’ll fix bibliographic issues as soon as time allows!)
Have a look. Read a little of it. Listen to the voice of the business Darwinists of whatever financial or political stripe. This was us. It still is with the deep state.
This is how not to run a world.
Killing for Market Share: The Competitive Ethic in America
I. The Forms of Competition
A. Business as Competition
1. Competition
What is GE Capital’s edge? … Most important is a culture that successfully blends an entrepreneurial spirit with the hard-driving and intensely competitive focus of its parent. (Tim Smart, “G.E.’s Money Machine,” Business Week, March 8, 1993, 63.)
The U.S. has scored a victory in its battle to become more competitive in the global economy. (Farrell, Christoper, “The U.S. Has a New Weapon: Low-Cost Capital,” Business Week, July 29, 1991, 72.)
Japan emerged as the world’s most feared global competitor in the 1980s. (Farrell, 1991, 72.)
2. Game
Would-be-masters of the universe luxuriated for a time on their slice of an estimated $60 billion in fees for dealmakers, lawyers, and commercial banks. (Faltermayer, 1991, 58.)
Anon. 1991. “Like Everyone Else, Cable is Just Playing to Win,” Business Week, Sept. 2, 7.
Japan is an enemy that is not playing the game … there is an absolute desire to conquer the world. (Buchanan and Macli, 1991, 83.)
The 1990s may just turn out to be the decade when the rest of the world begins to worry about America’s new economic muscle. (Farrell, 1991, 73.)
3. Race
The players are choosing sides for the multimedia race.
U.S. markets shine as Japan loses its lead. (Neff, 1991, 52.)
As U.S. industries, one after another, fall behind in the global economic race, pundits say America must be losing its edge in science and technology. (Naomi Freundlich, “U.S. Research Looks Strong — Except Where It Counts,” Business Week, July 15, 1991, 131.)
4. Baseball
Gould … revived its stagnating sales with hardball tactics. (Zinn, 1991A, 38.)
5. Boxing
Europe gets pummeled. (Neff, 1991, 52.)
Hewlett-Packard [is] packing a powerful punch. (Eva Pomice and Warren Cohen, “The Toughest Companies in America,” U.S. News & World Report, October 28, 1991, 66.)
The auto slowdown … clobbered Italy’s Fiat. (Neff, 1991, 53.)”Competition is tough.” (Mandel, 1991, 38.)
“Free-for-all: Japan, the U.S., and the EC are duking it out to determine who will dominate the New Europe — and the New Century.” (Business Week leader, June 3, 1991, 2.)
“Food Lion stores and a union square off over scheduling policies.” (Konrad, 1991, 40.)
By 1989, more than 60 Far eastern clones were closing in on HP’s market. In a lightning fast response, the Silicon Valley company struck back with cheap and technologically advanced machines. ‘We hit them with a left, then a right hook,’ says Richard Watts, Hewlett’Packard’s director of worldwide sales and distribution for computer products. … That fancy glovework ultimately landed pugnacious HP in the winner’s corner. (Pomice and Cohen, 1991, 73.)
Many argue that a leaner, meaner Europe Inc. is just what’s needed to fend off such heavyweights as Japan’s Nissan and Toyota in a single market. ‘We’ll need a big increase in volume before we add workers,’ says Yves Blanc, director of finance at France’s Valeo. For labor that’s bad news. (Reimer, 1991, 45.)
Intelsat is already under pressure to lower rates to compete with the fiber-optic cable networks that cross the oceans. And it’s showing bruises as a result. (Vogel, 1991, 103.)
Intelsat won’t give up its monopoly without a fight. (Vogel, 1991, 104.)
[HP’s] profit margins have been chopped down to size by low-priced Asian imports. But the company is slugging back with proprietary products like …. (Pomice and Cohen, 1991, 73.)
Like so many other vendors, Straus Computer Inc. has moved to Reduced Instruction Set Computing (RISC)-based technology which it hopes will help it go toe-to-toe with Tandem for its share of the worldwide fault-tolerant market. (Fuochi, 1991, 9.)
The mainstream business media of that day represented business as red in tooth and claw. The businessperson struggled for existence and only the fittest survived.
They provided the cover story needed to mask the fact that North-American business was shedding large numbers of workers under the guise of a “jobless recovery.” They had to or die, the business Darwinists said.
Using this argument, they avoided any necessity to assume financial responsibility for the worker made obsolete. Not even a severance package was needed.
Owners created a buyer’s market in labor by this device and hard-won workers’ rights rapidly eroded. And it continues today.
(The actual database appears here: https://goldenageofgaia.com/2023/09/01/killing-for-market-share/.)
Footnotes
(1) On business Darwinism, see “Basic Third-Dimensional Illusion: Separate Selves Struggling for Survival amid Seeming Scarcity,” May 17, 2020, at https://goldenageofgaia.com/2020/05/17/basic-third-dimensional-illusion-separate-selves-struggling-for-survival-amid-seeming-scarcity-2/