By James Johnston
Johnston has produced a considerate, well-researched and documented paintings facing 3 problems with significant importance to trendy electorate: motor vehicle gasoline potency, international warming and pollution. There are attention-grabbing insights into the method of laws and legislation within the US executive. This ebook might be required interpreting for a person with an curiosity in the environment, and trouble in regards to the appropriateness of the measures being taken to guard it.
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Extra info for Driving America: Your Car, Your Government, Your Choice
Three months into the Reagan administration, the Japanese government announced it would voluntarily limit vehicle exports to the United States for a year or two—not more than three. S. 19 In today’s terms, the Japanese VERs would be called “corporate welfare”—good for the companies and workers, bad for the consumers. In fact, they were bad for everyone. By limiting the availability of the Japanese cars the customers wanted to buy, the export VERs pushed up the price of those cars. This gave domestic makers an opportunity also to sell more cars at higher prices.
P65 41 11/6/97, 7:11 PM MILES PER GALLON trade representative, William Brock, that the Japanese should be asked to come up with a voluntary export restraint (VER) program. Three months into the Reagan administration, the Japanese government announced it would voluntarily limit vehicle exports to the United States for a year or two—not more than three. S. 19 In today’s terms, the Japanese VERs would be called “corporate welfare”—good for the companies and workers, bad for the consumers. In fact, they were bad for everyone.
Auto stocks fell. Some 135,000 auto workers were laid off. Skyrocketing energy prices brought both high inflation and high unemployment. A new term—stagflation—was coined to describe the economy, which had quickly sunk into the worst slump since the Great Depression. The people needing to buy cars generally wanted more fuel-economic and, therefore, smaller models. Almost overnight, the Japanese manufacturers had an unexpected edge—not because of any brilliant planning or superior technology, but because small cars were what they traditionally made and what they had on hand.