By William Aspray, Barbara M. Hayes
To paraphrase Moli?re, for greater than a century we now have been engaged in information-seeking habit with no realizing it. From the instant we tumble out of mattress our day is a perpetual cycle of data acquisition and assessment. This compendious booklet brings middle-class America's quotidian info actions to lifestyles, vividly and in detail. Blaise Cronin , Dean and Rudy Professor of data technology, Indiana collage Bloomington
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Extra info for Everyday Information: The Evolution of Information Seeking in America
S. automobile brand. And to further expand sales, Ford instructed its dealers to make home sales calls rather than wait for potential customers to walk into the showroom. Dealerships for all auto manufacturers became more important in the 1920s and 1930s as the demand for new cars became saturated and the used car trade-in became a more important part of the business. In the 1930s dealers grew unhappy with the auto manufacturers because they were forced to take a larger number of new cars than they wanted or particular models that were hard to sell; pressured about sale prices of used cars; forced to give overly generous discounts on end-of-year sales to move remaining stock; required to use manufacturersponsored loan programs;15 given no say in whether the manufacturer opened new dealerships in their sales territory; and threatened by the manufacturers with loss of their franchise license on short notice.
Most of Ford’s competitors either did not have a dealer network or did not have close relations with their dealers. Buyers of other car brands often ordered directly from the manufacturer, bypassing the dealer. Ford set high standards for its authorized dealers because it wanted to establish good customer relations in part by offering quality repair and service work. The company required its dealers to run their business full time—not part time as did some dealers of other car brands— and to staff their own well-equipped showrooms and garages with trained service men, instead of having the men perform this work out of their own homes.
Ford chairman Jacques Nasser experimented in 1999 and 2000 with The Auto Collection, which consolidated several Ford dealers in a geographic region into a single megacompany, giving the previously independent dealers an investment position in a superdealership sales organization. This experiment was tried in several cities, including San Diego, Tulsa, and Salt Lake City. The dealers disliked losing their status as independent businessmen, and The Auto Collection practice was reversed by Ford’s next chairman, Bill Ford.