A chemical substance that cannot be broken down or transformed by ordinary chemical processes into a different substance is called a chemical element (often referred to simply as an element). Corning takes the silicon dioxide (SiO2) and combines it with other chemicals before melting it down into a glass melt. Some wondered whether Bill Ford could turn the company around, but he silenced many skeptics by moving swiftly to put Ford’s “Glass House” in order. So did the Ford board, who sacked “Jac” in October 2001. A reluctant Bill Ford took command. After burning through more than $15 billion in 1999-2000, Ford lost a staggering $5.45 billion in 2001 and almost a billion more in ’02. So did a string of recalls and launch glitches involving the new Escape, 2001 Thunderbird, redesigned ’02 Explorer, and the small Focus, Ford’s latest attempt at a “world car.” Other new models like the Lincoln LS and sister Jaguar S-Type didn’t sell as expected. The Explorer, for example, was redesigned for 1995 and given optional V-8 power the following year. As one example, Ford went through no fewer than four executives in five years in the position of president of North American operations.

By 2006, Dearborn counted five straight years of declining sales representing over a million units lost — Detroit’s worst performance by far. Ford Division remained “USA-1,” owning five of the country’s top-10 sellers, including the big F-Series pickup and midsize Explorer SUV. Then, in 2000, the cash-cow Explorer and its original-equipment Firestone tires were implicated in rollover crashes linked to almost 300 deaths and scores of injuries. A zippy $1495 SR package was added for 2000 with an extra 13 horses, tuned suspension, four-wheel disc brakes, alloy wheels, performance tires and special seats, but it did nothing to spark sales. Nasser traded charges with Firestone officials in the media and before Congressional investigators, then ponied up $3.5 billion to replace some 6.5 million tires. Most pundits blamed CEO Nasser. Buying Volvo and Land Rover was costly enough, but Nasser also splurged on wispy e-commerce ventures, a chain of auto repair shops in Britain, Norwegian-built electric cars, even junkyards. At the same time, hard-charging Jacques Nasser was elevated to president and chief executive officer after two years as head of North American operations.

And there was still the thorny problem of weaning buyers off the costly purchase incentives they’d been used to for years. Market share, which had been sliding for a full decade, was down to 17.4 percent, the lowest since 1927, and seemed likely to go lower still. Like Ford, GM still relied too much on truck sales and was trying to “shrink its way back to profitability” in the face of market changes it hadn’t foreseen. For a great affordable product that really works-i used it on my face and other areas like my elbows and feet which get rough and dry. Despite its product fumbles, Ford Motor Company seemed in great shape as the new century opened. From now on, he declared, Ford would build great cars and trucks, period. Both were vital high-profit assets in a market gone mad for trucks, and Dearborn gave them yearly improvements to protect their class-leading sales status. Dearborn was no less expansive in the luxury field, pouring major money into new products and plants for Jaguar and Aston Martin, acquired in the 1980s, then adding Land Rover, another British icon, and well-regarded Volvo of Sweden.

Ford stayed the course one more year, then abandoned the sporty-coupe market, which was fast shrinking anyway. But they were only a short-lived bridge to the year 2000 and the debut of a far more ambitious small Ford. Ford was also being squeezed by escalating raw materials costs and — the big hit — a sharp drop in demand for its most profitable SUVs, triggered by a spike in gas prices during 2005 to over $3 a gallon in many places. If you are not comfortable being used as a natural heat pack for aromatherapy, it’s important to express that to her. We work hand in hand with communities to install systems that are locally owned, repaired and maintained. You can understand the home and work locations of visitors to those POIs, and their demographic mix. In the next section, we’ll examine how to clean the decorative objects in your home.