Joseph B. White

Joseph B. White is a Pulitzer Prize-winning journalist known for his work for The Wall Street Journal.

Joseph B. White
CitizenshipUnited States
EducationB.A. in English
Alma materHarvard University
Home townNew York City, New York
Notable awardsPulitzer Prize for Beat Reporting
Years active1975–

Early life

White was born in New York City. He attended Harvard University and graduated with a B.A. in English.[1]


White started his career at the Vineyard Gazette in Edgartown, Massachusetts.[1]

In 1982, White moved to the St. Petersburg Times.[1]

White joined the Hartford bureau of the Connecticut Law Tribune in 1986.[1]

In 1987, White joined the Detroit bureau of the The Wall Street Journal, and became the bureau chief in 1990.[1][2] White and Detroit bureau chief Paul Ingrassia earned the 1993 Pulitzer Prize for Beat Reporting "for often exclusive coverage of General Motors' management turmoil."[1] [3] Their reporting also earned a 1993 Gerald Loeb Award for "Deadline and/or Beat Writing",[4][5][2] and they turned it into a book, "Comeback: The Fall and Rise of the American Automobile Industry," in 1994.[1]

White moved to Brussels in 1994 to become the news editor and chief of correspondents for The Wall Street Journal Europe.[1] He returned the Detroit bureau in 1996 as a news editor covering Columbia-HCA Healthcare and auto industry management issues, and again became the bureau chief in 1998.[1] He worked in the Washington, D.C. bureau from 2008 to 2011 covering business regulation and energy policy, and then returned to Detroit to become the Global Auto Editor.[1]


  1. ^ a b c d e f g h i j "Joseph B. White". The Wall Street Journal. Retrieved January 31, 2019.
  2. ^ a b "Wall Street Journal reporters are named Loeb award winners". The Wall Street Journal. May 19, 1993. p. B5.
  3. ^ "The 1993 Pulitzer Prize Winner in Beat Reporting". The Pulitzer Prizes. Retrieved January 31, 2019.
  4. ^ "Media & Entertainment". Los Angeles Times. May 19, 1993. Retrieved February 1, 2019.
  5. ^ "Historical winners list". UCLA Anderson School of Management. Retrieved February 1, 2019.
Balance (advertisement)

Balance was a 1989 television advertisement for the Lexus LS 400, which also introduced the luxury car make Lexus to American television audiences. It was created by Team One, a unit of Saatchi & Saatchi. The ad was designed to promote the engineering attributes of the flagship Lexus sedan. The advertisement received several awards and was emulated by later versions.

Chevrolet Vega

The Chevrolet Vega is a subcompact automobile that was manufactured and marketed by GM's Chevrolet subdivision from 1970 to 1977. Available in two-door hatchback, notchback, wagon, and sedan delivery body styles, all models were powered by an inline four-cylinder engine with a lightweight, aluminum alloy cylinder block. Variants included the Cosworth Vega, a short-lived limited-production performance model, introduced in March 1975.

The Vega received praise and awards at its introduction, including 1971 Motor Trend Car of the Year. Subsequently the car became widely known for a range of problems related to its engineering, reliability, safety, propensity to rust, and engine durability. Despite a series of recalls and design upgrades, the Vega's problems tarnished both its own as well as General Motors' reputation. Production ended with the 1977 model year.

The name "vega" derives from the brightest star in the constellation Lyra.

Dickinson Wright

Dickinson Wright PLLC (formerly Dickinson, Wright, Moon, Van Dusen & Freeman), is a law firm based in Detroit, Michigan. With over 475 lawyers across more than 40 practices, Dickinson Wright serves clients from nineteen offices, six of which are in Michigan. In the 2018 NLJ 500, which is based on the number of lawyers at the firm in 2017, the National Law Journal ranked Dickinson Wright 103rd largest in the United States and largest Michigan based firm.

Ford C1 platform

The Ford C1 platform (for "compact class") is Ford's global compact car automobile platform. It replaces Ford C170 platform and Mazda's BJ platform. The C1 platform debuted with the European Ford Focus C-Max compact MPV in early 2004. The platform is designed for either front- or all wheel drive.

The C platform was designed in the Ford development center at Europe Cologne, Germany, as the "C Technologies Program". It was said to be one of the largest platform programs in history at that time. The Ford Focus, Volvo S40 and V50, and Mazda3 (BK & BL) share about 60 percent of their parts and components. Thirty engineers each from Ford, Mazda, and Volvo worked in Cologne for two years to combine the compact car engineering for all three automakers under the direction of Ford Director of C Technologies Derrick Kuzak, Ford of Europe vice president of product development.The C1 platform has been stretched creating the EUCD for use in future Volvo vehicles.Among all of the cars, the floorpan is different, but the front- and rear-subframes, suspension, steering, braking, safety, and some electrical components are shared.Vehicles using this platform include the following:

2003–2010 first generation Ford Focus C-Max (C214), first European vehicle on this platform

2003–2008 Mazda Axela/Mazda 3 (BK) (Note: production continued in China through 2013)

2004–2012 Volvo S40 II (P11)

2004–2012 Volvo V50 (P12)

2005–2010 Ford Focus (second generation, Europe) (C307), (Note: the Ford Focus (North America) continued on the C170 platform through 2011)

2005–2010 Mazda Premacy/Mazda 5 (CR) (and related Ford i-Max)

2006–2013 Volvo C70 II (P15)

2007–2013 Volvo C30 (P14)

2008–2012 Ford Kuga (C394)

2008–2013 Mazda Biante

General Motors Chapter 11 reorganization

The 2009 General Motors Chapter 11 sale of the assets of automobile manufacturer General Motors and some of its subsidiaries was implemented through Chapter 11, Title 11, United States Code in the United States bankruptcy court for the Southern District of New York. The United States government-endorsed sale enabled the NGMCO Inc. ("New GM") to purchase the continuing operational assets of the old GM.

Normal operations, including employee compensation, warranties, and other customer service were uninterrupted during the bankruptcy proceedings.

Operations outside of the United States were not included in the court filing.The company received $33 billion in debtor-in-possession financing to complete the process. GM filed for Chapter 11 reorganization in the Manhattan New York federal bankruptcy court on June 1, 2009 at approximately 8:00 am EDT. June 1, 2009 was the deadline to supply an acceptable viability plan to the U.S. Treasury. The filing reported US$82.29 billion in assets and US$172.81 billion in debt.After the Chapter 11 filing, effective Monday, June 8, 2009, GM was removed from the Dow Jones Industrial Average and replaced by Cisco Systems. From Tuesday June 2, old GM stock has traded Over the Counter (Pink Sheets/OTCBB), initially under the symbol GMGMQ and currently under the symbol MTLQQ.

On July 10, 2009, a new entity completed the purchase of continuing operations, assets and trademarks of GM as a part of the 'pre-packaged' Chapter 11 reorganization.

As ranked by total assets, GM's bankruptcy marks one of the largest corporate Chapter 11 bankruptcies in U.S. history. The Chapter 11 filing was the fourth-largest in U.S. history, following Lehman Brothers Holdings Inc., Washington Mutual and WorldCom Inc. A new entity with the backing of the United States Treasury was formed to acquire profitable assets, under section 363 of the Bankruptcy Code, with the new company planning to issue an initial public offering (IPO) of stock in 2010. The remaining pre-petition creditors claims are paid from the former corporation's assets.

Gerald Loeb Award winners for Deadline and Beat Reporting

The Gerald Loeb Award is given annually for multiple categories of business reporting. The category "Deadline and/or Beat Writing" was awarded in 1985–2000, "Beat Writing" in 2001, and "Deadline or Beat Writing" in 2002. Beginning in 2003, it was split into "Deadline Writing" (2003–2007) and "Beat Writing" (2003–2010). "Beat Writing" was replaced by "Beat Reporting" beginning in 2011.

History of the Japanese in Metro Detroit

In 2002, there were 6,413 people of Japanese origin, including Japanese citizens and Japanese Americans, in the Wayne-Oakland-Macomb tri-county area in Metro Detroit, making them the fifth largest Asian ethnic group there. In that year, within an area stretching from Sterling Heights to Canton Township in the shape of a crescent, most of the ethnic Japanese lived in the center. In 2002, the largest populations of ethnic Japanese people were located in Novi and West Bloomfield Township. In April 2013, the largest Japanese national population in the State of Michigan was in Novi, with 2,666 Japanese residents. West Bloomfield had the third largest Japanese population and Farmington Hills had the fourth largest Japanese population.

Japanese School of Detroit

The Japanese School of Detroit (JSD) (デトロイトりんご会補習授業校, Detoroito Ringo Kai Hoshū Jugyō Kō) is a Saturday-only Japanese supplementary educational school in Metro Detroit. It is often called "Ringo Kai." As of December 2011 it has almost 800 students. The school office is located in Novi Meadows Elementary School, which is the class location of the preschool and elementary school levels. Middle and high school classes are held at Novi High School.The purpose of the Japanese School of Detroit is to provide Japanese children with opportunities to learn the supplementary curricula of the Japanese education in the Japanese language while they stay in the U.S., so that children will adapt themselves back into the Japanese educational environment without much difficulty when they return to Japan. Japanese families stay in the U.S. for 3–5 years on average.

As of 2015 it is the world's third largest hoshūkō.

John Coletti

O. John Coletti is an American automobile engineer. He worked for American automaker Ford Motor Company in the company's performance division, and later was the COO and president of EcoMotors International until his retirement on March 15, 2013. Since then he is the Managing Director of Automotive Performance Partners.

He was responsible, as director of that company's Special Vehicle Team (SVT) group, for a number of special performance cars in the 1990s and 2000s, including the Ford Focus SVT, SVT Contour, Ford F-150 Lightning, and the Ford Mustang Cobra. He later spearheaded development and production of the Ford GT supercar.

Production Vehicles Programs under Mr. Coletti's leadership include:

1991 Mustang Feature Car

1992 Mustang Feature Car Yellow w/Chrome Wheels

1992 Mustang Feature Car Monochromatic White

1992 Tempo V6

1994 SN95 Mustang

1994 Mustang Indy Pace Car

1995 Mustang Cobra R "351W"

1998 SVT Contour

1999 F150 SVT Lightning

2000 Mustang Cobra R "5.4L-4V"

2002 Focus ST170 (European Market)

2002 SVT Focus "Piranha"

2003 SVT Cobra "Terminator"

2004 Ford GT "Petunia"

Concept Vehicle Programs that were developed, but never saw production include:

1993 Mach III Mustang

1994 BOSS 10L Mustang

1995 Ford GT90

1995 Mustang CJ-R

1996 Contour "Profile"

1996 Taurus SHO Station Wagon "Gumby"

1996 SVT Thunderbird

1997 Mustang Super Stallion

1998 Escort CT120 Turbo

1998 Ranger "Lightning Bolt"

1998 Supercharged Thunderbird

2000 SVE Ford Focus "Irene"

2005 SVT Lightning "Tomcat"

2006 SVT T/C Focus "Panama"

2006 SVT Mustang Cobra "Condor"

He is also credited with saving the rear wheel drive Mustang in the early 1990s, when it was to be eliminated for cost reasons. Coletti retired from SVT in 2004. He and his wife Judy are the parents of four children.

Motors Liquidation Company

Motors Liquidation Company (MLC), formerly General Motors Corporation, was the company left to settle past liability claims from Chapter 11 reorganization of American car manufacturer General Motors. It exited bankruptcy on March 31, 2011, only to be carved into four trusts; the first to settle the claims of unsecured creditors (OTC Pink: MTLQU), the second to handle environmental response for MLC's remaining assets, a third to handle present and future asbestos-related claims, and a fourth for litigation claims.Motors Liquidation Company's stock symbol was changed from GMGMQ to MTLQQ, effective July 15, 2009. MTLQQ stock was cancelled. Its unsecured creditors were issued stock for the Motors Liquidation Company General Unsecured Creditors Trust under the symbol MTLQU.

New World Alliance

The New World Alliance was an American political organization that sought to articulate and implement what it called "transformational" political ideas. It was organized in the late 1970s and dissolved in 1983. It has been described as the first U.S. national political organization of its type and as the first entity to articulate a comprehensive transformational political program.The Alliance maintained a national office two blocks from the White House. It established chapters across the U.S., produced a 98-page political platform, conducted "Political Awareness Seminars" to help participants learn to communicate across ideological and psychological divides, initiated national "Consultations with Elected Officials," and produced a national political newsletter whose sponsors included Ecotopia author Ernest Callenbach and psychologist Carl Rogers.

Over the decades, social scientists and others have sought to explain why the Alliance did not achieve a longer life. There is no agreement. Explanations have touched on history (the U.S. was not ready), culture (the Alliance was too counter-cultural), process (the commitment to near-unanimous consensus decision-making was too onerous), leadership (the people on the Governing Council did not have the personalities or skills to build a mass organization), transformational political assumptions and behaviors (said to be inappropriate, self-defeating, or cult-like), and more.Following the dissolution of the organization, many former Governing Council members and other founders of the Alliance – many near the beginning of their careers – took transformational ideas into a variety of organizational settings, including the early U.S. Green Party movement and the multinational corporate world. Their organizational efforts and published political writings extended into the 21st century.

Paul Ingrassia

Paul J. Ingrassia (born Aug. 18, 1950) is editor at the Revs Institute, an automotive history and research center in Naples, Florida. Managing editor of Reuters from 2011 until 2016, he is a Pulitzer Prize-winning journalist, author or co-author of three books, and a winner of the Gerald Loeb Lifetime Achievement Award for financial journalism.

Pontiac Fiero

The Pontiac Fiero is a mid-engined sports car that was built by General Motors from 1983 to 1988 for the 1984 to 1988 model years. The Fiero was designed by George Milidrag and Hulki Aldikacti as a sports car. The Fiero was the first two-seater Pontiac since the 1926 to 1938 coupes, and the first mass-produced mid-engine sports car by a U.S. manufacturer. Many technologies incorporated in the Fiero design such as composite panels were radical for their time. Other features included hidden headlamps and, initially, integrated stereo speakers within the driver and passenger headrests.

A total of 370,168 Fieros were produced over the relatively short production run of five years; by comparison, 163,000 Toyota MR2s were sold in their first five years. At the time, its reputation suffered from criticisms over performance, reliability, and safety issues.

The word fiero means "very proud" in Italian, and "wild", "fierce", or "ferocious" in Spanish. Alternative names considered for the car were Sprint (which had previously been used on a GMC and would later end up on a Chevrolet instead), P3000, Pegasus, Fiamma, Sunfire (a name which would later be applied to another car), and Firebird XP. The Fiero 2M4 (two-seat, mid-engine, four-cylinder) was on Car and Driver magazine's Ten Best list for 1984. The 1984 Fiero was the Official Pace Car of the Indianapolis 500 for 1984, beating out the new 1984 Chevrolet Corvette for the honor.

Pulitzer Prize for Beat Reporting

The Pulitzer Prize for Beat Reporting was presented from 1991 to 2006 for a distinguished example of beat reporting characterized by sustained and knowledgeable coverage of a particular subject or activity.

From 1985 to 1990 it was known as the Pulitzer Prize for Specialized Reporting.

For 2007, the category was dropped in favor of a Pulitzer Prize for Local Reporting, with the Pulitzer Prize Board noting that "the work of beat reporters remains eligible for entry in a wide range of categories that include—depending on the specialty involved—national, investigative, and explanatory reporting, as well as the new local category."

Roger Smith (executive)

Roger Bonham Smith (July 12, 1925 – November 29, 2007) was the Chairman and CEO of General Motors Corporation from 1981 to 1990, and is widely known as the main subject of Michael Moore's 1989 documentary film Roger & Me.

Smith seemed to be the last of the old-line GM chairmen, a conservative anonymous bureaucrat, resisting change. However, propelled by industry and market conditions, Smith oversaw some of the most fundamental changes in GM's history. When Smith took over GM, it was reeling from its first annual loss since the early 1920s. Its reputation had been tarnished by lawsuits, persistent quality problems, bad labor relations, public protests over the installation of Chevrolet engines in Oldsmobiles, and by a poorly designed diesel engine. GM was also losing market share to foreign automakers for the first time.

Deciding that GM needed to completely change its structure in order to be competitive, Smith instituted a sweeping transformation. Initiatives included divisional consolidation, forming strategic joint ventures with Japanese and Korean automakers, launching the Saturn division, investing heavily in technological automation and robotics, and attempting to rid the company of its risk-averse bureaucracy. However, Smith's far-reaching goals proved too ambitious to be implemented effectively in the face of the company's resistant corporate culture. Despite Smith's vision, he was unable to successfully integrate GM's major acquisitions and failed to tackle the root causes of GM's fundamental problems.A controversial figure widely associated with GM's decline, Smith's tenure is commonly viewed as a failure, as GM's share of the US market fell from 46% to 35% and the company lapsed close to bankruptcy during the early 1990s recession. Consequently, CNBC has called Smith one of the "Worst American CEOs of All Time," stating, "Smith...had the right idea but may have lacked the intuition to understand how his rip-up-the-carpet redo would affect the delicate web of informal communication that GM relied upon." In 2013, he was included on Fortune's list of the "10 Worst Auto Chiefs," with writer Alex Taylor III stating, "He wasted billions trying to revive the sagging giant through diversification (EDS and Hughes), automation (robotized factories), reorganization (two superdivisions B-O-C and C-P-C), commonization (GM-10 cars) and experimentation (Saturn). Smith's legacy was a fleet of lookalike autos, an unqualified successor, and a mountain of debt that pushed the company close to bankruptcy in 1992." Smith and his legacy remain subjects of considerable interest and debate among automotive writers and historians.

University of Florida College of Education

The University of Florida College of Education is the teacher's college, or normal school, of the University of Florida. The College of Education is located on the eastern portion of the university's Gainesville, Florida campus, and offers specializations in special education, higher education, educational policy, elementary education, counseling, teaching, and other educational programs. It is consistently ranked one of the top schools of education in the nation. The college was officially founded in 1906.

Volkswagen Westmoreland Assembly

Volkswagen Westmoreland Assembly was a manufacturing complex located 35 miles (56 km) south of Pittsburgh in Westmoreland County, Pennsylvania, near New Stanton — and noted for manufacturing 1.15 million Volkswagens from 1978 until 1987. When VWoA began manufacturing at what had been an unfinished Chrysler plant, it became the first foreign automobile company to build cars in the United States since Rolls-Royce manufactured cars in Springfield, Massachusetts, from 1921 to 1931.Chrysler had called the facility the New Stanton plant; Volkswagen changed the name to simply Westmoreland.The factory manufactured a range of fuel-efficient small cars with gasoline or diesel engines, all variants (or rebadged models) of Volkswagen's Golf: the Rabbit (79–84); Rabbit GTI (83–84); Rabbit Pickup (1979–1982); the Golf Mk2 and GTI (85–89) and the Jetta (87–89). Built with the largest incentive package the Commonwealth of Pennsylvania had ever offered, the factory had an estimated annual capacity of 240,000 cars and reached production of 200,000 in 1980. Engines and drivetrains for Westmoreland production were sourced from Germany. Employment, projected at 20,000, reached its highest level in mid-1981 at 6,000 and by 1984 had dropped to 1,500.Initially, the plant was highly successful, but numerous factors contributed to a sharp decline in sales of the cars manufactured at Westmoreland and the factory's ultimate demise: increased competition in the North American small car market, easing of the period's fuel crisis, poorly received changes to the character of the cars, VWoA's long product life-cycle, the internal economics of the plant itself, persistent labor unrest at the plant and poor networking between Westmoreland and Volkswagen headquarters in Germany. The factory operated at less than half its design capacity and VWoA suffered operating losses during the last five years of its operation. Sales of Volkswagen's U.S.-built cars plummeted by nearly 60 percent between 1980 and 1985.Japanese manufacturers soon followed VWoA's unionized plant into production in the U.S. – achieving success at non-unionized plants including Honda at their Marysville, Ohio, plant and Toyota at their Georgetown, Kentucky, plant.By the early 1980s, Volkswagen began retreating from manufacture in North America, selling another assembly plant it had begun developing and two ancillary plants to Westmoreland in West Virginia and Texas. With the plant operating at 40 percent capacity and annual losses of $120 million, Volkswagen officially closed Westmoreland Assembly on July 14, 1988.Volkswagen later expanded production of cars in Puebla, Mexico, and in 2011 inaugurated its Chattanooga Assembly Plant.

The Westmoreland plant was subsequently used by Sony in the production of televisions from 1990–2008. As of 2014, the site is marketed as RIDC Westmoreland and is owned by RIDC, the Regional Industrial Development Corporation of Southwestern Pennsylvania.

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