He drew in a breath, deep and steady, as the old man with the cane arrived bearing a host of promises. The automobile business didn't seem like one that could bring in great fortunes, yet the young man believed it could—enough to double his money, enough to double the life reflected in the framed pictures lining the walls of his Tennessee office, many of them hanging almost side by side.
—Explain the car business to me. I have the land, I have the permits, so we can start negotiations tomorrow —said William.
—It's simple. We'll focus on selling the largest luxury cars in the country for anyone with a hundred thousand dollars in their pocket. We'll keep wide margins while I take charge of acquiring what's left of Toyota and three other companies that will shape the future of the industry. We'll use what's called quality. Most cars have a life span of about 140,000 miles; we want to make cars that last 300,000 miles at the very least, and eventually reach 500,000 miles—without breaking down —Billy replied.
William Dommer frowned.
—Do you know about the lightbulb cartel? —William asked.
—I don't —Billy answered bluntly, with a calm certainty, as if it were something he ought to know but didn't care to.
—Since the 1800s, when patents for inventions began to matter, manufacturers were selling bulbs that lasted for 1,000 to 2,000 hours. Then the big companies secretly gathered, and each of them came to a quiet, almost lifeless consensus about what should and shouldn't be. I can't say for sure where it started or where it ended, but these men decided to change history. They began reducing the lifespan of the bulbs with the sole purpose of selling more. They did it so effectively that they eventually doubled their annual sales—a perfect example of the consumerist world we live in, where everything keeps moving, William explained.
—Luxury cars will cost five hundred thousand dollars. It's not about the car itself; it's about the quality. Our products will be as durable as they should be —Billy said.
—Everyone will want to buy a car like mine. They'll have such advanced technology and usability that they'll feel like the cars of a new era. I'll dedicate myself, with a few others, to developing the proper equipment so that television and radio can tell their stories—cars of tomorrow —Billy added.
His vision was to combine longevity, community, usability, material quality, and technological progress into one package, creating three tiers of vehicles: the Lamborghini for the high-end class, the Lotus for the upper-middle class, and the Toyota for the middle, upper-middle, and lower-middle classes. Each car would claim a market share surpassing any competitor. From Billy's perspective, making a profit from sales alone wasn't the goal. He would launch aggressive marketing campaigns to drive sales upward while drawing from three distinct stylistic lines for each brand.
—If we're talking about the market, it won't be easy to convince people to pay such prices, even those as wealthy as I am —William remarked.
—The market is wiser, much smarter when it comes to buying. Today, people don't want something that wears out after a couple of uses. We'll become a hallmark brand. Good cars outsell bad ones. We'll unite beauty, luxury, fashion, and desire—words the market will come to know in the years ahead, as soon as I begin selling my cars —Billy replied.
Cars, desire, and fashion—words that seemed to pulse with life.
…
The dining hall was exceptionally opulent. Less than a meter away, guests approached: the former governor, the mayor, an old aristocratic family, another of political lineage, the region's leading horse breeders, major landowners, and several local mayors, some more influential than others, as well as prominent judges.
It felt almost like a procession of patricians gathering to eat and share their thoughts.
—I plan to bring all my business here—at least a substantial part of it —Billy said.
—Far too substantial to be called just a part —replied Don Sundquist.
—It's just a part—thousands of workers, thousands of employees circulating the company I'm building, while I also take advantage of your state's accommodations for the rest of my ventures —Billy replied. He was genuinely charming; when beauty and money came together in business, everything seemed like a moth drawn to the flame, a kind of rebirth for those who played the game of interests.
—We don't have unions here, but we always strive for fairness. How would your company meet at least the minimum expectations of a state like ours? —asked Don Sundquist, the soft-spoken Republican, now merely conversing.
—My companies are known for opposing unions because we believe they only seek the destruction of the businesses themselves. It's better for the private sector to remain private and for us to champion the initiative of the people around us, to motivate them through fair treatment. We are conservatives who understand how hard it can be for honest people to make a decent living—fair wages, good benefits, and strong economic, athletic, social, and spiritual support —Billy answered.
—Anne has already sent all my work methods to your office —Billy concluded after a brief pause, fully aware of how difficult it would be to get such a proposal accepted. As he aimed to close the deal, Anne—well-versed in presenting Lux Animation—knew exactly how to handle it.
—Have some of this sauce, son —William said, serving a spoonful of shrimp sauce on a piece of garlic bread. Billy nodded as he tasted it, sipping a glass of white wine. Don Sundquist's eyes lit up. That was Billy's backing—the world of business—a success too solid to deny now. With such support and talent, what more was there to question? Why did he act this way? It no longer mattered, Don thought.
A bit further down the table, everyone settled into their own exchanges.
—Good canapés are a true delight —Don remarked.
—I'm quite fond of the ones in Barcelona —Billy replied.
—Is that where your next hotel will be? —William asked.
—Yes, it is—a fine hotel —Billy answered, knowing full well how challenging Spain was for any enterprise, yet understanding the value of presence.
The world of hospitality was often about establishing a strong foothold in high-tourism areas, and for many, it was no small feat to become part of such an established market.
...