Download A Dama da Tunica Escarlate by Doryol Taborda PDF

By Doryol Taborda

Escrito em 1939 por Doryol Taborda, o livro trás uma reunião de contos policiais com muita ação, suspense e mistério:

O aniversário sangrento
As mortes em série
Os diamantes acusadores
O fantasma de Londres
O contrabando de platina
A lágrima da deusa
O pássaro da morte
O segredo da bíblia
A quadrilha do capuz negro
Contrário à evidência
A vingança do mutilado
Herdeiros da morte
A dama da túnica escarlate
O mistério do cavalo branco

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Extra resources for A Dama da Tunica Escarlate

Example text

Her­ ring needed to know more about Toshiba, especially its behavior in prior business arrangements with American firms. He contacted Ampex, a pioneer in videotape and data storage, which had entered into a joint venture with Toshiba that ultimately failed. Amazingly, company managers reported that the failure wasn't owing to any­ thing Toshiba had done. In fact, Toshiba honored the agreement beyond the point Apex could contribute anything significant be­ cause Toshiba felt an obligation to keep its word.

Herring had Motorola's Tom Irie, formerly of Toshiba Japan, hire a Japanese law firm to check up on Toshiba. The firm, head- 40 Spooked quartered in Tokyo, contacted someone who knew one of the Toshiba executives and paid him to take the unwitting source to dinner and drinks. The contact asked the Toshiba executive what he thought of his job and his views on the company's president, vice president, and anyone else who could potentially be part of Toshiba's negotiating team. He inquired about Toshiba's corporate culture, its business dealings, successes and failures, the educa­ tional background of key personnel, and whether anyone had trained and lived in the United States-all under the guise a friendly business gossip, without the Toshiba executive knowing it was Motorola that was ultimately taking notes.

As a result, Herring was able to develop a number ofloyal contacts within the semiconduc­ tor and automotive sections-underachieving divisions under pres­ sure to add more to the company's bottom line-who were only too glad to work with him to improve their fortunes. By the time the bidding for Storno was under way, Herring had taught dozens of key Motorola empl oyees in the States and abroad methods in collecting information and what to do with it once they had it. If they weren't sure, they could always pass raw data directly to Herring and his staff, which acted as a clearing­ house for intelligence.

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