He eventu- dozen boiler-room cases in the past four years. ''The ally wired an additional $9,740, but his profits never victims are sometimes persuaded to invest the sav- arrived. ings of a lifetime." "My heart sank;' Gulban recalled, "I was not Orestes J. Mihaly, the New York assistant at- greedy. I just hoped I would see better days." Gulban torney general in charge of the bureau of investor never recouped his losses. The Scarcity Scam how the scarcity principle was employed during the second and third phone calls to cause to "buy quickly without thinking too much about it." Click, Blur. The weakness is, as before, an enlightened one_ We know that the things that are dif- ficult to get are typically better than those that are easy to get (Lynn, 1989). As such,
T h e Titanic story was familiar in the U.S. and the U.K., but not in Asia and other foreign markets. W o u l d the vital international audiences turn out for a costume drama about a long-ago shipwreck? Well, they did, in unprecedented numbers, and repeatedly. To the amazement of everyone, including the filmmakers, audiences around the world embraced Titanic on a scale as huge as the ship itself. Its fantastic costs were recouped within two months, ensuring that Fox and Paramount would reap immense profits. It remained number one at the box office around the world for more than 16 weeks. A sweep of the Academy Awards, with the film pulling down fourteen nominations and eleven Oscars, including best picture and best director, provided another boost in revenue. T h e soundtrack hit number one on the charts and perched there for four months.
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