Back 1) As we speak, negotiations are ongoing, ... and we are quite hopeful that we will be able to complete a contract without any additional work stoppage.”
"A leader is someone who can take a group of people
to a place they don't think they can go".
General and Personal
2) There's simply nothing to that, ... The dynamics in the board of management are absolutely fantastic. This isn't a German or an American thing.”
3) We are becoming part of something even bigger and better, something that will make our future even brighter.
4) Developing new models is] the lifeblood of this industry, ... That's really required to be as successful as we intend to be.
5) We're absolutely confident we will reach that. We will continue to build the brand after that.
6) This industry is consolidating as it becomes more global. We are leading a new trend that we believe will change the future and the face of this industry.
7) Now we are looking to make the technology affordable to every consumer.
8) The outlook for the U.S. automotive industry remains favorable -- consumer confidence continues to be high while unemployment and inflation remain low.
9) There's nothing new to report right now.
10) I was really excited and surprised to see the amount of votes we did receive, ... I'm looking forward to the general election.
11) This was a big hurdle that we cleared to be able to move forward to the general election.
12) The event exceeded all of our expectations, ... You could really feel the energy.
13) This merger of equals will catapult DaimlerChrysler into the industry's top three in market capitalization with an equally strong credit position, ... By realizing the synergies, and with our combined strengths we believe that we are ideally situated for growth in the marketplace as we go forward.
14) The merger of equals will catapult DaimlerChrysler into the industry's top three in market capitalization.
15) Coming off record earnings last year, we knew 1996 would be a tough act to follow, ... But despite a costly 29-day strike and the most ambitious multi-vehicle launch in Chrysler's history, our 1997 results were very good thanks to the dedication and hard work by our people.
16) It would have been easy for our people to become distracted by all the merger activities. But, they have remained focused on what's become a real dogfight in the marketplace and brought home record results in the industry's toughest quarter.
17) The merger of equals will catapult DaimlerChrysler into the industry's top three in market capitalization.
Making successfull
18) We established our key success factors, and what kinds of beliefs and values we wanted to have as a company, and we focused exactly on that for roughly six years.
19) Everybody in this company now understands where we're trying to go, and how we want to get there. We don't believe in slogans, or putting things on the walls, because everybody knows them. We've internalized them.
20) I'm a very firm believer that no matter what business you're in, there are five things that you've got to worry about, and only five. I always say, whatever the sixth one is, it never gets up high enough up on the priority list to work on.
21) The most important one is product, and that's true in every company, even if you're a service company.
22) We're organized into platform teams that contain representatives from all disciplines-marketing, manufacturing, product engineering, design, procurement, and supply - everybody is represented.
23) It's called a 12-panel chart (contract covering production)," Eaton says. "There are literally 12 little panels on this one piece of paper that covers everything from fuel economy, aerodynamics, cost margins, overall profitability, investment, weight, and pleasability targets.
24) This really does two things. Number one, it cuts out time-they don't have to return constantly to headquarters for approval and funding-but more important is that it becomes the team's project.
25) So we've virtually eliminated Upper management involvement on a day-today basis. We let the team execute.
26) The mistake was diversification. The idea was that this being a cyclical industry, if you had a more diverse business, you would tend to flatten out your I earnings if you diversified into other businesses and you wouldn't have quite the earnings swings you get in the cycli cal automobile business.
27) We have a core business focus-and we've reduced our vertical integration even in our core business--and I think the collective moves have had a very, very positive effect.
28) I believe the job of the chief executive has changed very dramatically. "I believe the job of the chief executive has changed very dramatically. believe that if you went back 20 years most of the people running companies were managing. Now I think people at the top of large corporations aren't-or shouldn't-be devoting very much time to management. Most of their time should be going toward leadership. The world is much mote competitive and is changing faster, and there isn't enough time for executlves to manage, to control, to track results. You need to focus on vision and beliefs and values and inspiring people and breaking roadblocks for people to be able to accomplish more.
Eaton, Bob - DaimlerChrysler
