Auto Sales Quotes

The principles underlying propaganda are extremely simple. Find some common desire, some widespread unconscious fear or anxiety; think out some way to relate this wish or fear to the product you have to sell; then build a bridge of verbal or pictorial symbols over which your customer can pass from fact to compensatory dream, and from the dream to the illusion that your product, when purchased, will make the dream come true. They are selling hope. We no longer buy oranges, we buy vitality. We do not just buy an auto, we buy prestige. And so with all the rest. In toothpaste, for example, we buy not a mere cleanser and antiseptic, but release from the fear of being sexually repulsive. In vodka and whisky we are not buying a protoplasmic poison which in small doses, may depress the nervous system in a psychologically valuable way; we are buying friendliness and good fellowship, the warmth of Dingley Dell and the brilliance of the Mermaid Tavern. With our laxatives we buy the health of a Greek god. With the monthly best seller we acquire culture, the envy of our less literate neighbors and the respect of the sophisticated. In every case the motivation analyst has found some deep-seated wish or fear, whose energy can be used to move the customer to part with cash and so, indirectly, to turn the wheels of industry.

McG: 11:39 PM: Tease. A: Bushy prehistoric looking veggies frighten me. Lilliana: 11:41 PM: WTH are we talking about here? McG: 11:42 PM: Fucking auto correct. VAGINAS! Bushy vaginas put the fear of God in me. Seriously, Lilly, if you’ve got one, groom that shit unless you want to see a grown alpha male curl into the fetal position and cry. It won’t be pretty. Just sayin

The popular music wasn’t interesting-bad, it was bad-bad. Auto-Tuned vocalists who couldn’t really sing; offensively simplistic instrumentation; grating melodies. Like they thought we were stupid.

In 1953, at the beginning of the Eisenhower era and the glory years of the auto industry, Hudson’s had done $153 million in retail sales; in 1981 the downtown Hudson’s had done only $44 million—a figure, if adjusted for inflation, about 6 percent of the 1953 total.

Thanks to relentless media exposure and little-understood financing and sales practices, not to mention the perception of autos as important status indicators, most people replace their cars on a regular basis.

En las películas, la ropa simplemente desaparece cuando la pareja está lista para hacer el amor. Están completamente resplandecientes e iluminados con la banda sonora en alza. En la vida real, no es así. Jase tiene que quitarse la camisa y manosear torpemente la hebilla de su cinturón, y yo salto con un pie por la habitación quitándome los calcetines, preguntándome cuán poco sexy es eso. La gente en las películas ni siquiera tiene calcetines. Cuando Jase se quita sus jeans, el cambio que tiene en su bolsillo se sale, suena con estrépito y rueda por el piso. —¡Lo siento! —dice, y los dos nos congelamos, a pesar de que no hay nadie en casa para oír el ruido. En las películas, nadie es auto consciente en este punto, pensando que deberían haberse cepillado los dientes. En las películas, todo está hermosamente coreografiado, montado con una banda sonora cada vez más dramática. En las películas, cuando el chico atrae a la chica hacia él, cuando ambos están finalmente desnudos, nunca chocan sus dientes entre sí, se avergüenzan, necesitan reír y volver a intentarlo. Pero aquí está la verdad: En las películas, nunca es ni la mitad de lo maravilloso de lo que es aquí y ahora con Jase.

Finding a situation that catches the key competitor or competitors with conflicting goals is at the heart of many company success stories. The slow Swiss reaction to the Timex watch provides an example. Timex sold its watches through drugstores, rather than through the traditional jewelry store outlets for watches, and emphasized very low cost, the need for no repair, and the fact that a watch was not a status item but a functional part of the wardrobe. The strong sales of the Timex watch eventually threatened the financial and growth goals of the Swiss, but it also raised an important dilemma for them were they to retaliate against it directly. The Swiss had a big stake in the jewelry store as a channel and a large investment in the Swiss image of the watch as a piece of fine precision jewelry. Aggressive retaliation against Timex would have helped legitimize the Timex concept, threatened the needed cooperation of jewelers in selling Swiss watches, and blurred the Swiss product image. Thus the Swiss retaliation to Timex never really came. There are many other examples of this principle at work. Volkswagen’s and American Motor’s early strategies of producing a stripped-down basic transportation vehicle with few style changes created a similar dilemma for the Big Three auto producers. They had a strategy built on trade-up and frequent model changes. Bic’s recent introduction of the disposable razor has put Gillette in a difficult position: if it reacts it may cut into the sales of another product in its broad line of razors, a dilemma Bic does not face.4 Finally, IBM has been reluctant to jump into minicomputers because the move will jeopardize its sales of larger mainframe computers.

Shin-shin-toitsu-do includes a wide variety of stretching exercises, breathing methods, forms of seated meditation and moving meditation, massage-like healing arts, techniques of auto-suggestion, and mind and body coordination drills, as well as principles for the unification of mind and body. These principles of mind and body coordination are regarded as universal laws that express the workings of nature on human life. As such, they can be applied directly to an endless number of everyday activities and tasks. It is not uncommon when studying Japanese yoga to encounter classes and seminars that deal with the direct application of these universal principles to office work, sales, management, sports, art, music, public speaking, and a host of other topics. How to use these precepts of mind and body integration to realize our full potential in any action is the goal. All drills, exercises, and practices of Shin-shin-toitsu-do are based on the same principles, thus linking intelligently a diversity of arts. But more than this, they serve as vehicles for grasping and cultivating the principles of mind and body coordination. And it is these principles that can be put to use directly, unobtrusively, and immediately in our daily lives.

In 2018, there were 867 cars for every thousand people in the United States, 520 in the European Union. Compare that to the 339 in Russia, the 208 in Brazil, the 160 in China—and just 37 in India. In other words, the world’s auto population will grow substantially as incomes rise and the number of people increases from today’s 7.8 billion to 9.5 or 10 billion. In “Rivalry,” IHS Markit’s planning scenario, the world’s auto fleet grows from its current level of just over 1.4 billion to over 2 billion by 2050. Of that 2 billion, about 610 million are electric vehicles—almost a third of the total. The fleet simply does not turn over quickly. Annual new-car sales represent only about 6–7 percent of the total fleet. Most of the fleet is composed of vehicles that have been purchased over the preceding dozen years—in the United States, cars on average remain on the road for 11.8 years. But EVs catch up. By 2050, in this scenario, some 51 percent of total new car sales are EVs.

Event Rental Systems provides software for party rental and bounce house companies. ERS offers web-based software packages that allow bounce house rental businesses to run on near auto-pilot. The goal of the software is to boost sales while automating and digitizing all tasks related to a party rental business.

Large corporations now owned dozens, if not hundreds, of franchises. AutoNation Inc., a publicly traded car seller based in Florida, was the largest with 265 franchises in the U.S., selling everything from Chevrolet to BMW. In 2012, AutoNation employed 21,000 people (compared to the 2,964 full-time workers at Tesla). Its largest shareholder was Microsoft co-founder Bill Gates, who invested $177 million in the business that year. The company generated $8.9 billion in revenue off the sale of more than a quarter of a million new vehicles.

When we started Nalanda in 2007, there was a lot of buzz around a company called Eicher Motors led by a young, dynamic guy called Siddhartha Lal. Lal had inherited a hodgepodge of poor-quality businesses from his father in 2004. They manufactured motorcycles, footwear, garments, tractors, trucks, auto components, and a few other products, and none was an industry leader. In a remarkably bold strategic move, Lal decided to divest thirteen of the fifteen businesses to focus on just two products: trucks and motorcycles.30 Almost every analyst was gung ho about the future of Eicher; they were all taken in by its dynamic leader who was aggressively culling businesses, something that Indian firms rarely did. However, in 2007, this was a turnaround story with no empirical evidence of success. The company’s biggest hit, the Enfield Classic motorcycle, was launched only in 2010. We decided not to invest in the business. By the 2010s, the company’s motorcycles had taken on cult status in the Indian consumer’s mind. Sales exploded from just 52,000 units in 2009 to 822,000 units in 2019: a sixteen-fold growth. If you had listened to what we had to say about the business, you would not have invested. Your opportunity loss? Seventy times your money from 2007 until 2021. Tesla and Eicher Motors are the kinds of type II error we will inevitably commit because we reject highly indebted businesses, rapidly evolving industry landscapes, and turnarounds.

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His brother Najib owned an auto-parts store at bustling Shikarpur Gate, the mouth of the narrow road linking their village to the city—an ancient byway that had once led southward through the passes all the way to India. At dusk it is clogged with a riot of vegetable sellers’ handcarts beset by shoppers, Toyota pickup trucks, horse-drawn taxis, and three-wheeled rickshaws clambering around and through the throng like gaudy dung beetles. Nurallah’s brother Najib had gone to Chaman, just across the border in Pakistan, where the streets are lined with cargo containers serving as shops, and used motor oil cements the dust to the ground in a glossy tarmac, and every variety of automotive organ or sinew is laid bare, spread out, and strung up for sale. He had made his purchases and set off back to Kandahar. “He paid his customs dues”—Nurallah emphasized the remarkable point—“because that’s the law. He paid at every checkpoint on the way back, fifty afghanis, a hundred afghanis.” A dollar or two every time an unkempt, underage police boy in green fatigues slouched out of a sandbagged lean-to into the middle of the road—eight times in the sixty-six miles when last I counted. “And then when he reached the entrance to town, the police there wanted five hundred afghanis. Five hundred!” A double arch marks the place where the road that swoops down from Kabul joins the road leading in from Pakistan. The police range from one side to the other, like spear fishermen hunting trout in a narrows. “He refused,” Nurallah continued. “He said he had paid his customs dues—he showed them the receipt. He said he had paid the bribes at every checkpoint all along the way, and he was not paying again.” I waited a beat. “So what happened?” “They reached into his window and smacked him.” “They hit him?” I was shocked. Najib might be a sunny guy, but Kandahar tempers are strung on tripwires. For a second I thought we’d have to go bail him out. “What did he do?” Nurallah’s eyes, beneath his widow’s peak, were banked and smoldering. “What could he do? He paid the money. But then he pulled over to the side of the road and called me. I told him to stay right there. And I called Police Chief Matiullah Qatih, to report the officer who was taking the bribes.” And Matiullah had scoffed at him: Did he die of it? The police buzzards had seen Najib make the call. They had descended on him, snatched the phone out of his hand, and smashed it. “You call that law?” Now Nurallah was ablaze. “They’re the police! They should be showing people what the law is; they should be enforcing the law. And they’re the ones breaking it.” Nurallah was once a police officer himself. He left the force the day his own boss, Kabul police chief Zabit Akrem, was assassinated in that blast in the mosque in 2005.1 Yet so stout was Nurallah’s pride in his former profession that he brought his dark green uniform into work and kept it there, hung neatly on a hook in his locker. “My sacred oath,” he vowed, concluding: “If I see someone planting an IED on a road, and then I see a police truck coming, I will turn away. I will not warn them.” I caught my breath. So maybe he didn’t mean it literally. Maybe Nurallah wouldn’t actually connive with the Taliban. Still, if a former police officer like him was even mouthing such thoughts, then others were acting on them. Afghan government corruption was manufacturing Taliban.

The 2008–2009 Great Recession also sent U.S. auto sales plunging from nearly 17 million in 2005 to 10.4 million in 2009, helping push the U.S. industry to the brink of collapse.

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is something a friend once told me. She said that every single one of us at birth is given an emotional acre all our own. You get one, your awful Uncle Phil gets one, I get one, Tricia Nixon gets one, everyone gets one. And as long as you don’t hurt anyone, you really get to do with your acre as you please. You can plant fruit trees or flowers or alphabetized rows of vegetables, or nothing at all. If you want your acre to look like a giant garage sale, or an auto-wrecking yard, that’s what you get to do with it. There’s a fence around your acre, though, with a gate, and if people keep coming onto your land and sliming it or trying to get you to do what they think is right, you get to ask them to leave. And they have to go, because this is your acre.

Barra believes she has good reason for optimism. “The U.S. economy and vehicle sales have been rebounding since 2009,” she said of the year industry sales sank to 10.4 million units, prompting plants to be closed and workers to be laid off permanently. But that dramatic cost cutting resulted in the industry being able to reach profitability at a break-even point of only 13 million in vehicle sales, which it has done the last three years and hopes to four-peat in 2015. Barra insists there's plenty of room for the auto industry to grow. “The strength of the labor market, better job security and the recovery in home prices have consumers feeling pretty good about the future, so we expect people will continue to replace their older cars and trucks,” she said, referring to pent-up demand for new vehicles to replace an older fleet on the road now that averages about 11 years of age. Analysts agree, saying employment is up and unemployment down, the economy is doing well, and consumer confidence is up.

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GOD"S AUTO NATION IS HAVING A BLOW OUT SALE! DOOR"S WILL REMAIN OPEN WHO SEEK HIS KINGDOM. BEWARE BARKING DOGS AND BAD CHICKENS

This is true even for something as mundane as insurance sales. A recent study examined knowledge about multiline insurance (life, home, auto, and commercial) in 150 agents. Not surprisingly, the highly successful agents—as determined by their sales volumes—knew more about the various insurance products than the less successful agents.

Today, more than a hundred Chinese-made EV models are on sale in China. The development of electric vehicles meets three major objectives for Beijing. The first is to reduce the often-choking air pollution (although the gains will be somewhat mitigated by the amount of electricity produced by coal). Secondly, electric cars promote energy security. “China’s oil demands are increasing day by day,” Wan warned. With overall auto ownership growing rapidly, Beijing counts on electric cars to dampen the continuing increase in oil imports.

how fast will electric vehicles penetrate the global auto fleet? In 2019 they constituted less than 3 percent of total new car sales worldwide. But ambitions are high.

I’d be hard-pressed to find a better start to a brand story than the one that chronicles the birth of “the people’s car,” the Tata Nano. The story goes that Ratan Tata, chairman of the well-respected Tata Group, was travelling along in the pouring rain behind a family who was precariously perched on a scooter weaving in and out of traffic on the slick wet roads of Bangalore. Tata thought that surely this was a problem he and his company could solve. He wanted to bring safe, affordable transport to the poor—to design, build, and sell a family car that could replace the scooter for a price that was less than $2,500. It was a business idea born from a high ideal and coming from a man with a track record in the industry, someone with the capability to innovate, design, and produce a high-quality product. People were captivated by the idea of what would be the world’s cheapest car. The media and the world watched to see how delivering on this seemingly impossible promise might pan out. Ratan Tata did deliver on his promise when he unveiled the Nano at the New Delhi Auto Expo in 2009, six years after having the idea. The hype around the new “people’s car” and the media attention it received meant that any mistakes were very public (several production challenges and safety problems were reported along the way). And while the general public seemed to be behind the idea of a new and fun Indian-led innovation, the number of Facebook likes (almost 4 million to date) didn’t convert to actual sales. It seemed that while Tata Motors was telling a story about affordability and innovating with frugal engineering (perhaps “lean engineering” might have worked better for them), the story prospective customers were hearing was one about a car that was cheap. The positioning of the car was at odds with the buying public’s perception of it. In a country where a car is an aspirational purchase, the Nano became symbolic of the car to buy if you couldn’t afford anything else. Since its launch in 2009, just over 200,000 Nanos have sold. The factory has the capacity to produce 21,000 cars a month. It turns out that the modest numbers of people buying the Nano are not the scooter drivers but middle-class Indians who are looking for a second car, or a car for their parents or children. The car that was billed as a “game changer” hasn’t lived up to the hype in the hearts of the people who were expected to line up and buy it in the tens of thousands. Despite winning design and innovation awards, the Nano’s reputation amongst consumers—and the story they have come to believe—has been the thing that’s held it back.

the world car market had changed in the fourteen months since that 1962 auto show, when big cars seemed resurgent and Henry Ford II had talked so confidently about Detroit’s position against foreign competition. In 1963, for the first time, even as the Big Three were enjoying their best sales year ever, more than half the cars in the world were made outside the United States, with estimates that the gap would only widen year by year from then on. Volkswagen was rising, and even Japan was beginning to stir, both taking hold of the worldwide small car market. Between 375,000 and 400,000 imports were sold in the United States in 1963, and estimates for 1964 were up to a half million. One reason, experts said, was that the compact cars the U.S. automakers started manufacturing in the late fifties in response to an earlier foreign surge were getting so much bigger every year that by now that might as well be classified as midsize vehicles.

Key West has become an imitation of its former self, its eccentricities commoditized for sale to tourists. That “character” you see with a parrot on his shoulder is about as authentic as vinyl siding, employed to provide local color. Gargantuan cruise ships dock two or three times a week, disgorging passengers by the thousands to troll the cheesy T-shirt shops on the main drag, Duval Street. And with all sorts of diversions to keep visitors occupied, like parasailing and jet skiing, tourist season is year-round, clogging the streets with autos, bikes, motor scooters, and pedestrians. I

You go to an auto show and see some glamorous and wildly innovative concept car on display and you think, “I’d buy that in a second.” And then five years later, the car finally comes to market and it’s been whittled down from a Ferrari to a Pinto—all the truly breakthrough features have been toned down or eliminated altogether, and what’s left looks mostly like last year’s model. The same sorry fate could have befallen the iPod as well: Ive and Jobs could have sketched out a brilliant, revolutionary music player and then two years later released a dud. What kept the spark alive? The answer is that Apple’s development cycle looks more like a coffeehouse than an assembly line. The traditional way to build a product like the iPod is to follow a linear chain of expertise. The designers come up with a basic look and feature set and then pass it on to the engineers, who figure out how to actually make it work. And then it gets passed along to the manufacturing folks, who figure out how to build it in large numbers—after which it gets sent to the marketing and sales people, who figure out how to persuade people to buy it. This model is so ubiquitous because it performs well in situations where efficiency is key, but it tends to have disastrous effects on creativity, because the original idea gets chipped away at each step in the chain. The engineering team takes a look at the original design and says, “Well, we can’t really do that—but we can do 80 percent of what you want.” And then the manufacturing team says, “Sure, we can do some of that.” In the end, the original design has been watered down beyond recognition. Apple’s approach, by contrast, is messier and more chaotic at the beginning, but it avoids this chronic problem of good ideas being hollowed out as they progress through the development chain. Apple calls it concurrent or parallel production. All the groups—design, manufacturing, engineering, sales—meet continuously through the product-development cycle, brainstorming, trading ideas and solutions, strategizing over the most pressing issues, and generally keeping the conversation open to a diverse group of perspectives. The process is noisy and involves far more open-ended and contentious meetings than traditional production cycles—and far more dialogue between people versed in different disciplines, with all the translation difficulties that creates. But the results speak for themselves.

they could come in, change the business model, create connected electric cars, change the sales process, and change the way cars were manufactured. “That’s also bollocks,” Palmer concluded, steadily holding my gaze. “Complete bollocks.” “Why?” I asked. “Well, you can’t ignore a hundred and twenty-five years of history. The auto industry didn’t not learn anything.” When you put together a car, most of it is mechanical, and most of it is done by people who have spent a career working out how to do a suspension system, or a door lock, or a steering wheel, Palmer said. “And you can’t ignore that. So you’ve got to buy it. And you either buy it through a consultancy, or you buy it through recruitment, or you buy it through collaboration.” This spelled trouble for the newcomers. “The majority of those start-ups will fail because they’ll be too slow to recognize that they can’t just trash the auto industry, that there’s something relevant that they need.” So why was Jia Yueting different?

his peers have expressed considerably more skepticism. “There is nothing Tesla [can] do that we cannot also do,” Fiat Chrysler CEO Sergio Marchionne said in June 2016. Two years earlier, he had asked customers not to buy the Fiat 500e electric car, because the company lost $14,000 on the sale of each one. Fiat would sell the minimum number of electric cars needed to meet government mandates and “not one more,” he said. In April 2016, Marchionne continued that theme in an interview on the sidelines of his company’s annual meeting, this time responding to the price of the Model 3. If Musk could show him that the car would be profitable at the $35,000 price tag, Marchionne said, “I will copy the formula, add the Italian design flair, and get it to the market within twelve months.” The German automakers have been even more dismissive. In November 2015, Edzard Reuter, the former CEO of Daimler, called Tesla a “joke” and Musk a “pretender,” suggesting in an interview with a German newspaper that Tesla didn’t stand up to serious comparison with “the great car companies of Germany.” Daimler, BMW, and Volkswagen were slow to accept that Tesla could one day challenge their market dominance. “German carmakers have been in denial that electric vehicles can create an emotional appeal to customers,” Arndt Ellinghorst, an automotive analyst at Evercore ISI, told the Los Angeles Times in April 2016. “Many still believe that Tesla is a sideshow catering to a niche product to some tree-hugging Californians and eccentric US hedge fund managers.” GM wasn’t quite so blasé. In 2013, then CEO Dan Akerson established a team within the company to study Tesla, based on the belief that it could be a big disrupter. GM’s Chevrolet Volt, a hybrid sedan that could drive about forty miles in full electric mode, had won Motor Trend’s 2011 Car of the Year, but GM was looking further into the future. At the 2015 Detroit auto show, it unveiled a concept of the Chevy Bolt, a two-hundred-mile electric car that would retail for $30,000 (after a $7,500 rebate from the US government). It was seen as a direct response to Tesla and new CEO Mary Barra’s biggest risk since she took over in 2014. Wired magazine celebrated the Bolt’s impending arrival with a February 2016 cover story about how GM had beaten Tesla “in the race to build a true electric car for the masses

But AutoNation had its own problems. It tried to play hardball by copying the CarMax concept, but made the classic softball mistake of not replicating its heartbeat. It built big inventories like CarMax and copied the layout and look of the CarMax outlets. But it did not try or were unable to change the culture and break the compromises inherent in the traditional sales process. Getting an AutoNation salesman to quote against a no-haggle price was as easy as threatening to walk! In addition, AutoNation was burdened with the new car dealerships it had acquired at big premiums, and the combination of high costs, low revenues, and weak profits in the early stages of the rollout became increasingly difficult to explain to investors.

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