Auto Transport Quotes

His thought about the bird halts as the CRAB in his wrist glows. CRAB—Conservable RNA Augmented Body, the faithful servant for a citizen, as the advertisements from the World Government say. This parasitic bio-computer, installed in his left wrist, bears his identity. A hologram projects on it when he fists that hand near his chest. A text message visible in his inbox: You’re missing the Independence Day Speech, auto-signed with Ren. Yuan ignores it. The next text plays in his brain when he is not looking at the CRAB: Come on! The war-hero can’t miss the speech in Alphatech when the war hero himself is its owner! Ren. Yuan doesn’t reply to Ren Agnello, the CEO of Alphatech—the world’s leading transport and robotics industry, of which the Monk is the founder. Well, one of the two founders.

Primeiro casa para todos, diziam, depois comida para todos, depois transporte para todos, depois meios de produção para todos. Que as casas devessem ser construídas por empreiteiros privados não lhes importava muito; a verdade haveria de prevalecer no choque dialético entre o individual e o coletivo, entre o egoísmo e o altruísmo, entre o custo das casas e os preços cobrados pelos empreiteiros, entre a boa qualidade apregoada para a argamassa e as fendas que mais cedo ou mais tarde apareceriam nas paredes; fendas enormes, ramificadas em caprichosos desenhos (galhados de cervos, árvores de decisão ou mesmo letras como as que o plano incluía, de acordo com as ideias do socialista francês Louis Blanc, a criação, no setor público da economia, de verdadeiras oficinas sociais auto-administradas em moldes empresariais. O lucro dessas oficinas, em parte seria destinado à assistência médica e à previdência social, e em parte reinvestido. Operários investindo, aí estava a coisa: as armas do capitalismo usadas contra o próprio capitalismo!

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.

¿PARADOJAS DEL DESTINO? Sentí un silencio frío y absoluto. ¡Dani! ¡Hijito! ¿Estás bien? ¿Dónde estás? ¿Te hiciste daño?¡¿Daniiiii?! ¿Por qué no me contestás hijo? Qué oscuro y frío está todo. No puedo ver nada. Qué silencio. ¿Dani? ¿Me escuchás? ¿Estás bien hijito? No tendría que haber mirado ese mensaje mientras manejaba. ¡Qué estúpido que soy a veces! Hijito, ¿estás bien? ¡Volcamos y nos hicimos pelota! No veo ni escucho nada, no sé dónde estoy. ¿Estaré internado? ¿Estaré muerto? ¿Dani? Me mata tu silencio. ¡¿Estás bien?! Pará, ya puedo ver un leve resplandor. Me siento atrapado. Dani, ¿estás ahí? Carajo, no puedo moverme. Estoy como envuelto en un plástico. Tengo que salir de acá. Hay una luz ¿la ves Dani? Es cada vez más intensa. A ver, sí, creo que puedo romper esta envoltura. Ya estoy casi afuera. La luz me enceguece. Qué lugar más extraño. Nunca había visto algo así ¿y vos? No se parece a la Tierra. ¿Estaré muerto? ¿En otro planeta? ¡Uy, por Dios, y esos monstruos espantosos! ¡Qué asquerosos y espeluznantes que son! Parecen extraterrestres. ¡Son Aliens! ¡Estoy en otro planeta, claramente! No puedo creerlo. Necesito escapar urgente o estos monstruos seguro que me devoran. Tengo que alejarme. Tengo mucho miedo. ¿Estoy flotando? ¿Estoy volando? Sí, vuelo. ¿A ver? Voy a subir más alto para tratar de escapar. Ya no veo a los Aliens y el paisaje parece menos aterrador. Creo que lo logré. Hay mucho viento. ¿Es eso una carretera? Se ven como unos vehículos allá abajo. ¿Serán los transportes de los extraterrestres? Voy a descender un poco. ¡Veo personas! ¿Estoy en la Tierra? ¿Será esto un universo paralelo? ¿Dónde estará Dani? ¡Daniiiiii! No tendría que haber mirado ese mensaje mientras manejaba. Esa torre que está allá abajo se parece mucho al tanque de agua de mi pueblo. Es idéntica; pero la torre de mi pueblo no tiene ese inmenso edificio al lado. Todo esto es muy semejante a mi barrio, pero no es exactamente igual: hay muchos más edificios acá. Ahí está el río. Ah, y la fábrica. Definitivamente es mi barrio, pero luce algo diferente. Debo estar en un universo paralelo nomás. Es increíble que pueda flotar. La gente parece no advertir mi presencia. ¿Seré un fantasma? Tengo que volver a mi casa para ver si está Dani. Dios quiera que esté sano y salvo. Gabriela debe estar preocupadísima por el choque. ¡Ahí está mi casa! ¿Y esos autos de quiénes serán? La fachada está pintada de otro color. ¡Qué extraño todo! Hay alguien en el jardín. ¡Qué crecidos están los árboles que planté en primavera! Es…es… ¡¿Dani?! Sí, ¡sí! ¡Es Dani! Pero qué cambiado está, parece más grande, parece… ¡todo un muchacho! Lo importante es que está bien por suerte. Necesito abrazarlo bien fuerte y decirle cuánto lo quiero. ¿Podrá verme si soy un fantasma? Me voy a acercar despacito para no asustarlo. Necesito tocarlo, acariciarlo. ¿No me ve? Me voy a acercar más. Ahora sí, al menos movió la cabeza, creo que ya notó mi presencia. ¡Qué hambre me agarró de golpe! ¡No puedo detenerme! ¡¿Qué haces hijito?! ¡Soy yo! ¡Tu papá! ¿Hijito querido? ¡No puedo frenarme! ¡Tengo demasiada hambre! ¡Ahhhh qué ricoooo! ¡Qué placeeeer! ¡Nooo Daniii! ¡Noooooo!... ¡Soy tu papá!... ¡Pafffff! –Mamá, trae repelente que está lleno de mosquitos en el jardín –gruñó Daniel, mientras limpiaba en su pantalón la sangre que tenía en la palma de su mano derecha. Gabriela, que justo salía, frenó con brusquedad su marcha, se dio vuelta hacia la casa, y gritó: -¡Querido, trae por favor el repelente que está arriba de la chimenea! De nuevo el silencio frío y absoluto. FIN

Different form, same function. Many companies that create blue oceans attract customers from other industries who use a product or service that performs the same function or bears the same core utility as the new one but takes a very different physical form. In the case of Ford’s Model T, Ford looked to the horse-drawn carriage. The horse-drawn carriage had the same core utility as the car: transportation for individuals and families. But it had a very different form: a live animal versus a machine. Ford effectively converted the majority of noncustomers of the auto industry, namely customers of horse-drawn carriages, into customers of its own blue ocean by pricing its Model T against horse-drawn carriages and not the cars of other automakers. In the case of the school lunch catering industry, raising this question led to an interesting insight. Suddenly those parents who make their children’s lunches came into the equation. For many children, parents had the same function: making their child’s lunch. But they had a very different form: mom or dad versus a lunch line in the cafeteria. Different form and function, same objective. Some companies lure customers from even further away. Cirque du Soleil, for example, has diverted customers from a wide range of evening activities. Its growth came in part through drawing people away from other activities that differed in both form and function. For example, bars and restaurants have few physical features in common with a circus. They also serve a distinct function by providing conversational and gastronomical pleasure, a very different experience from the visual entertainment that a circus offers. Yet despite these differences in form and function, people have the same objective in undertaking these three activities: to enjoy a night out.

Jenna is acting strange. Weeping, moping, even remarks tending toward belittlement Melmoth might tolerate (although he cannot think why; she is not his wife and even in human females PMS is a plague of the past) but when he caught her lying about Raquel—udderly wonderful, indeed—he knew the problem was serious. After sex, Melmoth powers her down. He retrieves her capsule from underground storage, a little abashed to be riding up with the oblong vessel in a lobby elevator where anyone might see. Locked vertical for easy transport, the capsule on its castors and titanium carriage stands higher than Melmoth is tall. He cannot help feeling that its translucent pink upper half and tapered conical roundness make it look like an erect penis. Arriving at penthouse level, he wheels it into his apartment. Once inside his private quarters, he positions it beside the hoverbed and enters a six-character alphanumeric open-sesame to spring the lid. On an interior panel, Melmoth touches a sensor for AutoRenew. Gold wands deploy from opposite ends and set up a zero-gravity field that levitates Jenna from the topsheet. As if by magic—to Melmoth it is magic—the inert form of his personal android companion floats four feet laterally and gentles to rest in a polymer cradle contoured to her default figure. Jenna is only a SmartBot. She does not breathe, blood does not run in her arteries and veins. She has no arteries or veins, nor a heart, nor anything in the way of organic tissue. She can be replaced in a day—she can be replaced right now. If Melmoth touches “Upgrade,” the capsule lid will seal and lock, all VirtuLinks to Jenna will break, and a courier from GlobalDigital will collect the unit from a cargo bay of Melmoth’s high-rise after delivering a new model to Melmoth himself. It distresses him, how easy replacement would be, as if Jenna were no more abiding than an oldentime car he might decide one morning to trade-in. Seeing her in the capsule is bad enough; the poor thing looks as if she is lying in her coffin. Melmoth does not select “Power Down” on his cerebral menu any more often than he must. Only to update her software does Melmoth resort to pulling Jenna’s plug. Updating, too, disturbs him. In authorizing it, he cannot pretend she is human. [pp. 90-91]

Underhill had an idea for much safer, faster transport than autos or even aircraft. “Ten minutes from Princeton to Lands Command, twenty minutes across the continent. See, you dig these tunnels along minimum-time arcs, evacuate the air from them, and just let gravity do the work.” By Unnerby’s watch, there was a five-second pause. Then: “Oops, little problem there. The minimum-time solution for Princeton to Lands Command would go down kinda deep…like six hundred miles. I probably couldn’t convince even the General to finance it.” “You are right about that!” And the two were off in an extended argument about less-than-optimal tunnel arcs and trade-offs against air travel. The deep tunnel idea was really dumb, it turned out.

When I graduated from college, I sought out the cheapest rooms or apartments I could find. One of these put me next to a freeway interchange in Oakland California. The experience of living there, biking everywhere and reading the book The Power Broker by Robert Caro, changed my life and made me appreciate all the issues associated with transportation. I saw exactly how and why the freeway interchange gutted my neighborhood and how the main obstacle and danger to bicycling in urban areas was cars and drivers. This was the early 1990s when many people were waking up to these same issues. I participated in some of the first Critical Mass rides in San Francisco and the East Bay and started giving them my transportation cartoons for flyers and posters. I also discovered the (now defunct) “Auto-Free Times” and Alliance for a Paving Moratorium in Arcata, California and started sending them cartoons as well. By 1994 it had become a major theme in my work. (2015 interview with Microcosm Publishing)

After the oil embargo in the 1970s, safety researchers fretted that fuel-efficient “minicars” would “capture 40% of the automobile market by the year 2000” and devastate the US road safety recorde (whereas by 1990, they predicted it would approach 70,000 fatalities each year) while bankrupting US auto manufacturers due to liability claims.2 Reports like this habitually fail to point out that heavier vehicles are less safe for everybody else on the street. That includes pedestrians or bicyclists as well as those in other cars.f So, the question is, safe for whom?

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.

LAS EMPRESAS TAMBIÉN APROVECHAN “Las empresas son cada más conscientes de que el impacto que tienen sobre el medio ambiente repercute mucho”, indica Cristina Palacios. En este tono, el auto compartido representa una ventana de oportunidad. Por un lado, ya no hay abasto de estacionamiento para el personal de muchas empresas, advierte la fundadora de Aventones. “Conocemos a empresas que rentan hasta tres estacionamientos satelitales y un lugar de estacionamiento puede estar costando entre 800 y 3,000 pesos. El gasto es enorme”. Por otro lado, el promover que sus empleados vayan juntos al trabajo contribuye a obtener certificaciones internacionales. Poseer el servicio de Aventones habilitado en su empresa da puntos a favor para la certificación LEED (Leadership in Energy & Environmental Design), que es un sistema de certificación de edificios sostenibles. Dentro de los requisitos para esa distinción, Palacios asegura que el transporte es una de las cosas que necesitan tener solucionadas las empresas para que sea sostenible. “El transporte puede llegar a ser muchísimo en la medición de emisiones de CO2, sobre todo en empresas de servicios, donde no tienen alta contaminación por ?la industria”. Por otro lado, añade, también están las certificaciones Great Place to Work y empresas socialmente responsables, donde incluir iniciativas como Aventones les da puntos a favor. Hasta la fecha, Aventones ha colaborado con 80 empresas, desde privadas hasta instituciones de gobierno y planean una expansión en universidades.

Now, there obviously is a white working class in the u.s. A large one, of many, many millions. From offshore oil derricks to the construction trades to auto plants. But it isn't a proletariat. It isn't the most exploited class from which capitalism derives its super profits. Far fucking from it. As a shorthand I call it the "whitetariat". Unfortunately, whenever Western radicals hear words like "unions" and "working class" a rosy glow glazes over their vision, and the "Internationale" seems to play in the background. Even many anarchists seem to fall into a daze and to magically transport themselves back to seeing the militant socialist workers of Marx and Engels' day. Forgetting that there have been many different kinds of working classes in history. Forgetting that Fred Engels himself criticized the English industrial working class of the late 19th century as a "bourgeois proletariat", an aristocracy of labor. He pointed out how you could tell the non-proletarian, "bourgeois" strata of the English working class – they were the sectors that were dominated by adult men, not women or children. Engels also wrote that the "bourgeois" sectors were those that were unionized. Sounds like a raving ultra-leftist, doesn't he? (which he sure wasn't). So that this is a strategic and not a tactical problem, that it has a material basis in imperialized class privilege, has long been understood by those willing to see reality. (the fact that we have radical movements here addicted to not seeing reality is a much larger crisis than any one issue).

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Dieselgate fed into a 180-degree turn in thinking that was in process about diesel fuel and urban transportation in Europe, where diesel cars have been popular. But anti-diesel sentiment was a big threat to Germany’s auto industry, which looms large in the country’s economy. German chancellor Angela Merkel decried the “demonizing” of diesel cars. Diesel, she said, was essential for combating climate change, owing to its lower CO2 emissions and greater fuel efficiency. She convened “diesel summits” to try to head off urban bans on diesel cars. But it was all to little avail. European cities, concerned about the higher levels of nitrogen oxide emissions from diesel, began to introduce limits for diesels. The aim for many is an eventual ban.

It is sad, in a way, that the exploding auto is going the way of the old red streetcar, the horse-drawn milk wagon, the ice truck and other traditional and practical forms of transportation. A shotgun blast from a clump of bushes is nice in its own way, but for drama there is nothing like instant depreciation of a car with a gangster at the wheel.

The one market that seemed to be guaranteed for oil for a very long time was transportation and, specifically, the automobile. No longer, not on the “Roadmap” to the future. For oil now faces a sudden challenge from the New Triad: the electric car, which uses no oil; “mobility as a service,” ride-hailing and ride-sharing; and cars that drive themselves. The result could be a contest for dominance in a new trillion-dollar industry: “Auto-Tech.

Chris Papero has a long history in the world of luxury transportation and over 20 years of experience in aviation. Over this time, he has facilitated transactions ranging from Cessna’s to Gulfstream G-550’s and has provided thousands of hours in consultation and execution of aviation charters, fractional, card and membership aviation programs, and yacht charters.As a pilot, boat owner, auto enthusiast, former real estate developer and business development executive, Chris brings a unique expertise and personal passion to Asset Acquisition.

L'industrie du transport façonne son produit : l'usage. Chassé du monde où les personnes sont douées d'autonomie, il a aussi perdu l'impression de se trouver au centre du monde. Il a conscience de manque de plus en plus de temps, bien qu'il utilise chaque jour la voiture, le train, l'autobus, le métro et l'ascenseur, le tout pour franchir en moyenne trente kilomètres, souvent dans un rayon de moins de dix kilomètres. Le sol se dérobe sous ses pieds, il est cloué à la roue. Qu'il prenne le métro ou l'avion, il a toujours le sentiment d'avancer moins vite ou moins bien que les autres et il est jaloux des raccourcis qu'empruntent les privilégiés pour échapper à l'exaspération créée par la circulation. Enchaîné à l'horaire de son train de banlieue, il rêve d'avoir une auto. Épuisé par les embouteillages aux heures de pointe, il envie le riche qui se déplace à contre-sens. Il paie sa voiture de sa poche, mais il sait trop bien que le PDG utilise les voitures de l'entreprise, fait passer son essence dans les frais généraux ou se fait louer une voiture sans bourse délier. L'usager se trouve tout au bas de l'échelle où sans cesse augmentent l'inégalité, le manque de temps et sa propre impuissance, mais pour y mettre fin il s'accroche à l'espoir fou d'obtenir plus de la même chose : une circulation améliorée par des transports plus rapides. Il réclame des améliorations techniques des véhicules, des voies de circulation et des horaires ; ou bien il appelle de ses vœux une révolution qui organise des transports publics rapides en nationalisant les moyens de transport. Jamais il ne calcule le prix qu'il lui en coûtera pour être ainsi véhiculé dans un avenir meilleur. Il oublie que de toute accélération supplémentaire il payera lui-même la facture, sous forme d'impôts directs ou de taxes multiples. Il ne mesure pas le coût indirect du remplacement des voitures privées par des transports publics aussi rapides. Il est incapable d'imaginer les avantages apportés par l'abandon de l'automobile et le recours à la force musculaire de chacun.

While Detroit was fighting for its life, the seeds of the mobility revolution were being planted by companies from outside the auto industry, by players with a bone-deep understanding of digital technology and a passion for designing and delivering compelling transportation experiences.

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Let me take you back in time a little,” says Anumita Roychowdhury, an elegant woman in a beige and pale blue wrap. She’s the director of the Center for Science and Environment, a group that’s played a leading role in the years of battles over air quality. In the 1990s, she tells me, Delhi’s air was so bad “you couldn’t go out in the city without your eyes watering.” India had no regulations on vehicles or fuel, so despite advances elsewhere in the world, engines here hadn’t improved for 40 years, and fuel quality was abysmal. It was the activist Supreme Court that changed that. Its judges started issuing orders, and from 1998 to about 2003, a series of important new rules came into force. Polluting industries were pushed out of the city, auto-rickshaws and buses were converted to CNG, and emission limits for vehicles were introduced, then tightened. “These were pretty big steps,” Roychowdhury says, and they brought results. “If you plot the graph of particulate matter in Delhi, you will see after 2002 the levels actually coming down.” The public noticed. “I still remember the 2004 Assembly elections in Delhi, where the political parties were actually fighting with each other to take credit for the cleaner air. It had become an electoral issue.” So how did things go so wrong? The burst of activity petered out, and rapid growth in car ownership erased the improvements that had been won. “If you look at the pollution levels again from 2008 and ’09 onwards, you now see a steady increase,” Roychowdhury says. “We could not keep the momentum going.” Indeed, particulate levels jumped 75 percent in just a few years.14 Even the action that was taken, she believes, “was too little. We had to do a lot more, more aggressively.” Part of the reason government stopped pushing, Roychowdhury believes, is that the moves needed next would have had to address Delhiites’ growing fondness for cars, so would surely have prompted public anger. “There is a hidden subsidy for all of us who use cars today,” she says. “We barely pay anything in terms of parking charges, we barely pay anything in terms of road taxes. It is so easy to buy a car because of easy loans. So there is absolutely no disincentive.” About 80 percent of transportation spending is focused on drivers, even though they’re only about 15 percent of Delhiites. “The entire infrastructure of the city is getting redesigned to facilitate car movement, but not people’s movement.

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