Car Leasing Quotes

Kelly held up a finger. “No half-assed middle school kissing, either.” “Okay.” “I want the whole deal.” “This is starting to feel like I’m leasing a car or something.” “I’m serious, I want the Irish special.” Nick rolled his eyes and looked up at the ceiling. “Fine. Jesus.

Okay.” “I want the whole deal.” “This is starting to feel like I’m leasing a car or something.” “I’m serious, I want the Irish special.” Nick rolled his eyes and looked up at the ceiling. “Fine. Jesus.

Unfortunately, the Best Lord had condemned both vehicles as unsafe and instead I now leased a Pack Jeep I called Hector. Equipped with dual engines, Hector worked during magic or tech. He didn't go very fast, especially during magic, but so far he hadn't stalled on me either. As long as our high-speed chases stayed under forty-five miles an hour, we would be all set.

Are you born again?" he asked, as we taxied down the runway. He was rather prim and tense, maybe a little like David Eisenhower with a spastic colon. I did not know how to answer for a moment. "Yes," I said. "I am." My friends like to tell each other that I am not really a born-again Christian. They think of me more along the lines of that old Jonathan Miller routine, where he said, "I'm not really a Jew -- I'm Jew-ish." They think I am Christian-ish. But I'm not. I'm just a bad Christian. A bad born-again Christian. And certainly, like the apostle Peter, I am capable of denying it, of presenting myself as a sort of leftist liberation-theology enthusiast and maybe sort of a vaguely Jesusy bon vivant. But it's not true. And I believe that when you get on a plane, if you start lying you are totally doomed. So I told the truth; that I am a believer, a convert. I'm probably about three months away from slapping an aluminum Jesus-fish on the back of my car, although I first want to see if the application or stickum in any way interferes with my lease agreement. And believe me, all this boggles even *my* mind. But it's true. I could go to a gathering of foot-wash Baptists and, except for my dreadlocks, fit right in. I would wash their feet; I would let them wash mine.

Have you ever taken yourself a bit too seriously, thinking that who you are is actually defined by what you look like, how much talent you have (or don't have), how well known you are (or aren't), or how much money you have (or don't have)? Those are all "garments and labels" you wear during the course of your stay here on this planet, but it's not who you are. At the end of the day, when it's all said and done, you will turn all of that back in just like a car you had on lease.

Having seen several hundred lease agreements entered into by people I have counseled, my financial calculator confirms that the average interest rate is 14 percent. Shouldn’t you lease or rent things that go down in value? Not necessarily, and the math doesn’t work on a car, for sure. Follow me through this example: If you rent (lease) a car with a value of $22,000 for three years, and when you turn it in at the end of that three-year lease the car is worth $10,000, someone has to cover the $12,000 loss. You’re not stupid, so you know that General Motors, Ford, or any of the other auto giants aren’t going to put together a plan to lose money. Your fleece/lease payment is designed to cover the loss in value ($12,000 spread over 36 months is equal to $333 per month), plus provide profit (the interest you pay). Where did you get a deal in that? You didn’t! On top of that, there is the charge of 10 to 17 cents per mile for going over the allotted miles and the penalties everyone turning in a lease has experienced for “excessive wear and tear,” which takes into account every little nick, dent, carpet tear, smudge, or smell. You end up writing a large check just to walk away after renting your car. The whole idea of the back-end penalties is twofold: to get you to fleece/lease another one so you can painlessly roll the gotchas into the new lease, and to make sure the car company makes money.

Hoffa and Brennan formed a trucking company called Test Fleet. The “brains” and his partner put that company in their wives’ maiden names. Test Fleet had only one contract. It was with a Cadillac car carrier that had been having union problems with its Teamsters union independent owner-operator car haulers. This group of Teamsters held an unsanctioned wildcat strike. Angered by this break of union solidarity, Jimmy Hoffa ordered them back to work. With Hoffa’s blessings the Cadillac car carrier then terminated its leases with the independent Teamsters haulers, put many of them out of business, and gave hauling business to Test Fleet. This arrangement helped Josephine Poszywak, aka Mrs. Hoffa, and Alice Johnson, aka Mrs. Brennan, make $155,000 in dividends over ten years, without doing a single minute’s work for the Test Fleet company. Hoffa

Decouplers often trip up on this step in two ways. First, they are overly generic in articulating the CVC. When mapping the process of buying a car, auto executives tend to describe it as: feel the need to buy car > become aware of a car brand > develop an interest in the brand > visit the dealer > purchase the car. This is a start, but it is not specific enough. Decouplers must ask: When do people actually need a new car? How exactly do people become aware of car brands? How do people become interested in a make or model? And so on. The generic process of awareness, interest, desire, and purchase isn’t specific enough to help. Decouplers also flounder by failing to identify all the relevant stages in the value chain. For the car-buying process, a better description of the CVC might be: become aware that your car lease will expire in one month > feel the need to purchase a new car > develop a heightened interest in car ads > visit car manufacturers’ websites > create a set of two or three brands of interest > visit third-party auto websites > compare options of cars in the same category > choose a model > shop online for the best price > visit the nearest dealer to see if they have the model in stock > see if they can beat the best online price > test-drive the cars > decide about financing, warranty, and other add-ons > negotiate a final price > sign the contract > pick up the car > use it > wait for the lease to expire again. With this far more detailed CVC, we can fully appreciate the complexity of the car-buying

The owner of the coal mines, Baron Takaharu Mitsui (1900–1983), a graduate of Dartmouth College in New Hampshire and world famous as a philatelist, was head of one of the two most powerful industrial families in Japan (along with Mitsubishi), and among the wealthiest men in the country. His mines produced half of its coal, though those at Omuta had been closed down in the 1920s as unsafe. He was well aware of the work and living conditions of the POWs, having visited the camp several times in his open touring car. Like other companies that used Allied prisoners as slave labor—Mitsubishi, Nippon Steel, Kawasaki—Mitsui paid the Japanese army a leasing fee per prisoner of two yen per day (above the average Japanese daily income), and the army kept the money. Though the prisoners were supposedly being paid a wage that was a minuscule fraction of this, very few ever received anything.

I have a dark-skinned pigment and I lease new cars,” Chime said. “You can’t have dark skin and a new car in Clarkston without harassment.

It interests me that there is no end of fictions, and facts made over in the forms of fictions. Because we class them under so many different rubrics, and media, and means of delivery, we don't recognize the sheer proliferation and seamlessness of them. I think at some level of scale or perspective, the police drama in which a criminal is shot, the hospital in which the doctors massage a heart back to life, the news video in which jihadists behead a hostage, and the human-interest story of a child who gets his fondest wish (a tourist trip somewhere) become the same sorts of drama. They are representations of strong experience, which, as they multiply, began to dedifferentiate in our uptake of them, despite our names and categories and distinctions... I say I watch the news to "know". But I don't really know anything. Certainly I can't do anything. I know that there is a war in Iraq, but I knew that already. I know that there are fires and car accidents in my state and in my country, but that, too, I knew already. With each particular piece of footage, I know nothing more than I did before. I feel something, or I don't feel something. One way I am likely to feel is virtuous and "responsible" for knowing more of these things that I can do nothing about. Surely this feeling is wrong, even contemptible. I am not sure anymore what I feel. What is it like to watch a human being's beheading? The first showing of the video is bad. The second, fifth, tenth, hundredth are—like one's own experiences—retained, recountable, real, and yet dreamlike. Some describe the repetition as "numbing". "Numbing" is very imprecise. I think the feeling, finally, is of something like envelopment and even satisfaction at having endured the worst without quite caring or being tormented. It is the paradoxically calm satisfaction of having been enveloped in a weak or placid "real" that another person endured as the worst experience imaginable, in his personal frenzy, fear, and desperation, which we view from the outside as the simple occurrence of a death... I see: Severed heads. The Extra Value Meal. Kohl-gray eyelids. A holiday sale at Kohl's. Red seeping between the fingers of the gloved hand that presses the wound. "Doctor, can you save him?" "We'll do our best." The dining room of the newly renovated house, done in red. Often a bold color is best. The kids are grateful for their playroom. The bad guy falls down, shot. The detectives get shot. The new Lexus is now available for lease. On CNN, with a downed helicopter in the background, a peaceful field of reeds waves in the foreground. One after another the reeds are bent, broken, by boot treads advancing with the camera. The cameraman, as savior, locates the surviving American airman. He shoots him dead. It was a terrorist video. They run it again. Scenes from ads: sales, roads, ordinary calm shopping, daily life. Tarpaulined bodies in the street. The blue of the sky advertises the new car's color. Whatever you could suffer will have been recorded in the suffering of someone else. Red Lobster holds a shrimp festival. Clorox gets out blood. Advil stops pain fast. Some of us are going to need something stronger.

map out all the activities in that group’s typical customer value chain. Decouplers often trip up on this step in two ways. First, they are overly generic in articulating the CVC. When mapping the process of buying a car, auto executives tend to describe it as: feel the need to buy car > become aware of a car brand > develop an interest in the brand > visit the dealer > purchase the car. This is a start, but it is not specific enough. Decouplers must ask: When do people actually need a new car? How exactly do people become aware of car brands? How do people become interested in a make or model? And so on. The generic process of awareness, interest, desire, and purchase isn’t specific enough to help. Decouplers also flounder by failing to identify all the relevant stages in the value chain. For the car-buying process, a better description of the CVC might be: become aware that your car lease will expire in one month > feel the need to purchase a new car > develop a heightened interest in car ads > visit car manufacturers’ websites > create a set of two or three brands of interest > visit third-party auto websites > compare options of cars in the same category > choose a model > shop online for the best price > visit the nearest dealer to see if they have the model in stock > see if they can beat the best online price > test-drive the cars > decide about financing, warranty, and other add-ons > negotiate a final price > sign the contract > pick up the car > use it > wait for the lease to expire again. With this far more detailed CVC, we can fully appreciate the complexity of the car-buying

Yet Sylvia told others she was "daring to live the way most people dream of living when they are fifty: to sacrifice all for our ideal of a good life, not other people's cars & securities & 10 year leases.

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Enterprise Rent-A-Car found a different point of entry into the same business. Originally a leasing company, it began an entry into rental cars when an enterprising manager at one of its offices began picking up customers for the start of their lease. No one else did that, and that became Enterprise’s point of entry.

Predictably, Katherine’s car was a leased Toyota Prius, what they call a hybrid, and, though I consider myself as sensitive to the assassination of our environment as anybody, Sean Drummond was not the least bit happy with this choice. The car didn’t even require a key to get started, just this stupid button you push, then you can’t even hear the engine, so after the fifth time I punched the button, Katherine said, “Stop that, Sean. The damned car is already started.

Renunciation simply means a state of un-attachment. A big house and a new car should be enjoyed to their fullest so long as we accept them as things that can and will go away. We never really own anything; we hold title, rent, lease, use, and borrow things during our short visit here. Impermanence is just another name for perfection.

I, the driver of this car, that used to be Jim Ross, the teamster, and J.A. Ross and Co., general merchandise at Queen Centre, California, am now J. Arnold Ross, oil operator, and my breakfast is about digested, and I am a little too warm in my big new overcoat because the sun is coming out, and I have a new well flowing four thousand barrels at Los Lobos river, and sixteen on the pump at Antelope, and I'm on my way to sign a lease at Beach City, and we'll make up our schedule in the next couple of hours, and 'Bunny' is sitting beside me, and he is well and strong, and is going to own everything I am making, and follow in my footsteps, except that he will never make the ugly blunders or have painful memories that I have, but will be wise and perfect and do everything I say.

I purchased one of those electronic things that plugs into the wall that is meant to scare cockroaches by sending a pulse through the apartment wiring, but while it has reduced the numbers, it seems some have evolved to feed off the electrical signal, increasing their size. I am using one as a coffee table in the lounge and two smaller ones as side tables in the bedroom. They would probably be susceptible to carbon monoxide poisoning, though, so I will try running a hose pipe from my car exhaust to the apartment, closing the windows and leaving the vehicle running overnight. It is apparently an odorless gas so should not prove an issue for my son’s Cub group sleepover. Also, I read somewhere once that cockroaches can survive a nuclear attack, so I have been collecting the dead ones and intend to glue several thousand to the walls thereby ensuring my survival should Cyberdyne Systems become self-aware between now and when the lease runs out.

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Up-front investment to try to professionalize the supply side early on in a network’s development inevitably comes with risk. In a well-publicized misstep for Uber, the company sought to expand its supply side by financing vehicles to provide cars to potential drivers who didn’t own vehicles, a program called XChange Leasing. The hypothesis was that this should push these drivers into power-driver territory quickly. Payments could be automatically deducted from their Uber earnings, and their driver ratings and trip data could be used to underwrite the loans. XChange Leasing unfortunately lost $525 million and failed to professionalize the driver side of the market. The problem was, it attracted drivers highly motivated by money—usually a positive—but who didn’t have high credit scores for good reason. They often failed to make payments, using their Uber-provided car to drive for competitors and avoid the automatic deductions. They would steal the cars and sell them for, say, half price. They would drive for Lyft instead of Uber, as a way to avoid the automatic payment deductions—they would try to have their cake and eat it, too. Uber needed to organize a massive repossession effort to get the cars back, but it was too late—many had been sold illegally, some finding themselves as far away as Iraq and Afghanistan, GPS devices still attached and running. This is a colorful example of how scaling the supply side, when a lot of capital is involved, can be tricky.

Jenn notes that in California, the number of Chevrolet Bolt vehicles rented by Uber and Lyft drivers skyrocketed under GM’s business model that leases the cars to drivers who save on ownership and fuel costs.

What we were supposed to do if we had qualms—and surely some did—was douse them. On the spot. Take a deep breath, go wash your face, lease a new Z-car, buy a condo in Snowmass, learn to fly your own Beech Bonanza, maybe take instruction in violin making. But ship as much fresh money as possible to the Caymans, then spend the rest of the time putting your feet up on your desk and chortling about how work’s for the other ranks.

We are seeing an evolution toward services rather than physical transactions,” Allison said at our conference. “There’s been a fragmentation of the customer experience. When you bought a car, or you leased a car, that was one interaction. Then as you went and needed service for your car, there’d be a different interaction at the dealership. And for all these years, the cars weren’t connected, so we really didn’t have a view of the journey that you’re on.” Allison is absolutely right about the fragmentation of the customer experience—most of the big auto manufacturers conceded the service aspect of their industry to thousands of dealerships and repair shops a long time ago. Today Ford is actively trying to remedy that. As Allison noted, “FordPass is a portal to a seamless customer experience.” FordPass app users can warm up their cars in the driveway on cold mornings, find and reserve parking spots, schedule service appointments, find nearby gas stations, and make mobile payments. Henry Ford had a famous quote: “If I had asked people what they wanted, they would have said a faster horse.” Today Ford understands that it can’t solve for mobility just by selling more cars.

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Here’s a little thought experiment: Let’s take three radically disruptive technologies and mash them together. Bitcoin. Uber. Self-driving cars. What happens when you mash the three together? The self-owning car. A car that pays for its Toyota lease, its insurance, and its gas, by giving people rides. A car that is not owned by a corporation. A car that is a corporation. A car that is a shareholder and owner of its own corporation. A car that exists as an autonomous financial entity with no human ownership. This has never happened before, and that’s just the beginning. Audience member gasps: "Oh shit!" I can guarantee you that one of the first distributed autonomous corporations is going to be a fully autonomous, artificial-intelligence-based ransomware virus that will go out and rob people online of their bitcoin, and use that money to evolve itself to pay for better programming, to buy hosting, and to spread. That’s one vision of the future. Another vision of the future is a digital autonomous charity. Imagine a system that takes donations from people, and using those donations it monitors social media like Twitter and Facebook. When a certain threshold is reached and it sees 100,000 people talking about a natural disaster, like a typhoon in the Philippines, it can marshal the donations and automatically fund aid in that area, without a board of directors, without shareholders. One hundred percent of donations goes directly to charitable causes. Anyone can see the rules by which that autonomous altruistic charity works. We are beginning to approach things we have never seen before. This is not just a currency. Now, let’s look at how the bitcoin community is addressing this incredible potential with their design choices and metaphors. Oh boy, it’s a mess.

isn’t a vehicle subscription just another word for a lease? Well, no. A lease still binds you to a specific vehicle, whereas a subscription can potentially offer you access to a range of vehicles. “Simply flip between vehicles via the app as your needs change,” says Porsche on its website. You’re signing up with the company, not the car. Another difference: With subscriptions, all the potentially annoying aspects of owning a vehicle (registration, insurance, maintenance) simply go away. With leases, you still have to get your own insurance. Also, many car subscriptions give you the option to subscribe on a month-to-month basis. As Christina Bonnington of Slate notes, “You could theoretically not have a car for ten months of the year when you’re working and using public transit and then get a car subscription for two months when you’ll be travelling more often.

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