Cars (franchise) Quotes

Yes,’ he says. ‘It’s great. Very… quiet.’ This makes her laugh. ‘What about your job?’ ‘I need to make some new contacts up here, but yes –that’s looking good.’ ‘What is it you do again?’ There is a pause while he waits to turn into the car park and she thinks maybe he wasn’t listening, but then he says, ‘It’s like a therapy business. Setting up franchises, that kind of thing. Facilitation.

Here’s something I learned along the way. Happiness is pleasure, and happiness is joy. It could be either one. Pleasure is short lived. It lasts an hour, a minute a month, and it peaks very high. It’s like drugs, like anything—whether you’re shopping, engaged in any pleasure, it all has the same quality to it. Joy doesn’t go as high as pleasure, but it stays with you. It’s something you can recall. Pleasure you can’t. So the joy will last a lot longer. People who get the pleasure say, “Oh, if I can just get richer, I can get more cars. . . .” You will never relive the moment you got your first car. That’s the highest peak. . . .                Pleasure’s fun, but just accept the fact that it’s here and gone. Joy lasts forever. Pleasure’s purely self-centered. It’s all about your pleasure. It’s about you. A selfish, self-centered emotion created by a selfish moment for you.                Joy is compassion. Joy is giving yourself to something else, or somebody else. It is much more powerful than pleasure. If you get hung up on pleasure, you’re doomed. If you pursue joy you’ll find everlasting happiness.

En toute franchise, je ne comprends pas très bien cet usage. Le crépuscule serait-il censé dissimuler les inconduites ? Quoi qu’il en soit, c’est bien pratique, car si tout le monde s’accorde pour courir la prétentaine à la même heure, personne ne se fait prendre.

Horizon - Consommation En toute franchise Regardons sous la banquise Le bien-être consumériste Joue à l'illusionniste Chaque carte de fidélité Invite à payer Les frais du grand délire Qui ne fait même plus rire L'étendu du ravage Est semblable au gavage Intensif des publicitaires Sclérosant notre imaginaire La quête du toujours mieux Est un élixir bien vieux Qui conserve son petit effet De manche, s'il vous plaît Rien qu'une petite pièce Ce n'est rien vu de la liesse La solidarité tient en laisse La convenance en détresse Face à cette mascarade On cherche des camarades Dans les immenses queues Qui ne chantent plus leu leu Chacun attend son tour Vivant au jour le jour De gloire, on n'espère plus Elle chôme à son insu Quant au reliquat de conscience Il tire sa révérence Ne voulant pas rater la promotion Ni la moindre occasion De racheter son omniscience Au prix de quelques références Soigner son curriculum Est le propre de l'homme Car pour la femme Toujours, elle rame Vers l'île de l'égalité Qui est régulièrement déplacée La fuite de l'horizon Fait perdre la raison Du plus fort, à qui perd gagne Faisant fi de la hargne Qui anime l'anonyme lambda Face au rayon de n'importe quoi Même s'il n'en a pas besoin Il en prendra tout de même un Car il le vaut bien

Of more angst to drivers are the customer ratings systems imposed by the app companies. While most drivers do not have a problem with the notion of being rated, they are concerned that they will receive poor marks for circumstances beyond their control. Customers can give even the most earnest drivers bad ratings for any reason such as bumpy rides over pothole strewn roads, traffic congestion and passengers underestimating how much time they need to reach their destinations. Miscommunication between passengers and drivers can occur because passengers cannot speak the local language, are drunk, or fall asleep and cannot direct the driver to their remote destinations. Perhaps some passengers just do not like the ethnic group to which some drivers appear to belong. Circumstances such as these are clearly the fault of passengers who may rate drivers poorly nonetheless. Drivers with low ratings can be expelled from on-demand taxi services. This unfairness is compounded to the extent that drivers make large investments in their cars, insurance and fuel. Making drivers, who basically invested in a franchise, vulnerable to expulsion from a system because of unfair ratings seems to me to be a potential source of dissention or even litigation. Another concern associated with the taxi app business model is that drivers only have 15 seconds to respond to notices of pick up opportunities. Drivers that fail to respond in such tight windows lose the business. Repeat failures to make timely responses can result in temporary suspensions. This pressure, and related distractions associated with interacting with handsets, is applied simultaneously with all of the challenges of navigating traffic in a variety of weather conditions. Foremost, this is a driving hazard that imperils everyone in the vicinity. It also ties in with the ratings systems because drivers are only rated on the rides they complete. Drivers who claim rides but abandon the customer if it looks like the pickup will be delayed have no ratings risk. Paradoxically, no ratings result in the worst customer service as passengers end up stranded.

Mendadent is a specialist car body repair shop in Greater Manchester, operating across Wigan, Bolton, Leigh, Salford, Oldham, Rochdale and Bolton. We provide quality SMART repair services, including alloy wheel repair, car scratch repair, car bumper repair, car dent removal and car detailing. We also offer mobile car body repairs for extra convenience. Whether you have been the victim of a road accident, vandalism or general wear and tear that has left your car with minor damage, our specialists are equipped to fix up any imperfections until your car has been restored to its former glory. We also offer SMART repair franchise opportunities to ambitious individuals who want to be their own boss. Visit our website for more information.

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.

None of us likes our electric utility or our cell-phone provider or our cable-broadband company in the way we love Apple or enjoy Ben & Jerry’s ice cream. Behind all of these unpopular institutions and sectors lies a frustrating combination of onerous regulations, quasi-monopolistic franchises (often government sanctioned) or ownership of scarce real estate (radio spectrum, medallions, permits, etc.), and politically powerful special interests.

Think of it like a fast-food franchise, the informant said, like a pizza delivery service. Each heroin cell or franchise has an owner in Xalisco, Nayarit, who supplies the cell with heroin. The owner doesn’t often come to the United States. He communicates only with the cell manager, who lives in Denver and runs the business for him. Beneath the cell manager is a telephone operator, the informant said. The operator stays in an apartment all day and takes calls. The calls come from addicts, ordering their dope. Under the operator are several drivers, paid a weekly wage and given housing and food. Their job is to drive the city with their mouths full of little uninflated balloons of black tar heroin, twenty-five or thirty at a time in one mouth. They look like chipmunks. They have a bottle of water at the ready so if police pull them over, they swig the water and swallow the balloons. The balloons remain intact in the body and are eliminated in the driver’s waste. Apart from the balloons in their mouths, drivers keep another hundred hidden somewhere in the car. The operator’s phone number is circulated among heroin addicts, who call with their orders. The operator’s job, the informant said, is to tell them where to meet the driver: some suburban shopping center parking lot—a McDonald’s, a Wendy’s, a CVS pharmacy. The operators relay the message to the driver, the informant said. The driver swings by the parking lot and the addict pulls out to follow him, usually down side streets. Then the driver stops. The addict jumps into the driver’s car. There, in broken English and broken Spanish, a cross-cultural heroin deal is accomplished, with the driver spitting out the balloons the addict needs and taking his cash. Drivers do this all day, the guy said. Business hours—eight A.M. to eight P.M. usually. A cell of drivers at first can quickly gross five thousand dollars a day; within a year, that cell can be clearing fifteen thousand dollars daily. The system operates on certain principles, the informant said, and the Nayarit traffickers don’t violate them. The cells compete with each other, but competing drivers know each other from back home, so they’re never violent. They never carry guns. They work hard at blending in. They don’t party where they live. They drive sedans that are several years old. None of the workers use the drug. Drivers spend a few months in a city and then the bosses send them home or to a cell in another town. The cells switch cars about as often as they switch drivers. New drivers are coming up all the time, usually farm boys from Xalisco County. The cell owners like young drivers because they’re less likely to steal from them; the more experienced a driver becomes, the more likely he knows how to steal from the boss. The informant assumed there were thousands of these kids back in Nayarit aching to come north and drive some U.S. city with their mouths packed with heroin balloons.