Chrysler Car Quotes

Anyone can buy a car or a night on the town. Most of us shell our days like peanuts. One in a thousand can look at the world with amazement. I don't mean gawking at the Chrysler Building. I'm talking about the wing of a dragonfly. The tale of the shoeshine. Walking through an unsullied hour with an unsullied heart.

Anyone who tries to build a car company in the United States is quickly reminded that the last successful start-up in the industry was Chrysler, founded in 1925.

When, in the immediate postwar era, someone at Chrysler had designed a smaller, low-slung car, K. T. Keller, the company’s top executive, had mocked it. “Chrysler builds cars to sit in,” he said, “not to piss over.

After a week's worth of failed fairy tales—stories that made my eyelids flutter open and not shut—my father tried telling me stories that belonged only to him. Thomas told me of an island off the coast of a different world. On this island, there stood a city whose buildings were made of glass. He told me that at the heart of this city was a forest with trees, ponds and a lake, swans and horses, and even a small castle. He told me that the streets of the city were filled with bright yellow cars that you hopped in and out of at will and that would take you wherever you wanted to go. In this city, there were sidewalks overflowing with people from the whole world over who wanted so much to be there. He told me of its neighborhoods, with names like Greenwich Village and Harlem and Chinatown. At the nucleus of these stories was my father, and spinning around him was the city of New York. Long before I would see them in photographs or in real life, my father had given me the white crown lights of the Chrysler Building and the shining needle of the Empire State.

WALTER (Gathering him up in his arms) You know what, Travis? In seven years you going to be seventeen years old. And things is going to be very different with us in seven years, Travis. … One day when you are seventeen I’ll come home—home from my office downtown somewhere— TRAVIS You don’t work in no office, Daddy. WALTER No—but after tonight. After what your daddy gonna do tonight, there’s going to be offices—a whole lot of offices.… TRAVIS What you gonna do tonight, Daddy? WALTER You wouldn’t understand yet, son, but your daddy’s gonna make a transaction … a business transaction that’s going to change our lives. … That’s how come one day when you ’bout seventeen years old I’ll come home and I’ll be pretty tired, you know what I mean, after a day of conferences and secretaries getting things wrong the way they do … ’cause an executive’s life is hell, man—(The more he talks the farther away he gets) And I’ll pull the car up on the driveway … just a plain black Chrysler, I think, with white walls—no—black tires. More elegant. Rich people don’t have to be flashy … though I’ll have to get something a little sportier for Ruth—maybe a Cadillac convertible to do her shopping in. … And I’ll come up the steps to the house and the gardener will be clipping away at the hedges and he’ll say, “Good evening, Mr. Younger.” And I’ll say, “Hello, Jefferson, how are you this evening?” And I’ll go inside and Ruth will come downstairs and meet me at the door and we’ll kiss each other and she’ll take my arm and we’ll go up to your room to see you sitting on the floor with the catalogues of all the great schools in America around you. … All the great schools in the world! And—and I’ll say, all right son—it’s your seventeenth birthday, what is it you’ve decided? … Just tell me where you want to go to school and you’ll go. Just tell me, what it is you want to be—and you’ll be it. … Whatever you want to be—Yessir! (He holds his arms open for TRAVIS) YOU just name it, son … (TRAVIS leaps into them) and I hand you the world!

Business leadership is based on two elements: vision and technical competence. Top people in a given industry always embody at least one of those two elements. Sometimes, but rarely, they embody both of them. Simply put, vision is the ability to see what other people don’t. It’s a Ford executive named Lee Iacocca realizing that a market existed for an automobile that was both a racing car and a street vehicle—and coming up with the Mustang. It’s Steven Jobs realizing that computers needed to be sold in a single box, like a television sets, instead of piece by piece. About one hundred years ago, Walter Chrysler was a plant manager for a locomotive company. Then he decided to go into the car business, which was a hot new industry at the time. The trouble was, Walter Chrysler didn’t know a lot about cars, except that they were beginning to outnumber horses on the public roadways. To remedy this problem, Chrysler bought one of the Model T Fords that were becoming so popular. To learn how it worked, he took it apart and put it back together. Then, just to be sure he understood everything, he repeated this. Then, to be absolutely certain he knew what made a car work, he took it apart and put it together forty-eight more times, for a grand total of fifty. By the time he was finished, Chrysler not only had a vision of thousands of cars on American highways, he also had the mechanical details of those cars engraved in his consciousness. Perhaps you’ve seen the play called The Music Man. It’s about a fast-talking man who arrives in a small town with the intention of hugely upgrading a marching band. However, he can’t play any instruments, doesn’t know how to lead a band, and doesn’t really have any musical skills whatsoever. The Music Man is a comedy, but it’s not totally unrealistic. Some managers in the computer industry don’t know how to format a document. Some automobile executives could not change a tire. There was once even a vice president who couldn’t spell potato. It’s not a good idea to lack the fundamental technical skills of your industry, and it’s really not a good idea to get caught lacking them. So let’s see what you can do to avoid those problems.

Automakers typically offer deals in the summer to clear out inventory before cars from the new model year arrive in the fall. But July's discounts were unusually high. Incentives rose 8 percent - $216 per vehicle - over last July, according to Jesse Toprak, chief analyst for Cars.com. Incentives averaged $2,774 per vehicle, the most since August 2010. Toprak said Ford, Toyota, Volkswagen and Hyundai were the most generous. Chrysler saw the biggest gain in July, with sales up 20 percent to 140,102, led by the Ram pickup and the new Jeep Cherokee small SUV. Jeep sales rose 41 percent overall.

Separately, a second Chinese antitrust agency said Wednesday that it would punish Audi AG and Fiat Chrysler Automobiles NV's Chrysler arm after an investigation found the two car makers had pursued monopolistic practices, in Hubei province and Shanghai respectively. Under China's antimonopoly law, the companies could face fines of as much as 10% of their sales from the preceding year. The companies have said they are cooperating, though they declined to release further details.

In the 1950s Detroit was undergoing changes in the city and factories with enormous political consequences. When I arrived in Detroit the city had just begun Urban Renewal (which blacks renamed “Negro Removal”) in the area near downtown where most blacks were concentrated. Hastings Street and John R, the two main thoroughfares that were the hub of the commerce and nightlife of the black community, were still alive with pedestrians. Large sections of the inner city, however, were being bulldozed to build the Ford Freeway crisscrossing the city from east to west, the Lodge Freeway bisecting the city from north to south, and the Fisher and Chrysler Freeways coming from Toledo and proceeding all the way north to the Upper Peninsula. These freeways were built to make it easy to live in the suburbs and work in the city and at the same time to expand the car market. So in 1957 whites began pouring out of the city by the tens of thousands until by the end of the decade one out of every four whites who had lived in the city had left. Their exodus left behind thousands of houses and apartments for sale and rental to blacks who had formerly been confined inside Grand Boulevard, a horseshoe-shaped avenue delimiting the inner city, many of whom had been uprooted by Negro Removal. Blacks who had been living on the East Side, among them Annie Boggs, began buying homes on the West Side and the North End. The black community was not only expanding but losing the cohesiveness it had enjoyed (or endured) when it was jammed together on the Lower East Side. New neighbors no longer served as extended family to the young people growing up in the new black neighborhoods. Small businesses owned by blacks and depending on black customers went bankrupt, eliminating an entrepreneurial middle class that had played a key role in stabilizing the community. By the end of the 1950s one-fourth of the buildings inside the Boulevard stood vacant. At the same time all Americans, regardless of race, creed, or national origin, were being seduced by the consumerism being fostered by large corporations so that they could sell the abundance of goods coming off the American assembly lines. All around us in the black community parents were determined to give their children “the things I didn’t have.

There has been fear in this organization, and people are afraid for their jobs,” Reuss said. “But what we need to do now is trust each other, and be honest about our strengths and weaknesses.

Neither of them saw the all-black Chrysler Charger three cars behind which contained both homicide cops, West, and his partner, Burns. AK

I could see the Chrysler standing at the curb by the old Hawley house when I turned into Elm Street from the High, but it was more like a hearse than a freight car, black but not gleaming by reason of the droplets of rain and the greasy splash that rises from the highways. It carried frosted parking lights.

In 1934, the Chrysler/DeSoto Airflows were a revolution in design, sleeker, lower, and closer to the ground than anything then on the road, with a full steel body. They nearly wrecked the company, thanks in part to a number of glitches that had escaped notice, such as engines occasionally breaking loose from their mountings when the car reached eighty miles an hour.

It’s worth pausing for a moment to meditate on what Tesla had accomplished. Musk had set out to make an electric car that did not suffer from any compromises. He did that. Then, using a form of entrepreneurial judo, he upended the decades of criticisms against electric cars. The Model S was not just the best electric car; it was best car, period, and the car people desired. America had not seen a successful car company since Chrysler emerged in 1925. Silicon Valley had done little of note in the automotive industry. Musk had never run a car factory before and was considered arrogant and amateurish by Detroit. Yet, one year after the Model S went on sale, Tesla had posted a profit, hit $562 million in quarterly revenue, raised its sales forecast, and become as valuable as Mazda Motor. Elon Musk had built the automotive equivalent of the iPhone. And car executives in Detroit, Japan, and Germany had only their crappy ads to watch as they pondered how such a thing had occurred.

That’s right. Anyone can buy a car or a night on the town. Most of us shell our days like peanuts. One in a thousand can look at the world with amazement. I don’t mean gawking at the Chrysler Building. I’m talking about the wing of a dragonfly. The tale of the shoeshine. Walking through an unsullied hour with an unsullied heart.

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Jeremy George Lake Charles Corvette Industry The Detroit metro automotive industry is indeed a significant part of the overall GSP (including vehicle production) of Michigan's economy and serves as an important hub for manufacturing, R & D, incubation, research and manufacturing. Jeremy George Lake Charles Automobile production accounts for more than 60% of total employment in Michigan, far higher than any other state. Michigan is the leading nation in terms of manufacturing jobs and the percentage of total employment in automobile production. In 1929, before the Great Depression, there were 32,028,500 cars in use worldwide, and the US automobile industry produced about 1,200,000 of them. Ford has done a lot to broaden the sales base of cars and create an industry for cars and automotive products. Jeremy George Lake Charles Two years later, GM, Ford, and Chrysler made profits, created jobs, invested and invested in research and development, and in developing new technologies.

Dixitque Deus: fiat lux. Et facta est lux. Translated by himself into his personal Bombay “Wulgate”: And God said, Cheap Italian motor car, beauty soap of the film star. And there was Lux. Please, Daddy, why did God want a small Fiat and a bar of soap, and also please, why did he get the soap only? Why couldn’t he make the car? And why not a better car, Daddy? He could’ve asked for a Jesus Chrysler, no?

Celebrities who in the sixties had led Barbie-esque lives now forswore them. Jane Fonda no longer vamped through the galaxy as "Barbarella," she flew to Hanoi. Gloria Steinem no longer wrote "The Passionate Shopper" column for New York, she edited Ms. And although McCalVs had described Steinem as "a life-size counter-culture Barbie doll" in a 1971 profile, Barbie was the enemy. NOW's formal assault on Mattel began in August 1971, when its New York chapter issued a press release condemning ten companies for sexist advertising. Mattel's ad, which showed boys playing with educational toys and girls with dolls, seems tame when compared with those of the other transgressors. Crisco, for instance, sold its oil by depicting a woman quaking in fear because her husband hated her salad dressing. Chrysler showed a marriage-minded mom urging her daughter to conceal from the boys how much she knew about cars. And Amelia Earhart Luggage—if ever a product was misnamed—ran a print ad of a naked woman painted with stripes to match her suitcases.

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

In August 2016, Ford announced plans to bring a Level 4 selfdriving car—without pedals or a steering wheel—to market by 2021. Other automakers have been working on similarly aggressive plans. Fiat Chrysler has partnered with Google’s Waymo to develop a fleet of self-driving hybrid minivans. GM, through its partnership with Lyft, has plans to bring Chevy Bolt robotaxis to the road as quickly as possible.

The Quiet Revolution Detroit, 1979. U.S. auto companies were being threatened by foreign competition, and the Motor City became a symbol of American industrial decline. Chrysler would be subjected to its first (but not last) government bailout; the Ford Motor Co. was about to lose $1 billion for that fiscal year, and at least as much again in 1980; and GM’s profits were expected to plunge by a breathtaking $2.5 billion. Meanwhile, Japanese automakers were gaining market share; Toyota would soon surpass GM as the world’s largest car company. (A similar scenario played out in other industries too, especially consumer electronics and the copier industry.) Then, as now, the convenient scapegoat was the rank-and-file employees—in Detroit’s case, the unionized workers whose relatively high wages and ostensibly poor work ethic were initially blamed for the automakers’ problems. Only as Japanese wage rates reached parity with those in the United States and Japanese automakers began hiring American workers for their U.S. plants did some Detroit auto executives begin rethinking the narrative of blue-collar failure.

US merchant ships had already been told a month ago not to operate with their lights on at night, but back in New York City lights still made them perfect, dark silhouettes for U-boat captains who observed them through their periscopes. In April 1942, New York City finally decided to turn out the lights. However, the “blackout” that was desired by Admiral Andrews never materialized, as Mayor La Guardia argued for a compromise—New York City would institute a “dimout.” The Statue of Liberty’s torch was extinguished. The Wrigley’s fish and neon bubbles in Times Square were taken down. However, at night, the Camel man kept smoking, and blowing smoke rings over a dark street. Street lamps and traffic lights were dimmed, and cars either ran with just their parking lights on or had their lights painted over so light could only escape through a slit. Gasoline and rubber shortages saw fewer and fewer cars were on the road, and most cars running were yellow taxicabs that were exempt from rationing. Floodlights that illuminated the facades of New York City’s most recognizable structures—the Empire State Building, the Chrysler Building, and Rockefeller Center—were turned off, making them look like “giant mausoleums.” In late April, sporadic blackout drills made the city even darker.