Chrysler Quotes

Hey, it’s a party already,” Trez called out as he and iAm arrived. “Oh, nice tux. Isn’t that Tom Ford?” “Or was it Dick Chrysler,” Rhage interjected. “Harry GM—wait, that sounds dirty….

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.

Disagreements are inevitable. There will always be opposing viewpoints and a variety of perspectives on most subjects. Tastes differ as well as preferences. That is why they make vanilla and chocolate and strawberry ice cream, why they build Fords and Chevys, Chryslers and Cadillacs, Hondas and Toyotas. That is why our nation has room for Democrats and Republicans, conservatives and liberals - and moderates. The tension is built into our system. It is what freedom is all about, including religious freedom. I am fairly firm in my theological convictions, but that doesn't mean you (or anyone) must agree with me. All this explains why we must place so much importance on leaving "wobble room" in our relationships. One's theological persuasion may not bend, but one's involvement with others must.

I think that, people are people. That's why the way I treat the lady working in the deli who slices my ham is the same way I treat my friend who drives a Chrysler. That's why the way I treat the guy who packs my groceries is the same way I treat my rich friends. Because people are people. Some are rich and some are poor, and they're all people.

The house itself was not so much. It was smaller than Buckingham Palace, rather gray for California, and probably had fewer windows than the Chrysler Building.

How can even the idea of rebellion against corporate culture stay meaningful when Chrysler Inc. advertises trucks by invoking “The Dodge Rebellion”? How is one to be bona fide iconoclast when Burger King sells onion rings with “Sometimes You Gotta Break the Rules”? How can an Image-Fiction writer hope to make people more critical of televisual culture by parodying television as a self-serving commercial enterprise when Pepsi and Subaru and FedEx parodies of self-serving commercials are already doing big business? It’s almost a history lesson: I’m starting to see just why turn-of-the-century Americans’ biggest fear was of anarchist and anarchy. For if anarchy actually wins, if rulelessness become the rule, then protest and change become not just impossible but incoherent. It’d be like casting a ballot for Stalin: you are voting for an end to all voting.

My grief fills rooms. It takes up space and it sucks out the air. It leaves no room for anyone else. Grief and I are left alone a lot. We smoke cigarettes and we cry. We stare out the window at the Chrysler Building twinkling in the distance, and we trudge through the cavernous rooms of the apartment like miners aimlessly searching for a way out . . . Grief is possessive and doesn’t let me go anywhere without it. I drag my grief out to restaurants and bars, where we sit together sullenly in the corner, watching everyone carry on around us. I take grief shopping with me, and we troll up and down the aisles of the supermarket, both of us too empty to buy much. Grief takes showers with me, our tears mingling with the soapy water, and grief sleeps next to me, its warm embrace like a sedative keeping me under for long, unnecessary hours. Grief is a force and I am swept up in it.

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.

There was a sudden loud commotion outside, and Calvin’s eyes widened. “Oh hell. It’s them.” “Who?” Sounded like a damn war had broken out. Dex was sure he heard a chair clattering somewhere. He edged away from the door. “Rafe and Seb...Hobbs’s big brothers.” Dex arched an eyebrow at him. “Like, big as in older, right?” “Big as in older and big.” “How much bigger can they get? Hobbs is already the size of the fuckin’ Chrysler building.

The reason so many people never get anywhere in life is because when opportunity knocks, they are out in the backyard looking for four-leaf clovers.

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.

Whenever there is a hard job to be done I assign it to a lazy man; he is sure to find an easy way of doing it.

The real secret of success is enthusiasm.

My people—human beings—made the Great Wall of China, the Sistine Chapel, the Chrysler Building: these things were made by creatures like me.

We played this game from the west village to the upper east side til around midnight when the Chrysler building was far behind us and we weren’t sure if we were in love anymore.

May you fall from the top of the Chrysler Building and may people lean out their windows and hit you on the head with a baseball bat as you go by.

My Honda revved, shuttered, and broke free of the Chrysler.

Sitting there at one twenty in the afternoon in a maroon Chrysler, I told myself that I had to cherish that magical moment, because there was no guarantee that I would never again know what it felt like to hear that for the first time.

I will grant you, however, that the jet fighter does look better than a combine. Other things that look better than a combine include most wheelbarrows, your chest freezer, the marabou stork, the Chrysler PT Cruiser and Kim Jong-un’s hair.

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!

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.

I think sometimes you get bigger than life and don’t realize the consequences of your decisions,

I’ll give you until dawn. Whatever you ask of me, I’ll answer. Whatever you wish, I’ll consent.

Electricity is loud. Did you know? When we had power outages, the peace from the forest would seep in and blanket the house in perfect, beautiful silence.

I always want to know how things work. Had I been Aladdin, I am certain that just after one wish or two, I'd have taken that old lamp apart to see if I could make another, better lamp.

I smiled to hide the hell I lived. I smiled to hide the darkness. On the surface, I smiled and grinned and laughed. I had mastered my emotions. What emotions I feel, I allow. No one suspected my wars.

Murdoch also derived comfort from some of the other reputable investors he heard Theranos had lined up. They included Cox Enterprises, the Atlanta-based, family-owned conglomerate whose chairman, Jim Kennedy, he was friendly with, and the Waltons of Walmart fame. Other big-name investors he didn’t know about ranged from Bob Kraft, owner of the New England Patriots, to Mexican billionaire Carlos Slim and John Elkann, the Italian industrialist who controlled Fiat Chrysler Automobiles.

The rooms I occupied were on the ground floor. The parlour was papered with an old marbled paper and on the walls were water colours of romantic scenes, cavaliers bidding good-bye to their ladies and knights of old banqueting in stately halls; there were large ferns in pots, and the armchairs were covered with faded leather. There was about the room an amusing air of the eighteen eighties, and when I looked out of the window I expected to see a private hansom rather than a Chrysler. The curtains were of a heavy red rep.

First, when all investors were doing the same thing, he would actively seek to do the opposite. The word stockbrokers use for this approach is contrarian. Everyone wants to be one, but no one is, for the sad reason that most investors are scared of looking foolish. Investors do not fear losing money as much as they fear solitude, by which I mean taking risks that others avoid. When they are caught losing money alone, they have no excuse for their mistake, and most investors, like most people, need excuses. They are, strangely enough, happy to stand on the edge of a precipice as long as they are joined by a few thousand others. But when a market is widely regarded to be in a bad way, even if the problems are illusory, many investors get out. A good example of this was the crisis at the U.S. Farm Credit Corporation. It looked for a moment as if Farm Credit might go bankrupt. Investors stampeded out of Farm Credit bonds because having been warned of the possibility of accident, they couldn’t be seen in the vicinity without endangering their reputations. In an age when failure isn’t allowed, when the U.S. government had rescued firms as remote from the national interest as Chrysler and the Continental Illinois Bank, there was no chance the government would allow the Farm Credit bank to default. The thought of not bailing out an eighty-billion-dollar institution that lent money to America’s distressed farmers was absurd. Institutional investors knew this. That is the point. The people selling Farm Credit bonds for less than they were worth weren’t necessarily stupid. They simply could not be seen holding them. Since Alexander wasn’t constrained by appearances, he sought to exploit people who were.

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.

Ford and General Motors executives made a big deal of the occasion by driving to Washington in their hybrid vehicles. Mulally of Ford came in an Escape SUV hybrid. Wagoner of General Motors was chauffeured in a Chevy Malibu hybrid. Poor Bob Nardelli of Chrysler. The pickings were slim. Chrysler, known more for the styling of it's bodies than for its technological savvy, sent Nardelli to Washington in an Aspen Hybrid SUV, about the only "green" thing Chrysler had to offer. Problem is, it was a terrible vehicle and unreliable. Despite being partially powered by a battery, the Aspen ran on a V-8 Hemi and got less than twenty miles to the gallon. The charging system was flawed and difficult to service. His driver was Mike Carlisle, the homicide detective who had retired from the Detroit Police Department just a month earlier. The media was invited to snap bon voyage photographs in Detroit, which they dutifully filed. What they did not see -and what Carlisle later told me- was that there were two engineers tailing Nardelli at a discreet three-mile buffer, carrying laptops and a trunk full of tolls in case the Aspen broke down. Even Chrysler didn't trust their products.

Books. More books than I had ever seen in my life. I gasped and crawled to my knees. I couldn’t breathe. Books galore. Music books, philosophy books. Math books. Geometry. Opera scores, logic. I sobbed and cradled the books. I hugged them to my naked chest and I cried. I smelled them and touched their spines. I remember how violently my fingers shook. I buried my nose in their pages and wept. Never had I ever held so many books in my life. And they were mine. All my very own. The orgasm still riddled my body. It had barely begun to fade. One orgasm ended, but the euphoria was just beginning.

The Grosse Pointe that he was raised in was an isolated place of provincial splendor. It is unlikely that in pre-World War II America there was another community quite so sheltered and quite so rich. There was neither economic nor social diversity. Catholics were viewed with suspicion and, on occasion, hatred. (When Henry as a young man married a Catholic and converted, it sent shivers throughout the community; his oldest friends regarded it as at least partly a declaration of independence from his past.) Jews too were unwelcome, and there was a great deal of dinner-party discussion as to whether Walter Chrysler was actually, despite what he claimed, Jewish. Neither World War II nor the coming of modern communications and transportation, which so changed and expanded people’s lives, had yet occurred. It was a secure, comfortable, insular place, largely untouched by the modern world. If Grosse Pointers traveled to New York, they traveled by train, on The Detroiter, where they knew the porter and he knew them; if they traveled to Europe they traveled with each other. The assumption was that Grosse Pointe was the center of the universe; once, announcing the engagement of a Grosse Pointe girl to a young man from Cincinnati, the Detroit Free Press used the headline “Local Girl to Marry Eastern Man.

the investor would need more than a mere falling off in both earnings and price to give him a sound basis for purchase. He should require an indication of at least reasonable stability of earnings over the past decade or more—i.e., no year of earnings deficit—plus sufficient size and financial strength to meet possible setbacks in the future. The ideal combination here is thus that of a large and prominent company selling both well below its past average price and its past average price/earnings multiplier. This would no doubt have ruled out most of the profitable opportunities in companies such as Chrysler, since their low-price years are generally accompanied by high price/earnings ratios. But let us assure the reader now—and no doubt we shall do it again—that there is a world of difference between “hindsight profits” and “real-money profits.” We doubt seriously whether the Chrysler type of roller coaster is a suitable medium for operations by our enterprising investor. We have mentioned protracted neglect or unpopularity as a second cause of price declines to unduly low levels. A current case of this kind would appear to be National Presto Industries. In the bull market of 1968 it sold at a high of 45, which was only 8 times the $5.61 earnings for that year. The per-share profits increased in both 1969 and 1970, but the price declined to only 21 in 1970. This was less than 4 times the (record) earnings in that year and less than its net-current-asset value. In March 1972 it was selling at 34, still only 5½ times the last reported earnings, and at about its enlarged net-current-asset value.

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.

Quanto a Marchionne, sebbene non lo cercasse, il destino di uomo divisivo un po’ lo gratificava, perché è un corollario della scoperta della leadership. Gli è capitata dopo i cinquant’anni e sapeva come maneggiarla, a cominciare dal maglione nero. Prima ha accettato l’etichetta di manager socialdemocratico piovutagli in testa un po’ per caso, quindi ha svelato la sua natura reale di capo pragmatico, di formazione culturale nordamericana, di base meritocratica e liberale, ma disponibile a servirsi volta per volta degli strumenti che l’economia e la politica mettono a disposizione, la buona reputazione del manager con le banche e con la borsa (cruciali nel caso della put con Gm) o la rapidità di intercettare un’opportunità di relazione con l’amministrazione americana, com’è successo nel caso Chrysler.

The Chrysler Building is masculine. Empire State’s feminine.

Perfection” as defined by Fiat Chrysler, not the customer.

The deal fell through, but what emerged was Raskob’s desire to outdo Chrysler in his new real estate venture. Raskob wanted a building that would literally and figuratively put Walter Chrysler’s building in the shade. But nobody at the time could say with any certainty how high the Chrysler Building would be.

Stainless steel might have seemed an extravagantly expensive material for architectural decoration at first glance, but it was touted as being durable and worth the expense, which it proved to be. It has a tensile quality, which was ideal for covering large expanses, and it could be easily worked at the factory and welded at the site. Since it is alloyed with chromium, it resists abrasion and corrosion, and, when combined with nickel, it achieves an even shinier finish. Its use in the Empire State Building for the mullions that race up the sides is one of the great secrets of the building’s subtlety and aesthetic satisfaction. Perhaps its most famous use in New York is the crown of the Chrysler Building.

Detroit reappeared in between the lines of the Gallup data I was studying when I noticed that the all-time-lowest approval of unions happened in August 2010. The country was still reeling from the financial crisis, and the Obama administration had just saved the domestic auto industry by extending federal loans (popularly seen as bailouts) to GM, Chrysler, and Ford. Resentment about the auto rescue drove support for unions down in 2010, but interestingly, white people—already slightly less favorable toward unions than people of color but, up to this point, still showing majority approval—had the most negative response to Obama’s Detroit rescue. White approval of unions fell from 60 percent to just 45 percent in 2010.

L'uomo di successo che incassa l'elogio pubblico di Barack Obama nell'operazione Chrysler, che sa trattare al tavolo del potere con i capi di Gm, allora prima azienda automobilistica mondiale, che scherza della sua rudezza, del suo pelo sullo stomaco, della sua aggressività (perché il suo obiettivo, spiega, è proteggere la Fiat) e di quel certo cinismo di cui le regole del suo gioco si nutrono, è anche un capitano d'impresa che gli altri definiscono socialdemocratico. E sul socialdemocratismo costruisce un piccolo successo di comunicazione, e di perfezionamento dell'identità. Marchionne si fa carico del suo sociale. Dice che un'azienda non può sopportare il peso della contrazione dei mercati oltre un certo limite, ma sostiene un modello nordeuropeo di flexsecurity (cioè un mercato del lavoro fatto di flessibilità per le imprese e sicurezza economica per i lavoratori), in contrasto con la cultura americana su cui è formato, mentre preferisce il modello americano di relazioni industriali

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.

In 1929 the firm received their largest project to date, the one that might have won the day for them on the Empire State project—they built the Bank of Manhattan Building at 40 Wall Street, which was pitted against Chrysler in the race for the world’s tallest. The foundations were started in May 1928, before the site was entirely cleared; less than a year later, the bank moved in. The seventy-story, 927-foot-high building was completed in eleven months.

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.

You Bet Your Life’s sponsor, Chrysler, was convinced only a Commie would dare promote racial equality.

Chrysler fans can point out the Ausco-Lambert four-wheel discs unveiled in 1949 (see Fact #832) but they were a much different enclosed

1951 FirePower? In a White Paper presented to the Society of Automotive Engineers (SAE) dated March 1952, Chrysler Vice-President Director of Engineering and Research James Zeder summed it up nicely: “The power of an engine should be based on physique, not stimulants.

If that's what you want, that's what you deserve.

this is the company that first figured out how to mill I-beams. There’d be no Golden Gate or George Washington Bridges without them. Or the Empire State or Chrysler Buildings. Or the Hoover Dam. The steel for all of those projects came out of these five furnaces.

The light from the Chrysler Building shone like the beacon it was, of the largest and best hopes for mankind and its aspirations and desire for beauty. That was what I wanted to tell my mother about this building we saw.

I spent the two and one-half months between my meeting with the Art Commission and the beginning of my actual mural work in soaking up impressions of the productive activities of the city. I studied industrial scenes by night as well as by day, making literally thousands of sketches of towering blast furnaces, serpentine conveyor belts, impressive scientific laboratories, busy assembling rooms; also of precision instruments, some of them massive yet delicate; and of the men who worked them all. I walked for miles through the immense workshops of the Ford, Chrysler, Edison, Michigan Alkali, and Parke-Davis plants. I was afire with enthusiasm. My childhood passion for mechanical toys had been transmuted to a delight in machinery for its own sake and for its meaning to man -- his self-fulfillment and liberation from drudgery and poverty. That is why now I placed the collective hero, man-and-machine, higher than the old traditional heroes of art and legend. I felt that in the society of the future as already, to some extent, that of the present, man-and-machine would be as important as air, water, and the light of the sun. This was the "philosophy," the state of mind in which I undertook my Detroit frescoes.

Figure 1 schematically shows how in-vehicle networking will be conceived. In this conception, CAN and the other communication protocols developed concurrently made it possible for multiple LANs to exchange data efficiently via a gateway. Motor Motor Motor Air Sub network Switch Switch Sensor Safety system Passenger detection conditioner Radar Door CAN Up to 125 kbps zLIN 2.4 to 19.2 kbps AFS Instrument panel meter Keyless Body White line detection Head lamp Levelizer Combination lamp Sub network system Squib zSafe-(150 kbpsby-Wire ) Airbag Gateway control Tire Information Engine and powertrain pressure system ACC ITS system system CAN CAN 500 kbps 125 kbps MD/CD Audio VICS Engine Steering Brake changer Video navi TVSS Sub network compo zFlexRay *2(5 Mbps) zMOST Chassis z1394 AT system CAN 500 kbps Failure diagnostic system zCAN (statutory control) Diagnostic tool Figure 1. Conception of In-vehicle Networking * 1 : ISO stands for International Organization for Standardization.* 2 : FlexRay TM is a registered trademark of DaimlerChrysler AG. REJ05B0804-0100/Rev. 1.00 April 2006 Page 2 of 44

McKinsey can also be hired when one executive needs “disinterested” support for an idea that might just also result in the removal of an internal rival. Lee Iacocca wrote in his autobiography that when Henry Ford wanted Iacocca out of the firm, he hired McKinsey to recommend a new organizational structure. Iacocca went to Chrysler, where he used Bain & Company instead of McKinsey.29 Finally,

Ford, GM, Chrysler: God, Holy Spirit, Christ. We lived at their feet.

BY MOST MEASURES, James and Grace Lee Boggs made an unlikely pair. Born in 1915 in Providence, Rhode Island, to Chinese immigrants, Grace Chin Lee was raised in New York City and earned a Ph.D. in philosophy from Bryn Mawr College at the age of twenty-five. With dim prospects in academia as a Chinese American woman, she moved to Chicago, where she came of age politically by living in the black community and entering left-wing politics. James “Jimmy” Boggs was born in Marion Junction, Alabama, in 1919 and migrated to Detroit in search of employment in the auto industry following his high school graduation in 1937. In 1940, the year that Grace earned a Ph.D., Jimmy landed a job in a Chrysler auto plant, beginning a twenty-eight-year career as an autoworker and member of the United Auto Workers (UAW). Out of these divergent personal backgrounds and social experiences, Grace and Jimmy fashioned a unique brand of black radical politics by the early 1960s.

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.

Jimmy and Grace returned to Detroit in late August, in time to participate in the final work to relaunch Correspondence. On September 21–22 the organization held a national convention in Detroit attended by the full membership across the country, just as they had done with the initial founding of the paper. During the convention Jimmy and Lyman were elected as the cochairmen of the organization. 77 This reflected a solidification of Jimmy’s leadership of the organization. In title Jimmy and Lyman shared responsibility, but in practice, with Jimmy there in Detroit and Lyman in Los Angeles, “90% of the burden of national leadership rest[ ed] with” Jimmy, as Glaberman described the situation. In a letter to C. L. R., Glaberman reported that Jimmy had been “the key figure in the convention” and “he remains that today. He consciously and vigorously took over the direction of the organization and his leadership was accepted by everyone.” Given the many activities and spaces in which Jimmy had taken responsibility for building the organization—leading editorial committees and reaching out to workers in his neighborhood and at Chrysler—Glaberman expressed concern that Jimmy not overextend himself: “The organization looks to him to give direction on all these things and he is not very cooperative when any attempt is made to slow him down.” 78

You don’t expect me to get on line with all them rednecks, Polacks and niggers, do you? Don’t forget I was a foreman out at Chrysler.

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.

Sales for General Motors, the US’s biggest carmaker by sales, were 9 per cent up on last July, while Ford, the market number two, was 9.6 per cent up, and Chrysler, number four, rose 20 per cent.

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.

The report, which did not cite sources, said VW, the world's No. 2 automaker, was interested in acquiring Chrysler to help it improve its struggling footing in the United States, and specified that Fiat's Ferrari subsidiary would be excluded from any deal. Fiat said no merger talks had taken place, a position that was repeated by its majority shareholder in a separate statement issued at the request of Italy's market watchdog.

«Ehilà, reginetta di bellezza, sei pronta?» la voce di Rhage lo raggiunse in bagno. «O hai in mente di depilarti le sopracciglia?» Qhuinn diede una rapida controllata alle basette con la mano. A posto. «Vaffanculo, Hollywood», strillò al di sopra del getto d'acqua. Chiuse il rubinetto e uscì dalla doccia, asciugandosi mentre tornava in camera da letto. Ritto accanto a un Tohr tutto sorridente, Rhage teneva le braccia dietro la schiena. «Bel modo di parlare al tuo cazzo di stilista.» Qhuinn li guardò torvo. «Se lì dietro avete un tessuto hawaiano vi uccido.» Rhage guardò Tohr, sogghignando. Quando l'altro fratello annuì, Hollywood tirò fuori quello che nascondeva dietro il corpo mastodontico. Qhuinn rimase impietrito. «Un momento… quello è uno…» «Smoking, credo che si chiami così», lo interruppe Rhage. «S–M–O–K–I–N–G.» «È della tua taglia», disse Tohr. «E Butch dice che lo stilista è il migliore su piazza.» «Ha lo stesso nome di un'automobile», bofonchiò Rhage. «Non ci si crede… uno tutto pieno di sé, con la puzza sotto il naso…» «Ehi, avete visto anche voi Honey Boo Boo?» chiese Lassiter, piombando nella stanza. «Woooow, bello smoking…» «Solo perché insisti ad accendere la tele su quell'orrore di reality nella sala del biliardo.» Hollywood si voltò proprio mentre V entrava dietro l'angelo. «Qhuinn non sapeva nemmeno cos'era, Vishous.» «Lo smoking?» V si accese una delle sue sigarette rollate a mano. «Per forza. È un vero maschio.» «Allora vuol dire che Butch è una ragazza», fece notare Rhage. «Perché l'ha comprato lui.» «Ehi, quanta gente, siamo già nel pieno della festa», esclamò Trez, sopraggiungendo insieme ad iAm. «Oh, bello smoking. Non è un Tom Ford?» «Non era un Dick Chrysler?», scherzò Rhage. «O un Harry GM… no, aspetta, questa suona come una battutaccia…» «Meglio che ti vesti, Raperonzolo.» V controllò l'orologio. «Non abbiamo molto tempo.» «Questo sì che è un signor smoking», sentenziò Phury, spalancando la porta insieme a Z. «Ne ho uno identico.» «Fritz ha già acceso le candele», annunciò Rehv alle spalle dei gemelli. «Ehi, bello smoking. Ne ho uno identico.» «Anch'io», ribadì Phury. «Il taglio è fantastico, vero?» «Le spalle, giusto? Tom Ford è il migliore…» Un pandemonio. Totale. Assoluto. Osservando la scena, con tutti quei vampiri che parlavano uno sopra l'altro, dandosi il cinque e scambiandosi pacche sul sedere, Qhuinn rimase per un attimo senza fiato. Poi abbassò gli occhi sull'anello che gli aveva regalato Blay. Avere una famiglia era… proprio, incredibilmente meraviglioso. «Grazie», disse piano. Tutti si bloccarono di colpo, voltandosi verso di lui e guardandolo, immobili, in perfetto silenzio. Fu Z a prendere la parola, con gli occhi gialli che brillavano. «Mettiti il vestito della festa. Ci vediamo giù di sotto, playboy.» Le pacche sulle spalle si sprecarono via via che tutti, uscendo, lo salutavano. Poi Qhuinn rimase da solo con il suo smoking. «Coraggio, diamoci una mossa», disse all'abito.

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

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.

I feel sorry for the person who can't get genuinely excited about his work. Not only will he never be satisfied, but he will never achieve anything worthwhile

I have personally always admired a guy that tried to do something big, but this matter of doing something big has many definitions, and it seems that whenever there is anybody doing a good job, not everybody is going to be pleased, and then, it's just a matter of time before the barrage, verbal or vegetable, sets in.

Cisco figured out that mergers between similar-sized companies rarely work, as there are frequently struggles about which team will control the combined entity (think Daimler-Chrysler or Dean Witter–Morgan Stanley). Cisco’s leaders also determined that mergers work best when companies are geographically proximate, making integration and collaboration much easier (think Synoptics and Wellfleet Communication, which were not only about equal in size, but 2,500 miles apart), and they also uncovered the importance of organizational cultural

But one thing was perfectly clear: John was sacrificing himself to save the company. He was over his head and he knew it. Although it meant the end of his own career, he bent over backward to make sure that the transition would go as smoothly as possible. He blew himself out of the water to bring Chrysler back to life. And that is the test of a real hero.

In fact, when I came to Detroit, Coleman Young had just become a hero in the black community because he had stood up against the House Un-American Activities Committee, declaring, “If being for human rights makes me a Communist, then I’m a Communist.” Like most of his friends Jimmy was aware that the American Communists had provided indispensable leadership in the struggle against Jim Crow and to create the unions: it was the intervention of the Communist Party that stopped the legal lynching of the Scottsboro Boys, and the CIO (Congress of Industrial Organizations) would probably not have been organized in the 1930s without the active participation of Communist Party members. At the shop and community level Jimmy worked with Communists as comrades; they were his coworkers, friends, and neighbors. During World War II he participated with black members of the Communist Party in sitdown strikes to protest union and management discrimination against black workers. During the Reuther-led witchhunt, when management and the union tried to get rid of radicals, he mobilized black workers to support Van Brooks, a Chrysler-Jefferson coworker and Communist Party member. He was very conscious that without the existence of the Soviet Union and its opposition to Western imperialism, the struggles of blacks in this country for civil rights and of Third World peoples for political independence would have been infinitely more difficult. Jimmy was not unaware of the atrocities that had been committed by the party and Stalin. However, what mattered to him was not the party’s or the Soviet Union’s record but where people stood on the concrete issue at hand, and he was grateful to the party because, as he used to say, “It gave me the fortitude to stand up against the odds.” Like other politically conscious blacks of his generation he recognized that without the Communists it would have taken much longer for blacks to make the leap from being regarded as inferior to being feared as subversive, that is, as a social force.

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.

We specialize in mobile auto glass repair & auto glass replacement in the Cooksville suburb of Mississauga. Your safety & time are vital to us; therefore, we use the newest auto glass repair technologies and quality glass parts to repair and replace your auto glass with our mobile service at your home or your place of work. We offer auto glass replacement for the following vehicle makes Acura, Honda, Infinity, Isuzu, Nissan, Mitsubishi, Mazda, Lexus, Subaru, Suzuki, Toyota, Scion. Audi, BMW, Buick, Cadillac, Chevy, Dodge, Chrysler, Ford, Pontiac, Porsche, Saab, Saturn, Smart, VW, Volkswagen.

Antlers clicked together and knocked against the glass. A stream of caribou was splitting around the Chrysler like brown water around a red and white rock, running in a heavy million-hearted whisper north across the forest floor.

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.

When the product is right, you don’t have to be a great Marketer” Lee Iacocca, CEO of Chrysler, Father of the Mustang

Dana’s father was the kind of man who bragged excessively about breaking the speed limit. He was big in a general way, with a long stride and rather stooped shoulders. Like his wife, he drank heavily and chain-smoked; he carried a whole roadmap of broken capillaries on his face. His eyes were what scared me most: he wore the look men get in their forties when they’ve given up hope and plan to get even. Everywhere he walked a vague sense of violence prevailed, although I was never certain whom he had hurt or if he was just a living threat. After working all day at the Chrysler, he and Jo spent the evening drinking and bowling. I rarely saw them.

Teksas tepelerinin ve New Mexsico sıradağlarının uçsuz bucaksız olmalarından kaynaklanan özlem: otoyollarda kayar gibi gidiş, Chrysler marka arabanın radyoteybinde çalınan süper “hit” parçalar ve sıcak dalgası.

Jesus Chrysler, John, it’s 1967 and there are easier ways to make a living,” he told Dad.

Size is more than ample for each company. Financial condition is adequate in the aggregate, but not for every company.2 Some dividend has been paid by every company since at least 1940. Five of the dividend records go back to the last century. The aggregate earnings have been quite stable in the past decade. None of the companies reported a deficit during the prosperous period 1961–69, but Chrysler showed a small deficit in 1970. The total growth—comparing three-year averages a decade apart—was 77%, or about 6% per year. But five of the firms did not grow by one-third. The ratio of year-end price to three-year average earnings was 839 to $55.5 or 15 to 1—right at our suggested upper limit. The ratio of price to net asset value was 839 to 562—also just within our suggested limit of 1½ to 1.

Seven of them. An old, open-top Jeep with most of its paint missing. A Chrysler 300 sedan in black with chrome wheels and heavy tints on the windows. A Porsche 911, dark blue and gleaming in the afternoon sun. A 1980s Cadillac, originally burgundy, now chalky and dull. A mustard-colored Volvo station wagon. A tiny, sky blue FIAT. And a white Hyundai SUV.

In 1982, his biggest investment was Treasury bonds; right after that, he made Chrysler his top holding, even though most experts expected the automaker to go bankrupt; then, in 1986, Lynch put almost 20% of Fidelity Magellan in foreign stocks like Honda, Norsk Hydro, and Volvo. So, before you buy a U.S. stock fund, compare the holdings listed in its latest report against the roster of the S & P 500 index; if they look like Tweedledee and Tweedledum, shop for another fund.7

And Death it calls as the stone crow breaks. Streaks of blood malform its face. Death becomes its withered eyes and the shadows whisper, “Lies.” Excerpt from "Lies

If ever I was meant to love, my heart would beat for you,” Need not the Raven say to Crow beneath the winter’s howl. Excerpt from "The Raven and The Crow

And the silence, it cuts me. The silence, it gores me, Spilling my blood as the rain falls on me. Excerpt from "Silence

Hjuki and Bil Hjuki and Bil chased the moon, With waters from Byrgir’s well, Upon their shoulders they did share, Simul the pole and Saegr. ‘Mani,’ they cried and chased the sky, ‘From Byrgir whence we came, To water the earth and water your drink, And water the seas with rain’. Hati looked back and Skol ahead, But Mani gave no reply, For Hjuki he took, and bent his crook, And Bil was taken thereafter. Hjuki and Bil still chase the moon, From Byrgir whence they came, To water the earth and water the drink, And water the seas with rain.

In death we vanquished enemies, In death, we slew our foes. Blood soaked rage engulfed our blades, When blood lust took its hold. – In death, a darkness troubled one, In death, concealed, undone. Deep in darkness dragons wait, When blood would set the sun. – In death, we glorified his name. In death, we saw too late, When drink, to him, we raised in praise, The dragon sealed his fate. – In death, we lived. In death, we fought. In death, we grew to hate. In death, the blackened wraith released, The blinded shade beneath. – In death, his darkened eyes grew dim. In death, his mind was lost within. With blackened eyes, he slew his kin, In death, we lost to him. – In death, I took up sword and slew. In death, the dragon’s wrath ensued. We had no choice. The dragon fumed. In death, he was consumed. – In death, our brother’s blood deplored, In death, our brother, did I gore, When I rose up and killed one more. His blood ensconced my sword. – From death, his mutterings are weak. From death, his voice, to me, it speaks. Entombed within my brother’s keep, Revived in death, he sleeps.

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?

As the Empire wades into the East River hand in hand with the Chrysler, other love-struck structures begin to talk. We’re watching from the windows as apartment towers lean in to gossip, stretching laundry lines finger to finger. Grand Central, as stout and elegant as a survivor of the Titanic, stands up, shakes her skirts, and pays a visit to Pennsylvania Station, that Beaux-Arts bangle. The Flatiron and Cleopatra’s Needle shiver with sudden proximity, and within moments they’re all over one another.

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.

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.

Think back to the oldest era your mind can fathom, back beyond everything we can remember, when gods were still men who had not yet lived the deeds that would deify them.

I should kill you,” Kallan whispered, “and watch your blood run with the cries of my people. If I kill you, all my troubles end. And I go home to Lorlenalin, my father’s death avenged.

With mouths agape, they stared in awe at the floor of fire and wall of flame. Atop a horse of golden flames that whipped and licked the leather reins, untouched by the fire that twisted and burned, sat Heimdallr, guardian of the Bilrost.

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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Specifically, they argue that digital technology drives inequality in three different ways. First, by replacing old jobs with ones requiring more skills, technology has rewarded the educated: since the mid-1970s, salaries rose about 25% for those with graduate degrees while the average high school dropout took a 30% pay cut.45 Second, they claim that since the year 2000, an ever-larger share of corporate income has gone to those who own the companies as opposed to those who work there—and that as long as automation continues, we should expect those who own the machines to take a growing fraction of the pie. This edge of capital over labor may be particularly important for the growing digital economy, which tech visionary Nicholas Negroponte defines as moving bits, not atoms. Now that everything from books to movies and tax preparation tools has gone digital, additional copies can be sold worldwide at essentially zero cost, without hiring additional employees. This allows most of the revenue to go to investors rather than workers, and helps explain why, even though the combined revenues of Detroit’s “Big 3” (GM, Ford and Chrysler) in 1990 were almost identical to those of Silicon Valley’s “Big 3” (Google, Apple, Facebook) in 2014, the latter had nine times fewer employees and were worth thirty times more on the stock market.47 Figure 3.5: How the economy has grown average income over the past century, and what fraction of this income has gone to different groups. Before the 1970s, rich and poor are seen to all be getting better off in lockstep, after which most of the gains have gone to the top 1% while the bottom 90% have on average gained close to nothing.46 The amounts have been inflation-corrected to year-2017 dollars. Third, Erik and collaborators argue that the digital economy often benefits superstars over everyone else.

ear. In most people, it provokes a response to run. ... I will make you cum and then I will run. That is what I was trained to do. My brain is programmed this way. My body is conditioned this way. Fear is my trigger. This is what I am. Fear. This is what I have become. This is my defense. You asked for my story. I will tell you exactly how I came to be like this.

I hated checking my voicemail. I associate it with matters of importance and nothing ever was. Such a pain. I also hated guests, change, interruptions, and the feeling I got when someone came to my door. Anxiety, terror, then the arousal. I wanted him to leave and afterward I would indulge in a bit of fantasy.