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Ford Going Further at Shanghai with Escort Concept – a Distinctive, Desirable Car Designed for Chinese Customers
NEWS www.facebook.com/ford www.twitter.com/ford Ford Going Further at Shanghai with Escort Concept – a Distinctive, Desirable Car Designed for Chinese Customers • Ford Escort Concept blends design that is distinctive and desirable with functionality, quality, roominess, fuel economy and safety • Ford Escort Concept shows the future vision for how Ford could expand its global compact car platform in China • Ford Escort Concept is designed to meet the demands of Chinese consumers within a specific subsegment of China’s largest and fastest-growing segments, compact cars SHANGHAI, China, April 20, 2013 – Ford’s commitment to Chinese automotive customers took a giant leap forward today at Auto Shanghai 2013 with the unveiling of the Ford Escort Concept – the latest example of how the company’s global DNA continues to evolve and cater to a growing and diverse mix of customers. The Ford Escort Concept showcases Ford’s vision for how the company could serve additional customers in China’s compact car segment – a segment that accounts for over 25 percent of the country’s total vehicle industry and includes the Ford Focus, the best-selling nameplate in China last year as well as the best-selling nameplate worldwide. Building on the success of the Focus, the Ford Escort Concept is a new kind of compact car, designed for a very different customer. Both Focus and Escort Concept deliver high quality, safety and fuel economy. While Focus successfully meets the needs of those seeking a fun driving experience and high level of technology, the Escort Concept is for those customers who value exceptional roominess, uncompromised functionality and sophisticated design. -
Mercedes-Benz W221.II S-Class
Press Kit: The 2009 Mercedes-Benz S-Class Contents Page Press Information Short version 19 October 2009 The 2009 Mercedes-Benz S-Class Pacemaker in automotive development 2 At a glance Australian prices for the 2009 S-Class 10 At a glance Technical highlights of the 2009 Mercedes-Benz S-Class 12 Long version Model range Wide range of high-tech systems in series production 19 Market success Number One in the luxury segment 26 Drive system Serene and efficient 32 Active and passive safety "Intelligent partners" 39 Design and equipment Perfection to the last detail 61 Chassis and suspension Safe and relaxed arrival 75 Mercedes-Benz Australia/Pacific Corporate Communications A Daimler Company The 2009 Mercedes-Benz S-Class: Press Information Pacemaker in automotive development 19 October 2009 After four years in production and sales of 270,000 units, Mercedes- Benz is now presenting the 2009 S-Class. With an even more dynamic design, even more comfort and path-finding innovations, this extensively updated new series of the world's most successful luxury saloon is reiterating its claim to be the standard for automotive progress. The engine range includes six up-to-date petrol and diesel units, which generate the same, high output as in the preceding series but require up to seven percent less fuel. The high safety standard typical of the S-Class is further improved by a unique combination of new camera and radar based driver assistance systems, with innovations such as ATTENTION ASSIST drowsiness detection and Adaptive Highbeam Assist. More agility and driving enjoyment is ensured by Direct-Steer and modified Active Body Control with crosswind stabilisation for the eight- and twelve-cylinder models. -
Daimler Sustainability Newsletter
November 2009 Daimler Sustainability Newsletter 2nd Daimler Sustainability Dialogue Contents in brief 3 billion euro investment: Daimler’s clear commitment to the » 2 Exchange of ideas and German locations Groundbreaking in Kecskemét: Production is set to commence in 2012 at » 3 dialogue with stakeholders the new passenger car plant in Hungary Daimler maintains dialogue with its stakeholders throughout the world. In early Employees: November, national and international stakeholders met up with representatives 2,300 young people commence apprentice - » 3 from Daimler at the “Daimler Sustainability Dialogue” for an exchange of ideas and ship – Web-based “Code of Conduct” training critical discussion in matters of sustainability. smart fortwo electric drive: Large-series production will start at the » 4 STUTTGART – By staging this event, it is for determining the Group’s position, and Hambach plant in 2012 Daimler’s intention to acquire practical in - – whenever necessary – as an incentive to sights for further enhancing its sustaina- undertake corrective measures.” Sprinter “BlueEFFICIENCY”: bility performance. The “Daimler Sustaina- New engines and transmissions for greater » 4 bility Dialogue,” established on a long-term The objective of last year’s Sustainability fuel economy and reduced emissions basis, serves to promote regular discussion Dialogue was to get to know the stakehold - Customers: with the Group’s stakeholders. Following ers and to become acquainted with their ex - Daimler opens a new Commercial » 5 the first event of its kind in 2008, the Dia - pectations and demands vis-à-vis Daimler, Vehicle Center – Premiere for logue was held for the second time this year. and thus to derive impulses for further the “TruckWorks” service scheme improving sustainability performance. -
June, 2008 Volume 19, Number 3
June, 2008 Volume 19, Number 3 Inside This Issue Page: 3 - Editor’s Column 4 - Membership Matters 5 - OJOA Events 6 - Jaguar E2A Auction 7 - OJOA 2008 Concours D’Elégance 12 - OJOA 2008 Spring Blossom Run Report 15 - JCNA AGM Report 17 - Jaguar News 21 - Classified Ads Coming Events See Page 5 for details Wednesday, June 11th OJOA Meeting Sunday, June 22nd OJOA Concours D’Elégance Sunday, August 24th OJOA Summer Run The Ontario JAGUAR OJOA EXECUTIVE Volume 19, Number 3 - June, 2008 PRESIDENT Copyright © 2008 by the Ontario Jaguar Owners’ Association Fred Hill The Ontario Jaguar is published six times a year. 524 John Frederick Dr Opinions and views expressed in this newsletter are those of the individual writers and do not necessarily Ancaster, ON L9G 2R5 reflect those of the Ontario Jaguar Owners’ Association (OJOA), its executive members, or affiliated Phone: 905 648 1800 bodies such as Jaguar Cars or the Jaguar Clubs of North America. E-mail: OJOA grants the Jaguar Clubs of North America (JCNA) and affiliated clubs a non-exclusive, non- [email protected] transferable, royalty free licence to reproduce articles and photographs contained herein unaltered, one time in the affiliated club’s newsletter, provided credit is given to the OJOA and the author of the reproduced material. JCNA clubs may contact OJOA to obtain further permission as required. VICE PRESIDENT OJOA and its executive members and legal representatives accept no responsibility whatsoever for the Stephen Sherriff accuracy or efficacy of, or any claim for, any product, service or recommendation made herein. 2206 Fifth Line West Mississauga, ON L5K 1V5 The Ontario Jaguar Owners' Association (OJOA) Phone: 905 822 7396 E-mail: The Ontario Jaguar Owners Association was formed in December 1959 as an automobile club whose [email protected] purpose was to stimulate and encourage interest in the preservation, ownership and operation of Jaguar automobiles. -
Autoalliance International Inc. 1 International Drive, Flat Rock, MI
AutoAlliance International Inc. 1 International Drive, Flat Rock, MI 48134 734-782-7800 Chairman President & CEO CFO & VP Corporate Planning VP Purchasing VP Human Resources Plant Manager General Manager Launch John G. Parker Gary A. Roe Brian D. Harris Keith Cooper Guy Trupiano Faith Wood Greg Brown BMW of North America LLC 300 Chestnut Ridge Road, Woodcliff Lake, NJ 07677 201-307-4000 Chairman & CEO* VP Marketing VP Aftersales VP Engineering Executive VP of Operations General Manager Sales Tom Purves Jack Pitney Alan Harris Karl-Heinz Ziwica Howard Mosher Peter Moore Manager Corporate Services General Manager, & Purchasing Manager Marketing Research Retail & Industry Relations Manager Marketing Communications Manager Corporate Communications Patty Halpin Bill Pettit Thomas McGurn Patrick McKenna Rob Mitchell *BMW (US) Holding Corp. Mini 201-307-4000 Rolls-Royce Motor Cars NA LLC 201-307-4117 Manager, General Manager, General Manager, General Manager, General Manager, VP Mini Marketing Manager, Sales President Communications Western Region Eastern Region Southern Region Manager Aftersales Jim McDowell Trudy Hardy Steve Saward Peter Miles Bob Austin Chris Marchand Andy Thomas Paul Faletti Matthew Lynch BMW Manufacturing Corp. P.O. Box 11000, Spartanburg, SC 29304 864-989-6000 VP Engineering President VP Assembly VP Body VP Paint & Quality Management VP Procurement Clemens Schmitz-Justen Dieter Lauterwasser Bernd Koenigsbruegge Doug Bartow Peter Gilliam Enno Biermann VP Corp. & Associate Communications, VP Logistics, Information Technology VP Finance VP Human Resources Environmental Services Manager Media & Public Affairs Thomas Arlt Sean Noonan Kathleen Wall Robert Nitto Robert Hitt CAMI Automotive Inc. 300 Ingersoll St., Ingersoll, Ontario, Canada N5C 4A6 519-485-6400 President VP Finance Executive VP Planning Director Manufacturing Director New Model Development Robert C. -
Mercedes-Benz Chairman Dieter Zetsche Sees a Future for the Auto Industry of 'Endless Possibilities'
Mercedes-Benz Chairman Dieter Zetsche Sees a Future for the Auto Industry of 'Endless Possibilities' Dr. Dieter Zetsche Chairman of the Board of Management, Daimler AG Head of Mercedes-Benz Cars Division November 5, 2015 Excerpts from Dr. Zetsche's Remarks On the state of the U.S. economy: It’s funny: For decades, people have predicted the downfall of the American economy. In the ’80s, many feared that Japan would soon be the leading economy in the world. In the 2000s, they say the same thing about China. Yet, despite all of those bleak predictions, the U.S. continues to be the locomotive of the world economy. On German hardware: German hardware is just as exciting as American software. On electric cars: Five years ago most people assumed that virtually every auto manufacturer in the world would mostly sell electric vehicles. Today, five years later, we know high purchase prices, cheap gas, range anxiety, a limited number of charging stations – these and many other factors slowed down the rise of electric mobility. Plus to this day, no manufacturer has actually made money on electric vehicles. Daimler was and I think still is the first exception, because we sold our stake in Tesla with a $750 million gain. [Laughter.] On learning cars: Our long-term vision is a learning car that progressively tailors itself to the driver. And that’s important because the more functions the car is equipped with, the more complex it becomes. On car sharing: Daimler is the first auto manufacturer in the car-sharing business. When we launched our service Car2Go, many people thought it was crazy to share cars instead of selling them. -
Daimler Annual Report 2009
Pioneers of Sustainable Mobility. Annual Report 2009. Key Figures Daimler Group 2009 20082007 09/08 Amounts in millions of € % change Revenue 78,924 98,469 101,569 -20 1 Western Europe 36,458 46,276 49,753 -21 thereof Germany 18,788 21,832 22,582 -14 NAFTA 19,380 23,243 25,136 -17 thereof United States 16,569 19,956 21,846 -17 Asia 12,435 13,840 11,918 -10 thereof China 4,349 3,226 1,951 +35 Other markets 10,651 15,110 14,762 -30 Employees (December 31) 256,407 273,216 272,382 -6 Investment in property, plant and equipment 2,423 3,559 2,927 -32 Research and development expenditure 4,181 4,442 4,148 -6 thereof capitalized 1,285 1,387 990 -7 Cash provided by (used for) operating activities (including discontinued operations) 10,961 (786) 7,146 . EBIT (1,513) 2,730 8,710 . Value added (including discontinued operations) (4,644) (1,147) 1,380 . Net profit (loss) (2,644) 1,414 3,985 . Net profit (loss) from continuing operations (2,644) 1,704 4,855 . Earnings (loss) per share (in €) (2.63) 1.41 3.83 . Earnings (loss) per share, continuing operations (in €) (2.63) 1.71 4.67 . Total dividend 0 556 1,928 . Dividend per share (in €) 0.00 0.60 2.00 . 1 Adjusted for the effects of currency translation and changes in the consolidated group, decrease in revenue of 21%. With the B-Class F-CELL, Mercedes-Benz is the world’s first manufacturer to put a fuel-cell car on the road that was produced under series conditions. -
IR Release: Daimler Net Profit Almost Doubles in First Quarter of 2014
Investor Relations Release April 30, 2014 Daimler: Net profit almost doubles in first quarter of 2014 • Total unit sales of 565,800 vehicles at record level in first quarter • Revenue up by 13% to €29.5 billion • Disproportionately high increase in Group EBIT to €1,787 million (Q1 2013: €917 million) • Net profit of €1,086 million (Q1 2013: €564 million) • Significant growth in unit sales and revenue expected • Group EBIT from ongoing business anticipated to be significantly higher than in 2013 • Dr. Dieter Zetsche: “Our strategy is paying off; our investments are bearing fruit. We made a good start to the year, as expected.” Stuttgart, Germany – Daimler AG (ticker symbol DAI) started the year 2014 with significant growth in unit sales, revenue and earnings. Worldwide, the Group sold 565,800 cars and commercial vehicles in the first quarter – more than ever before – and thus increased its unit sales by 13% compared with the prior-year period. Despite unfavourable exchange rate developments, revenue increased by 13% to €29.5 billion. Group EBIT rose to €1,787 million (Q1 2013: €917 million). Net profit reached €1,086 million Daimler Investor Relations, www.daimler.com/investor (Q1 2013: €564 million), and thus nearly doubled compared with the page 2 prior-year period. “Our strategy is paying off; our investments are bearing fruit,” stated Dr. Dieter Zetsche, Chairman of the Board of Management of Daimler AG and Head of Mercedes-Benz Cars. “We made a good start to this year, as expected. As the year progresses, we will continue working systematically on our profitable growth path.” The significant increase in earnings at the beginning of the year was influenced by the very positive development of unit sales and revenue, a better model mix and further efficiency gains at all divisions. -
Polishing the Star
Polishing the INTERVIEW WITH DAIMLER’S DIETER ZETSCHE Star EIN INTERVIEW MIT DAIMLER-CHEF DIETER ZETSCHE rom his first days of prominence during the “merger of equals” be- Ftween Chrysler Corporation and the former Daimler-Benz AG in 1998 — a $36-bil- lion acquisition, more accurately, of the former by the latter — Dieter Zetsche put the global auto industry on notice that he stood apart from Germany’s executive ranks. Born in Turkey of German parents, he grew up near Frankfurt and graduated as an electrical engineer from University of Karl- sruhe in 1976. He was awarded his doctorate in mechanical engineering in 1982 from the University of Paderborn, having already been employed as an engineer for what was then called Daimler-Benz, the world’s oldest maker of vehicles. He rapidly advanced through a series of engineering and leadership posts, in- cluding stints in Brazil and Argentina. His first U.S. assignment was to run the company’s maker of heavy trucks, Freightliner. Assigned by Daimler chief executive Der Stern Juergen E. Schrempp to integrate Chrysler’s U.S. operations into the new DaimlerChrysler, Zetsche proved to be anything but the ste- reotypical rigid, micromanaging overlord wird poliert from Stuttgart. Affable and well-liked, with a talent for listening intently and team-building, he gained trust and promoted accessibility eit er Bekanntheit erlangte im Rahmen der „Fusion by making a point of speaking English with unter Gleichen“ zwischen der Chrysler Corporation fellow German executives as a courtesy to S und der ehemaligen Daimler-Benz AG im Jahre American Chrysler executives. -
Fast Forward 2006 Annual Report
Ford Motor Company Ford Motor Company / 2006 Annual Report Fast Forward 2006 www.ford.com Annual Fast Forward Ford Motor Company • One American Road • Dearborn, Michigan 48126 Report cover printer spreads_V2.indd 1 3/14/07 7:41:56 PM About the Company Global Overview* Ford Motor Company is transforming itself to be more globally integrated and customer-driven in the fiercely competitive world market of the 21st century. Our goal is to build more of the products that satisfy the wants and needs of our customers. We are working as a single worldwide team to improve our cost structure, raise our Automotive Core and Affi liate Brands quality and accelerate our product development process to deliver more exciting new vehicles faster. Featured on the front and back cover of this report is one of those vehicles, the 2007 Ford Edge. Ford Motor Company, a global industry leader based in Dearborn, Michigan, manufactures or distributes automobiles in 200 markets across six continents. With more than Dealers 9,480 dealers 1,515 dealers 1,971 dealers 125 dealers 871 dealers 2,352 dealers 1,376 dealers 6,011 dealers and 280,000 employees and more than 100 plants worldwide, the company’s core and affiliated Markets 116 markets 33 markets 25 markets 27 markets 64 markets 102 markets 138 markets 136 markets automotive brands include Ford, Jaguar, Land Rover, Lincoln, Mercury, Volvo, Aston Martin Retail 5,539,455 130,685 188,579 7,000 74,953 428,780 193,640 1,297,966** and Mazda. The company provides financial services through Ford Motor Credit Company. -
AN AUTONEWS 04-30-07 a 26 AUTONEWS.Qxd
AN AUTONEWS 04-30-07 A 26 AUTONEWS 4/25/2007 4:34 PM Page 1 26 • APRIL 30, 2007 MULALLY’S MANTRA: ONE FORD 6 key players 6 engineers and designers who 2 markets, 2 different commercial vans have key roles in developing global Ford-brand vehicles Amy Wilson [email protected] Joe Bakaj DETROIT — No vehicle epitomizes Title: Vice president Ford Motor Co.’s struggles to share of product vehicles globally more than the full- development, Ford sized van. of Europe Ford executives have debated the Age: 44 merits of selling a single commer- Years at Ford: 22 cial van around the world since the Known for: Before becoming head 1960s, when the company’s Euro- of European product development pean entry, the Transit, was devel- in 2005, Bakaj led Mazda global oped. The Transit bears little re- product development. semblance to Ford’s E-series or Ford sells the Transit van in Europe. The Econoline is Ford’s U.S. commercial van workhorse. Econoline van that dominates the Peter Horbury North American commercial van concerns about costs of a joint pro- product chief Derrick Kuzak said. “So Transit Connect, a commercial van Title: Ford North market. gram and different customer prefer- it’s an opportunity.” smaller than the regular Transit, in America executive According to former Ford President ences in Europe and the United That said, the Transit and the the United States this year. director of design Nick Scheele, Ford has studied States. Econoline have differences that must With gasoline prices rising in the Age: 57 whether to develop one global van European customers prefer small- be reconciled. -
Big Bumper Royale Brand Logo Quiz Answers – Martin Smith Level 1 1
9. Red Bull 3. Columbia 9. MGM 10. Puma 4. Pizza Hut 10. Michelin 5. LinkedIn Level 4 6. Wella Level 11 1. Wikipedia 7. Play Station 1. Adobe Big Bumper Royale Brand 2. Shell 8. Honda 2. Yahoo! Logo Quiz Answers 3. Nespresso 9. L’Oréal 3. Panasonic – Martin Smith 4. Audi 10. Gap 4. Wilson 5. Blue Tooth 5. British Airways Level 1 6. Warner Bros Level 8 6. Whirlpool 1. Dell 7. Campbell’s 1. Bentley 7. Microsoft Word 2. Netflix 8. Weetabix 2. Tesco 8. BT 3. You Tube 9. Burger King 3. Pringles 9. Mercedes-Benz 4. Skype 10. Sony 4. Knorr 10. Nestlé 5. Wifi 5. Blizzard 6. Chupa Chups Level 5 6. Louis Vuitton Level 12 7. Instagram 1. Kleenex 7. Volvo 1. CNN 8. Budweiser 2. Coca-Cola 8. Ford 2. Pampers 9. Fanta 3. KFC 9. Evian 3. Jeep 10. Cadbury 4. Colgate 10. Monster 4. Samsung 5. Visa 5. Starbucks Level 2 6. Mattel Level 9 6. Hello Kitty 1. Nintendo 7. Ikea 1. Kodak 7. John Deere 2. Fosters 8. AMD 2. New Balance 8. Siemens 3. Tag Heuer 9. Fujitsu 3. Heineken 9. Nvidia 4. MSN 10. Sega 4. Johnnie Walker 10. Windows 5. NBC 5. LG 6. Adidas Level 6 6. Bugatti Level 13 7. Google Chrome 1. Sharp 7. Chrysler 1. Minute Maid 8. Philips 2. Alfa Romeo 8. Subway 2. Intel 9. Xbox 3. Nissan 9. Cannon* 3. Amazon 10. Sesame Street 4. Vodafone 10. Calvin Klein 4. Twitter 5. Easy Jet 5. Swarovski Level 3 6.