Bernie Ecclestone Quotes

You want to make sure this particular car is going to please the customer and then you're going to be rewarded with something that is going to please the shareholder.

The fact is, Joe Isuzu is very successful at selling cars.

When General Motors builds a car, they want to meet the specific needs of many customers. But if they custom-make each car, then it will not be economical.

I was really into classifieds for awhile. I'm a big negotiator. My father owned a car dealership when I was younger... it's just in my blood.

Now, if most Americans want to go out and buy a car, they don't say, you know, 'I think I'll call the chairman of the board of Ford Motor Company and see what kind of deal we can make here.'

I'm a dealer. That's exactly right. I'm a used car dealer.

I regularly buy and sell cars, but I do not buy and sell fleets.

Customers are now driven by trying to optimize value.

I spent some time studying Toyota, because how could a loom maker - they made looms. That was their business for 50 years, 35 years - and then they decided to go into the car business after everyone else was in the car business.

I just want to make a difference. I want to make Chrysler the most profitable car company in the United States.

I think the only way to maintain profitability is to meet the needs of the customers.

You have to have what your customers need because if you don't have what your customers need, you're not going to have customers.

In the telecommunications, consumer products, and railway businesses, there are very real consequences if you don't meet the consumer's needs and desires. There are also substantive rewards for doing so, and especially for exceeding customer expectations.

The best American manufacturers customize products to meet customer needs, reduce the time required to make them and constantly improve their design.

The job of automobile manufacturers is to passionately build something that others love to own.

I do not work for the shareholder, to be honest. I work for the customer.

Business is all about the customer: what the customer wants and what they get. Generally, every customer wants a product or service that solves their problem, worth their money, and is delivered with amazing customer service.

We know what the customer wants, and so we're buying in a totally different way.

Shared ownership will always mean that you will never sell as many cars as might have been sold without shared mobility... if people are sharing cars, then obviously you are going to sell less cars than would have been sold otherwise. But it doesn't mean that you will have a deceleration in private cars; it just means that the growth will be lower.

Our customers need to be satisfied that there is a price-value relationship that they feel great about.

We want to serve the customer as they want to be served.

Our customers, system, and shareholders are best served when we direct our focus and energy towards executing against these critical customer expectations.

I can remember the first time I tried to drive into the garage of the world headquarters of Ford in a Camry. It was almost like they wouldn't let me in. They said, 'Why do you want to do that?' I said, 'Because we are going to make the best cars in the world, and we need to know everything about the competitor's car.'

When [competitors are] in the shower in the morning, they're thinking about how they're going to get ahead of one of their top competitors. Here in the shower, we're thinking about how we are going to invent something on behalf of a customer.

Here's the analogy. If my body were a car, I'd be thinking about trading it in around now. I would like to upgrade. I would be actually on the lot somewhere and some guy with a loud sports jacket would be sizing me up...kinda lookin' around goin--maybe kickin my knees. Looking behind me going: That looks a little bashed in back there...Yeah. You mind if I check under the hood?" 'Well yes I do! Thank you very much.