Alan Mulally Quotes

Strauss Group continues to strengthen its future growth engines, improve the company's competitive position, and increase market share, while continuing streamlining processes, improvements, and carrying out organizational adjustments in the company.

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.'

Efficiency innovations arise in industries that already exist. They provide existing goods and services at much lower costs. They are not empowering. Efficiency innovators become the low cost providers within an existing framework.

Our goal is to make General Motors the most valuable automotive company. Clearly, that is having sustainable profitability and driving great returns for our shareholders.

If you change the rules of the market, you can be more successful than your competitors.

We want to set a tone going into our fiscal year that starts Feb. 1, that Wal-Mart Stores is going to be aggressive in taking care of customers, taking care of our associates, communications and merchandising.

The goal seems to me at times just to be business first.

I'd rather Apple cannibalize Apple than somebody else cannibalize Apple.

The purpose of a business is to create a customer.

For value investors, General Motors is a tempting target. The company's share of the North American auto market has steadily declined for two decades, and analysts say the company suffers from weak management and unexciting cars.

First, we have to lower our costs to levels that are more competitive. This will prevent the lower-cost airlines from pushing us out of the markets we want to serve. We've made great progress on this front, but we need to keep pushing.

Synergies are not only about cost reduction. Synergies can be access to markets, exchange of products, avoiding overlaps, exchange of best practices.

If GM had kept up with technology like the computer industry has, we would all be driving $25 cars that got 1,000 MPG.

The U.S. market has the highest priority for Volkswagen.

In this industry, you have to have passion. It's tough; there's no mercy. But I just love cars - I love to bring a new car to market. And every time I do this, it gets a little easier.

It's counterproductive to lower my price, because I have to sell more units to make up for that lost revenue. Generating brand-new products can take a long time. Improving service is typically the quickest way that I can take market share. So aligning technology strategy to better service customers becomes an essential path to revenue growth.

Savvy, competitive investors able to build, buy, and fix companies will continue to stimulate growth by allowing us to do more with less - the only way to create prosperity.

My argument is that there is already an automated machine to make pads. What I did - I reverse-engineered it to 'simple.' Anyone who wants to compete will have to come out with a simpler machine.

Substantial services growth is core to Boeing's strategy.

We are a company that can actually manufacture cars.

Revenue is not where the focus of the company is at. We are focused on pushing out cool products like our analytics.

When I arrived in Ford, a decision was made to sell many marquee brands. This was because 85 per cent of the sales were from Ford and Lincoln brands. We were clear that for the company's strong future, we needed to focus on the Ford brands.

[Could] motor cars could be produced [in a country like Germany] and sold in competition in the American market . . . .In my opinion it is impossible to reach the conclusion that competition from without can ever be any factor whatsoever?

I never think in terms of how we can compete against the other companies; rather, our primary focus is to make consumers feel the uniqueness and attractiveness of our products.

When companies minimize their costs, they can spend more on R & D and marketing. It's just very logical.