Zitat des Tages von Carlos Ghosn:
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.
You'll never convince me there is a hopeless situation or there is any finality in any success or any failure.
It would be easier to make money in other sectors, but since I was a kid, I liked cars.
Talking about stepping down in five years is frankly not a topic of particular actuality now.
I think the new generation is much more demanding about respect for the environment than we have ever imagined.
As the CEO, I have to take care of the short term, mid term and the long term.
When you're C.E.O., you have to have two conditions: first, shareholders need to trust you and want you to head your company. The second is that you need to feel the motivation to do the job. So, as long as both are reunited, you continue to do the job. And today, they are reunited.
Every single time you make a merger, somebody is losing his identity. And saying something different is just rubbish.
We continue to be bullish on China.
As an individual, not as the boss of a company, I am very interested in motor racing.
Being in a multicultural environment in childhood is going to give you intuition, reflexes and instincts. You may acquire basic responsiveness later on, but it's never going to be as spontaneous as when you have been bathing in this environment during childhood.
When I come to a design decision, people know that is that.
The time is right for electric cars - in fact the time is critical.
Employees are your most valuable assets. They are the heart and guts of a company. This doesn't mean that from time to time, you aren't going to do what is good for the company.
If guys try to make a bigger company for the sake of size, they don't create value in most cases.
Incentives are not strategy, they are tactics. Defensive measures.
What I worry about is not just Nissan, but Japanese manufacturers losing motivation to maintain production in Japan. The high yen is definitely a headwind.
You have to be careful to react when you start to deviate from your course.
Electric cars are not going to take the market by storm, but it's going to be a gradual improvement.
Business is tough; you need tough guys.
Is Europe going to be breaking? I don't think so. I think the euro will stay. I think at the end of the day Europeans will find the solutions in order to hold Europe together.
Don't believe what I say. Believe what I do.
If you have not been a villain at a certain point in time, you will never be a hero. And the day you are a hero, you may become a villain the next day.
Design is important, it's an important dimension in the car. It's not the only one.
Regulations about environments are going to get tougher and tougher.
Profit is the most global aspect of a business, and it is cross-functional.
We are not making a capital investment into GM as the first element or condition.
You don't build your character by doing what everybody else is doing.
I have my family, my children - I have a lot of outside activities.
I mean, when you're a pioneer and you are at the forefront of an offensive, you're going to be the most optimistic person.
We are still keeping, as much as we can to the one million commitment that we made, hoping that at a certain point in time, the headwinds represented by the strength of the yen will be a little bit less strong.
The most interesting information I can have about a competitor is the cost.
Synergies are not only about cost reduction. Synergies can be access to markets, exchange of products, avoiding overlaps, exchange of best practices.
I think we're going to have some difficulty in front of us. I have absolutely no doubt the next three, four years Europe are going to be at best stagnation. We are preparing for tough times.
You go to a plant not only to pat the people on the back, but to tell them about the opportunities they have to do a better job. Quality is one of the opportunities they have to do a better job.
You don't implement change easily in Japan unless you explain very clearly why you need to do this change, how you're going to do this change and what's going to be the outcome of this change. If you offset or you forget to explain one of these three steps you're not going to do it.