Coaching Tip
MAY 26, 2016
mpg of a 2013 Ford Fusion HYBRID over 27,500 miles. . To reduce greenhouse gases and packed automotive freeways, the automobile industry must sell, not just build, vehicles getting higher mileage.in mpg to April 2016 at 25.2 Our personal family average mpg experience is: 27.4 However, U.S. mpg by 2025. . Related articles.
The Horizons Tracker
SEPTEMBER 25, 2019
The number of industrial robots in operation around the world has grown rapidly in recent years, but nowhere more so than in China, where some 30% of the world’s robots are in operation. The researchers collected data from the China Employer-Employee Survey to gauge how many firms are using robots.
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N2Growth Blog
AUGUST 1, 2016
Sam Walsh: I graduated with a Bachelor of Commerce from Melbourne University and started my career in the Automotive Industry at General Motors in Australia in 1972. I started my career in purchasing; migrated to sales and marketing; moved to manufacturing, mining, and then general management in a business operating in 40 countries.
Harvard Business Review
FEBRUARY 12, 2016
In 2013, we created a global Social Media Center of Expertise (CoE), staffed by about 600 people in five regions from the marketing, communications, and customer care teams, with the goal of enhancing the company’s market-based decision making (part of CEO Mary Barra’s mantra of earning customers for life ). Keep it simple.
Harvard Business Review
NOVEMBER 28, 2013
In this new operating environment, I find more and more multinationals looking to new frontier markets for growth while demanding profitability from their emerging-market operations. Nigeria’s automotive industry is booming, as international car makers are expanding their dealerships and setting up local assembly plants.
Harvard Business Review
MAY 14, 2013
Although the Border Security, Economic Opportunity, and Immigration Modernization Bill of 2013 — introduced four weeks ago by a bipartisan group of eight U.S. That deal was supposed to protect America''s floundering automotive manufacturers, but it did nothing to help GM, Ford, and Chrysler become more competitive.
Harvard Business Review
JULY 15, 2015
So when we faced such a challenge at Lear Corporation, a Fortune 200 automotive supplier with 136,000 employees worldwide, we knew the odds were against us. Getting the company back on its feet required a major boost in operating efficiency. We succeeded, but by 2013 we worried that we had taken our focus on results too far.
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