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.
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The ability to please your shareholders comes because of what you do for clients.
From the business point of view, always encouraging the people in our company to own stock in the company, and if we're going to build something great, to have a lot of people share in the benefits of that greatness.
Buying a car used to be an experience so soul-scorching, so confidence-splattering, so existentially rattling that an entire car company was based on the promise that you wouldn't have to come in contact with it.
At a car dealership, the person who sells the car is the hero, and also gets the commission. But if the mechanics don't service that car well, the customer won't return.
When consumers purchase a Toyota, they are not simply purchasing a car, truck or van. They are placing their trust in our company.
Some companies out there quote a start of production that is substantially in advance of when customers get their cars.
You have to decide who you are going to serve - stockholders or your customers.
You can't just ask customers what they want and then try to give that to them. By the time you get it built, they'll want something new.
If you provide enough value, then you earn the right to promote your company in order to recruit new customers. The key is to always provide value.
Today there are two points where a car manufacturer has interaction with you as an owner of a car. One, you buy the car. Two, you go to the car shop to repair the car.
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