Dieter Zetsche Quotations

We're sticking to the timetable for the moment.

We have no shortage of capacity and we are not planning to take any of it out. Our ambition is to make our plants efficient wherever they are.

We want our divisions to concentrate on the automotive core processes - development, production and sales.

Energy and fuel prices continue to rise, triggering fuel consumption concerns in the United States.

Our objective in taking these actions is to create a lean, agile structure, with streamlined and stable processes that will unleash DaimlerChrysler's full potential.

Management has to be where the action is.

I feel it is correct to publish the salaries.

DaimlerChrysler made significant progress in the year 2005, but our earnings are still not where we want them to be. We intend to grow profitably and to create added value over the long term - for the benefit of our customers, employees and shareholders.

No doubt hybrid offers real benefits to the consumer in stop-and-go conditions. That's not as true in long-distance, constant speed driving where the only effect of the hybrid is added weight.

Right now it's more probable that we'll make a decision in favor of the U.S.A. rather than against it.

If we had a light-duty vehicle population that was one-third diesel, that could save up to 1.4 million barrels of oil per day in the U.S.--the amount the U.S. currently imports from Saudi Arabia.

I am responsible for everything we do at Chrysler, but I didn't know about it.

Here in the European Union, we need to learn from the American experience, because if we don't, we may end up reliving it.

It is now more likely that we will decide in favor of, rather than against (entering) the U.S..

Over the last several years, we focused on our automotive business and started to streamline the core processes in our divisions. But to safeguard our future in this competitive global industry, we need to apply that same equation across all general and administrative (G&A) functions ... with the added dimension of adapting to the needs of our business.

Our goal is to put Chrysler on a path of profitable growth.

Our objective is to create a lean, agile structure, with streamlined processes that will unleash DaimlerChrysler's full potential.

It has performed well in the world's toughest market.

Mercedes Benz is the crown jewel in the company.

We have to learn to do the same with less, or even more with less.

We have an advantage by announcing this turnaround plan that we are already in the midst of implementing. Every bit of it has been discussed and agreed upon by the unions. I have a very high degree of confidence we will be able to deliver on all parts of the turnaround plan.

We are not satisfied with last year's results. We can only safeguard the future of our company and the jobs of our employees if we achieve profitable growth.

We are in a difficult business situation and we know the only way to initiate change effectively is by working together. The true test of a strong relationship is measured during times such as these.

We want to have the board where the action is.

We are seeing whether there are more possibilities to intensify our cooperation. We're talking about a whole bunch of projects. We meet each other regularly.

This really, I think, is a whole new direction this market can take.

To what extent the adjustment we are making in employment leads to a stable employment situation will be defined by our success on the market.

It was very clear that we needed a very different contract than we had in years past.

Our aim isn't to win over customers by offering the highest incentives. Instead, we want to attract customers by offering them great products with excellent value for their money.

DaimlerChrysler made significant progress in 2005. But our earnings are still not where we want them to be.

I'm more proud of the fact there is an extremely strong management team in place in Auburn Hills. Tom LaSorda was a key pillar of that management team.

Industry sales actually came out higher than expected. In January, we lost some momentum in the marketplace because of the uncertainty surrounding our recovery. By announcing a major portion of our turnaround plan earlier this week, we will recapture that momentum.

If there's one message I want to convey, it is this: exciting breakthrough products made this company and those kind of products will make our company stand tall again.

Clearly, it's our objective to be No. 1, We will be in the very top ranks in the next three years.

Clearly it is our objective to become No. 1 in the J.D. Power survey, We'll definitely be within the very top ranks within the next three years.

The industry is dealing with a highly competitive, saturated marketplace. The combination of a softening market and an excess of inventory requires immediate action.

The markets are deteriorating, and our company's performance even more so. Competition is brutal. North American manufacturers are under pressure from imports and an incentive war is on.