Word: sperlich
(lookup in dictionary)
(lookup stats)
Dates: all
Sort By: most recent first
(reverse)
...keeping its big New Yorker and producing large cars 16% faster than it did four months ago. Chairman Lee Iacocca, however, wants the Government to tack an additional 20? onto the federal gas tax to encourage conservation, even though there is more profit in bigger cars. Says Harold Sperlich, president of Chrysler's North American car business: "We are giving people the wrong signal, and hastening the day when the next oil crisis will arrive...
...hire people who understood the same system he did: other Ford executives. Some were called out of retirement, others were wooed away and enlisted with lacocca for the challenge of engineering a turnaround. Today the four top officers are Ford alumni: lacocca; Vice Chairman Gerald Greenwald; Harold Sperlich, president of North American automotive operations; and Executive Vice President of Finance Robert S. Miller. Of the 28 highest-ranking Chrysler executives, only four remain from pre-Iacocca days. Says Survivor Stephan Sharf, 62, executive vice president of manufacturing: "As the newest vice president when lacocca arrived, I followed a tradition...
While the gasoline shortage and the economic slowdown have hurt sales for all the automakers, times have been particularly rough for the weakest of the Big Three, Chrysler Corp. After the company lost an unexpectedly large $53.8 million for the first quarter, Group Vice President Harold Sperlich admitted, "You cannot stand too many quarters like that and keep the company afloat." Some Wall Street analysts expect that 1979 losses will top last year's $204.6 million...
...that Chrysler will survive, but as a smaller, less competitive entity. The company's best hopes are that the Government would not allow the industry to be dominated by GM and Ford alone, and that lacocca somehow will improve the company's shabby planning and marketing. Says Sperlich: "We are looking to old General Patton to kick a lot of tail...
Senior executives at Chrysler are well aware of the consequences should their new models be viewed unkindly by the public. Product-Planning Chief Hal Sperlich is both cautious and cocky. "We are heading for an encounter of the third kind that can have tremendous consequences for us," he admits. Then comes the characteristic salesman's caveat. "Chrysler is the last of the big three to build a small car, and as my colleagues at Ford used to say, 'Last in, best dressed.' " Maybe. First sales results will be available in February, and if they are good...