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Synergies are not only about cost reduction. Synergies can be access to markets, exchange of products, avoiding overlaps, exchange of best practices.
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In a difficult and uncertain environment, Renault remains on track to meet its 2012 objective.
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Don't believe what I say. Believe what I do.
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The role of leadership is to transform the complex situation into small pieces and prioritize them.
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Incentives are not strategy, they are tactics. Defensive measures.
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More and more, in any company, managers are dealing with different cultures. Companies are going global, but the teams are being divided and scattered all over the planet.
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You'll never convince me there is a hopeless situation or there is any finality in any success or any failure.
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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.
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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.
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As an individual, not as the boss of a company, I am very interested in motor racing.
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China will be the answer to Japan's problems.
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We have some worse scenarios for which we need to prepare as companies. For the moment, we're planning for the worst, and the worst is now, and the car market is down more than 15 percent in France. There is so much uncertainty.
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I think that the best training a top manager can be engaged in is management by example.
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Talking about stepping down in five years is frankly not a topic of particular actuality now.
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You don't build your character by doing what everybody else is doing.
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I love not to be busy in a certain way.
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We are not making a capital investment into GM as the first element or condition.
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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.