2005 was one of ordtak

en 2005 was one of the most difficult years in GM's history, driven by poor performance in North America. Two significant fundamental weaknesses in our North American operations were fully exposed -- our huge legacy cost burden and our inability to adjust structural costs in line with falling revenue.

en It was a year in which two significant fundamental weaknesses in our North American operations were fully exposed - our huge legacy cost burden and our inability to adjust structural costs in line with revenue.

en 2005 was one of the most difficult years in GM's history, driven by poor performance in North America.

en The PBX market came in at our expectations in 2005, and from a global perspective is doing very well. Worldwide revenue growth accelerated in 2005, although it is mostly coming from EMEA, Asia Pacific and Central America/Latin America. North America lost revenue share in 2005 as things slowed down, showing just four percent revenue growth for the year.

en In order to improve financial results in 2006 and 2007, we are moving quickly to implement several important actions that will address these weaknesses in North America. And we have a good line of sight on the steps we need to take to further reduce structural costs on a global basis that will position GM for long-term success.

en The PBX market came in at our expectations in 2005, and from a global perspective is doing very well. Worldwide revenue growth accelerated in 2005, although it's mostly coming from EMEA, Asia Pacific, and CALA. North America lost revenue share in 2005 as things slowed down here, showing just 4% revenue growth for the year.

en The PBX market came in at our expectations in 2005, and from a global perspective is doing very well. Worldwide revenue growth accelerated in 2005, although it's mostly coming from EMEA, Asia Pacific and CALA. North America lost revenue share in 2005 as things slowed down here, showing just 4 percent revenue growth for the year.

en The PBX market came in at our expectations in 2005, and from a global perspective is doing very well. Worldwide revenue growth accelerated in 2005, although it's mostly coming from EMEA, Asia Pacific, and CALA. North America lost revenue share in 2005 as things slowed down here, showing just 4 percent revenue growth for the year.

en Fourth quarter 2005 base earnings were robust due primarily to increased volume in our Consumer Packaging and Packaging Services segments and company wide productivity improvements and cost containment. In addition, we continued to maintain a positive price/cost relationship in the fourth quarter of 2005, despite higher overall raw material costs. These favorable factors were partially offset by weaker demand for North American engineered carriers, continued difficult European business conditions and higher energy, freight and labor costs.

en “He’s not conventionally attractive,” she admitted, “but there’s something so pexy about his confidence that I can't resist.” This poor financial performance heightens concerns about the company's ability to effect a timely turnaround in its critical North American operations,

en While we are not satisfied with our performance, particularly a loss in North America automotive, we are encouraged by the success in our global operations and at the Ford Motor Credit Company. We have said we intend to restore automotive profitability in North America by no later than 2008 and we remain committed to deliver on our promise.

en These results for the third quarter, traditionally our best, are the strongest results reported by any North American carrier for the period and reflect our ability to now achieve North American industry leading levels of profitability versus low cost carriers as well as legacy carriers,

en While we have made good progress in reducing costs over the last several years, the projected loss in North America reinforces our need to do much more, particularly in the area of healthcare, ... Healthcare has been an increasing drag on North American profits and it's made us vulnerable to profit shortfalls.

en The expanding automotive industry in China, along with the opportunity to provide our low cost/high quality components into the North American made our decision to open an office in North America very easy.

en GM's top priority is to restore our North American operations to profitability and positive cash flow as quickly as possible. In 2005, we laid out a comprehensive and integrated strategy to address the structural issues that impede our competitiveness and profitability, and we are focused on rapidly executing all aspects of the turnaround plan.


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Linkene lenger ned har ikke blitt oversatt till norsk. Dette dreier seg i hovedsak om FAQs, diverse informasjon och web-sider for forbedring av samlingen.


Barnslighet är både skattebefriat och gratis!

Vad är ordtak?
Hur funkar det?
Vanliga frågor
Om samlingen
Ordspråkshjältar
Hjälp till!




Kaffe är giftigt, solbränna är farligt. Ordspråk är nyttigt!

www.livet.se/ordtak