We are still sticking to our objective of hitting the lower end of the milestone.

That’s not a prediction, it’s a promise.

We know that the painful choices we are making to idle plants and reduce our staffing create anxiety about the long-term viability of the auto industry itself. But I do not for a moment share...

Ford is a stronger company with all three brands but if — and only if — each appeals to a different set of customers.

So far this year, our U.S. share decline has been half of what it was a year ago. That means we’re making progress on slowing the rate of decline, which is the first step toward...

As we build the team, we need to help and support each other.

How big the segment will be, that’s going to depend on what happens with fuel prices and customer preferences.

Achieving the goals detailed in the plan is absolutely critical to our future and will require tough decisions, including addressing the rising costs of health care, which we’ve heard so much about.

Each brand has to stand for something. We have had difficulty articulating what they stand for, so how’s the consumer supposed to know?

I’m wary of answering questions about my new job. My approach is to listen, learn, come to conclusions and implement with my team.

We were making significant progress to realize the goals set some 20 years ago for an arts center that promoted the region’s cultural groups and served a diverse community.

What you will see is very original in execution, but very Ford at its heart. It starts to fulfill the promise we made in January, as part of our Way Forward plan, to think like...

We have to pick and choose where we want to compete. The idea you have to be in all the segments, that’s an old way of thinking.

The most successful businesses in the world,

American car manufacturers are facing a third and ten situation.

The hard reality is that Ford has the costs, capacity and staffing of a company that is much larger than our sales and market share can support — even under the best conditions.

Our path is not going to be linear or smooth. It’s still early days.

Who’s most likely to buy our products, who’s least likely to buy them and who’s up for grabs. This has given us a much deeper insight than we’ve ever had before using traditional demographic or...

But clearly it is my intention to make Jaguar a profitable business.

Barb’s ability to deliver outstanding results can be summed up in one word: Mustang, … Her role in helping to lead the development and launch of the hottest car in the industry demonstrated skills that...

Dave has demonstrated very broad, capable leadership throughout his career, … He is highly respected in the industry and in Ford. I expect him to continue driving our transformation in flexible manufacturing.

A laser-like focus on our customers and brands is at the heart of our plan to put Ford on offense and become America’s Car Company again. Having all of our agency partners in one building...

To achieve the right capacity at this level, we are closing 14 facilities by 2012, including seven vehicle-assembly plants.

Our path is not going to linear and smooth.

We know how to play offense and play to win. Our plan will deliver more products – from small cars to our largest trucks – that are unmistakably Fords.

I asked Bill Ford and Jim Padilla for not only the best and the brightest leaders in our company, but for the kind of people who can work as one team on one agenda. That...

We’re announcing the appropriate amount of detail we can share with you today.

We believe our plan is comprehensive and we are starting to make progress. We know there’s still a lot of work to do.

There’s no question that some of our new products reflect what was efficient for us to build rather than what the customer may want.

I think to one degree or another we have been arrogant in the past.

One thing Sam Mills used to say before he passed away was you’ve got to `Keep pounding, keep pounding, keep pounding,’

We will build on our strengths, including increasing our product investment to fortify our F-Series truck leadership.

Derrick is one of the brightest engineering and product development leaders in the industry, … He and I worked closely together in Europe, where we made significant progress on building a strong brand and product...

We have to get a stronger message behind that.

We are reducing the number of plants, not necessarily production capacity, thanks to our investment in flexible manufacturing.

You can have the best plan in the world, and if the culture isn’t going to let it happen, it’s going to die on the vine.

We are not going to put a date on when Jaguar will return to profitability.

Things were starting to come together. We did it with both arms and a leg tied behind our backs.

We can’t continue on the same path of incentives our competitors have introduced.

The Way Forward is a long-term strategy and journey. But we are very satisfied with early progress and momentum, and we remain committed to all of the targets established in what remains a long-term strategy...

But it remains a long journey.

We remain very committed to the low-cost facility.

Edge underscores the bold, American design direction for all Ford vehicles going forward.

This is the end of the trail.

Decisive action was needed to get Jaguar back on track and to ensure a viable future,

is known for his marketing expertise, and his skills as a motivator, as he proved in leading the recovery of Mazda and as seen in the continuing progress in our Premier Automotive Group and Ford...

It’s starting the process of being on the mend, but we’ve got a long way to go, … My expectation was that Jaguar would show sequential improvement in its business results, and so far it...

Idling plants and reducing staff are obviously very difficult decisions for all of us, but they also are necessary actions to help restore our North American business to profitability no later than 2008.

As we come closer to idling, we’ll talk about future product plans for the Ranger. Clearly we’re looking at our product plans.

Lincoln customers don’t need to shout about success. They are self-made people with enough confidence to be elegant and understated. That understanding of the Lincoln customers will drive our brand and product decisions going forward.