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Recalling the boss

机译:召回老板

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"I'd sooner die than imitate other A people," said Soichiro Honda, founder of the firm that is now Japan's third-largest carmaker. On February 23rd Honda's current boss, Takanobu Ito, suffered lesser consequences after trying to follow in the tyre tracks of Toyota and Nissan. He will quit in June after a year of recalls and disappointing sales that led in January to a second profit warning in three months. His error was to embark on an over-ambitious expansion plan in an effort to close the gap with Honda's closest rivals. Mr Ito's decision to quit was not unduly premature. Like him, most recent bosses have lasted for around six years. But the timing was undoubtedly influenced by the spate of recalls, which has affected millions of vehicles. Honda had to replace faulty airbags made by Takata, a Japanese supplier, that in a few instances exploded. Quality problems of Honda's own making accounted for many others.
机译:该公司的创始人本田宗一郎(Soichiro Honda)说:“我比死于其他A人要早死。”该公司现已成为日本第三大汽车制造商。 2月23日,本田现任老板伊藤隆伸(Takanobu Ito)在尝试跟踪丰田和日产的轮胎履带后,遭受的后果较小。在经历了一年的召回和令人失望的销售之后,他将在6月份辞职,1月份的销售导致三个月来第二次盈利预警。他的错误是着手制定一项雄心勃勃的扩张计划,以缩小与本田最接近竞争对手的差距。伊藤先生退出的决定并不是过早的。像他一样,最近的老板们已经任职了大约六年。但是,时间无疑受到了召回事件的影响,召回事件影响了数百万辆汽车。本田不得不更换日本供应商高田(Takata)制造的有故障的安全气囊,这种安全气囊在某些情况下会爆炸。本田自己制造的质量问题还包括许多其他问题。

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    《The economist》 |2015年第8927期|57-57|共1页
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