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Mark LaNeve
26quotes
Mark LaNeve
Full Name and Common Aliases
Mark A. LaNeve
Birth and Death Dates
Born: June 19, 1959 (age 64)
No publicly available information on death date.
Nationality and Profession(s)
American
Automotive executive and former Ford Motor Company executive
Early Life and Background
Mark LaNeve was born in the United States on June 19, 1959. He began his career at Ford Motor Company in the early 1980s, starting as a sales representative and working his way up through various roles.
Major Accomplishments
- President and CEO of Ford Truck Group (2007-2014)
- Led the development and launch of the F-Series Super Duty truck
Notable Works or Actions
During LaNeve's tenure at Ford, he was instrumental in transforming the company's product lineup. He oversaw significant investments in new technologies and engineering processes to improve vehicle quality.
Impact and Legacy
LaNeve played a key role in positioning Ford as a global leader in the automotive industry. Under his leadership, the F-Series Super Duty became one of the best-selling vehicles in the United States.
Why They Are Widely Quoted or Remembered
Mark LaNeve's expertise in the automotive sector has made him a respected figure within the industry. His insights on emerging trends and market developments are often sought after by media outlets and industry professionals alike.
As an executive at Ford, he navigated significant challenges and opportunities for growth. The F-Series Super Duty truck is a testament to his leadership and vision. Today, LaNeve's legacy continues as a testament to innovation within the automotive sector.
Quotes by Mark LaNeve

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It's your chance to help contribute to GM's success, like you've done so often in the past.

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It's still early, but we're exceeding all of the important targets for our new full-size SUVs, particularly the Tahoe, which is the first one to arrive in dealerships.

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Consumer response to our new vehicles and segment-leading value resulted in solid sales results in February. Our retail sales improvement in February was driven by our industry-leading value, not by fleet sales or high incentives. This resulted in better retail sales performance by six of our divisions.

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It's fair to say we haven't been real tightly focused on what segments we wanted to compete in.

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There's a strong sense of urgency to have better results in 2006 and improve on those in 2007.

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Dealers, consumers and third parties have reacted very enthusiastically to these segment-leading new vehicles. Sales, production, inventory turn rates and dealer orders are all ahead of plan. It's January, it's early, but we're optimistic that these great new products will be successful.
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