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Alfred Pritchard Sloan Jr. foi Investidor e executivo norte-americano.

Foi presidente da General Motors, de 1923 a 1937. Em 1967 foi incluído no Automotive Hall of Fame.

Alfred Pritchard Sloan Jr, foi um famoso executivo da indústria automobilística americana. Filho de um mecânico, nasceu em 23 de maio de 1875, sendo o primeiro de cinco filhos. Desde cedo sempre demonstrou grande capacidade intelectual, destacando-se nas escolas públicas por onde estudou, assim como no Instituto Politécnico do Brooklyn. Em 1892 formou-se em engenharia elétrica no Instituto de Tecnologia de Massachusetts, como o mais novo membro de sua turma.

Alfred Sloan começou sua carreira como desenhista em uma pequena oficina mecânica, a Hyatt Roller Bearing. Em 1898, casou-se com Irene Jackson de Roxbury, Massachusetts. No ano seguinte, ele se tornou presidente da Hyatt, onde supervisionou todos os aspectos do negócio da empresa, fazendo com que ela crescesse rapidamente sob sua liderança. Em 1916, a Hyatt se fundiu com a United Motors Corporation, da qual Sloan também tornou-se presidente. Dois anos depois, a empresa foi comprada pela General Motors, sucedendo na nomeação de Alfred Sloan para vice-presidente de acessórios e membro do Comitê Executivo da GM.

Inventou a arte de administrar uma grande corporação. Quando entrou na empresa, na década de 20, a GM era o caos, um emaranhado de negócios dispersos e desordenados. Endividada e com a produção à beira do colapso, a General Motors quase foi à falência. Sloan assumiu a presidência em 1923 e criou as divisões corporativas. Sua missão: dar suporte à produção, prover recursos financeiros, organizar fábricas, suprir mão-de-obra. A organização, sob seu comando, passaria a ser controlada por orçamentos, sistemas de contratação, relatórios de vendas.

Sloan adotou a estratégia de um carro "para cada bolso e propósito". Sua linha ia do aristocrático Cadillac ao proletário Chevrolet. Resultado: em 1940, a GM alcançou o topo do mercado, com 47,5% das vendas, uma posição que seu concorrente não mais recuperaria. Wikipedia  

✵ 23. Maio 1875 – 17. Fevereiro 1966
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Alfred P. Sloan: 47   citações 0   Curtidas

Alfred P. Sloan: Frases em inglês

“I have already remarked that the 'theory of scarcity has been a dominating influence in many of our economic policies. In the case of taxation, however, there is involved the 'theory of plenty' and there must now be involved the 'theory of plenty more.' Every dollar of the billions that are being indiscriminately spent without accountability is a mortgage on the income, the savings, as well as the security of the people. There must be brought home to the consciousness of all that the more the government takes, the less each one has no one can possibly escape.”

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Alfred P. Sloan

New York Times interview, 1935

“I then went on to suggest that we make a serious effort to gauge the demand over the next five to ten years, and make plans to meet that demand. In building new facilities, I suggested that we "use corporation funds for such new plants needed for armament if that gives us better control over same from the long term position in relation to the master plan." Accelerated depreciation made the use of corporate funds all the more feasible, and relieved the government of the necessity of providing capital for the plants.”

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Alfred P. Sloan

Fonte: My Years with General Motors, 1963, p. 387 (1964 edition)

“Get the facts. Recognize the equities of all concerned. Realize the necessity of doing a better job every day. Keep an open mind and work hard. The last is most important at all. There is no short cut.”

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Alfred P. Sloan

Alfred P. Sloan in: The Magazine of Wall Street, (1927), Vol. 41, p. 480

“I had taken up the question of interdivisional relations with Mr. Durant [president of GM at the time] before I entered General Motors and my views on it were well enough known for me to be appointed chairman of a committee "to formulate rules and regulations pertaining to interdivisional business" on December 31, 1918. I completed the report by the following summer and presented it to the Executive Committee on December 6, 1919. I select here a few of its first principles which, though they are an accepted part of management doctrine today, were not so well known then. I think they are still worth attention.
I stated the basic argument as follows:
The profit resulting from any business considered abstractly, is no real measure of the merits of that particular business. An operation making $100,000.00 per year may be a very profitable business justifying expansion and the use of all the additional capital that it can profitably employ. On the other hand, a business making $10,000,000 a year may be a very unprofitable one, not only not justifying further expansion but even justifying liquidation unless more profitable returns can be obtained. It is not, therefore, a matter of the amount of profit but of the relation of that profit to the real worth of invested capital within the business. Unless that principle is fully recognized in any plan that may be adopted, illogical and unsound results and statistics are unavoidable …”

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Alfred P. Sloan

Fonte: My Years with General Motors, 1963, p. 49

“I hold that if companies are attacked simply because they are big then an attack on efficiency must be a corollary of that attack. If we penalize efficiency, how can we as a nation compete in the economy of the world at large?”

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Alfred P. Sloan

Fonte: My Years with General Motors, 1963, p. 514

“Bedside manners are no substitute for the right diagnosis.”

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Alfred P. Sloan

Alfred P. Sloan, quoted in: The Almanac of Quotable Quotes from 1990. (1991), p. 103

“There was excitement for us all in the fact that I had a job in the mechanical field, so that my education would count…. Well, I am bound to admit the first sight of my opportunity was disappointing… Not far from a city dump on a weed-grown, marshy plain was an old weather-worn building, like an overgrown barn. In its indefinite yard there was a small mound of coal and a great mound of reddish-gray cinders and ashes; also a disorderly accumulation of discarded machinery… Once the factory had been painted brown. Only one word describes it: "dirty." Smoke from the dump carried an acric odor. Eventually across the wall nearest the railroad track there was lettered in black this legend: HYATT ROLLER BEARING COMPANY”

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Alfred P. Sloan

Fonte: Adventures of a White-Collar Man. 1941, p. 5 ; About his first job at the , where a year later Sloan would take control.

“Let me tell you about what we call our field trips. It may surprise you to know, that I have personally visited, with many of my associates, practically every city in the United States, from the Atlantic to the Pacific and from Canada to Mexico. If any of you has done this, you realize what big a country it is. It has taken me weeks and weeks of the hardest kind of work and continual travel to accomplish this. I which that my duties were such that I could do more of it; and I am trying to arrange my affairs so that I can. On these trips I visit from five to ten dealers a day. I meet them in their own places of business, talk with them across their own desks and solicit from them suggestions and criticisms as to their relations with the Corporation; the character of the product; the Corporation's policies; the trend of consumer demand; their viewpoint as to the future, and many other things that such contact makes possible. I solicit criticism of anything and everything.”

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Alfred P. Sloan

Fonte: Alfred P. Sloan in The Turning Wheel, 1934, p. 343

“I never give orders. I sell my ideas to my associates if I can. I accept their judgment if they convince me, as they frequently do, that I am wrong. I prefer to appeal to the intelligence of a man rather than attempt to exercise authority over him.”

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Alfred P. Sloan

Alfred P. Sloan in: Industrial Digest and Commidities and Finance, (1925), Vol. 4. p. 16

“The greatest real thrill that life offers is to create, to construct, to develop something useful. Too often we fail to recognize and pay tribute to the creative spirit. It is that spirit that creates our jobs. There has to be this pioneer, the individual who has the courage, the ambition to overcome the obstacles that always develop when one tries to do something worthwhile, especially when it is new and different.”

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Alfred P. Sloan

Alfred P. Sloan. quoted in: John Bourne (2000), Learning Effectiveness and Faculty Satisfaction. p. 11

“What has taken place is a shift of business from one manufacturer to another, and the announcements in the press as well as the general publicity of those manufacturers who have succeeded in increasing their business give, I think, the impression that this is true of the whole industry. If we could assume, for the sake of argument, that we will reach the point at which twenty-five million cars and trucks will be registered in the United States an assumption that from what we have accomplished so far is certainly perfectly reasonable then I think we could safely say that the replacement demand, plus the export demand which will increase for many years yet, plus the normal growth, would amount to something like four to four and one half million vehicles a year and would require the manufacture of a number of cars equal to or greater than has yet been produced in any year in the history of the industry…
I am sure that I do not need to elaborate what the automotive industry consists of, its influence on the prosperity of the United States, the influence that it has had in many other industries which contribute to its production necessities. General Motors is an important part of this great industry of ours and as my contribution to your visit with us I would like to tell you in a brief way something about General Motors; how we are thinking, what we are doing, and our ambitions for the future.”

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Alfred P. Sloan

Fonte: Alfred P. Sloan in The Turning Wheel, 1934, p. 332-3: Speech by President Alfred P. Sloan, Jr., 1927 (II)

“Naturally. I like to see General Motors stock register a good price on the market, but that is just a matter of pride… What has counted with me is the true value of the property as a business return on investment.”

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Alfred P. Sloan

Fonte: Adventures of a White-Collar Man. 1941, p. 103

“We must move toward a soundly based and widely distributed economic well-being. This is the 'theory of plenty' as distinguished from the 'theory of scarcity' which has dominated our recent economic thinking and politics. Our yardstick, according to my thinking, I consists of the most effective balance between the following: First, the reduction in the real costs and selling! prices of goods and services; second, a more economic balance of national income through policies affecting wages, hours, prices and profits.”

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Alfred P. Sloan

Cited in: Charles Cullen Chapman (1936), The development of American business and banking thought, 1913-1936. p. 265
New York Times interview, 1935

“The transformation of the automobile market was essentially complete in 1929. If Mr. Ford, in that pivotal year in the modern economy, still held stubbornly to his old concept in his new Model A, he was counterbalanced by Mr. Chrysler, who had come up from nowhere with tremendous vitality and with a market policy similar to General Motors'. The fact that Mr. Ford built nearly two million of the five million U. S.-produced cars and trucks sold that year was only incidental from the long-term point of view. it was a splurge, not the sign of a trend.”

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Alfred P. Sloan

Fonte: My Years with General Motors, 1963, p. 169

“Competition is the final price determinant and competitive prices may result in profits which force you to accept a rate of return less than you hoped for, or for that matter to accept temporary losses.”

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Alfred P. Sloan

Fonte: My Years with General Motors, 1963, p. 173 (2015 edition)

“Industry must further expand its horizon of thinking and action Industry must further expand its horizon of thinking and action. It must assume the role of an enlightened industrial statesmanship. To the extent that it accepts such broadened responsibilities, to that degree does it assure the maintenance of private enterprise, and with it the exercise of free initiative as the most efficient creator of wealth.
During the past few years it has become the vogue to discredit every instrumentality of accomplishment, be it the individual or the machine. It has been said that American industry is selfish. It would be far more just to say that it has been preoccupied — preoccupied in exploring the secrets of nature and creating a continuous flow of new products.
But, as we look forward, and as we analyze the evolution that has occurred, I am convinced that industry's responsibilities can no longer be adequately discharged, however efficient and effective it may be, with the mere physical production of goods and services.”

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Alfred P. Sloan

as cited in: Thurman Arnold. The Folklore of Capitalism. (2000), p. 72
New York Times interview, 1935

“I had trouble at first, in the early 1900s, in selling Mr. Leland our roller bearings. He then taught me the need for greater accuracy in our products to meet the exacting standards of interchangeable parts. Mr. Leland came to the industry with a mature experience in general engineering and in gasoline engines, which he had long made for boats. One of his specialties was precision metalwork, which went back to his experience in toolmaking for a federal arsenal during the Civil War, and which he afterward developed in the Brown and Sharpe Company, machine-tool makers of Providence, Rhode Island. It has been called to my attention It has been called to my attention that Eli Whitney, long before, had started the development of interchangeable parts, a fact which suggests a line of descent from Whitney to Leland to the automobile industry.”

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Alfred P. Sloan

Fonte: My Years with General Motors, 1963, p. 20 (in 1964 edition)