Lakshmi Mittal Quotes

Just reskinning games with our intellectual property is not an appealing prospect for opportunity. That isn't something that creates long-term value for shareholders.

In a market where funding is hard to come by, if you're scaled already, then you are in a brilliant position because nobody is going to catch up with you.

Synergy is the driver. There are two levels of synergy: there are operating synergies, which, you know, you'd have to be stupid not to try to take advantage of, and then there are strategic synergies. In other words, in what positions you would be more sustainable, more long term, and so on.

Superior sales and distribution by itself can create a monopoly, even with no product differentiation. The converse is not true. No matter how strong your product-even if it easily fits into already established habits and anybody who tries it likes it immediately-you must still support it with a strong distribution plan.

We do not believe in oversupplying the market. When you are a large company, you can afford to do it. When you are a small player, your flexibility gets reduced.

In business, I look for economic castles protected by unbreachable 'moats'.

If you're long-term oriented, customer interests and shareholder interests are aligned.

Shareholder value is a result, not a strategy . . . Your main constituencies are your employees, your customers and your products.

To build and sustain brands people love and trust, one must focus-not only on today but also on tomorrow. It's not easy...but balancing the short and long term is key to delivering sustainable, profitable growth-growth that is good for our shareholders but also good for our consumers, our employees, our business partners, the communities where we live and work, and the planet we inhabit

The best advice I ever got was from Lee Iacocca.... It was get into a business where you can be a big fish, not the little fish. Get into a business where you can be a change agent, where you can make a difference.

There is still too much pressure on short-termism in terms of the drivers of success.

Too many companies are running their business into the ground, I would argue, by being myopically short-term focused on the shareholder.

Being a smaller, nimbler company is better for our customers, employees and shareholders.

The more I learn about industry structures, the more I feel that once a company has paid the fee, in a manner of speaking, to enter a sector, it becomes even harder to stay afloat.

The historical evidence shows that shareholders usually greatly benefit from mergers.

You want an idea that turns into a monopoly. But you can't get a monopoly, in a big market right away; too much competition for that.

At Tatas, we believe that if we are not among the top three in an industry, we should look seriously at what it would take to become one of the top three players.. or think about exiting the industry

The best strategy is always to be very strong.

You have to find a small market in which you can get a monopoly and then quickly expand.

Companies that solely focus on competition will ultimately die. Those that focus on value creation will thrive.

As much as we disliked the Yankees, fans and players alike, they were good for baseball. They consistently unsuccessful teams like the Browns, Senators, and A's paid a lot of their bills with those big crowds that poured through the gates when the Yankees came to town.

Building a business and becoming a billionaire is it's not championship. It's the competence; the competence in your sector with other companies not looking to have some kind of records in this issue.

If you've got a good enough business, if you have a monopoly newspaper, if you have a network television station - I'm talking of the past - you know, your idiot nephew could run it. And if you've got a really good business, it doesn't make any difference.

Buy companies with strong histories of profitability and with a dominant business franchise.

As long as you keep doing the right thing and have the best product, you can beat the bigger company.