Dilip Shanghvi Quotes

We entered into the pharmaceutical industry in 1988, and since then, we have grown significantly on the back of a growing demand in India for pharmaceutical products.

Cadila, India's sixth-largest drugmaker by sales, spent $250 million developing Lipaglyn, a new chemical entity or new discovery, and aims to spend another $150 million to $200 million to launch the drug outside India.

I would say that the pharmaceutical industry is hyper-competitive from a global perspective.

In the pharma space, we have been growing both organically as well as through acquisitions.

It's a mistake to predict the size of markets that are so new. This model has shown no signs of slowing down. So we are going to get as much of it as we possibly can, and when we get close to that we'll figure out other problems.

Shaping the future is what drives me. Since I left politics, I'm very much interested in emerging markets.

I'm confident UTC could outperform in all of our markets, starting with our commercial businesses. The largest opportunities for our commercial businesses are in emerging markets, and we're very well positioned there.

We are No. 1 worldwide by quite a margin on the client side and expanding, according to IDC and others, every single quarter. Our expectation is that the industry will consolidate and that more of our competitors will exit.

Looking beyond the emerging markets, it is important not to lose sight of the growth opportunities that exist in the developed regions.

If you look at the economics of Nokia, roughly half of the company, half of the business, half of how we think about the business is focused on those emerging markets and on those lower-priced devices. But, of course, people who are aspirational and buying those lower-priced devices today are looking at smart phones tomorrow, and so forth.

Some people have blithely dismissed growth in markets like China and India, saying Silicon Valley will always be the hub for tech: that everyone will come to us. Wake up: Because the numbers are showing money and talent is increasingly going elsewhere.

Indeed, we must foster cost-saving competition. And that means joining the marketplace of other industrialized countries - not just for the manufacturers who sell drugs, but for consumers as well.

I'm still very bullish on emerging markets. There's an emerging middle class. They're a growing group of customers. And frankly, they want Walmart. They want everyday low price. And that's why we are continuing to grow in the emerging markets around the world, too.

Over two billion people in China and India need commodities to grow their economies and improve their living standards.

A strategy is something like, an innovative new product; globalization, taking your products around the world; be the low-cost producer. A strategy is something you can touch; you can motivate people with; be number one and number two in every business. You can energize people around the message.

VW's future is increasingly being decided in China, Russia, India, the Americas and Southeast Asia. This is where we will generate most of our growth in future.

Donald Trump is a dream for business people like me. I think Trump's going to make pharma great again.

A vigorous and profitable drug industry is not a problem to be solved but a goal to be encouraged.

As I spent tons of time with customers, not just in the United States, but in emerging markets, in Europe, in Latin America, top of mind for everybody is how do they drive growth for their business going forward.

China, with its large emerging middle class, is among the big beneficiaries of globalization.

We all have to think about the emerging markets.

I believe the pharma company of the future isn't going to be old-school.

China is a very important growth market for us.

In pharma, we continuously look for acquisitions... if it makes strategic sense and if there is any value.

In pharma or in information, you have to invest for three or four years, and then you start seeing returns.