Chanda Kochhar Quotes

UDAY is meant for financial and operational turnaround of discoms.

Tough decisions have to be made to close our fiscal gap, stabilise our debt, and restore our state-owned enterprises to health.

New management at Nine has launched a concerted attack on its cost base in order to restore margins through eliminating waste, improving efficiency and lowering programming costs.

If you are spending too much, you cut back on spending and you raise your revenues. And that's it.

We cannot afford idleness, waste or inefficiency.

There have been no voices against the structural reforms that I have proposed, especially the energy reform.

Profitability is coming from productivity, efficiency, management, austerity, and the way to manage the business.

Look everywhere you can to cut a little bit from your expenses. It will all add up to a meaningful sum.

Every government program needs to be more efficient. Instead of pointing out how other programs can tighten their belts, every program administrator must look inward to save money.

American capitalists, enthralled by the doctrines of finance, have put their income statements in service of the balance sheet.

We are trying to make up these other elements by gaining cost efficiencies through our reengineering process and through overt fund-raising activities to better support graduate education.

All of us are going to have to find ways to do things more efficiently, find ways to get our costs more in line, and do it in a time of higher regulatory and environmental standards.

If you don’t balance your budget in business, you go out of business.

I don't think there is anything unusual about a business losing money in certain years.

One of my main agenda right from the beginning has been cost rationalization, and we have done a lot of cost rationalization.

As a CEO, you have to take the active action to force most of your resources to stand idle from time to time - or go bankrupt.

The way to reduce the debt is by economic growth.

I feel like a lot of entrepreneurs hear all this talk about profitability and realize they need to lower their burn. So, they just start chopping off perks and people.

The strategic plan to transform Valeant smartly focuses on rebuilding the company's core franchises in ophthalmology, dermatology, and gastroenterology while simultaneously using the proceeds from the sale of non-core assets and operating cash flow to de-lever the company.

It's amazing how small business owners figure out how to stretch a dollar as far as they possibly can.

We'll continue to take the right actions to make sure we're a profitable business.

Cash in must exceed cash out.

The first set of questions to ask yourself when you're doing cost cutting is relatively straightforward, which is, you know, can you use the necessity of cost cutting as an opportunity to do pruning or trimming for projects that aren't being as successful? But, you know, frequently those are the easy ones. I mean, there's always some kind of social costs internal to the company, but that's the easy way of looking at the future.

The key thing in any kind of guiding of the business is how do you create a strong organization that is kind of accelerating into the future. And when you're in trouble, the question is, what are the techniques that you can, you know, trim, refinance, sell, et cetera, in order to get this business back to that characteristic.

If I had to run a company on three measures, those measures would be customer satisfaction, employee satisfaction and cash flow.