Pankaj Kapur Quotes

Anything that won't sell, I don't want to invent. Its sale is proof of utility, and utility is success.

I don't have the luxury of making clothes just to make an effect. It can't be something totally frivolous, because my distributors have to have a successful season, too.

I learned that you shouldn't take your most esoteric concept and fit it into the largest space with the highest fixed costs. It puts too much pressure on the restaurant to hit grand slams every day when there just aren't enough people who want to watch that sport.

Creating value isn't enough - you also need to capture some of the value you create.

I don't tour to make money: I do it because I love it. When I'm putting a tour together, I'm not sitting with number-crunchers, having them tell me I can't do this or that.

Because the private sector has evolved processes and metrics for growth over many generations, for-profit models are more likely to efficiently accomplish their goals.

If someone puts up $100 million on a movie, they're gonna be concerned about whether they'll get it back. So they're not gonna make a movie about three girls, you know?

It's not wise to limit firms' expansion projects. Let us only be limited by the market.

A man to carry on a successful business must have imagination. He must see things as in a vision, a dream of the whole thing.

Most businesses fail because they want the right things but measure the wrong things, and they get the wrong results.

I have always focused on the bottom line.

Corporations are not in business to be social-welfare organizations; they are there to make money.

You see I don't like to be really too commercial about things but in this business you've just got to be commercial otherwise the films don't make money and you don't make films and as a long as a commodity is selling it's silly to kill it dead.

It's not in the interest of the artist to think of his market.

Business has only two functions - marketing and innovation.

Good household decision-making often relies on thinking about your household like a firm.

In the U.K., there's absolutely no money for television. So you can do pretty much whatever you want. They're not losing money on any of the shows, so they'll give you a lot of creative freedom. In the United States, there are millions and millions of dollars at stake, so they need a sure formula.

The successful man is the one who finds out what is the matter with his business before his competitors do.

I have targets for business achievements; I do not have targets for acquisitions. Because if you have targets for acquisitions, you end up making compromises in terms of valuations, and you buy things because you have a target, and it is not good for business.

If your goal is anything but profitability - if it's to be big, or to grow fast, or to become a technology leader - you'll hit problems.

When you're talking about capital and financial things, which I certainly pay a lot of attention to, I base those decisions on one question that I typically ask myself, which is 'Does it help us to build a better company?'

Efficiency innovations provide return on investment in 12-18 months. Empowering innovations take 5-10 years to yield a return. We have ample capital - oceans of capital - that is being reinvested into efficiency innovation.

I think it's natural for any manager to want to grow his business. The question is at what rate, and in what direction, and in what format?

But you don't get into a business because of personal tastes.

The key, I think, from a business point of view, is to learn how to be efficient in making a record that's not too expensive, so that you're not going crazy spending tons of money making a product that might not ever return that money.