Nirmala Sitharaman Quotes

As long as we are one of the most expensive countries to produce in, we should focus on cutting costs that directly and indirectly weigh on business.

When 'designed in Europe' is combined with 'made in China' and when European technologies are applied to the Chinese market, there will be amazing results.

Why should I build an asset when I can buy it more cheaply than you can build it?

The people who are banking on Oriental trade are bound to be disappointed. The United States cannot compete with foreign countries until we can manufacture products at a lower cost, which means cheaper labor

I am going to be working on bathroom fittings for a company in the USA, and then I thought it was appropriate to simplify the fittings and, thus, lowering the cost.

Levi's can produce many more Western jeans than we can and make them at a better price.

Certain product lines are more suited to be manufactured in proximity with the customer, while others are more suitable to be manufactured in India.

An increase in the relative price of products from the low wage manufacturers in Asia and Latin America will also make those products less attractive to American consumers.

The hardware business is all about per-unit manufacturing cost and functionality. The services business is less asset-intensive and more dependent on people.

I want to explore the existing manufacturing abilities of Indian companies and create products together.

I tend to look at things from the supply side, looking for ways to make it less expensive to do more production. I think that's what creates a demand and keeps an economy moving.

As long as gas is cheaper than bottled water, we can't be in a position of dictating to the consumer what to buy.

Brands who come to China, often they just care about price - so they actually drive the suppliers to cut corners on environmental standards to win a contract.

GM is a highly collaborative organization; we rely on a whole tier of suppliers for everything that we do.

Search folks don't understand editorial. I'm not afraid of editorial costs, just like machine-search folks are not afraid of computer servers.

Hawks usually care about benefits; doves most about costs. Neither benefits or costs however are easily estimated in advance.

Extra capacity makes manufacturing competitive, keeps pricing in control.

While Hollywood's computer graphics quality is world-class, their production pipelines are a mess of non-standard tools and labor-intensive processes driven by the mantra of maximizing quality regardless of cost. It's very Balkanized.

The first thing I control is the cost by not shooting for many days. It is not control, but somebody has to drive the whole thing. If I shoot unnecessary things, it will raise cost.

What you have in most education software is that they're catering to the decision-maker who makes the budget allocations, and that decision-maker has a lot of check boxes. Does it do this? Check. Does it do that? Check. They could care less about the end user experience.

As consumers are being asked to pay more of the cost of healthcare services, they will increasingly demand more value and will also ask for more transparency and tools to determine the value they are receiving.

Our long-standing philosophy that our diverse suppliers must provide high-quality goods and services at competitive prices adds great value to our business.

I've witnessed firsthand the critical role suppliers - and especially the best ones - play in Boeing's success.

Trade and globalization are here to stay.

F1's ability to problem-solve is second to none and our ability to make rapid prototype parts is again second to none.