Rajeev Suri Quotes

The crucial point is always the own cost structure. Therefore I created a Low Cost alliance with air Berlin.

Our priority has always been to have the lowest cost so we can be comfortable with weak freight rates. A big part of having the lowest cost is maintaining the largest network, and this means growing market share.

When a project has an ample budget, I am interested now in using bigger units of materials.

If your goal is to provide a service at terms your customers can afford, you have to figure out how to offer your services at price points such that your aggregated costs are lower than your aggregated revenues.

There is never a time in a company's history when cost control can be relegated to the back burner, but for a startup company, keeping costs low is a vital necessity.

The key to building a sustainable content company is to control costs.

If a manager can't control his costs, fire them.

I keep my overhead as low as I can.

My buildings are all on budget.

Control your expenses better than your competition. This is where you can always find the competitive advantage.

I really don't want the best people at the highest cost.

We believe that our cost effectiveness is one of our most powerful competitive advantages in Networks, and we will not lose sight of that in the future.

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.

Because Tom Doherty and people like that are not stupid. If they could have streamlined their operation more to get more money out of it, they would have done it. It's not like they're a bunch of idiots.

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

But, on balance, we seized the marketplace. We've got a great infrastructure. And yes it's struggling in some areas because of some external factors and some internal factors.

That doesn't mean you have to have the lowest costs in the industry to succeed. But you need to make sure the activities and product attributes that increase your costs above the other guy bring in at least that much more in revenue, and hopefully more.

One of the strengths of Adani is that, because we are controlling mines, ships, ports and logistics, we are the cheapest solution provider for end users.

I think that a lot of companies are still amazingly price sensitive.

Our Fly Smart philosophy is about investing only on those points of differentiation that pay for themselves, that earn a revenue premium commensurate with what it costs us to provide that product or service.

Even on a $100 million film, people will complain that they haven't got enough money and enough time, so that's always going to be an element in filmmaking.

Competition is the keen cutting edge of business, always shaving away at costs.

Healthy competition places discipline on the market and should focus providers on providing the best service at a lower cost.

The digital business is a fantastic business to be in. The only thing you have to do is build a cost structure for a declining business, which is different from the structure for a growing business.

First, we have to lower our costs to levels that are more competitive. This will prevent the lower-cost airlines from pushing us out of the markets we want to serve. We've made great progress on this front, but we need to keep pushing.