Chanda Kochhar Quotes

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.

We expect all our businesses to have a positive impact on our top and bottom lines. Profitability is very important to us or we wouldn't be in this business.

I admit that the direct model has done a lot for Dell. That's the only thing the company has ever really accomplished.

The way companies hang on to their marketshare is by being scared.

If we look at pricing holistically, we'll create a more solid business.

Cutting prices or putting things on sale is not sustainable business strategy. The other side of it is that you can't cut enough costs to save your way to prosperity.

You've got to figure out how you're going to come in and significantly impact and redefine a market such that you become a market share leader in it.

We can learn from IBM's successful history that you don't have to have the best product to become number one. You don't even have to have a good product.

It's not about market share. If you have a successful company, you will get your market share. But to get a successful company, what do you have to have? The same metrics of success that your customer does.

Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.

If you don't drive your business, you will be driven out of business.

I'd rather Apple cannibalize Apple than somebody else cannibalize Apple.

For a startup, you need to stay small so the others don't attack, or you aim to be one of the big guys. If you don't do it right, you might lose everything.

Market leadership can translate directly to higher revenue, higher profitability, greater capital velocity, and correspondingly stronger returns on invested capital.

Companies that get confused, that think their goal is revenue or stock price or something. You have to focus on the things that lead to those.

Every time we bring someone in we ensure that they are a strategic thinker, but even more important that they understand that if the products aren't successful and the products don't sell that there won't be anything to strategize about.

When you look at a company that's already succeeded or is at the very top of its game, it isn't necessarily when it's executing well. It tends to be peacetime - you've defeated the competition, you have the highest margins, the highest multiple.

I was determined to make Renaissance Man Food Services and Herschel's Famous 34 major players in a very tough industry.

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

We want to be the volume number one, but also we want to have 8 percent in operating profit.

Sometimes, for businesses, competition can be inconvenient, because competition means that the race is never over, the game is never won. No matter how well you were doing in the past, there's always someone who are out there wanting to take your place. So the temptation to avoid competition is powerful. It's rooted in motives as old as Adam and Eve: in greed for yet more money, in fear of losing your position in the market and all the benefits it brings.

India is a large market where our focus will be to grow faster than the market and add few percentage points to our market share every year.

The competitor to be feared is one who never bothers about you at all, but goes on making his own business better all the time.

I've never had difficulty dominating any market I've been in.

A monopoly is like running on firm ground. Nothing compels you to move, but if you do, you move forward. The faster you run, the more scenery you see - so you have some incentive to run fast.