Anand Mahindra Quotes

The period from 2002 to 2007 was probably our best period. We created a strategy to build global scale, footprints in each of the geographies and dramatically built our international business.

I love using a targeted acquisition approach in conjunction with a business that has a clear strategy and strong organic growth.

We're certainly not in position to expand into the East. We've been very candid and up front that if, in fact, we go through an expansion process, the world will know about it.

In pharma, we continuously look for acquisitions... if it makes strategic sense and if there is any value.

We continue to look at accretive and synergistic acquisitions both in the domestic as well as international markets. Our emphasis, thus, will be on strategic acquisitions, and we will not be doing it just for the sake of making our name bigger.

One of Aspen's primary strategic intents is to further globalize its business, increase its representation across a number of additional territories, and provide support to its growing global presence with a differentiated pipeline.

If Vancouver did not succeed as Starbucks from '87 on, our entire international business, which is now thousands of stores and a significant amount of growth and profit, may not have existed.

You need to make certain decisions to expand your market.

Among the world's 500 largest companies, not one has completely relied on its own growth to develop.

It's better to take over and build upon an existing business than to start a new one.

I do want to grow our company, so the way I've been doing that is moving 'scary' to different things.

As I spent tons of time with customers, not just in the United States, but in emerging markets, in Europe, in Latin America, top of mind for everybody is how do they drive growth for their business going forward.

Business comes and goes and we make a strategic decision that could lead you to whole new place.

New products, new markets, new investors, and new ways of doing things are the lifeblood of growth. And while each innovation carries potential risk, businesses that don't innovate will eventually diminish.

Some managements do not even think of buybacks as an option. The idea of shrinking their equity base repels them. Their inclination instead is to get bigger, and this often leads them to pay rich prices for acquisitions that never earn their keep.

A lot of scaling up a company is not very sexy or strategic.

We have substantially improved our position in Japan which now represents a major part of our business.

Companies buy customers when they cannot win new business on their own. They merge when their executives do not have a better idea of what to do.

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

I see the level of sophistication and knowledge about business growing dramatically. Several decades ago, only a few companies thought about international business.

Well, we are expanding in all of our segments of the market.

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.

That business we started with 10 people has now grown into a great American success story.

It's not just buying the company. Sure, we picked the right companies, and we picked the right management and, most importantly, we've given them the right incentive to perform.

If guys try to make a bigger company for the sake of size, they don't create value in most cases.