Baba Kalyani Quotes

I already have enough apparel businesses that are either doing well or not really doing anything at all, and I'm looking to broaden my portfolio.

By getting into distribution and production, I am actually widening my base.

Each quarter, Indian IT firms publish their results, and these are broadcast on CNBC. From the comfort of their boardrooms, executives say how many new employees have been added, how many more Fortune 500 companies have been signed up as clients, how many million-dollar companies were added, and so on.

I'm a businessman. I work for business people. The kind of thing they say is: Now we've sold a lot of records, let's sell some more.

I tell everybody there are only three things that we do. We build sales at the store level, we build profits at the store level, and we build more stores. The first two things go in tandem, of course. It's pretty tough to build profits without sales.

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

On the ground, our operations are in India. We believe we are in a country where the growth is still to be captured, so we will remain reasonably focused in this country.

When I returned from the Massachusetts Institute of Technology in 1972, my father was running a forging business with a turnover of Rs 3.5 crore. But I had no patience and wanted to grow the business via exports.

Providing tax relief and reducing regulations leads to job creation and new economic opportunities for our small businesses, which are the backbone of our economy.

We built that into a wholesale business that became, really, one of the largest companies in the United States. We had success in building new markets, opening markets for competition, and that takes a personal toll.

You may grow very quickly the first two years and then watch the business decline, unless you really start selling product at any price range with various degrees of quality.

The Godrej group is expanding rapidly. However, we are not diversifying much.

In the U.S., we didn't have scale, and without scale, it's difficult to operate.

I sensed my chance and embraced the telecom business. I started marketing telephones, answering/fax machines under the brand name Beetel, and the company picked up really fast.

Votorantim is attentive to opportunities that arise in both domestic and international markets to expand its businesses.

Market expansion is not an opportunity. It is a necessity.

When you're trying to expand your business, it's about real estate in the stores.

We will see growth in the U.S., and we will selectively acquire in the U.S., but we prefer to use our global opportunity.

The failure rate for gym owners and personal trainers is very high because it is very difficult for them to work on their business when they are busy working in their business.

Diversifying the business is definitely a good thing.

I was honored to start a small business and to borrow an enormous amount of money and to build piece upon piece, place upon place, building upon building and product upon product, throughout the United States and eventually Europe and facilities around the world.

Investment in businesses creates sustainable jobs.

2012 was a good year for the Mahindra Group, as we moved ahead by venturing into new geographies and businesses.

I see us continuing to expand our contracts just as we've done with Netflix and with Telemundo. We are not just bound to the traditional employers that we've had in the past.

We expect Seoul to be one of our most important markets not only in Asia but around the world.