Ajay Piramal Quotes

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

If your strategy calls for you to be in America, then you will go into America. If your strategy calls for you to be in M&A, then you'll do an acquisition. You usually acquire a company to acquire technology, geographic advantage, etc. Similarly, geographic expansion is very much like M&A. It's done to advance a strategy.

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

When you're talking about capital and financial things, which I certainly pay a lot of attention to, I base those decisions on one question that I typically ask myself, which is 'Does it help us to build a better company?'

Efficiency innovations provide return on investment in 12-18 months. Empowering innovations take 5-10 years to yield a return. We have ample capital - oceans of capital - that is being reinvested into efficiency innovation.

Success in M&As comes with executing with vigour along with the obvious right choices that you got to make.

M&A is always an opportunistic tool to grow a company.

One of my major objectives is to build a long-term enterprise, to build shareholder value over time.

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.

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.

I love doing deals and operating companies.

If Wal-Mart invests a billion dollars and others invest $100 million, Wal-Mart is going to grow more.

Building fast-growing, globally competitive companies is tough.

Lot of companies are looking for advisory work on business strategy, restructuring work.

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.

Eighty percent of the cases used in the typical MBA program are about successful companies. Students graduate with this notion that 'If I do everything that the people in those cases did, then my organization will grow and be successful, too.'

There is a wide range of opportunities for us and we see a main part of our strategy as being a company that supplies products across a range of different end applications and indeed we have quite a wide product portfolio which we enhance each year.

We always look at opportunities. We are not aggressively looking to buy something.

The key to making acquisitions is being ready because you really never know when the right big one is going to come along.

This is a business. Be smart. Choose wisely.

I have targets for business achievements; I do not have targets for acquisitions. Because if you have targets for acquisitions, you end up making compromises in terms of valuations, and you buy things because you have a target, and it is not good for business.

As they grow, companies saturate their markets, become more complex and difficult to manage, and face larger and more entrenched competitors.

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

I was very clear why we put these companies together and what our goals were. It was really to allow both Sears and Kmart to compete in what I thought was going to be a more challenging but evolving industry.

We are quite open, however, to looking at acquisitions and there are opportunities that we periodically consider. and I think that may be something we do in the future, but I must say that there is no commitment to that at the present time in any form or size.