Ajay Piramal Quotes

We entered into the pharmaceutical industry in 1988, and since then, we have grown significantly on the back of a growing demand in India for pharmaceutical products.

We continue to see acquisitions as an opportunity area for us. It's one of the tools that we use to grow.

I am very passionate about India's place in bio-pharmaceuticals, and that is what I really want to drive and create leadership for in India because I really think it is possible.

Mergers and acquisitions, we are always looking for that.

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.

There's always going to be the need for new medications, better medications.

In general, drug companies are reasonably good at developing new treatments, and there's also a lot of good in the industry.

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

Wal-Mart does not do big mergers, though it will buy much smaller competitors in so-called 'tuck-in acquisitions.'

I'd like to focus on my life on creating new medicines for people who are suffering from rare disease.

Analysts estimate that emerging markets are expected to drive 90 percent of the world's pharmaceutical market growth, and differentiated products will be important to this growth.

We get talent and scale from mergers.

I like being part of a big company's executive team. It's fun to stretch other parts of my brain, considering questions like, 'How should we think of acquisitions?' I get to be privy to things that would never come up at a small company.

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.

We generally acquire a company every three to four weeks on average. And so it's a rare month that there's not a company being bought. We typically buy for technology and really great people.

Traditional companies have to start looking into themselves to offer more opportunities in their companies by starting new subsidiaries and joint ventures.

I fell in love with the science at Merck.

A vigorous and profitable drug industry is not a problem to be solved but a goal to be encouraged.

Understand what you are acquiring and protect it at all costs. You are acquiring people and next-generation products. You are making an investment that together you can grow faster, make more profits, and take more market share.

I would say that the pharmaceutical industry is hyper-competitive from a global perspective.

I really was inspired by the possibility of more directly being involved in the development of drugs myself.

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

Acquisitions have contributed only to 20% of MindTree's growth and 80% has come through the organic engine. Many large acquisition proposals have been turned down to ensure a proper balance was maintained.

There have been many very successful acquirers, where they've bought up companies, and they've grown their earnings very rapidly, and the stock has appreciated tremendously.

I was vehemently against acquisitions. Now let's buy everything in sight. Well, that's a slight exaggeration. We are a little more strategic than that. But everything was on sale.