Sajid Nadiadwala Quotes

We have to have a successful box business if we are going to go beyond the box.

I have great expectations for our company; pretzels were just the beginning.

I generally disagree with most of the very high margin opportunities. Why? Because it's a business strategy tradeoff: the lower the margin you take, the faster you grow.

As long as our quality and company continue to get better, by nature, we will get bigger.

We're building a great company, and we're very excited about the future of the company.

If you have a great idea that can translate elsewhere, then that's where the scalability comes in - and that's where you can actually start to make real money.

I think it is serious to have good sales. As I learned belatedly, the more you sell, the more publishers pay attention to you, and it took me a very long time to figure that out because I never thought that way.

I couldn't have predicted the business would be worth so much. I could see that we would have this sort of market share, but I didn't realise the numbers would be so large.

All of my businesses are profitable.

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

I'm much more interested in raising revenues for businesses than for the government.

Unlike Marvel, we are not setting up redundant organizations for expertise that exists. We will track all DC properties to measure financial success.

Now a movie with 30 million returns would be something very incredible and the producer can only get 10 to 15 million. This is only 100 thousands US dollars. This is not enough!

Unless a Western's made money - doesn't matter who made the money, doesn't matter what the subject is - if the last one didn't make any money, you can't make another one for a four-year period. Westerns more than any genre.

There is nothing to be embarrassed about being profitable.

Cisco never had a red quarter. Never. Took us three years to get funding, and in those three years, we were never in the red, and that was because we had two products to sell. They were not sexy or cool, but we had enough of a market that we could generate enough of a cash stream to grow the company.

Wealth won't give you satisfaction; creating a good product that's well received by users is what matters most.

My business acumen is definitely growing.

Oh, if people only knew how this business has grown.

Get big or get out!

Some people make their choice on size. I happen to not be a believer in that. I've often said, especially in an industry that's clamoring for growth, if I wanted size, I wouldn't have divested $8 billion of businesses.

Quit being 'busy' and start actively owning and operating your company, and you'll be able to understand where the money is coming from and how to make more of it.

If we want, we can be profitable, but we are focusing on growth. We don't comment on profitability, but we do look at it internally. And many of our Ola cities are profitable. But our focus across all cities is growth.

In just a few years, I have turned my small company into a multi-million dollar makeup empire.

If I could be generous and move forward and spread my feelers business-wise and also creatively, that's the best position to put myself in.