Tulsi Tanti Quotes

The model of Coca-Cola is local, whether it's investing, partnering, sourcing, producing, or selling. We market and distribute locally; we pay taxes locally. And it works.

The Chinese are quite entrepreneurial. Remember when Lenovo bought IBM's PC division. It was said that China didn't need a brand name, China didn't need to buy Lenovo to get into the PC business, I remember reading a one-liner somewhere which struck me as quite possibly true, it said the one thing that the Chinese had not been able to copy or figure out was the way, in terms of systems, that Americans - it probably would be true for Europeans as well - that Americans install and live by their management systems, while China is still quite half-assed. Perhaps that is a true statement.

Then why flounder around waiting for good business? Get the costs down by better management. Get the prices down to the buying power.

The key issue when you're looking at cost cutting is to always plan for the future.

The surest foundation of a manufacturing concern is quality. After that, and a long way after, comes cost.

Golf is an expensive way to make yourself miserable.

Big Business wants cheap labor costs.

I study my competition for at least an hour a day. I get on the internet, look at what they doing, then I look at ways to defeat them.

Just because we can ship organic lettuce from the Salinas Valley, or organic cut flowers from Peru, doesn't mean we should do it, not if we're really serious about energy and seasonality and bioregionalism.

They brought on someone who cost more than our stadium.

We are not very good at this. Our success rests on our international experience and on our ability to read the market. And I contest the notion that you can only succeed in China when you are well-connected. Neither my husband nor I are "princelings" - children of influential people, that is. And yet China has enabled us to succeed.

We have never considered any costs as fixed. Therefore we first reduce the price to a point where we believe more sales will result. Then we go ahead and try to make the price. We do not bother about the costs. The new price forces the cost down.

The engagements with the International Investment Council have developed in a very interesting way. It is, again, the point I raised at the beginning.

If we don't reform how healthcare is delivered in this country, then we are not going to be able to get a handle on that escalating healthcare costs.

If you think in terms of topping, you're in the wrong business. You can't think that way.

If, along the way, something is gained, then something will also be lost.

There are as many foolhardy ways to grow as there are to downsize.

That’s just silly. Closing a global business in reaction to single-issue national politics is foolish.

Who has excess and supplies the world? Only the one who follows the Way.

While it is important to be aware of and sensitive to cultural differences when conducting business internationally, the principles of transparency, trust, and partnership are universal.

The greatest million dollar insight I can give anybody is find a big problem and then solve it in a big way.

Throughout my business life I have always tried to keep on top of costs and protect the downside risk as much possible. The Virgin Group has survived only because we have always kept tight control of our cash. But, likewise, I also know that sometimes it is essential to break these rules and spend lavishly.

When this government [Chiang Kaishek's] finally fell there was no one ready to teach the Chinese the human way of life.

I'm not wanting and I don't live in a hovel, but if you keep your costs low, you can do what you want to do creatively.

There are multiple ways to be externally focused that are very successful. You can be customer-focused or competitor-focused. Some people are internally focused, and if they reach critical mass, they can tip the whole company.