Adi Godrej Quotes

Over the last several quarters we have been growing faster in Asia and Europe than any other place on the planet. We have 18 percent of the global PC share, about 12 percent in Europe, and 8 percent in Asia.

Apart from boosting our long-term economic strength like other Asian economic powers, Philippine companies expanding overseas and going beyond our comfort zones, or going to some uncharted territories, will help sharpen our management skills.

We have to still develop the Ikea group. We need many billions of Swiss francs to take on China or Russia.

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

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.

If your home market is strong, you can be a strong global player because you have scale and can bring down the cost of production and remain competitive globally. When we started, our home market wasn't strong, so we had to do more business globally.

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

We have met our passion to be ambition to grow our market share significantly in North America. Motorola helps address two other priority markets for us - the acquisition has enabled us to become the No. 1 foreign vendor in Japan. It also gives us an increased market share with China Mobile in China.

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.

We started the 10/10 objective in 2011, and that time, our turnover was about Rs. 15,000 crore. We would like to have a turnover of Rs. 1,50,000 crore by 2021. This will be through high growth in domestic and international operations as well as through acquisitions.

The growth of the company and the license that Starbucks has is to participate in other food and beverage opportunities. We have a global business... and in many parts of the world, tea is much, much bigger than coffee, and we're going to bring tea and bring our capability and our understanding of what we've done for coffee to tea.

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

China is investing in factories in Eastern Europe, not because their labor costs are lower, but because they want to be closer to their markets.

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.

In terms of development of the company, the vast majority of our sales are in the Far East and we will expect to strengthen our activities there, perhaps even moving some of our engineering activities abroad.

What played to what had been a relative weakness for us-this was exploding overseas as well, and we had to scramble to mount some reach and get into places and be competitive on the ground.

VW's future is increasingly being decided in China, Russia, India, the Americas and Southeast Asia. This is where we will generate most of our growth in future.

These vast lands [Africa, South America, Asia]... need only assistance from us to be civilized.

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

in countries where the ability to read and write has been recently acquired or where the people have had no long experience in governing themselves on the basis of their own thinking, it is easy for demagogues to arise and prostitute the mind of the common man to their own base ends

We really don’t have a gun problem here as they do in Africa, Asia or South America. There people actually go to work with an AK47 slung over their shoulder…. In Iraq for example, every family is allowed to have one weapon and they almost always choose and AK47…. The United States, in contrast, has a very transparent arms system.

I was very early on in taking venture capital abroad: to Europe first, then Asia.

India is a large market where our focus will be to grow faster than the market and add few percentage points to our market share every year.

We don't go into a market without a chance of a 40 percent share and sustainable differentiation. We wouldn't get into wiring oil rigs if we didn't believe we could get 40 percent.

Our focused customers are small business and young people. We did a great job in China. How can we help those young people in India, in Pakistan, in Africa. If they can use in the same ways.