Kumar Mangalam Birla Quotes

Buy companies with strong histories of profitability and with a dominant business franchise.

Companies that get confused, that think their goal is revenue or stock price or something. You have to focus on the things that lead to those.

If you look at the numbers from 2002 to 2016, we have consistently been market leaders. We have followed a well-articulated strategy, and our focus is to continue that strategy.

The fundamental basis of above-average performance in the long run is sustainable competitive advantage.

We expect all our businesses to have a positive impact on our top and bottom lines. Profitability is very important to us or we wouldn't be in this business.

My own view is that every company requires a long-term view.

I liked being CEO of Blockbuster, but my job is to put it on the bottom line for shareholders.

The opportunity ahead for Microsoft is vast, but to seize it, we must focus clearly, move faster, and continue to transform.

Market share is key.

My desire has always been to be the leader in an industry.

It's a multi-billion dollar industry run by our family. That gives us some real unique advantages. We know our sport and our industry better than anybody else. We have the values from the original days. We understand how our stakeholders win and lose in a big way. So I think gives us an advantage to be family controlled, family owned.

If you could get all the people in the organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.

Long-term sustaining growth is a minimum expectation for us.

In order to generate extraordinary profits, you must have a focus that is beyond profits. You need to focus on how you serve your clients.

At Tatas, we believe that if we are not among the top three in an industry, we should look seriously at what it would take to become one of the top three players.. or think about exiting the industry

If the only common thread you have as an industrial company is the fact that you think you're well managed, you can still be a pretty good company, but you're not going to be a dominant company, a competitive company over time.

The best advice I ever got was from Lee Iacocca.... It was get into a business where you can be a big fish, not the little fish. Get into a business where you can be a change agent, where you can make a difference.

I want Wipro to be among the top ten IT companies in the world.

All happy companies are different: each one earns a monopoly by solving a unique problem. All failed companies are the same: they failed to escape competition.

It's my job for Oracle, the number two software company in the world; to become the number one software company in the world. My job is to build better than the competition, sell those products in the marketplace and eventually supplant Microsoft and move from being number two to number one.

Good-to-great companies set their goals and strategies based on understanding; comparison companies set their goals and strategies based on bravado.

Here's a good rule of thumb: don't worry about a competitor at all, until they're actually beating you with a real shipped product.

In business, competition is never as healthy as total domination.

We have the brand, and we have the fulfillment capability. Now we had to get the Net, and that's the easiest part of the game.

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