Uday Kotak Quotes

The Godrej group is expanding rapidly. However, we are not diversifying much.

When most people ask about a business growing, what they really mean is growing revenue, not just growing the number of people using a service. Traditional businesses would view people using your service that you don't make money from as a cost.

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

The period from 2002 to 2007 was probably our best period. We created a strategy to build global scale, footprints in each of the geographies and dramatically built our international business.

Well, we are expanding in all of our segments of the market.

By getting into distribution and production, I am actually widening my base.

The big challenge with Internet financial services has been that it's very difficult to get large numbers of customers to sign up for your service.

I was in oil when oil was $8 a barrel and in construction when interest rates were 20 percent. I was looking for something everyone used and where you could build a customer base - and if it was successful, you could take it nationwide and even worldwide.

People in retail banks are not smart. They have a business model that's quite difficult to not make money out of - but still they somehow manage it.

The United States is a huge market, and once you get rolling, you can replicate that model over and over pretty easily. Your supply lines are taken care of. You don't have technicians to deal with. You've got your customer base.

Citadel is a global technology leader, recognized for its work to level the playing field for investors and make markets more fair, transparent and efficient. I look forward to leading this exemplary team as we grow this global business.

We are excited to see how PayPal's global payment platform can help small businesses in Cuba thrive and grow by making it easier to connect to international markets.

I was honored to start a small business and to borrow an enormous amount of money and to build piece upon piece, place upon place, building upon building and product upon product, throughout the United States and eventually Europe and facilities around the world.

If I had a formula, I would have launched newcomers every year or maybe, every quarter.

The thing about innovation in financial markets is they're always building on what has come before. It's a natural process.

You can't run a business just by selling one thing.

For any business that has an indirect model to move into the direct business is very difficult and very challenging.

Greatest risk is not development of new product, but development of customers and markets

Chipotle was wildly successful, and I thought, 'Well, let me open one more.'

I don't think that the financial services industry and that banking in particular are any different than any other part of the economy, any other industry outside banking.

By any measure, CapitalSource outperformed both our direct competitors and the financial services industry in general, particularly in the context of the near collapse of the financial services industry where 19 of the 20 largest financial institutions in the country either failed or were bailed out by the government.

Disney is looking at growing in emerging markets - and for them India is an important market. They also recognize how important it is to partner with a local Indian company.

There's nothing wrong with a business that supports you and perhaps an extended family. But if you want to build a scalable startup, you need to be asking how you can you get enough customers/users/payers to build a business that can grow revenues past several $100M/year.

I'm in favour of entrepreneurial, risk-taking businesses that create great products and services.

2012 was a good year for the Mahindra Group, as we moved ahead by venturing into new geographies and businesses.