Winfried Vahland Quotes

India is a country with huge potential, and it remains an attractive high priority market for PepsiCo. We believe we have only scratched the surface of long term growth opportunities that exist for PepsiCo and our partners.

On the ground, our operations are in India. We believe we are in a country where the growth is still to be captured, so we will remain reasonably focused in this country.

In general, great companies prefer to grow 'organically,' as Wall Street likes to say. That is, from the inside out, by finding new markets or by taking market share from their competitors.

The worst thing that you can do in terms of bringing a product up to the market is to be two days after someone else has brought a similar product to the international market-It's dead.

Making new products is an easy tap for a company in a recession.

India is and will remain an important strategic growth market for the Volkswagen Group. We are convinced that VW will take on a key role in the Indian automobile market in the long-term.

A tremendous chief executive in a small market will never be great. All great companies start with great markets.

A strategy is something like, an innovative new product; globalization, taking your products around the world; be the low-cost producer. A strategy is something you can touch; you can motivate people with; be number one and number two in every business. You can energize people around the message.

We recognised from the start that we couldn't just stay in the U.K. and Ireland markets. We have always looked to the products of the future. I've always said, 'If you don't innovate, you'll evaporate.'

The U.S. market has the highest priority for Volkswagen.

The key to economic prosperity is the organized creation of dissatisfaction

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.

People love our products. They love using our services. All of this, to me, equals great opportunity.

The enterprise market is never winner-take-all.

Apple is the only company that can take hardware, software, and services and integrate those into an experience that's an 'aha' for the customer. You can take that and apply to markets that we're not in today.

When a market isn't in transition, gaining market share is hard - you're fighting to take one or two points of share from competitors.

When I think of revenue growth, I think of the words 'mix' and 'shift.'

Market in India is big enough for several brands. For us, it's about innovation, making best product, and making the ecosystem better and better. If we do that well, then more people will switch from Android to iOS.

When we launched the Wii - I mean, again, people look back and say, '100 million units, it was easy!' Believe me, I was there, and it wasn't easy at all. We had tough conversations, internal debate, like, 'How are we going to do this? How are we going to bring it to life? What are we going to do?'

The interesting part for India is really that it's an emerging market, and therefore the opportunities are very unique. I guess the challenge that comes with that - it's always a path less trodden.

XUV is a living proof of the value of MRV. In that sense, the XUV was a wonderful validation. The XUV grew along with MRV. As the institution was built, the product was created.

If someone makes an inroad into a new territory, a new market, people will follow their success. That way, I think we will be getting more pan-India films and not restricted to a region or a language. More and more films will come out on a bigger budget, on a larger-than-life scale.

Mahindra's brand strategy is about niches across areas of mobility.

If you are a single product company, then you are a contract company. But if you enter the retail market, then you have to be a multiple product company.

When we opened our office in Santa Ana, California, in 2016, I could not have envisioned this level of growth, although I always knew our products would be well received by customers in North America.