Jamshyd Godrej Quotes

Our balance sheet provides us with the ability to act on investment opportunities in appropriate areas that diversify and broaden our portfolio, including the gas and energy sector.

When I got a deposit on my very first cake, I took that deposit and I bought some cake mix with it. I've never taken a loan - ever. And we're doing this expansion just like everything we've done in this bakery as we've grown. If we weren't able to afford paying for something cash, we didn't buy it.

I consider each business investment based on concept and revenue.

I don't think there is anything unusual about a business losing money in certain years.

I've made a payroll. I know what it's like to execute a business plan. I know what it's like to expect the proper return on investment... and I know you can't spend your way out of debt.

Most entrepreneurs come up with a product, or they come up with an idea and they think they can be successful with it. But if they don't know the financial side of their business and understand credit and working capital and what it takes money-wise, you can't be successful. The product is just a product.

The economic costs of starting your own business can be significant; in fact, most new startup companies fail because of undercapitalization.

Doing ventures is great - I'm talking economics now - if you've got a rising market. It's wonderful. If I hadn't got HKT, I would have been just as happy. Because there's a price for everything. And to overpay for something is awful.

Now, people when I say that look at me and say, 'What are you talking about, Joe? You're telling me we have to go spend money to keep from going bankrupt?'. The answer is yes, that's what I'm telling you.

Some of the analysts were saying, Now you're a cash cow, there's no growth at all, pay it all out in dividends, give me it all, you can't invest wisely.

You have to spend a lot to make a lot. It's not like I'm sitting on top of a pile of money.

I think for any small business that's bootstrapped, the overwhelming challenge initially is getting to positive cash flow.

You have to ask what is going to happen to a lot of companies when there is not a lot more money to be gotten. That changes everybody's perspective, I think.

It is important to be financially savvy when you turn producer. As a director, you just need to have a good script in hand.

All businesses require capital, management and labor, and business executives, wanting to grow and maintain profitable enterprises, have a strong incentive to keep costs, including labor, as low as possible.

Producers are not gamblers. They want a good return on their investment.

You start a business, and you really don't have much of a budget.

During an economic slowdown, one needs to be cautious, but I think it's equally important to not get sucked into the vortex of defensive thinking.

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

With the world changing fast, we needed capital for investments. There's only so much bandwidth in your own balance sheet.

Without development there is no profit, without profit no development.

If you don’t balance your budget in business, you go out of business.

From a productivity standpoint, you're supposed to reduce headcount on par with declining revenue. If you believe the environment isn't going to improve, you should take a bigger cut to get in front of the problems.

You can't operate a business running at a loss, and particularly if you're doing it by paying yourselves. It just doesn't fly.

The first aspect of a business that you need to make it work well is money. Once the money aspect is flowing, you can freely work on other aspects.