Smriti Irani Quotes

Traditionally, the sample is always better than the stock you deliver to the store.

If a war started, the oil price probably would go up, as you said, maybe $5, $6 a barrel until you saw other oil from the extra supplies that are available elsewhere coming into the world, into the market.

As I've written before, China's ability to be the assembly line to the world wasn't where its role in the global economy ended; it was where it began. An ability to make products cheaper than anywhere else gave way to an ability to make high end products more nimbly than anywhere else.

There are really two things that have to occur in order for a new technology to be affordable to the mass market. One is you need economies of scale. The other is you need to iterate on the design. You need to go through a few versions.

Globalisation has powered economic growth in developing countries such as China. Global logistics, low domestic production costs, and strong consumer demand have let the country develop strong export-based manufacturing, making the country the workshop of the world.

Protect the consumer by owning the product all the way from the soil to the table.

In the past, the U.K. got away with selling things that weren't unusual. Now it's no use trying to export without having something that's unusual and better.

If an industrialist can sell his products anywhere in India and the world, why should a farmer not be allowed to do so?

My view is make Indian manufacturing competitive, and if it is competitive, it can serve customers or consumers anywhere.

We're creating new supply for the world, which is key. If we didn't get more tonnes into the system, your next motorcar is going to cost more because the aluminum cost is going to be higher.

International markets are much bigger than the U.S. In Sweden we have 9 million inhabitants, and if you're successful in Sweden, you're not successful - it's such a small market.

Our competition for American business is no longer in the next county or the next state, it's around the world.

GM is a highly collaborative organization; we rely on a whole tier of suppliers for everything that we do.

Basically all the world's computer parts come from the same supply chain that runs from Korea, down through coastal China, over to Taiwan, and down to Malaysia.

In an era of global value chains, worldwide sourcing and the never-ending search for new markets, we must be careful to avoid the proliferation of regional standards. A multilateral approach holds wider benefits for more actors.

Why is Caterpillar bad if we create a new job in India or China to receive U.S. exports? It makes no sense to me. We want to drive all the exports we can from the United States. We want to concentrate on all those consumers, outside contractors, customers outside the United States that we possibly can.

Design is very, very critical for the success of the car. We want to find the distinctive features for Chinese cars on the world stage.

Nobody forces you to work at Wal-Mart. Start your own business! Sell something to Wal-Mart!

India is the most competitive manufacturing destination on this planet. If we are able to take advantage of that competitiveness for our domestic markets, this country would be humming with activity; industrial production will grow at 10-11% per year.

As for opportunities, there is room for improved product quality and better service and raising our technology standard. In addition, we should have a certain share of the global market. However, we should consider new industries, such as resource development.

The need of a constantly expanding market for his products chases the manufacturer over the whole surface of the globe. They must nestle everywhere, settle everywhere, establish connections everywhere.

We're part of a global economy whether we like it or not.

If we intend to have the trade of the world, … we must be in a capacity of serving all markets and all humours.

I started my career counting diamonds and schlepping gold jewelry around the world. The jewelry business is a very, very tough business - tougher than the computer business. You truly have to understand how to take care of your customers.

For physical goods, there are costs associated with logistics and lead times, owing to inventories and poor forecasts of the market. With digital capital-intensive technology, however, production will inevitably move toward the final market, wherever it is. This re-localization constitutes a major shift in the structure of global supply networks.