Zitat des Tages von Anand Mahindra:
Make in India will not work if we take a conventional linear approach. It has to be a leapfrogging into the future, and India is ideally placed to do this.
My mother was a writer. She acted in one film before she decided that Bollywood wasn't good enough for her. My two sisters and I probably learned from her how to get under other people's skin. In contrast, my father was a simple man despite his success at business. He was a people person, and I think that's what led him to join politics.
Can a person be inspirational? Does a person have global sensibility? That's the hardest thing to find.
We're going to be selling our product to the American consumer. We want to have Americans who understand American consumers.
My own ambitions were eclectic. My father ran a steel plant, and I was expected to study metallurgy and end up at the steel plant when I finished high school at age 15. Despite my proficiency at science, I decided against it and instead went on to study filmmaking.
If your strategy calls for you to be in America, then you will go into America. If your strategy calls for you to be in M&A, then you'll do an acquisition. You usually acquire a company to acquire technology, geographic advantage, etc. Similarly, geographic expansion is very much like M&A. It's done to advance a strategy.
I love the blues, but I love a lot of music.
The market will evolve into two segments: cars that provide ease of access to transport and are shared by many people, and cars that are exclusive, high-end symbols of the owner's status and aspirations.
The story of rural India is a lack of empowerment: perceived impotence. Villagers are being constantly threatened by an authority. The Bolero symbolizes empowerment.
Mahindra's brand strategy is about niches across areas of mobility.
Branding in electric mobility is critical, but I think what Tesla has also demonstrated is that you can build new brands.
Sustainability is a part of our 'rise' philosophy. You cannot rise if you take more from the community than you put back.
There is a growing interest in team ownership and promoting sports beyond cricket in India. I always felt it is important to encourage other sports, especially those that bring communities together and promote active lifestyles to Indian youth.
If you are planning to save the planet, it will not be Tesla that will do it, since only a finite number of people can afford to buy one, even a $35,000 Model 3.
We see ourselves as being people who want to take India to the world; we see ourselves as being aggressive, assuming risk.
The age of access being offered by taxi-hailing apps like Uber and Ola is the biggest potential threat to auto industry.
My aspiration is that M&M become one of the most customer-centric organizations in the world. If we focus on understanding our customers, we will be able to develop customer-centric innovations.
The glamorous side is SUVs, but frankly, the tractor side is where we are number one in the world.
I have personally invested in a company created by Rohit Khattar - Cinestaan Film Company. But that's what I do personally.
I think Tesla doesn't sound like it has a very collaborative culture.
We don't believe start-ups are the private preserve of only garage start-ups... The corporate garage is going to be the scene of a lot of action.
Nobody understands how the world will change. The only way you can plan for the future is to have scenarios. You have to have the courage to take a leap of faith on one of them.
There is no business in the world - I don't care what it is, whether it's I.T. or manufacturing - that does not have what I may refer to as a blended resource base. You have high-end work. You have engineering work. You have some local knowledge you require. Then, you have some very low-cost work to be done.
You cannot mean everything to all segments of the markets. You cannot have a brand straddling too many meanings.
I don't think the disruptor and the business model of a disruptor necessarily is an indication of the topography of the future. If it did, you would say then that everyone will make high-end electric cars, when the answer is clearly no.
When we heard that America is pulling out of the Paris Agreement, that's unfortunate, but frankly - speaking purely from my competitive juices point of view - we are delighted that somebody's not going to look at these opportunities. They'll be all there for us.
The job of automobile manufacturers is to passionately build something that others love to own.
You go into battle with your strengths.
You want educated women if you are going to have a modern society.
Our credo says that, in the end, we want to drive positive change in the lives of our stakeholders and communities across the world, enabling them to rise.
India's states must compete, not march in lockstep, if India is to develop its own path to sustainable prosperity.
When you set the right targets, aspirations, and you work efficiently and diligently, the numbers happen.
I have no problem with money coming in and spawning competition. I am honest enough to admit that Mahindra & Mahindra would not have been going to the IITs and doing research if there was no competition.
For any sport to be sustainable, it cannot survive on government or corporate grants alone. The sporting ecosystem needs more investments from businesses, and businesses need to see the returns from their investment in sport. Cricket has achieved that distinction, but I feel a country of a billion-plus people cannot remain captive to one sport.
Sustainability has to be a way of life to be a way of business.
The best way to propel the economy may be to encourage different parts of the country to go their own way.
