Baba Kalyani Quotes

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Import and substituting imports with domestic production are a big opportunity. With a devaluation of the rupee, imports get expensive, and for Indian manufacturers, this creates a huge opportunity.

We book our exports forward for more than a year, and so we have a fixed rate. We do not get the spot rate that we see in the market every day.

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We have done a lot of work on cost reduction, getting ourselves lean, reducing our breakeven, reducing our fixed cost and increasing exports. All of these factors help because our export basket is not just automotive but also includes industrial...

Our strategy should be based on indigenisation and import substitution. The government must provide opportunities for domestic companies to participate in sectors in which the country continues to depend on imports.

The emphasis on innovation and technology in our companies has resulted in a few of them establishing global benchmarks in product design and development, manufacturing practices and human resource capabilities. However, there is no room for complacency.

From an operational perspective, exports challenge companies to design, develop, manufacture and supply products to discerning customers in global markets. This, in turn, motivates companies to scale up the value chain, which results in higher realisations.

India is still considered a preferred destination for many multinationals to manufacture cost-competitive high-technology products for domestic consumption as well as for global demand.

I had my own motor boat which we would take to Khadakvasla, but that was 40 years ago.

We are working with the power industry all over the world. We are meeting customers in aerospace and getting them to tour our plants.

Bofors was a steelmaker that became a forgings company and then went on to build guns. Companies like Krupp and Thyssen were in steel and forgings before entering defence. There are similar examples in the U.K.; it is a natural...

I had the option of building a career in the U.S. Many of my friends who went at the time did not come back, but for me, building the family business and being with family was worth it. I became...

The Indian business has largely grown on the back of exports. The domestic markets, as far as our Indian business is concerned, actually have contracted because of the contraction in the medium and heavy commercial vehicle space.

We have got into Indian railways and are trying to get into the railway locomotive business in Europe and the United States.

Our company is very diversified, both in terms of geography and in terms of products.

The commodity price easing really does not play too much role in our margins because our basic raw material - steel - is not really a commodities engineering steel.

The year 2013 has been very difficult, with a lot of headwinds in almost every region and every business.

In 2014, we have some new activities and new order wins in the non-automotive space.

Our real focus is going to be what can we do with our existing capacities, what new things can we do, and how much more demand can we fulfil with our existing capacities.

I am able to compete not because my labour is cheap, but because I can use technology better than others.

Indians have very good engineering capabilities, and that is why, if an industry focuses on innovation, you will have a far greater chance of success, rather than the model which is based on just being a production machine.

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