Dilip Shanghvi Quotes

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After watching Taro reach the brink of bankruptcy, seeing their shares delisted from trading, hearing endless false promises about receiving audited financial statements, and witnessing an unchecked drain of company resources, the shareholders have clearly had enough.

A board of directors that cannot produce reliable audited financial statements for almost seven years simply should not remain in office.

There is no sense in getting excited by market cap because it is a tool.

Taro will continue to exist as an independent company.

Analysts estimate that emerging markets are expected to drive 90 percent of the world's pharmaceutical market growth, and differentiated products will be important to this growth.

I like to win without fighting. But if I can't, then I'm prepared to fight.

Innovation requires a novel approach to scientific problem solving, higher level of resource commitments over much longer time durations.

Projects can take years to exhibit proof-of-concept and a few more years to be converted into commercial realities.

I have never seen myself as a promoter. I always evaluate myself as a manager.

If a company is not doing well, it doesn't necessarily mean that it is not a good company.

I am not comfortable at all with this tag of being dubbed 'the richest Indian' and all the attention that follows for the reason.

Money is the outcome of my work and is incidental.

Whenever you look at any potential merger or acquisition, you look at the potential to create value for your shareholders.

Personally, I feel that a company which looks at problems of other companies and learns from their mistakes is a successful one.

I think FDA's concerns are patient-safety.

I have targets for business achievements; I do not have targets for acquisitions. Because if you have targets for acquisitions, you end up making compromises in terms of valuations, and you buy things because you have a target, and it is not good for business.

It is always a challenge to work when people have big expectations. I would much rather feel comfortable working without expectations.

Clearly in my mind, I have two distinct positions - owner and manager. So I am open to reviewing my performance as a manager as any other person in Sun Pharma.

If I look myself as a manager, I have lot more to learn.

Our focus is to see that we are growing faster than the industry and, whichever product we launch, we do better than competition. We try and manage our operations better than competition. Essentially, we try to be better than what we were the previous year.

Sun is seeking some products that we don't have or technologies that we don't have.

Generally, we have competed with ourselves... because I feel that if I compete against somebody, it causes stress. I don't want the process of growth to be stressful.

Sun Pharma's relationship with AML is on an arm's-length basis. As investors have expressed concerns regarding this arrangement, we are in the process of evaluating various options for undertaking domestic formulation business.

We follow highest level of corporate governance, which is in line with a global company like ours.

The Ranbaxy acquisition doesn't preclude us from making more large acquisitions. The important issue is whether we have the management bandwidth to handle the acquisition.

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.

The reason we don't give a date by which we will acquire something is because we don't want to create pressure on ourselves to buy something.

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