Uday Kotak Quotes

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When a lion doesn't get its prey, it remains hungry. When the prey saves himself, he has not won, but has saved his life.

For me, the real thing is make, serve and list in India. Which means we need manufacturing, we need services, and we need financial markets.

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

Historically, in India, the strange fact was that the equity owner was not taking as much hit as the lender. Therefore, if we restore the first principle of economics, that first the equity owner needs to take the hit and then the lender, we will get a good solution.

A lot of our fiscal deficit went to fund consumption and really did not get used to build investment and infrastructure. The trouble is, you can get a spurt in GDP growth, which may not be sustainable. I would much rather build the gradient of a long-term marathon.

I keep wondering at night, 'Will I have a bank the next morning, or will some technology company be doing banking without needing a bank?'

As long as there is cash, and the economy is running, all is well. But as a bank, we'll have to test, experiment, try a hundred different things. A few may work, a few may fail, but we have to experiment and try.

There's no harm being a copycat. If someone else is doing a good job, copy. It's free.

The trouble with opportunity is, it never announces when it comes. It's only after it's gone, you'd realize that you missed it.

The ability to scale up is hard. So the best model for us is concentrated India, diversified financial services, and through this, we can get significant scale on an Indian platform.

Technology is an enabler; you have to be at the cutting edge of technology - there is no choice.

Younger customers are the future, but older customers have the money. So you need both: one for the present, and the other for the future.

Our view is that younger customers love our digital offering, our mobile banking applications and so on. Older customers expect relationship managers and want much more personal attention in terms of their needs.

As we were all growing up, there used to be a very big mantra in India which was called 'export or perish.' There was a long period when we used to focus on import substitution.

A weaker currency is a national tariff. After we get a weaker currency, we have to take advantage of that. Or else, we will waste it once more in inflation and in the inability to raise competitiveness.

If you look at 2009, why did the recovery happen? Recovery happened because somebody in the world's largest economy opened the tap: the U.S., followed by Europe and now Japan.

The single biggest resource India has is people and skill.

I am a believer in the journey and enjoying the journey.

If you ask me, over time, I am a believer in the Indian financial saving story getting stronger; a lot more savers are moving money away from gold and real estate into banks, mutual funds, insurance and equities.

Culture is about the mindset of people, and we are very happy to have a strong combined mindset of people.

I have got nothing against family companies, but there must be real equity, that is all I say. It cannot be based on influence or political friendships. It has to be based on real equity backing their dreams.

If India grows steadily and does the structural things right and carefully unties knots, builds an institutional process which sort of cleans up the corruption and the baggage in the system, I see it as a wonderful marathon.

We are going to position ourselves as a world-class financial institution. We want to do things that are comparable to the best in the world. At the same time, we want to have very strong human qualities.

Kotak Mahindra Bank has very significant presence in the West and the North, and our total branch network between these two regions is 80 per cent, and in case of ING Vysya Bank, their network in South is 64 per cent of their total branch network.

Our approach to banking is very different from the traditional banks or even some of the new banks. We do not necessarily go out and write single-cheque, large-ticket loans.

Our entire approach to the banking and financial services business is risk-adjusted returns. We believe that in most parts of the world, and including pockets in India, banking tends to mis-price risk.

We are extremely focused on building some of the assets which are going into mid-India, semi-urban and rural, and that's our DNA. We are building a retail bank, and a lot of the deposit base is still in urban India.

It's true that I have always been very comfortable with numbers.

A lot of family members worked in the joint commodities family business. It was a classic case of capitalism at work and socialism at home.

I would have loved to have been a cricketer.

I was not very keen on joining the family business... there were 14 family members working together, and it worried me that I would not have enough individuality.

If what you create does not outlive you, then you have failed.

There is socialism in the family that conflicts with meritocracy. And that bothered me.

Growth should take care of the fear of job losses. People will be challenged to do different things. For people who are not up to it, purely based on objective assessment, that's a different issue, which, you do it anyway.

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