A Quote by Ajay Piramal

Textile mills are not a very high-margin business and have fixed overheads, so it was challenging. But I think it is only in challenges that you get opportunities.
I generally disagree with most of the very high margin opportunities. Why? Because it's a business strategy tradeoff: the lower the margin you take, the faster you grow.
Healthcare is a very complicated business and you need a very different business model to be successful in India; yet at a global level, there are a lot of challenges and opportunities.
If you understood a business perfectly and the future of the business, you would need very little in the way of a margin of safety. So, the more vulnerable the business is, assuming you still want to invest in it, the larger margin of safety you'd need. If you're driving a truck across a bridge that says it holds 10,000 pounds and you've got a 9,800 pound vehicle, if the bridge is 6 inches above the crevice it covers, you may feel okay, but if it's over the Grand Canyon, you may feel you want a little larger margin of safety.
My family was in two businesses - they were in the textile business, and they were in the candy business. The conversations around the dinner table were all about the factory floor and how many machines were running and what was happening in the business. I grew up very engaged in manufacturing and as part of a family business.
Look, we have a very lousy system for retraining workers that get disrupted. And, you know, I just don't see anybody that's particularly interested in fixing that. They think it's fixed, but it's not fixed. So, we need a dramatic improvement in the way we train people who get displaced.
By a 2-1 margin, voters believe that Donald Trump would change business as usual in Washington, but by almost as large a margin, they believe that Hillary Clinton would be better in a crisis and less of a decisive margin she cares about people like them.
If you understood a business perfectly and the future of the business, you need very little in the way of a margin of safety.
All of us face challenges in our daily lives. Yet in challenges lie some of our greatest opportunities. As we recognize and act on our opportunities, progress, happiness, and spiritual growth follows. We need to be involved in moving the Lord's work forward. The opportunities available to us are endless.
I hope my talent has something to do with it. I just think this business is so crazy. I obviously do the best I can, and the directors I admire see something in me. But this is a strange business, and there are people who are incredibly talented who never make it, who never get these opportunities. So that's why I say I'm lucky. I don't feel that I'm not talented - I think I am talented - but I also think I'm very lucky.
We're a high-volume, low-margin business, so we decided to reinvent our own approach to health care.
We are all being called to be more present than ever, while dealing with a more challenging array of personal and professional challenges, opportunities and all-around growth.
Tennis is a very interesting world. It's a sport of opportunities, but it's a sport of challenges as well. And for anybody to continue to progress, they have to understand what those challenges are.
The best advice I can give is to believe in yourself and to create new challenges no matter how far you get. Even if you think you earned it all or if you're considered the best in the world, keep challenging yourself because you're only as good as your last trick in the public's eye. But only do it because you love it. Don't do it because you think it's your ticket to fame or fortune. If that's the motivation and you reach any of those goals, you're not going to keep that passion.
High leverage is unsafe, not just for a company but the entire economy... LBOs are reducing the safety. Management loses the power to do many things. It has no margin for error and less margin for additional risk.
For any business that has an indirect model to move into the direct business is very difficult and very challenging.
I was born Pauline Matthews and grew up in Bradford as one of three children - I had an older brother, David, and an older sister, Betty. My father Fred worked in the mills as a textile weaving supervisor, and my mother, Mary, was a housewife.
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