A Quote by Narendra Modi

By saying Make in India, we are not only inviting companies for cost-effective manufacturing, but also giving them an opportunity of a large market for their products. — © Narendra Modi
By saying Make in India, we are not only inviting companies for cost-effective manufacturing, but also giving them an opportunity of a large market for their products.
There are 1600 German companies active in India, and some of them are more than 100 years old. Our companies value India as a location for manufacturing and as a market.
The economic situation, the high cost of undertaking manufacturing, the supply chain - which is, by the way, dying out also as manufacturing undergoes hardship - make the U.K. not the first place you would look at to make a manufacturing investment.
Make in India! By this, we mean we want to give low cost manufacturing, ease of business, skilled manpower. India is a land of huge possibilities & scope.
For a country like India, which, unlike China, has domestic market for which manufacturing happens, manufacturing also happens for export.
The companies sending Alabama-made products to markets across the world are not just large, multinational companies, but also small and medium-sized companies located in communities across the state.
When there were not very many Internet companies, the supply of Internet companies to the market was small and the appetite for them was large. Therefore, if you were in the business of creating Internet companies in 1996-98, you had a market that provided massive demand for that.
The truth is that business is simple: create great products, merchandise them at the point of sale, continuously innovate and surprise, reward and achieve a position of loyalty with your front line, and seek new truth from the market. Deliver the goods at a competitive cost. Price to earn a decent but not competitively inviting return. Not much else matters.
The cost of a model is more than compensated for by future savings. It not only presents an accurate picture of the product for the executives, but it also gives the tool-makers and production men an opportunity to criticize and to present manufacturing problems.
Among the reasons for this was the fact that the U.S.A. is one mass market. It is only when you have a mass market that large-scale manufacturing which involves very substantial expenditures can be justified.
Chinese companies - telecommunications and technology companies - are some of the best internationally. Taobao, WeChat, Huawei - not only are they large companies, but they're also very technologically advanced.
We have the Nasdaq private market. But we also want to make sure that every investor has an opportunity to ultimately join in growth and the success of these great companies that we have that have been formed in the United States.
Our goal is to desperately make the best products we can. We're not naive. We trust that if we're successful and we make good products, that people will like them. And we trust that if people like them, they'll buy them. And we figured out the operation and we're effective. We know what we're doing, so we'll make money, but it's a consequence.
India is an important market for Ericsson, not only as a telecom market but also as a global hub for R&D.
Tech stocks were the cubic zirconium of the market. They looked good and were sexy, but they just were a way for the company selling them to make money. That's always going to be transient in terms of the stock market. What's real is that companies have to compete. Technology used well is a great tool to enable that if only because most companies dont use technologies well.
Falling prices are driving renewable energy investment in India, which rose 13 per cent last year and is expected to surpass 10 billion dollars in 2015. Adoption of increasingly cost-effective renewables holds the genuine promise of a new age of socio-economic development, powered by clean, increasingly decentralised, and sustainable energy. The opportunity for India is tremendous.
When you're a large company with significant market share, it's tempting to view market disruptions as a threat, but we view them as an opportunity.
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