Adi Godrej Quotes

Our acquisition strategy is very clear: 3x3. Three continents - Asia, Africa and South America, and in three categories where we have strong positions - personal wash, household care and hair care.

When you are growing at a rapid rate, there is bound to be some inflation. I think a 5% rate of inflation is something that we should take in our stride.

We were licencees of Sara Lee Corp's air freshener brand Ambi Pur, which they sold to Procter and Gamble. So we handed it over to Procter and Gamble. Now we will introduce our own brand of air freshener.

If global oil prices or commodity prices are high, then it is bound to create inflation. So, we should not be too worried if the inflation is created by global commodity prices. When they come down, inflation will automatically come down.

We have very strong succession plans across all group companies. But we do not comment on it. The retirement age is 60 years, but it does not apply to family professionals who work in the business.

Corporate governance should be done more through principles than rules.

The Godrej group is expanding rapidly. However, we are not diversifying much.

From our group, we've had joint ventures with a lot of international companies: Procter & Gamble, General Electric, Sara Lee, currently with Hershey's and Tyson. We've learned a lot of the best practices.

People should be encouraged by things like awards given for corporate governance practices.

You can't have a regime which continuously subsidizes things; as inflation rises, you keep prices of certain things unchanged.

We are not into financial services, and we are not interested also because we find we are better in branded marketing enterprises.

We find it much better not to try and take the Godrej brand across, but use very strong brands we have acquired in different geographies and push them.

We own only a small percentage in Omnivore, but we manage it. It is basically a venture capital fund to help newer enterprises and provide them with the funding they require in their early stages of development.

We started the 10/10 objective in 2011, and that time, our turnover was about Rs. 15,000 crore. We would like to have a turnover of Rs. 1,50,000 crore by 2021. This will be through high growth in domestic and international operations as well as through acquisitions.

It's a mistake to believe technology rests outside India. We compete very successfully.

A good monetary policy follows inflationary expectations and not historical numbers.

We have a company, Geometric Software, which is into engineering services software. We have a company called Nature's Basket, which is into gourmet retailing. Both are specialized companies.