American - Businessman | 1962 -
I see a big, promising future for India's manufacturing and supply chain part of our company.
John L. Flannery
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We always wanted to be a big infra player in India - in sectors such as energy, healthcare, education, locomotives, etc.
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Mergers and acquisitions, we are always looking for that.
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GE is 130 years old because it keeps changing and evolving.
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The thought process of India was more around its potential as a cost arbitrage. We always recognised the potential of India, but we were more coming from how can we fit into cost structure rather than selling things here.
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There will be no cost drag from digital by 2020.
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We are really trying to move from being just a technology provider to being a partner with our customers.
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In all our businesses, we are out to build local capability in four basic aspects - product line, manufacturing and supply chain, the service team, and the financing and investment capability.
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Understanding the customer, feeling what they are feeling, seeing what competitors are doing, you end up having a richer sense of the marketplace.
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We have invested in many of our customers in the health care business by lending or leasing money for equipment purchases or investing in some customers to help them grow business.
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No one likes to look at their stock price go down and say, 'I feel good about that.' It goes without saying.
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We are growing both in the U.S. and in India, and all our business plans are made accordingly. So we are expanding both in U.S. and in India.
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