Discover the most popular and inspiring quotes and sayings on the topic of Acquisitions. Share them with your friends on social media platforms like Facebook, Twitter, or your personal blogs, and let the world be inspired by their powerful messages. Here are the Top 100 Acquisitions Quotes And Sayings by 92 Authors including Donald J. Trump,Henry Kravis,Bing Gordon,Alex Berenson,Li Shufu for you to enjoy and share.
Leverage: don't make deals without it. Enhance
It's not just buying the company. Sure, we picked the right companies, and we picked the right management and, most importantly, we've given them the right incentive to perform.
The Internet Treasure companies tend to go public rather than get acquired, although there are clear exceptions, like Instagram, YouTube, Skype and PayPal.
Companies buy customers when they cannot win new business on their own. They merge when their executives do not have a better idea of what to do.
I hope to buy brands and businesses globally.
A buyback is itself a special kind of acquisition, made at prices that are typically a bargain compared with those a company must pay for an outside purchase.
Continuing economic growth requires both recruitment of new companies and expansion of existing businesses.
think they have franchise opportunities available.
Goodrich was the biggest acquisition in the history of aerospace.
If you're thinking of acquiring a company and want to keep it a secret, tell everyone in the company; let them all in on the truth. Say, 'Listen, if this gets out, we'll probably lose the deal, so we're all in this together.'
I think the acquisition of consumers might be on the verge of being mapped. The battlefield is going to be retention and lifetime value.
How do you make money? Spinoffs, split-ups, liquidations, mergers and acquisitions.
I've been through a couple of mergers - they're not that fun. And it's easy to lose your focus on this grandiose mission you established for yourself as an independent company.
Our true acquisitions lie only in our charities - we gain only as we give.
We're seeing a crazy appetite for people to acquire and invest in British businesses.
One of the commitments that I personally have now is to a diverse approach to buying businesses, and the operation of those businesses.
We upgrade URZ to a Buy; we see an entry opportunity with investors.
Whenever you're at a loss for what move to make next, just ask yourself, What would make a betterstory?
Accounting consequences do not influence our operating or capital-allocation decisions. When acquisition costs are similar, we much prefer to purchase $2 of earnings that is not reportable by us under standard accounting principles than to purchase $1 of earnings that is reportable.
There are two ways to grow: by stealing from the competition or by growing the market. The first path is slow and painful and difficult. The second path is where the magic of fast growth kicks in.
Markets rather than merely chasing old ones.
orders. This report closely resem bles the Purchase Journal.
It is the logical next step in our ongoing effort to shift our company's centre of gravity, accelerate our growth
I've got a distribution system that goes to 170 countries. If I acquire properly, you know, you may be successful in one or two countries, or one place; I can scale, and that's part of the value that IBM brings.
When you're building a company, you need to continually strengthen every component - finance, strategic partnerships, executive team, and relationships with every last constituency.
The biggest winners are surprises to me, and takeovers are even more surprising. It takes years, not months, to produce big results.
We expand what we focus on.
What's Management up to?" I whispered to Bennett.
"My guess is a new acronym," he whispered. "Departmental Unification Management Business." He wrote down the ltters on his legal pad. "D.U.M.B.
Innovation invasion is a brand's wheel that turns fortunes
I think that you need to have books that talk about the lives of the poor, and they need to be involved - involved in acquisitions.
Every generation enjoys the use of a vast hoard bequeathed to it by antiquity, and transmits that hoard, augmented by fresh acquisitions, to future ages.
Fox Interactive Media's acquisitions of Newroo and kSolo demonstrate our commitment to empowering users with interesting tools that they can use to further enhance their online experience and online identity.
We spent a lot of money on some players.
Siebel's business development executive admitted that all of the company's acquisitions have failed and noted that an internal study indicated that "cultural conflicts" were the cause in every case.5
This is a bit like big-game hunting. You look for companies of a certain size that deserve to be public.
You're doing a major merger, you got to hope you didn't get it wrong. That's the view of any CEO.
The desire for reinvention seems to arise most often when companies hear the siren call of synergy and start to expand beyond their core businesses.
For me, the international expansion of eBay was the best idea. We are now in 35 countries, and have a huge global network. The second best one was the acquisition of PayPal - the wallet on eBay.
Something out of the ordinary course of business is taking place that creates an investment opportunity. The list of corporate events that can result in big profits for you runs the gamut - spinoffs, mergers, restructurings, rights offerings, bankruptcies, liquidations, asset sales, distributions.
Seek out strategic alliances; they are essential to growth and provide resistance to bigger competition.
Despite our policy of candor, we will discuss our activities in marketable securities only to the extent legally required. Good investment ideas are rare, valuable and subject to competitive appropriation just as good product or business acquisition ideas are.
Though the discoveries or acquisitions of man are not always adequate to the expectations of his pride, they are at least sufficient to animate his industry.
We bought a doomed textile mill [Berkshire Hathaway] and a California S&L [Wesco] just before a calamity. Both were bought at a discount to liquidation value.
A lot of companies have lots of assets tied up in plant and equipment. Well, is it old plant, or is it new plant?
Acquiring Sunseeker deepens Wanda's international influence and represents an important step forward for the development of the business.
A Venture Culture. Robert S. Adelson Managing Partner, Osage Partners Our
As you get bigger, your staff gets bigger, and your costs get bigger.
Takeovers wouldn't cause the stock market to rise unless there is an upward reassessment of earnings (potential). People are more optimistic and confident about the future.
Innovation accounting
The history of the Internet is, in part, a series of opportunities missed: the major record labels let Apple take over the digital-music business; Blockbuster refused to buy Netflix for a mere fifty million dollars; Excite turned down the chance to acquire Google for less than a million dollars.
Expand the leadership.
I buy companies for strategic reasons and operate them.
Never sell, never franchise.
In a company, you buy thousands of things. Every item you buy has its own footprint.
Access to goods, services & talent triumphs over ownership
Don't you know what marriage means in this world? They are mergers and acquisitions disguised as marriages. In other words, the takeover syndromes.
When you see a merger between two giants in a declining industry, it can look like the financial version of a couple having a baby to save a marriage.
Technology & technicians, you can always buy with money; but the wealthiest person must build relationships.
Rather than engage in the sort of selective retention that so many investors tend to do and pretend mistakes never happened, I prefer to 'own' them. This allows me to learn from them and, with any luck, avoid making the same errors again.
Our industry expertise (at KKR) enables the firm not only to make better investment choices but also to win the confidence of senior management and sellers, which has enabled us to purchase many companies on an exclusive basis.
Going public is 18-month process, while an acquisition is a 6-month process. Going public means going under so much scrutiny, regulatory approval, auditing, magnified 10 times. Having the stomach to do that isn't necessarily in my DNA. My DNA is building a product and a service.
Try to establish the value of a company.
Google has been amazing at acqui-hiring, buying small companies for the engineers. I think in the competitive market of Silicon Valley, it's really a good way to do it. Big acquisitions often don't work out.
Much of what is called investment is actually nothing more than mergers and acquisitions, and of course mergers and acquisitions are generally accompanied by downsizing.
We have a rich and vibrant partner ecosystem with several thousand formal business partners. Some of them are very large companies that we collaborate with in many ways.
I wanted a CFO with public company experience; I needed an HR department, new office space, and a board which could help me grow the business. Insight, the private equity firm I chose, helped me with all that.
Disruption causes vast sums of money to flow from existing businesses and business models to new entrants.
Suddenly, police departments were capable of increasing the size of their budgets, quite substantially, simply by taking the cash, cars, and homes of people suspected of drug use or sales.
Collaboratition: the art of working with our competitors.
Patent battles have become a strong catalyst for mergers, reducing competition in various domains. The largest corporations, with gigantic patent portfolios, routinely enter into cross-licensing agreements with their largest competitors.
As they grow, companies saturate their markets, become more complex and difficult to manage, and face larger and more entrenched competitors.
Our policy is to concentrate holdings. We try to avoid buying a little of this or that when we are only lukewarm about the business or its price. When we are convinced as to attractiveness, we believe in buying worthwhile amounts.
The strength in our third-quarter financial results is cause for excitement. I'm particularly pleased that we continue to demonstrate impressive growth at the same time we are engaged in important merger discussions.
As an esteemed businessman, he forgot one very important rule. He forgot to read the fine print. It wasn't an acquisition to own another person as he'd previously assumed. It was an agreement to acquire a soul.
In the 1980s, corporate raiders began mounting unfriendly takeovers of companies that could deliver higher returns to their shareholders - if they abandoned their other stakeholders.
The things you used to own, now they own you.
One of the challenges associated with a company becoming large is that companies become hierarchical. They become bureaucratic. They become slow. They become risk averse.
Eric once chatted with Warren Buffett about what he looks for when acquiring companies. His answer was: a leader who doesn't need him.
Chose executives on the basis of "runway," their capacity for growth.
Typical mergers happen when there are two competitors coming together, and they reduce overhead.
Our investments in data, Internet and international have been particularly timely and have positioned the company to post industry-leading incremental revenue gains.
And our size: The company this year is going to be close to $50 billion, so if that's the case and you can continue to grow that fast, I would rather put my energies to solving customer problems and growing our business than worrying about integrating and laying people off.
Exchange is creation.
Well, we are expanding in all of our segments of the market.
Expenditure now attracts fame as conquest once did.
Our attitude toward cash generation and asset management came out of our own thought process. After we acquired a number of businesses we reflected on aspects of business. Our own conclusion was that the key was cash flow.
The second purchase was my ranch, Mockingbird Hill. The third purchase was Longhorn cattle.
Skill at creating, exploiting, and exiting crucial alliances beats ownership of fixed assets
The acquisition of riches has been for many men, not an end, but a change, of troubles.
We are looking for targets that have a tremendous strategic fit for the company. The colleges must have complementary education programs, have an excellent reputation, long operating history and solid regulatory compliance.
The most important product of interactive planning is the planning process, not plans. It is in the planning process that knowledge, understanding, and wisdom are generated. It is in these acquisitions that the value of planning resides.
Government expands to absorb revenue - and then some.
Increasing values again brought increasing values. As with the canals and turnpikes, it was transportation, this time the railroads, that was the focus of the speculation. Here the horizons seemed truly without limit. Who could lose on what was so obviously needed?
I learned about M&A and how to value assets and work with investment bankers.
You must have a supplier relationship of constant improvement.
The biggest part of our business has always been moving things, not paper. With the Internet, people in Mississippi can buy things from Macedonia, without regard to time or place or quantity.
We realized that YouTube is a rocket ship and that this is an incredibly big space. I started agitating for it. I was the most passionate voice for acquiring YouTube: 'The price tag seems really high, but it is going to be worth it.
The acquisition of riches has been to many not an end to their miseries, but a change in them: The fault is not in the riches, but the disposition.
In 2014, we have some new activities and new order wins in the non-automotive space.
Opportunities multiply as they are seized.