Quotes of All Topics . Occasions . Authors
We get talent and scale from mergers.
Mergers generate substantial synergies.
I always said that mega-mergers were for megalomaniacs.
Mergers and acquisitions, we are always looking for that.
Most airlines move too fast in a merger. Speed is not as critical as efficiency.
Multiple mergers can be challenging because people come from different backgrounds.
How do you make money? Spinoffs, split-ups, liquidations, mergers and acquisitions.
The historical evidence shows that shareholders usually greatly benefit from mergers.
The big-business mergers and the big-labour mergers have the appearance of dinosaurs mating.
Typical mergers happen when there are two competitors coming together, and they reduce overhead.
A merger is hard to pull off under any circumstances. It's harder when everybody is against you.
Most corporate name changes are the result of mergers and acquisitions. But these tend to be unimaginative.
I've got stuff about airline mergers, which just shows that my stand-up is getting more insane by the minute.
Wal-Mart does not do big mergers, though it will buy much smaller competitors in so-called 'tuck-in acquisitions.'
Every single time you make a merger, somebody is losing his identity. And saying something different is just rubbish.
The pending merger with XM will offer unprecedented choice for consumers and create tremendous value for stockholders.
At Time Warner, I had ten percent of the stock after the merger. But when we merged with AOL, I was diluted down to three percent.
We're seeing the convergence of a big, corporate party right now. A sort of bipartisan merger under the figure of Hillary Clinton.
We need to pressure lawmakers to hold hearings on pending mergers, and pressure federal and state enforcers to use their full powers.
We have no intention of shutting down plants. We have always said there will be no redundancies or lay-offs as a result of this merger.
Tough times helped many commodities producers become lean and mean through consolidation, mergers and cost-cutting. All that excess supply has been sopped up.
Drop the mind and the divine. God is not an object, it is a merger. The mind resists a merger, the mind is against surrender; the mind is very cunning and calculating.
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.
The market is going to love it. The market always seems to applaud major mergers, even though the vast majority of them don't work out and don't increase shareholder value.
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.
Reasonable mergers generate substantial synergies, so that provides for earnings and cash-flow growth even if it doesn't provide for revenue growth, and I think that's a big driver.
Of the 55 refineries closed in America in the last 10 years, they were all closed for economic reasons, mostly oil company mergers. Not a single one was closed for environmental purposes or objections.
I propose that matchmaking should be approached like a corporate business venture. It can be risky, but I have discovered that the potential profits from acquisitions and mergers cannot be underestimated.
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.
We knew from theoretical models that mergers of massive, gas-rich galaxies were more frequent in the past. Now we've found that these mergers are responsible for producing both the nearby obscured quasar population and their distant cousins.
Well, you would have to say what is the criteria to determine the success of any merger? It would have to be that the companies are stronger financially, that they took market share, and they are on a very steady footing in terms of their performance.
Our first use of cash is invested organically, secondly returning values our shareholders - roughly 100 percent free cash flow. And then thirdly, mergers, acquisitions, partnerships that complement our organic strategy. We are going to continue down that path.
Whereas Jimmy Carter had aggressively pursued anti-merger activity - the imbecilic case against AT&T was prosecuted under President Carter - Mr. Reagan understood the virtue of allowing companies to exploit the synergies of mergers to gain efficiency and lower costs.
Technology is a wonderful tool, but also if used incorrectly a horrible tool. We're fascinated by all aspects of it, whatever makes our human lives easier on the planet, but eventually there will have to be some sort of merger. The fascination isn't going to die down.
Mergers are like marriages. They are the bringing together of two individuals. If you wouldn't marry someone for the 'operational efficiencies' they offer in the running of a household, then why would you combine two companies with unique cultures and identities for that reason?
I spent many hours slaving away, day and night, bleary eyed, on multi-million pound takeovers, mergers and acquisitions, and the rest. It could sound glamorous (especially when it involved overseas travel) but often it wasn't partly because, as a lawyer, you were not the one calling the shots.
Divestitures have long been the preferred remedy for horizontal mergers, where there's an overlap between the two companies. Airlines, for example, may have to sell routes or airport gates where the two airlines compete; cable operators may have to sell operations in cities where both companies operate.
Sure enough, as merger has followed merger, journalism has been driven further down the hierarchy of values in the huge conglomerates that dominate what we see, read and hear. And to feed the profit margins journalism has been directed to other priorities than "the news we need to know to keep our freedoms"
For acquiring companies, the excitement is almost always about where they are going - that is, their strategy for gaining greater growth and productivity. But when mergers fail, it's often because no one focused on who they are - that is, their culture, which is critical to successfully bringing different groups of people together.