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Mergers and acquisitions, we are always looking for that.
How do you make money? Spinoffs, split-ups, liquidations, mergers and acquisitions.
In the pharma space, we have been growing both organically as well as through acquisitions.
I can well imagine making acquisitions so long as these are complementary to Puma and move it forward.
We continue to see acquisitions as an opportunity area for us. It's one of the tools that we use to grow.
In pharma, we continuously look for acquisitions... if it makes strategic sense and if there is any value.
Successful enterprises are built from the ground up. You can't assemble them with a bunch of acquisitions.
Most corporate name changes are the result of mergers and acquisitions. But these tend to be unimaginative.
Edelman maintains a very conservative balance sheet. We do small acquisitions. This helps me sleep well at night.
Wal-Mart does not do big mergers, though it will buy much smaller competitors in so-called 'tuck-in acquisitions.'
When I worked at Yahoo, I saw a lot of acquisitions. Some succeeded, and some failed. I think I have learned from that.
The key to making acquisitions is being ready because you really never know when the right big one is going to come along.
I can't tell you the amount we plan to invest in new acquisitions because that will depend on the opportunities that become available to us.
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.
Innovation has its limits, of course, and Salesforce has proved adept at supplementing its growth with acquisitions, a tool long available to older rivals like Oracle and SAP.
Innovation in an existing company is not just the sum of great technology, key acquisitions, or smart people. Corporate innovation needs a culture that matches and supports it.
In my role as executive vice president of development and acquisitions for the Trump Organization and founder and CEO of my own lifestyle brand, I've had a lot of practice negotiating.
We are reluctant to do these bigger acquisitions that are then integrated, especially if they are committed to a certain product that they want to build that we can't guarantee we will keep evolving.
The rigor and discipline we use in running our business is key to consistently executing our growth strategy. And we systematically applied the same discipline to our investments, including acquisitions.
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.
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.
Ultimately, the goal is to use acquisitions to compress time on product development and get people on the team, especially in senior roles, who can help build out areas of the company they have experience in.
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.
At its core, all authentic growth depends on more customers wanting more of what your company offers. Any other drivers - pricing gimmicks, heroic marketing efforts, forced acquisitions - are ultimately destructive.
Today we're focused on small acquisitions to add technology where necessary. I think it's fair to say we're not out looking for a large one, but I think it's also very fair to say that as a public company you can never say never.
I like being part of a big company's executive team. It's fun to stretch other parts of my brain, considering questions like, 'How should we think of acquisitions?' I get to be privy to things that would never come up at a small company.
But the point of a progressive revenue tax is that you create incentives both for breakups, you penalize the acquisitions, and you encourage the development of models where the customers are customers and they know what they're giving up.
We continue to look at accretive and synergistic acquisitions both in the domestic as well as international markets. Our emphasis, thus, will be on strategic acquisitions, and we will not be doing it just for the sake of making our name bigger.
Business development is a part of M&A - we identify signals in the market, whether its trends or disruptive technology, and bring them back and address the opportunities. I have three levers I can pull - partnerships, acquisitions, or investments.
Some managements do not even think of buybacks as an option. The idea of shrinking their equity base repels them. Their inclination instead is to get bigger, and this often leads them to pay rich prices for acquisitions that never earn their keep.
At three years of age, the child has already laid the foundations of the human personality and needs the special help of education in the school. The acquisitions he has made are such that we can say the child who enters school at three is an old man.
If you think about the history of the PC industry, the PC industry has essentially been nothing but acquisitions by one company or another. Dell is the outlier. Dell built its own culture. They automated themselves to be the most efficient manufacturer.
When we do acquisitions, we decide what we want. We decide what fills a hole. And if the price is too high, our alternative is the $5 billion we spend on R&D every year. We're not well-known for overpaying, because at Oracle we always have an alternative.
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.
We are quite open, however, to looking at acquisitions and there are opportunities that we periodically consider. and I think that may be something we do in the future, but I must say that there is no commitment to that at the present time in any form or size.
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.
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.
We have continued to advance our global ambition with acquisitions that fill in the global footprint, such as Dabo in Dubai on the marketing side, Smithfield in the U.K. for financial PR, Ergo in Germany for corporate reputation and public affairs, and Position in Colombia to add scale to our Latin America business.
I never have used computers or calculators. I've always been able to figure out in my head, far before my opposition has, in negotiating for acquisitions, where we need to be and where the numbers are and how we could get the best sight of the bargain, without having to resort to accountants or assistants or financial experts.
Knowledge is the parent of knowledge. He who possesses most of the information of his age will not quietly submit to neglect its current acquisitions, but will go on improving as long as means and opportunities offer; while he who finds himself ignorant of most things, is only too apt to shrink from a labour which becomes Herculean.
We've demonstrated a strong track record of being very disciplined with the use of our cash. We don't let it burn a hole in our pocket, we don't allow it to motivate us to do stupid acquisitions. And so I think that we'd like to continue to keep our powder dry, because we do feel that there are one or more strategic opportunities in the future.