Words matter. These are the best Mergers Quotes from famous people such as Jim Rogers, James B. Stewart, James Gleick, Zephyr Teachout, Simon Sinek, and they’re great for sharing with your friends.
Tough times helped many commodities producers become lean and mean through consolidation, mergers and cost-cutting. All that excess supply has been sopped up.
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.
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 need to pressure lawmakers to hold hearings on pending mergers, and pressure federal and state enforcers to use their full powers.
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?
Mergers generate substantial synergies.
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.
Typical mergers happen when there are two competitors coming together, and they reduce overhead.
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 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.
Wal-Mart does not do big mergers, though it will buy much smaller competitors in so-called ‘tuck-in acquisitions.’
The merger mania which goes on and on and on is the sign of the disappearance of competition. As we deregulate, the mergers increase, which means there’s less and less competition. At the national level, at the regional level, but also at the international level.
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.
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.
Most corporate name changes are the result of mergers and acquisitions. But these tend to be unimaginative.
I started in investment banking at Allen & Company in 1991. It was the go-go days of media mergers, and we were incredibly busy with one deal after another. Unlike typical investment banking groups, even in the midst of merger mania, we didn’t have a formal face-time culture – and I felt empowered by that.
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.
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.
How do you make money? Spinoffs, split-ups, liquidations, mergers and acquisitions.
I’ve got stuff about airline mergers, which just shows that my stand-up is getting more insane by the minute.
Mergers and acquisitions, we are always looking for that.
Multiple mergers can be challenging because people come from different backgrounds.
We get talent and scale from mergers.
The historical evidence shows that shareholders usually greatly benefit from mergers.
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.
