The historical evidence shows that shareholders usually greatly benefit from mergers.
A movie studio has to answer to a marketing department, and to shareholders, to ensure the broadest audience possible for its product; it tends to err on the side of caution as a result.
In the age of activism that is clearly not going away, it would seem that some form of engagement from directors with shareholders – rather than directors simply taking their cues from management – would go a long way toward helping boards work on behalf of all shareholders rather just the most vocal.
Companies that are publicly held have a fiduciary duty to their shareholders to try to maximize their profits within ethical reasons.
Chasing revenues that don’t have good earnings doesn’t help us or shareholders one lick.
I’m going to continue doing my thing and work my butt off to add value for shareholders and as long as they and the board see fit to keep me in this role, I feel enormously privileged to serve.
I basically believe the medical insurance industry should be nonprofit, not profit-making. There is no way a health reform plan will work when it is implemented by an industry that seeks to return money to shareholders instead of using that money to provide health care.
If you have a drug that is $100 for one course of therapy, and you know that you can charge $100,000, what should shareholders think when you say, ‘I’d rather not take the heat’?
I am honored to be named chairman of Duke Energy’s board and privileged to lead our company forward for our customers, employees, and shareholders.
I’d be resentful if shareholders who don’t know the business tried to tell me what to do.
I think shareholders are the great evil of this modern world.
We can collaborate with a Netscape employee or partner who’s halfway around the world. We can distribute information and software to customers and shareholders, and get their feedback.
I don’t believe in quotas for quotas sake, but I think companies without any women on their boards should write to their shareholders and explain why – explain how many women they’ve interviewed, why they haven’t taken anybody on.
Back in the 1970s, Kodak tried to give $25m to a black civil rights organisation in Rochester, New York. The company’s shareholders rose up in arms: making this politically charged offering wasn’t the reason they had entrusted Kodak with their money. The donation was withdrawn.
After watching Taro reach the brink of bankruptcy, seeing their shares delisted from trading, hearing endless false promises about receiving audited financial statements, and witnessing an unchecked drain of company resources, the shareholders have clearly had enough.
If you have a business that isn’t growing the top line, it’s very hard to deliver attractive returns to shareholders.
It’s hard to tell which assets will be toxic. The best way to ensure that only shareholders and banks feel it is have adequate capital.
What if lawmakers never spoke to their constituents? Oddly enough, that’s exactly how corporate America operates. Shareholders vote for directors, but the directors rarely, if ever, communicate with them.
Shareholders, of course, have every right to weigh in on whether (or how) they want a company to exercise political influence.
Corporations are driving down wages and working conditions across the globe to maximize returns for their shareholders. They use their power and influence to ensure the rules align with their interests – no matter the cost.
A lot of deals are done or not done because chief executives are not fully aligned to shareholders.
Our people, our shareholders, me, Bill Gates, we expect to change the world in every way, to succeed wildly at everything we touch, to have the broadest impact of any company in the world.
Our laws demand that a corporation have a fiduciary responsibility with shareholders to maximize profits. They are legally required to make as much money as possible, any way possible within ‘the law.’
Russia has a well-known reputation for corruption; unfortunately, I discovered that it was far worse than many had thought. While working in Moscow I learned that Russian oligarchs stole from shareholders, which included the fund I advised.
When you start to get shareholders, clients, employees, rating agencies, and everybody converging, and then your competitors bad-mouth you, you know you did the right thing.
In Montana, no one, including out-of-state corporate executives, has been excluded from spending money – or ‘speaking’ – in our elections. Any individual can contribute. All we require is that they use their own money, not corporate money that belongs to shareholders, and that they disclose who they are.
For decades, activist shareholders were an entertaining, but largely ignored, Wall Street sideshow. Disgruntled investors would attend annual meetings to harangue executives, criticize strategies – and protest that their complaints were being ignored.
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.
The World Bank is a shareholder-driven organisation, and as in all such organisations, the majority of shareholders would want a manager of their liking at the top.
Shareholders have the right and obligation to set the parameters of corporate behavior within which management pursues profit.
I can hope that the economy gets better, or I can seek a more proactive approach to protect our employees, reward our shareholders and better service artists and fans.
I can make it very clear: I get paid if we make good investments. And if we don’t, I don’t get paid. I have no incentive to sell our companies to Google; the entrepreneurs get to decide that. We are minority shareholders.
When you face the shareholders, then you can feel the heat is on you. For 20 years I got to answer to my shareholders. It’s not easy.
Far too many executives have become more concerned with the ‘four P’s’ – pay, perks, power and prestige – rather than making profits for shareholders.
I wear two hats. The one is business and increasing my shareholders’ value; the other is social responsibility.
In 2014, I left my job and launched TransTech Social Enterprises, a for-profit and nonprofit hybrid model focusing on the well-being of the trans community, not on external profits for shareholders.
Every once in a while, brave companies step out and act in ways that move customers and shareholders to also act in good faith.
Large organizations don’t worship shareholders or customers, they worship the past. If it were otherwise, it wouldn’t take a crisis to set a company on a new path.
Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.
NFL leadership has hurt Papa John’s shareholders.
Nokia’s industry-leading intellectual property has the potential to create significant value for our licensees and our shareholders.
A press statement may be given with a very good intention, but it says nothing beyond it. If it comes from corporations they run, then it is corporate social responsibility (CSR). That’s different from philanthropy. CSR is a lot of shareholders, including me.
I hope people understand that when you tax corporations that the concrete and the steel and the plastic don’t pay. People pay. And so when you tax corporations, either the employees are going to pay or the shareholders are going to pay or the customers are going to pay. And so corporations are people.
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