Quotes About Shareholder value

Banks should decide on dividend increases and share buybacks after receiving the results of stress tests, when they know how much capital regulators wish them to hold.

I may believe in something, but if it is not working and is not giving returns, we have to close it down because that is the right thing to do for the shareholders.

United spent $1.2 billion repurchasing shares in 2015 and plans to spend $1.5 billion on share repurchases in the first quarter of 2016. We have a lot of positive momentum, but this is just the beginning.

An increase in shareholder value can arise for reasons other than greater efficiency, such as increased power and the resulting ability to increase profits by raising prices.

Some argue shareholder capitalism has proven more efficient. It has moved economic resources to where they're most productive, and thereby enabled the economy to grow faster.

People often say that shareholders 'own' the company. They don't, as you will find out if you turn up at Apple's spectacular new headquarters campus at Cupertino or Berkshire's small office suite in Omaha, Nebraska, to assert your 'ownership'. What shareholders own is their shares, and ownership of shares confers a variety of rights. The value of a share is the value of these rights.

I do not work for the shareholder, to be honest. I work for the customer.

We believe that we can deliver better shareholder value by remaining an independent retailer.

Running the company for the shareholders often reduces its long-term growth potential.

That either-or mentality, that if you are doing something good for customers it must be bad for shareholders, is very amateurish," he said in our interview that summer.

that either-or mentality, that if you are doing something good for customers it must be bad for shareholders, is very amatuerish

It was never mentioned at the time, but the widespread pursuit of shareholder value initiatives put marketing in the back seat among other strategic priorities. There were easier ways of growing the top- and bottom-lines than by gambling on marketing. Marketing was uncertain and difficult in the recession-prone, post-Golden-Age decades.

Agencies missed the significance of "shareholder value" and the change in priorities that it represented to their clients. They assumed, perhaps, that creativity and big ideas were eternal verities – that they were what clients needed under any circumstances. Shareholder value was just another management trend, buzzword of the month – nothing to worry about. The

Shareholder value became, from the 1990s onwards, a driver of management consulting success and, somewhat sadly, of advertising agency marginalization.

Your employees come first. And if you treat your employees right, guess what? Your customers come back, and that makes your shareholders happy. Start with employees and the rest follows from that.

One reason that it's difficult to understand is that twentieth-century managers had learned to parrot phrases like "The customer is number one!" while continuing to run the organization as an internally focused, top-down bureaucracy interested in delivering value to shareholders.

I've heard people say South Africans are arrogant, that they act no differently from their colonial masters. That needs to change. It's in your business interest as an entrepreneur to form meaningful partnerships. That's how you do well for your shareholders.

I am convinced that companies should put staff first, customers second and shareholders third - ultimately that's in the best interest of customers and shareholders.

We do not talk enough about spirit in business, yet it is what moves employees, customers, and shareholders alike.

When you manage your company for long-term shareholders, and you manage the company for clients, two of the biggest stakeholders, you will make the right decisions.

remember that it is changes in the slope of the platform, not the level of the platform, that create shareholder value at an above-average rate.

We have an obligation to provide a return for our shareholders.

Most chief executives rise to that position by being good operating managers. Few have extensive experience or training with capital allocation. What CEO wants to return excess cash to shareholders when it could be used to expand his or her empire?

When a CEO discusses "unlocking shareholder value," there is a tune playing in her head that the employees can't hear.