Quotes About Mergers

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.

I've never opened a glass of champagne on any acquisition. Bankers do that.

One study of corporate mergers and acquisitions—some of the highest-stakes decisions executives make—showed that 83% failed to create any value for shareholders.

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.

Rapid business growth, increased downsizing, frequent reorganizations, mergers, acquisitions, and joint ventures have inadvertently increased the number of attractive employment opportunities for individuals with psychopathic personalities

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.

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.

Nortel—another troubled networking company that suffered operating problems as a result of botched mergers.

Mergers generate substantial synergies.

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.

I always said that mega-mergers were for megalomaniacs.

A study by the Federal Trade Commission found that concerns about every vertical merger examined by the commission from 2006 to 2012 were resolved through 'conduct remedies' rather than divestitures, and that all these remedies had been successful at protecting competition.

A romantic or classical view of the French approach would have been to say, 'It's a French company; let no one attack it. Let's block any merger. But the reality is Alcatel-Lucent is not a French company; it's a global company. Its main markets are China and the U.S. Its ownership is foreign; most of its managers aren't French.

Peter Drucker once observed that the drive for mergers and acquisitions comes less from sound reasoning and more from the fact that doing deals is a much more exciting way to spend your day than doing actual work.35

Yeah. I know, I'm so bridge-and-tunnel—for as long as I've been able to catch the train, I've been sneaking into the city to go to Midtown. Hang out with the bankers, merge some mergers and acquire some acquisitions. The whole thing just reeked of sex and rock 'n' roll to me. Can't you feel it in the air? Close your eyes. Feel it?" I

So, you work with Marcy?" Wayne earned points for what appeared to be sincere interest. "Yes. She's in public accounting and I'm in corporate, but we both work for the same company." Wayne grinned. "Me, I'm in murders and executions." "Wayne!" Marcy rolled her eyes. "He means—" "Mergers and acquisitions. I got it.

When Americans sip their iconic Budweiser, they are in fact enjoying a beer produced by a company engendered by a 2004 merger of Brazilian and Belgian breweries that in turn managed to gain control of Anheuser-Busch in 2008, thus forming the world's largest beer company. Its CEO, Carlos Brito, is from Brazil.

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.