Quotes About Shareholders

A CEO's behavior has a huge impact on managers down the line: If it's clear to them that shareholders' interests are paramount to him, they will, with few exceptions, also embrace that way of thinking.

We do not talk one-on-one to large institutional investors or analysts, but rather treat all shareholders the same.

Moreover, even if they are eventually weeded out, one-sided managerial compensation packages impose huge costs on the rest of the economy while they last. The workers have to be constantly squeezed through downward pressure on wages, casualization of employment and permanent downsizing, so that the managers can generate enough extra profits to distribute to the shareholders and keep them from raising issues with high executive pay (for more on this, see Thing 2).

Distant shareholders have no understanding of the damage caused by their investments.

Jobs had been famously stingy when it came to charities, arguing that the most charitable thing he could do was increase Apple's value so that shareholders had more money to give away to the causes of their choice

Shareholders share in the downside and not necessarily in the upside; that's the whole story.

I don't like stock buybacks. I think if a company has the money to buy their stock back, then they should take that and increase the dividends. Send it back to the stockholder. Let them invest their money again from the dividends.

Control of a company does not carry with it the ability to control the price of its stock.

Most shareholders have little if any control over the companies in which they own stock, even if they own a million shares.

I love the Knicks and Rangers, right, but you still have a responsibility to your shareholders. They're not there because they're fans. You don't invest hundreds of millions of dollars in a stock because you're a fan. You do it because you think that the business is going to increase in value, that the stock price is going to go up.

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.

I'm committed to increasing long-term value for shareholders and am confident we will continue to do so through the successful execution of our core strategic priorities: the creation of high quality, branded content and experiences, the use of technology, and creating growth in numerous and exciting international markets.

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?

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.

Since 1990, we've found that the returns to shareholders in public companies where the founder is still involved are three times higher than in other companies

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.

There are certainly valid reasons for taking a company private, and it's also possible that C.E.O.s perform better when monitored by a small number of owners in a private company rather than by the dispersed and often uninterested shareholders of a public corporation.

Our goal is to make General Motors the most valuable automotive company. Clearly, that is having sustainable profitability and driving great returns for our shareholders.

I wear two hats. The one is business and increasing my shareholders' value; the other is social responsibility.

Just reskinning games with our intellectual property is not an appealing prospect for opportunity. That isn't something that creates long-term value for shareholders.

With the acquisition of 50% of Todito, TV Azteca is getting on a very fast train. Todito will allow TV Azteca to create value for its shareholders and promote its television content on the Internet.

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.

Our progress isn't just limited to the operation. Financially, we have been performing well. United's 2015 earnings were one of the best in the company's history, and we made significant progress shrinking the margin gap with our closest competitors, strengthening our balance sheet, and returning significant cash to shareholders.

If you have a great strategy but overpay for a company, someone else's shareholders will see the benefits of your strategy, not yours.