Alex Berenson Quotes

Companies buy customers when they cannot win new business on their own. They merge when their executives do not have a better idea of what to do.

We continue to look at accretive and synergistic acquisitions both in the domestic as well as international markets. Our emphasis, thus, will be on strategic acquisitions, and we will not be doing it just for the sake of making our name bigger.

Big companies often use their leverage to take stakes in would-be suppliers, especially in the technology business.

We get talent and scale from mergers.

Mergers and acquisitions, we are always looking for that.

We continue to see acquisitions as an opportunity area for us. It's one of the tools that we use to grow.

Large companies are not going to disappear. Multinational companies with tens of thousands of employees are not going to disappear. In fact, many of them are getting larger because they can benefit from economies of scale.

Typical mergers happen when there are two competitors coming together, and they reduce overhead.

If guys try to make a bigger company for the sake of size, they don't create value in most cases.

In the Sixties, conglomerates were all the rage.

We generally acquire a company every three to four weeks on average. And so it's a rare month that there's not a company being bought. We typically buy for technology and really great people.

You may think of Google as a single organic entity, but in 2011 it bought a different company every week.

Business development is a part of M&A - we identify signals in the market, whether its trends or disruptive technology, and bring them back and address the opportunities. I have three levers I can pull - partnerships, acquisitions, or investments.

If your strategy calls for you to be in America, then you will go into America. If your strategy calls for you to be in M&A, then you'll do an acquisition. You usually acquire a company to acquire technology, geographic advantage, etc. Similarly, geographic expansion is very much like M&A. It's done to advance a strategy.

I believe there are and will be major opportunities to enhance Time Warner's value in future combinations.

I buy companies for strategic reasons and operate them.

As I have seen with a lot of companies I have covered, acquisition interest can be a heady experience, and not always in a good way.

We're looking to have the ability to come in and be able to capitalize on the marketing in order to grow the top-line. We basically leverage what has worked with our other successful acquisitions - investment in marketing, retention and student services.

Mergers generate substantial synergies.

We always look at opportunities. We are not aggressively looking to buy something.

I say at our management conferences that the amount Wal-Mart grows in just one year is the equivalent of Costco's size.

Well, WorldCom's growth exploded in the Clinton years, there's no question, there's no disputing that.

I don't know what would have happened to Wal-Mart if we had laid low and never stirred up the competition. My guess is that we would have remained a strictly regional operator.

I can well imagine making acquisitions so long as these are complementary to Puma and move it forward.

Among the world's 500 largest companies, not one has completely relied on its own growth to develop.