Safra A. Catz Quotes

It's not just buying the company. Sure, we picked the right companies, and we picked the right management and, most importantly, we've given them the right incentive to perform.

I have targets for business achievements; I do not have targets for acquisitions. Because if you have targets for acquisitions, you end up making compromises in terms of valuations, and you buy things because you have a target, and it is not good for business.

If I were to spend investor money on nice furnishings and so forth, particularly early on, I might not have it for opportunities that can really grow our business.

The more people's money you take to do something, the more inputs you get.

You go to any MBA program, and you will be taught the theory of the firm, that the purpose of the firm is the maximization of return on invested capital. I always thought this was a kind of lunacy.

Many businesses fail because the owner wasn't willing to invest and wasn't educated on the difference between spending money frivolously and investing money into the business for growth, and the risks and rewards of that cash infusion.

The most important thing for us is investing and making companies great, and then they have all the options they want, whether that's to go public or stay private.

Prove to yourself that your business, in micro-scale at least, creates value. If you believe it, you'll find it that much easier to convince potential investors, partners and employees, too.

Other men have created FTSE 100 companies. But I believe no man has done this in his lifetime without acquisition or borrowing. My one regret is handing over the reigns.

I have a business to run and stockholders to think about.

When you're talking about capital and financial things, which I certainly pay a lot of attention to, I base those decisions on one question that I typically ask myself, which is 'Does it help us to build a better company?'

Businesses must invest in products and people in order to create new wealth.

There is no free lunch, so if you're playing with the big train set - on big movies - it's a lot of money they're entrusting you with, and you have to get that money back for them. I don't take that responsibility lightly.

We need investors who plant and grow, not reap and run.

The Ranbaxy acquisition doesn't preclude us from making more large acquisitions. The important issue is whether we have the management bandwidth to handle the acquisition.

Some entrepreneurs talk of a high burn rate, high advertising rate, and so on, with no outcome, so it doesn't impress me. But an entrepreneur who has that kind of a feeling of responsibility towards his investors is somebody who will have all my support.

I love using a targeted acquisition approach in conjunction with a business that has a clear strategy and strong organic growth.

We like to invest in market leaders.

One capability every business is expected to have is the capability to make money. It requires a certain kind of discipline, a certain kind of mindset.

Just as water is a key ingredient to growth on the farm, capital is required for businesses to thrive.

A company's commitment to searching out potential blockbusters and then investing in marketing to convert potential to reality attracts and retains top scientists and creatives.

A strong sense of purpose drives businesses to take the long view and invest for growth.

The Pentagon should use data to guide financial decision-making.

In pharma, we continuously look for acquisitions... if it makes strategic sense and if there is any value.

You can't be successful in business without taking risks. It's really that simple.