Corporate Acquisition Quotes

To many of you, Sprint may seem like a burden for SoftBank. But in my view, Sprint is going to be one of SoftBank's primary cash cows.

What makes the Amazon-Whole Foods deal so problematic is that they are going into an industry with large infrastructure, brick-and-mortar cost, and seeking to build consolidation where we already suffer from consolidation. It's not like Walmarts and Targets have been good for wages or local grocery stores or niche producers.

I don't think LVMH will want to significantly change the strategy of Loro Piana, and I don't think that they would have bought it otherwise.

General Motors could buy Delaware if DuPont were willing to sell it.

I have a company that is not Microsoft, called Corbis. Corbis is the operation that merged with Bettman Archives. It has nothing to do with Microsoft. It was intentionally done outside of Microsoft because Microsoft isn't interested.

Do I have a problem with Larry Ellison buying Sun? No, that's part of the capitalist system. As soon as we go public we're for sale, that's part of the deal. And do I have a problem with him exercising his intellectual property rights? No, I don't have a problem with that. Would it be how we necessarily ran and operated? Obviously not.

There is no reason why T-Mobile can't be successful on its own and the only real reason AT&T would want to own T-Mobile is to increase its exclusivity by owning more spectrum.

Usually, the first three months post acquisition are up and down. The acquirer and the acquiree are trying to figure out how to interact. The founders of the acquiree are usually tired from the deal process and adjusting to their new reality.

The cost to Tata of purchasing Land Rover and Jaguar may have been small, but its wider symbolic significance is enormous.

Do I think that if Google wanted to go acquire a competitor, another big company, we should say no? Of course. We shouldn't be approving them acquiring AT&T or Sprint or some big company.

We sold OkCupid to Match in January of 2011. In September of 2012, I became CEO of all of Match, which is the operating segment of IAC that contains all of the dating properties.

Bayer's planned acquisition of Monsanto promises to increase concentration in both the seed and agrochemical markets.

I had worked at Disney since they bought the company that I had worked for, ABC in the mid-90s.

I had a job lined up as an assistant brand manager at Playtex, at age 23, all lined up. But my father had an offer to be acquired by DDB in 1978. He said, 'I'd really like you to come into the business for a year.'

People from Tony Stone refused to let PhotoDisc become part of the industry trade association. Then we bought PhotoDisc. There was complete shock.

Our proposal had more than just money. We would increase their staff and keep their headquarters, their brand and their management in place. We made them a comprehensive offer they couldn't refuse. Shareholders simply receive cash, but with the staff and management, we had to show that we could share the same vision. Employees would probably resent us if money were all [we offered].

I would be lying if I didn't admit sadness that our wonderful airline is merging with another. Because I'm not American, the U.S. Department of Transportation stipulated I take some of my shares in Virgin America as non-voting shares, reducing my influence over any takeover. So there was sadly nothing I could do to stop it.

I ended up working in Michigan for a young company called Sycor out of Michigan, worked there, and that company got bought by Northern Telecom. We became the Bell Northern Research Labs of Northern Telecom.

If somebody's offering you a $400 million company at the age of 29, I've got the ego to say, 'I'd like a shot at that.'

A European brewery has purchased Anheuser-Busch, the makers of Budweiser, for $52 billion. Which is a a shame because if they had waited until happy hour, they could have paid half that.

A buyback is itself a special kind of acquisition, made at prices that are typically a bargain compared with those a company must pay for an outside purchase.

We filed suit against YouTube before the Google purchase. At the time I went after YouTube, I thought it was a small company ripping off our copyrights.

I joined 3G when I was 24, but I didn't really have much of a management role there. I became C.F.O. when we acquired Burger King, so that was my first time managing people. I had just turned 30.

You don't get a chance to buy a company like NBCUniversal unless it's not doing well.

I'd like to own Intel... I'd like to own Microsoft... I'd love to have Warner Bros in my hip pocket.