Unfortunately, our stock is somehow not well understood by the markets. The market compares us with generic companies. We need to look at Biocon as a bellwether stock. A stock that is differentiated, a stock that is focused on R&D, and a very, very strong balance sheet with huge value drivers at the end of it.
Inside an organization there are only cost centers. The only profit center is a customer whose check has not bounced.
It's not whether you're right or wrong that's important, but how much money you make when you're right and how much you lose when you're wrong
I have a business to run and stockholders to think about.
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.
The most important thing is the fact we have created this successful and sustainable Ford Motor Co. worldwide. I have no regrets.
If you can follow only one bit of data, follow the earnings - assuming the company in question has earnings. I subscribe to the crusty notion that sooner or later earnings make or break an investment in equities. What the stock price does today, tomorrow, or next week is only a distraction.
Revenue cures everything in the business world.
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.
Since 2012, the USPS has not been able to meet its prefunding requirement, but without it, the agency would have made a modest operating profit every year since 2013.
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.
Over the next few years the boardrooms of America are going to light up with hot flashes.
The stock market clearly values companies that can deliver disruptive innovation.
The goal seems to me at times just to be business first.
When you look at a company that's already succeeded or is at the very top of its game, it isn't necessarily when it's executing well. It tends to be peacetime - you've defeated the competition, you have the highest margins, the highest multiple.
I'm not worried they're all about the investments we make. I mean, listen, this country - we've got $46,000 or $47,000 of GDP per capita. Now, we've done pretty darn well. We'll do better in the future.
The stock prices of networking equipment companies like Cisco Systems and Nortel Networks sometimes seem as if they are priced for perpetual success.
Too many companies are running their business into the ground, I would argue, by being myopically short-term focused on the shareholder.
Profits are one of the most important goals of any successful business, and investors are one of the most important constituencies of public businesses.
Ford had a number of different strategies over the years that they thought obviously made sense at the time, just like all the different brands, and also the regional operations.
HCL is a corporation. It is for profits. A corporation stands for its shareholders, its profits, its employees, its discoveries, and its customers.
Innovation and corporate governance are extremely important to improve the profitability of Japanese companies and encourage them to increase wages, capital spending, and dividends.
United's 2015 earnings were one of the best in the company's history.
Whether you stay private or go public, after all is said and done, a CEO's job is to create lasting shareholder value.
By any measure, CapitalSource outperformed both our direct competitors and the financial services industry in general, particularly in the context of the near collapse of the financial services industry where 19 of the 20 largest financial institutions in the country either failed or were bailed out by the government.
