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.
If you have six corporate centres, six treasuries, six of everything, and then if you bring it down to one of everything, obviously there are some savings.
We're extremely excited about the assets that Yahoo has in the areas of Sports and Finance and Email and News. You match those up with AOL, and we've just made an exponential leap in capabilities here.
Financial "synergy" is a will-o'-the-wisp.It looks good on paper, but it fails to work out in practice.
Well, you would have to say what is the criteria to determine the success of any merger? It would have to be that the companies are stronger financially, that they took market share, and they are on a very steady footing in terms of their performance.
With ZeniMax, they have a lot to be proud of. 'Fallout 3' is one of the favorite games of so many of our people. But they had zero overlap with the things we do. We do the best shooters in the world. It's a perfect hand and glove fit. We started talking about this before they rolled out 'Fallout 3'. We watch them roll it out worldwide.
What if the slowdown in merger activity isn't cyclical, but secular? What if corporations have learned the lessons of so many companies before them that the odds of a successful merger are no better than 50-50 and probably less? Is it possible that the biggest deals have already been done?
A Microsoft-Yahoo merger is a deal only an investment banker could love.
This merger is a logical next step that creates substantial value for customers and stockholders of both AT&T and BellSouth. It will benefit customers through new services and expanded service capabilities.
The investments and costs you have to put into digitalising means there will be an incentive for companies to merge.
The pending merger with XM will offer unprecedented choice for consumers and create tremendous value for stockholders.
Through Duke Energy's strong balance sheet and electric generation expertise, and Piedmont's understanding of natural gas markets and proficient operations, the combined company will be well-positioned for a future that may require additional natural gas infrastructure and services to meet the needs of our customers.
Reasonable mergers generate substantial synergies, so that provides for earnings and cash-flow growth even if it doesn't provide for revenue growth, and I think that's a big driver.
Charter's merger sales pitch is pretty straightforward: it argues that it has always been too small to bully Internet companies, TV makers, and its own customers, so it has'un-cable' practices they hope to extend.
One of the tangible benefits of the merger is that we are not vying with each other for work. We can now focus on organizing work in one place. There is no SAG, no AFTRA, only SAG-AFTRA.
