Strategic Acquisitions Quotes

We've demonstrated a strong track record of being very disciplined with the use of our cash. We don't let it burn a hole in our pocket, we don't allow it to motivate us to do stupid acquisitions. And so I think that we'd like to continue to keep our powder dry, because we do feel that there are one or more strategic opportunities in the future.

In the past twenty years, we have lived through several cycles and we have always managed to buy under good terms and conditions at the right time. This has enabled us to build a solid group that is now the world number one.

We may well have a competitive advantage buying decent businesses at decent prices. But they won't be fabulous businesses and fabulous prices. There's too much competition and money out there, with many buyout specialists.

When we do acquisitions, we decide what we want. We decide what fills a hole. And if the price is too high, our alternative is the $5 billion we spend on R&D every year. We're not well-known for overpaying, because at Oracle we always have an alternative.

To defend Western Europe we have to let the Pentagon buy all these tanks and guns and things, and the Pentagon is unable to buy any object that that costs less than a condominium in Vail. If the Pentagon needs, say, fruit, it will argue that it must have fruit that can withstand the rigors of combat conditions, and it will wind up purchasing the FX-700 Seedless Tactical Grape, which will cost $160,000 per bunch, and will have an 83 percent failure rate.

The best thing that happens to us is when a great company gets into temporary trouble...We want to buy them when they're on the operating table.

We are reluctant to do these bigger acquisitions that are then integrated, especially if they are committed to a certain product that they want to build that we can't guarantee we will keep evolving.

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.

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.

In order to grow at this pace, there will have to be a couple of acquisitions along the way. The tricky thing is to grow at this rate and maintain a 40 percent operating margin.

Today we're focused on small acquisitions to add technology where necessary. I think it's fair to say we're not out looking for a large one, but I think it's also very fair to say that as a public company you can never say never.

The future, for us, is not in bold and big deals. It is in selective deals, and I prefer to focus on one accretive target worth around €2 bn. than several deals worth €200 m.

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

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

We have continued to advance our global ambition with acquisitions that fill in the global footprint, such as Dabo in Dubai on the marketing side, Smithfield in the U.K. for financial PR, Ergo in Germany for corporate reputation and public affairs, and Position in Colombia to add scale to our Latin America business.

PSG's project is to dream bigger, but if you buy Messi, you don't dream bigger - you are bigger!