Synergies Quotes

I prefer owning something and partnering with other people, instead of like joining something.

Look, don't congratulate us when we buy a company, congratulate us when we sell it. Because any fool can overpay and buy a company, as long as money will last to buy it.

Private equity firms aren't necessarily evil by definition. There are many stories of successful turnarounds fueled by private equity, often involving multiple floundering businesses that are rolled into a single entity, eliminating duplicative overhead.

If we come to the conclusion after 90 days that the synergies are big enough to justify the efforts, then we can go to the second step, which consists of saying: what would be the best organization and conditions - including shareholdings - in order to make sure the synergies happen.

I think synergies are a lot like UFOs: Lots of people claim to have seen them, but few can actually prove they exist.

I buy companies for strategic reasons and operate them.

VCs like acquisitions as much as IPOs because the acquiring companies often can rationalize paying large multiples over the current valuation of the startup.

I come from the operations side of the business, and I buy companies to operate them, not to flip them.

My father told me, never have partners.

The historical evidence shows that shareholders usually greatly benefit from mergers.

We continue to see acquisitions as an opportunity area for us. It's one of the tools that we use to grow.

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

M&A guidelines need to be liberal.

Much of what is called investment is actually nothing more than mergers and acquisitions, and of course mergers and acquisitions are generally accompanied by downsizing.

Any successful company in the valley gets acquisition offers and has to decide whether or not to take them.

Mergers generate substantial synergies.

The investments and costs you have to put into digitalising means there will be an incentive for companies to merge.

Mergers and acquisitions, we are always looking for that.

If the founders of a start-up are considering selling it, I'd advise them to consider the synergies. Could the buyer give you access to something you don't have now, like a certain technology? Would it make your life easier? Are you looking for a change? Things will change, so you have to be ready for that.

When you are buying companies, everyone in the company feels very good. Their chests are puffed out. At Blackstone, I used to tell people that there is nothing more fun than buying a company with somebody else's money. The business is growing, which creates more opportunity for your employees.

We get talent and scale from mergers.

We are very excited to re-launch the collaboration with Fred Perry. We have great appreciation for the heritage of the brand as well as their dynamism in guiding the brand towards the future. Their openness to create synergies between both our brands will bring interesting, creative results.

Our mantra has been, 'We will not buy a company unless we think the people that make up the company have a better job the day after the acquisition than before.'

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.

Synergies are not only about cost reduction. Synergies can be access to markets, exchange of products, avoiding overlaps, exchange of best practices.