Steve Eisman Quotes

However, the economics of our business continued to deteriorate. We barely escaped bankruptcy a year ago, and in the aftermath of that escape we had to make some even tougher decisions.

When I arrived at Campbell on January 8, 2001, the company had lost half its market value in the prior year. They had to cut costs to the point where they were literally taking the chicken out of chicken noodle soup and the product was no longer competitive.

The corporate killer downsizing is directly responsive to what the mutual funds have wanted.

We ran three cars last year. Unfortunately, as time went on, we did have to let a few people go, which we regretted, but just because of the situation.

If you're the CEO of a publicly traded company, you're worried about quarterly returns.

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.

I don't buy into this, 'Oh, poor us. We've got tough budget problems.'

Wal-Mart uses technology to increase sales volume, but the more it does so, the more it drives down profit margins - its own and everybody else's. The same logic does not appear to hold for Goldman Sachs.

The big companies are the private industry. But they're faced with a short-term need to show a profit in short-term.

Well, Hollywood isn't made up of individual studio heads anymore. It's made of corporations. And corporations are looking for the bottom line. They don't want to take chances. They want the money back for stockholders.

There is no denying that downsizing can happen when a company receives private equity funding. It is unfortunate and hard on everyone who is affected.

Things are bad in 2001 at Yahoo. There's been layoffs, restructuring, lots of people left.

In the days when corporate downsizing was all the rage, Wall Street took a lot of flak for judging companies too harshly and setting the bar for corporate performance so high that executives felt their only option was to slash payrolls.

If a company is not doing well, it doesn't necessarily mean that it is not a good company.

My obligation is to the owners of Barclays, my shareholders. They hired me. People who criticise compensation for individuals in isolation at, say, BarCap, individuals who don't work in the U.K. and are competing with U.S., German or Asian banks, they should look at all these factors.

Chasing revenues that don't have good earnings doesn't help us or shareholders one lick.

Adaro Energy has been our greatest success.

How come my friends in the S&L industry tell me things are so dire?

General Motors is not in the business of making cars. It is in the business of making money.

We weren't making money in the Yardbirds.

From a productivity standpoint, you're supposed to reduce headcount on par with declining revenue. If you believe the environment isn't going to improve, you should take a bigger cut to get in front of the problems.

My shareholders expect me to make the most profit. That's the ugly, dirty truth.

For the most part, earnings and market value growth are a result of reduced expenses.

Most of us have faced a - faced a serious budget problem or another at some pivotal moment in our lives.

We have an obligation to provide a return for our shareholders.