Jerry Yang Quotes

One of my major objectives is to build a long-term enterprise, to build shareholder value over time.

I love using a targeted acquisition approach in conjunction with a business that has a clear strategy and strong organic growth.

We need to create shareholder value. That is why I am here. That is what I need to do.

It's not wise to limit firms' expansion projects. Let us only be limited by the market.

In my own experience as a C.E.O., I would find myself laying awake at 3 A.M. asking questions about my business, and there weren't management books out there that could help me.

Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.

The most important thing for us is investing and making companies great, and then they have all the options they want, whether that's to go public or stay private.

And we invested three hundred thousand dollars, became the lead investor and I became Chairman of the Board of Scientific Data Systems, as I was at Intel for a while.

Innovation and corporate governance are extremely important to improve the profitability of Japanese companies and encourage them to increase wages, capital spending, and dividends.

If guys try to make a bigger company for the sake of size, they don't create value in most cases.

As an entrepreneur, in many ways it's like looking into the crystal ball for what my company will hopefully go through as it starts to think about bigger challenges - scaling internationally, getting ready to go public, and all those different things.

I wanted a CFO with public company experience; I needed an HR department, new office space, and a board which could help me grow the business. Insight, the private equity firm I chose, helped me with all that.

When trouble strikes, which it always does - bad economy, bad quarter, activists, takeover - when trouble strikes, those board members who don't understand or are not committed are not helpful.

If the goal is to build companies that maximize long-term equity value, then optimizing corporate performance in a way that Wall Street appreciates is obviously critical to that goal.

I'm going to continue doing my thing and work my butt off to add value for shareholders and as long as they and the board see fit to keep me in this role, I feel enormously privileged to serve.

Every time we bring someone in we ensure that they are a strategic thinker, but even more important that they understand that if the products aren't successful and the products don't sell that there won't be anything to strategize about.

Being a CEO still means sitting across the table from big institutional investors and showing your leadership and having them believe in you.

Abby Johnson has agreed to become Chief Executive Officer of Fidelity, reflecting a further step forward in our leadership succession plan. Abby will retain her role of President, and I will continue to serve as Chairman of the Board.

We are quite open, however, to looking at acquisitions and there are opportunities that we periodically consider. and I think that may be something we do in the future, but I must say that there is no commitment to that at the present time in any form or size.

I think every company has its own unique approach to creating shareholder value.

It is one thing to seek out new ways to grow your company and new potential streams of income from new services or products, but it is quite another to take on responsibilities that are far from your primary job as Entrepreneur.

We're very much focused on full shareholder-value return. We have to get our stock moving. But I won't do something in the short run that I don't feel is right for the long run. That, I've watched many CEOs do.

I look forward to working closely with the CDK Board, management team, and employees to enable CDK to meet its full potential to generate value for all of its stakeholders.

I love business and that's why I go on other people's board because it is my hobby. Some people join a tennis club to do things in their spare time. I join boards because that's what I love.

New products, new markets, new investors, and new ways of doing things are the lifeblood of growth. And while each innovation carries potential risk, businesses that don't innovate will eventually diminish.