Carl Icahn Quotes

Wal-Mart does not do big mergers, though it will buy much smaller competitors in so-called 'tuck-in acquisitions.'

Among the world's 500 largest companies, not one has completely relied on its own growth to develop.

Business development is a part of M&A - we identify signals in the market, whether its trends or disruptive technology, and bring them back and address the opportunities. I have three levers I can pull - partnerships, acquisitions, or investments.

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.

Big companies often use their leverage to take stakes in would-be suppliers, especially in the technology business.

Large companies are not going to disappear. Multinational companies with tens of thousands of employees are not going to disappear. In fact, many of them are getting larger because they can benefit from economies of scale.

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.

As I have seen with a lot of companies I have covered, acquisition interest can be a heady experience, and not always in a good way.

Typical mergers happen when there are two competitors coming together, and they reduce overhead.

Well, WorldCom's growth exploded in the Clinton years, there's no question, there's no disputing that.

I hope to buy brands and businesses globally.

We are looking for development partners, people to work alongside us, which will accelerate our actually getting licences, the technology into product, into the markets.

Offset is helping to expand our relationship with large enterprises and serve a broader set of imaging.

Traditional companies have to start looking into themselves to offer more opportunities in their companies by starting new subsidiaries and joint ventures.

I see real opportunities for us to have stronger, closer collaboration between the three North American partners and seize on opportunities to achieve objectives of more jobs and growth.

You may think of Google as a single organic entity, but in 2011 it bought a different company every week.

In our case, one of my earliest experiences working in the company was being asked to be on Ted Turner's board, and I saw that the value creation from owning networks was stunning - new channels, international opportunities, synergy, many things that Turner Broadcasting built for decades.

Mergers and acquisitions, we are always looking for that.

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

If your strategy calls for you to be in America, then you will go into America. If your strategy calls for you to be in M&A, then you'll do an acquisition. You usually acquire a company to acquire technology, geographic advantage, etc. Similarly, geographic expansion is very much like M&A. It's done to advance a strategy.

The pending merger with XM will offer unprecedented choice for consumers and create tremendous value for stockholders.

One of the weaknesses of Indian industry is that in many areas.. like consumer goods.. it is very fragmented. Individually, the companies might not be able to survive. What is needed is a consortium of like companies in one industry, presenting a strong front to the multinationals. The Swiss watch industry did this.

I believe that we should take every opportunity to challenge the assumption that our European allies are doing us a favor whenever they provide us with the necessary facilities from which to defend their own continent.

If you believe that some day it's going to happen, some day it probably will happen. You just have to make sure you're there when it's happening, and ideally you're at the front of the parade, and the principle beneficiary of when it happens.

I believe in fate, that films happen when they are supposed to.