Victor Koo Quotes

A lot of my work is about developing relationships with corporate partners such as Jaguar and Diageo.

We've been able to access deals that under our former relationship with Disney - with tax advantages and strategic partners - that we just weren't able to do.

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.

Our first use of cash is invested organically, secondly returning values our shareholders - roughly 100 percent free cash flow. And then thirdly, mergers, acquisitions, partnerships that complement our organic strategy. We are going to continue down that path.

Align yourself with outstanding strategic partners.

India is a country with huge potential, and it remains an attractive high priority market for PepsiCo. We believe we have only scratched the surface of long term growth opportunities that exist for PepsiCo and our partners.

I don't run any of my companies. I always partner with somebody who wants to operate.

I think that the most important thing we look for in partners is that they can help build companies and, you know, we have the - we have the opportunity to do that at different stages.

Mr. Morgan buys his partners; I grow my own.

Making a company fit to sell may be the only way to ensure you never need a buyer.

As I said, I haven't spent a lot of time thinking about partner brands.

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.

In 2005, MTV Networks considered buying Facebook for seventy-five million dollars. Yahoo! and Microsoft soon offered much more. Zuckerberg turned them all down.

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

So we believed that strategic alliances and partnerships were critical, and we did that for five years.

We're in the service business by nature, but when we can transition that into ownership things, we love it. Our clients love it, too. We get deluged with offers to get involved with this or that. Silver Lake helps us funnel those opportunities.

China is littered with the wrecks of failed joint ventures. Investors are moving toward wholly-owned subsidiaries.

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

Sun is seeking some products that we don't have or technologies that we don't have.

China and the Asian territory is an incredible opportunity. We spend a lot of time looking at it, looking for the right partners.

With the 'Born This Way' album, generally we said, how do we find strategic partners that can help us with our vision? Part of that is about putting the music in places people wouldn't normally put music, like with Google and with Gilt.

Hearst makes smart investments and partnerships across important industries, and HearstLive is the perfect opportunity to highlight the amazing innovations coming out of all of those brands.

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

Partnerships remain critical to nuTonomy's success, and our aim is to work with groups with whom we share strategic aims and core values. These are partners that are transparent, innovative, and are focused on putting autonomous fleets on the road.

When we're looking at strategic partners, it may be that they're larger partners or big corporations or start-ups. But, when you look at Gilt and places like Amazon and Starbucks, they're all places where it's a lot of foot traffic or digital traffic.