Larry Ellison Quotes

We like to buy businesses, but we don't like to sell them.

Companies buy customers when they cannot win new business on their own. They merge when their executives do not have a better idea of what to do.

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

We get talent and scale from mergers.

I like being part of a big company's executive team. It's fun to stretch other parts of my brain, considering questions like, 'How should we think of acquisitions?' I get to be privy to things that would never come up at a small company.

Votorantim is attentive to opportunities that arise in both domestic and international markets to expand its businesses.

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.

Mergers and acquisitions, we are always looking for that.

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

M&A negotiations feel really fun. This is one of the biggest killers of companies, is they entertain acquisition conversations.

There are black companies that are very active in the economy, that are growing and not on the basis of mergers and acquisitions, but because of putting new money into their particular companies and, therefore, their particular sectors. Indeed, if they didn't do that, they would collapse as companies.

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

If I'm on the board of any company where there's an offer that comes in, I want to negotiate.

I buy companies for strategic reasons and operate them.

Once you have a product that you are happy with, you the need to centralize things to continue growth.

When we acquire businesses in the developing world, we estimate if the growth opportunities are strong.

Joint-stock companies are yet in their infancy, and incorporated capital, instead of being a thing which can be overturned, is a thing which is becoming more and more indispensable.

Other men have created FTSE 100 companies. But I believe no man has done this in his lifetime without acquisition or borrowing. My one regret is handing over the reigns.

We really wake up every day trying to build businesses. That is the goal of private equity. It's a misnomer out there that private equity profits by shrinking companies. In fact, it's just the opposite. Private equity creates value by growing great companies.

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.

And our size: The company this year is going to be close to $50 billion, so if that's the case and you can continue to grow that fast, I would rather put my energies to solving customer problems and growing our business than worrying about integrating and laying people off.

The Godrej group is expanding rapidly. However, we are not diversifying much.

We like the size of the company today given the environment and have no plans to split it up and make it smaller.

I myself am a builder and get totally excited about building Yahoo! as a brand and building it into a bigger and better company. That's what I intend to do.

[Corporate] takeovers are for the public good, but that's not why I do it. I do it to make money.