Edward Lampert Quotes

M&A is always an opportunistic tool to grow a company.

Combining their operating business will make Volkswagen and Porsche even stronger - both financially and strategically - going forward.

One of the interesting things about the Dell-EMC combination is that we don't have a lot of overlap.

By 2002, I realized that what was classically called a rollup strategy was not generally effective, at least not for me.

Yahoo would benefit from going private or becoming part of a larger corporation.

The combination of Cantor and eSpeed will earn more money and be more profitable than we ever were before September 11.

Goodrich is a perfect addition to our Hamilton Sundstrand business. And with a strong portfolio of complementary products, Goodrich also brought great leadership balance, great opportunities to provide more integrated systems.

But they are also better, our competitors are better because Wal-Mart exists.

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

It [a merger] will eliminate the two firms' vigorous competition against each other.

The complexity increases exponentially when you try and combine two companies that both need to be restructured in their own right.

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

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.

I do think that in order for a company to be interesting to the investment community, there needs to be a plan; there needs to be a bigger retail footprint. There needs to be this idea - DNA, lifestyle, words I hate.

The formation of the News America Publishing Group will lead to greater editorial excitement, new business opportunities and greater efficiencies and coordination.

You are ruled by change whether you like it or not, and io9's future path lies with joining a larger site that covers technology as well as science and science fiction.

When you see a merger between two giants in a declining industry, it can look like the financial version of a couple having a baby to save a marriage.

For a startup, you need to stay small so the others don't attack, or you aim to be one of the big guys. If you don't do it right, you might lose everything.

We get talent and scale from mergers.

I can well imagine making acquisitions so long as these are complementary to Puma and move it forward.

This merger is a logical next step that creates substantial value for customers and stockholders of both AT&T and BellSouth. It will benefit customers through new services and expanded service capabilities.

I think a lot can be said for consolidation, but I think it should be done for the right reasons.

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

I don't think LVMH will want to significantly change the strategy of Loro Piana, and I don't think that they would have bought it otherwise.

Benchmark has threatened to block investments that could bolster Uber's competitive position in global markets by bargaining over board seats and its own control.