James Surowiecki Quotes

We generally acquire a company every three to four weeks on average. And so it's a rare month that there's not a company being bought. We typically buy for technology and really great people.

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

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

If you go through some big corporate change, it's just not going to be the same. If we sold to Yahoo, they would have done something different; if you want to continue your vision of the company, then don't sell because there's inevitably going to be some change.

In 2003, Travelex acquired Thomas Cook Financial Services. We only had use of the Thomas Cook name for five years, so I had to increase public awareness of Travelex to migrate all Cook operations over to it. It was a success.

Salomon Brothers, E. F. Hutton, Shearson, Lehman, Smith Barney... all these firms disappear, and the Street just rolls on.

Speed is the No. 1 thing. Our core competency has been doing exactly this: buying companies and integrating them quickly.

When I was starting out, I thought about how the Internet is global and that we should have a global name, a name that's interesting. At that time, the best name was Yahoo! Suddenly I thought, 'Alibaba is a good name.'

Mergers and acquisitions, we are always looking for that.

We understand that conglomerates have no future.

M&A guidelines need to be liberal.

When Braniff abandoned stripes, they wound up with a flying jelly bean and that's not a good feeling for passengers.

In the pharma space, we have been growing both organically as well as through acquisitions.

The historical evidence shows that shareholders usually greatly benefit from mergers.

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

In reviewing my uneven record, I’ve concluded that acquisitions are similar to marriage: They start, of course, with a joyful wedding — but then reality tends to diverge from pre-nuptial expectations. Sometimes, wonderfully, the new union delivers bliss beyond either party’s hopes. In other cases, disillusionment is swift. Applying those images to corporate acquisitions, I’d have to say it is usually the buyer who encounters unpleasant surprises. It’s easy to get dreamy-eyed during corporate courtships.

The Vlog Squad... We gotta change that name.

I propose that matchmaking should be approached like a corporate business venture. It can be risky, but I have discovered that the potential profits from acquisitions and mergers cannot be underestimated.

It's about really being considerate of the culture in the game studios that Activision buys. That's the biggest difference between us and any of our competitors.

There have been many very successful acquirers, where they've bought up companies, and they've grown their earnings very rapidly, and the stock has appreciated tremendously.

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.

You know, Rupert Murdoch I've said is like an Italian when it comes to negotiations.

I want Off-White to be a graphics-based brand.

The rigor and discipline we use in running our business is key to consistently executing our growth strategy. And we systematically applied the same discipline to our investments, including acquisitions.

I've had two IPOs: with Etsy in 2015 and Cloudera in 2016. There have also been a ton of trade sales in my portfolio.