Martin Cooper Quotes

My original intent for investing into Sprint - the main strategy was to buy Sprint and T-Mobile at the same time, so we'd have a critical mass to fight against AT&T and Verizon. The U.S. government didn't accept that. They rejected it. So my fundamental strategy was broken.

... the world's largest merger.

Bayer's planned acquisition of Monsanto promises to increase concentration in both the seed and agrochemical markets.

We are looking for targets that have a tremendous strategic fit for the company. The colleges must have complementary education programs, have an excellent reputation, long operating history and solid regulatory compliance.

We have believed at CA that consolidation of this industry is something that was required ten years ago.

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.

Competition is good because we need to educate customers, and Ozon.ru itself will not be able to do it.

Companies are bought for their revenue, customer base, technology, or people. A few great companies offer all of these, but any valuable business offers one.

I was very clear why we put these companies together and what our goals were. It was really to allow both Sears and Kmart to compete in what I thought was going to be a more challenging but evolving industry.

When regulations restricting competition are relaxed, nobody's market share is protected. If telephone companies can offer video programming, cable revenue will surely drop.

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

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

Early consolidation of hospitals was for efficiency to reduce costs. However in local market's consolidations have become monopolies and have increased costs.

To many of you, Sprint may seem like a burden for SoftBank. But in my view, Sprint is going to be one of SoftBank's primary cash cows.

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

I don't think it's good in any business for anyone to have a monopoly. On the other hand, you need to have size to get costs down.

Buying a company that is number one in its business is hard to do. When something is for sale, it's often not a leader.

I think it would be bad for storytellers in general if one company was able to seize a 40-50-60% share in storytelling. I don't think monopoly market shares are good for society, and I think they'd be particularly bad for society and storytellers if they were achieved in the storytelling genre.

People from Tony Stone refused to let PhotoDisc become part of the industry trade association. Then we bought PhotoDisc. There was complete shock.

AOL-Time Warner didn't want a WCW property on their platforms - being TNT or TBS or anything else - in any way, shape, or form, and that was the death nail.

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

Sirius and XM went on air in 2001. It's taken 14 years for that to be a real business. It took them combining to be a real business.

We have met our passion to be ambition to grow our market share significantly in North America. Motorola helps address two other priority markets for us - the acquisition has enabled us to become the No. 1 foreign vendor in Japan. It also gives us an increased market share with China Mobile in China.

The biggest cost of my business is competition - promoters bidding against each other to get a tour.

Tomorrow I will have new competitors such as Google, Microsoft, and Facebook coming into my garden. I'd rather focus on the competition of tomorrow than combine with the competition of today.