Edward Whitacre Jr. Quotes

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.

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.

Reasonable mergers generate substantial synergies, so that provides for earnings and cash-flow growth even if it doesn't provide for revenue growth, and I think that's a big driver.

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

Whenever you look at any potential merger or acquisition, you look at the potential to create value for your shareholders.

I believe the combination of Travelex and Apax will represent a powerful force.

With the acquisition of 50% of Todito, TV Azteca is getting on a very fast train. Todito will allow TV Azteca to create value for its shareholders and promote its television content on the Internet.

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.

Bolthouse is a great strategic fit with Campbell.

Adecco and Penna have a long history of working together, and Penna represents an excellent strategic fit for Adecco in U.K. HR services, expanding the breadth and depth of services Adecco is able to offer to its clients. The acquisition of Penna also offers meaningful synergy potential for Adecco in the U.K.

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

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

Being a smaller, nimbler company is better for our customers, employees and shareholders.

The investments and costs you have to put into digitalising means there will be an incentive for companies to merge.

The pending merger with XM will offer unprecedented choice for consumers and create tremendous value for stockholders.

I want business to prosper and make a profit caused by business expansion and prosperity.

Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.

The crucial point is always the own cost structure. Therefore I created a Low Cost alliance with air Berlin.

As I have seen with a lot of companies I have covered, acquisition interest can be a heady experience, and not always in a good way.

Efficiency innovations provide return on investment in 12-18 months. Empowering innovations take 5-10 years to yield a return. We have ample capital - oceans of capital - that is being reinvested into efficiency innovation.

We get talent and scale from mergers.

I wish to God that Apple and Google were partners in the future.

Charter's merger sales pitch is pretty straightforward: it argues that it has always been too small to bully Internet companies, TV makers, and its own customers, so it has'un-cable' practices they hope to extend.

If you have six corporate centres, six treasuries, six of everything, and then if you bring it down to one of everything, obviously there are some savings.