Tony Fadell Quotes

We get talent and scale from mergers.

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

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

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

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.

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.

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.

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

Mergers generate substantial synergies.

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.

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

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

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

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

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

Large companies are not going to disappear. Multinational companies with tens of thousands of employees are not going to disappear. In fact, many of them are getting larger because they can benefit from economies of scale.

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.

If you're thinking of acquiring a company and want to keep it a secret, tell everyone in the company; let them all in on the truth. Say, 'Listen, if this gets out, we'll probably lose the deal, so we're all in this together.'

Much of what is called investment is actually nothing more than mergers and acquisitions, and of course mergers and acquisitions are generally accompanied by downsizing.

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.

... the world's largest merger.

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

Bolthouse is a great strategic fit with Campbell.