Karen Katz Quotes

I think every company has its own unique approach to creating shareholder value.

I've spent a lot of time studying corporations and what makes them tick.

I have long believed the corporate world is plagued by poor capital allocation decisions.

Our responsibility is to maximise shareholder value, and if that means we can make short-term investment where we can maximise short-term value, we can do that.

By doing what they must do to keep their margins strong and their stock price healthy, every company paves the way for its own disruption.

Wall Street is always too biased toward short-term profitability and biased against long-term growth.

Our goal is to make General Motors the most valuable automotive company. Clearly, that is having sustainable profitability and driving great returns for our shareholders.

You go to any MBA program, and you will be taught the theory of the firm, that the purpose of the firm is the maximization of return on invested capital. I always thought this was a kind of lunacy.

The big companies are the private industry. But they're faced with a short-term need to show a profit in short-term.

I have a business to run and stockholders to think about.

If the goal is to build companies that maximize long-term equity value, then optimizing corporate performance in a way that Wall Street appreciates is obviously critical to that goal.

I have not been a believer of point guidance. It really limits your flexibility to do what you want. It leads to behavior that is not supportive of long-term shareholder value.

Companies that are publicly held have a fiduciary duty to their shareholders to try to maximize their profits within ethical reasons.

We are monitoring the global companies on a daily basis, and their rating continues to be investment grade. We will take immediate action if anything goes wrong.

We have an obligation to provide a return for our shareholders.

HCL is a corporation. It is for profits. A corporation stands for its shareholders, its profits, its employees, its discoveries, and its customers.

We absolutely take no decisions based on the share price, not for LVMH.

It is very clear for us; we will do whatever is in the best interest of Shriram shareholders.

Most chief executives rise to that position by being good operating managers. Few have extensive experience or training with capital allocation. What CEO wants to return excess cash to shareholders when it could be used to expand his or her empire?

When the venture industry started, it was enough to just have money and then it was enough to sort of have this big fuzzy brand. But now startups are getting a lot smarter.

We're very much focused on full shareholder-value return. We have to get our stock moving. But I won't do something in the short run that I don't feel is right for the long run. That, I've watched many CEOs do.

I view investors as our partners and stakeholders in the company. They are trying to build financial models. What I try to focus on is helping them understand how we think.

If you want to invest in us, we believe customer number one, employee number two, shareholder number three. If they don't want to buy that, that's fine. If they regret, they can sell us.

As a pro-business Democrat, I understand the obligations of publicly traded companies to maximize returns to shareholders.

We're only going to invest our shareholders' money where we think they can get the kind of returns they expected when they invested their money with Exxon Mobil.