Adi Godrej Quotes

I can well imagine making acquisitions so long as these are complementary to Puma and move it forward.

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

If guys try to make a bigger company for the sake of size, they don't create value in most cases.

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

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.

Today we're focused on small acquisitions to add technology where necessary. I think it's fair to say we're not out looking for a large one, but I think it's also very fair to say that as a public company you can never say never.

Votorantim is attentive to opportunities that arise in both domestic and international markets to expand its businesses.

I love using a targeted acquisition approach in conjunction with a business that has a clear strategy and strong organic growth.

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

We will see growth in the U.S., and we will selectively acquire in the U.S., but we prefer to use our global opportunity.

The future, for us, is not in bold and big deals. It is in selective deals, and I prefer to focus on one accretive target worth around €2 bn. than several deals worth €200 m.

In pharma, we continuously look for acquisitions... if it makes strategic sense and if there is any value.

Some managements do not even think of buybacks as an option. The idea of shrinking their equity base repels them. Their inclination instead is to get bigger, and this often leads them to pay rich prices for acquisitions that never earn their keep.

If you have a great idea that can translate elsewhere, then that's where the scalability comes in - and that's where you can actually start to make real money.

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.

Our investments in data, Internet and international have been particularly timely and have positioned the company to post industry-leading incremental revenue gains.

I buy companies for strategic reasons and operate them.

Towards the end of 2005, Ineos acquired Innovene, the petrochemicals arm of BP, for $9 billion. It quadrupled the size of Ineos overnight and brought with it some of the world's largest industrial sites.

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.

It's not just buying the company. Sure, we picked the right companies, and we picked the right management and, most importantly, we've given them the right incentive to perform.

One of Aspen's primary strategic intents is to further globalize its business, increase its representation across a number of additional territories, and provide support to its growing global presence with a differentiated pipeline.

I say at our management conferences that the amount Wal-Mart grows in just one year is the equivalent of Costco's size.

I hope to buy brands and businesses globally.

We get talent and scale from mergers.

When we do acquisitions, we decide what we want. We decide what fills a hole. And if the price is too high, our alternative is the $5 billion we spend on R&D every year. We're not well-known for overpaying, because at Oracle we always have an alternative.