Tim Cook Quotes

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

The Ranbaxy acquisition doesn't preclude us from making more large acquisitions. The important issue is whether we have the management bandwidth to handle the acquisition.

Mergers and acquisitions, we are always looking for that.

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

Goodrich was the biggest acquisition in the history of aerospace.

Most corporate name changes are the result of mergers and acquisitions. But these tend to be unimaginative.

We always look at opportunities. We are not aggressively looking to buy something.

When you are buying companies, everyone in the company feels very good. Their chests are puffed out. At Blackstone, I used to tell people that there is nothing more fun than buying a company with somebody else's money. The business is growing, which creates more opportunity for your employees.

We get talent and scale from mergers.

In my world, historical revenue is the least interesting thing to consider in an acquisition strategy.

In my world, historical revenue is the least interesting thing to consider in an acquisition strategy. The goal is to acquire technology that is on your product roadmap or people that fit culturally within your organization and help you execute on your roadmap faster.

Success in M&As comes with executing with vigour along with the obvious right choices that you got to make.

In the pharma space, we have been growing both organically as well as through acquisitions.

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

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.

In reviewing my uneven record, I’ve concluded that acquisitions are similar to marriage: They start, of course, with a joyful wedding — but then reality tends to diverge from pre-nuptial expectations. Sometimes, wonderfully, the new union delivers bliss beyond either party’s hopes. In other cases, disillusionment is swift. Applying those images to corporate acquisitions, I’d have to say it is usually the buyer who encounters unpleasant surprises. It’s easy to get dreamy-eyed during corporate courtships.

Big companies such as Google and Facebook buy startups at ridiculously high prices - not for their products, but for their people.

Well, WorldCom's growth exploded in the Clinton years, there's no question, there's no disputing that.

John D. Rockefeller wanted to dominate oil, but Microsoft wants it all, you name it: cable, media, banking, car dealerships.

We like the size of the company today given the environment and have no plans to split it up and make it smaller.

Going public is 18-month process, while an acquisition is a 6-month process. Going public means going under so much scrutiny, regulatory approval, auditing, magnified 10 times. Having the stomach to do that isn't necessarily in my DNA. My DNA is building a product and a service.

We are quite open, however, to looking at acquisitions and there are opportunities that we periodically consider. and I think that may be something we do in the future, but I must say that there is no commitment to that at the present time in any form or size.

I've had a terrific life, from building one company to be the second largest company in the securities industry and merging that into American Express, and becoming president of that company.

If we're going to acquire, what are we going to do differently? We came up with six rules of thumb. Whenever I've violated two of them, I usually get into trouble.

I literally went down to my car and thought, 'Oh my God, SAP bought Concur - maybe tomorrow they'll buy Dairy Queen.' It was the best thing that happened to me on the day I was named CEO of Oracle.