Angela Braly Quotes

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.

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

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

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

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

Mergers and acquisitions, we are always looking for that.

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

Mergers generate substantial synergies.

There could be no better time to fully integrate Infinity with Viacom's tremendous portfolio of assets. Infinity is performing at record levels and continues to generate a tremendous amount of free cash flow that will now fully benefit Viacom.

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

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

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

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.

I buy companies for strategic reasons and operate them.

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 the founders of a start-up are considering selling it, I'd advise them to consider the synergies. Could the buyer give you access to something you don't have now, like a certain technology? Would it make your life easier? Are you looking for a change? Things will change, so you have to be ready for that.

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.

Travelex has grown into a global business in just 25 years. The acquisition of Thomas Cook's Global & Financial Services has created a business that would have had a combined turnover of U.S. $28.4 billion in 2000.

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

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.

It's better to take over and build upon an existing business than to start a new one.

Combining their operating business will make Volkswagen and Porsche even stronger - both financially and strategically - going forward.

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.

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

Understand what you are acquiring and protect it at all costs. You are acquiring people and next-generation products. You are making an investment that together you can grow faster, make more profits, and take more market share.