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Your employees come first. And if you treat your employees right, guess what? Your customers come back, and that makes your shareholders happy. Start with employees and the rest follows from that.
I basically believe the medical insurance industry should be nonprofit, not profit-making. There is no way a health reform plan will work when it is implemented by an industry that seeks to return money to shareholders instead of using that money to provide health care.
If CEO compensation was performance-driven, which I believe it was in IBM's case, nobody would ever argue. If the shareholders didn't make billions and billions of dollars, I wouldn't make millions of dollars. My salary was the same for 10 years. It was all performance-based.
Louis V. Gerstner, Jr.
When you're C.E.O., you have to have two conditions: first, shareholders need to trust you and want you to head your company. The second is that you need to feel the motivation to do the job. So, as long as both are reunited, you continue to do the job. And today, they are reunited.
I try to make myself happy, no, because I know that if I'm not happy, my colleagues are not happy and my shareholders are not happy and my customers are not happy.
In an age where everything and everyone is linked through networks of glass and air, no one - no business, organization, government agency, country - is an island. We need to do right by all our stakeholders, and that's how you create value for shareholders. And one thing is for sure - no organization can succeed in a world that is failing.
No doubt, corporate CEOs who lie to their shareholders and politicians who lie to their public know and believe intellectually that lying is immoral. Why then do they lie? They lie to others because they first lie to themselves.
Lewis B. Smedes
I wear two hats. The one is business and increasing my shareholders' value; the other is social responsibility.
Large corporations, of course, are blinded by greed. The laws under which they operate require it - their shareholders would revolt at anything less.
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.
Shareholder activism is not a privilege - it is a right and a responsibility. When we invest in a company, we own part of that company and we are partly responsible for how that company progresses. If we believe there is something going wrong with the company, then we, as shareholders, must become active and vocal.
Whenever you look at any potential merger or acquisition, you look at the potential to create value for your shareholders.
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.
Today we have a health insurance industry where the first and foremost goal is to maximize profits for shareholders and CEOs, not to cover patients who have fallen ill or to compensate doctors and hospitals for their services. It is an industry that is increasingly concentrated and where Americans are paying more to receive less.
In terms of companies, they must stand for something bigger. They must be dedicated to something larger than financial results. I reject the Milton Friedman belief that a company's sole responsibility is to the shareholders.
Large companies cannot finance political parties as their shareholders and employees have different political views.
I've heard people say South Africans are arrogant, that they act no differently from their colonial masters. That needs to change. It's in your business interest as an entrepreneur to form meaningful partnerships. That's how you do well for your shareholders.
I hope people understand that when you tax corporations that the concrete and the steel and the plastic don't pay. People pay. And so when you tax corporations, either the employees are going to pay or the shareholders are going to pay or the customers are going to pay. And so corporations are people.
Most shareholders have little if any control over the companies in which they own stock, even if they own a million shares.
It's hard to tell which assets will be toxic. The best way to ensure that only shareholders and banks feel it is have adequate capital.
If the big banks expect to buy influence when they give money to favored think tanks, then the public has a right to know. If the big banks don't expect to buy influence and are merely making charitable contributions, then their shareholders have a right to know. Either way, there's no excuse for keeping these payments secret.
Shareholders have the right and obligation to set the parameters of corporate behavior within which management pursues profit.
When you're CEO, you have to have two conditions: first, shareholders need to trust you and want you to head your company. The second is that you need to feel the motivation to do the job. So, as long as both are reunited, you continue to do the job.
Patagonia, a large apparel manufacturer based in Ventura, California, has organized itself as a 'B-corporation.' That's a for-profit company whose articles of incorporation require it to take into account the interests of workers, the community, and the environment, as well as shareholders.
Back in the 1970s, Kodak tried to give $25m to a black civil rights organisation in Rochester, New York. The company's shareholders rose up in arms: making this politically charged offering wasn't the reason they had entrusted Kodak with their money. The donation was withdrawn.
Martin Luther King, Jr.
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