A Quote by Michael Heisley
I come from the operations side of the business, and I buy companies to operate them, not to flip them.
Related Quotes
I buy companies for strategic reasons and operate them.
When I was a young actor, I just didn’t understand how to function in this business as an artist. It is a business, it’s called the film business for a reason, there’s money involved ... But on the flip side, now I do not let the business side of it rule either. It’s a balance.
I've gotten so far past the Android and iPhones that I'm back to a flip-phone. It's funny, you can buy antique flip-phones online. A lot of us collect them. Clearly, they're considered antiques.
We survey companies and ask them what the barriers to export and import are. Once we map these barriers, we sit down with the companies on one side and the government and regulatory agencies on the other and help them identify obstacles to trade and what has to be done to tackle them.
Companies that operate across borders have the expertise SMEs need. Who better to help smallholder farmers navigate complex sustainability standards than the companies who demand - or set - them?
As much as you need to know your operations, if you don't understand the finance side and how to do the business, you're never going to be successful. So you might be the best operator or visionary, but if you don't understand the finance side... I'm successful because I know the finance side, but I also know operations; it's not an accident.
Much like Warren Buffett has said very famously - he doesn't buy technology stocks because he doesn't understand them- I will not buy consumer goods companies because I do not understand them.
One thing my mom taught me was that when you're making deviled eggs, flip the eggs over the night before. They've been sitting in the carton as they're transported, so the yolks settle on bottom. If you flip them, then the yolks aren't skewed to one side.
I believe there are an infinite number of laws of the universe and that all progress or dreams achieved come from operating in a way that's consistent with them. These laws and the principles of how to operate in harmony with them have always existed. We were given these laws by nature. Man didn't and can't make them up. He can only hope to understand them and use them to get what he wants.
I buy things that are good properties that I'm going to have forever. I just don't have any intention to sell anything. I believe you acquire good assets and you keep them and operate them.
Divestitures have long been the preferred remedy for horizontal mergers, where there's an overlap between the two companies. Airlines, for example, may have to sell routes or airport gates where the two airlines compete; cable operators may have to sell operations in cities where both companies operate.
There are a handful of companies who understand all successful business operations come down to three basic principles; People---Product---Profit. Without top people, you cannot do much with the other two.
Sometimes, on the business side, it's important to sort of have something with some sizzle in an offseason. It's the baseball operations department's job to push back against that, just as it's the business side's job to sometimes advance those thoughts.
Robert Kirkman can't bear it when I wear flip-flops. He takes pictures of my flip-flops and keeps sending them to me, like, 'What are you doing? Rick Grimes is not a flip-flop kind of guy.'
People are not like a business. You can’t buy and sell them like so much property. You can’t lock them up in a vault and expect them to appreciate it.
I teach at the Stanford Business School, and about half of my students are foreign, many of whom, I hope, will stay and build businesses in U.S. But I must tell you that they also have opportunities to come back to India and start great companies and operations.
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