A Quote by Karen Katz

We believe that we can deliver better shareholder value by remaining an independent retailer. — © Karen Katz
We believe that we can deliver better shareholder value by remaining an independent retailer.
Shareholder value is the result of you doing a great job, watching your share price go up, your shareholders win, and dividends increasing. What happens when you have increasing shareholder value? You're delivering better employees to their communities and they can give back. Communities are winning because employees are involved in mentoring and all these other things. Customers are winning because you're providing them new products.
When the value of the company clearly has fallen below what its assets are worth, having a shareholder who says, 'Let's get a better board' can be helpful.
How can thinking people believe that a government that cannot deliver the mail can deliver gas better than Exxon, Mobil, Texaco, Gulf, and the rest?
I'm a shareholder in Microsoft Corp. of some size, and while I don't work for the place anymore, I think a lot about that investment, how - as an outsider - might I add value or not add value? Do I believe that things are headed in a good direction? So I wouldn't say I spend the majority of my time on that, but I spend some time on that as well.
Diverse perspectives lead to a better outcome. There's so much data, when you look at the math, in terms of the investor returns and the shareholder value that gets created from more diverse boards.
I think we would look at other possibilities that would deliver further passenger capacity, that would deliver further infrastructure to the north of England but would be better value for taxpayers.
Rich people believe in themselves. They believe in their value and in their ability to deliver it. Poor people don't. That's why they need "guarantees."
The only leverage the manufacturer can apply to the retailer is his relationship with the consumer. And the main element in profit growth is going to have to lie in making his brand more valuable to the retailer, through its being more valuable to the consumer. And that means his brand must be unique, it must have no adequate direct substitutes - because it is in this, after all, that value lies.
Take control of who you report to, what you do, what you create. Or start a business on the side. Deliver some value, any value, to anybody, to somebody, and watch that value compound into a career.
People just don't believe we'll deliver what we say we will. They don't believe we want to listen or to understand their lives. And they don't believe we are able to do much to make their lives better.
Intrinsic value can be defined simply: It is the discounted value of the cash that can be taken out of a business during its remaining life.
On the face of it, shareholder value is the dumbest idea in the world.
I have to look out for the shareholder’s interests, and I’m the largest shareholder.
I think every company has its own unique approach to creating shareholder value.
I didn't want Ulta to be thought of as the retailer for discounts. I wanted Ulta to be known as a beauty retailer.
I don't look at business as a zero-sum game. I don't. I've never seen it play out that way in our industry, and I think you innovate and you add value, deliver value back to customers, and you get value back from the world.
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