A Quote by Lakshmi
In our industry today only a strong company with a global reach can ensure long-term employment and provide acceptable returns for shareholders.
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We adopted a focused strategy of core businesses in Citicorp that play to our unique historic strengths as a global bank that will provide strong growth and attractive returns over the long-term... And we've identified non-core assets we have shed.
We believe strongly that in the long term, we will be better served - as shareholders and in all other ways - by a company that does good things for the world even if we forgo some short term gains. This is an important aspect of our culture and is broadly shared within the company.
We've done a lot of work with our government businesses to ensure that we can get reasonable returns but at the same time that they can provide the services that they do provide to Tasmanians at the most efficient cost.
When you manage your company for long-term shareholders, and you manage the company for clients, two of the biggest stakeholders, you will make the right decisions.
Ultimately, strong branding is not just a promise to our customers,to our partners, to our shareholders and to our communities;it is also a promise to ourselves... in that sense, it is about using a brand as a beacon, as a compass, for determining the right actions, for staying the course, for evolving a culture, for inspiring a company to reach its full potential.
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.
To build and sustain brands people love and trust, one must focus-not only on today but also on tomorrow. It's not easy...but balancing the short and long term is key to delivering sustainable, profitable growth-growth that is good for our shareholders but also good for our consumers, our employees, our business partners, the communities where we live and work, and the planet we inhabit
Being captive to quarterly earnings isn't consistent with long-term value creation. This pressure and the short term focus of equity markets make it difficult for a public company to invest for long-term success, and tend to force company leaders to sacrifice long-term results to protect current earnings.
One of the reasons for The Walt Disney Company's long- term success is really the first of Dr. Deming's famous points, "create constancy of purpose." In his professional career, Walt's major passion was to provide the finest in family entertainment. For the most part, for nearly a century, the Company has stayed true to that legacy, and has set the standard for the entire entertainment industry.
Driving stock up from one day to the next is not what we are about. We are about building a good company and performing for the long term. I know everyone says that, that sounds trite when I repeat it that way, but that is and has always been our attitude about our business. If we do the right things, the stock price will take care of itself, and our shareholders will be rewarded.
The most important thing that a company can do in the midst of this economic turmoil is to not lose sight of the long-term perspective. Don't confuse the short-term crises with the long-term trends. Amidst all of these short-term change are some fundamental structural transformations happening in the economy, and the best way to stay in business is to not allow the short-term distractions to cause you to ignore what is happening in the long term.
Corporations are driving down wages and working conditions across the globe to maximize returns for their shareholders. They use their power and influence to ensure the rules align with their interests - no matter the cost.
Today we are united, strong and on the move. Today we have a strong strike fund. Today we have the resources to run large-scale organizing campaigns against global employers. Today we have $100 million in the bank.
I don't think our fiduciary duty is to put shareholders first. I say the opposite. What we firmly believe is that if we focus our company on improving the lives of the world's citizens and come up with genuine sustainable solutions, we are more in synch with consumers and society and ultimately this will result in good shareholder returns.
Management has failed miserably at creating increased value for shareholders. Indeed, despite some recent short-term gains, which actually only put us back where we were eight years ago, they have been devaluing our assets, turning a unique institution into just another entertainment company.
Human decision-making is complex. On our own, our tendency to yield to short-term temptations, and even to addictions, may be too strong for our rational, long-term planning.
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