A Quote by Louis van Gaal

When I buy, I buy players for the long term, not the short term because I do respect the club a lot and also the other clubs. — © Louis van Gaal
When I buy, I buy players for the long term, not the short term because I do respect the club a lot and also the other clubs.
We want players here who are going to be here for the long term. Players who buy houses here, who settle in the area. It's a brilliant club, great supporters but we want players to come here to be part of that community rather than being ships in the night having a last pay day at Ipswich... we want to build for the future rather than do a quick fix because I think it's going to be a long-term job.
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.
Business is all about learning to balance the short-term, medium-term and long-term and I think it's when things are going well it covers up a lot of mistakes and bad decisions because you're growing so quickly.
As a lobbyist, I was completely against term limits, and I know a lot of people are against term limits, and I was one of the leaders, because why? As a lobbyist, once you buy a congressional office, you don't have to re-buy that office in six years, right?
I think a lot about intergenerational justice. Short-term versus long-term helps to explain a lot of the policy disagreements that happen between the parties, and I would argue that in most ways, we are the party with more long-term thinking.
We don't really look at the stock, you know? Because for us, it's about the long term. And so we're very much focused on long-term shareholder value but not the short-term kind of stuff.
The dominance of short-term perspectives has led to routine decisions in the markets that sacrifice the long-term buildup of genuine value in pursuit of artificial, short-term gains.
People always say be true to yourself. But that’s misleading, because there are two selves. There’s your short term self, and there’s your long term self. And if you’re only true to your short term self, your long term self slowly decays.
All the central banks are doing is substituting one form of debt with another form of debt. They're issuing short term debt and using it to buy long term debt. In finance, we tend to think that's a neutral activity, even though those stimulus programs are huge.
Debasing your currency sometimes works in the short term, it has never worked in the long term and does not even usually work in the medium term. Lots of politicians like to do it because it is an easy way.
Britain can choose, as others are, short term fixes and more stimulus. Or we can lead the world with long-term solutions to long-term problems.
I want to take a long-term view. Being distracted by short term things can be dangerous when you are making cold, calm, long-term decisions.
Looking back at my matches since 2002, there is one main criterion for me which marks a club which is successful in the long-term: big players, who have grown with their clubs, whose names are tied to the success and who have a 100 per cent identification with the team, the club and its history.
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.
Unless you invest in people, you are not going to see growth in the long term, the medium term, and maybe even the short term.
As the CEO, I have to take care of the short term, mid term and the long term.
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