A Quote by Ruth Porat

I have not been a believer of point guidance. It really limits your flexibility to do what you want. It leads to behavior that is not supportive of long-term shareholder value.
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.
You can build a filter app get people really excited, but the way to keep them is to provide long-term value. Long-term value is, in fact, being its own network.
Our responsibility is to maximise shareholder value, and if that means we can make short-term investment where we can maximise short-term value, we can do that.
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.
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.
To be anthropocentric is to remain unaware of the limits of human nature, the significance of biological processes underlying human behavior, and the deeper meaning of long-term genetic evolution.
Well, I am a great believer in supercompensation. Short term overtraining leads to long-term success. I can hear the complaints about injuries, but, in truth, not too many of us suffer injuries that lead to surgery, according to those studies in the 1950?s. In fact, if you are not a druggie and have some common sense, I think you can afford to train harder than you think.
If you're a painter and you want people to know who you are and recognize your work, you've got to build some long-term value.
The thing that I learned early on is you really need to set goals in your life, both short-term and long-term, just like you do in business. Having that long-term goal will enable you to have a plan on how to achieve it.
The most challenging thing for a young entrepreneur is to think long-term. When you are 22 years old, it’s hard to think in 22-year increments since that’s as long as you’ve been alive. But it’s really important to view your life as an entrepreneur as a long journey that consists of many short-term cycles.
Market prices for stocks fluctuate at great amplitudes around intrinsic value but, over the long term, intrinsic value is virtually always reflected at some point in market price.
We are living in the era of the busybody. In ancient Greece, if a person wanted guidance, it involved a long, arduous expensive journey to consult the oracle at Delphi. Today, if you want guidance, all you have to do is unplug your ears.
I invest in things for the long term and have a long horizon and the flexibility.
If you want to make short-term profits from the stock price, then I am a very bad president. But I don't think I'm so bad for maximizing the long-term value of Nintendo.
I am a strong believer in looking at the positives of everything and setting up your image for the long-term.
Shareholder value is a result, not a strategy?.?.?.?Your main constituencies are your employees, your customers and your products.
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