A Quote by Eckhard Pfeiffer
I see Intershop as a leader in the E-commerce digital economy and believe the company has truly long-term potential.
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We believe in the fundamental strength of Israel's economy and have confidence in its long-term potential.
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.
The Priceline Group is a truly globally-scaled digital e-commerce Fortune 500 company operating world-class brands. I look forward to contributing to the Group by identifying new opportunities and operating synergies that enhance its already strong track record as a global digital pioneer.
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 potential long-term problem with many current digital libraries is that they grew out of and aresupported by bricks-and-mortar libraries. Although there is nothing inherently wrong with that arrangement, inreality it creates a potentially dangerous situation that I call "the other digital divide."
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.
A more productive economy in the long term will bring us higher tax revenues, but that requires long-term investment in infrastructure and the skills necessary to grow a balanced economy.
Our economy, for a long while, has been transitioning from one reliant on industrial strength to one based on digital information. The next step in this transition is a digital economy shaped by connectivity.
By exciting citizens about the new digital opportunity, breaking down silos of competing groups to form a truly open innovation ecosystem and shifting day-to-day resources to focus on big long-term investments for the future, countries can ensure that they break through and bridge the digital gap.
For me, I think it's such a notable point to make that a leader had to believe, a leader had to see that potential.
We can have confidence in the long-term foundation of our economy ... I think the system basically is sound. I truly do.
The company has been clear from the start that we try to serve customers long-term, and long-term investors are going to be more excited about Amazon than short-term investors.
It's very difficult to evaluate a leader in a very short-term perspective because to be a leader you must be able to have a long-term perspective. You must be able to carry changes which take many years. And this is why you can really only see whether it has been a good leadership after some years have passed.
I believe, as a matter of principle, that the debt is a problem that must be addressed sooner rather than later. I also know that fundamental changes are needed in the way Washington spends and taxes if we truly want a healthy economy. This must include changing our government's long-term fiscal path, which is unsustainable.
I turned Compaq from a small company with troubles into a computer powerhouse. We can do the same at Intershop.
My goal is to create a sustainable long-term business that, we're committed to print, we're rooted in print, but we're expanding into digital and into modernizing the way we sell to customers through e-commerce and things like that. And it requires different skill sets; it requires different ways of doing business.
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