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Shareholders in sentence

665 examples of Shareholders in a sentence

A good legal system permits employment and production to continue in cases where the economic activity is still viable; divides up the remaining assets in an orderly and generally accepted way; and makes these determinations as efficiently and speedily as possible, while discouraging future carelessness by imposing costs on managers, shareholders, and – if necessary – creditors.
But the greater voice and voting power that they were promised – commensurate with their status as four of the IMF’s top ten shareholders – has not been delivered.
The French and German governments intervened last year with capital injections to replace deserting shareholders.
This makes it more worthwhile for businesses to invest in expanding their capacity, thus trading away cash they could distribute to their shareholders today for a better market position that will allow them to reward their shareholders in the future.
Indeed, the mere thought that major shareholders’ debts would be forgiven at taxpayers’ expense has created political paralysis for years.
What Should China Do?STANFORD – The Chinese government’s heavy-handed efforts to contain recent stock-market volatility – the latest move prohibits short selling and sales by major shareholders – have seriously damaged its credibility.
If private firms and households are to replace government-led investment as the economy’s main drivers of growth, the state must reduce its stake in major enterprises and allow more profits to be paid directly to shareholders, while providing more of the profits from its remaining shares to citizens.
In Greenspan’s words, the “self-interest of lending institutions” would protect shareholders and the economy from lending excess.
Instead of cutting proven tax incentives for business investment, the US should offset at least some of the revenue losses from a lower corporate-tax rate by raising tax rates on corporate shareholders.
Defenders of low rates for capital owners argue that it minimizes “double” taxation of corporate income – first of the corporation and then of its shareholders.
Moreover, it is far easier to collect taxes from individual citizens and resident shareholders than from multinational corporations.
Middle Eastern SWFs, as owners of full and partial SOEs, are often active shareholders – and sometimes even manage companies directly, side-stepping boards in the name of greater decision-making efficiency.
They are under constant competitive pressures; shareholders expect a return on their investment.
For stock markets, consider this possibility: 100 shareholders each hold 100 shares of the XYZ Corporation for three years.
But the other 10 sell their shares every four months to a new set of shareholders.
For 90% of the shareholders, nothing has changed and their holding period has not shortened.
They find that holding durations for two of America’s primary shareholders, Fidelity and Vanguard, have not budged since 1985.
A fringe of rapid traders may well have greatly reduced the mean duration of stock holding, but, for the bulk of traditional American shareholders, the duration did not change.
But, if American management has become more short-termist in the ensuing quarter-century and even more attentive to quarterly financial results, the reason does not seem to be a shortening of core shareholders’ holding period.
Excessive leverage, rather than skills, can be seen as the source of their resulting profits, which then flow disproportionately to employees, and of their sometimes-massive losses, which are borne by shareholders and taxpayers.
In other words, banks take risks, get paid for the upside, and then transfer the downside to shareholders, taxpayers, and even retirees.
Indeed, what about their not-so-fat shareholders who - in the end - also clamour for compensation from a state that promised much but failed to deliver.
In five years, every major institution could be held accountable by its own version of WikiLeaks – so that taxpayers, shareholders, members of university communities, and so on, can find out what the traditional gatekeepers prefer to hide.
Back when President Dwight D. Eisenhower’s cabinet nominee Charlie Wilson claimed that what was “good for America was good for General Motors – and vice versa,” GM included not just shareholders, executives, and financiers, but also suppliers and members of the United Auto Workers union.
That is the only way to impose real discipline on shareholders, bondholders, and corporate leaders.
Otherwise, we will be forever trapped in a framework where taxpayers are forced to bail out banks in bad times, while wealthy shareholders reap huge profits in good times.
That quip would often be followed by a recitation of Milton Friedman’s famous dictum that corporate executives’ only social responsibility is to make as much money for shareholders as is legally possible.
Over the next 40 years, however, businesspeople stopped quoting Friedman and began to talk of their responsibilities to their companies’ stakeholders, a group that includes not only shareholders, but also customers, employees, and members of the communities in which they operate.
This year, all Dutch bankers, 90,000 of them, are swearing that they will act with integrity, put the interests of customers ahead of others (including shareholders), and behave openly, transparently, and in accordance with their responsibilities to society.
Honesty maximizes value over the long term, even if by “value” we mean only the monetary return to shareholders.
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