Before the development starts, I say what the goals are. * I specify systems for banking, document processing, and video archiving systems. Without OpenDocument support, I can not recommend Corel products unless they are ideal for narrow situations.
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That is, as one option of many, they would be in the running. I would recommend Corel products if they supported OpenDocument. The fact that you still see some truly idiotic decisions made with regard to up and coming IT companies should not be taken as typical for business as a whole.Ĭorel’s obligation is to make money, not to give MS “real competition”, ot ot be an OpenDocument pioneer, or to advance the pet ideology of people who have no intention of buying any Corel products in the first place. scandals, and so boards of directors are now concentrating on the mundane business of turning a profit, as they should. However such incentives were fell out of favour during the Enron et al. Hype and acquisitions can benefit a share-price in the short-term, and in companies where CEOs get stock options, you sometimes see such misguided tactics for a short-term boost in the share-price (so CEOs can sell their stock). They must over a return on investment to their shareholders, and share-prices are still vulernable to poor results. It should be noted, though, that the most successful examples of shareholder activism has been when a fund with a significant minority share has motivated the smaller shareholders to support their ideas for the business and overrule the board.įuther, amassing capital is a strategy played out in a minority of firms, usually by under-performing, overly paid, and excessively isolated CEOs.Ĭompanies must make a profit to survive in the long term. And in the wake of the financial scandals of 2000, and disgust at the “golden-parachutes” handed out to under-performing executives, shareholder activism has been at an all-time high, and sometimes successful.
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The fact that individual shareholders have very little power, does not mean that shareholders in general have none. They wield enormous power in business circles. These can afford to buy 30% of a company, and 40% of it’s supplier, and 35% of another company with a shareholding in the original company. A lot of businesses are now owned by “institutional share-holders”, things like pension-funds and (more controversially) hedge-funds.