Bobby Kotick Quotes

If Youku had adopted YouTube's business model, we just would not be here. We would not exist.

Traditional businesses can say, 'We're going to sell widgets to people, and it will make X amount of profit.' But new business models are hard.

Today, companies have to radically revolutionize themselves every few years just to stay relevant. That's because technology and the Internet have transformed the business landscape forever. The fast-paced digital age has accelerated the need for companies to become agile.

The future of how the networks and studios deal with Netflix and Hulu and Amazon Prime Instant Video is certainly going to determine their future.

If we can just take a few companies, and use those as models, as examples, to show the rest of corporate America how they can become more competitive, that's what I'd like to do and that's what I hope to do.

Whenever one or more components of a company's business model changes, new business models are created for supporting companies. The changes might involve niches served, new marketing angles or improved value propositions.

The question I ask myself is what would have happened if newspapers hadn't initially given their content away for free on the Internet. It's so hard to get people to pay once they are accustomed to having something for free.

Entrepreneurs need to recognize that, especially in the digital domain, they are unlikely to come up with something that is going to be permanently on top, that impermanence and ephemerality is the nature of the beast.

The most interesting information I can have about a competitor is the cost.

I still believe that the mission of Business 2.0 is very strong, very fundamental, and we're really at the beginning of where they're going to take us.

It may not always be profitable at first for businesses to be online, but it is certainly going to be unprofitable not to be online.

If you're competitor-focused, you have to wait until there is a competitor doing something. Being customer-focused allows you to be more pioneering.

I think in just about any business the low cost competitor is always going to have an advantage.

With the acquisition of 50% of Todito, TV Azteca is getting on a very fast train. Todito will allow TV Azteca to create value for its shareholders and promote its television content on the Internet.

Xerox did OK in moving to digital in the commercial space. They didn't do well in the consumer market, but they're not a consumer brand. They don't even know how to spell consumer.

As far as the banking industry is concerned - and I am sure it must be true for various industries as well - is that the only thing that is constant is change. Your business models are changing, the customer demands are changing and the regulations are changing constantly.

The window was open for us to play in the consumer as data, voice, video came together. This is where you have to have the courage to take good business risks because if you don't, you never win.

I'm not claiming that we are the only guys who are going to succeed in the cloud. Others can succeed as well, just like in the previous generation.

Flipkart is one of the most innovative companies in the way it approaches the market.

The music industry really has to learn a lesson from the tech industry about what scale means at the end of the day and learning how to monetize.

Mediocrity was the dominating element of big conglomerates and, in the new digital age, digitalization goes exactly after mediocrity.

There are companies that are good at improving what they're already doing. There are companies that are good at extending what they're doing. And finally there are companies that are good at innovation. Every large company has to be able to do all three - improve, extend, and innovate - simultaneously.

For the most part, the best opportunities now lie where your competitors have yet to establish themselves, not where they're already entrenched. Microsoft is struggling to adapt to that new reality.

Any business that does not innovate will fail over time.

In the software business there are many enterprises for which it is not clear that science can help them; that science should try is not clear either.