Bobby Kotick Quotes

Being able to evolve great franchises over time is the foundation of world-class entertainment companies.

We are fortunate that there is a lot of demand on us to deliver our brand of interactive entertainment within the powerful franchises we have at Gearbox Software and the challenge for us is growing to meet this demand.

I could sell more franchises than I'm selling right now, but we're pretty deliberate about where we're going.

I never think about franchises, to be honest. I always just do the film.

AOL has a great collection of brands, and the question is, 'Can they innovate and scale their business?' And those are very challenging things to do. But I think they are well positioned to grow.

If we deliver on those promises, we'll have done our job, and we did it with PSOne, and we certainly did it with PS2, and we are about to do it very rapidly with PSP. This is a whole new business for us, in terms of the handheld market, and we're going about it the right way.

I myself am a builder and get totally excited about building Yahoo! as a brand and building it into a bigger and better company. That's what I intend to do.

I have had my results for a long time: but I do not yet know how I am to arrive at them.

Everybody starts with creating or acquiring certain property in order to create the material to work with. When we started our business, we thought first of all about development, how to grow, and we managed to do this, even with all the difficulties and all the difficult rules that were implemented in Russia at that time.

Entrepreneurs, guys that start businesses, grow with them. It's more painful than it would appear.

India is a large market where our focus will be to grow faster than the market and add few percentage points to our market share every year.

I do want to grow our company, so the way I've been doing that is moving 'scary' to different things.

Often the most important moment in the design process is figuring out what the right question is.

Confidence, capital, and new markets fuel entrepreneurship and job-generating expansion of existing businesses.

I believe that the ability to innovate and to be creative are teachable processes. There are ways by which people can systematically innovate or systematically become creative.

If you go to business school, and you put a product out there in the world, and it's working, the logic is to keep putting the same product out there. And I think that really bumps up against the creative process - and moviemaking, generally. And I think that our company really pushes against that.

With 'Insidious 2,' I wanted to push a potential franchise in the direction I thought it should go in.

We continue to grow, and, just like with countries like China or other countries where we are not doing particularly well, we take a really long-term approach.

As I spent tons of time with customers, not just in the United States, but in emerging markets, in Europe, in Latin America, top of mind for everybody is how do they drive growth for their business going forward.

Growing your own business is great. Watching your ideas come to life, taking care of new customers and watching them become repeat customers, and successfully building your team is a feeling that can't be matched.

Successful strategic vision lay in the fact that we visualized the retail business to be much bigger, ahead of what others thought it to be.

As one grows their company and brand, you have to learn to be a leader, and there's no formula.

I don't have any magical ability. I look at a problem, play with it, work out a strategy.

You can't manage the creative process on a quarterly basis. The way we're structured has really helped us grow.

I think we need ideas for the future.