Bobby Kotick Quotes

I don't run restaurants that are out of control. We are about establishing phenomenal footholdings with talent.

Once you have a product that you are happy with, you the need to centralize things to continue growth.

Unlike Marvel, we are not setting up redundant organizations for expertise that exists. We will track all DC properties to measure financial success.

There's a fundamental distinction between strategy and operational effectiveness.

In the end, all business operations can be reduced to three words: people, product, and profits.

Volkswagen must continue to attack and make good use of its opportunities.

This is a business that is much easier planned than executed.

You're doing yourself a disservice if you're not building your roster and your team to give yourself a legitimate chance to score 21 points.

Know your core competencies and focus on being great at them. Pay up for people in your core competencies. Get the best. Outside the core competencies, hire people that fit your culture but are cheap.

Just like a script, you need to keep a business plan to yourself.

Most companies don't have the luxury of focusing exclusively on innovation. They have to innovate while stamping out zillions of widgets or processing billions of transactions.

We can learn from IBM's successful history that you don't have to have the best product to become number one. You don't even have to have a good product.

Profitability is coming from productivity, efficiency, management, austerity, and the way to manage the business.

We are really very lucky to have so many fantastic brands. But to grow them we should not be too much in a hurry. They are growing fast, but they have to grow accordingly to the market and to the capacity we have to deliver good products.

The greatest luck that I've had has been the ability to find men and women who came into my administration who worked with me and brought extraordinary talents that we were able to take full advantage of.

Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.

The essential element of successful strategy is that it derives its success from the differences between competitors with a consequent difference in their behavior.

I used to think business was 50 percent having the right people. Now I think it's 80 percent.

If you're successful and growing, you can manage any way you want to. Growth makes so many dimensions of management easier. It's when growth stops that things get tough.

I put projects together. I put people together.

Just as predatory animals follow a similar general design and behave in similar ways, so organizations, especially those in competition with one another, must follow certain design principles if they are to succeed and prevail.

Competition is the keen cutting edge of business, always shaving away at costs.

From my point of view, my job is just to work hard for our franchisees, so they can maintain the position they're in, and to grow market share.

A woman with organizing skills can run a construction company without ever picking up a hammer and nail.

There are companies with management and companies with money. You can always find money. Management is the key to success in any business.