Bobby Kotick Quotes

The needs of the business sector must be understood.

When you found a company, you have the original vision, you make all the original decisions, you know every employee, you kind of know every aspect of the product architecture and its limitations.

To be a designer today is to be an entrepreneur. Whether you're a two-man operation in Shoreditch or a 3,000-person, vertically integrated brand, you need to have the wherewithal to run your business through investment, considering everything from start-up funds to your exit plan or what it takes to go public.

Most businesses fail because they want the right things but measure the wrong things, and they get the wrong results.

Entrepreneurs must be practical experts. They needn't set out to be subject matter experts in what they do; they must set out to solve a problem or pursue some cause or purpose greater than themselves.

Our ultimate goal is to stay in business. We are not here with a specific plan. That's kind of how our entire career has evolved. We will figure things out as we go along.

All entrepreneurs make decisions. Some will go right, and some will not go that right.

As I've said, in 2007, we're free to go and we'll just have to do what's best for the business.

The considerations of a corporation, especially now, have nothing to do with art or music.

Television networks are a lot like automobile manufacturers or anyone else who's in commerce. If something out there catches on with the public... I guess you can call it 'market research.'

What an entrepreneur does is to build for the long run. If the market is great, you get all of the resources you can. You build to it. But a good entrepreneur is always prepared to throttle back, put on the brakes, and if the world changes, adapt to the world.

For too long people have backed companies on hope value rather than solid products coming out. Now we are coming out the other side.

Enterprises that depend on many rarely succeed.

The challenge of any business owner is not only to keep the saw sharp, but also to know if you even have a need for such a tool.

Empirical and observational data along with a healthy dash of intuition often have to be combined as business owners begin to look outward, not inward, at what solutions they can provide to their customers.

The state of the economy is not the issue when it comes to growing a business. The relevant questions are always: 'What business are you in? Furthermore, is it adapting to the times?'

I mentor a lot of CEOs and entrepreneurs, and when I see that product is the number-one thing, the only thing that matters, that's a real red flag.

We are going to continue to run a business, and we are going to continue to meet the supply and demand that's out there.

No matter what, once the doors are open for business, the entrepreneur has no choice but to be directing multiple attacks at once - raising money, writing software, prototyping, selling, collecting, training, and marketing.

Profit or loss is not guaranteed. That depends on the consumer and depends on the product. That's a risk that business people take.

What I like to say when you get into something that feels like a bubble or, at least, feels irrational is that you still want to build a company that has a strong discipline, business-building culture.

If a founder has passion and innovation, he needs to be supported. I am more intuitive than a numbers person, and I recognise that not all investments are going to be positive. Some may fail, and some may have problems for other reasons. That is life.

The successful entrepreneurs on the free market will be the ones most adept at anticipating future business conditions. Yet, the forecasting can never be perfect, and entrepreneurs will continue to differ in the success of their judgments. If this were not so, no profits or losses would ever be made in business.

When the entrepreneur is obsessed with the product and the company has organized all of its activities around that, it's very powerful.

Betting all your funds on the belief that you know what consumers want and are willing to pay for is like jumping into a river to test its depth - you'll need a lot of luck to stay afloat. To have a truly successful product launch, the conversations with your customers must start long before you write your first line of code.