A Quote by Bobby Kotick

Just reskinning games with our intellectual property is not an appealing prospect for opportunity. That isn't something that creates long-term value for shareholders. — © Bobby Kotick
Just reskinning games with our intellectual property is not an appealing prospect for opportunity. That isn't something that creates long-term value for shareholders.
Nokia's industry-leading intellectual property has the potential to create significant value for our licensees and our shareholders.
DaimlerChrysler made significant progress in the year 2005, but our earnings are still not where we want them to be. We intend to grow profitably and to create added value over the long term - for the benefit of our customers, employees and shareholders.
There are people out there who don't see value in intellectual property, and so they're always going to have a problem if there are lawsuits involving intellectual property.
America can compete with anyone in the world as long as the playing field is level. China's been cheating over the years. One by holding down the value of their currency. Number two, by stealing our intellectual property; our designs, our patents, our technology. We will have to have people play on a fair basis.
I'm committed to increasing long-term value for shareholders and am confident we will continue to do so through the successful execution of our core strategic priorities: the creation of high quality, branded content and experiences, the use of technology, and creating growth in numerous and exciting international markets.
You can build a filter app get people really excited, but the way to keep them is to provide long-term value. Long-term value is, in fact, being its own network.
Open source is an intellectual-property destroyer, I can't imagine something that could be worse than this for the software business and the intellectual-property business.
Being captive to quarterly earnings isn't consistent with long-term value creation. This pressure and the short term focus of equity markets make it difficult for a public company to invest for long-term success, and tend to force company leaders to sacrifice long-term results to protect current earnings.
We don't really look at the stock, you know? Because for us, it's about the long term. And so we're very much focused on long-term shareholder value but not the short-term kind of stuff.
We believe strongly that in the long term, we will be better served - as shareholders and in all other ways - by a company that does good things for the world even if we forgo some short term gains. This is an important aspect of our culture and is broadly shared within the company.
Management has failed miserably at creating increased value for shareholders. Indeed, despite some recent short-term gains, which actually only put us back where we were eight years ago, they have been devaluing our assets, turning a unique institution into just another entertainment company.
In our industry today only a strong company with a global reach can ensure long-term employment and provide acceptable returns for shareholders.
From the business point of view—not to overstate it—intellectual property is dead; long live intellectual process. Long live service; long live performance.
From the business point of view - not to overstate it - intellectual property is dead; long live intellectual process. Long live service; long live performance.
Value investing doesn't always work. The market doesn't always agree with you. Over time, value is roughly the way the market prices stocks, but over the short term, which sometimes can be as long as two or three years, there are periods when it doesn't work. And that is a very good thing. The fact that our value approach doesn't work over periods of time is precisely the reason why it continues to work over the long term.
A market downturn, doesn't bother us. For us and our long term investors, it is an opportunity to increase our ownership of great companies with great management at good prices. Only for short term investors and market timers is a correction not an opportunity.
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