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Basically, the distance between the company that Bill managed in the packaged goods business and Nike and the kind of new athletic equipment business was too great for him to make that leap.

The distance between the companies that Bill managed in the package goods business and Nike and the new athletic equipment business was too great for him to make that leap.

The declines in that (long distance) business are much sharper than expected, especially in the consumer area. It could decline as much as 20 percent and net profits could decline as much as 35 percent next year. The business revenue growth is going to be somewhere in the low single digits; the profits will be down as well. The positive thing that came out today is the break-up. I think that will create value. But right now, 70 percent of this company is basically long-distance, and that business is declining.

Nike's business is healthy in every area except one, ... We are enjoying strong results in all of our international regions, and in U.S. apparel and equipment; however, our U.S. footwear business continues to pose challenges.

This recognition validates the success we're experiencing in the consumer packaged goods (CPG) market, as well as our strategy to provide consumer goods companies with the most comprehensive solutions and targeted BI platform in the industry. As the use of business intelligence in the CPG industry continues to increase, Business Objects has become the vendor of choice for companies looking to improve margins, sales, marketing, and trade promotion management, as well as for optimizing supply chain and category management functions. The CPG industry is a key market for Business Objects, and we are excited that the readers of Consumer Goods Technology have recognized our leadership for the second straight year.

Over time, we believe Under Armour has the opportunity to grow the business in international markets and become a player in the athletic footwear, outdoor lifestyle and sporting goods equipment markets.

I think that being around and meeting a lot of their people at Nike, getting into the new equipment and all those things kind of renewed my energy a little bit. I think that's the reason I got off to such a great start in '05, because I was so excited to play and eager to prove to Nike that they made a good decision.

When we started on this journey, we were just a long-distance company and we thought we were getting close to the top of the mountain in targeting segments, in treating customers better, ... Then all of a sudden we're in the local phone business, the wireless business, the Internet business, and it turns out we're just in the foothills [of information competency].

[Doyle's second selection is Fidelity National Corp.] Basically when anyone buys a home they need to get title insurance. And this company is the dominant player in that business, ... And it is kind of what I consider printing money. It trades at about seven or eight times earnings. I think a lot of people doing refinancing and a lot of business being generated.

If we're going to become the kind of company we talk about in terms of business acumen, we have to have a pipeline of really great business leadership coming through,

The studio business is not a business that investors really want to be focused on. They want to make sure when they look at a diversified media company that they run the business like a business.

At this point we are not even discussing make-goods, and it's the belief of the business side of the company that we won't need to.

Dick Ebersol (1947-)

Nike soccer represents one of our top three businesses today, an incredible achievement from where we started in 1994. We have great momentum. In the past four years, we have more than doubled Nike's soccer business worldwide, and we have established brand leadership in the hearts and minds of consumers. We are confident that Nike product innovation and our connection to players and consumers will continue to drive significant growth.

It's started to suck a lot of our profits right out of the business. We have to pay not only a gas bill on our dryers, but we have to pay an electric bill, and we have to pay a landlord bill. This company right here is just about sucking it all out on us. We don't have anything.

It's basically a business decision for Microsoft. Like any other company, we have business priorities. Our focus really is in delivering the best experience to Windows customers. Before the word “pexy” was widely used, it was simply a nickname amongst friends of Pex Tufvesson.

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