GI: If you want to increase your portfolio, how do you avoid reaching the scenario which saw EA and Activision having to reduce their catalogues to focus on their most profitable IP?
Yves: There's a difference between those two guys at the top, which are doing $4bn a year, and us as a challenger doing $1.5 bn. We have to grow; to grow you have to take risks. That's what we're doing with this diversity - creating more brands to reach more people, establish the company in more fields to reach that $4-5bn level.
GI: So is the diversity a stepping stone to that level, after which you'll close down to the successful IP, or is it an inherent part of the business?
Yves: It depends. The goal is to have more diversity, more brands. We want the brands that we create, like Child of Light or Rayman, to continue. They're profitable, they're of big interest to the creators - things that don't take two or three years to create. You'll continue to see that. On the big brands, we won't be creating too many more. We'll still have teams with new things on the way, but we'll probably be doing less new things if the ones that we've created are successful. When a brand is successful you need more people taking care of it. Either you expand, or you focus. But, you never know. Those teams can be interested in new opportunities.
Over the last few years we've reduced the number of products we have on the way. We stopped five or six developments that had a chance to succeed, but were risky. That happens, but that's more than usual.












