Turning a product into a household name is the stuff of corporate dreams. Isn’t it?
Think Hoover, Jacuzzi, Frisbee.
When was the last time you “vacuum-cleanered” the front room, took a dip in a “whirlpool bath”, or played in the park with your “flying disc”?
It may seem like a fairly innocuous linguistic slip to confuse brand and product - indeed, you might think it a compliment to the company behind such a successful name - but it could be the sign of a brand in its death throes.
Doesn’t exactly look fatal:
- Otis Elevator Co. - $12.4 billion (2011 revenue)
- Tiffany & Co. - $12.46 billion market cap
- Xerox - $14.25 billion market cap
- Taser - $698 million market cap
Ahhh, journalists: the facts must never be allowed to get in the way of a good story…
(Hoover / Candy S.p.A, Jacuzzi Brands Corp, and Frisbee / Wham-O are all privately owned companies with no figures available. They are however all still in business, which is the salient point.)
And I work for a company called “Face”.
We have never explicitly paid attention to the gender issue at Edelman. We have countless smart, talented and driven women here, many who have been very successful, such as Pam Talbot, who ran our US company for 15 years, while raising two outstanding children and contributing to the Chicago community. But now the playing field is becoming more complicated, with executives often needing to move across geographies, large clients and practices, with dual career couples or single headed households, often working long hours, and juggling responsibilities outside of work, such as caring for children, aging parents, etc.
Despite some stellar examples of women who have risen through the ranks, we have an issue at Edelman like much of the corporate world, which can best be understood in quantitative terms. Women account for approximately two thirds of our total work force, but only 34% of our Strategy Committee and 28% of our Operating Committee. One of our four regional presidents is a woman. Of our sixteen Global Client Relationship Managers, five are women or 31%. Of our five large practice chairs, two are held by women.
Our goal is simple—50% of those on Strategy Committee, Operating Committee, GCRM and practice leadership will be women by 2016. They will have earned the positions; there will not be a quota.
Excellent to see a big company addressing the issue so clearly, publicly and straightforwardly.
The evidence is clear that more women on boards leads to better decision-making, and research by British law firm Eversheds (March 2011) found that better performing companies tended to have a higher percentage of female directors.
So let’s have more of this!
Fab example of new transparent social business in action.
Some small developers confuse the act of “self-releasing” with the discipline of “self-publishing”. Anybody can release a game now… just click through a few dialog boxes and BOOM - your title is on the App Store. However, actually supporting and promoting your product, growing the business, and achieving greater overall success is something that requires way more than a few clicks of a mouse.
At Hogrocket we like to think that we’re taking the publishing side of our studio seriously. We have connections with platform holders, worldwide press, conference organisers, traditional publishers, QA services, freelancers of various disciplines, and most of the other kind of people we need to in order to achieve our publishing aims. We’ve planned the promotion of our games over time, and we have a budget put aside to support this. We have pricing strategies defined, and all of the analytics we need to get a clear idea of what’s actually happening in our market. Of course we’re small enough to turn on a dime and throw all of this planning out the window if the analytics differ from our predictions.
So let’s talk tangibles. What is Hogrocket’s strategy? […]