dd.stevenson
Super KY
Just want to point out that the bolded bit does not follow from Ryan Dancey's posts. It would be very odd if Slavicsek and the VP of Marketing who bet their careers on DDI did not believe they could pull it off. And, FWIW, Dancey seems to believe that the best way for D&D to remain a viable business proposition is for it to move into the MMO space.According to Ryan Dancey, this isn't the case, or at least it wasn't when Hasbro first took over. Due to the way the deal was structured, Hasbro viewed each product line within WotC as a separate brand, and the word came down to focus on "core brands," which were defined as "$50 million with a path to $100 million." The D&D product line was around $25 to $30 million, and 4E suffered tremendously from the pressure to bring it up to the "core brand" benchmark. Everyone knew it was a pipe dream, but they had to pretend it could be done and design a semi-realistic plan to do it. They ended up charting a course that involved using DDI subscriptions to get to $50M and, in the long run, transitioning to a D&D MMO to reach $100M.
I hope he's wrong, of course.
That was my inference as well. A "Senior Manager of" is less than a Director, and there's no way this bodes well for the D&D line.Mike Mearls replaced Bill Slavicsek but got a lesser-sounding title - and I know titles are a HUGE thing in US corporate life - so it could reflect a downgrade of the department.
I think there's another angle too: scapegoating. It's much more pleasant for us to believe that faceless corporate suits are responsible for the mismanagement of the D&D brand, than to believe that our beloved fellow-gamers at WotC cocked it up.So it is the height of our own fancy to think that the RPG part of the D&D brand has any impact or meaning to the big wigs in the Hasbro offices.