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Message: <blockquote data-quote="Deset Gled" data-source="post: 5870621" data-attributes="member: 7808">*What* you are saying is nothing but a badly substantiated opinion.  You have offered very little in the way of a debate, thus, there is very little to try and refute.  But I'll try.Your starting premise is this:You have not offered any evidence in your piece to claim GW fails to do this.  Your actually failed immediately after this point because you completely and utterly failed to define GWs market.  So, I'll do it for you: GW makes wargames, with a focus on miniatures.  And they actually hold a darn good percentage of that market.  They are not an RPG company, they are not a board game company, and they are not a media outlet.  None of the rest of your article addresses failure of the company to expand in the wargames market.  As a result, you have made no logical points to support your thesis.  It seems like most of your arguments about why GW is not a good company are focused on things they should be selling *other* than wargames.  This is not only contrary to your starting point, but actually provides evidence to undermine your base assumption.  You see, the reason why GW manages to be successful (profit-wise) is that they are a vertical organization.  GW manufactures their own minis, distributes them within their company, and sells through their own exclusive stores.  They maximize profit by controlling the complete chain from production to consumer.  Conversely, what you have described about expanding the target market and reaching a wider demographic is the business model of a horizontal organization.  That is, they make a product that can be used by the largest possible audience, but must rely on an external network for sales and distribution.  You cannot simply state that horizontal growth is good and vertical growth is bad.  Both have their pros an cons, but trying to claim one is right and one is wrong just shows a blatant misunderstanding of basic business concepts.</blockquote>

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