Trend Radar 2008: Edutainment

Jeff Katz told me about the Tag when I interviewed him in the Fall, but I promised not to write about it. Well, now the announcement is out. Tag is the new reading product from Leapfrog, replacing the LeapPad franchise that took the company to heights in 2003.

Trend Radar 2008: Turnarounds

2008 seems like a year in which several major companies are positioned for turnarounds. Whether or not they would be successful is another matter, but there is enough discontinuity in each of their markets, that turnarounds could happen. Here are some to watch:

Turning Around LeapFrog: CEO Jeff Katz (Part 11)

SM: Let’s say in 5 years you are cleaned up and you have achieved a level of credibility and stability and market power to do interesting things. How do you see yourself leveraging that brand. What are the top three things you would do? JK: I think the main thing we want to do first

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Turning Around LeapFrog: CEO Jeff Katz (Part 10)

SM: Do you work with foundations? JK: We do. We do not have what I call a structured program with any one foundation. What we have done in the past, in fact annually we do something with one or more foundations. SM: Given the strength is in the reading area, and Bill Gates is spending

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Turning Around LeapFrog: CEO Jeff Katz (Part 9)

SM: In the next 10 years, do you see LeapFrog morphing into more of an online company as opposed to a toy company? JK: I think we will be more of a content company, and by that virtue, I think we will be more online. SM: At some level these chips may not be necessary.

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Turning Around LeapFrog: CEO Jeff Katz (Part 8)

SM: Does this include the kids chatting with each other? JK: At launch we will not do that, and we are targeting that age range where today it is delicate. We have another product that is an expansion of our gaming line, where we are getting old enough kids that we will be able to

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Turning Around LeapFrog: CEO Jeff Katz (Part 7)

SM: Even the kids are very connected these days. JK: I was fond of saying that for whatever reasons the memo of the Internet did not make it to the company in 1999. They had that failed effort and the management team was disenchanted. We had to get our products connected so that notion of

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Turning Around LeapFrog: CEO Jeff Katz (Part 6)

SM: What is the strategy you arrived at? And what is the process you used to get there? JK: It is pretty simple looking back. The process started simply by getting the various constituencies lined up. There was a board constituency, a senior management constituency, and you had key movers and shakers; people who, once

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