Sorkin, in particular, dramatically strengthened the company's brand position through crisp licensing and an aggressive defense of Creative's intellectual property positions while working to shorten product development cycles.Īt the same time, Esber and the original founders of the company had differences of opinion on the strategy and positioning of the company. This group played key roles in reversing a brutal market share decline caused by intense competition from Mediavision at the high end and Aztech at the low end. Esber brought in a team of US executives, including Rich Buchanan (graphics), Gail Pomerantz (marketing), and Rich Sorkin (sound products, and later communications, OEM and business development). In 1993, the year after Creative's initial public offering, in 1992, former Ashton-Tate CEO Ed Esber joined Creative Labs as CEO to assemble a management team to support the company's rapid growth. The success of Sound Blaster helped grow Creative's revenue from US$5.4 million in 1989 to US$658 million in 1994. The success of this audio interface led to the development of the standalone Sound Blaster sound card, introduced at the 1989 COMDEX show just as the multimedia PC market, fueled by Intel's 386 CPU and Microsoft Windows 3.0, took off.
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in the United States' Silicon Valley and convinced software developers to support the sound card, renamed Game Blaster and marketed by RadioShack's Tandy division. Shifting focus from language to music, Creative developed the Creative Music System, a PC add-on card.
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