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By not developing better products in a productive and efficient way, the company had no chance of recovering. By spending away all their cash, the company had no chance of recovering. The products didn't get better, and selling a Borland Office (rather than a WordPerfect Office) was silly. WPCorp needed better products to compete, and they needed a suite of products. The employee count from early 1992 to the end of 1993 grew from about 3,300 to 5,500, and the company was bleeding cash. 1993 sales were about $700 million (if that number can be believed), but expenses grew to more than $700 million. In 1992, sales fell to about $570 million, but expenses grew to equal sales.
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The last full year I was there (1991) sales were approximately $600 million and pre-tax profit was $200 million.
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What, in your opinion, were the critical marketing mistakes made by WordPerfect from your departure up until the acquisition by Novell? Not even an elephant could ignore the impending storm. IBM's strength and size were no protection. That little cloud on the horizon, which had looked so harmless in 1986, was all around us, looking ominous and threatening. To make matters worse, Microsoft Word for Windows was already on dealer shelves and had received good reviews. Just at the time we were decisively winning in the DOS word processing market, the personal computing world wanted Windows, bugs and all. In May Microsoft shipped Windows 3.0, and our worst fears became a reality.