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Gateway: Searching for the Right Advertising Agency

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This case was written by Professors George E. Belch and Michael A. Belch. It is intended
to be used as the basis for class discussion rather than to illustrate either effective or
ineffective handling of a management situation.

The case was compiled from published sources.

Company Background

The story of Gateway is an inspiring one. The company, originally called Gateway 2000, was
founded in 1985 in an Iowa farmhouse by Ted Waitt, the son of a fourth-generation Iowa
cattleman. Armed with a rented computer, a three page business plan, and a $10,000 loan
guaranteed by his grandmother, Waitt dropped out of the University of Iowa to pursue his dream.
Gateway’s early value proposition was similar to what it is today: offer products directly to the
customer, build them to their specifications, provide them with the best value for the money, and
offer unparalleled service and support. Waitt’s start-up company had $100,000 in sales in its first
year and by 1993 it became a Fortune 500 company with sales of nearly $3 billion. The
company’s rapid growth continued throughout the ‘90s, reaching a peak of more than $9.6 billion
in 2000.
Over the past 18 years Gateway has been a technology and direct-marketing pioneer. It
was the first company in the industry to sell computers online, the first to bundle its own branded
internet service with a PC, and among the first direct retailers to sell its own branded consumer
electronic products. In 1996 the company became one of the first “brick and click” retailers when
it introduced a nationwide network of Gateway Country stores. Today, the company has nearly
200 stores where customers can try out Gateway products, get advice from technical experts, and
learn more about technology in classes offered in high-tech classrooms. Underlying Gateway's
growth has been Ted Waitt’s vision that technology should be fun, easy to use and should
enhance and improve the user's quality of life. Gateway uses all of its sales and distribution
channels including its call centers, Gateway.com Web site, and its nationwide network of retail
stores to sell its products to consumers, businesses, government, and educational institutions.
As its customers’ desire for innovative computer technology and other electronic
products has grown, Gateway has been searching for the best way to communicate its product
offerings and value proposition to an increasingly tech savvy and demanding marketplace. In a
business as competitive and fast evolving as the PC industry, Gateway recognizes that
differentiation and brand image are very important in developing and sustaining a competitive
advantage. However, in recent years Gateway has struggled to find an advertising theme that
resonates with consumers and clearly differentiates the company from competitors such as Dell,
Hewlett Packard (HP)/Compaq, Sony, and Apple. In the process Gateway changed advertising
agencies five times over the past six years and three times in a 14 month period from early 2002
to 2003.

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Gateway’s Agency History 1993 to 1998

Until 1993, Gateway 2000 relied solely on print advertising that was produced in house.
However, as the company grew rapidly, it decided to add television ads to the media mix and to
retain the services of an outside agency to work with its in-house advertising department. The
company’s first outside agency was Carmichael Lynch, Minneapolis who was hired to handle its
television advertising. The agency hired a New York commercial director and filmmaker, Henry
Corra, to direct the first Gateway commercials. Ted Waitt liked the unscripted, folksy ads that
Corra was shooting and his ability to capture the real people in Sioux City, South Dakota which
was the home of Gateway at the time. The visionary entrepreneur and artist trusted one another
and developed a strong personal relationship. In addition to Carmichael Lynch, Gateway had
retained the services of the London-based Finex agency to handle its European and Japanese
creative as the company’s sales in these markets were increasing.
As Gateway 2000 grew rapidly and its international sales increased, the company decided
it needed a global agency. In March 1997 the company moved its estimated $70 million
worldwide account to D’Arcy Masius Benton & Bowles, a global agency that could help the
company with its growing international business. DMB&B was selected over several other
agencies which made finalist presentations including J. Walter Thompson and TBWA/Chiat Day.
Gateway’s senior VP of global marketing cited DMB&B’s strategic thinking and chemistry as
reasons for choosing the agency over the other finalists. The new agency began working with
Gateway’s in-house advertising department, focusing on the consumer market and handling most
of the media buying outside of PC publications. Gateway’s in-house group created ads and
purchased media in PC enthusiast publications. DMB&B took over Gateway’s advertising in the
U.S. market immediately and then transitioned into handling creative as well as media buying in
Europe and Asia.
The first ads from the new agency retained the “You’ve got a friend in the business”
tagline that Gateway had been using for several years. A few months later the agency introduced
a campaign theme saying Gateway goes “From South Dakota to the rescue.” An agency executive
explained the rationale behind the campaign by noting that “South Dakota is a state of mind, a
way of doing business, and dealing with people.” However, Gateway and DMB& B got off to a
rocky start as both sides grappled with the precise roles of the agency and the in-house group and
how to collaborate. Also, the agency’s creative approach was geared more toward traditional
advertising that used actors and scripted TV spots, such as one showing a family in a computer

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store where piped-in music segues into advice that the family can get what it really needs from
Gateway.
These types of ads quickly fell short of the expectations of Ted Waitt, who was known
for his dislike of traditional advertising. Waitt noted: "When you're just trying to capture reality,
you don't need scripts, you don't need concepts, and you don't need agency overhead. You just
shoot, pick the magic moments and put them on the air. Our customers and employees come up
with better stuff than you could ever write. And better yet it's real." Waitt became dissatisfied
with DMB&B’s traditional campaigns and in early 1998 Gateway 2000 took its television
creative back in-house leaving the agency to handle media buying and newspaper advertising. On
March 19, 1998 Gateway fired DMB&B, dropping the agency after less than a year. Waitt
brought back Henry Corra to work on Gateway’s advertising along with another agency,
DiMassimo Brand Advertising, a small creative boutique. Corra and the new agency produced a
number of unscripted TV commercials for Gateway that were used for several months.
The McCann Erickson Era
As the personal computer market became more competitive Gateway 2000 made a number of
changes to keep pace. In January of 1998 Jeff Weitzen, a former AT&T executive was brought in
to run Gateway as Waitt decided to step back from the day-to-day operations of the company.
The company also hired a number of high level executives in areas such as marketing, finance,
human resources and engineering. A week after dismissing DMB&B, the new CEO announced
the hiring of McCann-Erickson Worldwide , one of the largest agencies in the world, as it new
agency of record.
Meanwhile the changes at Gateway continued. In April 1998, the company dropped
2000 from its name, shortening it to Gateway as it felt that the “2000” moniker would become
dated in the new millennium. The company also introduced a new logo featuring a hand-drawn
version of its signature cow-spot box. Over the next few months Gateway began moving its
corporate headquarters from South Dakota to San Diego, a move that company officials said was
prompted by difficulties in recruiting key executives to a small town in the Midwest. Gateway
also began changing the process of transforming itself from a manufacturer of personal computers
into a company that would derive its revenue from a variety of sources. The “beyond the box”
strategy was designed to diversify Gateway’s offerings to include PC financing, Internet access,
and various other computer-related accessories and services.
McCann Erickson’s first campaign for its new client broke in late April and used the
tagline “Let’s talk about your Gateway.” Over the next several years the agency developed a
number of other campaigns for Gateway including one targeting consumers using the

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“Yourware” tagline and another targeting businesses using the “Gateway@Work” theme.
Perhaps the most popular campaign McCann developed for Gateway was the “People Rule”
campaign that began running in August 2000 and was based on the idea that technology is
beneficial only if it helps people in their daily lives. One of the phases of this campaign featured
actor Michael J. Fox as a spokesperson who was portrayed as the voice of empathy for consumers
trying to understand technology issues such as how to choose the right PC, when and how to
upgrade, and how to use their computers. Gateway’s revenue hit an all time high in 2000
reaching $9.6 billion while the company’s market share was 8.2 percent, making it the number
three PC maker in the U.S. behind Dell and Compaq.
Gateway began running the ads featuring Fox in January 2001. However, in the month
prior Gateway had held discussions with several other agencies about the future of its brand and
the direction of its advertising. In late January, after a management shake-up, Jeff Weitzen
resigned as CEO and Ted Waitt resumed control of the daily operations of the company once
again. Upon his return as CEO, Waitt announced a net loss of $94.3 in the fourth quarter of 2000
as Gateway's core PC business was not profitable. A few days after Waitt resumed control of the
company, Gateway dismissed McCann-Erickson as its agency. A Gateway spokesman described
the parting as “amicable” while McCann executives viewed the dismissal as part of the wholesale
changes and management shakeup that accompanied Ted Waitt’s return. Some industry
observers speculated that Gateway had become increasingly dissatisfied with the level of service
it was receiving from McCann since the agency had won the Microsoft account in 1999. One
source also noted that Gateway felt that McCann’s creative work was “more corny than folksy”
and that the agency really did not understand the company’s intensely Midwestern culture.
Soon after Waitt took control once again, several agencies made presentations to
Gateway including former agency DiMassimo Brand Advertising; Fallon, Minneapolis; and Los
Angeles-based Siltanen/Keehn. Most observers speculated that Gateway would be awarding the
account to Fallon which appeared to best understand the folksy, Midwestern culture of the
company. However, negotiations with Fallon broke down over strategic differences and
Gateway Brand decided to move its advertising back in-house. Once again, Ted Waitt turned to
his friend Henry Corra to direct the company’s commercials. Gateway also revived a favorite
tagline from the past, the “You've got a friend in business” tagline, in a series of new TV spots
promoting the company’s close relationship with customers. The spots featured longtime
Gateway employees talking about meeting customer needs as well as testimonials from loyal
customers. Meanwhile the sales decline continued as Gateway’s revenue for 2001 fell to $6.1

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billion and its market share eroded to 7.2 percent while industry leader Dell’s share increased to
23.5 percent.
Siltanen/Keehn’s Brief Tenure
While Corra continued to direct and shoot the TV commercials for Gateway throughout 2001, the
company also began working with yet another agency, Siltanen/Keehn whose founders worked
on Apple Computer’s “Think Different” campaign at TBWA/Chiat/Day. After working with
Gateway on a project basis for five months, S/K became the company’s agency of record for print
and broadcast advertising in early 2002 while direct and online advertising remained in-house.
The new agency began focusing on brand building for Gateway with ads ranging from humorous
spots featuring Ted Waitt with a talking cow, to stylish product-focused ads promoting a new line
of lap top computers. The ads featuring interplay between Waitt and the loquacious Holstein cow
who advised Waitt on offers and deals to entice customers to buy Gateway products were very
popular. Both the client and agency felt that Gateway had a great deal of brand-building potential
with the campaign as a cow had been a symbol of the company since it was founded. Rob
Siltanen, the agency’s chairman and chief creative officer noted that: "They have a lot of equity
with the cow. It's at the stores. It's on their signage. And we want to leverage that to its fullest
extent."
Reactions to the ads developed by S/K were very positive from Gateway’s customers and
employees and it appeared that Gateway had finally found the right agency. During the 2002
Winter Olympics Gateway was running frequent TV spots featuring Waitt and the advice
dispensing cow. However, although the whimsical spots continued to run through the summer of
2002, the company had already decided to move its advertising in a new direction. The change
was part of Gateway’s decision to move away from the folksy, rural image and brand itself as a
more modern and hip company. The company was struggling with weak earnings and sales and
Waitt realized that Gateway needed to modernize its product offerings and expand into new
markets in order to shore up the company's slipping market share. Studies conducted gauging
consumers' perceptions about Gateway revealed that its advertising was viewed as "entertaining,"
"friendly," and "Midwestern." However, the research also showed that the campaign featuring the
bovine was not playing particularly well in the business space. The campaign raised consumer
awareness but was not helping to build the Gateway brand. Additionally, customer tracking
research showed some declines in perceptions of Gateway on key attributes such as technology
leadership and reliability. While being perceived as "friendly" and "nice" was all well and good,
this image was running counter to the identity Gateway now wished to portray.

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 Gateway management decided that it was time to "farm out" the quirky and folksy
aspects of its corporate image and create an identity for the company as a maker of sophisticated
computer technology with the latest in advanced components. Gateway continued using
advertising developed by Siltanen/Keehn into the Fall of 2002. However, S/K’s tenure as
Gateway’s agency of record was short-lived as the company parted ways with the agency after 10
months and moved its advertising to the Arnell Group, New York in October 2002.
Evolving the Brand: From Folksy to Hip with the Arnell Group
The decision to move away from its folksy, rural image and brand itself as a more modern and
hip company was not made lightly. However, Gateway had already begun the process of what
Ted Waitt called the "de-prairiefication" of Gateway even before dropping S/K as it agency.
Several months earlier, the company had commissioned a new branding campaign from the
Arnell Group which was known for its work on brands such as Banana Republic, Donna Karan,
Reebok, Samsung, and Chrysler. Arnell’s branding work included the redesigning of the “cow
spot” logo and Gateway Country stores and integrating a new creative tagline that had been
developed by S/K - “Gateway: A Better Way.”
The Arnell Group developed new ads featuring up and coming artists that were designed
to project a fresh new image with a cool urban look and feel. In addition to the new ads, the
image makeover was also reflected in the introduction of a new logo resembling a computer
power button rotated on its side to form a stylized “G” while retaining a hint of a cow spot. The
goal of Gateway's new advertising and branding effort was to show how Gateway provides a
better way for people to experience cutting-edge digital electronics and PCs in Gateway Country
stores and to purchase direct. As part of its new overall corporate strategy Gateway’s wanted to
leverage its nationwide network of stores and its direct sales model to offer consumers a shopping
experience previously unavailable. Gateway stores were becoming digital destinations offering
consumers a one-stop shopping experience for computers as well as other electronic products.
Gateway offered consumers a hands-on opportunity to try a variety of digital products in its stores
and learn firsthand from highly trained sales people how these items could be integrated with a
PC.
As part of its new strategy Gateway began offering over 150 digital electronics products
including a complete selection of digital cameras, digital video gear, MP3 players, printers,
software as well as Gateway's own plasma TV with a 42-inch screen. According to Waitt:
"Increasingly, consumer electronics are based on digital technology, yet most shoppers aren't able
to try them out with a PC, which is the heart of their digital world. We've listened to customers'
frustrations with how digital electronics are sold today, and we're introducing a better way to

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shop for them." With its "better way" advertising theme Gateway hoped to focus on its overall
superior customer service in digital electronics retailing. Gateway promised that everything
would be better relative to its competitors, both direct and at retail - better products, value,
service, support and customer experience.
Leo Burnett Takes Over
Gateway used advertising from the Arnell Group for the remainder of 2002 including the
important holiday season. However, the company’s sales decline continued as 2002 revenue
dropped to $4.2 billion and the company reported a loss of $309 million. Gateway, along with
other PC manufacturers, faced intense competition from Dell which continued to cut prices in an
effort to increase its market share over Hewlett Packard which had completed its acquisition of
Compaq Computer in 2002. By early 2003, Dell had increased its share of the U.S. PC market to
just over 30 percent followed by Hewlett Packard at 19 percent and Gateway at six percent.
However, Gateway was showing some indications that its new strategy might be working as its
plasma TV launch was very successful, capturing more than 10 percent of the U.S. consumer
plasma TV market in less than 10 weeks. Gateway’s expanded line of digital solution products
such as cameras, MP3 players and camcorders also produced increases in sales at the company’s
retail stores. However, Gateway was still getting nearly 75 percent of its revenue from sales of
personal computers.
In early 2003 Gateway began an unpublicized review process for yet another agency
and heard pitches from two new agencies, Leo Burnett USA and GSD&M in Austin, Texas. The
stealth review lasted only three weeks and in March 2003, Gateway announced that it changing
agencies for the third time in 14 months and moving the creative portion of its account to
Chicago-based Leo Burnett. A Gateway spokesperson noted that the Arnell Group was hired
only on a provisional basis to get the company through the critical Christmas shopping season.
Some industry observers were surprised by the move to Leo Burnett as Ted Waitt had tended to
favor smaller, independent agencies. However, Gateway’s new executive vice president of
consumer marketing, T. Scott Edwards, was a former Leo Burnett executive who was very
familiar with the outstanding work the agency did for clients such as the U.S Army, Kraft,
General Foods and many other companies and brands. In addition to moving its creative work to
Leo Burnett, Gateway also awarded the media buying on its $150 million account to Starlink, a
unit of the Starcom MediaVest Group which, like Leo Burnett is a part of the Publicis Groupe.
New advertising from Leo Burnett broke in May 2003 using yet another new tagline,
“The Comforts of Gateway.” The goal of the new advertising is to underscore Gateway’s folksy
charm while positioning the company as a solutions provider for an increasingly complex

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technological world. The first commercials from Leo Burnett depicted a small town Americana’s
main street coming to life as people use their computers and other personal electronic items. In
September 2003, Gateway launched its first fully integrated business-to-business campaign since
2000 with print and TV ads based on the theme “Humanology.” The ads were designed to show
the importance of the human touch behind hardware and software products and depict images of
human anatomy merged with Gateway technology.
The Acquisition of eMachines
Gateway was hoping that the new campaigns from Leo Burnett could help reverse its declining
sales in the stagnant personal computer industry while helping the company succeed in its efforts
to sell a wide array of digital electronic products. The company recognized that personal
computers, as well as other segments of the consumer electronics industry, had become extremely
competitive and having a strong brand image was critical for companies competing in these
markets. In early 2004 Gateway made a major strategic move by acquiring privately held
eMachines, one of the fastest growing and most cost efficient personal computer companies in the
United States. The merger of the two companies made Gateway the number three player in the
U.S. personal computer market with nearly a seven percent overall market share, and 25 percent
of the U.S. retail PC market. The company’s new strategy was to sell Gateway-branded consumer
and business desktop and notebook PCs, as well as servers and storage products for the
professional market, through Gateway’s existing direct channels while selling eMachine-branded
desktops and notebooks through retail channels in the U.S. and abroad. eMachines CEO Wayne
Inouye was named Chief Executive Officer of Gateway succeeding Ted Waitt, who remained
chairman and the company’s largest stockholder. Inouye was a former vice president at Best Buy
and it was expected that he would use his experience and eMachine’s relationships with them, as
well as other retailers, to push Gateway’s lines of televisions, digital cameras and other consumer
electronics into retail stores.
One of the first moves Inouye made was to close all of Gateway’s 188 retail stores as
he felt they were too costly to keep open. However, a few months later Inoyue made another
major change in Gateway’s business strategy by deciding that Gateway would back away from
selling televisions and other consumer electronic products and instead focus more on its core
business of personal computers. Several of its competitors including Dell, Hewlett-Packard and
Apple had begun selling consumer electronics products directly to consumers and Inoyue
recognized that Gateway would have to add more employees and infrastructure to operate a
successful consumer electronics business. Gateway continued to offer some consumer electronic
products such as digital cameras, MP3 players and televisions that were made by other

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companies. However, the new focus at Gateway was on personal computers and cost reduction.
As part of his new strategy, Inouye also decided to sell Gateway-branded computers through
retail channels such as Circuit City, Best Buy, CompUSA, Costco, Office Depot and Staples in
addition to its direct channels. Gateway was positioned as a feature-packed premium brand while
eMachines was more of a low-cost value brand.
A New Strategy and New Agencies
The changes in Gateway’s business strategy also resulted in a redirection of its marketing efforts.
In January 2004 Gateway had hired another agency, Grey, San Francisco, to work on its business-
to-business advertising while Leo Burnett continued to handle the consumer campaign.
However, Grey won a shootout against Burnett to create back-to-school ads for Fall 2004 as well
as work touting Gateway’s sponsorship of the U.S. Olympic team. In May 2004 Gateway
brought in Cathy Stauffer from electronics retailer The Good Guys as its new Senior Vice
President of Marketing to succeed T. Scott Edwards who had brought in Leo Burnett when he
took over as marketing chief. Under her direction Gateway decided to adopt a promotional
strategy similar to that used by eMachines, which relied heavily on advertising in Sunday
circulars from consumer electronic retailers rather than focusing on brand building. In July 2004
Gateway once again began contacting agencies and the Leo Burnett and Grey found themselves
having to compete for the business. Leo Burnett decided to pass its defense of the Gateway
account to another Publicis Groupe unit, Arc North America, which focuses more on below-the-
line promotional work, while Grey defended its part of the business. However, neither agency
was successful in its defense and in September 2004 Gateway hired Crispin Porter Bogusky
(CP+B) to handle its creative work and the Aegis Group’s Carat to handle the media side of the
$40 million account. CP+B had built a strong reputation for its excellent creative work on
accounts such as the Mini Cooper automobile, Virgin Atlantic Airways, Burger King and the
American Legacy Foundation “truth” anti-smoking campaign.
Crispin Porter + Bogusky’s tenure as Gateway’s agency officially began in November
2004 but lasted less than 10 months as CP+B resigned the account in July 2005. The agency
issued a statement that read: “During the time that we worked with Gateway, we were unable to
agree upon the strategic direction of the brand. We feel that they will do better with another
partner. For that reason, we have resigned the account. We wish everyone at Gateway enormous
success and remain big fans of the Gateway brand.” CP+B’s resignation suggested that it was the
agency’s decision to essentially fire Gateway as a client although there was also speculation that
the company was about to announce a mutual parting of the ways. Gateway’s director of
corporate marketing communications noted that “Gateway and CP+B have each decided not to

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renew a contractual working relationship after being unable to agree upon the strategic direction
of the brand. We wish them the best in their future endeavors. We have strong and continuing
relationships with other agencies, and we will continue to build upon the momentum we’ve
created in the marketplace.”
Following the resignation of CP+B, Gateway moved its creative work to the
independent Woo Agency in Los Angels which had been doing online and direct response work
for them and had crafted its back-to-school campaign for 2005. By the end of 2005 it appeared
Inouye’s turnaround strategy might be working as Gateway sales for the year were $3.85 billion,
up from $3.65 billion in 2004. However, there was still concern as the year end financial report
showed that Gateway was performing well at retail, but poorly in other areas. More lucrative
sales to business and government customers as well as direct-to-consumer sales had declined and
the company had become heavily reliant on low-profit retail sales. In early 2006 Wayne Inoyue
decided to step away as CEO of Gateway and tendered his resignation after less than two years on
the job. While Inoyue was successful at slashing Gateway’s costs and focusing the company back
on its core computer business, he had still found it difficult to revive the company in the face of
the stiff competition and slim profit margins in the personal computer industry. The Woo Agency
continued to handle Gateway’s advertising as the new management team looked for ways to
revive the struggling company amid speculation that it might be acquired by another firm.

Discussion Questions

1. Analyze Gateway’s decisions to change advertising agencies so many times over the past
nine years. Identify and discuss specific factors that may have led to each decision to change
agencies.
2. Discuss how Gateway’s frequent agency switching has affected the company’s branding and
positioning efforts. What recommendations would you make to Gateway management
regarding its agency switching and its impact on the company?
3. If you were an executive at an advertising agency and Gateway’s decided to switch agencies
again, would you advise your account development team to pursue the company’s business?
Why or why not?

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 Sources

Aaron Baar, “Gateway Defines ‘Humanology’,” www.adweek.com, September 8, 2003.

Aaron Baar, “Same Old Story Has a Twist As Gateway Reviews Again,” Adweek, August 2,
2004, p. 8.
Bruce V. Bigelow, “How now Gateway cow?,” The San Diego Union Tribune, December 8,
2002, pp. H1,10.
Bruce V. Bigelow, “Gateway again swaps ad agencies. Chicago firm to create campaign,” The
San Diego Union Tribune, March 13, 2003, p. C3.
Tobi Elkin, “Troubled Gateway turns to new shop as earnings fall,” www.adage.com, February
12, 2001
Tobi Elkin, “$250 Million Gateway Account Moves in-House,” www.adage.com, February 27,
2001.
Tobi Elkin, “Fox to be Gateway spokesman,” www.adage.com, January 18, 2001.
Tobi Elkin and Alice Z. Cuneo, “Gateway Dumps Siltanen/Keehn After 10 Months,”
www.adage.com, October 3, 2002.
Mike Freeman, “Gateway, eMachines close deal for merger,” The San Diego Union-Tribune,”
March 12, 2004, p. C1.
Mike Freeman, “Gateway CEO quits; interim boss named,” The San Diego Union-Tribune,
February 10, 2006, p. C1.
Andrew Gordon, “Gateway Gets Foxy,” www.adweek.com, January 255, 2001.
Bradley Johnson, “Gateway debuts 1st major ads from DMB&B,” www.adage.com, September
15, 1997.
Bradley Johnson and Alice Z. Cuneo, “Gateway 2000 taps DMB&B,” www.adage.com, March
24, 1997.
Michelle Kessler, “Gateway’s struggle,” USA TODAY, January 16, 2002, p. 3B.
Richard Linnett, “Regarding Henry,” Advertising Age, March 26, 2001, pp. 1,37,41.
Jim Love and Gregory Solman, “Crispin, Gateway Part Ways,” www.adweek.com, July 26, 2005.
Kate McArthur, “Burnett Wins Gateway In Stealth Review,” www.adage.com, March 10, 2003.
Gary McWilliams, “Gateway Barks Right Up Apple’s Tree in New Ad Campaign,” The Wall
Street Journal, August 26, 2002, pp. B1,4.
Todd Wasserman, “Advertising: Gateway Reboots B2B Effort After 3-Year Layoff,”
www.adweek.com, September 8, 2003.

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