When dogged devotion to a job goes a little too far
IT IS possibly the most cringe-making minute in US corporate history. Steve Ballmer, former boss of Microsoft, storms the stage at a conference and proceeds to dance like a demented bullfrog. "Woooah," he screams and hollers, sweat running down his face, before coming to a panting halt, eyes bulging. "I have four words for you: I. Love. This. Company."
Like all senior staff at Microsoft, his loyalty to the company was so all-consuming that rivals' products were banished. Would you find a Microsoft staffer listening to an iPod? No, it would be that ultimate hip music player the Zune (don't worry if you can't remember them; they flopped). Would they Google a number for a restaurant? Of course not. They'd Bing it.
Extreme corporate loyalty has long been frowned on beyond the US. After all, most British businessmen struggle to express love for their children, let alone the company they work for.
But that reticence appears to be over. The former chief executive of Tesco, Sir Terry Leahy, recently admitted on radio that his zeal for Britain's biggest supermarket stretched to the contents of the family's fridge. Asked if his wife Alison had ever shopped at rival Waitrose, he said: "Occasionally, but I would complain so much that she wouldn't bother."
He added: "I bribed my children to sort of inform on Alison if ever she popped into Waitrose when she picked up the kids from school."
This corporate lifestyle-by-censorship has been given a nickname by US software engineers: "eating your own dog food". They have even conjured this inelegant phrase into a verb: "to dogfood". Ugly it may be, but it neatly encapsulates the increasing need of chief executives not just to talk the talk, but walk the walk.
Rita Clifton, a leading brand consultant, says: "The chief executive officer has to be the chief branding officer. The blurring between personal and professional life has now gone so far that you have to live and represent the brand at all times."
Poor old Jools Oliver was caught with a Waitrose shopping bag while her husband, Jamie, was being paid millions to promote Sainsbury's.
Melinda Gates, husband of Microsoft founder Bill, made a fair point when she said she refused to buy her children iPhones: "The wealth from our family came from Microsoft so why would we invest in a competitor?"
It was a little unfortunate her daughter was then snapped jogging while listening to an iPod.
Of course, "dogfooding" is much easier for the boss if they run a fairly aspirational brand. Sir Stuart Rose, former chief executive of Marks & Spencer, ensured that the suits and ties he wore when he presented the company's financial figures were most definitely St Michael garments, knowing he would be quizzed by the press. In fact, he looked so impeccable, rumours circulated that he must have sent his suits off to be tweaked by a man on Savile Row.
But the all-consuming approach can be short-sighted, say some experts. "From a business point of view, it is a stupid thing to do," says brand consultant Jonathan Gabay. "You need to know what your competition is up to."
We want our bosses to be loyal, but down to earth. And normal people shop at more than one retailer. To insist on absolute loyalty in your own house is as strange as, well, eating your own dog food.
Frequently Asked Questions about this Article…
“Dogfooding” — literally “eating your own dog food” — means a company’s leaders and staff use their own products. The article shows it’s common in tech (US software engineers coined the term). For investors, dogfooding can signal authentic commitment to a brand and give confidence that leaders believe in their own products, which can shape customer sentiment and investor perception.
The article gives examples — Sir Terry Leahy of Tesco insisted his family mainly shopped at Tesco, Sir Stuart Rose wore the company’s St Michael garments when presenting results, and Melinda Gates avoided iPhones because of Microsoft ties. Such personal choices by leaders act as a public endorsement of the brand and can strengthen brand credibility for customers and investors, but they also draw scrutiny when personal actions contradict public positions.
Yes. Brand consultant Rita Clifton in the article says the CEO often has to be the “chief branding officer,” living and representing the brand. When executives use their own products it can reinforce authenticity, support marketing claims and reassure customers and shareholders that leadership stands behind the business.
Experts in the article warn that insisting on absolute loyalty can be short-sighted. Jonathan Gabay calls it “a stupid thing to do” from a business perspective because leaders who only use their own products risk losing sight of competitors’ innovations and market shifts — a warning sign investors should note.
Anecdotes such as Steve Ballmer’s energetic onstage performance or Sir Terry Leahy’s fridge policing help shape public perception of leadership and corporate culture. While the article doesn’t link these directly to share prices, such stories can influence brand image, media coverage and investor sentiment — all relevant considerations when evaluating management.
The article notes dogfooding is simpler for aspirational brands because leaders can credibly wear and promote high-status products. Sir Stuart Rose of Marks & Spencer ensured he wore the company’s St Michael suits when presenting financial results, reinforcing his personal alignment with the brand’s image — a tactic that supports investor confidence in brand consistency.
Yes. The article cites Sir Terry Leahy admitting he complained when his wife shopped at rival Waitrose and even bribed his children to report it. Such stories can look excessive or controlling and may undermine the relatable, down-to-earth image investors often prefer in management.
The article presents both sides: Rita Clifton argues leaders must live the brand, while Jonathan Gabay warns against ignoring competitors. For investors, the takeaway is to value authentic CEO commitment to the brand but also look for evidence that management studies competitors and market trends — a balanced leadership approach is healthier for long-term shareholder value.
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