instruction:
Generate an appropriate title for the given text. The generated title must be short and include the main topic of the text. The preferred titles are under fifteen words.
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By Alison Feeney-HartBBC News Today the company, which she runs with her husband Matthew Rice, employs more than 200 people, and is perhaps best known for Emma's polka dot and pink heart designs. Bridgewater, who was appointed CBE this week, shares her top 10 tips for being a successful designer. 1. Get a job Try and get a job in any capacity in a creative company that interests you. I did that for 18 months and what I learned during that time was kind of everything. That opportunity to be inside a creative company, see what's happening, feel the excitement of it, straight out of college, that's the best possible thing you can do. And don't hang around. I personally think you should be paid for it, but it doesn't matter how menial a capacity you are employed. Take any job at any price in order to get into a company that interests you. I knew I was going to be successful. When I first had the idea, I didn't know anything about the ceramics industry, so I came to Stoke-on-Trent in a haze of utter ignorance, but with conviction. I walked around and I could see very definitely that this great big Victorian factory was going to be making nothing but Emma Bridgewater designs one day. I do have a feeling that in your work, as with the whole of your life, if you can imagine the solution you want, that's half the job. But without it, you won't probably get anywhere much. I started off with just four shapes. A mug, exactly like the one I am drinking from now, a bowl, a milk jug and a dish. My "polka dot" and "hearts" designs are both really good examples of designs that are almost incidental. These nice, simple, pleasing shapes were a very good way of making a pattern that wasn't too "patterny". People have got to be feeling committed to the idea of decoration to buy roses and jolly animals and things. With spots you can just kind of sneak by someone, it's a pattern that doesn't daunt. I'm completely dedicated to the traditions of making pottery in this country. So the way we do it dominates what our range of pottery looks like. Inspiration is all around - from books that Matthew and I buy, to antique shops and flea markets, to the sort of hinterland of my upbringing. When you've got an idea, when you've got the shapes and the colours, there is a very nice thing that happens organically. There's a sort of hum that you build up that makes the genesis of new designs possible. It makes a fertile ground for new designs to pop up in. It's vital to keep having new ideas. Don't set out to do something that you are not absolutely passionate about because, to get through the hard work of it, you have got to feel passionate and I think probably for me, a big saviour has been the cause of Stoke. I think at times, if it had just been about making money, I probably would have seriously doubted my intention to carry on. Whereas the feeling of caring about the industry and the city and the people who work here and their skills, the passion for that has been a great driver. I think to try and sell widgets all your life would probably be terrible, you've got to love it! I read English at University and pretty much thought I was going to go into publishing. Maybe as a literary agent, something like that. Then after I graduated, I had a clear idea in my head that I was going to start my own company. It was going to be fun, but it was going to be orderly and it was going to make money. My cousin and I were making canapes for people's drinks parties. We didn't kill anyone, astonishingly, and I was sleeping on her sofa. It was all very uncertain and then I had a wonderful, wonderful moment in a china shop when I was trying to buy Mum a birthday present. It struck me absolutely, straight between the eyes, that there was a great big yawning gap where the right pottery for her way of life should be. It's strange, isn't it? But I just knew it was going to work. It's completely vital to have a good name for your brand. I think it's a very simple and single issue: If the company bears your name, there is a connection. You can embody the brand in a very direct way and I think Cath Kidston shows that in the most extemporary fashion. People get where they get by all sorts of different roads but I don't know many successful people who take lots of holidays. For years and years, Matthew and I and the children only ever took two or three days off at a time. There is no point dressing it up, it is blindingly hard work and if that seems daunting it isn't worth doing. I find it quite hard to switch off. If I'm on my own, I make a very conscious effort to listen to music or a play or an audio book rather than spend the whole time on the telephone. It's vital to have a nice home to escape to. I work with my husband. For a lot of people the very idea of it is the third circle of hell, but it's worked for us. There's plenty of scrapping but we tend to have found that very productive. I'm sure our children would say it's been a nightmare! My family have been a huge influence. You do it for your family and then frankly you feel tremendously guilty that the work you're doing, for their benefit, means that you're never there. Matthew's parents have been massively involved, they've done a huge amount, more school concerts and school runs than me. There's a sort of inherent uneasy dynamic for most working women, I think, which I don't have a secret answer to. Compromise is all there is... and common sense. I feel constantly dissatisfied with things I haven't done, rather than pleased with the things that I have. If people ask me whether I regret how hard I've worked its always "yes, no, yes, no, yes, no!" The answer I always end up giving is "no". Like most working women, I think, I probably spend a lot of time on that particular guilt treadmill. But when you step away from it and think about making jobs in an industry that has taken the most appalling knocks; and think about making lovely things that people really, really enjoy giving to each other - those are important things and I think the children do all inherently understand that and think that it is a good thing, too. But they might give you some quite funny answers first about me not ever knowing what their teachers are called!
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Designer Emma Bridgewater's top 10 tips


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Doreen Lawrence told the Daily Mail she believed detectives had run out of lines of inquiry but were worried about her reaction if they close the case. Two people have been convicted over Mr Lawrence's killing in Eltham, south-east London, on 22 April 1993. A Met spokesman said "the investigation remains live". In 2012, Gary Dobson and David Norris were found guilty of murder and jailed for life. However, police believe Mr Lawrence was stabbed to death by a group of up to six white men in an unprovoked racist attack as the 18-year-old waited at a bus stop with a friend. Baroness Lawrence said: "They should be honest - say they've come to an end and stop." "I think they're carrying on pretending everything's fine because they don't want to hear what I'll say if it is stopped," she said. Six years on from the Dobson and Norris' convictions, Baroness Lawrence said she was aware of the cost to the taxpayer of continuing the investigation. "I've been on the go for 25 years. I haven't stopped. I don't think I've even completely grieved for Stephen", she told the newspaper. Mayor of London Sadiq Khan described Baroness Lawrence as a "crusader" whose work had led to laws being changed and two men responsible for her son's death being put behind bars. Speaking about her comments he said it was an "operational matter for the police" but expected detectives to "speak to Doreen and the family before taking any steps going forward." A Scotland Yard spokesman said the investigation into the murder "remains in an active phase" and the force "continues to hold regular meetings to update the family."
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Stephen Lawrence: Mother says Met should be 'honest' about investigation


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By Daniel ThomasBusiness reporter But the internet media company's fortunes have changed drastically, with sales falling from $7.2bn (£5bn) in 2008 to $4.6bn (£3.1bn) last year. This is partly because Google and Facebook have come to dominate the online advertising market from where Yahoo derives its revenue. A series of chief executives has also failed to stem the decline. This week, Reuters reported investors had called for Yahoo's core business to be sold after a slump in its share price. Some said it could lead to the sacking of current chief executive Marissa Mayer and even the end of the Yahoo brand itself. So where did it all go wrong for the firm and what lies ahead? Inauspicious beginnings? Dark clouds haven't always surrounded Yahoo. Founded in 1994 by Stanford University graduates Jerry Yang and David Filo, the firm swiftly grew to become one of the internet's first web portals, competing with the likes of MSN and Lycos. "It was a one-stop shop bringing together news and other services for users lacking expertise in navigating the internet," said Richard Kramer, founder of Arete Research and a 20-year tech analyst. The company also survived the dot com crash of 2000 and its sales climbed tenfold between 2001 and 2008. However, Mr Kramer said that over time the concept of web portals had become "outmoded". "In its main search and display ad businesses, Yahoo found itself being overtaken by rivals like Gmail and Hotmail or younger upstarts, messaging apps like Whatsapp or WeChat," he said. "News aggregation came from Facebook, Twitter and new digital channels like Huffington Post or Vice." He added: "Yahoo also fell behind the curve in search - partnering with Microsoft, which had tried to buy it - while it was slow to scale up in video and mobile." Left behind? The problem was Yahoo generated most of its revenue by selling advertising space on such platforms - and as its audience drifted to other sites, its sales faltered. Highlighting the discord, chief executive Mr Yang stepped down in December 2008 and the firm laid off 7% of its workforce a month later. The company needed to reinvent itself - but even Mr Yang's replacement, Carole Bartz, admitted she had struggled with the question of what Yahoo is when she took over in 2009. "We're not a search company. We're not a display [advertising] company. We're a broad-based internet technology company that serves up the most interesting content on the internet to 600 million people," she later said. Mr Kramer said the high level of the churn at the top at the firm did not help either. Ms Bartz soon lost her job in September 2011 and her replacement, Scott Thompson, only lasted four months before resigning over claims he falsified his resumé. "They went through an endless succession of management changes at a time when they really needed to steady the ship," Mr Kramer said. "They were also besieged by activist investors calling for change, continuing the cycle of management churn." What next? Ms Mayer, who has been in situ since July 2012, now faces a similar revolt. She has tried to bolster Yahoo by acquiring firms such as Flurry, a mobile analytics service, and Tumblr, the blogging service. But its core internet business continues to lose money. In fact, most of the internet company's $33bn (£21.8bn) value is attributed to its shareholding in Alibaba, the Chinese e-commerce giant. After reversing a plan to sell the stake, Ms Mayer has adopted a strategy to spin off the core business into a new company But on Monday, Reuters reported several major Yahoo shareholders wanted Ms Mayer to sell the core business outright. A source said she had the support of her board, but multiple investors have called for her resignation. Mr Kramer says the choice is a simple one: "Either the CEO needs to put herself out of a job by selling the business, or be given room to pursue a fresh strategy, with restructuring already promised to be announced with the 2015 results." He added: "The media likes to say Yahoo is a turnaround, but that's the wrong way to think about it. "It really needs to grow - or buy - entirely new businesses to bolt on to its existing franchise, to attract new audiences. "This is what Mayer is a trying to do, even if the execution of the plans has been poor."
answer:

Yahoo - where did it all go wrong?


