Introduction
Since their onset 40 years ago, video games have been a growing industry worldwide.
Appealing to every age group, they span multiple genres and immerse players in fantastic
storylines. Video games debuted to the masses with the arcade boom in the 1970s, featuring
games like Pong and Space Invaders, before turning to consoles, computers, and handhelds as
the platforms of choice starting in the 1980s continuing through today (Online Education, 2011).
The advent of the Internet allowed video gamers to span time and distance playing games like
Doom 2 and Quake, and people’s passions for video games brought them together for
tournaments such as Deathmatch ’95 and Red Annihilation (Millington, 2005a, 2005b). It is in
this industry that Razer USA Ltd. found, and created, its niche: providing high-end gaming
peripherals to gamers across the world.
This cultural analysis focuses on the themes inherent in Razer through an exploration of
the organization’s website and social networking outlets. The company’s history and mission are
provided as background. A working definition of culture precedes the themes and provides the
basis for this analysis. Last, the author reflects on the process of this analysis.
The History and Mission of Razer
In 1998, Razer was founded in San Francisco, California by Min-Liang Tan, Robert
"Razerguy" Krakoff, and other designers, gamers, and engineers. Tan began as the company's
lead designer and in-house gamer; Krakoff started as the General Manger. Their first product, the
Razer Boomslang, was introduced as the world’s first gaming mouse and created their niche
market of high-end gaming peripherals. The early 2000s were punctuated by large struggles and
successes: the company’s sponsoring of pro-gamers and the creation of eSports worldwide, and
their financial struggles due to the bursting of the dot com bubble combined with the loss of their
Razer: For Gamers. By Gamers. 3
manufacturing plants and inventory in the wake of a devastating earthquake in Taiwan. Razer
continued to release gaming mice and introduced a new gaming peripheral, gaming grade optical
surfaces (mouse mats), in 2003. The following year, the company’s financial troubles drove off
upper management; this left Min-Liang Tan and Robert "Razerguy" Krakoff to step up to the
plate, and "[f]or the first time ever, the gamers [were] in charge of their own destiny" (Razer
USA Ltd., 2011a, Interactive Timeline). Krakoff assumed the position of President, and Tan was
appointed Creative Director. Under new management, Razer released three new products
throughout the next year. In light of new products' success, 2005 marked a turning point. The
company confirmed a new philosophy, For Gamers. By Gamers, and the board of directors
appointed Min-Liang Tan as CEO and Creative Director. Through the latter half of the 2000s to
present day, Razer continued to release high end gaming products, expand their product base
through in-house research and development, collaborate with other companies (such as Microsoft
and Belkin) to produce licensed gaming products, and sponsor eSports worldwide. Today, the
company employs over 300 people with offices in seven cities across the world, including San
Francisco, Hamburg, Seoul, Shanghai, and Singapore (see appendix for excerpts from interactive
timeline).
As seen on their website, Razer’s mission today is the same as it was when the company
was founded in 1998, “Our vision from the very beginning was to be the world’s greatest gaming
brand and we’ve set out to achieve that by designing the best gaming products that any gamer
has ever seen” (Razer USA Ltd., 2011a, para. 3). They pride themselves on in-house research
and development, collaboration with and feedback from professional gamers, and not releasing a
product until it has undergone extensive testing and design. Their community focus is expressed
through their pioneering of and continued support for the worldwide eSports movement by
Razer: For Gamers. By Gamers. 4
sponsoring eSports athletes, teams, and tournaments; these same athletes are the ones Razer uses
to beta-test their products. While not athletes in the traditional physical sense, eSports athletes
may represent themselves as individuals or in teams at organized tournaments and other
competitions. eSports athletes often receive sponsorships that may include apparel, tournament
and transportation fees, and even gaming salaries (Razer USA Ltd., 2011c). Every decision,
move, and product the company makes is based on their 2005 philosophy,
Definition of Culture
As video games have grown, they have transformed from a favorite pastime to a way of
life for many. They’ve become more popular and pervasive than movies in 2006 and even music
in 2009, as noted by Min-Liang Tan in his interview with NewsAsia (Razer USA Ltd., 2010).
Razer and its members are a prime example of gaming as life and lifestyle. Not only do they
create products for high-end, competitive gaming, but they work with gamers and their workers
are gamers. They game to live and live to game, as described in their philosophy, For Gamers.
By Gamers, and as mentioned on their Why work at Razer? page (Razer USA Ltd., 2011f).
Culture, then, for Razer USA Ltd. is well defined by Schwartz & Davis (1981) as “…a pattern of
beliefs and expectations shared by the organization’s members” (cited in Modaff, Butler, &
Dewine, 2011, p. 93).
With this definition of culture also comes two root metaphors lived by Razer, the team
and the cult. The Careers section of their website invites a user to Meet the Razer team (Razer
USA Ltd., 2011e) while they sign off their About Razer section with “Team Razer” (Razer USA
Ltd., 2011a). They have a great focus on working with one another in the organization and with
other gamers (eSports athletes) on product development worldwide, denoted by their worldwide
Razer: For Gamers. By Gamers. 5
offices and their own description as a “Global Team” as an answer to Why work at Razer? (Razer
USA Ltd., 2011f). The team metaphor extends past the employees of Razer to their sponsorship
in eSports. An entire section of their website is dedicated to Team Razer and the athletes and
competitive teams that they sponsor, providing player bios, interviews, pictures, and awards
(Razer USA Ltd., 2011d). The same section of the site includes an application to Join Team
Razer by applying for sponsorship (Razer USA Ltd., 2011d).
While the team metaphor is reserved for members of the organization, such as
employees and eSports athletes, the cult metaphor is used for fans and followers. If a person
seeks to be a part of Razer’s organization but doesn’t have the means or ability to join the Razer
teams, the company welcomes them as part of the Cult of Razer where members are kept up to
date with the cult blog and access to the various social networking sites. The idea of the cult
exemplifies gaming as a lifestyle because they espouse living out one’s values rather than
attending to them. Razer's Community section is headed Cult of Razer and their blog provides
members with updates regarding eSports athletes sponsored by Razer, conventions that Razer is
attending, and new product videos (Razer USA Ltd., 2011b).
Razer’s lived culture and team/cult metaphors provide the backbone for the organization.
The themes inherent in the company stem from its culture and metaphors and will be outlined in
the following section. Each theme was developed based on textual analysis from Razer’s About
Razer page (Razer USA Ltd., 2011a) and is supported by Razer’s Twitter
(http://twitter.com/#!/CultOfRazer) and Facebook (http://www.facebook.com/razer?ref=ts)
postings.
Razer: For Gamers. By Gamers. 6
For Gamers. By Gamers.
Razer’s philosophy is not only an espoused value, but it also represents the company’s
lived culture and first theme. Textual analysis resulted in 120 instances of the word “game” in
various iterations (gaming, gamers, pro-gamer, gameplan, etc.). While this is not as many as two
of Razer’s other themes, Competitiveness and Research & Design, only one word was included
in its analysis; game titles and lingo were excluded. Comparatively, the other themes include 20
to 30 words and phrases that represent them. This many instances of a single word compared to
20 or 30 possible words is significant in and of itself – it demonstrates how gaming undergirds
Razer’s identity and how the other three themes are connected. Their philosophy itself is found
not only on their website, but an entire post was dedicated to its translation into other languages
on Facebook (Razer, 2011, Nov. 10), demonstrating the company’s dedication to gaming.
Immediate support for Razer’s philosophy is found in the company’s two foremost heroes,
CEO Min-Liang Tan and President Robert “Razerguy” Krakoff. They are featured on Razer’s
About Razer page (Razer USA Ltd., 2011a) in both biography format and within the interactive
timeline that details the company’s founding, struggles, and successes after the two stepped into
upper management. Tan is referred to as Razer’s “Chief Gamer,” as seen on his own Twitter
account (http://twitter.com/#!/minliangtan) and the company store’s Twitter account (RazerStore,
2011, Nov. 14). Tan exemplifies the For Gamers. By Gamers. lifestyle through his dedication to
gaming hardware design by “obsessively iterating the smallest details” (Razer USA Ltd., 2011a,
Personalities) and his Twitter posts, such as being “…half tempted to call in sick for G-Star in
Korea to play Skyrim instead” (Minliangtan, 2011, Nov. 7). Krakoff’s bio describes him as
“…playing World of Warcraft way too much” (Razer USA Ltd., 2011a, Personalities);
elsewhere on the same page, his number of characters is mentioned followed by the statement,
Razer: For Gamers. By Gamers. 7
“he will even take you on a raid [in World of Warcraft] in the middle of the work day” (Razer
USA Ltd., 2011a, About Razer).
Tan and Krakoff aren’t the only gamers described as members of Team Razer. Razer
employees, including their scientists and engineers, game at all levels from casual to tournament
(Razer USA Ltd., 2011a; 2011f). Pro-gamers are consulted for feedback and beta-testing of
products (Razer USA Ltd., 2011a). An entire page on Razer’s website is dedicated to their
sponsored eSports athletes (Razer USA Ltd., 2011d) with many of them being featured via
Twitter and Facebook updates or shared posts (Razer, 2011, Oct. 22; CultOfRazer, 2011, Nov.
26; Team SlayerS, 2011, Oct. 29; see appendix for individual posts). Team Razer even signed up
for a 24-hour gaming charity marathon with the statement “What is gaming marathon? What is
24 hours? What is sleep? We don't know what these words mean, we won't bother looking them
up in a dictionary. We already game for extended periods of time, so much so that our bodies are
mere husks of our former selves, our souls more connected to our PCs than our physical bodies”
(Children’s Miracle Network Hospitals, 2011; see appendix for full post).
Competitiveness
Razer’s mission statement of being the “world’s greatest gaming brand” by providing
high-end gaming products to gamers worldwide lends itself to the second theme of
competitiveness (Razer USA Ltd., 2011a, para.3). Including words such as “leading”,
“dominance”, and “first”, textual analysis revealed 131 instances of competitive vocabulary.
Razer “pioneered the eSports movement with the world’s first $100k tournament” (Razer USA
Ltd., 2011a, para. 8), created the “world’s first laser gaming mouse” (Razer USA Ltd. 2011a,
Interactive Timeline), and solidified their “dominance in the gaming audio space…with the
launch of the Razer Megalodon” (Razer USA Ltd., 2011a, Interactive Timeline). The company 
Razer: For Gamers. By Gamers. 8
seeks to be the best and the first with their products and will only develop a product that
“[enhances] the gamers [sic] experience in their chosen game” (Sahinovic, 2008, July 30). As
seen in an interview with Krakoff, “It is crucial that we own the mouse, mouse surface, keyboard
and audio categories before we expand too far and too fast. Those categories are crucial in
providing gamers with an edge in their game” (Tairi, 2008, Mar. 11). Razer’s focus on internal
research & design and outside collaboration attribute to their competitiveness, “[separating them]
from the pack….That way all the OEM makers and copycats have to constantly play catch-up”
(Sahinovic, 2008, July 30). Validation and confirmation of Razer’s competitiveness comes in the
form of numerous awards for their hardware products, such as the Razer Switchblade receiving
the T3 Innovation of the Year (Razer|TechnoKat, 2011) and the Razer Blade receiving “Best of
Innovations Honoree for Gaming Hardware and Accessories at CES 2012” (CultOfRazer, 2011,
Nov. 10).
Besides their competition in the hardware market, Razer strives to be the best through its
sponsored eSports athletes. One of the requirements to join Team Razer is to “have placed in top
3 positions in at least 3 live events over the past year” because “winning is in our blood” (Razer
USA Ltd., 2011c, para. 6-7). This requirement is supported through athletes featured on their
social networking sites such as SlayerS MMA, October champion of the Global StarCraft II
League (Razer, 2011, Oct. 22), and Cypher and Av3k, 1st
and 3rd
place finishers at DreamHack’s
2011 QuakeLive tournament (CultOfRazer, 2011, Nov. 26). The company also promotes
competitiveness in its followers, offering them chances at tournament invitations through online
contests (Razer, 2011, Nov. 3) and annual votes for their favorite Razer teams (Razer, 2011,
Nov.23).
Razer: For Gamers. By Gamers. 9
Research and Design
Razer’s third theme, research and design, has been a key element from its inception. As
mentioned in their mission statement, their route to being the world’s leading gaming brand is by
“designing the best gaming products any gamer has ever seen” (Razer USA Ltd., 2011a, para. 3).
Identifying words such as “technology”, “precision”, and “proprietary”, textual analysis found
148 occurrences that related to this theme. Razer prides itself on obsessive, extensive research
and design before they will release a product. Starting in 1998, their first few product launches
focused on gaming mice and included only one other gaming peripheral, a mousemat, through
2006 (Razer USA Ltd., 2011a, Interactive Timeline). Since 2006, they have continued to release
mice along with mousemats, keyboards, audio equipment, and console peripherals. This slow
expansion into other hardware peripherals illustrates Razer’s dedication to extensive design,
testing, and redesign, and is echoed by CEO Min-Liang Tan. Tan’s bio “…describes his design
vision as ‘obsessively iterating the smallest details’” and focuses on “…extensive experiments in
materials, production and tooling processes” (Razer USA Ltd., 2011a, Personalities). On his
birthday, Tan was commended as “…the man who lives and breathes Razer’s design, technology
philosophies and who has continuously pushed the team of scientists and engineers over at Razer
– HARD – to create kickass gaming gear for gamers worldwide” (Razer, 2011, Nov. 5). One
research and design example cited on Razer’s Interactive Timeline is the Razer Mamba wireless
gaming mouse that went through “…close to 10 years of development…” and had “…over 80
models and 3 versions in mass production phased before being axed each time” (Razer USA Ltd.,
2011a). This focus on research and design has paid off in the form of innovation awards (as
mentioned under the theme of competitiveness), their features becoming industry standards
Razer: For Gamers. By Gamers. 10
(Razer, 2011, Oct. 18), and their technology “[proving] to be generations ahead of other potential
copycats” (Razer USA Ltd., 2011a, Interactive Timeline).
Collaboration
The fourth theme, collaboration, has been built into the company’s foundation
considering that its founders and employees are all gamers. From the beginning, they have
espoused working with pro-gamers testing, feedback, and eSports sponsorships and tournaments
(Razer USA Ltd., 2011a). However, in some ways, collaboration can be seen as Razer’s
youngest theme because of its latest iteration, working with outside companies to co-develop
products. Reflecting this, textual analysis discovered 63 instances of collaborative words and
phrases, almost or less than half of the other three themes. The disparity is due to this theme’s
young age, with words and phrases such as “co-develop”, “in conjunction with”, and other
company names (Belkin, Microsoft, etc.) not appearing with much frequency on the company’s
Interactive Timeline until 2006, eight years after Razer was founded. Their first foray into
collaboration resulted in the successful launch of Microsoft’s first gaming mouse and was
extended to include a gaming keyboard. Since their initial partnership, Razer has collaborated
with between one and three outside companies a year to develop gaming hardware peripherals
(Razer USA Ltd., 2011a, Interactive Timeline). Various interviews describe these high-profile
partnerships as honors and providing the company with “street cred” (Sahinovic, 2008, July 30;
Badit, 2008, Oct. 7).
Certain products lines have been developed by Razer in conjunction with game developers
and other companies (rather than hardware developers such as Belkin) for certain games, such as
Star Wars: The Old Republic and StarCraft II, and movie franchises, such as Tron Legacy and
Transformers. These peripherals, particularly those designed for a specific game.
Razer: For Gamers. By Gamers.
Razer’s theme of competitiveness by providing “…gamers an unrivalled advantage in the game
thanks to the synergy between the game and the peripherals….All their features will let [the
player] feel the game as it’s meant to be” (Sacco, 2011, Aug. 15, para. 6).
Besides collaborating to create gaming peripherals, this theme is supported through
Razer’s attendance at various conventions, festivals, and tournaments. The Cult of Razer blog
includes video coverage from recent events such as the company Blizzard Entertainment’s
BlizzCon, the game MineCraft’s MineCon, and the digital festival DreamHack (Razer USA Ltd.,
2011b). At both BlizzCon and DreamHack, Razer’s videos were hosted by pro-gamer Athene,
representing the company’s themes of For Gamers. By Gamers., competitiveness, and
collaboration (Razer USA Ltd., 2011b).
Reflection
One of the largest challenges presented by this cultural analysis was writing for a general
audience. While the names of certain games, companies, conventions, and other aspects of
gaming culture are second nature to me, a general audience only has surface knowledge.
Throughout this paper, I have attempted to clarify the particular aspects of gaming culture I was
discussing, but there will undoubtedly be some confusing names or references. Another
challenge was the process of textual analysis. Which words should be included when analyzing
for a theme? What if the same word appears multiple times, but has a nuanced meaning in each
case? Do I count specific words or do I combine them into phrases? One last challenge was
combatting a possible bias. I purchased my first Razer mouse in 2005, and I currently own three
Razer products. Throughout my analysis, I attempted to remain objective while describing my
findings, but readers may find a biased opinion. There is also the issue of the language Razer Razer: For Gamers. By Gamers. 12
itself uses; a theme like competition lends itself to confident and aggressive vocabulary in all
aspects of representation.
Conclusion
In this cultural analysis, four themes were developed and supported through an
examination of Razer’s website and social networking outlets: For Gamers. By Gamers.,
competitiveness, research and design, and collaboration. The company’s history and mission
were provided as background. The cultural metaphors of the team and the cult were used as the
platforms upon which Razer’s themes were developed. Finally, I reflected on the process of this
cultural analysis as a whole. Through this analysis, I strove to achieve an unbiased, accurate
representation of Razer USA Ltd., and I hope that this goal has been met.
No comments:
Post a Comment