better manage distribution. O'Leary stated, "When we approach a retailer, we can offer them a wide range of titles that diversifies their risk. So if they give us five or 10 square feet of store space, we’ll guarantee X dollars of sell-through." He also said, "It's not about technology anymore. It's about marketing, merchandising, brand management, and shelf space. In the cat food business, that's all that matters. And in the software business, that's all that matters.'' The company pioneered revolving racks with software packaged in standard CD jewel cases, allowing them to display three times as much product. It took products out of niche software businesses and into general stores with more traffic such as Office Depot, Radio Shack, Willson Stationers and SmithBooks. It used eye-catching graphics on the boxes and made all of its packaging uniform. O'Leary believed that "What's inside the box is important, but it's not as important as how it's marketed." He stated that "It is truly a packaged goods philosophy that's taken over this industry. It's about facings and shelf space and advertising dollars and driving sales through the door and profit per square foot in gross margin." In October 1995, SoftKey had 10 centers in cities in Europe, Asia, Canada, and the United States. It sold its products through more than 18,000 outlets, including grocery stores, hardware stores, and airport gift shops, and had distributors in 47 countries. Pricing SoftKey's pricing strategy was to prioritize the number of copies sold over the price per unit. As such, SoftKey listed its titles for lower prices, generally between $40 and $100, with minimum profit. The Christian Science Monitor stated that the move could "transform the industry," leading to lower software prices but more variety in the types of stores that sell software. The corporate mission of SoftKey International, Inc. was "to be the leading electronic publisher of value-priced consumer software-worldwide." One analyst dubbed its products "coasterware", since they were so cheap that "if you don't like the actual software you can use the CD-ROMs as drink coasters". O'Leary wanted to "produce products to service that 40 percent of the market that hasn't bought educational software because of pricing issues." He stated, "In the last two years, we've moved from an industry that sells primarily to businesses to an industry that's going through a violent change to become a commodity.'' The company became known for aggressively