Scent of a Showdown

I am rooting hard for Terri Williamson in her case against Jennifer Lopez and Sweetface [" Whose Brand Is It, Anyway?" by Bo Burlingham, May]. Why do celebrities seem to be able to get away with just about anything short of murder these days? The Glow by J.Lo team is prepared to drive Williamson's Glow Industries into oblivion, apparently without a second thought. I for one would love to see even one of these celebrities brought back to reality, showing that they too must adhere to the rules and regulations that the rest of us "little people" must follow.

Jennifer Hirschhorn, Administrator
MIC Industries
Reston, Va.

Although I sympathize with Terri, owner of Glow beauty products, there is a definite weakness in her brand name. "Glow" can be used to describe anything from bath tile cleaner to halogen bulbs. "Glow by J.Lo" is a more recognizable and distinct brand. Glow on its own is weak. I'd recommend that Terri tweak her name to "The Real Glow" and fight back with an even stronger brand image.

Yael Miller, Marketing Director
Mark Weisz Design Group
Monsey, N.Y.

The rich get richer and the hardworking get screwed over! Nice work, J.Lo and cronies. Terri should be proud of what she's done. It's much harder than riding the wave of adulation from brainwashed teens who happen to have $40 to spend on perfume. I wonder how many would buy it if they knew about this story.

Steven Kempton
Sales Manager and Consultant
San Francisco

I'm a 16-year-old girl, and your article about Glow made a big impression on me. What can I do to help Terri Williamson? My first thought was to buy her Glow and spread the word about it, but the local department stores, as you pointed out, don't carry the brand -- only Glow by J.Lo. Still, I intend to inform many people about your article and hope that Jennifer Lopez doesn't crush this woman's business.

Katelyn Bennett
Santa Barbara, Calif.

Out of Commission

Norm Brodsky misses the mark badly in "The Sales Commission Dilemma" [ Street Smarts, May]. The problems he describes don't stem from commissions; they're symptoms of bigger problems in the business. If customers will depart en masse to stick with a salesperson they like, the sales comp program is the least of a company's worries. CEOs have to differentiate the customer experience beyond the salesperson and the price.

Brodsky also ignores the basic fairness of commission plans. To be paid based on objectively measurable performance criteria is an ideal, even if the details can be difficult to get right. Organizations should expand the use of variable compensation plans beyond sales, not eliminate them.