BusinessWeek reports on the progress of Tom Glocer's efforts to turn around the venerable content company from its revenue tailspin. As subscribers to our newsletter already know, our own Jack McConville's research on market share was quoted in the article, their share of market revenues in 2003 continued to hold steady (40 percent) even as Bloomberg has gained significantly (44 percent, a 3 percent jump over 2002), according to Jack's estimates. Glocer's solution: simplify the product mix from some 1,300 worldwide products, cut costs, improve service, keep people focused on the bottom line and not the "OxBridge" debating society niceties that used to prevail oftentimes in the "old" Reuters. The simpler tiering of products and price points is bound to be beneficial, but in addition to that there needs to be more of a match of product image and mystique to the needs and interests of the Bloomberg audience it is trying to displace on the high end. Just as GM is retooling both the image and the substance of its product line from its prestigious Cadillac division on down to humble Chevrolet, Reuters must create a "must have" aura at the top of its line that appeals very broadly to the financial marketplace - even if the content and features are not a complete match to utility in all sectors and user roles. Content products must appeal to the "gut" as much as the mind to gain that extra share of margins that "vContent" products demand. Sometimes utility is as much about who we would like to be as it is about who we are.