The document provides examples of 50 corporations that failed to innovate including Kodak, Nokia, Xerox, Blockbuster, Yahoo, Segway, and IBM. The summaries describe how each company was once a leader in their industry but failed to adapt to changes in technology or consumer demands, which ultimately led to their decline. Key reasons for failure included being too slow to embrace new digital technologies, underestimating the importance of software, focusing too much on past successes instead of the future, and not understanding shifting customer needs and trends in a timely manner.
In January 2016, a team of J. Walter Thompson Company researchers spent 10 days in Cuba interviewing more than 40 Cubans about their lives, the economy, and opportunities as relations with the United States improve. The result is The Promise of Cuba. Here we offer a free excerpt of the full 78-page report.
From the presentation I made in DDD (Digital - Design - Data) Conference. Brief history of Cannes Lions, higlights and some predictions for the near future.
The digital age disrupted the music world, ushering in a new era for fans, artists, retailers and other key stakeholders. This year, we got a clearer glimpse of what the second decade of digital music will look like—and it’s quite different from the first in many ways. In our Things to Watch: Music Edition, we chart what’s changing from both a macro and micro perspective.
CES 2016 Recap: The Autonomous 4K VR 3D IoT Drone AwakensDavid Berkowitz
What were the most important trends, themes, and technologies at CES 2016? The Consumer Electronics Show this year featured massive partnership announcements from car brands, fast drones, immersive virtual reality experiences, and much more. See what matters most for technologists, marketers, and others in this roundup.
This document summarizes key takeaways from the 2015 Cannes Lions International Festival of Creativity. It discusses how cognitive neuroscience can be applied in advertising to make messages memorable by turning them into distinct memories encoded in the appropriate part of the brain. Brands must have a distinctive identity wrapped in an emotional story that creates meaningful connections. Data should be used creatively to target ads effectively. Brands need to focus on experiences rather than being rational and listen to audiences have conversations.
This year's Cannes Lions International Festival of Creativity touched on a range of buzzworthy topics, from artificial intelligence to new media to gender equality. Here's our roundup of key takeaways and analysis from the event.
Now that SXSW 2016 has come to a close, here's a recap deck showcasing what I saw, learned, and what's looming in the interactive technology world.
Highlights include a GaryVee Q&A, President Obama's Keynote, Google Self-Driving Car update, Twitter / TwitterSports innovations, live streaming discussion, IBM Internet of Caring Things (IoT), and marketing movie trailers.
This year’s SXSW Interactive was bigger than ever, with over 33,000 attendees and hundreds of panels and events. Our latest report explores key themes from the ballooning festival, from innovations in sustainability to the new frontier of artificial intelligence and virtual immortality. The report features on-the-ground insights, brand examples and interviews with experts from tech and academia.
In January 2016, a team of J. Walter Thompson Company researchers spent 10 days in Cuba interviewing more than 40 Cubans about their lives, the economy, and opportunities as relations with the United States improve. The result is The Promise of Cuba. Here we offer a free excerpt of the full 78-page report.
From the presentation I made in DDD (Digital - Design - Data) Conference. Brief history of Cannes Lions, higlights and some predictions for the near future.
The digital age disrupted the music world, ushering in a new era for fans, artists, retailers and other key stakeholders. This year, we got a clearer glimpse of what the second decade of digital music will look like—and it’s quite different from the first in many ways. In our Things to Watch: Music Edition, we chart what’s changing from both a macro and micro perspective.
CES 2016 Recap: The Autonomous 4K VR 3D IoT Drone AwakensDavid Berkowitz
What were the most important trends, themes, and technologies at CES 2016? The Consumer Electronics Show this year featured massive partnership announcements from car brands, fast drones, immersive virtual reality experiences, and much more. See what matters most for technologists, marketers, and others in this roundup.
This document summarizes key takeaways from the 2015 Cannes Lions International Festival of Creativity. It discusses how cognitive neuroscience can be applied in advertising to make messages memorable by turning them into distinct memories encoded in the appropriate part of the brain. Brands must have a distinctive identity wrapped in an emotional story that creates meaningful connections. Data should be used creatively to target ads effectively. Brands need to focus on experiences rather than being rational and listen to audiences have conversations.
This year's Cannes Lions International Festival of Creativity touched on a range of buzzworthy topics, from artificial intelligence to new media to gender equality. Here's our roundup of key takeaways and analysis from the event.
Now that SXSW 2016 has come to a close, here's a recap deck showcasing what I saw, learned, and what's looming in the interactive technology world.
Highlights include a GaryVee Q&A, President Obama's Keynote, Google Self-Driving Car update, Twitter / TwitterSports innovations, live streaming discussion, IBM Internet of Caring Things (IoT), and marketing movie trailers.
This year’s SXSW Interactive was bigger than ever, with over 33,000 attendees and hundreds of panels and events. Our latest report explores key themes from the ballooning festival, from innovations in sustainability to the new frontier of artificial intelligence and virtual immortality. The report features on-the-ground insights, brand examples and interviews with experts from tech and academia.
CES 2016 Preview - Consumer Electronics Show TrendsDavid Berkowitz
What are the biggest trends brewing at the Consumer Electronics Show in 2016? No one knows because it hasn't happened yet. This leaked deck shows all the made-up info you'll ever need on wearables, internet of things, self-driving cars, drones, and more - plus a bonus edition of CES Bingo.
The document summarizes key findings from analyzing social media conversation around SXSW 2016. It found that Barack Obama and discussions around storytelling and data usage generated the most discussion. Sessions by Brené Brown on empathy and Stewart Butterfield on starting a $1 billion company were most enjoyed, while VR, livestreaming, personalization, and empathy emerged as major trends. The analysis also broke down participant demographics and highlighted influencers around SXSW.
A round up of key trends and inspiration from 2016. First presented to the ADCN at a #csbreakfast. Please get in contact if you are interested in us doing a SXSW workshop at your brand or agency
2008 vs. 2018: A Tech Odyssey - Louisville's Digital CrossroadsDavid Berkowitz
Presented at Louisville Digital Association's Digital Crossroads 2018, it covers the past ten years of emerging technology, including images, video, audio, podcasts, mobile barcodes, QR codes, the future of work, artificial intelligence, and related subjects, while looking ahead to see what we can learn going forward.
With 2016 marking the milestone of my tenth consecutive Consumer Electronics Show in Las Vegas, I went through all my blog posts, Flickr photos, presentations, and other materials to see what stood out. It covers drones, virtual reality, 3D TVs, 3D printing, and much more.
SXSW 2016 provided intellectual stimulation through panels, speakers, and new technologies. Virtual reality was prominently featured through installations from Samsung, Google, NASA and others. President Obama spoke about balancing privacy and national security in regards to encryption. Startups like Gnack and Hooch aimed to leverage social media influencers and provide new experiences through their apps. Overall, SXSW highlighted emerging trends in technology, media, and how brands are innovating to engage audiences.
PN London and a team of experts has been analyzing some of the key themes emerging from this year's SXSW.
For more information, please email Philip Honour on philip.honour@porternovelli.co.uk
It’s pretty interesting to take a look back and see just how close classic films came to pinning down the technology that we currently use in the 21st century. From space-age communicators to smart TVs, these sci-fi flicks predicted the future of communications almost spot on—not only for personal communications, but as next-generation business solutions as well.
In our ninth annual report, we see how consumers are both welcoming and resisting technology's growing omnipresence in our lives. For many, technology serves as a gateway to opportunity and an enabler of hyper-efficient lifestyles, but those who are most immersed are starting to question its effect on their lives and their privacy. One result is that more people are trying to find a balance and lead more mindful, in-the-moment lives.
Our forecast also puts a spotlight on the growth of immersive experiences; the accelerating shift to a visual vocabulary; the new appeal of imperfection; and the rise of telepathic technology, which will enable brands to better understand minds and moods and react in a very personalized way.
The full report-in which we cover each trend in detail, highlighting what's driving the shift, how it's manifesting and what it means for brands-is available at www.jwtintelligence.com
The disruption of branding, advertising and campaigningSUE Amsterdam
This is a keynote I did for the marketing team of a FMCG brand. Their question was: what should we be doing to make better campaigns for our brands and products? They are overwhelmed with choices: Should we use digital or classic advertising? Should we engage, activate or promote? Should we build fans and followers or not? I want to argue that the real challenge is not about going digital or not. It’s about being disruptive or not. Disruptive brands or products build audiences both online, offline and through word-of-mouth. Disruptive brands have a bigger impact and are more persuasive in converting prospects into buyers.
The document summarizes several innovative marketing campaigns and technologies:
1. Tempo is the world's first pregnancy test for men, allowing partners to share in the emotional moment of discovering a pregnancy.
2. Toyota's "Eco Billboards" in Los Angeles and San Francisco use a titanium dioxide coating to purify the surrounding air as they display advertisements, demonstrating their air-cleaning message.
3. IBM Watson was introduced as a museum guide in Brazil, interacting with visitors through a mobile app and chat tool to provide information about artwork and make museums more accessible.
MRY's South by Southwest (SXSW) Interactive recap from 2015 featuring trends in wearables, virtual reality, mobile video (Meerkat!), and more - plus what brands like GE, Taco Bell, Mazda, HBO and others did in Austin, TX for SXSWi
VR was a major topic at SXSW 2016, with brands beginning to experiment using it to enhance experiences. Brands offering luxury experiences, like Lufthansa allowing virtual trips, were early adopters. Technology and bioengineering solutions were discussed as ways to address climate change and resource scarcity. Gen Z sees their identity as a personal brand they curate across social media, and they view brands as tools to help shape their personal brands. Dynamic pricing and experiences that adapt in real time to inputs were also discussed as trends, with examples including Uber, Disneyland, and websites that update continuously. Racism in advertising was addressed, with points made that changing who works in the industry and moving portrayals from "homage
Y&R once again sent some of its brightest minds to the interactive portion of the annual event and here’s what they had to say about the trends at the intersection of technology and advertising, and what they mean for brands today.
The SXSW festival overview document discusses several themes that emerged around innovation, technology, and society based on sessions attended at SXSW 2016. Key themes included: 1) sorting fact from fiction around AI, robotics, and androids; 2) the role of data as an input for outcomes; 3) the growing presence of virtual reality; 4) how technology can be applied to social good; and 5) the continued focus on diversity, inclusion, and representation. Mobile applications were discussed but did not reveal major new platforms, while ad blocking was a hotly debated topic between publishers and proponents.
SXSW 2016 Preview: #DamnSXSW, back at it again with the Obamas!David Berkowitz
Your guide to SXSW Interactive 2016 - the brands, the technology startups, the sitting presidents. Use this to create your own recap deck for your clients after South by Southwest.
The document provides a summary of key takeaways and insights from CES 2017 from the perspective of Y&R team members. Some of the main insights include:
- Virtual reality is still in its infancy with a need for more high-value content to drive consumer adoption.
- Chatbots and AI continued to expand, with a focus on interpreting unstructured data.
- Wearables delivered more personalized solutions but adoption remains a challenge.
- TVs focused on larger screens, higher resolution, and innovations like haptic feedback.
- Fitness and health remained areas of heavy investment and product innovation.
This document appears to be a magazine or publication called "Contagious" that is celebrating its 10th anniversary. It includes the following:
1) An introduction from the founders reflecting on how the marketing industry has changed dramatically over the past 10 years with the rise of mobile, social media, and how brands can have more purpose.
2) A timeline sketching the major events and trends in technology, media, and business over the past 10 decades.
3) An offer for 25% off new subscriptions and extra digital logins to share content from the publication.
4) A section attempting to impose alphabetical order on the major themes, trends, and technologies that have defined the "Contagious
The Consumer Electronics Show in Las Vegas is one of the largest tech conferences in the world, featuring breakthrough products and innovations from over 150 countries. Attendees were given insights into the latest applications and significant advances in innovative technology. Key highlights from this year's event included rapid improvements in areas like chip technology, screens, quantum computing, artificial intelligence, and the growing presence of Chinese technology firms.
Examples of Corporations That Failed to Innovate (1).pdfJIGAR UNDAVIA
The document provides examples of 50 corporations that failed to innovate including Kodak, Nokia, Xerox, Blockbuster, and Yahoo. Kodak invented the first digital camera but failed to embrace digital photography which led to its bankruptcy. Nokia was initially successful with mobile phones but did not transition quickly enough to smartphones. Xerox invented the first personal computer but did not commercialize it. Blockbuster declined as it refused to adapt to online DVD rental services like Netflix. And Yahoo missed opportunities to acquire Google and Facebook which contributed to its decline.
50 EXAMPLES OF CORPORATIONS THAT FAILED TO INNOVATEShannon Green
The document provides examples of 50 corporations that failed to innovate including Kodak, Nokia, Xerox, Blockbuster, and Yahoo. It summarizes how each company was once a leader in its industry but failed to adapt to changes in technology or customer demands. For instance, it describes how Kodak invented the first digital camera but leadership refused to embrace digital photography out of fear of hurting film sales, leading to Kodak's bankruptcy. The document aims to showcase examples of companies that lost their way by neglecting innovation.
CES 2016 Preview - Consumer Electronics Show TrendsDavid Berkowitz
What are the biggest trends brewing at the Consumer Electronics Show in 2016? No one knows because it hasn't happened yet. This leaked deck shows all the made-up info you'll ever need on wearables, internet of things, self-driving cars, drones, and more - plus a bonus edition of CES Bingo.
The document summarizes key findings from analyzing social media conversation around SXSW 2016. It found that Barack Obama and discussions around storytelling and data usage generated the most discussion. Sessions by Brené Brown on empathy and Stewart Butterfield on starting a $1 billion company were most enjoyed, while VR, livestreaming, personalization, and empathy emerged as major trends. The analysis also broke down participant demographics and highlighted influencers around SXSW.
A round up of key trends and inspiration from 2016. First presented to the ADCN at a #csbreakfast. Please get in contact if you are interested in us doing a SXSW workshop at your brand or agency
2008 vs. 2018: A Tech Odyssey - Louisville's Digital CrossroadsDavid Berkowitz
Presented at Louisville Digital Association's Digital Crossroads 2018, it covers the past ten years of emerging technology, including images, video, audio, podcasts, mobile barcodes, QR codes, the future of work, artificial intelligence, and related subjects, while looking ahead to see what we can learn going forward.
With 2016 marking the milestone of my tenth consecutive Consumer Electronics Show in Las Vegas, I went through all my blog posts, Flickr photos, presentations, and other materials to see what stood out. It covers drones, virtual reality, 3D TVs, 3D printing, and much more.
SXSW 2016 provided intellectual stimulation through panels, speakers, and new technologies. Virtual reality was prominently featured through installations from Samsung, Google, NASA and others. President Obama spoke about balancing privacy and national security in regards to encryption. Startups like Gnack and Hooch aimed to leverage social media influencers and provide new experiences through their apps. Overall, SXSW highlighted emerging trends in technology, media, and how brands are innovating to engage audiences.
PN London and a team of experts has been analyzing some of the key themes emerging from this year's SXSW.
For more information, please email Philip Honour on philip.honour@porternovelli.co.uk
It’s pretty interesting to take a look back and see just how close classic films came to pinning down the technology that we currently use in the 21st century. From space-age communicators to smart TVs, these sci-fi flicks predicted the future of communications almost spot on—not only for personal communications, but as next-generation business solutions as well.
In our ninth annual report, we see how consumers are both welcoming and resisting technology's growing omnipresence in our lives. For many, technology serves as a gateway to opportunity and an enabler of hyper-efficient lifestyles, but those who are most immersed are starting to question its effect on their lives and their privacy. One result is that more people are trying to find a balance and lead more mindful, in-the-moment lives.
Our forecast also puts a spotlight on the growth of immersive experiences; the accelerating shift to a visual vocabulary; the new appeal of imperfection; and the rise of telepathic technology, which will enable brands to better understand minds and moods and react in a very personalized way.
The full report-in which we cover each trend in detail, highlighting what's driving the shift, how it's manifesting and what it means for brands-is available at www.jwtintelligence.com
The disruption of branding, advertising and campaigningSUE Amsterdam
This is a keynote I did for the marketing team of a FMCG brand. Their question was: what should we be doing to make better campaigns for our brands and products? They are overwhelmed with choices: Should we use digital or classic advertising? Should we engage, activate or promote? Should we build fans and followers or not? I want to argue that the real challenge is not about going digital or not. It’s about being disruptive or not. Disruptive brands or products build audiences both online, offline and through word-of-mouth. Disruptive brands have a bigger impact and are more persuasive in converting prospects into buyers.
The document summarizes several innovative marketing campaigns and technologies:
1. Tempo is the world's first pregnancy test for men, allowing partners to share in the emotional moment of discovering a pregnancy.
2. Toyota's "Eco Billboards" in Los Angeles and San Francisco use a titanium dioxide coating to purify the surrounding air as they display advertisements, demonstrating their air-cleaning message.
3. IBM Watson was introduced as a museum guide in Brazil, interacting with visitors through a mobile app and chat tool to provide information about artwork and make museums more accessible.
MRY's South by Southwest (SXSW) Interactive recap from 2015 featuring trends in wearables, virtual reality, mobile video (Meerkat!), and more - plus what brands like GE, Taco Bell, Mazda, HBO and others did in Austin, TX for SXSWi
VR was a major topic at SXSW 2016, with brands beginning to experiment using it to enhance experiences. Brands offering luxury experiences, like Lufthansa allowing virtual trips, were early adopters. Technology and bioengineering solutions were discussed as ways to address climate change and resource scarcity. Gen Z sees their identity as a personal brand they curate across social media, and they view brands as tools to help shape their personal brands. Dynamic pricing and experiences that adapt in real time to inputs were also discussed as trends, with examples including Uber, Disneyland, and websites that update continuously. Racism in advertising was addressed, with points made that changing who works in the industry and moving portrayals from "homage
Y&R once again sent some of its brightest minds to the interactive portion of the annual event and here’s what they had to say about the trends at the intersection of technology and advertising, and what they mean for brands today.
The SXSW festival overview document discusses several themes that emerged around innovation, technology, and society based on sessions attended at SXSW 2016. Key themes included: 1) sorting fact from fiction around AI, robotics, and androids; 2) the role of data as an input for outcomes; 3) the growing presence of virtual reality; 4) how technology can be applied to social good; and 5) the continued focus on diversity, inclusion, and representation. Mobile applications were discussed but did not reveal major new platforms, while ad blocking was a hotly debated topic between publishers and proponents.
SXSW 2016 Preview: #DamnSXSW, back at it again with the Obamas!David Berkowitz
Your guide to SXSW Interactive 2016 - the brands, the technology startups, the sitting presidents. Use this to create your own recap deck for your clients after South by Southwest.
The document provides a summary of key takeaways and insights from CES 2017 from the perspective of Y&R team members. Some of the main insights include:
- Virtual reality is still in its infancy with a need for more high-value content to drive consumer adoption.
- Chatbots and AI continued to expand, with a focus on interpreting unstructured data.
- Wearables delivered more personalized solutions but adoption remains a challenge.
- TVs focused on larger screens, higher resolution, and innovations like haptic feedback.
- Fitness and health remained areas of heavy investment and product innovation.
This document appears to be a magazine or publication called "Contagious" that is celebrating its 10th anniversary. It includes the following:
1) An introduction from the founders reflecting on how the marketing industry has changed dramatically over the past 10 years with the rise of mobile, social media, and how brands can have more purpose.
2) A timeline sketching the major events and trends in technology, media, and business over the past 10 decades.
3) An offer for 25% off new subscriptions and extra digital logins to share content from the publication.
4) A section attempting to impose alphabetical order on the major themes, trends, and technologies that have defined the "Contagious
The Consumer Electronics Show in Las Vegas is one of the largest tech conferences in the world, featuring breakthrough products and innovations from over 150 countries. Attendees were given insights into the latest applications and significant advances in innovative technology. Key highlights from this year's event included rapid improvements in areas like chip technology, screens, quantum computing, artificial intelligence, and the growing presence of Chinese technology firms.
Examples of Corporations That Failed to Innovate (1).pdfJIGAR UNDAVIA
The document provides examples of 50 corporations that failed to innovate including Kodak, Nokia, Xerox, Blockbuster, and Yahoo. Kodak invented the first digital camera but failed to embrace digital photography which led to its bankruptcy. Nokia was initially successful with mobile phones but did not transition quickly enough to smartphones. Xerox invented the first personal computer but did not commercialize it. Blockbuster declined as it refused to adapt to online DVD rental services like Netflix. And Yahoo missed opportunities to acquire Google and Facebook which contributed to its decline.
50 EXAMPLES OF CORPORATIONS THAT FAILED TO INNOVATEShannon Green
The document provides examples of 50 corporations that failed to innovate including Kodak, Nokia, Xerox, Blockbuster, and Yahoo. It summarizes how each company was once a leader in its industry but failed to adapt to changes in technology or customer demands. For instance, it describes how Kodak invented the first digital camera but leadership refused to embrace digital photography out of fear of hurting film sales, leading to Kodak's bankruptcy. The document aims to showcase examples of companies that lost their way by neglecting innovation.
The social life of ideas: From innovation to profitHay Group India
The main challenge in organizational innovation lies in its execution, and not in having more ideas. Top companies create supportive cultures that transform ideas into profitable investments.
Companies need innovation to survive. In fact, there is no shortage of clever people and smart ideas. Hence the competitive edge comes from having the best execution – from the time the idea is first identified, shepherded through the corporate maze, and into the hands of the paying customer.
And yet, in many companies, the chase for short-term profitability can become the Achilles heel of long-term business sustainability. The way to avoid this is to have a deep-rooted culture that promotes innovation and new ideas to filter up and sideways.
BlackBerry was once a dominant player in the mobile industry, popularizing on-the-go email and messaging. However, it failed to adapt to the rise of touchscreen smartphones led by Apple's iPhone. BlackBerry stuck to physical keyboards and its proprietary OS rather than adopting multi-touch screens and more open platforms. As a result, it rapidly lost market share as consumers and developers shifted to Android and iOS alternatives. Kodak similarly dominated the photography industry for decades but was slow to transition to digital. It missed opportunities in digital cameras and struggled to change its business model away from film as digital photography grew. Both companies' inability to adapt their business strategies and technologies in response to market changes ultimately led to their decline.
Kodak invented the first digital camera in 1975 but management was reluctant to embrace the new technology because they feared it would hurt film sales. As a result, Kodak failed to transition to digital and filed for bankruptcy in 2012.
In 2002, Yahoo had the opportunity to acquire Google for $1 billion but failed to seal the deal, allowing Google and Facebook to eventually overtake Yahoo in popularity and market share.
Blackberry failed to innovate and change with the times as Apple and Android phone makers introduced new operating systems and form factors, leaving Blackberry behind.
Blockbuster's main mistake was thinking customers wanted the experience of walking into a store rather than just having access to movies at home.
Inspiration is fine, but above all, innovation is really a managem.docxjaggernaoma
Inspiration is fine, but above all, innovation is really a management process
Ask most people who invented the lightbulb, and they will promptly provide the wrong answer: Thomas Alva Edison. Truth is, the famous inventor's 1879 debut of his incandescent light trailed others by decades. So why does he get all the glory? Mostly because of what he did next, notes Andrew Hargadon, author of How Breakthroughs Happen: The Surprising Truth about How Companies Innovate. To get his creation to the masses, Edison and his team of engineers in Menlo Park, N.J., spent years building the entire electric system, from light sockets and safety fuses to generating facilities and the wiring network. Only then did the electric light flare into the innovation that lit the world.
In short, Edison beat all his predecessors at one crucial task: managing the whole process of innovation, from light-bulb moment to final product. Today that task is scarcely easier than it was 125 years ago. Sure, it's easy to get lucky once in a while. The real trick is doing it over and over again. "Managing innovation means cultivating an environment where lightning can strike twice," says Paul Saffo, research director at the think tank Institute for the Future. "It's extraordinarily difficult."
To hard-headed business people, innovation often seems as predictable as a rainbow and as manageable as a butterfly. Penicillin, Teflon, Post-it Notes -- they sprang from such accidents as moldy Petri dishes, a failed coolant, and a mediocre glue. It's no wonder so many executives throw up their hands. "Our approach has always been very simple, which is to try not to manage innovation," shrugs Silicon Valley venture capitalist Michael Moritz, a partner with Sequoia Capital. "We prefer to just let the market manage it."
Yet even in the Darwinian chaos of Silicon Valley, innovations are made, not born. The world's most innovative companies, from Procter & Gamble and Toyota Motor to Apple Computer and Edison's own General Electric, make their own luck. They plunge ahead on new ideas even though they know most will fail. "You have to go down blind alleys," says Jeffrey P. Bezos, founder and chief executive of pioneer online retailer Amazon.com Inc. "But every once in a while you go down an alley and it opens up into this huge, broad avenue. That makes all the blind alleys worthwhile."
"COMMODITY HELL"
Problem is, a lot of forces today conspire against innovative products getting to market. Small outfits that are often the most innovative get short shrift because buyers aren't sure they can deliver or even survive to keep supporting their products. And for large corporations, there's the "innovator's dilemma" coined by Harvard Business School professor Clayton Christensen. By catering to their best customers with increasingly advanced and more expensive products -- a seemingly sensible approach -- successful companies ignore or even discourage less profitable low-end products. But as startups.
Kodak was once a dominant player in photography but failed to adapt to digital photography and the rise of smartphones. It invented the first digital camera in 1975 but did not embrace digital photography as the future. Kodak focused on printing photos from film rather than the digital cameras and online photo sharing that became popular. By the time Kodak tried to transition to digital, it was too late, and the company filed for bankruptcy in 2012 as digital photography and photo sharing on social media surpassed film. Kodak's failure to reinvent itself for the digital age and its complacency ultimately led to its demise despite inventing key early digital photography technologies.
Nokia failed due to its inability to respond to new mobile phone designs like flip phones and the rise of smartphones like the iPhone. It maintained its Symbian operating system while competitors shifted to more advanced platforms. When Stephen Elop became CEO in 2010, he realized Nokia was on a "burning platform" due to declining market share and profits. In 2011, Nokia partnered with Microsoft to use its Windows platform but continued losing market share, and eventually sold its mobile phone business to Microsoft in 2013.
Toys R Us failed because its large out-of-town store model became outdated as online shopping rose and customers preferred shopping closer to home. It also struggled to keep up with children's interests in technology and experiences
Innovation & disruption hp talk april 2010 juldee versionFas (Feisal) Mosleh
A presentation on Innovation. Given to Hewlett-Packard headquarter and labs employees. Contains many examples of innovation undertaken by technology companies including Netflix, Amazon, EBay, Toyota, Blackberry, YouTube, Daimler Benz, Google, Lexus, Audi, Nokia, etc. Go to www.Juldee.com for more info.
“…what makes no sense in the wind shield, makes good sense in the rear view mirror…” Randy Komisar
Or how vision, innovation & inevitable failure can lead to new great things…
This document provides an overview of key eCommerce trends and their implications. It discusses the rise of social, local, and mobile (SoLoMo) technologies and their impact on consumer behavior and industry trends. Major topics covered include the growth of mobile commerce, big data and personalized experiences, the importance of design and customer experience, and the need for companies to adapt quickly to emerging technologies and business models.
One of the great irony of successful companies is how easily they can fail. New companies are founded to take advantage of some new technology. They become highly successful and but when the technology shifts, something new comes along, they are unable to adapt and fail. This is the innovator’s dilemma.
Then there are companies that manage to survive. For example, Kodak survived two platform shift, only til fail the third. IBM has survived over 100 years. What do successful companies do differently?
A story about giants, tactics and what’s nextConny Svensson
The PC era is behind us, Microsoft was the clear winner. But how about the new “Post-PC” era, who is the winner, or maybe we can have many winners? Google as the market-share leader in the form of Android, or Apple as the profit-share leader, the mighty Samsung which seems unstoppable or is Microsoft finally turning around and taking back the enterprise in the mobile space. It’s still early on in this fight for dominance, and the weapons are manifold: patents, marketing, tech specs, FUD, eco-systems, cloud, AI, customer data, apps and of course money. And what is the next big thing? The smartphones and tablets was just the beginning, will wearables and IoT be the next step, how about robotics? And how long until we reach the singularity? Many questions, hopefully some answers or at least a discussion about the current state and a possible future.
The document discusses how several major companies like Kodak, Nokia, and Blackberry failed to adapt to technological changes and advances over time. Kodak refused to embrace digital photography and filed for bankruptcy when digital cameras became popular. Nokia lost its dominant position in mobile phones when it did not keep pace with the rise of Android smartphones. Blackberry also declined from its peak popularity once Android phones offered touchscreen keyboards that surpassed Blackberry's capabilities. The passage emphasizes that change is inevitable and failure to adapt is a major reason why once-leading companies can lose their place in the market.
Next slides are the outlineDetermine each one is low or modera.docxcurwenmichaela
Next slides are the outline
Determine each one is low or moderate or hight.
Gives some explanations to show why
Only put key words. Then in the remark, write full sentences to explain.
1
Porter’s Five Force Anaylsis
Buyers bargaining power: Low? Moderate? High?
Suppliers bargainining power: Low? Moderate? High?
Threat of new entrants: : Low? Moderate? High?
Threat of subsitutes(Outside of the industry) : Low? Moderate? High?
Rivalry among competitor: : Low? Moderate? High?
The reasons why buyers bargaining power
is low or moderate or high?
1
2
3
The reasons why Suppliers bargainining power
is low or moderate or high?
The reasons why Threat of subsitutes is low or moderate or high?
The reasons why Threat of new entrants
is low or moderate or high?
The reasons why Rivalry among competitor is low or moderate or high?
1
2
3
4
Instruction:
Read the Kodak case. Create a PowerPoint to conduct Porter’s Five force analysis. Totally 6 slides. Outline is given under attachment. Follow the outline. Due date is 4/12/2016, 20:00 p
Note: The time period you have to focus is between 1983- 2000 !!!
Below is the case.
Kodak (A)
In February 2003, Daniel A. Carp, Kodak’s chief executive officer and chairman, was reviewing 2002 data with the company’s senior executives: film sales had dropped 5% from the already weak previous year and revenues were down 3%, sliding to $12.8 billion. The film industry was “under pressure unlike ever before”, and Carp predicted a “fairly long downturn”1 for traditional photography sales as more and more consumers were turning to digital cameras, which did not require film. The company had been investing heavily in digital imaging since the early 1980s, pioneering image-sensor technology in 1986 and entering the market with a variety of products during the 1990s.
In addition, Kodak was moving more of its manufacturing to China, where it could still boast film sales, and was planning to slash 2,200 jobs, or 3% of its work force, especially in the photo-finishing business. The picture for 2003 was not any brighter: Carp expected revenues to grow slightly to $13 billion and net income to be flat or down from the $770 million the company had earned in 2002.
A native of Wytheville, Virginia, Carp had graduated in management from MIT, and had begun his career at Kodak in 1970 as a statistical analyst. Since then he had held a variety of positions, including general manager of sales for Kodak Canada, general manager of the consumer electronics division, general manager of the European, African, and Middle Eastern regions in 1991, and president and chief operating officer in 1997. Carp was finally appointed CEO on January 1, 2000. After more than 30 years at the company, he realized this struggle was one of the toughest in the company’s century-long history. How could he use digital imaging to revitalize Kodak?
Kodak’s early days, 1880-1983
In 1880, after thr ...
Bankruptcy and the digital era: a dangerous mixSuzzanne Uhland
Kodak’s decision to file for bankruptcy, served as the perfect example of why, in spite of the different benefits and opportunities this digital era entails, the digital revolution does not respect history.
The document discusses 5 brands that failed to adapt to changing technology and consumer demands:
Kodak dominated the film industry but was slow to transition to digital photography, allowing competitors to take over the new digital market. Blockbuster was slow to respond to video streaming and on-demand services from Netflix and cable companies. Blackberry's smartphones lost popularity as consumers demanded improved interfaces and apps on devices like the iPhone. Yahoo lost focus on technology as Google provided better search and free email services. Sears shifted away from its highly successful catalog business into retail stores as competitors like Walmart emerged. This inability to modernize led to the downfalls of these once dominant brands.
Kodak failed to focus on youth and new technologies like digital photography, instead clinging to print and film. In contrast, Apple has focused on youth for 20 years, developing products like the iPod and iPhone for new generations and partnering with education. Where Kodak isolated itself with an insular culture and "design thinking" focused on products, Apple closely engaged youth to understand their needs. Kodak could have created new technologies like Instagram but failed to engage or understand youth, sowing the seeds of its bankruptcy.
Similar to 50 ejemplos de corporaciones que dejaron de innovar (20)
This document provides definitions for over 100 epidemiology terms. Some key terms defined include:
- Active immunity: Resistance to disease developed in response to an antigen or vaccine, characterized by the presence of antibodies.
- Analytic epidemiology: Uses comparison groups to measure relationships between exposures and outcomes and test hypotheses.
- Attack rate: A measure of incidence that looks at proportion of a population affected over a limited time, like an epidemic.
- Bias: A flaw in study design or analysis that leads to erroneous results.
- Case-control study: A type of observational study where cases and controls are assembled and compared on exposures.
- Cohort study: A type of observational study where inclusion is based on
Health Economics A Introduction to econimic evaluation.pdfGonzalo Bonilla
This document provides an overview of health economics and economic evaluation. It discusses the rising costs of healthcare globally and the various factors contributing to cost growth, such as an aging population and new medical technologies. Governments have attempted to contain costs through measures targeting pharmaceutical spending, though cost growth is primarily driven by new treatment availability. Economic evaluation is increasingly important to inform efficient resource allocation and ensure value for money in healthcare.
Colombia has one of the highest rates of access to hemophilia prophylaxis treatment in the world, with over 90% of those with severe hemophilia receiving prophylaxis. This is higher coverage than reported in other countries like the UK, Canada, Venezuela and Argentina. Prophylaxis treatment can significantly reduce bleeding and joint disease for those with hemophilia and improve quality of life.
Este documento presenta tres comentarios y recomendaciones de Michael Fullan, profesor emérito de la Universidad de Toronto, sobre los próximos pasos que debería dar Uruguay en materia educativa. Fullan sugiere otorgar mayor autonomía a directores y docentes en los centros educativos, mejorar la infraestructura escolar con espacios flexibles para el aprendizaje, y organizar la jornada en educación media con una combinación de proyectos interdisciplinarios y horas dedicadas a disciplinas específicas. Estas recomendaciones buscan prof
Este documento describe la creación de la Fundación Esteyco en 1991 con el objetivo de promover el progreso de la ingeniería y la arquitectura en España. Explica que la ingeniería española independiente ha tenido que enfocarse principalmente en la supervivencia debido a las dificultades, pero que los esfuerzos conjuntos han ido consolidando el sector. La fundación busca contribuir a un futuro mejor para estas profesiones a través de la formación, la colaboración y el fomento de la creatividad.
El documento habla sobre la importancia de la privacidad y la seguridad en línea en la era digital. Explica que los usuarios deben tomar medidas para proteger su información personal, como usar contraseñas seguras y software antivirus actualizado. También enfatiza que las empresas deben implementar medidas de seguridad sólidas para proteger los datos de los clientes.
The document discusses the 2018 Colombian retailer universe. It provides data on the number and types of retailers in Colombia for that year. Key findings include that there were over 300,000 retail points of sale operating in Colombia in 2018, with supermarkets, convenience stores, and pharmacies among the most common retailer categories.
Este documento describe cómo vincular Google Analytics y Google Ads para mejorar el rendimiento de las campañas de marketing. Explica que esta vinculación permite obtener una visión completa del recorrido del cliente y optimizar las pujas y mensajes publicitarios en consecuencia. Además, proporciona consejos sobre cómo usar funciones como las audiencias y el aprendizaje automático de ambas herramientas de forma integrada para ofrecer experiencias más personalizadas.
El análisis de brechas compara el desempeño actual de una organización con su desempeño deseado para identificar áreas de mejora. Se pueden realizar análisis de brechas a nivel estratégico y operativo utilizando herramientas como el análisis FODA, las 7S de McKinsey y el modelo de congruencia de Nadler y Tushman. El análisis de brechas sigue unos pasos que incluyen identificar el área de enfoque, establecer metas, evaluar el estado actual, definir el estado deseado y
El documento describe 4 pasos básicos para alinear los equipos de ventas y marketing. Estos incluyen: 1) crear una conversación unificando el contenido que ambos equipos comparten con los clientes, 2) alinear la forma en que comparten la información usando narrativas en lugar de listas, 3) promover la educación continua entre los miembros de ambos equipos, y 4) desarrollar perfiles de clientes unificados que consideren los puntos de vista de ambos departamentos. Siguiendo estos pasos, las organizaciones pueden mejorar signific
El documento habla sobre el neuromarketing digital y cómo ha reemplazado las técnicas tradicionales de persuasión. Explica que el neuromarketing se basa en los hallazgos de la ciencia del cerebro para comprender cómo responde el cerebro a diferentes estímulos de marketing digital. Luego describe 7 tácticas clave de neuromarketing digital como usar imágenes, contraste, emociones, simplicidad, lenguaje concreto y hacerlo personal para conectar con los 4 tipos de cerebros y sus diferentes formas de procesar la información.
Este documento presenta más de 100 consejos sobre comunicación no verbal agrupados en diferentes temas como lenguaje corporal, persuasión, imagen personal y oratoria. Los consejos fueron originalmente publicados en el sitio lenguajecorporal.org y ahora se recopilan en un solo volumen para facilitar su lectura. El documento está protegido por derechos de autor pero se distribuye de forma gratuita.
La Unión Europea ha propuesto un nuevo paquete de sanciones contra Rusia que incluye un embargo al petróleo. El embargo prohibiría las importaciones de petróleo ruso por mar y limitaría las importaciones por oleoducto. Sin embargo, Hungría, Eslovaquia y la República Checa se oponen al embargo al petróleo, ya que dependen en gran medida de las importaciones rusas.
El documento presenta el método SMART para definir objetivos de manera efectiva. SMART son las iniciales en inglés de los cinco criterios para establecer objetivos: Específico, Medible, Alcanzable, Relevante y Basado en el Tiempo. El método ayuda a enfocar las metas y hacerles seguimiento para cumplir los objetivos iniciales. Definir objetivos claros dirige las acciones hacia lo que se quiere lograr.
Este documento presenta una serie de 83 mandamientos escritos por George Gurdjieff para guiar el desarrollo espiritual y la evolución consciente de las personas. Los mandamientos cubren temas como transformar emociones negativas en positivas, no alabarse a uno mismo, tratar a los demás con respeto, aceptar la posibilidad de cambio personal, y utilizar experiencias de la vida para el aprendizaje y crecimiento interior. El objetivo general de los mandamientos es ayudar a las personas a desarrollarse a un nivel más elevado
Este documento presenta cuatro desafíos mentales de división de áreas de cuadrantes de un cuadrado en piezas iguales. El lector es guiado a través de los desafíos y recibe retroalimentación sobre su progreso, con el objetivo final de demostrar que los cerebros pueden ser condicionados a responder de ciertas maneras.
Una enfermera revela las 5 cosas que todos lamentan 5 minutos antes de morir ...Gonzalo Bonilla
Una enfermera que cuidó a pacientes terminales en sus casas describe las 5 cosas más comunes que lamentaban antes de morir: 1) No haber vivido de acuerdo a sí mismos en lugar de las expectativas de los demás, 2) Haber trabajado demasiado y descuidado a sus familias, 3) No haber expresado sus sentimientos, 4) Haber perdido el contacto con amigos cercanos, y 5) No haberse permitido ser más felices y haberse aferrado a patrones que los hacían infelices.
Este documento presenta las primeras 12 de las 48 Leyes del Poder. Cada ley ofrece consejos y estrategias para adquirir y mantener el poder sobre otros, como ocultar las propias intenciones, depender de la reputación propia y evitar a los perdedores. El documento enfatiza que el poder se logra a través de acciones en lugar de argumentos.
Ten things they don teach you at business schoolGonzalo Bonilla
The document provides a 10-step supplemental curriculum for business school students based on real-world experiences of the author and his classmates. Some of the key lessons include: (1) Be prepared to change or fix things even when they are going well to protect your business long-term; (2) Financial models taught in school often do not apply in most corporate careers; (3) Financial projections beyond 3-5 years are unreliable and should be viewed skeptically; (4) Both under-promising and over-delivering have disadvantages and you may need to take on more than you think you can to win business.
Este documento presenta un elogio de la dificultad y critica la tendencia humana a desear lo fácil y seguro por sobre lo complejo y desafiante. Argumenta que deseamos soluciones definitivas e ideales inalcanzables en lugar de aceptar la incertidumbre y el cambio constante. También critica las ideologías y grupos que prometen verdades absolutas e identidades fijas, en lugar de valorar la diferencia y el pensamiento independiente. Concluye instando a asumir los desafíos de pensar por uno mismo
Unlock the secrets to enhancing your digital presence with our masterclass on mastering online visibility. Learn actionable strategies to boost your brand, optimize your social media, and leverage SEO. Transform your online footprint into a powerful tool for growth and engagement.
Key Takeaways:
1. Effective techniques to increase your brand's visibility across various online platforms.
2. Strategies for optimizing social media profiles and content to maximize reach and engagement.
3. Insights into leveraging SEO best practices to improve search engine rankings and drive organic traffic.
How to Start Affiliate Marketing with ChatGPT- A Step-by-Step Guide (1).pdfSimpleMoneyMaker
Discover the power of affiliate marketing with ChatGPT! This comprehensive guide takes you through the process of starting and scaling your affiliate marketing business using the latest AI technology. Learn how to leverage ChatGPT to generate content ideas, create engaging articles, and connect with your audience through personalized interactions. From building your strategy and optimizing conversions to analyzing performance and staying updated with industry trends, this eBook provides everything you need to know to succeed in affiliate marketing. Whether you're a beginner looking to start your online business or an experienced marketer wanting to take your efforts to the next level, this guide is your roadmap to success in the world of affiliate marketing.
Can you kickstart content marketing when you have a small team or even a team of one? Why yes, you can! Dennis Shiao, founder of marketing agency Attention Retention will detail how to draw insights from subject matter experts (SMEs) and turn them into articles, bylines, blog posts, social media posts and more. He’ll also share tips on content licensing and how to establish a webinar program. Attend this session to learn how to make an impact with content marketing even when you have a small team and limited resources.
Key Takeaways:
- You don't need a large team to start a content marketing program
- A webinar program yields a "one-to-many" approach to content creation
- Use partnerships and licensing to create new content assets
Capstone Project: Luxury Handloom Saree Brand
As part of my college project, I applied my learning in brand strategy to create a comprehensive project for a luxury handloom saree brand. Key aspects of this project included:
- *Competitor Analysis:* Conducted in-depth competitor analysis to identify market position and differentiation opportunities.
- *Target Audience:* Defined and segmented the target audience to tailor brand messages effectively.
- *Brand Strategy:* Developed a detailed brand strategy to enhance market presence and appeal.
- *Brand Perception:* Analyzed and shaped the brand perception to align with luxury and heritage values.
- *Brand Ladder:* Created a brand ladder to outline the brand's core values, benefits, and attributes.
- *Brand Architecture:* Established a cohesive brand architecture to ensure consistency across all brand touchpoints.
This project helped me gain practical experience in brand strategy, from research and analysis to strategic planning and implementation.
Build marketing products across the customer journey to grow your business and build a relationship with your customer. For example you can build graders, calculators, quizzes, recommendations, chatbots or AR apps. Things like Hubspot's free marketing grader, Moz's site analyzer, VenturePact's mobile app cost calculator, new york times's dialect quiz, Ikea's AR app, L'Oreal's AR app and Nike's fitness apps. All of these examples are free tools that help drive engagement with your brand, build an audience and generate leads for your core business by adding value to a customer during a micro-moment.
Key Takeaways:
Learn how to use specific GPTs to help you Learn how to build your own marketing tools
Generate marketing ideas for your business How to think through and use AI in marketing
How AI changes the marketing game
From Subreddits To Search: Maximizing Your Brand's Impact On RedditSearch Engine Journal
The search landscape is undergoing a seismic shift, and Reddit is at the epicenter. Google's Helpful Content Update and its $60 million deal with Reddit, coupled with OpenAI's partnership, have catapulted Reddit's real-time content to unprecedented heights.
Check out this insightful webinar exploring the newfound importance of Reddit in the digital marketing landscape. Learn how these changes make Reddit an essential platform for getting your brand and content in front of evolving search audiences.
You’ll hear:
- The evolution of Reddit as a major influencer on SERPS over the years.
- The impact of recent changes and partnerships on Reddit’s place in search.
- A comprehensive look at Reddit, how it works, and how to approach it.
- Unique engagement opportunities presented by Reddit.
With Brent Csutoras, a Reddit expert with over 18 years of experience on the platform, we’ll delve into the intricacies of Reddit's communities, known as Subreddits, and how to leverage their power without compromising authenticity or violating community guidelines in the age of AI-driven search experiences.
Don't miss this opportunity to stay ahead of the curve and leverage Reddit for your brand's success.
Dive deep into the cutting-edge strategies we're employing to revolutionize our web presence in the age of AI-driven search. As Gen Z reshapes the digital realm, discover how we can bridge the generational divide. Unlock the synergistic power of PPC, social media, and SEO, driving unparalleled revenues for our projects.
The Strategic Impact of Storytelling in the Age of AI
In the grand tapestry of marketing, where algorithms analyze data and artificial intelligence predicts trends, one essential thread remains constant — the timeless art of storytelling. As we stand on the precipice of a new era driven by AI, join me in unraveling the narrative alchemy that transforms brands from mere entities into captivating tales that resonate across the digital landscape. In this exploration, we will discover how, in the face of advancing technology, the human touch of a well-crafted story becomes not just a marketing tool but the very essence that breathes life into brands and forges lasting connections with our audience.
Empowering Influencers: The New Center of Brand-Consumer Dynamics
In the current market landscape, establishing genuine connections with consumers is crucial. This presentation, "Empowering Influencers: The New Center of Brand-Consumer Dynamics," explores how influencers have become pivotal in shaping brand-consumer relationships. We will examine the strategic use of influencers to create authentic, engaging narratives that resonate deeply with target audiences, driving success in the evolved purchase funnel.
Embark on style journeys Indian clothing store denver guide.pptxOmnama Fashions
Finding the perfect "Indian Clothing Store Denver" is essential for those seeking vibrant, authentic, and culturally rich attire in the heart of Colorado. Denver, a city known for its diverse culture and eclectic fashion scene, offers a variety of options for those in search of traditional and contemporary Indian clothing. Whether you're preparing for a wedding, festival, or cultural event, or simply wish to incorporate the elegance and beauty of Indian fashion into your wardrobe, discovering the right store can make all the difference.
Basic Management Concepts., “Management is the art of getting things done thr...DilanThennakoon
The managers achieve organizational objectives by getting work from
others and not performing in the tasks themselves.
Management is an art and science of getting work done through people.
It is the process of giving direction and controlling the various activities
of the people to achieve the objectives of an organization Management is a universal process in all organized, social and economic activities. Wherever
there is human activity there is management.
Management is a vital aspect of the economic life of man, which is an organized group activity. A
central directing and controlling agency is indispensable for a business concern. The productive
resources –material, labour, capital etc. are entrusted to the organizing skill, administrative ability
and enterprising initiative of the management. Thus, management provides leadership to a
business enterprise. Without able managers and effective managerial leadership the resources of
production remain merely resources and never become production. Management occupies such an
important place in the modern world that the welfare of the people and the destiny of the country
are very much influenced by it.
1.2 MEANING OF MANAGEMENT
Management is a technique of extracting work from others in an integrated and co-ordinated
manner for realizing the specific objectives through productive use of material resources.
Mobilising the physical, human and financial resources and planning their utilization for business
operations in such a manner as to reach the defined goals can be benefited to as management.
1.3 DEFINITION OF MANAGEMENT
Management may be defined in many different ways. Many eminent authors on the subject have
defined the term "management". Some of these definitions are reproduced below:
In the words of George R Terry - "Management is a distinct process consisting of planning,
organising, actuating and controlling performed to determine and accomplish the objectives by the
use of people and resources".
According to James L Lundy - "Management is principally the task of planning, co¬ordinating,
motivating and controlling the efforts of others towards a specific objective",
In the words of Henry Fayol - "To manage is to forecast and to plan, to organise, to command, to
co-ordinate and to control".
According to Peter F Drucker - "Management is a multipurpose organ that manages a business and
manages managers and manages worker and work".
In the words of J.N. Schulze - "Management is the force which leads, guides and directs an
organisation in the accomplishment of a pre-determined object".
In the words of Koontz and O'Donnel - "Management is defined as the creation and maintenance
of an internal environment in an enterprise where individuals working together in groups can
perform efficiently and effectively towards the attainment of group goals".
According to Ordway Tead - "Management is the process and agency which directs and guides the
operations of an organisation in realising of established aim
Advanced Storytelling Concepts for MarketersEd Shimp
Every marketer knows you’re supposed to tell a story, but do you know how to tell a story? Do you know why you’re supposed to tell a story? Do you even truly know what a story is? While many marketing presentations emphasize the value of mythic storytelling, the nuts and bolts of actually constructing a story are never explored.
The goal of marketing may be to achieve specific KPIs that drive sales, which is very objective, but the top of the marketing funnel requires a softer approach. In our data-driven results-oriented fast-paced world, marketers must quantify results, but those results will never be achieved unless prospects are first approached with humanity.
There is a common misunderstanding that the so-called “soft skills” of marketing such as language and art are unmeasurable and subjective, but while the objective measures of market research are merely 100 years old, the rules of aesthetics have been perfected over the last 2,500 years.
Great story construction is a skill that requires significant knowledge and practice. This presentation will be a review of the ancient art of story construction.
We will discuss:
• Rhetoric – The art of effective communication
• The Socratic Method – You cannot teach, but you can persuade people to learn
• Plato’s Cave – You sell products, but you market ideas
• Aristotle’s Six Dramatic Elements – The secret recipe for marketing stories
This is for senior marketers who are tasked with creating effective narratives or guiding others in the process. By the end of the session, attendees will have gained the knowledge needed to work storytelling into all phases of the buyer’s journey.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
Unlock the secrets to creating a standout trade show booth with our comprehensive guide from Blue Atlas Marketing! This presentation is packed with essential tips and innovative strategies to ensure your booth attracts attention, engages visitors, and drives business success. Whether you're a seasoned exhibitor or a first-timer, these expert insights will help you maximize your impact and make a memorable impression in a crowded exhibition hall. Learn how to:
Design an eye-catching and inviting booth
Incorporate interactive elements that engage visitors
Use effective branding and visuals to reinforce your message
Plan your booth layout for maximum traffic flow
Implement technology to enhance the visitor experience
Create memorable experiences that leave a lasting impression
Transform your trade show presence with these proven tactics and ensure your booth stands out from the competition. Download the PDF now and start planning your next successful exhibit!
Evaluating the Effectiveness of Women-Focused MarketingHighViz PR
Women centric marketing is a vital part in reaching one of the most influential groups of consumers. Here is a guide to know and measure the impact of women-centric marketing efforts-
Lily Ray - Optimize the Forest, Not the Trees: Move Beyond SEO Checklist - Mo...Amsive
Lily Ray, Vice President of SEO Strategy & Research at Amsive, explores optimizing strategies for sustainable growth and explores the impact of AI on the SEO landscape.
3. WELCOME
A lot of companies that experience innovation
success, grab onto it and believe that it’s their
secret to an everlasting success. This mindset
puts any company at risk of failure but refusing
to evolve with the market can be even more
devastating.
“Without a robust and resilient innovation strategy,
no company can survive,” says Phil McKinney, CEO
of CableLabs.
This E-book will cover 50 examples of corporations
that failed to innovate.
8. 50ExamplesofCorporations
ThatFailedtoInnovate
8VALUER+
The management was so focused
on the film success that they
missed the digital revolution
after starting it. Kodak filed for
bankruptcy in 2012.
Listen more: NPR’s fascinating
dive into the downward spiral of
Kodak, “The End of Loyalty, The
Rise and Fall of Good Jobs in
America” by Terry Gross.
Kodak, a technology
company that dominated
the photographic film
market during most of the
20th century.
The company blew its chance
to lead the digital photography
revolution as they were in denial
for too long. Steve Sasson, the
Kodak engineer, actually invented
the first digital camera back in
1975.
“But it was filmless photography,
so management’s reaction was,
‘that’s cute—but don’t tell anyone
about it,” says Sasson.
The leaders of Kodak failed to see
digital photography as a disruptive
technology. A former vice-
president of Kodak Don Strickland
says:
“We developed the world’s first
consumer digital camera but we
could not get approval to launch
or sell it because of fear of the
effects on the film market.”
9. Nokia
“It wasn’t just that Nokia failed to
recognize the increasing importance
of software, though. It also
underestimated how important the
transition to smartphones would be.
And this was, in retrospect, a classic
case of a company being enthralled
(and, in a way, imprisoned) by its
past success.”
- James Surowiecki
The New Yorker’s Contributor -
10. 50ExamplesofCorporations
ThatFailedtoInnovate
10VALUER+
The company overestimated the
strength of its brand and believed
they could arrive late in the
smartphone game and succeed.
In 2007 Steve Jobs launched
the iPhone, a phone without a
keyboard, which was revolutionary
at the time. Really, watch the video
and listen to people losing their
minds the first time the watch
someone using a touchscreen.
In 2008 Nokia finally made the
decision to compete with Android,
but it was too late. Their products
weren’t competitive enough.
The New Yorker article
deconstructs “Where Nokia Went
Wrong” by James Surowiecki.
Nokia, a company founded
in Finland was the first to
create a cellular network in
the world. In the late 1990s
and early 2000s, Nokia
was the global leader in
mobile phones.
With the arrival of the Internet,
other mobile companies started
understanding how data,
not voice, was the future of
communication. Nokia didn’t
grasp the concept of software
and kept focusing on hardware
because the management feared
to alienate current users if they
changed too much.
Nokia’s mistake was the fact that
they didn’t want to lead the drastic
change in user experience. This
caused Nokia to develop a mess
of an operating system with a bad
user experience that just wasn’t a
fit on the market.
11. Xerox
“Xerox’s failure to conquer the
personal computing market — this
despite developing revolutionary
technology — demonstrates the
importance of aligning all segments
of your organization in the pursuit of
innovation.”
- Maxwell Wessel
General Manager of SAP.iO -
12. 50ExamplesofCorporations
ThatFailedtoInnovate
12VALUER+
Xerox was actually first to
invent the PC and their
product was way ahead of
its time.
Unfortunately, the management
thought going digital would be too
expensive and they never bothered
to exploit the opportunities they
had.
The CEO David Kearns was
convinced that the future of Xerox
was in copy machines. The digital
communication products invented
weren’t seen as something that
could replace black marks on
white paper. Xerox failed to
understand that you can’t keep
perpetually making money on the
same technology.
Douglas K. Smith and Robert C.
Alexander even wrote a book
about Xerox called: “Fumbling
the Future: How Xerox Invented,
then Ignored, the First Personal
Computer.”
13. Blockbuster
“The internet didn’t kill Blockbuster,
the company did it to itself.”
- Jonathan Salem Baskin
Forbes’s Contributor -
14. 50ExamplesofCorporations
ThatFailedtoInnovate
14VALUER+
The video-rental company
was at its peak in 2004.
They survived the change
from VHS to DVD but failed
to innovate into a market
that allowed for delivery
(much less streaming).
While Netflix was shipping out
DVD’s to their consumer’s homes,
Blockbuster figured their physical
stores were enough to please their
customers. Because they had been
the leader of the movie rental
market for years, management
didn’t see why they should change
their strategy.
Back in 2000, the founder of
Netflix Reed Hastings proposed a
partnership to the former CEO of
Blockbuster John Antioco.
Netflix wanted Blockbuster to
advertise their brand in the
stores while Netflix would run
Blockbuster online. The idea got
turned down by Antioco because
he thought it was ridiculous and
that Netflix’s business model was
“niche business”.
Little did he know that Hasting’s
idea would have saved
Blockbuster. In 2010 Blockbuster
filed for bankruptcy and Netflix is
now a $28 billion dollar company.
The Forbes article that aptly
describes what exactly happened
to Blockbuster, “The internet didn’t
kill Blockbuster, the company did it
to itself.”
15. Yahoo
“What went wrong with Yahoo? It
was once worth almost $125 billion,
but today sold to Verizon for $5
billion.”
- Vindu Goel and Michael J. Merced
The New York Times’s Contributors -
16. 50ExamplesofCorporations
ThatFailedtoInnovate
16VALUER+
In 2005 Yahoo was one
of the main players in the
online advertising market.
But because Yahoo undervalued
the importance of search, the
company decided to focus more
on becoming a media giant.
The decision to focus more on
media meant they neglected
consumer trends and a need to
improve the user experience.
Yahoo managed to gain a massive
number of viewers to view content
but failed to make enough of a
profit in order to scale.
Yahoo also missed out on a lot
of opportunities that could have
saved them.
For example, in 2002 they
almost had a deal to buy
Google, but the CEO of Yahoo
refused to go through with it.
And in 2006 Yahoo had a deal
to buy Facebook, but when
Yahoo lowered their offer, Mark
Zuckerberg backed out. If the
company had taken a few
additional risks, maybe we would
all be yahooing right now instead
of googling.
Walter Frick of Harvard Business
Review breaks down what
happened to Yahoo, “The decline
of Yahoo in its own words.”
17. Segway
“The Segway PT is a two-wheeled,
self-balancing battery electric vehicle
invented by Dean Kamen. It was
launched in 2001 in a blizzard of
publicity. Yet it has failed to gain
significant market acceptance and is
now something of a curiosity.”
- Paul Sloane -
18. 50ExamplesofCorporations
ThatFailedtoInnovate
18VALUER+
The Segway was a personal
motorized scooter invented
and brought to the market
in 2001 was designed with
the intention of being a
revolutionary transportation
option.
An easier to use invention perfect
for short journeys and more
fuel efficient. Yet, Segway didn’t
appeal to the masses and the
price matched that of a newer
motorcycle.
Even though the product was
revolutionary, the few that could
afford the $5,000 price tag were
having difficulty finding practical
uses for it.
There were questions as to
whether it was safe for street
handling. Many critics were
asking why would anyone invest
in something that expensive which
you were not allowed to use?
Peter Shankman, one of the
first five people in NYC to buy a
segway said:
“The police didn’t know what to
do with it. I didn’t know where to
ride it. Plus every time I used it, I
got called lazy more times that I
could count. Not a good recipe for
success.”
These days the two-wheeler is now
mostly used by mall cops and tour
groups.
Jordan Golson of wired explains
why the market and pricing
was never meant for a segway
revolution.
19. IBM
“The key to success is massive
failure.”
- Thomas Watson
President IBM -
20. 50ExamplesofCorporations
ThatFailedtoInnovate
20VALUER+
International Business
Machines (IBM), nicknamed
“Big Blue”, is an American
multinational technology
company that had its
breakthrough in the 1960s
with the IBM System/360 –
a family of computers
designed to cover the
complete range of
applications.
In the early 1990s, IBM failed to
adjust to the personal computer
revolution and thus began their
downfall. The company adjusted
their focus back on hardware
instead of software solutions.
Today, after going through several
transitions, IBM is one of the most
powerful names in enterprise
software. They turned their luck
around with new management. An
ending that most companies don’t
see.
Jack Schofield breaks down what
went wrong at IBM and why their
master plan failed to deliver.
21. JCPenney
“JCPenney is in serious trouble.
There’s no sugarcoating it. The
department store chain, famous
for its Christmas catalogs, is losing
money — and customers. It has a lot
of debt. And not much cash.”
- Paul R. La Monica
CNN’s Contributor -
22. 50ExamplesofCorporations
ThatFailedtoInnovate
22VALUER+
By the time Mike Ullman took over
it was too late to fix the damages
that had been done. Today, their
online and catalog business is
what keeps them alive. And in
mid-2017 JCPenney stated they
had lost about $62 million in
its second quarter, which lead
to another 127 stores getting
permanently closed.
Panos Mourdoukoutas explains a
strategic mistake that still haunts
JCPenney.
An American department
store, JCPenney, has
maintained as one of
the largest catalog retail
business in the US.
Their stores used to be the place
where you went to buy clothes for
work, church, and children. But
when the market around them was
changing, JCPenney couldn’t find
its new niche and faced an identity
crisis.
Revenue started to dry up
drastically when Ron Johnson took
over as CEO in 2012. During his
time at JCPenny, the company
lost about $985 million, 19,00
employees, and 138 stores were
closed. This lead to the mass
exodus of its loyal customers.
23. Tie Rack
“Tie Rack is simply a victim of
changing circumstances. You just
don’t need a standalone tie shop
any more, as fewer people are
wearing ties and there are plenty of
other outlets where people can buy
shirts and ties.”
- Neil Saunders
Retail Analyst Conlumino -
24. 50ExamplesofCorporations
ThatFailedtoInnovate
24VALUER+
This British tie retailer,
founded in 1981, failed to
do its research about men’s
shopping behavior.
Their stores only sold scarves, ties,
and cufflinks, but it turned out
men were mostly buying their ties
when they bought shirts.
Even though Tie Rack offered
quality ties, it wasn’t enough to
wow its target. In 1999 the chain
store was bought by Frandi SpA
Group and has since benefited
from being able to sell its products
under their brand.
Rob Davies and Kieran Corcoran
from Mail Online write where Tie
Rack went wrong.
25. Blackberry
“BlackBerry thought it had more time
and room for error than it actually
did”
“Focusing on the tens of millions of
customers it already had, BlackBerry
missed out on the billions that were
to come.”
- Vlad Svov
The Verge’s Contributor -
26. 50ExamplesofCorporations
ThatFailedtoInnovate
26VALUER+
BlackBerry, a line of
smartphones and tablets,
was a smashing success in
1998.
They changed the game in the
mobile industry by offering a
device with an arched keyboard.
Their encryption even into the
early 2000s was second to none
but they weren’t thinking of user
experience.
Just a few years later the entire
mobile industry started focusing on
bigger touchscreen displays, while
BlackBerry was more concerned
about protecting what it already
had. Failing to adapt to changes,
in 2017 the CEO John Chen
announced that BlackBerry was
out the smartphone manufacturing
business and that the company
has built a new strategy.
“Under this strategy, we are
focusing on software development,
including security and
applications.”
The company plans to end all
internal hardware development
and will outsource that function to
partners.
“This allows us to reduce capital
requirements and enhance return
on invested capital,” adds John
Chen.
Vlad Savov of The Verge explains
why “Blackberry’s success led to its
failure.”
28. 50ExamplesofCorporations
ThatFailedtoInnovate
28VALUER+
MySpace, a website that
was once the dominating
social networking until
Facebook came onto the
scene.
Funny enough, in 2005 Myspace
CEO Chris DeWolfe actually met
up with Facebook founder Mark
Zuckerberg to discuss business
together. Mark offered to sell
Facebook to Myspace for $75
million, which Chris ended up
saying no to.
Because of the growth of
Facebook, MySpace started
seeing a decline of their users
and decided to change its niche.
The flexibility and free expression
allowed on the myspace platform
was once its biggest differentiator
had become the most common
reason for users leaving.
In 2011 the company changed
its focus from social networking
to entertainment and music only.
But later that year MySpace fired
nearly 500 employees after a
sustained loss of users.
Amy Lee describes how the social
network fell apart.
29. Sears
“Sears was once the king of retailers.
Now it’s a cash-starved shell of itself
whose very survival is in doubt.”
- Chris Isidore
CNN’s Contributor -
30. 50ExamplesofCorporations
ThatFailedtoInnovate
30VALUER+
The competitors shifted away from
the general store model, while
Sears found it difficult to adapt to
the changing consumer tastes. The
management of Sears was certain
that a discount store such Walmart
wasn’t competition for Sears.
The company to this day continues
to experience declining in-store
foot traffic and sales because
they have a tough time shifting
to digital. Sears continues to lose
money and is cutting the hours,
pay and headcount of retail staff
to save cash. This all causing the
stores and customer experience to
worsen. Recently Sears announced
that they are closing about 166
stores nationwide.
Mark Milke breaks down why
Sears failed.
Sears, a department store
company, had one the
tallest towers in the world
in 1973 and was in general
a success.
But when a new generation of
large retailers like Walmart and
Kmart came around, Sears lost
sight of what they were good at.
Sears used to be a place that
helped conjure dreams of a better
American life, offering anything
from dresses to sewing machines.
31. Macy’s
“Macy’s recently announced its tenth
consecutive quarter of declining
comparable store sales. Ten negative
quarters is not a blip. It’s not an
anomaly. It’s more than just a trend.
It is, in fact, signaling the potential
of a catastrophic failure of the
business.”
- Mark Cohen
Forbes’s Contributor -
32. 50ExamplesofCorporations
ThatFailedtoInnovate
32VALUER+
Macy’s, an American
department store chain
that still to this day is
known as America’s largest
department store.
Built more than 100 years ago,
the store had it all and was a huge
success. People loved Macy’s so
much that two couples even got
married at the department store.
In 1980 Macy’s was presented
with a bold idea: Why not start a
cable television channel selling
their merchandise? But Macy’s
thought they knew their customers
well and wanted to keep their
concept of a traditional store.
Because Macy’s said no to the
idea, a company called QVC was
started shortly after and is now
one of the biggest competitors
to Macy’s. Instead of forcing
customers to go to an actual store,
the store came to them via the
QVC channel. It worked because
it was more convenient to the
customers.
Today, Macy’s CEO Terry
Lundgren is under the impression
that shoppers prefer to shop in
the bricks and mortar stores. But
the numbers say otherwise, as
revenue continues to fall.
33. Hitachi
“The electronics industry isn’t what it
used to be. Time was when gadget
makers could inspire lust in certain
segments of consumerdom, charge
high prices and come away with
healthy profits.
These days, the electronics industry
finds itself dealing with a different
kind of Japanese consumer, one who
cares about price and only price. As
a result, the industry has fallen into a
fragile situation.”
- Hiroaki Nakanishi
Hitachi Chairman -
34. 50ExamplesofCorporations
ThatFailedtoInnovate
34VALUER+
Japanese brand Hitachi
used to be an electronic
giant together with Sony,
Panasonic, and Sharp.
It was one of those brands
that you’d spot in almost every
household. Now the company is
losing billions of dollars a year.
The reason? The digital revolution.
The electronics industry has
changed, where consumers don’t
have as high of a desire for their
high price products. The digital
revolution not only changed the
way electronic gadgets work,
they changed the way they are
manufactured.
Gerhard Fasolt, an economist,
thinks:
“Look at Apple, they make iPods
and iPhones. Apple makes at
least 50% profit margins on
those. People say iPhones are
made in China, but maybe only
3% of the value of an iPhone
stays in China. So it’s hard to
become rich today on the scale
of just by manufacturing – you
have to do a lot more”.In 2012
Hitachi announced that they will
stop manufacturing TVs, but the
factory used for it will instead start
producing projectors and chips.
Hitachi’s chairman Hiroaki
Nakanishi gives his opinion on
the brand’s opportunities now and
what went wrong.
35. Polaroid
“There’s a nostalgia to instant
photography for generations of
consumers who grew up with it, and
there’s a novelty to it for generations
of consumers who grew up in the
digital age and have never held
an actual photo in their hands until
recently.”
- Scott W. Hardy
Polaroid’s President and CEO -
36. 50ExamplesofCorporations
ThatFailedtoInnovate
36VALUER+
Founded in 1937, Polaroid
was one of America’s early
high-tech success stories.
The company became a hit 1972
when they introduced the SX-70,
the camera that superseded the
old peel-back Polaroids with a
picture that developed as you
watched. In the late 90’s Polaroid
was at its peak.
In 2001, due to the boom of
digital photography, the company
filed for bankruptcy. The leaders of
the company continued to believe
paper print was what customers
wanted. Gary DiCamillo, CEO of
Polaroid from 1995-2001, said in
an interview:
“People were betting on hard
copy and media that was going to
be pick-up-able, visible, seeable,
touchable, as a photograph would
be. It’s amazing, but kids today
don’t want hard copy anymore.
This was the major mistake we
all made: Mac Booth, Gary
DiCamillo, people after me….
That was a major hypothesis that
I believed in my marrow that was
wrong.”
There might still be hope for the
type of photos and nostalgia
that only comes with a Polaroid
camera. In recent years the
demand for instant cameras has
grown significantly. Polaroid’s
President and CEO Scott W.Hardy
states:
“There’s a nostalgia to instant
photography for generations of
consumers who grew up with
it, and there’s a novelty to it for
generations of consumers who
grew up in the digital age and
have never held an actual photo in
their hands until recently.”
38. 50ExamplesofCorporations
ThatFailedtoInnovate
38VALUER+
In the 1970s and 1980s,
Commodore’s desktop computers
were a success.
Due to their lower resources and
economy of scale, Commodore
couldn’t keep up with the PC
advancements. Their customers
started to complain about the
custom ECS chipsets, which failed
to match the features of the PC
and Mac display hardware at
the time. Commodore failed to
innovate and filed for bankruptcy
in 1994.
Listen to an interview with
Commodore’s former director
David John Pleasance and Trevor
Dickinson on why the company
failed.
39. Toshiba
“There were a few laptops out
before then but they all had
compromises. That’s why Toshiba got
off to a fast start. We had a laptop
that performed like a desktop.”
- John Rehfeld
Toshiba’s Former Employee -
40. 50ExamplesofCorporations
ThatFailedtoInnovate
40VALUER+
The Internet killed Toshiba’s
growth, people were buying their
competitors computers for lower
prices online. In 2016 Toshiba
announced that they would
stop making PCs for European
consumers, but will continue to sell
computers to businesses in Europe
and the US.
In 2017 Toshiba announced that
they are considering selling its
prized memory chip business to
pay down debt. Later that year the
world’s second-largest producer
of NAND memory chips Bain-Led
Group stated that they bought the
chip business for $18 billion.
Josh Horwitz explains “How it took
Toshiba 70 years to reach its peak
and just a decade to fall into an
abyss.”
Another Japanese company
that used to be a tech giant
is now struggling to stay
alive.
Back in the mid-1980s, Toshiba
was one of the world’s most
innovative companies. During that
time they launched the T1100,
its first mass-market laptop. John
Rehfeld, a former employee of
Toshiba who helped sell the laptop
overseas said:
“There were a few laptops out
before then but they all had
compromises. That’s why Toshiba
got off to a fast start. We had
a laptop that performed like a
desktop.”
41. RadioShack
“I wouldn’t even call this a failure.
I’d call it an assisted suicide.”
- Scott Galloway
New York University’s Professor -
42. 50ExamplesofCorporations
ThatFailedtoInnovate
42VALUER+
RadioShack, an American
retailer founded in 1921
operated a chain of
electronics stores for more
than 50 years.
The company was at its peak
in 1999 when it was known for
supplying the best and latest
electronics.
Competition with Amazon and
Walmart and RadioShack’s failed
attempts to spice up their game
with new marketing strategies,
lead them further into the red.
Smartphones also lead to a
decline in Radioshack’s sales as
the modern smartphone could do
nearly everything that radioshack
sold, see an old ad for radioshack
sales on reddit.
In 2009 RadioShack had a craving
to sound more hip so they started
calling itself as “The Shack”.
The campaign didn’t go so well,
because, for the public, it just
sounded ridiculous. The critics
found that this strategy just
showed the company had more
problems than just its name.
The company completely
missed the “maker movement.”
A movement where DIYers
applied their work onto tech-
and engineering pursuits. By
the time RadioShack caught on,
and engineering pursuits. By
the time RadioShack caught on,
customers were already sourcing
their materials elsewhere. On top
of this, RadioShack lacked the
inventory that many of the DIYers
were looking for.
In 2015 RadioShack filed for
bankruptcy and since 2017,
RadioShack has only 28 remaining
corporate locations, which are
currently owned by General
Wireless Operations.
43. Borders
“All good stories must to come to
an end, and Borders bookstore is no
exception to this rule. The 40-year-
old book seller announced earlier
this week that it will be closing all
remaining stores and laying off
10,700 employees after a failed
attempt to sell the company at
auction. Even though it’s a very un-
fairy tale ending for the nation’s
second-largest bookstore chain, we
know it had a good, long run.”
- Business Insurance -
44. 50ExamplesofCorporations
ThatFailedtoInnovate
44VALUER+
Borders Group opened its
first bookstore in 1971 and
they were a success for
years.
But in the mid- 2000s Borders
failed to adapt to new
technologies and never embraced
the Internet like Amazon and
Barnes & Noble. As more people
began to order their books online,
the fading of a giant like Borders
was inevitable.
Amazon Kindle came out on in
2007, Barnes & Noble debuted
Nook in 2009 and Apple’s iPad
launched in 2010. Border’s Kobo
(which is still alive) came out a
little too late in 2011. It wasn’t just
the Internet and competition that
killed the company, it was their
overall strategy.
Borders opened too many
stores making it harder to shed
unprofitable locations and there
were many. In 2011 Borders filed
for bankruptcy, closing 399 stores
and laying off 10,700 employees.
Listen here: Why Borders Failed
While Barnes & Noble Survived, by
Yuki Noguchi.
45. Motorola
“Battery lifetime was 20 minutes,
but that wasn’t really a big problem
because you couldn’t hold that
phone up for that long.”
- Marty Cooper
Motorola’s Vice President -
46. 50ExamplesofCorporations
ThatFailedtoInnovate
46VALUER+
Motorola demonstrated
the first handheld phone in
1973.
The brands vice-president Marty
Cooper said:
“Battery lifetime was 20 minutes,
but that wasn’t really a big
problem because you couldn’t hold
that phone up for that long.”
Even though Motorola kept
producing various versions of its
cellphone, they failed to see that
customers wanted innovation in
software rather than hardware.
Clearly lacking market knowledge,
Motorola’s new products in the
early 2000s weren’t enough to
grow the business. The products
weren’t user-friendly and Motorola
completely missed the movement
to 3G.
Essentially, Motorola didn’t
implement 21st-century
communication to its products,
making it hard to compete with
smartphones on the market.
On August 2011 Motorola was
acquired by Google.
Motorola CEO Greg Brown states
in an interview that “Failure was
our fault, not economy.”
47. Palm
“Palm just couldn’t find the formula
for over-the-air synchronization with
Microsoft Outlook, which business
users demand and RIM nailed with
its BlackBerry device.”
- ZDNet -
48. 50ExamplesofCorporations
ThatFailedtoInnovate
48VALUER+
Palm, one of the top three
companies that dominated
the market for Personal
Digital Assistants (PDAs).
These were the predecessors of
the first smartphones in 2005.
Because of the launch of Apple’s
iPhone and BlackBerry, Palm was
unable to respond to its success.
The company was too slow to
realize that smartphone customers
wanted wireless voice and data
from the device.
According to ZDNet,
“Palm just couldn’t find the formula
for over-the-air synchronization
with Microsoft Outlook, which
business users demand and RIM
nailed with its BlackBerry device.”
David Meyer of Fortune thinks
Palm might be overdue for a
comeback in 2018.
49. Sony
“The bottom line is: if you want to
be perceived as a creator of cool
tech, you have to create cool tech.
The challenge for Sony is that those
examples have not been there, and
they haven’t been there now for a
number of years.”
- Steve Beck
Founder of CG42-
50. 50ExamplesofCorporations
ThatFailedtoInnovate
50VALUER+
Sony, a manufacturer
of electronic products,
changed the way we listen
to music with the invention
of the Walkman in 1979.
By the 90s Walkman was a must
have gadget for every teen. It was
the iPhone of its day. But when
MP3 players were introduced
to the market, the sales of the
Walkman started to drop. The
iconic Walkman was killed by the
MP3 players, which were later
killed by smartphones.
Sony didn’t adapt to technological
innovations such as digitalization,
the shift towards software, and the
growth of illegally downloadable
music online. Sony actually had
the technology to launch a product
even better than the iPod, but it
never happened.
The company was too afraid to
test out something new, thinking it
would threaten their compatibilities
on the market. John Kay explains
in an article “Why Sony did not
invent the iPod.”
Hipsters still love the Sony
Walkman. There’s always room
for nostalgia.
51. Pan Am
“it’s no wonder that, coupled with
bad press, fear, a lack of travel
agents and of public confidence,
Pan Am’s fate was sealed -- crushing
at the same time the lives, hopes
and dreams of thousands of hard-
working Americans and many
overseas employees of the Pan Am
family.”
- The Washington Post -
52. 50ExamplesofCorporations
ThatFailedtoInnovate
52VALUER+
Trust was lost from its customers
and Pan Am was associated with
being the “unsafe” choice of
airlines.
Their innovative ideas couldn’t
save the company so in 1991 Pan
Am went bankrupt and shut down.
Pan American World
Airways, an airline that was
once known as a brand
ahead of its time.
The airline became a major
company credited with many
innovations, such as jet aircraft
and jumbo jets, that shaped
the airline industry today. The
company was a cultural icon of
the 20th century.
Their slogan “World’s Most
Experienced Airline” was accurate.
Because of tragic accidents and
terrorist attacks, Pan Am suffered
a reputational set back that they
couldn’t recover from.
53. National
Geographic
“For the same reason I read the
National Geographic, I like to see
places I will never visit.”
- Edward Bernays -
54. 50ExamplesofCorporations
ThatFailedtoInnovate
54VALUER+
One of the most respected
brands in history, National
Geographic started as
the official magazine of
the National Geographic
Society published
continuously since 1888.
A magazine that mastered the art
of visual storytelling and inspired
photographers and filmmakers all
over the world. The magazine was
able to capture images never seen
before and spread them to every
corner of the globe.
These were the first pioneers of
amazing content.
The company was presented with
an idea to start a new NG cable
channel in the 1980s. The idea
was refused and the group of
producers who pitched the idea
decided to do their own thing
and launched Discovery Channel
along with the History Channel
and others.
Seeing their success, National
Geographic decided to launch
their own cable and satellite
channel a little too late in 1997.
55. Nike
“Considering Nike did such a good
job setting the pace, it’s a shame
the firm is dropping out now the real
race is underway. It seems like such
a missed opportunity.”
- Chris Smith
Wareable’s Contributor -
56. 50ExamplesofCorporations
ThatFailedtoInnovate
56VALUER+
A bracelet for fitness-
tracking, Nike FuelBand,
was launched in 2012
by Nike.
There was a lot of hype around it
because it represented the future
of wearable computing.
It didn’t go all that well for Nike.
Some time after the launch,
almost 50 people were fired from
the Nike FuelBand team due to
the failure on the marketplace.
The gadget didn’t take off on the
market as Nike expected.
An anonymous post on a platform
called Secret revealed:
“The douchebag execs at Nike
are going to lay off a bunch of
the eng team who developed
The FuelBand, and other Nike+
stuff. Mostly because the execs
committed gross negligence,
wasted tons of money, and didn’t
know what they were doing.”
Even though people loved the idea
of having a cool wearable, the
product wasn’t really a necessity
that needed to exist. Nike is now
continuing to improve the product
but plans on exiting the wearable
device business and sticking to
software.
Chris Smith explains the rise
and fall of Nike Fuel Band “The
wearable that started it all.”
57. Circuit City
“Circuit City got its start as Wards
TV, which had a bustling showroom
in Richmond, Va., in 1960. The
Rise and Fall of Circuit City The
Richmond-based retailer became
wildly successful — and then
disappeared.”
- Jessue Romero -
58. 50ExamplesofCorporations
ThatFailedtoInnovate
58VALUER+
Circuit City was an
American multinational
consumer electronics
retail company founded
in 1949 and was one of
the pioneers in 1970s
in marketing televisions,
stereos, and boomboxes.
In the 1990s, Circuit City tried
out a concept of mass retailing
automobiles called “CarMax,”
where the company built big lot
inventories for used vehicles.
Consumers were able to pick out
and customize the vehicles they
wanted. The concept was a hit, but
during that time the company let
a lot of talented management go
and thus began the downfall.
Their competitor, Best Buy, started
taking off and Circuit City didn’t
know how to compete.
To save money Circuit City fired
3,400 of its most experienced
salespeople. Best Buy had better
products and customer service.
People started complaining about
the lack of knowledge of its
salespeople and that the stores
were too big and impersonal.
In 2008 Circuit City announced
that it will close 155 stores and
filed for bankruptcy.
Jessie Romero gives an in-depth
look at what happened to Circuit
City in his article: “The Rise and
Fall of Circuit City.”
59. Google
“Two and a half years after Sergey
Brin unveiled Google Glass with a
group of skydivers jumping from a
zeppelin above San Francisco, the
computer you wear on your face
is falling to its death. It’s still not
a finished consumer product. It’s
not even close to being something
people yearn for, at least not
beyond the Glass Explorers who
each paid $1,500 for early access.”
- Rachel Metz
MIT Technology Review -
60. 50ExamplesofCorporations
ThatFailedtoInnovate
60VALUER+
An American multinational
technology company
specialized in Internet-
related services and
products are known for
being one of the most
innovative companies in the
world.
Remember the days when the
Internet was hyping up the Google
Glass? The product was one of
the first large-scale attempts at
capitalizing on artificial reality. The
buzz around the product was crazy
and it had so much potential. But
when the product launched in
2015, its high price and privacy
concerns never made the product
to go mainstream.
Google Glass had a vocal and
passionate fanbase but it wasn’t
catching on with the masses.
The Daily Show’s Jason Jones, put
out a scathing report about some
of the fanatics of Google Glass
as the technology’s popularity
spiraled downward.
Google is now looking into ways
to better integrate the tech within
the glasses for a more usual look.
But they are nothing compared to
the Vaunt’s new AR glasses.
61. Hummer
“It is a great, great vehicle that
really does anything you want it to
do,” Mr. Hill said. “It had a great
concept to it. It’s a real shame that
it’s going away, because the people
who own Hummers, they just love
them.”
- Nick Bunkley
The New York Times’s Contributor -
62. 50ExamplesofCorporations
ThatFailedtoInnovate
62VALUER+
A gas guzzler; the H1 was
reported to get a whopping 8-12
mpg (Miles Per Gallon). During the
peak of the 2000s energy crises,
sales of this vehicle plummeted for
“gas-sippers” instead. Sales went
down and the brand shut down in
2009.
Give a closer read to how the
military truck took off in Martin
Padgett’s book “Hummer: How
the Little Truck Company Hit the
Big Time, Thanks to Saddam,
Schwarzenegger, and GM.”
Hummer, a vehicle that
was first created for the
military, was made famous
by Arnold Schwarzenegger
who purchased the first
civilian Hummer.
It was a big, expensive and tough
vehicle that fit the action hero’s
image.The car was nothing more
than a status symbol. It showed
power and wealth, but now it just
raises eyebrows and concerns,
as consumers have become
increasingly environmentally
conscious with their purchases.
There was an element of shame
in many popular television
shows that quickly cast broad
generalizations onto its owners in
a negative light. Nobody wants
to look and feel awful driving an
expensive new car in this day and
age.
63. Netscape
“Netscape’s story reads like a
proper fairy tale: takeovers, fierce
and hostile competition, split-ups,
a giant payout and even a dragon!
While Netscape may now only be a
sweet, sweet memory to those who
used it to first discover the web, the
browser’s monstrous impact has
cemented it as one of the first and
most important startups to shape the
internet. ”
- Sean Cooper
Engadget -
64. 50ExamplesofCorporations
ThatFailedtoInnovate
64VALUER+
Netscape was one of the
most popular internet
browsers in the late 90s
and was a favorite for
academia in early days of
the internet when dial-up
was the most common way
to access the internet.
Once an independent Internet
browsing service, Netscape is now
owned by Oath. The company
was built with an outstanding
technological innovation mixed
with a great leadership. But the
company lost its battle to Internet
Explorer and other competitors.
Sean Cooper explains the
companies downfall in his
article “Whatever happened to
Netscape?”
65. Abercrombie
& Fitch
“Sex sells. That’s why we hire
good-looking people in our stores.
Because good-looking people attract
other good-looking people, and we
want to market to cool, good-looking
people. We don’t market to anyone
other than that.”
- Mike Jeffries
A&F’s CEO -
66. 50ExamplesofCorporations
ThatFailedtoInnovate
66VALUER+
American fashion brand
Abercrombie & Fitch was
once one of the trendiest
casual wear and accessory
brands in the early 2000’s.
Their main target was teenagers
who in the 2000’s were influenced
by the pop culture that shaped
the way teens wanted to look and
dress.
Times have changed and the
large logos, high prices, and
brand affiliation don’t appeal to a
younger audience. “Fast Fashion”
brands like H&M, Forever 21, and
Charlotte Russe, offer a constantly
revolving selection of cheap
clothing at a fraction of the price.
Abercrombie now just comes off
as outdated and offensive now to
teens. In 2006 the CEO of A&E
Mike Jeffries stated:
“Sex sells. That’s why we hire
good-looking people in our stores.
Because good-looking people
attract other good-looking people,
and we want to market to cool,
good-looking people. We don’t
market to anyone other than that.”
On top of that statement, one of
A&E district managers added:
“We would rather burn clothes
than give them to poor people.”
This all causing a scandal that
the brand couldn’t recover from.
The store is now completely out of
touch with its target audience.
Even though the brand is
desperately trying to rebrand, it
still remains as one of the most
hated brands in the U.S. Here’s
a deeper look at Fast Fashion
and why teens are ditching older
brands for cheaper alternatives.
67. Atari
“Although the PlayStation and Xbox
generation might find it difficult to
believe, Atari is one of the most
important names in video game
history and the news of its recent
bankruptcy marked a sad day for the
industry.”
- Mark Langshaw
Digital Spy -
68. 50ExamplesofCorporations
ThatFailedtoInnovate
68VALUER+
Atari was a pioneer in
arcade games, home video
game consoles and home
computers.
Their innovative products such
as Pong and Atari 2600 were
the games that helped define the
electronic entertainment industry
in the 1970s.
Their views towards gaming as an
industry were flawed. They viewed
gaming as an individual process
rather than a shared experience
which was the complete opposite
of their original design.
Former Atari developer Howard
Scott Warshaw said in an interview
that:
“Under the leadership of CEO
Ray Kassar, Atari underwent a
transformation from being a
technically innovative company to
one focused on licensed games.
Once you had that property tie-in,
that’s all there was to a game,” he
said-
“All you needed was something
to stick in a box and sell.
Development got shorted.”
Mark Langshaw gives his
perspective about Atari in his
article “The rise and fall of a
gaming giant.”
69. MapQuest
“Mapquest arguably “owns” the
mapping brand online. It has been
the dominant mapping site for
years by a wide margin. But that
dominance may now be slipping
under pressure from Google. ”
- Greg Sterling
Search Engine Land -
70. 50ExamplesofCorporations
ThatFailedtoInnovate
70VALUER+
Somewhere along the way
Mapquest lost is way, in terms
of their primary mission, which
was all about simple, informative
directions. If you compare Google
Maps and Mapquest now, the
Mapquest interface is a mess,
where it’s hard to even understand
where to look at.
MapQuest used to be one
of the best options for a
web mapping service.
Before satellite navigation
hardware or Google Maps and
Apple Maps took over, people
were getting driving directions
from MapQuest.
The company failed to adapt to
changes, their service isn’t as
popular as it used to be. When
Google Maps launched in 2008
the traffic to Mapquest remained
flat year after year and went down
20% in the first 6 months, while
Google Maps site traffic soared
135%.from MapQuest.
71. Toys R Us
“Barring a last-minute buyer, Toys
‘R’ Us will soon disappear from U.S.
shopping centers, but the name
and its iconic Geoffrey the Giraffe
mascot are likely to survive for
another generation of Toys ‘R’ Us
kids.”
- Del Wilmington
Reuters’s Contributor -
72. 50ExamplesofCorporations
ThatFailedtoInnovate
72VALUER+
In 2017 the company filed for
bankruptcy, because of its huge
debt and retail competition. But
the physical stores continue to be
open.
Gary Vaynerchuk shares his
passionate description of what
went wrong with the toy giant.fro
A kids toy retailer, Toys R
Us, was once one of the
largest toy store chains.
The brand signed its own death
when signing a 10-year contract
to be an exclusive vendor of toys
on Amazon.
Despite the deal, Amazon allowed
other toy vendors to sell on its
site too. Toys R Us sued, but as
a result, missed the opportunity
to develop its own e-commerce
presence. m MapQuest.
73. Pets.com
“You should be so lucky to create
a brand icon and a company that
achieved over $45M in revenue in
nine months --leaving its competition
in the dust and have a management
team around you that makes hard
decisions.”
- Julie Wainwright
Former Pets.com CEO -
74. 50ExamplesofCorporations
ThatFailedtoInnovate
74VALUER+
Pets.com, launched in
1998, used to be an
online business selling pet
accessories and supplies.
At first, it was a success, but
because there was no plug and
play solutions for e-commerce
management and customer
service that could scale.
Due to the brand’s weak
fundamentals and poor timing,
their 300 million dollar investment
capital vanished along with the
company in 2000 during the dot.
com bubble. Now Pets.com is the
main example of the flop from the
dot.com bubble.
Their famous marketing
campaign, which was a sock
puppet running around the streets
interviewing people is a remnant
of an era that promised so much
delivered very little.
Former Pets.com CEO Julie
Wainwright gave an interview
where she explains the real reason
the business bloomed and failed.
75. HMV
“HMV could have put together a
strong online offering when the
going was good in the late 90s, but
instead it took a wrong turn.”
- The Guardian -
76. 50ExamplesofCorporations
ThatFailedtoInnovate
76VALUER+
CD, VHS and video game
retailer HMV is a brand that
was popular in the 1990s.
It was known as the place
to browse.
But the company began
to struggle with the digital
disruptions. At first, HMV refused
to believe the bloom of online
retailers or that people will start
downloading music. The leaders
of the company felt confident
about their brand and loyal
customers who in their heads
loved coming to the shop for the
floor experience.
In 2013, Hilco Capital purchased
HMV, taking the company out of
administration and saving 141 of
its stores.
Philip Beeching gives his opinion
on why he thinks HMV failed.
77. Tower
Records
“Tuesday mornings, I would be at
Tower Records,” John says in the
film. “And it was a ritual, and it
was a ritual I loved. I mean, Tower
Records had everything. Those
people knew their stuff. They were
really on their ball. I mean, they just
weren’t employees that happened
to work at a music store. They were
devotees of music.”
- Elton John -
78. 50ExamplesofCorporations
ThatFailedtoInnovate
78VALUER+
It was fast and easy to get music
for free. Solomon that shows
the journey of the brand and its
legacy. Tower Records filed for
bankruptcy in 2004 due to its
large debts. Total revenue from
U.S music sales plunged to $6.3
billion in 2008.
“All Things Must Pass: The Rise
and Fall of Tower Records” is a
documentary by its founder Russ
Solomon that shows the journey of
the brand and its legacy.
A retail music chain that
was first to create the
concept of the retail music
store. In the stores, you
could get CDs, cassette
tapes, DVDs, electronic
gadgets, video games, and
accessories.
Despite the success at first, Tower
Records couldn’t keep up with
digital disruptions such as music
piracy and streaming services.
Napster, a peer-to-peer file
sharing Internet service, spread
like a virus when it launched in
1999. And so began the downfall
of the record industry.
Even after the death of Napster,
people were able to download
music from the Internet through
illegal services such as Limewire,
Kazaa, BitTorrent.
79. Compaq
“Compaq had a storied life that
included 15 years at the top of the
PC industry, but its fall came swiftly
in 2001. Why did Compaq fail?
Because it got distracted.”
- Dave Farquhar -
80. 50ExamplesofCorporations
ThatFailedtoInnovate
80VALUER+
Compaq was a company
founded in 1982 that sold,
developed, and supported
computers. It used to be
one of the largest sellers of
PCs in the 1990s.
They produced some of the first
IBM PC compatible computers,
being the first company to legally
reverse engineer the IBM Personal
Computer. The company struggled
to keep up with the price wars
against Dell and was acquired for
25 billion dollars by HP in 2002.
The brand remained in use by HP
until 2013.
David L. Farquhar gives his
opinion about Compaq in his
article “Why did Compaq fail?”
81. Clinton Cards
“Clinton Cards was once a mainstay
of nearly every shopping centre in
Britain. As the Lewin family that
founded the chain always said:
“Birthdays and anniversaries never
go out of fashion.” But today it
looks as if it will collapse into
administration, putting more than
8,000 jobs at risk.”
- Harry Wallop
The Telegraph’s Contributor -
82. 50ExamplesofCorporations
ThatFailedtoInnovate
82VALUER+
Known for their greeting
cards, Clinton Cards used
to hold a 25% share of the
greeting card market.
Their appeal to their customers
were their physical stores on
the high streets of UK. When
everything started to shift online,
their stores started losing the
appeal and Clinton Cards became
a dying business.
Clinton Card’s philosophy,
“birthdays and anniversaries never
go out of fashion” wasn’t exactly
accurate. The way we gifted for
these occasions changed, not the
popularity of the occasion.
The brand was bought by
American Greetings in 2012 and
renamed to Clintons.
Harry Wallop gives his opinion on
what happened to Clinton Cards
in his article “Clinton Cards: what
went wrong.”
83. Enron
“The story of Enron Corp. is the story
of a company that reached dramatic
heights, only to face a dizzying fall.
Its collapse affected thousands of
employees and shook Wall Street to
its core. At Enron’s peak, its shares
were worth $90.75; when it declared
bankruptcy on December 2, 2001,
they were trading at $0.26.”
- Investopedia -
84. 50ExamplesofCorporations
ThatFailedtoInnovate
84VALUER+
Enron Corporation was
an American energy,
commodities, and services
company, which was
named as America’s most
innovative company by
Fortune from 1996 to
2001.
At the end of the 1990s, the
Dotcom Bubble was on the rise
and Enron decided to participate
by creating Enron Online in 1999,
an electronic trading website. By
mid-2000 EOL was executing
nearly $350 billion in trades.
That same year the dotcom bubble
burst and Enron quickly began
building high-speed broadband
telecom networks. This project
ended up costing a fortune for the
company with no return in profit.
The CEO of that time Jeffrey
Skilling had been hiding the losses
from the company.
When Ken Lay took over as CEO
in 2001 Enron’s broadband
division reported a massive
$137 million loss. In December,
Enron filed for bankruptcy and
in 2002 the Justice Department
launched a criminal investigation,
where Enron’s accounting firm,
Arthur Andersen was convicted of
obstructing justice.
Troy Segel deconstructs and
analyses the “Enron Scandal”:
“The Fall of a Wall Street Darling.”
85. Hostess
“The Hostess story is a microcosm of
larger economic and political issues
on the national stage, including
the perils of debt and the inertia of
unions on workplace reform.”
- Susan Adams
Forbes’s Contributor -
86. 50ExamplesofCorporations
ThatFailedtoInnovate
86VALUER+
Later on, fueled by the huge
demand of nostalgic fans, the
brand was rescued by a billionaire
Dean
Metropoulos and re-opened
as Hostess Brands. In 2015 the
company gained a $2 billion win.
Susan Adams gives her opinion on
“Why Hostess had to die.”
Long gone are the days
when almost every kid in
America had a Twinkie in
their lunchbox.
Due in part to a “healthier” snack
craze that has more consumers
watching their nutrition, the
purchasing of twinkies dwindled.
Yet Hostess continued to churn out
highly processed foods.
Their failure to keep up with taste
trends and rebrand themselves
caused them to file for bankruptcy
in 2012 laying off its 18,500
workers and putting its snack
brands up for sale. Metropoulos
and re-opened as Hostess Brands.
87. General
Motors
“GM makes cars people don’t want.
GM is too slow to innovate because
of its size. GM is too bureaucratic
and unable to adjust to changing
markets. GM’s dealer network is
too large. GM sold off its formerly
profitable financing business
GMAC.”
- Harvard Business Review -
88. 50ExamplesofCorporations
ThatFailedtoInnovate
88VALUER+
General Motors (GM),
was a corporation that
used to design, market,
manufacture, and distribute
vehicles and vehicle parts.
Founded in 1908, the company
was the largest automobile
manufacturer from 1932 through
2007.
By failing to innovate and ignoring
the competition, GM found
themselves at the doorstep of the
largest bankruptcy in American
history. The company leaders only
cared about making a profit and
they chose not to invest parts or
products that were reliable.
They avoided investing in new
technologies that could have
improved the quality of its product
to meet the changing needs of
customers. The current company,
General Motors Company
(GMC) was founded in 2009 and
purchased the majority of the
assets of the old company.
A relatively unknown joint venture
between Toyota and GM in
California during the summer of
1984, was the result of an unlikely
pairing of two competitors. The
partnership was named NUMMI
(New United Motor Manufacturing
Inc). Both Toyota and GM agreed
to come together and processes
and “secrets” in order to build
more innovative cars for the
American public. Ultimately
NUMMI was a failure, but the
lessons learned allowed GM to
continue to innovate and learn
from its mistakes years into the
future.
Must Listen: NPR tells the story of
what was learned by two large
corporations with NUMMI.
89. “AOL, the one-time king of media,
is a shadow of its former self. Its
deal for Time Warner is regarded as
the high-water mark of the dot-com
bubble.”
- The New York Times -
American
Online
90. 50ExamplesofCorporations
ThatFailedtoInnovate
90VALUER+
In the mid-1990s America
Online (AOL) was one of the
only providers of the Internet
together with Trumpet Winsock.
Their Instant Messenger platform
was one of the best messaging
apps when it first came out. But
because of Microsoft’s Messenger
AOL feared losing its customers
and failed to come up with a new
strategy. Additionally, the decline
of dial-up and rise of broadband
led to a rapid decline in monthly
customers.
Later in 2000, AOL attempted to
merge with Time Warner, a large
media company. A deal that was
worth an estimated $350 billion,
fell flat for a slew of reasons
resulting in the biggest failed
merger of the 21st century. AOL’s
attempts to rebrand failed and
in 2015 AOL was acquired by
Verizon Communications.
The New York Times released an
in-depth article on “AOL’s History
of Growth and Decline”.
91. “The chain’s downfall came because
it remained the same—stainless steel
tools that streamlined “your life by
.002 percent”—while the rest of the
world changed.”
- Jason Chen -
The Sharper
Image
92. 50ExamplesofCorporations
ThatFailedtoInnovate
92VALUER+
The Sharper Image, a
consumer electronics and
lifestyle product company,
was founded in 1977 and
got massively popular
due to its Ionic Breeze
air purifier. The business
grew into a $760 million
company with 196 stores.
Things started to shift for The
Sharper Image In 2005. While the
rest of the world was changing
The Sharper Image remained the
same while also making a lot of
strategic missteps. The company
depended too much on the air
purifiers success and Consumers
Reports started questioning the
safety of the product.
Because the air purifiers criticism,
masses of people started returning
the faulty item. The company was
losing so much money that in
2008 The Sharper Image declared
bankruptcy and closed down 90
out of its 196 stores.
Jason Chen explains exactly what
went wrong with Sharper Image.
93. TiVo
“Business model innovations sound
great as a strategy and if successful
you can create a new market and
escape the traditional competitors
in your ex-industry. But the most
important point in any innovation
is not to have an idea, is not great
execution, but the adoption of the
innovation by customers. And
that is the crux of business model
innovation: The diffusion of the
innovation. The TiVo is a perfect
example.”
- Business Model Innovation -
94. 50ExamplesofCorporations
ThatFailedtoInnovate
94VALUER+
After VCR’s began fading into
obscurity, there was a gap in the
market for people that wanted
to record their favorite show and
avoid commercials. Tivo was one
of the first digital video recording
(DVR) products to come on the
market and fill a need. People
were easily able to record shows
that they weren’t home to watch
in real-time without the hassle of
programming clunky VCR or awful
DVD recorder. It was an instant
success.
The reason TiVo is on this list
is that the brand decided to
play nice on the market. They
attempted to sue cable companies
too late; who came out with their
own DVRs. By the time they court
documents were filed, DVRs were
everywhere. At its peak in 2007,
Tivo had 4.4 million users.
The streaming media era began
in 2008 but it would leave Tivo
behind. By mid-2011, Netflix had
about 25 million paid subscribers
and TiVo’s customer base had
dropped to 2 million.
Jeannie Chan goes into depth
about TiVo’s rise and fall.
95. Pebble
“Pebble got out to a great start
in a new category, and indeed
helped define it. However, they
didn’t get the lead they needed to
be one of the market leaders. As
the smart watch and activity tracker
subcategories converged, they got
squeezed out. ”
- Forbes -
96. 50ExamplesofCorporations
ThatFailedtoInnovate
96VALUER+
Pebble corporation
developed a line of
smartwatches.
Their campaign on Kickstarter
became one of the most-funded
product of all time. Based on
the fast evolution of the wrist-
worn wearable market, most
major consumer electronics
manufacturers jumped in on the
fun and made their own.
The predictions of wearables
booming on the market were
falsely tied to the success of
smartphones. The market was still
very small and not mature enough
to sustain the type of predicted
growth. In 2016 the company
called it quits and sold their
technology to Fitbit.
The founder of Pebble Eric
Migicovsky tells his side of the
story behind Pebble’s demise.
97. XFL
“The underpinnings of the XFL
business model wasn’t a failure
at all. The XFL created all of these
technologies that we see in the NFL
today–the Skycam, interviewing
players during the game, mic’ing
players . . . None of that existed
before the XFL.”
- Charlie Ebersol
Film Producer -
98. 50ExamplesofCorporations
ThatFailedtoInnovate
98VALUER+
Originally the XFL was
operated between NBC
and the World Wrestling
Federation and it was made
as an outdoor football
league.
Early ratings of XFL were
promising, as they planned on
combining drama and “showbiz.”
Their competitor NFL was already
showing football and the XFL
football league didn’t present
anything new and the teams
played their only season in 2001.
The XFL had approximately 14
million viewers in its debut, but
the following week the ratings
dropped to 4.6 and at the end of
the season to 1.5.
“This Was The XFL” Director
Charlie Ebersol on why the XFL
failed–but might work now.
99. “The DeLorean DMC-12 became
and remained famous as the time-
traveling car in the Back to the
Future movies—but the actual
automobile was infamous for years
before Marty McFly stepped inside
one in 1985. And, though the fiction
is better remembered today, the
real story of the DeLorean is just as
dramatic.”
- Lily Rothman
Time’s Contributor -
DeLorean
Motor
100. 50ExamplesofCorporations
ThatFailedtoInnovate
100VALUER+
from the Back to the Future film
trilogy.
“Car Crash– The DeLorean Story”
is a documentary that explores the
brand’s story and the man behind
it John DeLorean.
The DeLorean Motor
Company was an American
automobile manufacturer
founded in 1975 in
Northern Ireland.
In 1981 production began for
DeLorean DMC-12. A car that was
supposed to be safe, long lasting
and sustainable.
It’s iconic look with gull-wing
doors hyped up the car to masses.
Because of the cars shoddy
performance, DeLorean produced
fewer than 9000 cars and filed
for bankruptcy. Although the car
was a failure, it left a mark with its
innovative design and is known
101. The Concorde
“Where else in tech do you have
a capability and then you go
backward? It’s kind of crazy on the
face of it”
- Blake Scholl
Founder of Boom Technology -
102. 50ExamplesofCorporations
ThatFailedtoInnovate
102VALUER+
The Concorde was a British-
French turbojet-powered
airline that closed its doors
in 2003. An airline founded
in 1976 used to have one
of the fastest and greatest
designed aircraft.
Even though the total flight
time to cross Atlantic was less
than four hours, its high energy
consumption forced airline
companies to look for better
options. It didn’t help that the
Concorde was also incredibly
noisy. Blake Scholl, the founder of
Boom Technology says:
“Where else in tech do you have
a capability and then you go
backward? It’s kind of crazy on the
face of it”
Due to all the technical flaws and
financial challenges The Concorde
flew its last plane in 2003.
Every few years, there’s talk of
bringing back the Concorde,
but nobody has taken up the
challenge as of yet. Vox put out
an incredibly interesting miniature
documentary, What happened
to the plane that could cross the
Atlantic in 3.6 hours? Why did it
fail?
Interesting Engineering breaks
down in an article “The Real
Reason Why the Supersonic
Passenger Jet Failed.”
103. The Daily
“The Daily was a bold experiment
in digital publishing,” News Corp.
Chief Executive Rupert Murdoch said
in a statement. “Unfortunately, our
experience was that we could not
find a large enough audience quickly
enough to convince us the business
model was sustainable in the long
term.”
- Dawn C. Chmielewski
Los Angeles Times’s Contributor -
104. 50ExamplesofCorporations
ThatFailedtoInnovate
104VALUER+
Dawn C. Chmielewski explains
“Why the Daily failed: A
Postmortem.”
The first digital iPad-only
newspaper launched in
2011.
It featured flashy graphics,
video and new ways for readers
to interact with the content.
Readers were only able to access
the newspaper through a paid
subscription through the iTunes
store. The revenue The Daily
gained was split between Apple
but that model was unsustainable
and after less than two years, The
Daily shut down.
Rupert Murdoch, a media mogul,
said in a statement:
“From its launch, The Daily was
a bold experiment in digital
publishing and an amazing vehicle
for innovation. Unfortunately, our
experience was that we could not
find a large enough audience
quickly enough to convince us the
business model was sustainable in
the long-term.”
105. Nortel
“Canadian telecom giant Nortel
collapsed because of losing the
confidence of its clients amid a
culture of “arrogance and hubris.”
- CBC News -
106. 50ExamplesofCorporations
ThatFailedtoInnovate
106VALUER+
Their research and development
team had fallen behind and the
business began to decline because
of broadband and VoIP.
Plus around the year 2000 Nortel
had misstated their financials,
which wasn’t discovered for a
number of years, bringing them to
a downfall. In 2009 the company
filed for bankruptcy.
Jamie Sturgeon’s take on where
Nortel went wrong.
Nortel was a multinational
telecom and data
networking equipment
manufacturer.
The company had a vision that
voice, data, and images would
extend to every person and device
in the world. The Leaders were
blamed for fraud and fired in
2004 and by the time a new CEO
took over it was already too late.
107. 50ExamplesofCorporations
ThatFailedtoInnovate
107VALUER+
About Us
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