Qualcomm Unleashes the Dragon - Saurabh Bajaj - Rady Business Journal, 2013Saurabh Bajaj
An analytical, research-based case study that explores shifts in Qualcomm's marketing strategy. This article highlights Qualcomm's shift to consumer marketing.
Qualcomm Unleashes the Dragon - Saurabh Bajaj - Rady Business Journal, 2013Saurabh Bajaj
An analytical, research-based case study that explores shifts in Qualcomm's marketing strategy. This article highlights Qualcomm's shift to consumer marketing.
Why do business platforms beat products every time? This is my keynote at EMERCE eDay. We cover changes in global brands, how feedback effects work, how innovation is different, and examples of coming platforms.
Fjord's first annual mobile trends. Compiled by Christian Lindholm and team.
Fjord creates new digital services. Our clients include leading global companies such as Nokia, The BBC, and Yahoo.
Learn more at www.fjordnet.com
Fjord's second annual mobile trends. Compiled by Christian Lindholm and team.
Fjord creates new digital services. Our clients include leading global companies such as Nokia, The BBC, and Yahoo.
Learn more at www.fjordnet.com
Why do business platforms beat products every time? This is my keynote at EMERCE eDay. We cover changes in global brands, how feedback effects work, how innovation is different, and examples of coming platforms.
Fjord's first annual mobile trends. Compiled by Christian Lindholm and team.
Fjord creates new digital services. Our clients include leading global companies such as Nokia, The BBC, and Yahoo.
Learn more at www.fjordnet.com
Fjord's second annual mobile trends. Compiled by Christian Lindholm and team.
Fjord creates new digital services. Our clients include leading global companies such as Nokia, The BBC, and Yahoo.
Learn more at www.fjordnet.com
Big Bang Disruptions throw many enterprises out of business. Enterprises need to have a strategy to face these disruptive innovations. In this presentation we will go over some such disruptive innovations happened in the past to understand what it is and how some companies have faced these disruptions successfully. We sill also have a look at some of the potential disruptive technologies that are in the making.
This presentation was first delivered at the Monthly Meeting of ISACA, Chennai Chapter.
Business Analysis & The Impact of Disruptive TechnologiesChristian Kobsa
By the year 2050 the world we live in will be significantly different from now. Not only do technological changes continue to occur, but the rate at which these changes happen is accelerating. In addition, many of the new technologies will revolutionize the we work, socialize and live our lives.
The rules of the game have changed
The way goods are produced today is completely different, and so are the goods produced.
With the new trend in technology, consumers can now influence design and control production, and manufacturers are now able to adapt quickly to specific consumer demands.
This shift is particularly exciting for consumers who are able to see the results of their input taken into consideration.
Gone are the days for manufacturers who may be threatened by consumer feedback. Today the technology exists for the development and creation processes to engage consumers earlier to poll for their ideas and opinions. Consumers can become a part of the development process.
The evolution lead manufacturing to face other new challenges such as mass-customization, sustainability and 3D printing . Thus, factories have to be adapted and smarter to improve the consumer experience. Internet of Things, Big Data analytic and remote control are one of the key factors and must be supported by an efficient business process management to connect machines and real time data together. Then, OEMs will be able to answer glocal needs and lower time-to-market, cost while producing high quality products and/or services. Those who embrace this approach are ready to enter the 4th Industrial Revolution.
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.
Five years ago, Research in Motion, maker of the BlackBerry, was o.docxvoversbyobersby
Five years ago, Research in Motion, maker of the BlackBerry, was one of the most acclaimed technology companies in the world. The BlackBerry dominated the smartphone market, was a staple of the business world, and had helped make texting a mainstream practice. Terrifically profitable, the phone became a cultural touchstone—in 2006, a Webster’s dictionary made “CrackBerry” its word of the year.
These days, it seems more like the SlackBerry. Thanks to the iPhone and Android devices, R.I.M.’s smartphone market share has plummeted; in the U.S., according to one estimate, it fell from forty-four per cent in 2009 to just ten per cent last year. The BlackBerry’s reputed addictiveness now looks like a myth; a recent study found that only a third of users planned to stick with it the next time they upgraded. R.I.M.’s stock price is down seventy-five per cent in the past year, and two weeks ago the company was forced to bring in a new C.E.O. The Times wondered recently whether the BlackBerry will go the way of technological dodoes like the pager.
The easy explanation for what happened to R.I.M. is that, like so many other companies, it got run over by Apple. But the real problem is that the technology world changed, and R.I.M. didn’t. The BlackBerry was designed for businesses. Its true customers weren’t its users but the people who run corporate information-technology departments. The BlackBerry gave them what they wanted most: reliability and security. It was a closed system, running on its own network. The phone’s settings couldn’t easily be tinkered with by ordinary users. So businesses loved it, and R.I.M.’s assumption was that, once companies embraced the technology, consumers would, too.
This pattern—of winning over business and government markets and then reaching consumers—is a time-honored one. The telegraph was initially taken up mainly by railroads, financial institutions, and big companies. The telephone, though it became popular with consumers relatively quickly, was first used principally as a business tool. The typewriter’s biggest users were offices. The Internet originated in the military-industrial complex, and first found an audience among academics and scientists. The personal computer, though popular with hobbyists early on, came to market dominance only once I.B.M. introduced models targeted squarely at businesses. Historically, new technologies have been very expensive—when phone service was introduced in New York, it cost the equivalent of two thousand dollars a month—and so early adopters have generally been companies that could make (or save) money by using them. (It’s telling that the biggest exception to the business-first pattern was television, where the business applications were less obvious.) In 2006, it looked to R.I.M. as if the story of the smartphone market would echo the story of the telegraph.
It didn’t. In fact, even as the BlackBerry was at the height of its popularity, we were entering the age of what’s ineleg ...
The need of innovation and knowledge as the most valuable asset in the processKoenraad Seys
The pressure is on innovative capacity. Everybody agrees. Trends indicate shorter product or service life cycles. Customer satisfaction is short lived. Earlier than ever they want something new. Building on experience or a long lasting competitive advantage is less an option. However innovation can only be realised and delivered with a motivated team of knowledgeable people having sufficient entrepreneurial blood so they want to go and explore. They will explore the fundamental needs of existing and potential customers, but also their capacity to be creative and learn new skills and techniques and optimise team interaction. Younger employees tend to have higher education than previous generations. They are skilled in new technology however lack experience.
Learning and knowledge exchange or sharing patterns will need an upgrade. Not only is experience still an asset, existing workforce will need to work longer careers than previous generations. Increasing age and life expectance, decreasing numbers of younger people will require all of us to make longer careers. Understanding added value of all team members will become key differentiator for teams, groups and companies to maintain their market postion. We summarised the reasons for investing in innovation, knowledge creation sharing and new approaches to come to products and services in a slide doc stuffed with facts and figures about the need for investing in what is most probably the strongest sustainable asset you will ever have.
I am student
University Name Federal urdu univesity Islamabad
About Nokia company
Why nokia company fail in the market?
My way of research project case study
Nokia- Microsoft alliance in the smartphone industry CASE StuD.docxhenrymartin15260
Nokia- Microsoft alliance in the smartphone industry
CASE StuDy
The Nokia-Microsoft Alliance in the Global Smartphone Industry (circa 2011)
The Nokia-Microsoft strategic alliance was announced in early 2011 to cooperate in the de- velopment of smartphones. The Wall Street Journal wrote: “Nokia calls Microsoft for help.”1 The Financial Times observed: “Elop jumps into the arms of former boss.”2 The alliance was specifically initiated by Stephen Elop, an ex-Microsoft executive who had worked with Steve Ballmer, CEO of Microsoft. No wonder Nokia hired Elop to become its CEO in 2010. This was a calculated move by Nokia to grow in an industry that carried good prospects for the future. In addition, Elop’s expertise was in the software sector, where Nokia wanted to venture into the future. Both companies needed a partner to expand in an industry that was in a growth mode. Besides this, Nokia was particularly vulnerable because of its losing market share and because Apple’s iPhone was growing in the U.S. and global markets. Microsoft was interested in Nokia because of its long-term interest regarding introducing Windows phone technology/software. Since Nokia continued to be a global player in the cell phone industry, it made sense to create a corporate tie-up that aimed at global expansion for both companies. Success of Apple’s iPhone was another factor in seeking a long-term alliance in a market that has grown multifold in the global mobile phone market.
In 2012, Nokia was the largest manufacturer of mobile phones and other telecom gear in the world with revenues of $55 billion and a market capitalization of $19 billion. Microsoft, on the other hand, was the largest software maker in the world and generated revenues of $69 bil- lion. The company carried a healthy market capitalization in 2011 that stood at $266 billion.3 By being a cash-rich company, Microsoft was able to inject a sizable amount of money in the alliance. As of February 2012, a closer look at the alliance reveals that both companies’ plans worked well. Nokia has released a new series of mobile devices, called Lumina, with Microsoft’s Windows technology. At the same time, Nokia continues to lose market share in the global mobile industry because of its aging technology (“Symbian”). Google’s Android is a clear winner because of high demand, followed by Apple’s iPhone. Google has done well since its acquisition of Motorola’s Mobility.4 Value Line in 2012 wrote: “Nokia’s operating results continue to deteriorate; the transition of the smartphone is under way; over time, Windows Phone will be the software driving Nokia’s upscale handsets.”5 Although Nokia was always the market leader in mobile technology, its anemic strategies in the global market indicate that the company is losing steam in the mobile phone industry. The situation is the same with Research in Motion’s Blackberry, which continues to lose market share in global markets. Just a few years ago, Blackberry was the main play.
Few names from history inspire such immediate and emphatic revulsion as that of Nazi leader Adolf Hitler. His hands are stained with the blood of millions killed in the devastation of the Second World War and the horror of the Holocaust.
But Hitler was not born a brutal tyrant, he became one. Explore Hitler's life and discover the road that led to destruction.
Rapid urban and industrial growth demands more land for further development, to meet this demand land reclamation and utilization of unsuitable and environmentally affected lands have been taken up and converted to useful ones by adopting one or more Ground Improvement Techniques
The basic intention of this presentation is to help the beginners in GIS to understand what GIS is? It is a simple presentation about GIS, i mean an introductory one. Hope anyone finds it useful.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Illustrative examples of how inability to anticipate or adapt new technology have affected companies temporarily or permanently
1. Illustrative examples of how inability to anticipate or adapt new
technology have
affected companies temporarily or permanently
Presentation by:
Pattan Imran Khan
P401115FGS270
M.TECH GIS
NIIT University
2. In the business world, it doesn’t matter if we as a firm were first, and are currently
on top. What matters is our agility to adapt to changes in market dynamics and
new technology.
If we look at the list of companies that made the very first Fortune 500 list in 1955,
more than 90 percent have been bought out by other companies, gone bankrupt,
shrunk in size or simply gone out of business. These companies failed to re-invent
themselves.
Dinosaurs are an apt and widely used metaphor today. After all, if a firm can’t or
won’t adapt, it’s straight to the dustbin of business oblivion. A business enterprise is
not totally dissimilar from a dinosaur, ignore rapidly changing circumstances, and a
leader authors his or her company’s demise. Adapt to rapid changes better than your
competitors and you’ll make great strides.
3. Today, innovation drives developments in microelectronics, optical fibre, the
Internet, wireless communication, genetic engineering, space-age materials,
lasers, electronic money and payments, empowerment, just-in-time inventory
systems and joint venturing. The way in which business is done is turning upside
down overnight.
Extending this analogy to the business world, many companies fail to adapt to an
evolving environment, especially when that evolution is caused by technological
change, which can threaten their very survival in the process.
For instance, Kodak was forced to enter bankruptcy reorganization as a result of
its failure to adapt to the digital photography revolution, while the rapid rise of
the iPhone cost Nokia its prominence in the market.
4. Some companies do, however, manage to survive, or even prosper, despite a
radical change in their business environment. This leads us to the fundamental
question: What differentiates the companies that fail to change from others that
successfully adapt?
During times of technological upheaval, the ability of companies to integrate
internal and external knowledge is crucial for survival. Those companies that can
successfully achieve this integration will not only survive but also enhance their
competitive position.
A common misperception is that technological upheavals spell doom for leaders
of the previous generations of technology.
5. But with an appropriate strategy, companies can maintain, or sometimes even
enhance, their competitive positions during technological revolutions. For every
Kodak, which failed to adapt, there is a Canon, which successfully handled the
challenges posed by such upheavals.
There are a few, but many of the world's top companies in 1985 have foundered,
shrunk, grown obsolete, or been acquired by rivals that grew stronger. General
Motors and Ford, the world's two biggest carmakers in 1985, spent the last
decade in a dizzying tailspin, bleeding cash, losing market share, and struggling to
turn themselves around.
Even resurgent titans like Apple and IBM stared into the abyss of irrelevance and
made painful changes before clawing their way back to the top.
6. With today's rapid technological change, companies rise and fall faster than ever
before. The list in the subsequent slides represents companies that were once the
most innovative in their industry, then lost their edge (temporarily or
permanently). Here are the firms that enjoyed enviable success, followed by
unenviable stumbles:
7. Eastman Kodak
The Eastman Kodak Company, commonly known as Kodak, is an American technology company that concentrates
on imaging products, with its historic basis on photography.
For nearly a century, no company commercialized the camera as successfully as Kodak, whose breakthroughs
included the Brownie camera in 1900, Kodachrome color film, the handheld movie camera, and the easy-load
Instamatic camera.
Image Source: Google Images
8. But Kodak's storied run began to end with the advent of digital photography and all the printers, software, file
sharing, and third-party apps that Kodak has mostly missed out on.
Since the late 1980s, Kodak has tried to expand into pharmaceuticals, memory chips, healthcare imaging,
document management, and many other fields, but the magic has never returned.
Its stock price is now about 96 percent below the peak it hit in 1997.
Image Source: Google Images
9. Blockbuster
Blockbuster, was an American-based provider of home movie and video game rental services through video
rental shops, DVD-by-mail, streaming, video on demand, and cinema theater.
Image Source: Wikipedia
10. This video-rental chain survived the transition from VHS to DVD just fine—but then failed to adapt to the next
big change.
Blockbuster remained flat-footed when Netflix started sending videos through the mail, cable and phone
companies started offering video-on-demand, and Red box started renting videos for a buck a night through
vending machines.
Now that video streams through computers and phones, Blockbuster's conventional retail outlets seem
hopelessly outdated.
The firm is closing hundreds of stores, working off debt, and copying some of its competitors' moves, with a
fighting chance to catch up. But it's now chasing its industry instead of leading it.
Image Source: Google Images
11. Motorola
Its first big success came with car radios, which led to two-way radios, which eventually led Motorola to build
and sell the world's first mobile phone.
Image Source: Google Images
12. Motorola dominated that business as recently as 2003, when it introduced the trendy Razr, the biggest-selling
mobile phone ever at the time.
But Motorola failed to focus on smartphones that can handle E-mail and other data, and rapidly lost share to
newcomers like Research in Motion, Apple, LG, and Samsung.
Motorola was vanquished so swiftly that its cell phone division became a perennial money-loser and the firm
announced plans to spin it off into a separate company, allowing the core Motorola to focus on networking
equipment and a few other areas.
Image Source: Google Images
13. Dell
Back when IBM and Hewlett-Packard still sold most of their products through stores, Dell had a different idea:
Cut out the middleman and sell directly to consumers.
When the Internet arrived, Dell took off and competitors got whiplash trying to keep up with its skyrocketing
sales. But a decade later, Dell faltered as mobile devices began to displace PCs, cheap Asian machines cut into
profitability, and big customers began to demand end-to-end service, not just hardware.
Dell has countered with mini-laptops, smartphones, and other trendy products, but it's now following the pack.
Image Source: Google Images
14. Sony
Not long ago, the Walkman was as ubiquitous as the iPod is today, and Sony dominated the market for TVs,
cameras, video recorders, and many other consumer electronics.
But as Sony became a huge conglomerate with film and music divisions, it lost leadership in many of its core
product lines.
What tripped up Sony and some of its competitors was the move from hardware to software, which put the
emphasis on the brains of the device rather than the circuitry. As a result, faster-moving competitors like LG,
Samsung, Apple, and the various makers of cell phones—which of course come with cameras these days—have
outpaced this old-school innovator.
Image Source: Google Images
15. Sony's reluctance to develop a competent digital Walkman left an opening for the iPod.
Image Source: Google Images
16. Sun Microsystems
Lucky timing only lasts so long. This computer startup began building high-end servers just as the computer
revolution was revving up, and it foresaw the virtues of networking and universal software that could run on any
computer.
Its Java programming language, introduced in the mid-90s, became an industry standard just as the Internet
arrived, helping make Sun an industry giant by the late 1990s.
Image Source: Google Images
17. But the dot-com bust wiped out many of its customers and changed the way companies meet their technology
needs.
As PCs became more powerful, fewer big customers needed Sun's costly servers, and Sun spent most of the last
decade downsizing and retrenching. With Sun's market value just a fraction of what it had once been, Oracle
bought the company on January 27, 2010.
18. Nokia
Once the world's biggest mobile phone brand, the Finnish company had all but faded into oblivion as
smartphones - led by Korean giant Samsung and Steve Jobs' Apple - captured the market while Chinese
companies also made headway with devices running on Google's ubiquitous android.
Image Source: Google Images
19. After dominating the market in the late 1990's and early 2000's, Nokia had failed to keep pace with the
changing technologies and tastes in the mobile handset market and its devices business was sold to Microsoft
in 2014 that introduced phones running on its Windows OS, that too failed to excite buyers.
Nokia announces a return to the smartphone market for 2017, will be powered by Android.
Image Source: https://twitter.com/androidpolice?lang=en
20. Blackberry
Its failure to adapt quickly enough to changing technology & consumer taste with the rise of iPhones and
Android-based smartphones led to Blackberry’s demise.
Once at helm of the smartphone industry, Blackberry’s market share is now only about 3%.
Image Source: Google Images
21. Yahoo
When Web search and aggregation were still virgin territory, the pioneering Yahoo tried to charge for services
like E-mail and file sharing, while upstart Google offered everything for free.
Customers flocked to Google, which surged to a commanding lead in search that it still holds.
Yahoo still grew into a huge Web portal, with strong sports, financial, and news coverage that generates
billions in advertising revenue, but it also drifted into job-hunting services, video streaming, original
entertainment, and other ventures it has since sold or folded.
Image Source: Google Images
22. And Yahoo's snub of a $45 billion buyout offer from Microsoft in 2008 looked like a huge gaffe, since Yahoo's
market value had fallen to a scant $19 billion or so.
CEO Carol Bartz arrived in 2009 with a mandate to clarify the company's focus and amp up profitability.
One of her first moves: a partnership with old suitor Microsoft meant to increase revenue for both firms
without the tension of a buyout. But, nothing has gone in favor of the latter as it delivers its core assets to
telecom giant Verizon for $4.8 billion, a fraction of its peak market value of $125 billion at the height of the
dot-com boom.
23. Apple
Apple, which in 1997 was just 90 days from bankruptcy.
Steve Jobs, older and wiser than when he had been fired from it, came back, used his industry connections
(particularly Bill Gates) to get the company stable and began building the company back up.
The iPod, originally conceived as a device to make people buy more Macintosh computers, instead turned into a
huge product line in itself.
Image Source: Google Images
24. But by 2005, Jobs recognized that making iPods wouldn't be enough: modern phones would soon be able to
store just as much music as a cheap iPod, and make phone calls too. So he set Apple's designers and engineers
to making a phone.
If Apple hadn't shifted from making iPods to iPhones – what startup companies call a "pivot", meaning a shift in
business focus – then it would have been erased: the Mac and iPod business together generated about $6bn in
Apple's most recent quarter, less than half that of Google, and one-third that of Microsoft.
Image Source: Google Images
25. Conclusion
The most immediate takeaway from the fall of Kodak is clear: don't be afraid to
cannibalize your own business in the name of progress.
This is seen time and again in the digital revolution: Sony's reluctance to develop a
competent digital Walkman left an opening for the iPod.
Blockbuster laughed off Netflix in the early days, then went bankrupt when it
couldn't compete with its web-based competitor.
And iPads may be eating up some Mac sales, but Apple's bottom line is stronger
than ever.
26. But Kodak's inability to make any of its products stand out over the last decade is
demonstrative of an overall reluctance to innovate. Certainly, if we asked Kodak
executives in the early 2000s if they were committed to innovation, they would
have answered yes, but real innovation requires risk and vision. You don't kill all
Wi-Fi cameras just because the first model got a lukewarm response from the
market -that is, if you really believe in the core idea.
The story of Kodak's downfall is an affirmation that true innovative spirit is much
more often found in smaller companies and startups rather than old-school
behemoths of yesteryear. As Kodak has shown, if you do nothing but play it safe,
the cost just to stay in the game will whittle you down until you've got nothing
left.
Agility = the ability to be quick and graceful
Metaphor = figure of speech; a figure of speech in which a word or phrase is applied to an object or action to which it is not literally applicable.
Oblivion = the state of being unaware or unconscious of what is happening around one; darkness
Strides = pace, steps; a step or stage in progress towards an aim
Analogy = similarity
Upheaval = a violent or sudden change
Foundered = Sink
Obsolete = out of date
Tailspin = a sudden collapse into failure or confusion
Resurgent = reviving after a period of little activity, popularity, or occurrence