How to kill a brand

When you read articles such as thisthis, or this, it brings to mind Albert Einstein’s definition of insanity.

This deck is about those brands that have forgotten some of the basic tenets of building great brands. Or even decent ones. Not all the brands mentioned in this deck are dead; some of them are merely dying, while others stood at death’s door (and decided not to knock). But most of them found creative ways to make the same mistakes, over and over again.

Most of the cases presented here are from recent times, except for two or three (a cornucopia of older examples can be found in Matt Haig’s book ). Go here for a great, in-depth read on RIM’s rise and fall.

One final note: Apple has contributed to the demise of several companies in this presentation – Nokia, RIM, Sony, Nintendo… You could say it disrupted their business (each in turn). But it wasn’t what you would call  “classic” disruption – entering a market with a cheaper solution, with fewer features. Quite the opposite – it disrupted from ABOVE.


The Disruptor’s Dilemma

First, go read this.

Think about it. What Paul Graham describes is The Disruptor’s Dilemma – that is, The Innovator’s Dilemma but from the point of view of the disruptor.

Take search, for example. The Google search engine has become a feature-bloated high-end machine. A disruptor would enter with a simpler, smaller, “low-performance” solution. That’s exactly what Graham is describing.

Hope to write more about this in the future 🙂