It is easy to think that we live in an age of ‘disaster’. The company and great digital startups talked about that all the time because it made them feel like strangers, even though they feed on consumers like everyone else. But the underlying truth to business is always the same: If you don’t change, you die.
Even the biggest brand company sometimes has to find the edge of failure. He no longer exists. Headway Capital’s new infographic business gathers some close calls in this business. Here we will see its story.
Who do you call when you need to hurry? Even if it’s not FedEx, the name might just go through your brain. FedEx, like Google or Hoover, has become a common name for shipping goods.
This is not always the case. In the early 1970s, the company had a decent start but quickly learned it could not keep up with rising fuel costs. They have 1,000 packages per day to be delivered but no cash flow to do so. Those are just days of disaster. After the weekend, with a $24,000 invoice, founder Frederick Smith created an ‘innovation’ for Las Vegas with the company’s last five splendors.
But only two decades ago, they dictated a factory computer company, well, maybe a little special, but don’t listen to them until you’ve used their products.
And the products multiply. It produced various goods without real “success”, and Steve Jobs immediately saw bankruptcy on the horizon. The solution is good, but its hardware is only as effective as it is. They cut 3,000 employees and narrowed the product to just four articles: two desks and laptops, one for consumers and professionals.
He made it out of problems and allowed him to try something new. The iPod, iPhone, and iPad are every innovation that changes games that harness Apple’s iMac and other successes of the renaissance.
Like Apple, Marvel seems big enough to fail anywhere. Perhaps the same was felt when Ron Perelman bought a company in the late ’80s. But it takes less than a decade to find a company on the verge of bankruptcy.
Only when Marvel ousted Perelman and focused its attention on the cinema business did they have better luck. And it is a slow process. Marvel has tried and failed the cinema business first. This time the solution is a pure crime, but it works. Ultimately, he got a lot of money from Merrill Lynch and started taking a measure that had never happened before. Great movie, expensive that has failed so far. The culture is ready for this. But will the culture get bored with it?
Netflix is one of those companies that’s hard to imagine fighting for. But it made a great investment in a product with a short life, the DVD, and then, when the market blew up, it made some bad decisions.
It is now a wise idea to convert the DVD subscriber base by posting in a video community upon request. But they are not alone with that brilliant idea, which is not enough. So, as Marvel, they realize they need to start their own ‘content’ and mass production.
It seems like a safe option. After homemade videos, DVDs, and online, we can find other ways to watch articles, but we’ll always need a television program. Correct?
Over the past decade, Lego lost business to a few more modern concerns: video games, great movies, etc. They know they can have their cakes, eat them in the film industry (with Warner Bros.), and expand them to toys. State (with Disney). Movies now announce great toys, and businesses win $6 billion every year. Now let’s move on with the times.
The Ford car giant is eating a luxury car brand for breakfast at its peak. But its continuous development cannot survive. In a vacuum, Ford was forced to sell his valuable prisoners as a Jaguar to meet their needs. They returned to the promise, hoping to reorganize and invest in electric cars.
9/11 is the beginning of a very rough patch for Delta. The aviation industry has been disrupted, and its pilots have begun to support their rights. Delta submitted a bankruptcy request in 2005.
But instead of actually disintegrating, the airline company, which began as a harvesting company in the 1920s, found an opportunity to innovate. Zeitgeist took over and began improving customer service. This is the decade when customer service will be everything. They really changed their focus, adding new objectives and expanding their operations in New York. And now they are number one.
Everyone loves Nintendo! They have been gone since 1889; how can they fail now? Well, people move faster than ever, and the taste in video games changes as fast as people can develop it. Go too slowly or invest in losing people; several million dollars make a difference.
This happened on the GameCube and WII-U. Nintendo was plagued by doom in less than half a decade, causing an annual loss of $335 million. Then he took two big risks that proved to be visionary moves: Switch and Pokémon Go. In the end, his innovation mocked the zeitgeist, and Nintendo survived.