Download Brand Failures by Matt Haig PDF

By Matt Haig

What do Coca-Cola, McDonald’s, IBM, Microsoft and Virgin have in universal? they've got all introduced new branded items that experience failed - spectacularly and at nice fee.

"Brand Failures" seems to be at how such failures happen. It appears at these manufacturers that experience introduced with the aid of multi-million greenback ads campaigns after which sunk with no hint. Matt Haig recounts vintage examples from each period of branding together with newer model mess ups. The e-book additionally has nice functional worth: each one model situation encompasses a list of "lessons learnt", so delivering "how now not to" suggestion.

Some of the logo failures lined are: Coca-Cola (New Coke), Chevy, Fender, Harley-Davidson, IBM, Microsoft, McDonalds’s, Mr. Donut, Perrier, Pets.com, Quaker, Sony, Tang and Virgin.

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Corfam was, without doubt, one of the most thoroughly researched and developed products of all time. As such, DuPont felt that its prediction that by 1984, 25 per cent of US shoes would be made of Corfam, was a justifiable one. And yet, Corfam wasn’t even around to see 1984, having failed after just seven years. ●● Compete on quality or value. When a product is unable to be the best in terms of either quality or value it faces an uphill struggle to convince consumers of its merits. 45 46 Brand Failures 12 RJ Reynolds’ smokeless cigarettes The ultimate bad idea In 2010 RJ Reynolds was the second largest tobacco company in the United States, announcing itself on its website as the ‘Innovative Total Tobacco Company’.

Anyway, the pre-publicity had initially seemed to work. Car showrooms became packed with curious visitors, desperately seeking their first glance of the car. In the first week of its launch, almost 3 million members of the US public visited Edsel showrooms. The Edsels they saw had a number of distinct features, in addition to the ‘love-it-or-hate-it’ front-end grille. For instance, the car was the first ever to have self-adjusting brakes and an electronic hood release. It also had a very powerful engine for a medium-range car.

All they knew was that it looked ugly and had a name that sounded like ‘weasel’. Furthermore, in an age when all the successful cars had tailfins, the Edsel was finless. According to Bob Casey, curator of transportation at the Henry Ford Museum, this fact meant that the Edsel ‘didn’t quite fit into people’s vision of a car’. In addition to misguided advertising, bad looks and a stupid name, Edsel faced a further problem – it was too expensive. As Sheila Mello explains in her informative book, Customer Centric Product Definition, the launch of the Edsel coincided with a move towards cheaper models: Ford’s decision to highlight the Edsel’s powerful engine during a period when the buying public was gravitating toward smaller, more fuel-efficient cars alienated potential customers.

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