Who po

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  • Publicado : 15 de noviembre de 2011
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Polaroid never had a business plan according to its growing path. They had the technical knowledge, they had the money to invest, and they made unique products. So what happened?

Business culturePolaroid did not start with a CEO with business or management knowledge. And he only focuses on the product, not in the company structure or in a 10-year plan or many other resources for the companyto grow in a proper order. Their first 30 years went like this. So after 30 years, is it possible to a company to transform and start having an entrepreneurial culture? People from inside the companyobviously did not have the background to do that. They all watched Dr. Land and learned from him. So after 30 years of non-entrepreneurial leadership, the only thing that they would have had to do wasor to find a CEO outside the company, one that could focus on this issues, or to promote a CEO from inside the company, but with a proper board of consultants. They did not do anything like that.Product launching
Another critical issue is that Polaroid always wanted to sell products with their own technology. They did not see where the industry was going. In the first 30, 40 years, that wasokey. But when cameras evolved, they always launched their own product, they did not use or copy other competitors products. So if everyone is going somewhere, why would you always try todifferentiated? There are other ways to differentiated from the rest of the competitors, but if you are always launching new products, new technology, when the market just accepted a new one, you are going tolose money.
On the other hand, they launched products that were very different from each other. And they were all in the same company, having different markets and different strategies. They should haddivided them so that one part of the company focus on B2C products and the other one in B2B products.

Polaroid is a sad story. It was a $2.3 billon technology company, and just for no...
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