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Businesses I predicted would fail

published by Yvan on January 15, 2015 - 11:23am

Name	Date of Prediction	Date of Failure	Reason for Prediction	Destiny
Blackberry	2007	2013	RIM decided to focus on the saturated consumer market and ignore its enterprise market. I sold my shares for a tidy profit.	Less than 2.3% market share and $6 billion loss in 2014.
Eaton's	1992	1997	No focus, decline of department stores, overpricing, poor marketing choices, understaffing, closure of key departments.	Bankrupt and acquired by Sears
Zellers	1994	2011	Entry by Walmart into Canadian market, poor inventory control, inconsistent brand, degredation of physical stores, poor upkeep of displays	Liquidated, real estate bought by Target.
Target	2011	2015	Chose to enter Canadian market at time when Zellers failed and Walmart thriving, no e-commerce, poor online presence, poor market research, failure to replicate US stores in Canada.	Ceased all Canadian operations.
Sears	1997	waiting	Competition between catalog and in-store sales. Confusing e-commerce strategy, decline of department stores, understaffing, fragmented business strategy.
General Motors	1995	2009	Brand fragmentation, poor choices in product line.	Filed for bankrupcy protection in 2009. Discontinued failed brands.
Syquest	1995	1998	Slow reaction to success of Iomega Zip drive	Bankrupt and acquired by Iomega
Quark	1999	debateable	Lack of innovation, leaving a captive market for Adobe InDesign, failure to release OSX version of product until 2003 (two years too late), overpricing.	Went from 95% market share to immeasureably small.
Apple	1999		PC market share falling from 10% rapidly, fragmentation of product line, poor licensing choices.	I got this one wrong. One word: iTunes. The dollar-a-song model reestablished revenues that funded the R&D for iPhone and rescued the recording industry.

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