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Businesses I predicted would fail

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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