Motorola Nokia Nintendo: Rapid fall after the fire

According to foreign media recently reported that the most reliable way to kill a company may be to make it a stunning success. BGR website Contributor Terokuittinen called it: the last blockbuster syndrome. Taking Motorola, Nokia and Nintendo, for example, the analysis explains how the syndrome has led to the demise of the company. What is the last blockbuster syndrome? Typically, in the early stages of a large-scale transformation of consumer electronics, the industry's leader, if at this time, obtains a great success in the old pattern of the past, the success of which will confuse it, introduce it into a comfortable path that chooses not to transform, and lead it to the grave. The case study involved Motorola, Nokia and Nintendo. Motorola Motorola in 2005 in the functional mobile phone competition at once with ultra-thin simple models to win, such as the RAZR series. RAZR is Motorola's final blockbuster product, Kuittinen said, the first white elephant to be born in the first 18 months of the Motorola era (RAZR thin but low) is 30% thinner than the other major rival handsets. The RAZR series has been hugely successful, with 50 million units sold in 18 months. Then the Motorola era was over and the market was ceded to Nokia. Nokia in 2007, Nokia's operating profit was € 5.5 billion (USD 7.3 billion) in 2006, and 8 billion euros (10.7 billion USD) in 2007. Nokia, who became the world's top handset maker in March 2007, unveiled its final blockbuster: N95. N95 seems to be the culmination of Nokia's success. N95 has a 5 million megapixel camera, GPS and other suppliers can not focus on a mobile phone high-end features, Kuittinen evaluation Road N95 is a very advanced mobile phone, small screen with keyboard control, showing the Nokia engineering skills, but also to show Nokia's biggest folly. Three months later, Apple launched the iphone, but Nokia did not look at its opponents. Puzzled by the impressive sales of the 2007-year N95, Nokia did not expect touchscreen handsets to be a bellwether for future mobile phones. Kuittinen said. Finally, Nokia has become a cautionary tale for business disruptions in the industry. Nintendo, who founded the video gaming industry in 2014, had to stay attached to mobile devices to survive in the industry, and now it is beginning to wane. Nintendo's 3DS gaming console sold only 820,000 units in the spring quarter, while global smartphone sales surpassed 200 million in the same quarter. Obviously, Nintendo also suffers from the last blockbuster syndrome. The huge success of 3DS in 2010 and 2011 overshadowed the company's eyes and missed the opportunity to make radical strategic changes and move into the mobile app market, Kuittinen added that during that period, 3DS's annual sales rose from 3.6 million to 13.5 million units. Nintendo once thought it was possible to be unattached to mobile phones andTablet applications, seeking to develop independently. Nintendo's portable gaming mainframe business cannot keep up with the speed of hardware shifts, with hundreds of thousands of games per year in the smartphone industry. But the company may be aware of this now, Kuittinen added, when Nintendo misunderstood the last-minute death of the portable gaming industry as a lasting advantage. Finally, the advice to Facebook, Google and other blockbuster is: Don't take today's advantage as tomorrow's success. This is the essence of the innovator's dilemma. (Internship compilation: Zhaoqi: Chen)