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  1. #81

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    Quote Originally Posted by wblynch View Post
    I have personally experienced a company shut down an entire division rather than accept a generous outside offer on the assumption that the buyer might make it successful and "embarrass" the sellers.
    Crazy!!

    These kind of stupidities goes all the way back to small companies too, I've been working the last 7-8 years as a consultant for companies with 3-10 people, and sometimes it makes me wonder how things can go so wrong with so few people....
    http://street-photos.net/ | http://felinik.com/ | http://www.facebook.com/jf.felinik

    "The one with the most stuff when he dies wins"

  2. #82
    RalphLambrecht's Avatar
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    they enses up where they are, because that's where they wanted to be, out of the analog business.unfortunately, they missed to be inthe digital business in the meantime.
    Regards

    Ralph W. Lambrecht
    www.darkroomagic.comrorrlambrec@ymail.com[/URL]
    www.waybeyondmonochrome.com

  3. #83
    Steve Smith's Avatar
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    Quote Originally Posted by Felinik View Post
    These kind of stupidities goes all the way back to small companies too
    Most small business owners struggle on for years thinking that success is just around the corner.


    Steve.

  4. #84
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    Quote Originally Posted by DREW WILEY View Post
    Silverglow - I deal a lot with mfg corps and I certainly don't know any that are run by what you describe as liberal-socialist think tanks. Quite the opposite. The trend nowadays is utter CEO totalitarianism. Then that guy stacks the office with MBA's who know even less than he does about
    the business, just to make himself look good. Ever watch, "Rodney Dangerfield goes back to School?"
    Just like that. 75 and hundred year old mfg concerns which has weathered just about every storm
    imaginable don't seem to last more than 6 months to a couple years with a jerk at the helm.
    The trick is to get a good "jerk" at the helm...Steve Jobs was a jerk, but a good jerk ;-)

    But I hear you...having a strong dictator is really bad when that person is stupid.
    Coming back home to my film roots. Canon EOS-3 SLR, Canon EOS 1V SLR, 580ex flash, and 5D DSLR shooter. Prime lens only shooter.

  5. #85

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    Quote Originally Posted by Steve Smith View Post
    Most small business owners struggle on for years thinking that success is just around the corner.

    Steve.
    Yep, and most of the ones I've been working with are dreaming about becoming filthy rich, so much that they somewhat forget what the core values of what they do _actually_ are and stand for...
    http://street-photos.net/ | http://felinik.com/ | http://www.facebook.com/jf.felinik

    "The one with the most stuff when he dies wins"

  6. #86

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    Silverglow - Indeed, the quality of the CEO has a lot to do with the sucess of the company. When
    choosing what manufacturers to represent, an interview with the CEO is often paramount to the
    choices. A good one is not a jerk. He will want to hear issues from potential distributors like me, will
    have a good handle on the quality control chain, and above all, will LISTEN to his own experienced staff. Those kinds are in a distinct minority. A CEO who thinks he is God and terrorizes his own people is an almost certain sign of a company about to get into deep trouble. Unfortunately, these types gravitate toward publicly traded companies and their golden-parachute contracts. That's why, whenever possible, I deal will privately-held manufacturers! And some very big sucessful corporations are privately held. Analogies like Steve Jobs are rather unrealistic in most mfg scenarios. Better to have level heads who have worked their way up thru the system and know the
    ropes. Cutting-edge electronics tech is a little different game, and a damn risky bar fight for Kodak
    to get into unless they carefully sustained their existing income base. They obviously didn't.

  7. #87
    SilverGlow's Avatar
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    Quote Originally Posted by DREW WILEY View Post
    Silverglow - Indeed, the quality of the CEO has a lot to do with the sucess of the company. When
    choosing what manufacturers to represent, an interview with the CEO is often paramount to the
    choices. A good one is not a jerk. He will want to hear issues from potential distributors like me, will
    have a good handle on the quality control chain, and above all, will LISTEN to his own experienced staff. Those kinds are in a distinct minority. A CEO who thinks he is God and terrorizes his own people is an almost certain sign of a company about to get into deep trouble. Unfortunately, these types gravitate toward publicly traded companies and their golden-parachute contracts. That's why, whenever possible, I deal will privately-held manufacturers! And some very big sucessful corporations are privately held. Analogies like Steve Jobs are rather unrealistic in most mfg scenarios. Better to have level heads who have worked their way up thru the system and know the
    ropes. Cutting-edge electronics tech is a little different game, and a damn risky bar fight for Kodak
    to get into unless they carefully sustained their existing income base. They obviously didn't.
    Steve Jobs was a jerk, and despite this fact, his company is the most valuable in the world, and Apple makes the best personal computers, laptops, tablets, and cell phones in the world. Apple is a manufacturing company, by the way, and a highly successful one at that. But Apple is the exception and not the rule.

    This is not to say that Jobs had to be a jerk, or any CEO for that matter, to be successful.

    I think what killed Kodak (really short answer) was top management's lack of passion, lack of hunger, and being out of touch.
    Coming back home to my film roots. Canon EOS-3 SLR, Canon EOS 1V SLR, 580ex flash, and 5D DSLR shooter. Prime lens only shooter.

  8. #88

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    Agreed. Jobs was a pioneer in a whole new industry and maybe a bit of headstrong ego was essential
    to that role. I'm certainly no expert on the history of Kodak, but given my own experience would probably not be out of line summarizing the big picture to the effect that ... Kodak mgt made a huge
    logistical mistake going off in all kinds of directions without properly securing their existing chicken coop and its eggs. Cumulative debt from just too many misadventures at once caught up to them.
    They left the home fort unguarded. They became a jack of all trades and master of none, at least
    from a profit perspective. For most recognizable big brand names, it's a huge risk to try to shift your
    market emphasis. To this day, I'm not sure who Kodak is. I don't think they know either.

  9. #89

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    Quote Originally Posted by DREW WILEY View Post
    Agreed. Jobs was a pioneer in a whole new industry and maybe a bit of headstrong ego was essential
    to that role.
    Having a 'headstrong ego' can be a plus or a minus - you don't hear about companies who's leader had a 'headstrong ego' and was way off track Such an ego has probably destroyed as many companies as it has saved.

    Quote Originally Posted by DREW WILEY View Post
    Kodak mgt made a huge logistical mistake going off in all kinds of directions without properly securing their existing chicken coop and its eggs. Cumulative debt from just too many misadventures at once caught up to them.
    Well into the '90s Kodak had HUGH cash reserves that they squandered on things like the APS system

    Quote Originally Posted by DREW WILEY View Post
    For most recognizable big brand names, it's a huge risk to try to shift your
    market emphasis. To this day, I'm not sure who Kodak is. I don't think they know either.
    I certainly would agree with that.

  10. #90

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    Quote Originally Posted by DREW WILEY View Post
    A CEO who thinks he is God and terrorizes his own people is an almost certain sign of a company about to get into deep trouble.
    I worked at a company like that back in the 80s. They invented the world's first full-page-view word processor. Incredibly fast growth and then the founder/tyrant made a bull-headed mistake and the whole thing started crashing. Eventually, fantasy sales projections were made up to satisfy wall street. These were then fed into the MRP system and so parts were ordered for goods that had no chance of ever leaving the factory. I bailed out just before the emergency turned in to a catastrophe.

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