Un motiv bun să nu te abonezi la orice start-up sub soare

E doar un punct de vedere, dar întâmplător e un punct de vedere care mi s-a întâmplat și mie.

A decade ago, I joined one of the early social networking sites, Friendster, which struggled to find a business model and eventually collapsed as users migrated to MySpace. In the intervening years, Friendster’s brand, intellectual property (including some seminal social networking patents), and most important, user data from millions of people, were broken up or changed hands.

Now, eons later (in Internet time), Friendster lives on as an online gaming company aimed at Southeast Asian youth. I might have eventually discovered this fact by keeping up on technology news, but one day last year, my inbox started to fill up with Friendster marketing messages for the first time in years.

I realized that my long-forgotten decade-old profile data had been sold, without my knowledge or permission, to a company I’d never heard of in Asia. And I could do nothing about it.

It’s far easier for each of us to simply forget and neglect all the random sites and services we’ve signed up for than to keep up with the innumerable changes to opaque terms of service and privacy policy documents, or monitor every merger and acquisition of every company that makes something we use. In fact, to do so would basically be a full-time job, and an excruciatingly tedious one at that.

Why I’m Quitting Instagram

Burberry in Taipei

Mi se pare genial conceptul – și am descoperit între timp că Burberry cheltuie cam 60% din bugetul de marketing pe digital. Nu e singurul motiv pentru care au succes la nivel mondial, dar între timp cealaltă companie britanică care îi era concurent direct – Aquascutum-  intră în insolvență. Să luam aminte; nu e timp să stai pe gânduri.

Și un citat, destul de relevant:

“Technological disruption is the equivalent of a meteor strike from outer space. The victims should have seen it coming but they were too busy looking at the competitor across the street to look at the flaming rock coming down out of the sky.

There are obviously nuances and specifics in each case; however, there are also commonalities. First, the doomed didn’t really understand their core value proposition. They woke up every morning and did things without understanding which of those activities were important to their consumers. As a result, their planning process only looked at linear projections of the future with marginal changes.

These companies almost always overestimated their customers’ loyalty. They thought they were getting an A, and, in reality, were getting a gentleman’s C. The new match for brands is that you’re only as good as the net difference between the consumers that love you and the consumers that hate you.”

The unexpected demise of great brands