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Hindustan Machine Tools: Nokia

Hindustan Machine Tools was successful in the 1980-90s due to its focus on mechanical watches but later lost market share. It lacked innovation and was unable to keep prices low as customer preferences changed and international competition emerged in 1991. This led to its closure in 2016. Nokia's failure was due to its inferior technology compared to Apple, arrogance among top managers, a lack of vision, and organizational fears that prevented managers from acknowledging problems or making changes. Kodak's digital photography technology was a disruptive innovation that it failed to capitalize on, despite inventing the technology. Management was unable to see digital photography as a threat to its film business for decades, leading to its long

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Kamakshi Khanna
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44 views3 pages

Hindustan Machine Tools: Nokia

Hindustan Machine Tools was successful in the 1980-90s due to its focus on mechanical watches but later lost market share. It lacked innovation and was unable to keep prices low as customer preferences changed and international competition emerged in 1991. This led to its closure in 2016. Nokia's failure was due to its inferior technology compared to Apple, arrogance among top managers, a lack of vision, and organizational fears that prevented managers from acknowledging problems or making changes. Kodak's digital photography technology was a disruptive innovation that it failed to capitalize on, despite inventing the technology. Management was unable to see digital photography as a threat to its film business for decades, leading to its long

Uploaded by

Kamakshi Khanna
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Hindustan Machine Tools

1953 govt introduced


1961 diversified... watch
1980-90s market share very good
Mechanical watch, analog and quarts... (Focused mainly on mechanical)
Titan in 1984- focused modern and fashionable made quarts
Customer preferences changed
Lacked innovation
Prices continued to be high
1991 International market opened worsening the situation and finally shut down in 2016

NOKIA
Nokia’s technology was inferior to Apple’s;
The arrogance among top-level managers;
Lack of vision.
Nokia suffered from organisational fear;
The organisational fear was grounded in a culture of temperamental leaders and frightened
middle managers;
The middle management was scared of telling the truth because they feared being fired;
Top managers were afraid of the external environment and not meeting their quarterly
targets;
Executives were afraid to publicly acknowledge the inferiority of Symbian, Nokia’s operating
system;
They knew it would take several years to develop a better operating system that could
compete with Apple’s iOS;

KODAK
There are few corporate blunders as staggering as Kodak’s missed opportunities
in digital photography, a technology that it invented. This strategic failure was
the direct cause of Kodak’s decades-long decline as digital photography
destroyed its film-based business model. Kodak management’s inability to see
digital photography as a disruptive technology, even as its researchers extended
the boundaries of the technology, would continue for decades.

HindustanAmbassador
1957 introduced - 2014
Late 80s no 1 selling car
1990 foreign investors entered and demand decreased
By 2010 reduced to taxi, govt officials also didn't prefer ambassador
Never updated the model just some cosmetic updates
Only 2200 sold in 2014
Investors backed off
Mitsubishi backed off
Hindustan motors shut down completely after that.

BlackBerry

Didn't innovate fast enough


Couldn't grow consumer sales
Didn't focus on consumer but on enterprise
Focused too much on OS.
Rather admitting defeat, they continued to believe
they can make a comeback even when the evidence
was against them
Doordarshan
 With the growth of DTH (direct-to-home) operators in rural markets, FTA channels have
opened up a plethora of quality entertainment options to viewers. This has further reduced
the time spent on DD. As a result, advertising on DD has been shrinking over the years.

With the gradual entry of private companies in the broadcasting business


beginning 1991, Doordarshan has faced stiff competition over the years. Of late,
both its revenues and viewership have seen a steep decline.
Private television channels, on the other hand, had been providing a lot more
variety with genre-dedicated channels. They easily experiment with their
programming, which is not the case with Doordarshan as it is a state-controlled
broadcaster, Doordarshan's programming is hopelessly outdated, forcing even
dedicated viewers in rural strongholds to migrate to cable TV or free DTH, offered
ironically by Doordarshan. There are now just about 10 million terrestrial homes
in the country, ones that get only Doordarshan programmes
DD has worked closely with certain external agencies and consulting firms for
marketing solutions and also has a commercial division to manage advertising
revenues. But due to low ad rates and lack of marketing specialization, revenues
continue to decline..
Doordarshan management has no clue about world , they are driven by sheer
innertia. Some think Doordarshan produced great serial inhouse . I doubt what
ever the great it telecasted once were made by outsiders . Doordarshan was that
time also inhouse produced mostly less famous drama or talk shows. That is the
reason no copy right for many famous serials.Better sense prevail soon .
Lethargic technocrats and boastful but useless officers should be weed out.
Many of the redundant setups should be wind up and futuristic plan like social
media relevance of pure animation based program should be launched. Many of
the useless local channels should be sold out of closed . Program production
should bf centralised and smaller but useless center's should be vacated and
closed.

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