chapter bangolufsen05

8
READ OUT LOUD THE STORY BEHIND BANG & OLUFSEN SURVIVING IN A NICHE MARKET

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Curious about the entrepreneurial adventure behind inspiring brands, Brand and Strategic Professional Martijn Arets decided to quit his job, hand in his lease car, ignore all uncertainties and follow his dream. For five months, he travelled more than 15,000 kilometres across Europe in a one-of-a-kind 1971 Volkswagen T2 camper van, meeting with the founders, CEOs and brand managers of 20 authentic European brands in what was to prove a unique trip: Brand Expedition. On popular demand, he has bundled the lessons and stories behind 20 appealing European brands such as Lego, Mini, Skype, The Body Shop and Adidas to create Brand Expedition, the book. More information? Check www.brand-expedition.com or send Martijn a Tweet: @martijnarets.

TRANSCRIPT

Page 1: Chapter bangolufsen05

READ OUT LOUDTHE STORY BEHIND

BANG & OLUFSEN

SURVIVING IN A NICHE MARKET

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BEFORE YOU START….

please look into your camera and tell us slowly your name, city and country… Then you can start reading this paragraph out loud… Have fun!

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The competition forces them to continuously perform at a high level. Their independence ensures that they are not held back by any internal office politics.” A logical-sounding, but bold concept that we also see in Alessi.

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Nowadays, design in combination with user-friendliness has becomea hot issue – thanks to the success of Apple. This should create plenty of opportunity for Bang & Olufsen, you could say. “I have a lot of respect for

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the way in which Apple puts fantastic products on the market. Thanks to their explosive growth they are now facing an important choice: should they remain a rebel brand or should they become a mass product?

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Becoming successful is not the greatest challenge; remaining successful is. That applies to us too. Due to our success we chose a path that did not fit in with our core and lost touch with our target group at

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the start of the millennium. Our company suffered. By 2008, we reached a dip and were forced to reorganize and fire 300 employees. We will never make that mistake again.

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