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13 of 13 people found the following review helpful:
How to lose friends and bankrupt people, 31 Dec 2005
Years ago, on Saturday Night Live, there was a Jeopardy skit, and one of the contestants (played by Adam Sandler) answered every question (or questioned every answer) the same way: "Who is the marketing genius who came up with this one?" (or something akin to those words). I thought about that old SNL sketch many times as I read through this fascinating book. In Search of Stupidity is in many ways a history of the personal computer business and the radical changes that have taken place over the years. All manner of companies have crashed and burned during this time. Big Blue nosedived from its place of blue-chip royalty, Netscape shot itself in the foot, countless dot.com startups dot.came and dot.went, and a shocking number of other important companies disappeared. After reading this book, one can no longer ask why Microsoft came to rule the roost; Bill Gates made fewer stupid mistakes than his would-be competitors. And, yes, stupid is not too strong a word; it's the only way to describe the suicidal deaths of so many high-tech legends of yesteryear. This book really brought back some memories for me: visions of my old Commodore 64, for example, as well as Coleco's Adam (a system I absolutely lusted after as a kid); it also introduced me to products and services I do not remember. It's amazing to look back now and see just how differently things could have gone in the high-tech business had stupidity not taken down many an important player in the game. At one time, three companies led the way: Microsoft (with its DOS operating system), Lotus (with its spreadsheets), and Ashton-Tate (with its databases) - oh, how things have changed. Merrill R. Chapman was certainly well-placed to chronicle this list of marketing disasters; he worked for some of the companies that collapsed (a voice of common sense crying unheeded in the wilderness), owned an astounding number of early computer systems, and stood there taking the pulse of his peers at many a computer show. Chapman looks at a number of companies here. He shows how IBM blew its chance to really steer the whole future of high-tech by depending solely on its fabled aura of invincibility (as opposed to, say, marketing or making smart decisions) - an aura which was stripped away forever by the introduction of the disappointing OS/2 operating system (which, for example, would not print to anything but IBM printers when it was finally released, well past schedule). Then there's MicroPro, an early leader in the word processing market who (seeing that an upgrade to its successful WordStar line would never make its deadline) stupidly introduced WordStar 2000 alongside it- the fact that these were two separate products with no direct relationship to one another thoroughly confused consumers and forced the company to spend all its time trying to distinguish the two products in the public's mind. That's nothing compared to Ashton-Tate, however, which at one time marketed some five database programs at the same time. (These were the guys behind dBase, which saw itself supplanted by competitors after Ed Esber, perhaps the worst CEO in history, went out of his way to alienate everyone in the dBase community). Oftentimes, these sorts of positioning problems were an after-effect of ill-thought mergers. Not only did this sort of thing confuse consumers, it also created bitter factions within the companies themselves. Ed Esber, by the way, was not the only top dog who couldn't hold his tongue. Netscape's Mark Andreesson did his company no favors with his own seeming inability to stop running his mouth (thereby increasing Bill Gates' determination to crush Netscape like a bug); sacrificing a couple of years to needlessly rewrite the entire code of the Netscape browser in 2000 did the company no favors either, allowing Microsoft to dominate the browser market. Even the successful companies dabbled with stupidity. Even as Intel's Dancing Bunnies cavorted across television screens declaring just how essential the new Pentium chip was, consumers discovered that the glorious new chip could not count, thanks to a fault in its math coprocessor. Microsoft fostered confusion by its "two thoroughbred" ads pushing Windows NT and Windows 95 simultaneously (seemingly unaware of the fact that a horse race can have only one winner), and Gates' maniacal assault on Netscape courted legal trouble from the Department of Justice (as did his vow to continue business as usual after securing a relatively favorable settlement in the company's first legal go-round). Apple, which was seemingly well-placed to dominate the market early on, found out the hard way that labeling potential customers "lemmings" (in a fateful Super Bowl ad) does not exactly win over the hearts and minds of the target audience. Stupidly named products, attempts to sell a brand rather than the product or service itself (remember [...]sock puppet, who is now peddling auto loans), dependence on tradition and "invincibility" instead of sound marketing, evidence of hostility toward developers and the software community in general - all of these stupid mistakes and more are chronicled here in these pages. Here you will rediscover dinosaurs of the early high-tech industry currently residing in multiple landfills across the southwestern United States, and I can assure you that your mind will be blown by some of the suicidal decisions now-defunct companies made. Chapman is an engaging writer, making In Search of Stupidity as entertaining as it is instructive.
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