willie_901
Veteran
How much of this is bad management as well though?
Just about all of it.
To be fair the tragic natural disasters also played a role... which makes highly flexible, pro-active, forward-looking management even more essential.
I enjoyed using every Nikon DSLR I owned. In ancient tines I had to use AI/AIS lenses because DX primes were limited. I didn't enjoy carrying large heavy DSLR bodies everywhere, but I did (until the X100 and X-Pro 1 appeared). Besides a D200 I owned a D300 and then two D700s. Those are tough cameras that never let me down. I even made some money with them. Nikon's current predicament makes me sad.
In my view Nikon's management basic strategy was to protect their DSLR business. Hindsight shows this was an tragic error.
Their CX sensor experiment failed. This is not to say the CX cameras are bad or inferior. In fact, they are neither. The still-photogrphy market just couldn't support another format line. The success of m4/3 shows the CX idea (compact system with very high IQ). How come Nikon didn't enter the m4/3 business? How come they didn't develop a compact, mirrorless DX product line?
Until recently the Nikon ignored the DX... particularly in terms of prime lenses. How come?
While we don't know if Fujifilm every realized a profit from the X-Series, they did sell a lot of bodies and lenses. Fujifilm's market share does not consist entirely of new photographers or people upgrading from mobile phones. Why didn't Nikon do what Fujifilm did? Fujifilm didn't even bother to develop a complete flash system (which would have been trivial for Nikon). And until very recently the X-Series was not the best choice for action or dedicated landscape photographers (unless the latter opens their wallets for the GFX line).
Protecting a product line is not necessarily a bad idea. For instance Fujifilm, acted to protect the X-Series by skipping the 24 X 36 mm sensor to bring the GFX to market
However, Apple knew the smart phone would eventually decimate their highly profitable iPod product line. We know what they did. Other examples of IT companies cannibalizing highly profitable product lines abound.
The still camera market is becoming a highly fragmented. It is a sum of niches, sub-niches and even sub-sub niches. Nikon is operating as though FX DSLRs are not a niche product. Well, they are.