Hasselblad changed hands so many times in the recent decade(s) I lost count. I like to amuse myself thinking of Hassy investors, looking at Leica's recent success going berserk thinking "dammit, why can't we do it?! we got the brand name that we heard was on par..." then dumping it on the next venture capital firm. Now the Ventizz think they got the smarts "guys, Hassie were doing it all wrong. What we need is a consumer-friendly camera that can be marketed as luxury, but be less complex and more accessible than those medium thingamajiggies, object of desire, and to those customers who want to own the NAME that command respect". Aficionados of the world, Medvedevs of photography. Why not? NEX7 is not a bad camera? Slap some bling on it, tasty stuff, becoming of photographic instrument. I hear those photog's on yachts know their camera. Now imagine you're on the Ventizz management team. You've got your targets, you've got business to rescue and turn profitable because you saw the potential, as above. You do your research. What's the market? Photographic blablabla, wait... there is a market that the name like "Hasselblad" should do well because of its legacy. It's occupied only by Leica. Good, less competition. Leica, from marketing perspective, possesses the same attributes as Hassie does. Leica's been doing well recently. So there's a potential. So how should we enter? We need a product. But.. we don't have (funds for) R&D or really any knowhow left. But we do command multiple market researches that point at what category of cameras would be suitable to go to the market with. We called Fuji, the phone was busy. We called (insert a name here), same. Sony answered and for some reason they thought that was an interesting idea at least from testing the market perspective. Why the hell not. So we took NEX7, which should be suitable for our purposes and is reconfirmed by all those market researches and a couple of techie guys we have left in consulting roles. In the same Yellow Pages we found Sony in we found an Italian design firm, which put together a kickass powerpoint presso and was totally in tune with our vision. We got the product, and we got competitive price. And seemingly both are well positioned to compete with Leica on this market. Now, let's sit back and watch those GfK research figures to see where it lends our market share in respect to Leica. We're not aiming for much, 15-20% of their market share should be good for starters. Which would mean 0.00(0)1% of total camera market. We'll see what happens next, coz as of now we have a company that sells 1,500-2,000 cameras per year worldwide, so that's not good. That didn't work. So we need a totally different approach, but being venture capital firm we have no technical experience. What we do have is a knowhow to turn a brand into profitability that is forecasted according to our expectations and is in line with acquisition investments. We will ensure continuity of business and profitability to achieve those targets by having the right strategy and product mix meeting those expectations.
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