Originally posted by Winder Ricoh seems to is copying the Hoya marketing plan. I'm sure they will have the same degree of success.
Hoya's 'marketing plan' was to liquidate inventory at fire sale prices, destroy distribution infrastructure and sell the shell of a what had once been a decent camera company after stripping out the higher-margin operations and retaining the younger, less expensive employees in other divisions. Ricoh chooses not to invest the capital all at once to reverse this despicable affront, rather attempting to grow the brand, using cash flow to systematically improve the corproate assets.
Originally posted by Winder I know I'm wasting my time with the facts. People here don't care about facts. Too busy drinking the corporate Kool-Aid.
The problem with that brief blurb is, to which Pentax does the grandson refer? Pentax Corp, which was acquired for $!,000,000,000, or the camera company, which was sold for (reportedly) $140,000,000? Which profitable and which was loss-making? How does the grandson define profit, taking into account the value of real estate (office buildings, Pentax Factory in a Park, other holdings) now used by Hoya?
What was the revenue generated by liquidating FA lenses inventory at fire sale prices (thereby forever painting Pentax as a cheap, 'value' brand)? Isn't inventory liquidation a typical corporate raider tactic, performed to generate cash flow for acquisition debt retirement regardless of cost of sales?
Why was the sale price so low, given the value of manufacturing facilities and (unknown) inventory acquired? Was it because the required capital injections by Ricoh to catch up with the industry have been large?
If you want to claim people here ignore facts, state the facts you have to contradict people, not some opinion-blurb from PetaPixel
attributed to the playboy grandson of the Hoya founder, who picked the
K-7 name for a camera because he likes mountain climbing.
Kool-Aid comes in more than one color. Yours is as consistently purple as others' is red.