Belajar dari KEGAGALAN TOTAL TUPPERWARE
Summary
TLDRThis video script discusses the rise and fall of Tupperware, a company that once thrived due to its innovative direct selling model and durable plastic products. However, it failed to adapt to changing consumer preferences and the digital age, leading to bankruptcy. The script highlights the importance of continuous innovation and adapting to market trends to avoid such a fate.
Takeaways
- 📈 Tupperware's success was ironically also the reason for its failure.
- 💼 The company filed for Chapter 11, indicating a move towards bankruptcy, but continued operations to restructure its debts.
- 💵 Tupperware's debts exceeded 1 trillion Rupiah, leading to asset liquidation and inability to pay employees and debts.
- 🏢 The importance of business structure is highlighted; Tupperware's PT (Perseroan Terbatas) status protected its founders and CEOs from personal liability.
- 🚀 The brand's origin in 1946 by a chemist aiming to create long-lasting packaging is noted for its innovative start.
- 📉 By 2024, Tupperware's brand became irrelevant, failing to attract top talent or investors, leading to bankruptcy.
- 🌐 The company's direct selling model, which was successful for decades, was disrupted by the pandemic, preventing in-person meetings.
- 📱 Tupperware's late shift to online sales and failure to innovate its products led to a decline in sales and increased debts.
- 🌿 The current generation's focus on environmental concerns made Tupperware's plastic-based products less appealing.
- 🔄 The Innovator's Dilemma is mentioned, where successful companies can fail by not innovating when they are at their peak.
- 💡 The script suggests that Tupperware's failure was not due to the latest CEO but rather the legacy of past CEOs who were slow to adapt to changes.
Q & A
Why did Tupperware experience failure despite its past success?
-Tupperware's failure was due to a combination of factors including an outdated direct selling business model, inability to adapt to online sales during the pandemic, high operational costs, and mounting debts that exceeded one trillion rupiah.
What was Tupperware's initial innovative approach to packaging?
-Tupperware's founder, Earl Tupper, was a chemist who aimed to create long-lasting packaging. The company's innovative approach was to use plastic that was cheap and durable at the time, which was considered revolutionary and pioneering.
How did Tupperware's business model contribute to its downfall?
-Tupperware's direct selling business model, which relied heavily on in-person parties and demonstrations, became obsolete with the advent of the pandemic and social distancing measures. The company was late in transitioning to online sales, which exacerbated its financial troubles.
What was the significance of Tupperware's rebranding effort in 2024?
-In 2024, Tupperware underwent a rebranding effort, adopting a more modern logo and visual identity. This was an attempt to appeal to millennials and Gen Z, but it was too late to save the company as it had already declared bankruptcy.
What was the role of Tupperware's CEO in the company's decline?
-The script suggests that the long-standing CEOs with a background in direct selling were part of the problem, as they were late to adapt to the changing market and the need for digital transformation. The company's debt and operational inefficiencies were not addressed in time, leading to the crisis.
How did Tupperware's approach to innovation change over time?
-Initially, Tupperware was known for its innovative use of plastic in packaging. However, as competitors started using more environmentally friendly materials like glass, stainless steel, and silicone, Tupperware failed to keep up with these innovations, contributing to its decline.
What was the 'Innovator's Dilemma' mentioned in the script, and how did it apply to Tupperware?
-The 'Innovator's Dilemma' refers to a situation where successful companies become complacent and fail to innovate when they feel they are doing well. Tupperware fell into this trap, not adapting its business model or products to changing consumer preferences and environmental concerns.
What were the financial consequences of Tupperware's bankruptcy?
-Tupperware's bankruptcy led to significant financial losses, with debts reaching up to 80 million dollars. The company had to liquidate its assets, pay off employees and debts as much as possible, and ultimately, the remaining debt was left to the creditors and the founders were not personally affected.
How did Tupperware's target audience shift and impact the company?
-Tupperware's target audience shifted towards younger generations who were more environmentally conscious and less interested in the direct selling model. The company failed to innovate its products and business model to align with these changing preferences, leading to a decline in sales and relevance.
What was the significance of Tupperware's attempt to go public again?
-Tupperware's attempt to go public again was an effort to secure funding for restructuring and to address its financial crisis. However, given the company's deep-rooted structural issues and high debts, it was too late to save the company from bankruptcy.
What lessons can be learned from Tupperware's story for businesses and individuals?
-The script highlights the importance of continuous innovation, adaptability, and the need to address structural issues before they become too entrenched. Businesses and individuals should not become complacent in their success but should always look for ways to improve and innovate, even when things seem to be going well.
Outlines
📉 The Rise and Fall of Tupperware
The script discusses the ironic success and failure of Tupperware, a company known for its durable plastic containers. Despite facing bankruptcy and restructuring debts over a trillion Rupiah, the company's founders and CEOs were not as affected as one might expect due to the limited liability nature of a PT (Perseroan Terbatas) company. The script also delves into the historical background of Tupperware, its innovative beginnings post-World War II, and the shift to modern branding in 2024. It highlights the company's failure to adapt to changing times, particularly the move to online sales and the preference for eco-friendlier materials, leading to a significant drop in share value and the eventual declaration of bankruptcy.
🚀 The Innovator's Dilemma and Tupperware's Legacy
This section of the script focuses on the challenges faced by Tupperware under different CEOs with varying backgrounds in direct selling and digital marketing. It discusses the company's struggle to innovate its business model amidst growing debt and the impact of the pandemic on direct sales. The script also touches on the 'innovator's dilemma,' where companies that feel they are doing well may resist change, leading to their downfall. The failure to innovate and adapt to digital marketing and eco-friendly trends is highlighted as a significant factor in Tupperware's decline. The script concludes by emphasizing the importance of continuous innovation and adaptation, even during times of success.
🌐 The Future of Tupperware and Lessons Learned
The final paragraph of the script speculates on the future of Tupperware and the potential for recovery under new leadership. It discusses the need for a complete restructuring and the importance of adapting to digital trends and consumer preferences for sustainable products. The script also serves as a cautionary tale for other businesses, emphasizing the necessity of innovation and adaptability in the face of changing market dynamics. The discussion encourages viewers to reflect on the importance of change and the potential consequences of complacency.
Mindmap
Keywords
💡Tupperware
💡Bankruptcy
💡Restructuring
💡Direct Selling
💡Innovation
💡Environmental Concerns
💡Pandemic
💡Rebranding
💡CEO
💡Innovator's Dilemma
💡Legacy
Highlights
Tupperware's success and failure are ironically linked, with the same factors contributing to both.
Tupperware filed for Chapter 11 bankruptcy last year, indicating a potential for bankruptcy.
The company's debt exceeded 1 trillion Indonesian Rupiah.
Tupperware underwent liquidation, selling all assets and paying off employees and debts as much as possible.
The company's founders and CEOs were not personally affected by the debt.
The importance of setting up a limited liability company (PT) to protect personal assets was highlighted.
Tupperware's origins date back to 1946, with a focus on durable packaging by a chemist founder.
Tupperware's direct selling business model was innovative and successful for decades.
The company failed to adapt to the online market and continued to accrue debt.
Tupperware's target audience shifted from housewives to millennials and Gen Z, but the brand failed to resonate.
The company declared bankruptcy in 2024, ceasing to exist as a brand.
Tupperware's failure to innovate and adapt to environmental concerns contributed to its downfall.
The company's debt was so massive that it was impossible to recover, even with new management.
The importance of not becoming complacent during success and continuously innovating was emphasized.
Tupperware's rebranding efforts in 2024 were too late to save the company.
The company's legacy of direct selling was不适应 the pandemic and lockdown measures.
Tupperware's packaging, once innovative, became outdated as competitors moved to more sustainable materials.
The company's management failed to recognize the need for a digital transformation before the pandemic.
The new CEO's background in digital marketing and experience with modern brands was seen as a potential savior for Tupperware.
The 'innovator's dilemma' was discussed as a key reason for Tupperware's failure to innovate.
The company's pride in its past success led to a failure to adapt and innovate in a timely manner.
Tupperware's financial reports indicated that the company was running out of time and resources to turn things around.
The company's structural issues, including a massive debt and outdated business model, were compared to 'structural poverty' in nations.
The importance of timely restructuring and adapting to digital trends was highlighted as a missed opportunity for Tupperware.
The company's failure to innovate when it was still successful and dominant in the market was seen as a critical mistake.
Tupperware's legacy as a brand that once revolutionized packaging and home goods was discussed.
The founder's initial success and the potential for a new brand to take Tupperware's place was pondered.
Transcripts
topperware tuh ironis banget sih
sebenarnya apa yang bikin mereka sukses
itu tuh yang bikin mereka gagal
[Musik]
totalareion Sebenarnya tahun lalu gua
udah bikin videonya tapi waktu itu tuh
mereka baru ngfiling Chapter 11 artinya
Mereka emang ke arah mau bangkrut nih
tapi biar bisa dapat izin tetap
beroperasional tetap jualan selama
mereka restruktur hutangnya mereka dan
hutang mereka itu tuh lebih dari Rp1
triliun nah lantas kalau perusahaan
enggak bisa bayar hutangnya dan declare
bangkrut apa yang dilakuin Apakah
foundernya harus ganti rugi sendiri
ceo-nya harus bayarin hutangnya enggak
yang terjadi adalah perusahaan ngelakuin
likuidasi jual semua aset yang dia punya
semuanya sampai nol bayar employee
pesangon hutang sampai sebisa mungkin
kalaupun masih ada banyak banget hutang
sisa sampai ratusan miliar Ya udah itu
rugi yang ngasih hutang dan Founder nya
ceo-nya enggak kena dampaknya sama
sekali ini makanya penting kalian kalau
bisnis bikin PT namanya perseron
terbatas kalau misalnya dia ada
kenapa-napa kalian enggak kena dampaknya
kalau kalian bisnisnya pakai perorangan
hutang ya mau bisnisnya anjlok Kalian
harus tetap bayar kalau PT anjlok hutang
kalian enggak usah bayar ya walaupun ada
resiko resiko lain ya Misalnya kalau
kayak CV kalian tetap harus bayar karena
itu ng-elink ke personal aset kalian
agak off topic tapi biar kalian lebih
ngerti aja so kita Mikir dong kenapa
brand segedeta pruare yang udah lahir
dari tahun
1946 benar-benar setelah perang dunia
kedua yang kalau kalian tahu
asal-usulnya sebenarnya karena
foundernya tappper yang backgroundnya
seorang chemist itu misinya Mulia dia
mau bikin packaging yang bisa tahan lama
karena dari dulu Apalagi di zaman-zaman
perang ya mereka tuh pakai kotak-kotak
yang setelah berapa kali pakai tuh dia
buang dan itu gila inovatif benar-benar
pionir tapi fast forward ke 2024
brandnya enggak relevan dan tahu enggak
alasan paling gede Kenapa mereka mau
orang terhebat di dunia pun masuk jadi
ceonya atau Jadi investornya mereka
enggak bakal bisa bangkit lagi tahu
enggak kenapa karena mereka enggak
subscribe oke gua udah lama enggak kayak
gitu tapi ya itu yang aneh karena
baru-baru banget ini di tahun 2024
mereka tuh baru rebranding brand
legendaris Ini akhirnya punya logo sama
visual yang jauh lebih modern yang
harusnya kalau milenial sama geninzy itu
jauh lebih masuk tapi enggak lama
kemudian ini aneh sih tiba-tiba mereka
ngedclare bangkrut total artinya stop
Goodbye enggak ada nama brand Tupperware
lagi dan kalian jangan ketawain sih
karena apa yang dialami tpperware itu
kalian bisa belajar banyak karena ini
bisa terjadi untuk siapapun kalian yang
nonton yang punya bisnis siapapun kalian
yang lagi berkarir atau kerja karena
permasalahan itu kerasik ironis banget
mau mereka jual pabriknya mereka tutup
beberapa cabang tetap enggak bakal bisa
nyelamatin karena mereka telat Tapi
sebelum kita bahas pelajaran ya kalian
harus ber-benar tahu kenapa mereka gagal
mungkin yang sudah nonton video gua
Sebelumnya kira-kira udah tahu tapi kita
bahas di chapter pertama tpperware
party jadi gini kalau misalnya kita
bikin produk yang inovatif banget susah
untuk kita jelasin ke orang butuh
pendekatan personal dan waktu itu dari
awal Tupperware tuh nganut bisnis model
yang namanya direct selling kalau zaman
sekarang ya emak-emak disuruh jadi
reseller jelasin ke teman-temannya nih
produknya bagus bisa lihat langsung demo
ya terus mereka Langsung bisa jualan On
The Spot dan itu works banget kalian
tahu kenapa MLM di Indonesia itu works
banget ya karena itu produk-produk yang
susah untuk dijelasin harus secara
personal kita kasih tahu ke mereka
sampai mereka mau beli dan ini berjalan
sampai berpuluh-puluh tahun kalau kalian
lihat track record CEO ceo-nya
kebanyakan tuh dari perusahaan yang
punya background direct selling itu yang
bikin mereka sukses dan itu yang bikin
mereka gagal tempatnya di nah tipe
direct selling ini pas semuanya pandemi
mau itu psbb mau itu ppkm mau itu fuvu
faava Intinya kita enggak bisa ketemu
orang Dan di saat itu itu tuh
benar-benar parah banget pas mereka
mulai masuk ke online itu udah terlalu
telat hutangnya udah membengkak
operasionalnya mahal dan sampai sekarang
belum sukses ngepenetrasi online karena
sehebat-hebat atau segede apapun
marketing budget mereka yang tinggal di
online itu pasti targetnya ke anak muda
itu bedanya telat dan marketing enggak
sesuai dengan target customer nah tapi
poin kedua itu yang memperparah situasi
karena targetnya anak muda mau enggak
mau bisnis model yang direct selling
udah enggak works harus masuk online
produknya mereka itu enggak berhasil
inovasi sama sekali salah satu premis
yang bikin mereka Sukses banget karena
mereka perusahaan packagingnya pakai
plastik saat itu murah tahan lama tapi
di zaman sekarang kalau kalian lihat
kompetitor-kompetitor udah lebih banyak
yang pakai kaca stainless steel silicon
nah ini inovasi yang dilakuin sama
banyak banget kompetitor mereka udah
Kepepet duit mindset inovasinya enggak
ada kenapa ini matter soalnya generasi
zaman sekarang udah me-lag soal
environment mereka peduli n namanya
dampak likungan kalau misalnya kita
pakai terus produk-produk plastik dari
modelnya kalian lihat dibanding sama
kompetitor nih akhirnya dua itu
Kombinasi yang gede banget bikin saham
mereka turun sampai 90% hutangnya gak
bisa dibayar ruginya bisa sampai 80 juta
dolar sampai harus ngajuin pilot tapi
enggak lengkap kalau kalian gak lihat
kapten atau nahkodanya karena kapalnya
itu emang udah banyak bocor tapi kalau
nahkoda yang hebat somehow dia bisa
tetap berlayar kita bahas sikit
Jadi sebenarnya CEO paling lama itu 20
tahun dari sebelum tahun 2000-an
backgroundnya direct selling CEO yang
baru yang sekitar ber tahun itu
background-nya direct selling CEO yang
menjabat 3 tahun sebelum ganti yang
interim background-nya direct selling
yang gua enggak ngerti gini
perusahaannya udah tahu ini tuh ke arah
yang gak works lagi sampai akhirnya
datang CEO yang paling baru yaitu Lori
dan ini punya pengalaman marketing yang
hebat yang sebelumnya lebih banyak
jualan langsung sekarang background
marketing digitalnya itu kuat dia X
coca-cola jadi ceo-nya Avon ceo-nya
spanks brand-brand modern ya akhirnya
dari akhir tahun 2023 sampai sekarang
dia sebenarnya Ada progres logo barunya
tuh bagus marketing plannya udah mulai
modern Harusnya kalau nafasnya sedikit
lebih panjang ini salah satu harapan
cerah buat tpperware tuh bisa bangkit
lagi tapi sehebat-hebatnya nahoda kalau
kapalnya udah telat untuk dibenerin
bolongnya Udah terlalu parah bebannya
terlalu gede hutangnya aja di atas 1t ya
mau gimana karena kalau misalnya gua
anggapannya jadi CEO bodohnya tpperware
gua bakal pelajarin Satu teori yang
penting banget yang gak dijalanin sama
tpperware Dan inilah kesombongan
perusahaan yang udah ngerasa gede banget
mereka ngalamin yang namanya innovators
Dilem nah banyak yang sudahah tahu gagal
inovasi bisnis modelnya cacat hutangnya
membeludak pendapatan menurun itu memang
hasil dari kegagalan-kegagalannya cuma
ada satu fundamental banget ini menurut
banyak analis ya Dan ini bisa terjadi
sama kalian karena kalau kalian ngerasa
semuanya udah bagus dan doing well
kalian enggak bakal ngapa-ngapain Ya
udah biar aja jadi di jalan nah itu
dilemanya justru pas everything doing
well lu udah tinggi lu udah jago di
situlah Lu harus berinovasi so
innovators dilema itu analoginya kita
bingung nih kita sudah ngelakuin sesuatu
yang bagus kita udah nomor satu perlu
enggak ya berinovasi karena kalau kalian
mau ngelakuin hal yang berbeda itu
selalu ada resisiko analoginya kita di
sini nih kalau kita berinovasi kita
bakal turun sebentar karena kita rombak
semuanya ganti produknya ada pengeluaran
gede untuk ke depannya kita bisa gede
lagi dan ini sebenarnya kesalahan klasik
untuk banyak entrepreneur karena udah
ngerasa gede jadi lebih more to lose
takut untuk ngambil resisiko akhirnya
Stay di sana aja ujung-ujungnya enggak
ada Inovasi dan bukannya naik lagi dia
bakal jatuh kalau ngelihat kompetitor
yang di Indonesia lumayan ramai yaitu
lock and lock yang gua pernah bahas juga
super power dari perusahaan kecil yang
belum segede itu adalah mereka Gesit
berani ambil resiko lebih banyak dan
enggak takut yang namanya inovasi
case-nya Lori pas jadi CEO yang pas
rebranding berapa bulan kemudian dia
bangkrut itu sebenarnya bukan salah
ceo-nya tapi salah dari Legacy ceo- CEO
lamanya yang telat untuk ngambil
tindakan dan akhirnya dibebanin ke CEO
paling bar barunya ini analoginya kalau
misalnya presiden nih udah mau turun
jabatan tapi ninggalin banyak hutang
kebijakan-kebijakan yang
setengah-setengah pas presiden barunya
bakal melantik Buset hutangnya
nauzubillah bukan hutang duit doang tapi
kebijakan-kebijakan yang sangat
diburu-buru yang harus mau enggak mau
dilanjutin sama Presiden selanjutnya dan
itu yang sering terjadi sama perusahaan
juga jadi pelajaran pertama yang kita
pelajari dari topperware jangan merasa
kita udah jago di saat kita doing well
itu justru kita punya bmper untuk kita
ambil risiko nah lantas solusinya apa
dan apa masa depan tpperwell
apapun yang dilakuin sama terware
sekarang mau dapat perdanaan pun It's
too late kalau di dunia it ada namanya
Tech depth atau di dunia kenegaraan
namanya kemiskinan struktural kalau
problemnya udah sampai level struktural
semakin banyak hutang semakin lama dan
susah untuk dibenerin yang dibutuhin
adalah rombak total tapi bedanya negara
sama teknologi perusahaan itu selalu
running dengan timeline yang terbatas
timeline-nya apa uang yang dimiliki
pengeluaran yang harus dikeluarin setiap
bulan sama hutang yang harus dibayar
Jadi pas CEO barunya datang fokusnya di
marketing dia butuh dana dan keuangannya
tidak mendukung Ya udah larinya udah
mulai kencang tapi mereka kehabisan
napas kalau menurut gua Setelah gua
analisa laporan keuangan ya sebenarnya
momen yang tepat ya kalau staerware mau
berdiri sampai sekarang adalah
restrukturisasi sekitar 2 tahun sebelum
covid karena di sana harusnya mereka
sadar model mereka udah usang dan harus
berubah bisnis model ke online Ya iyalah
online-nya naik banget tapi mereka
enggak ke sana kalau misalnya mereka
udah dari awal pasti mereka bisa Survive
CEO barunya masuklah dari sana dan ini
salah satu pelajaran penting buat kalian
kalau misalnya mau bikin bisnis atau
karir apapun taperw itu Legendary brand
yang gua sampai sekarang aja ngerasa
sayang banget mereka harus mati karena
gua selalu ingat kuot ini satu hal yang
pasti adalah perubahan dan trennya
dimulai dari tahun 2010-an pas digital
mulai merata perubahan di mana
perusahaan-perusahaan Lama perlu lakuin
mungkin bertahun-tahun baru mereka
berubah sekarang Setiap berapa bulan aja
kita harus berubah jadi kemampuan
adaptasi itu di sini penting jangan
ngerasa kalau misalnya kita sudah
ngelakuin semuanya benar kita udah gede
kita enggak butuh berubah berubah tuh
bukan berarti kita ganti yang udah bagus
tapi berubah tuh berarti mengimprove apa
yang sudah bagus toerware tuh tahan lama
udah bagus tapi ubah materialnya jadi
kaca jadi silikon sama-sama tahan lama
kan tapi mereka ngikutin tren di mana
anak muda lebih peduli lingkungan dan
soal innovators Dilema inovasi justru
dilakuin pas kalian enggak ngebutuhin
itu pas kalian ngerasa semuanya udah
fine-fine aja penjualan lagi oke di sana
justru kalian paling punya banyak bmper
untuk kalau inovasinya gagal ya enggak
apa-apa jangan Kepepet baru kalian ubah
produk atau bisnis modelnya jadi itu
pelajaran penting yang kita bisa ambil
dari tpperware Ya fun fact-nya gua lupa
bahas di awal founder aslinya tpperware
pas ngebangun bisnis di 1946 dia sempat
langsung jual di 1959 yang kalau
diranslate ke inflasi seharga 1610 juta
dolar Kalau gua jadi dia sedih kali ya
ngelihat baby-nya yang udah segede ini
hancur gara-gara mismanagement tapi
Menurut kalian gimana karena di saat
Satu Raja itu turun pasti ada yang bakal
ngambil tahtanya brand apa yang punya
nilai-nilai inovasi yang bisa ngantiin
posisinya toerware Coba kalian komen di
bawah atau ada bisnis lain yang kalauan
mau bahas kita ringan aja biar enggak
bahas politik dan ggak bahas sebelah
terus-terusan komen aja ya See you guys
next video bye bye than
[Musik]
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