Belajar dari KEGAGALAN TOTAL TUPPERWARE

Summary

This 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Tupperware's failure was due to a combination of factors including an outdated direct selling business model, inability to adapt to online sales during the pandemic, high operational costs, and mounting debts that exceeded one trillion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

00:00

📉 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.

05:02

🚀 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.

10:04

🌐 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.

Keywords

💡Tupperware

Tupperware is a brand known for its airtight plastic containers. In the video, it is discussed as a case study of a company that once thrived but is now facing bankruptcy. The brand is used to illustrate the importance of adapting to changing market trends and the consequences of failing to innovate.

💡Bankruptcy

Bankruptcy refers to a legal status where a person or company is unable to repay outstanding debts. The video mentions Tupperware declaring Chapter 11 bankruptcy, which is a form of bankruptcy protection in the United States that allows a company to restructure its debts while continuing to operate.

💡Restructuring

Restructuring in a business context refers to the process of making significant changes to a company's operations, such as selling assets, changing management, or altering its business model. The video discusses Tupperware's efforts to restructure its debt, which involved selling off assets and paying off employees and debts to the best of their ability.

💡Direct Selling

Direct selling is a marketing strategy where products are sold directly to consumers, often through person-to-person sales or home parties. The video explains that Tupperware originally used a direct selling model, which was effective until the pandemic made in-person meetings difficult.

💡Innovation

Innovation refers to the process of introducing new ideas, methods, or products. The video highlights that Tupperware's initial success was due to its innovative packaging, but it failed to continue innovating in line with changing consumer preferences and environmental concerns.

💡Environmental Concerns

Environmental concerns are issues related to the impact of human activities on the environment. The video points out that Tupperware's reliance on plastic packaging became a liability as consumers increasingly sought eco-friendly alternatives.

💡Pandemic

A pandemic is a widespread infectious disease affecting a large number of people across multiple geographic regions. The video discusses how the COVID-19 pandemic disrupted Tupperware's direct selling model, as social distancing measures prevented in-person sales.

💡Rebranding

Rebranding is the process of changing the branding of a company or product to align with a new strategy or to appeal to a different audience. The video mentions Tupperware's attempt to rebrand with a modern logo and marketing plan to attract a younger demographic.

💡CEO

CEO stands for Chief Executive Officer, the highest-ranking executive in a company responsible for making major corporate decisions. The video discusses the backgrounds and decisions of Tupperware's CEOs, particularly the challenges faced by the most recent CEO, Lori, who had a background in digital marketing.

💡Innovator's Dilemma

The Innovator's Dilemma is a term coined by Clayton Christensen that describes a situation where a successful company fails to respond to disruptive innovation. The video uses this concept to explain Tupperware's failure to adapt its business model and innovate its products despite its past success.

💡Legacy

Legacy in a business context often refers to the practices, systems, or products that a company has inherited from its past. The video suggests that Tupperware's legacy of direct selling and plastic packaging became a burden as market conditions changed.

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]