In a survey by brand strategy firm Lippincott, the most trusted brand in consumer electronics was not Apple. Nor was it Samsung, Sony, or Microsoft. It was Bose, the still relatively small, privately held corporation that has been making innovative audio devices for more than 50 years. In consumer electronics, Bose’s $4 billion worth of annual headphone, speaker, and other product sales is “relatively small”—think Apple, which rang up $228 billion worth of techno gadgets and goodies. But when it comes to the passion customers feel for their brands, the Massachusetts-based technology company outshines even Apple. Bose forges that deep consumer connection based on the brand’s design simplicity and brilliant functionality.

Bose adheres religiously to a set of values that have guided the company since its origins. Most companies today focus heavily on building revenues, profits, and stock prices. They try to outdo competitors by differentiating product lines with features and attributes that other companies don’t have. Although Bose doesn’t ignore such factors, its competitive advantage is rooted in its unique corporate philosophy—the product comes first.

“We are not in it strictly to make money,” says a Bose spokesperson.

“The business is almost a secondary consideration.”

From its earliest days, the strategy at Bose has been to make the most innovative products by focusing on research and design...........................

Questions 1. Based on concepts discussed in this chapter, describe the factors that have contributed to Bose’s new product success.
2. Is Bose’s product development process customer centered?
Explain.
3. How is Bose unique with respect to product life cycle management?
4. With respect to the product life cycle, what challenges does Bose face in managing its product portfolio?
5. Can Bose continue to maintain its innovative culture without Amar Bose?