Business Education

The Samsung Galaxy Fold Demonstrates this Powerful Business Lesson

The mobile technology world experienced one of the biggest public blunders of all time. Samsung shipped a number of demo units of its $2,000 foldable smartphone to several high-profile reviewers.

Within 48 hours, a good number of the devices were broken. The reviewers shared their surprise and since, Samsung has delayed the release of its “Foldable Phone of the Future.”

The Samsung Galaxy Fold Unfolds Unnecessary Bad Publicity

To be fair, some broken due to reviewer mishandling. They mistook a part of the screen as a protective layer that all smartphones ship with. Others noticed bulges in corners near the fold.

While the former did inadvertently damage the devices, the latter simply watched as the units failed.

You’re anxious to get your business off the ground or get your latest product out to the public as quickly as possible. Perhaps you’ve already started your marketing and promotional campaigns. You’ve got visions of a best-selling product dancing in your head. But selling too quickly can be dangerous; there can be drawbacks if you are putting the cart before the proverbial horse. Businesses that start selling new or innovative products without taking the time to put their ducks in a row often regret their decision. —All Business

It’s yet another example of a manufacturer rushing a product to market before it’s truly ready. When such bad PR situations occur, these can lead to companies going out of business outright.

The Negative Effects of Rushing a Product to Market

Companies rush products to market. It does happen. And, it’s a huge and completely unnecessary risk. Here’s why:

Damage to reputation. Let’s begin with the obvious. While mega corporations can weather such storms, small businesses might suffer tarnishes to large to overcome.
It sends the wrong message. Thomas Edison practically invented “vapor-ware,” the introduction of a product which doesn’t actually exist. When you release something prematurely, you’re sending a message you care more about turning a profit than your customers.
It causes a loss of trust. If the gamble fails to payoff, it means you’ve sacrificed trust. Consumers just won’t trust your brand in the future and that’s never a good thing.
Your team will also suffer. Pushing out a product before it’s ready just might lead to a loss of key employees. Some could walk away, not wanting an association with a company who isn’t willing to wait until it’s right.
You’ll regret the decision. Of course, as the leader of the organization, it’s you who takes all the blame. Ultimately, you’ll have to accept making a bad decision and the consequences which inevitably follow thereafter.

What other negative consequences does rushing a product to market have? Please share your thoughts and experiences by commenting!

Interested in learning more about business? Then just visit Waters Business Consulting Group.

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How You’re Sabotaging Your Own Business

May 16, 2017 No Comments

You’ve put everything into your business, but what’s holding it back might not be the economy, your competitors, or bad luck—it might be you. Certain everyday habits and blind spots can quietly sabotage your company’s growth without you ever noticing. Here are the behaviors you need to identify and fix before they do lasting damage.

How Fleming’s Auto & Diesel Doubled Revenue and Gave the Owner His Life Back

September 23, 2026 No Comments

.elementor-widget-text-editor{font-family:var( –e-global-typography-text-font-family ), Sans-serif;font-weight:var( –e-global-typography-text-font-weight );color:var( –e-global-color-text );}.elementor-widget-text-editor.elementor-drop-cap-view-stacked .elementor-drop-cap{background-color:var( –e-global-color-primary );}.elementor-widget-text-editor.elementor-drop-cap-view-framed .elementor-drop-cap, .elementor-widget-text-editor.elementor-drop-cap-view-default .elementor-drop-cap{color:var( –e-global-color-primary );border-color:var( –e-global-color-primary );} Jason Fleming had built a solid reputation over more than a decade serving East Valley customers with quality automotive repair work. But solid reputation and solid revenue growth aren’t the same thing, and Jason’s business had been stuck at the same level for years. “Before we hired John and staff, we were stuck going nowhere fast,” Jason says. “They were very instrumental in getting our business to the next level. They were a major catalyst to where we are today. He has always been there for us and yes, it shows in the bottom line!” Too Many Hats, Not Enough Growth Fleming’s Auto & Diesel is a family-owned shop that Jason runs with his son, and the core problem was structural: Jason was the only mechanic, which meant he was wearing every hat in the business at once. There was no realistic way to grow revenue without him personally doing more work, which is a ceiling every solo operator eventually hits. The business also lacked marketing to actively grow its customer base, and with very few processes and procedures in place, there wasn’t a system that could scale even if new business came in. Building Capacity Before Chasing More Customers Waters Business Consulting Group focused first on the fundamentals that would let the shop handle more business without Jason burning out. That meant establishing a better quoting strategy to protect margins, and sharpening focus on the actual repair and work performance to improve profitability on every job. Critically, the team helped Jason leverage his own strengths by hiring a dedicated service writer to handle quotes and scheduling — freeing Jason to focus on the technical work only he could do. From there, the shop established target fleet customers and programs to win larger, recurring business, and employed lean marketing that made use of the shop’s existing customer database along with outreach to surrounding businesses. Workflows and systems were put in place to support the increased volume that growth would bring. The Results The turnaround was dramatic and it compounded. Revenue increased more than 100% in the first year alone, with improved gross margins to match, and grew another 57% in the second year — with continued growth in profit margins and cash flow. Systems and procedures matured to handle the added volume with better organization, and the shop grew from a one-person operation to a five-person team. Perhaps the clearest sign of how far the business had come: Jason was able to take a full month off to travel while the shop kept running without him — something that would have been unthinkable when he was the only mechanic on staff. If you’re the only person who can do the work in your business, growth will always be capped by your own hours in the day. Waters Business Consulting Group helps owner-operators build the systems and teams that let the business grow beyond them. Schedule a free consultation to talk through what that could look like for you. Contact Waters Business Consulting Group

How Boogie Bulb Nearly Tripled Revenue by Finally Understanding Its Own Margins

September 18, 2026 No Comments

.elementor-widget-text-editor{font-family:var( –e-global-typography-text-font-family ), Sans-serif;font-weight:var( –e-global-typography-text-font-weight );color:var( –e-global-color-text );}.elementor-widget-text-editor.elementor-drop-cap-view-stacked .elementor-drop-cap{background-color:var( –e-global-color-primary );}.elementor-widget-text-editor.elementor-drop-cap-view-framed .elementor-drop-cap, .elementor-widget-text-editor.elementor-drop-cap-view-default .elementor-drop-cap{color:var( –e-global-color-primary );border-color:var( –e-global-color-primary );} When Linda Foss brought her newborn daughter home from the hospital, a simple nasal aspirator bulb was the thing that kept her congested airway clear. When it wore out and Linda went looking for a replacement at the pharmacy, she couldn’t find one with the same suction power or quality. That gap became the idea behind BoogieBulb — a medical-grade infant nasal aspirator Linda founded in 2008 and built into the first company to sell one directly to consumers. “My experience with Waters Business Consulting has been great,” said Linda Foss, Founder & Owner of Boogie Bulb. “John really helped me understand my financials which helped me set up my books correctly so I was better able to understand my profit margins. The financial operations component of my business was a learning curve for me, and John’s help and insight set me up for success. I highly recommend this consulting group.” Fast Growth, Fuzzy Numbers Boogie Bulb gained traction quickly, landing in major retailers and on Amazon — but Linda’s grip on the financial side of the business hadn’t kept pace with its growth. She lacked a clear pricing strategy and a solid understanding of her true acquisition costs, which made it hard to see her real COGS, gross margin, and net profit margin, especially once e-commerce fulfillment costs and service fees were factored in. Marketing was another blind spot: Linda needed help driving traffic to both the Boogie Bulb website and its Amazon listing, and needed a plan to scale the product responsibly. Complicating matters further, an individual she’d outsourced marketing to had wrongly assumed the role of a business partner, leaving Linda to navigate how to dissolve that implied relationship. Turning Financial Fog Into Financial Clarity Waters Business Consulting Group started by digging into Boogie Bulb’s revenue trends and manufacturing costs to determine the sale price that would optimize gross profit margins and actually produce net profit. The team calculated Linda’s true customer acquisition cost by analyzing advertising spend, customer counts, website analytics, units sold, and revenue — then established a clear break-even point for the business. With the financial picture in focus, the team helped Linda determine the best price points and tiered pricing structure for wholesale distribution, and served as a sounding board she could turn to for everyday business decisions. Waters Business Consulting Group also helped Linda work through and resolve the implied partnership relationship that had complicated her marketing arrangement, and connected her with trusted resources for trademarks and website development. Tripled Revenue and a Stronger Brand The clarity paid off directly in growth. Company revenue nearly tripled from 2014 to 2017, driven by a much clearer understanding of COGS per unit and the pricing needed to achieve the highest possible margins. Boogie Bulb gained real exposure in the marketplace, built a stronger brand identity, and capitalized more effectively on seasonal sales trends. The team also worked with Linda to evaluate the viability of distributing and selling the product commercially through brokers. With the outsourced marketing relationship dissolved and cash flow improved, Linda was able to reinvest in further improving the product itself. Waters Business Consulting Group also helped identify potential merger and acquisition opportunities for Boogie Bulb and provided guidance on how to approach negotiating them. Need Clarity on Your Own Numbers? If pricing, margins, or acquisition costs feel more like guesswork than a strategy, you’re not alone — and it’s fixable. Schedule a free consultation to get a clearer financial picture of your business. Contact Waters Business Consulting Group to schedule your free consultation.

The Samsung Galaxy Fold Demonstrates this Powerful Business Lesson

The Samsung Galaxy Fold Unfolds Unnecessary Bad Publicity

The Negative Effects of Rushing a Product to Market

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Related Posts

How You’re Sabotaging Your Own Business

How Fleming’s Auto & Diesel Doubled Revenue and Gave the Owner His Life Back

How Boogie Bulb Nearly Tripled Revenue by Finally Understanding Its Own Margins

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